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									Scottish Screen – Corporate Plan

Scottish Screen

Corporate Plan 2007/08 to 2009/10

April 2007

Corporate Plan 2007/08 to 09/10 – FINAL

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Scottish Screen – Corporate Plan

Index

Section
One Two Three Four

Title
Executive Summary Context, Opportunity and Need Scottish Screen Priority Objectives Education Enterprise and Skills Inward Investment and Communications Market Development Talent and Creativity

Page No
3 5 7 10 10 12 14 16 18 20 22 35

Five Six Seven

Research and Policy Development Organisational Performance and Development Budgets 2007/08 to 2009/10

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Scottish Screen – Corporate Plan

Section One
Summary

Executive Summary

The film and wider screen industries in Scotland are at a crossroads. Regulatory, technological and public policy developments have created a range of opportunities to significantly grow the sector, industrially, educationally and culturally. This will, if we get it right, lead to more people creating, sharing and consuming Scottish originated screen product than ever before and provide more communities across the country with the opportunity to access and appreciate a broader range of screen product from across the world. Scottish Screen’s role is in driving the development, advocacy and implementation of the strategy that will attempt to deliver this. Creative Scotland will inherit this role in 2009, once the Culture (Scotland) Bill has gone through Parliament, enabling the body to be established. Priority Objectives In April 2006, Scottish Screen announced a fresh approach to how it is driving film and screen industries policy across Scotland. This has identified the following five priority objective areas, which includes giving a higher level of priority to education, audience development and skills development. The five objectives are interrelated, collectively providing an integrated development strategy for the sector: 1. Education To ensure that people of all ages and backgrounds are inspired and equipped to analyse, appreciate, explore, create and share screen media. 2. Enterprise and Skills To ensure that there are appropriate levels of skilled individuals and viable companies to sustain all aspects of the screen industries across Scotland. 3. Inward Investment and Communications To promote Scotland as a dynamic, competitive and successful screen production hub. 4. Market Development To ensure that the widest range of screen product reaches and is appreciated by a diversity of audiences. 5. Talent and Creativity To identify nurture, develop, support and progress Scotland’s screen talent and screen production companies. Investment Scottish Screen will invest approximately £3.5m of Scottish Executive grant in aid and approximately £2.7m of National Lottery funds in each of the next three years in people, projects, businesses and ideas which best deliver against these objectives.

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Headlines for 2007/08 to 2009/10
Creative Scotland  To ensure that in the formation of Creative Scotland, the value, opportunities, need for intervention and resource requirements of the screen industries are properly and clearly understood and reflected within future strategies. Education  Education Development Investment funds available to local authorities and others.  Collaborative approach to development of models of MIE with key partners in a variety of contexts, including early years education.  Increased numbers of teaching professionals trained in MIE.  Promotion of Chartered Teacher modules across Scotland.  Conclusion and full evaluation of MIE project in Brechin. Enterprise and Skills  Publication of reports and proposals on status, opportunities and needs of screen industries in Scotland.  Flexible business development finance initiatives delivered, including introduction of slate finance.  Development of mechanisms to attract key talent and businesses to Scotland.  Skillset Scotland focus investments on freelancers, screen businesses and training provision, utilising Scottish Screen National Lottery funds.  New Entrants Scheme further developed in line with industry needs.  Screen Academy Scotland, Skillset Academies, RSAMD, TRC and others further develop industry skills provision.  New Talent Initiatives and Make it to Market Initiatives developed and delivered. Inward Investment and Communications  Scotland’s location services developed in partnership with local film offices, local authorities, Visit Scotland Scottish Development International and others.  Integrated marketing and promotional plans developed and implemented covering key industry sectors – broadcast, film and interactive – including festival and market presence.  Production and distribution of promotional materials to key target markets.  Harmonisation of investment and other support available for production activity in Scotland. Market Development  Screen exhibition strategy implemented and adopted by sector.  Investment priorities reviewed and revised in line with screen exhibition strategy.  Capacity Building fund launched to support transition year.  Digital distribution strategy developed, implemented and adopted by sector.  Investigation into the need for a national screen centre for Scotland supported.  Development and growth of EIFF supported.  Funds for festivals, audience development and distribution relaunched for 2007/08.  Future Fund launched, encouraging experimentation and innovation in the production and distribution of creative screen content. Talent and Creativity  Strategy for integrated media access initiatives developed and implemented.  Scottish Students on Screen produced by Bafta Scotland.  Festivals and Markets fund supporting attendance of talent at key events, festivals, markets and awards.  Co-investment funds for development and production of film and other screen projects, including pilots, shorts and micro-budget productions.  Talent Bursary fund launched, providing flexible seed finance.  Writer and director development initiatives developed with broadcasters. Policy  Implementation of a policy framework for the gathering and analysis of data, information and knowledge.  Contribution to key screen industry policy developments, including: o Ofcom’s Public Service Publisher (PSP) proposals; o EC Directorate-General Information Society and Media’s Audiovisual Media Services Directive, and consultations on On-line Content and Media Literacy; o BBC’s Out of London plans.  Further development of relationships with organisations formulating and influencing screen industries’ policy, such as the UK Film Council, PACT and BSAC.

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Section Two

Context, Opportunity and Need

The Figures Scotland’s screen industries have consistently outperformed all other regions of the UK outside of London with 9.3% of UK sales (£1.2bn per year) and employment of 8,000. This output includes worldwide hits like Grand Theft Auto (cumulative sales of $2 billion), Balamory (15 million weekly viewers across Europe) and Taggart (sold to and seen in 77 countries). In addition to this there are UK hits like Location, Location, Location, Still Game and The Last King of Scotland. In spite of this, Scotland still only achieves 5% of total UK screen industry spend, 3.6% of UK network television production and 2% of the total UK screen industries’ Gross Value Added. And although Scotland produces internationally recognised and competitive business, creative and technical talent, there is a constant drain of that talent south of the border and overseas. Scotland has the second highest number of cinema admissions per capita in the UK (after London), adding up to more than 15m admissions, with more than 500,000 admissions in specialist venues. However, if you live outside of a major urban area, you will be severely limited in your access. Moving images dominate global communication. This most popular of art forms is also a highly evolved, dense and multi-layered language, and true literacy in the 21st century must include moving image media literacy. Despite all this, moving image education remains largely underdeveloped within Scotland’s schools. And Scotland has a unique and distinctive international awareness and presence, yet attracts significantly less than its fair share of inward investment for screen activity. For example, less than 2% of the UK’s total spend on feature film is in Scotland.

Regulation and Public Policy A raft of regulatory and public policy reviews, developments, consultations and changes have presented the screen industries with a parallel raft of opportunities in growing and developing the sector. This includes A Curriculum for Excellence (Curriculum Review), Scottish Enterprise Review, the Scottish Cultural Commission, BBC Charter Review, BBC WOCC, various OFCOM regulatory changes and recommendations, Film Tax Credit and Cultural Test for British Film Implementation, EU Policy (e.g. Audio Visual Media Services Directive, Content Online Consultation and Media Literacy Consultation), the Skillset-led and industry approved sector skills agreement and Scottish Screen’s own fresh approach to leading the development of the screen industries sector in Scotland. The publication by the Scottish Executive of Scotland’s Culture in January 2006, and subsequently the Draft Culture (Scotland) Bill for consultation in December 2006, presents the whole of the arts, cultural and creative industries sector with a set of challenges and opportunities for the future. They propose establishing a new body, Creative Scotland, which will house the functions of Scottish Screen and Scottish Arts Council, with responsibility for setting and leading the strategy of all Scotland’s arts, screen and creative industries. This obviously places an immediate and direct layer of context for the future development of Scottish Screen.

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Technology The means of production, distribution and consumption are being revolutionised through digital technologies. This is reducing the cost of entry for both producers and consumers and demanding new business models and new skill sets to reflect and exploit these cultural and commercial opportunities. Furthermore, ‘screen’ is no longer limited to film or television for most people. Scotland’s screen industries (including film, television, video, interactive, web, animation and computer games) must be at the forefront, seizing these opportunities. The Conclusion Scotland has a current opportunity to rapidly and significantly develop its screen industries – economically and culturally – benefiting individuals, audiences and businesses across the country. This could see for example, network television production from Scotland more than doubling, turnover in the sector increasing by 50%, increased opportunities to consume a broader range of product and ‘screen’ being more clearly prioritised within economic, cultural and educational strategies, environments, policies and interventions. The need is therefore to develop an overarching national strategy that reflects the present, and enables the sector to exploit, future opportunities. Scottish Screen’s Corporate Plan provides that strategy, setting out to clearly articulate:     the value (economic, cultural and public) of the screen industries; opportunities within the sector; the need for intervention; resource requirements.

Creative Scotland presents an opportunity to address these issues within a wider context. The focus on education, skills, enterprise, audiences, talent, creativity, celebrating Scotland and on partnership working (particularly with local authorities), chimes closely with what Scottish Screen is proposing within this document.

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Section Three
The Agency

Scottish Screen

Scottish Screen (and from 2009, Creative Scotland) is responsible for driving an integrated screen policy across Scotland, across the whole of the screen industries sector. It does this through its core functions of being: o o o o an advisor to government; an advocate for the industry; a development agency; a strategic investor.

Scottish Screen will operate in line with its underpinning principles and values of: o o o o o inclusion and diversity; partnership and integration; the promotion of excellence, innovation and experimentation; contributing to the nurturing, development, promotion and celebration of Scotland, Scottish talent and Scottish identity; openness, transparency and accountability.

Scottish Screen has developed its Corporate Plan in line with its underpinning principles and values. These principles and values apply across the organisation, in terms of both strategic development and implementation (external) and organisational policy development and implementation (internal). This includes for example, informing our approach to investment decision-making, provision of services and employment practice. Priority Objectives In April 2006, Scottish Screen announced a fresh approach to how it is driving screen industries policy across Scotland. This has identified the following five priority objective areas, which includes giving a higher level of priority to education, audience development and skills development. The five objectives are interrelated, collectively providing an integrated development strategy for the sector: 1. Education To ensure that people of all ages and backgrounds are inspired and equipped to analyse, appreciate, explore, create and share screen media. 2. Enterprise and Skills To ensure that there are appropriate levels of skilled individuals and viable companies to sustain all aspects of the screen industries across Scotland. 3. Inward Investment and Communications To promote Scotland as a dynamic, competitive and successful screen production hub. 4. Market Development To ensure that the widest range of screen product reaches and is appreciated by a diversity of audiences. 5. Talent and Creativity To identify nurture, develop, support and progress Scotland’s screen talent and screen production companies.

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Scottish Screen – Corporate Plan

The Approach Scottish Screen is a relatively small agency seeking to make a big impact. It will achieve its ambitions by working in close partnership at local, regional, national and international levels across the public, private and voluntary sectors. It will thereby realise its objectives through ensuring integration with others’ strategies and priorities. We believe our holistic approach and our wider strategy provide a useful model for Creative Scotland.

Research, Policy Development and Advocacy Scottish Screen is committed to using data and knowledge intelligently in informing present and future strategy and policy. This allows Scottish Screen to be more effective in its use of public money, in terms of direct intervention, advising government and others on policy issues, in contributing to cultural planning processes and in being an advocate for the industry. Delivery Scottish Screen will seek, wherever it is most appropriate, sensible and cost effective to do so, to outsource and/or delegate the direct delivery of projects, schemes, initiatives and activities. We believe that this will assist in achieving our broader aims through partner bodies and agencies and allow us to focus on our core functions. In pursuit of this, there should be a clear differentiation between strategic development and implementation at local, national, and local-of-national-significance levels, requiring: a. a new strategic relationship with local authorities; and b. movement towards an enhanced (and resourced) strategic responsibility for enterprise development. All relationships with partner organisations will be clearly articulated in collaboration agreements, service level agreements, etc. as appropriate.

Creative Scotland From 2009 Creative Scotland will inherit from Scottish Screen the responsibility for leading the development of the screen industries sector across Scotland. We see this as an opportunity for the sector to gain greater levels of support in realising its ambitions. Specific areas of development within Creative Scotland (as outlined in Scotland’s Culture and in the Draft Culture (Scotland) Bill) which Scottish Screen believes apply to the screen sector are: Education This objective ties in directly with Scotland’s Culture ambition to give creative activity a higher priority within the schools curriculum and lifelong learning – both in its own right and as a ‘medium of learning’. It also addresses directly the ambition to deliver cultural rights and entitlements.

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Enterprise and Skills This objective addresses directly Scotland’s Culture ambition of creating an escalator for talent; of seeking and promoting excellence (of business, talent and product); and developing an integrated national strategy for the creative industries. Inward Investment and Communications This objective addresses directly Scotland’s Culture ambition of seeking, promoting and celebrating excellence (of business, talent and product); and developing an integrated national strategy for the creative industries. Market Development This objective addresses directly Scotland’s Culture ambition to deliver cultural rights and entitlements and realise benefits projecting and celebrating Scottish creativity nationally and internationally. Talent and Creativity This objective addresses directly Scotland’s Culture ambition of creating an escalator for talent; to deliver cultural rights and entitlements; of seeking and promoting excellence (of talent and product); and developing an integrated national strategy for the creative industries.

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Section Four

Priority Objectives

1. Education
What? To ensure that people of all ages and backgrounds are inspired and equipped to analyse, appreciate, explore, create and share screen media. Why? Moving images dominate communication, circulating ‘fact’ and fiction, ideas and entertainment around the globe. Many young people spend more time watching television, surfing the net and playing computer games, than they do in the classroom, and begin early years schooling already familiar with complex screen narratives. Moving image language is highly evolved, dense and multi-layered, and true literacy in the 21st century must include moving image media literacy. Despite all this, moving image education remains largely underdeveloped within Scotland’s schools. The visionary A Curriculum for Excellence provides a generational opportunity to clearly articulate and embed the value of MIE within the statutory curriculum review process. Scottish Screen is a signatory to the Media Literacy Charter which provides a UK context and momentum to improving media literacy. How? Objective 1 To place Moving Image Education (MIE) at the heart of the statutory curriculum review process, A Curriculum for Excellence Research and Policy Development  Develop models of intervention to demonstrate value of MIE within curriculum for local authorities and the Scottish Executive Education Department (SEED) Advocacy  Continue advocacy of MIE with local authorities and the SEED Objective 2 To ensure that Scotland’s teachers and media practitioners are suitably equipped to deliver MIE within schools Research and Policy Development  Develop models of intervention to demonstrate value of MIE within curriculum for teachers and media practitioners Delivery  Support further development and delivery of Chartered Teacher modules and other MIE training interventions in Teacher Education Institutions  Develop Scotland wide programme of CPD for MIE practitioners through training and online resource development, as part of Lead Practitioners’ Programme  Launch Education Development investment opportunities encouraging local authorities, schools and others to stimulate interest and activity across the country Objective 3 To guide, influence and engage with the Scottish Executive’s policy through the Future Learning & Teaching (FLaT) programme Research and Policy Development  Support evaluation of Brechin project in partnership with the University of Glasgow and others

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Delivery  Further develop the FLaT-sponsored pilot MIE project in Brechin

Partnerships The key partnerships necessary in realising these objectives are: schools, local authorities, Learning and Teaching Scotland, the Scottish Qualifications Authority, universities, colleges, the UK Film Council, BFI, Skillset, Ofcom, broadcasters and the Scottish Executive.

Headlines  Education Development Investment funds available to local authorities and others.  Collaborative approach to development of models of MIE with key partners in a variety of contexts, including early years education.  Increased numbers of teaching professionals trained in MIE.  Promotion of Chartered Teacher modules across Scotland.  Conclusion and full evaluation of MIE project in Brechin.

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2. Enterprise and Skills
What? To ensure that there are appropriate levels of skilled individuals and viable companies to sustain all aspects of the screen industries across Scotland. Why? There needs to be sufficient volume of economic activity within the screen industries to create an environment that will allow a wider range of product to be produced. Beyond the two main broadcasters, the sector is dominated by small and micro-businesses or sole traders and freelancers. For Scotland to succeed (in seizing regulatory and public policy opportunities), it needs a greater scale of economic activity. This will only be possible through significantly growing the capacity and size of indigenous businesses, creating and attracting new businesses, and in ensuring that the right levels of skills are available across the sector. How? Objective 1 To ensure that the Executive and key partners understand the potential and opportunities presented by the screen industries Research and Policy Development  Conduct detailed research of economic picture and opportunities for Scotland’s screen industries Advocacy  Support advocacy of the sector with key partners Objective 2 To ensure that the industry is supported in its growth and development Research and Policy Development  Support the development of a coherent enterprise support structure for Scotland’s screen industries  Maintain current and relevant knowledge of the screen industry sector in Scotland  Actively contribute to national, UK and European policy development Advocacy  Promote the benefits of the screen industries sector to key partners  Promote the unique needs and opportunities of Scotland’s screen industries sector to local, national, UK and European policy makers Delivery  Develop appropriate support tools for the sector Objective 3 To ensure that the industry is suitably skilled to exploit business opportunities Research and Policy Development  Support the development and implementation of the industry-approved sector skills agreement (SSA) in partnership with and through Skillset  Identify appropriate support structures and interventions to meet needs identified in SSA Advocacy  Support advocacy of skills development across sector Delivery  Support the Skillset Scotland Training Funds for freelancers, screen businesses and training provision through the delegation of National Lottery funds

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Objective 4 To ensure that the supply side of industry skills provision is appropriate to meet industry needs Advocacy  Encourage the development of a wider base of organisations providing industry focused skills development opportunities Delivery  Support the development of the film-focused Screen Academy Scotland, in partnership with Skillset and the Scottish Executive  Delivery of New Talent Initiatives in partnership with range of providers  Introduction of Make it to Market Initiatives in partnership with range of providers

Partnerships The key partnerships necessary in realising these objectives are: producers and production companies, individual creative, business and technical talent, colleges and universities, local authorities, PACT, TRC, broadcasters, Skillset, Scottish Enterprise, Highlands and Islands Enterprise and the Scottish Executive.

Headlines  Publication of reports and proposals on status, opportunities and needs of screen industries in Scotland.  Flexible business development finance initiatives delivered, including introduction of slate finance.  Development of mechanisms to attract key talent and businesses to Scotland.  Skillset Scotland focus investments on freelancers, screen businesses and training provision, utilising Scottish Screen National Lottery funds.  New Entrants Scheme further developed in line with industry needs.  Screen Academy Scotland, Skillset Academies, RSAMD, TRC and others further develop industry skills provision.  New Talent Initiatives and Make it to Market Initiatives developed and delivered.

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3. Inward Investment and Communications
What? To promote Scotland as a dynamic, competitive and successful screen production hub. Why? There needs to be sufficient volume of economic activity within the screen industries to create an environment that will allow a wider range of product to be produced. For Scotland to succeed (in seizing regulatory and public policy opportunities), it needs a greater scale of economic activity. Whilst supporting indigenous producers is still a priority (see above), it also means that Scotland has to be proactive in attracting business and talent into the country. How? Objective 1 To increase production activity in Scotland Advocacy  Promotion of Scotland and Scotland’s screen industries at international markets, festivals and events  Develop relationships with the world’s leading production companies, key production personnel and financiers to promote Scotland and Scottish talent. Delivery  Provide effective locations service for indigenous and ‘mobile’ production activity  Provide information, co-investment, recce funds and other support for ‘mobile’ production activity Objective 2 To ensure understanding of the screen industries sector within the Scottish Executive and with other key partners across Scotland and the UK Research and Policy Development  Research and analyse production sector and secondary impact activity and growth Advocacy  Present Scottish Screen, and the potential and opportunities attached to the screen industries sector, to the Scottish Executive and with other key partners across Scotland and the UK Objective 3 To promote Scotland’s screen industries sector locally, nationally and internationally Research and Policy Development  Produce and implement agreed sub-sector specific communications strategies  Produce and implement an organisation-wide communications strategy Advocacy  Coordinate the promotion of Scotland locally, nationally and internationally, through agreed marketing and promotional plans  Promote Scottish Screen locally, nationally and internationally through an organisation-wide marketing and promotional plan Delivery  Co-sponsor events and activities

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Partnerships The key partnerships necessary in realising these objectives are: producers and production companies, location managers, location owners, individual creative, business and technical talent, colleges and universities, local authorities, film offices, PACT, broadcasters, Skillset, Scottish Enterprise, Highlands and Islands Enterprise, TRC, the UK Film Council, BSAC and the Scottish Executive.

Headlines  Scotland’s location services developed in partnership with local film offices, local authorities, Visit Scotland Scottish Development International and others.  Integrated marketing and promotional plans developed and implemented covering key industry sectors – broadcast, film and interactive – including festival and market presence.  Production and distribution of promotional materials to key target markets.  Harmonisation of investment and other support available for production activity in Scotland.

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4. Market Development
What? To ensure that the widest range of screen product reaches and is appreciated by a diversity of audiences. Why? The market for moving image product continues to expand and diversify. It is no longer restricted to cinema and television, with satellite, cable, broadband, portable and mobile delivery routes becoming ever more popular. The challenge is in ensuring that the widest range of product continues to be created, distributed, consumed and appreciated by a diversity of audiences across a range of formats and platforms. How? Objective 1 To increase the number of people in Scotland with access to enjoy cinema across Scotland Research and Policy Development  Develop and implement the revised screen exhibition strategy Advocacy  Promote cultural cinema programming in local authority areas Delivery  To invest in cultural cinema activities  To invest in media education activities  To support the introduction of ‘screening days’ in Scotland Objective 2 To celebrate film and moving image culture Research and Policy Development  Investigate the need for a national screen centre for Scotland Advocacy  Promote and support the development of the EIFF as the UK’s premier film festival Delivery  To invest in key festivals and events  To support the year round work of Bafta Scotland Objective 3 To improve the diversity of screen content being distributed Research and Policy Development  Develop and implement a digital distribution strategy  Investigate the opportunities presented by digital switchover  Investigate opportunities presented by the launch of the Gaelic Television Channel Advocacy  To raise the profile of Scottish talent and content in a national and international market place  Coordinate Scotland’s international presence at festivals, events and markets  Develop relationships with key partners at local, national and international levels Delivery  To support producers in getting diverse product to market

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Objective 4 To support the provision of opportunities to enjoy cinema across Scotland Research and Policy Development  Establish models of cinema provision appropriate to geographical, social and cultural needs Advocacy  Promote cinema access, options and opportunities in local authority areas Delivery  Investment and support for Screen Machine mobile cinemas  Investment and support for Film Societies  Support innovative distribution models  Implement revised exhibition strategy  Continued support for the Rural Cinema scheme  Capacity building of existing venues Objective 5 To create opportunities for producers to experiment with digital media formats and platforms Delivery  Co-invest in specific production initiatives utilising digital media formats and platforms

Partnerships The key partnerships necessary in realising these objectives are: venues (commercial and independent), distributors, broadcasters, producers, local authorities, UK Film Council, Scottish Enterprise, Highlands and Islands Enterprise and the Scottish Executive.

Headlines  Screen exhibition strategy implemented and adopted by sector.  Investment priorities reviewed and revised in line with screen exhibition strategy.  Capacity Building fund launched to support transition year.  Digital distribution strategy developed, implemented and adopted by sector.  Investigation into the need for a national screen centre for Scotland supported.  Development and growth of EIFF supported.  Funds for festivals, audience development and distribution relaunched for 2007/08.  Future fund launched, encouraging experimentation and innovation in the production and distribution of creative screen content.

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5. Talent and Creativity
What? To identify, nurture, develop, support and progress Scotland’s screen (creative, business and technical) talent and screen production companies. Why? Talent and creativity underpin the screen industries in Scotland and yet the best creative, business and technical talent often choose to leave. Scotland needs to ensure that the best talent is nurtured and supported not just in its early new entrant stages, but also as careers progress. The nurturing and support of talent and creativity applies not just to production and not just to film and television, and should be seen across a range of formats and platforms. How? Objective 1 Support the skills development of new and emerging screen talent Research and Policy Development  Identify appropriate models for, and support the development of a strategy for, integrated media access initiatives across Scotland. Advocacy  Identify, encourage and support emerging talent to create screen content that will showcase their creativity and develop skills.  Develop relationships with key partners at local, national and international levels, including Skillset, Higher Education and Further Education, media access initiatives, TRC, Screen Academy Scotland and the Skillset Academies. Delivery  Invest in new talent development and market led development initiatives with other investors.  Co-ordinate the delivery of the New Entrants Training Scheme (NETS) and the New Entrants Animation Training Scheme (NEATS).  Invest in the promotion of recognition of new and emerging talent at festivals and events. Objective 2 Promote and showcase the skill and creativity of screen talent Delivery  Co-invest in low budget feature film production, in partnership with other investors  Co-invest in writer/director/producer television production schemes, in partnership with broadcasters  Co-invest in a future fund to research, develop and produce cutting edge interactive digital media content  Support Scottish Students on Screen in partnership with BAFTA Scotland  Support Edinburgh International Film Festival, Edinburgh Television Festival, Edinburgh Interactive Festival Objective 3 To support existing talent and companies working in Scotland Advocacy  Identify, encourage and support Scottish production companies to explore more sustainable business models  Encourage and support Scottish production companies to make linkages with talent and each other

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Delivery  Co-invest in business development in partnership with other investors  Co-invest in slate funding for Scottish based companies in partnership with other investors Objective 4 Increase production activity in Scotland Advocacy  Develop relationships with key partners, investors and talent in screen content at a local, national and international level, including BBC, BBC Films, SMG, UK Film Council, Film Four, Channel 4, film tax funds, sales agents, distributors, and so on Delivery  Support access to finance for producers and production companies  Co-invest in the development and production of screen content  Host the MEDIA Antenna Scotland office

Partnerships The key partnerships necessary in realising these objectives are: producers and production companies, individual creative, business and technical talent, broadcasters, colleges and universities, media centres, local authorities, Skillset, Scottish Enterprise, Highlands and Islands Enterprise, TRC and the Scottish Executive.

Headlines  Strategy for integrated media access initiatives developed and implemented.  Scottish Students on Screen produced by Bafta Scotland.  Festivals and Markets fund supporting attendance of talent at key events, festivals, markets and awards.  Co-investment funds for development and production of film and other screen projects, including pilots, shorts and micro-budget productions.  Flexible business development finance initiatives delivered, including introduction of slate finance.  Talent Bursary fund launched, providing flexible seed finance.  Writer and director development initiatives developed with broadcasters.

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Section Five

Research and Policy Development

What? To provide an ongoing, informed and evidence-based analysis of current strategic and policy issues affecting Scotland’s screen industries. Why? In order to achieve its ambitions, Scottish Screen is dependent on Research and Policy Development being at the heart of its activities to ensure that  policy development is relevant and appropriate to the needs of the sector  its policies and strategies are consistent, both internally and also with those of its strategic partners  its policies and strategies are proactive rather than reactive, and responsive to a rapidly changing environment  its interventions are based on evidence and analysis rather than on assumptions  its resources are allocated to provide the most effective and efficient delivery of its policies and strategies How? Objective 1 Ensure that Scottish Screen’s policies and strategies are both internally consistent and also integrated with those of its key partners, within Scotland, the rest of the UK and internationally  Seeking to influence policy where appropriate and in the best interests of Scotland’s screen industries, for example by: o Responding to formal consultations o Focused lobbying activity o Raising Scotland’s and Scottish Screen’s profile through attendance at and contribution to key policy events o Development of relationships with organisations formulating policy, either individually or in partnership, for example with the UK Film Council and the British Screen Advisory Council  Ongoing research and analysis of the impact of key policy initiatives, for example by Ofcom, DCMS, HMRC and the EC  Dissemination of research and analysis within Scottish Screen  Dissemination of research and analysis to wider audiences, as part of Scottish Screen’s communications strategies  Ongoing review (for example, of the Corporate Plan) to ensure that policy development and analysis is fully integrated across all of Scottish Screen Objective 2 Establish a high-level performance measurement framework for Scotland’s screen industries  Establish the most appropriate outcomes for monitoring, review potential data consistency and availability issues and to ensure organisational buy-in  Develop an appropriate framework for measuring Scottish Screen and the screen industries success Objective 3 Establish a Research and Policy Development programme to source appropriate data, information and knowledge relating to strategic and policy issues and developments affecting Scotland’s screen industries – both internally and externally  Identify data and information needs for Scottish Screen

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   

Identify and utilise appropriate and relevant sources of data and information Co-ordination of data gathering from Scottish Screen’s operational areas Interpret and analyse this data and information to provide an evidence-based policy context for Scottish Screen’s wider development strategy Identify and use appropriate methods and tools for interpreting the data and information

Objective 4 Contribute to the overall development of the organisation and its ambitions  Providing a sounding board and supporting resource for the Chief Executive on strategic and policy issues  Raising Scotland’s and Scottish Screen’s profile through attendance at and contribution to key industry events

Partnerships Proactively developing relationships with key partners, stakeholders and networks – notably the UK Film Council, Scottish Executive, Ofcom, DCMS, BSAC, PACT, SISG, Scottish Enterprise and others – is a critical component of the Policy and Research agenda.

Headlines  Implementation of a policy framework for the gathering and analysis of data, information and knowledge.  Contribution to key screen industry policy developments, including: o Ofcom’s Public Service Publisher (PSP) proposals; o EC Directorate-General Information Society and Media’s Audiovisual Media Services Directive, and consultations on On-line Content and Media Literacy; o BBC’s Out of London plans.  Further development of relationships with organisations formulating and influencing screen industries’ policy, such as the UK Film Council, PACT and BSAC.

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Section Six
Introduction

Organisational Performance and Development

During 2005/06 Scottish Screen undertook an extensive organisational review to reassess its role and redefine its priorities to ensure it meets the needs of the screen sector. During 2006/07 the implementation of this revised organisational direction commenced, a process which will continue throughout 2007/08. In order to achieve our new priorities as stated in this Corporate Plan we have undertaken an extensive internal restructure and review of systems to ensure our organisational structure and infrastructure is fit for purpose. We are committed to continuous review and improvement, adapting to meet the needs of the sectors we support and to reflect Scottish Executive initiatives and Government objectives. We have continued to develop our HR function, ensuring our policies reflect best practice and new legislation and that this is communicated effectively to all staff via our Employee Handbook on the company intranet. During 2006/07 we committed to a significant skills development programme to ensure our staff are developed and best equipped to fulfil their roles within Scottish Screen, this commitment we will be continuing in 2007/08 and beyond. During 2006/07 we successfully gained reaccreditation of our Investors in People status and Disability 2 ticks, as well as fulfilling our duty in publishing our Disability Equality Scheme and establishing a cross organisation project team to deliver this commitment. During 2007/08 we will be working towards fulfilling our new requirements within Gender Equality and Race Equality. As an organisation we are committed to securing Best Value in our performance, by maintaining our approach of continual internal assessment and improvement and by the adoption of key Government initiatives such as the Environmental and Equality schemes. Leading on from our extensive organisational review in 2005/06 and in line with this commitment we have undertaken a comprehensive review of all decision making processes to ensure that the fundamental principles within corporate governance, of openness, accountability and integrity, are further enforced. A key part of this was the standardisation of our processes across both GIA and Lottery, thereby ensuring consistency across all investment areas, as well as increased efficiency via standardisation of processes. This roll out of best practice will be continued within 2007/08, thereby creating a robust and transparent system. This is an ongoing process of review, continually adapting the system to meet the developing needs of the organisation and to reflect external input and changing sector requirements. To support this we will be further developing our ICT infrastructure to create a centralised database and CRM system to improve organisational effectiveness by enabling staff to efficiently capture, access and utilise relevant and timely information. During the year we have also further developed our company intranet, a continually developing and comprehensive resource for all staff providing current information and guidance on a range of topics from, expense claim forms; minutes of Management Team meetings; Health & Safety policy to recent consultation responses; departmental information and information on Creative Scotland. This centralised and ‘live’ site which provides an invaluable resource for all staff, improving organisation wide effectiveness, was developed utilising free Open Source software. We will continue to seek efficiencies within our activities to satisfy our Efficient Government targets, via further utilisation, where appropriate, of central government purchasing; service provision review; impact of implementation of environmental policy and schemes; effective planning and resources management and the utilisation of shared services by seeking

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efficiencies and opportunities for cross working with fellow NDPBs, in particular, in moving towards Creative Scotland, with the Scottish Arts Council. With regard to our commitment to Environmental and Biodiversity matters, we have already made good progress during 2006/07 in a number of areas and will further continue the implementation of our environmental and biodiversity policy, further embedding it within the organisation. In addition we will encourage best practice in environmental and biodiversity matters with our stakeholders.

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Performance Review The following is the summary of performance against operational targets and key achievements for 2004/05, 2005/06 and 2006/07. Please note that due to the restructuring of Scottish Screen over the last 18 months, direct comparisons across departments, objectives and targets will not always be possible or appropriate. This review also included details of the Scottish Screen Archive, which from the 1st April 2007, will transfer to the National Library of Scotland. Future objectives, targets, budgets and reporting on the Scottish Screen Archive will be contained within the NLS corporate and operational plans.

2004-05

2005-06

2006-07 Estimate of Performance

Archive
Archive Live production scheme – two new media interactive productions premiered Nov 2004. Target achieved. Second round of production Two productions have been scheme announced, for approved through a funding productions to be completed in application process. 2006/07. Production due to commence late 2006/07. Target achieved. Tait touring programme in distribution internationally. Titles screened at Festival of Preservation, MOMA New York. Tait touring programme in distribution internationally. DVD scheduled for release in November 2007.

Margaret Tait collection catalogued, preserved, with new viewing copies made. Retrospective curated and premiered at EIFF 2004, touring programme and book published Nov 2004. Target achieved. HLF grant secured 2004. Three year telecine for access programme commenced Jan 2005. Target achieved.

HLF telecine for access programme. Year one film repair and preparation programme completed. Target achieved. Telecine programme start postponed until 06/07 due to Archive relocation.

Year two film repair programme completed. Target achieved. Telecine programme commenced May 2006 and on target for turnaround within the year.

200 new titles catalogued. Target achieved. Paper archives – creation of electronic catalogue – 6000 items. Target not achieved.

200 new titles catalogued. On target.

Cataloguing estimated to be on target for the year.

50 hours metadata added to Additions to web catalogue web catalogue. Target not estimated to be on target for achieved – commencement of the year. project postponed to 06/07 due to Archive relocation. Secured short term housing for Archive collections. Short term relocation completed. Target achieved.

Locate new premises for Archive short term and secure
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funding from SE for same.

Relocation to Hillington Feb/Mar 2006. Target achieved. Obtain Ministerial approval of strategic plan for long term premises needs. Not achieved, due to Cultural Commission and proposed transfer of governance of SSA.

Outstanding issues to be addressed re defects in the fabric of the building. Securing commitment for purpose built premises beyond 2010. This has not been achieved due to planned transfer of SSA to NLS and consequent transfer of long term estates strategy to NLS. Series of outreach and education initiatives implemented – 16 projects ongoing or delivered. On target. Initiative with SS Education underway. Increased accessibility of archive collection for home and commercial users. On target for the number of new titles on web catalogue. On target for number of hours transferred to Digibeta tape.

Devise and implement Access Strategy, with work plan for Education and Outreach Officer. Target not achieved - appointment postponed till 2005/06.

Access and Education Strategy. Target achieved. Work plan for Education Officer. Target achieved.

Education
Recruit & develop network of lead practitioners in moving image education, to produce and deliver professional development programme for school teachers; market programme across Scotland. Target achieved: 20 lead practitioners recruited. Deliver professional development through lead practitioners in 6 local authorities. Commission independent evaluation of most substantive programmes. Recruit new lead practitioners as appropriate. Targets achieved. Independent evaluation completed and received – extremely positive. Target achieved. Follow-up evaluation commissioned. Chartered Teacher programme at University of Glasgow recruited and commenced. Target achieved. Professional development by lead practitioners in Highland and Glasgow. Partnership secured for followon development in Edinburgh. Target achieved. Early years (ages 3-7) model of moving image education in development through secondment of nursery

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specialist. Target achieved. Secure significant funding from the Scottish Executive for the initiation and evaluation of a 4-year pilot programme of moving image education, embedded into the curriculum across a single cluster of schools. Target achieved, programme established in Brechin, launched by Education Minister Aug 2004. Secure ministerial interest in moving image education in the context of the curricular review A Curriculum For Excellence. Ongoing. Support and guide moving image education programme in Brechin. Outstanding progress. Ensure it maintains a high profile and influences the curricular review. Good progress: Brechin programme profiled and presented in a wide range of national and international contexts. Engage further interest in moving image education among educational constituencies responsible for A Curriculum For Excellence. Progress in 1/Scottish Executive 2/Programme Board 3/some local authorities. Brechin programme commenced in secondary school. Interim evaluation completed – outstanding progress.

Continue to promote moving image education among educational constituencies in context of A Curriculum For Excellence. ‘Moving Image Education and A Curriculum for Excellence’ published in autumn 2006. Positive engagement with 3 teacher education institutions, General Teaching Council, Learning & Teaching Scotland, Scottish Enterprise, some local authorities. Ongoing progress.

To develop a strategic panAgency approach with reference to engagement of children and young people with screen industry and culture. Limited success.

Integrate education and media literacy in planning of Scottish Screen’s strategy. Target achieved.

Increase scope and capacity of education department: 1. New investment strand for moving image education launched; 6 applications, 2 approved. Target achieved. 2. New post of education development manager recruited. Target achieved. 3. Collaborative programmes in development with new education/outreach officer at Archive. Target achieved.

Create resources to support moving image education across Scotland: Commission web platform for

Web platform constructed and populated with first tranche of content. Target achieved.

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guidance material for adults making films with young people and communities. Web platform under construction.

Enterprise and Skills
4 writers benefited from attendance at postgraduate screenwriting programmes through Writers Factory Bursary Fund. Target achieved. 16 writers benefited from attendance at short screenwriting courses through Writers Factory Bursary Fund. Target achieved. 7 screenwriters trained as tutors on Training the Trainer courses in association with Phil Parker, The UK Film Council and the Writers Factory Programme. Target achieved. 17 Writers benefited from attendance at Gameplay courses in association with University of Abertay & Glasgow’s Lighthouse projects pitched to Ubisoft and Visual Science. Target achieved. New strategic partnership agreed with Skillset in Scotland, including the delegation of resource through 2006/07 and 2007/08, amounting to £60,000 of grant in aid, £300,000 of national lottery and a seconded member of staff in each of the two years. Skillset Scotland have now launched their investment funds, utilising lottery funds, covering: 1. freelancers 2. screen businesses 3. training provision The grant in aid is invested in research, careers advice and qualifications development. Delegation process completed. Writers Factory Graduation Ceremony for 2004-2005 participants. Target achieved. Final paperwork and reports submitted to SAC for programme Grant closure. Review of Writers Factory with SAC and Screen Academy Scotland underway. Ongoing progress.

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9 writers participated on 12week Stage to Small Screen course. 2 participants were short-listed for work on River City and 1 for Eastenders. Target achieved. 1 graduate internship in SMG/Childrens dept. Target achieved. 2 writers benefited from 6 monthly internships at SMG, both interns now have active projects in development with SMG. Target achieved. 33 participants benefited from TV Drama Seminar in Aberdeen, TV Comedy Seminar in Glasgow. Pitches to Nickelodeon and BBC Scotland Drama. Target achieved. 294 participants benefited from the continuation of Phase 3 of skills for Screen training programme. Target achieved. Instigated transition of training function from hands on delivery to a more strategic training management, development and evaluation role e.g. short course delivery skills for screen final programme ended 31st March 2005, assessment centre closes 31st April 2006. 6 practitioners benefited from Creative Entrepreneur Training Programme in association with Skillset, Scottish Enterprise and Pact.

Delivery of a 12-week Business Skills for Media Production course and 2 Express versions (in Dundee and Glasgow). Target achieved.

Initiated discussions with key organisations to enable development of strategic delivery partnerships to ensure access to prioritised training for Scottish practitioners and companies. Initiated discussions with key partners to develop and pilot a new measurable training model based on identification

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of and investment in the cream of talented entrants and practitioners. 29 practitioners and companies benefited skills development through the Bursary Fund. Target achieved. 32 practitioners and companies benefited skills development through bursary fund

Initiated discussions with Sector Skills Council, Skillset to identify clear division of roles between agencies at both strategic and operational levels and to obtain and agree clarity of funding and support systems for skills development. 26 practitioners achieved N/SVQs qualifications. Target achieved. 27 number of practitioners achieved qualifications in production risk assessment. 3 practitioners achieved units towards Production Modern Apprenticeship.

Inward investment and Communications Locations
Local spend on all productions in Scotland £25.5M. Target exceeded. Local spend in Scotland estimated to be around £31.8M Local spend in Scotland estimated at £22.5m. (Loss of network BBC drama productions has resulted in decline.) Total enquiries estimated at 580 for year.

Total number of enquiries overall Scotland 521. Target exceeded.

Enquiries directly to Scottish Screen expected to be up by 6%. Increased enquiries across the Locations network expected to be up by 10%.

Market Development
Evaluate, review, redesign and launch First Writes (mark 2). Commission guidelines for young screenwriters. Target achieved. Complete First Writes 2005, review and launch First Writes 2006. Target achieved. First Writes restructured to potentially run in conjunction with Discovery Film Festival with DCA. Ongoing.

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To evaluate, review, redesign and deliver Scottish Students on Screen 2005. Target achieved, relocated in Glasgow. Alt-W showcased – 11 full awards and 5 research and development awards made. Target achieved.

To review Scottish Students on Screen 2005 and produce Scottish Students on Screen 2006. Target Achieved.

Scottish Students on Screen 2006 moved to BAFTA Scotland and budget moved to T&C. SSoS being run in March 2007. On target. Post review - Alt-W moved to New Media Scotland (SAC funded organisation) to fit with strategic objectives and longterm Creative Scotland agenda. Ongoing. Scottish Screen was represented at 10 festivals. 2nd year of Pocket Shorts content showcasing at EIFF. On target. Rural Cinema Fund reviewed and restructured within broader screen exhibition strategy. Over 500,000 admissions. On target. New screen exhibition strategy to be launched at end of 2006/07. On target. Screen Machine augmented and new business structured. Commitment received from the Scottish Executive to extend the provision of mobile cinema across Scotland. On target. Capacity building fund scheduled to be launched in 2007/08. Business Development Loan Fund launched in 2006/07. Audience Development Investment Fund launched in 2006/07. Discovery restructured and launched as year round activity and integrated into DCA core activity.

Review scheme.

Scottish Screen was represented at 8 festivals.

Scottish Screen was represented at 9 festivals. Launch Pocket Shorts Scotland in association with Nesta and Scottish Enterprise.

Rural Cinema Development Fund launched. Target achieved.

Rural Cinema Development Fund implemented. Target achieved.

Admissions 532,015. Target exceeded. Cinema Study commissioned

542,418 Admissions. Target achieved. Cinema Study completed

Screen Machine funded

Launch of the second Screen Machine to Hi-Arts, taking film to the remotest parts of Scotland with an audience of 19136 in the first year.

Strategic development grants on hold.

N/A

Business development grant on hold. Audience development grants on hold.

N/A

Audience development grants on hold.

Discovery Film Festival launched.

Discovery Film Festival supported.

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Talent and Creativity
NETS course started. Ongoing management and facilitation of skills and career development of eight new industry practitioners. Progressed skills development of trainees on NETS course. Completed course all trainees secured work in industry at targeted level. Target achieved. Through Industry consultation evaluate NETS scheme and restructure to meet Industry needs. Target achieved. Submitted application to Skillset and secured funding for 06/07 scheme of £207,000. Target achieved. Scheme launched, recruitment of 8 new trainees. Ongoing management of skills development. Established partnership for joint delivery of short courses with RSAMD. Began partnership with Screen Academy. Ongoing progress. Re-designed and restructured New Entrants programme. Submitted new application to Skillset for start in 2007. Awaiting funding decision. Submitted applications to and secured funding from Skillset and Scottish Enterprise for a one year New Entrants programme specifically for the animation sector. Project coordinator recruited and 6 trainees now in place. Ongoing progress. Analyse recruitment statistics to address drop in applications from under represented groups. Developed partnership with organisations and Industry to develop range of courses and workshops for identified under represented groups. Target achieved. To roll out delivery by partner organisations. Lottery Investment: £702,000 recoupment on Lottery investment. Delivered 3 x 9 minute Tartan Shorts dramas in partnership with BBC Scotland. Target Lottery Investment: £250,000 estimate recoupment on Lottery investment. Deliver 3 x 9 minute Tartan Shorts dramas in partnership with BBC Scotland. Target Lottery Investment: £81,380 estimate recoupment on Lottery investment. Deliver 3 x 9 minute Tartan Shorts dramas in partnership with BBC Scotland. Target Oversee and evaluate delivery of first phase of positive action training courses by partner organisations. Target achieved. Agreed content of second phase to be developed by partner organisations monitor development Second phase postponed due to staffing issues in partner organisations and limited placement availability in 2006. Now resumed and aiming to complete before next New Entrants programme. Ongoing progress.

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achieved.

achieved.

achieved. Reviewing scheme.

Delivered 3 x 9 minute Tartan Smalls dramas in partnership with CBBC and BBC Scotland. Target achieved.

Delivered 3 x 9 minute Tartan Smalls dramas in partnership with CBBC and BBC Scotland. Target achieved. Reviewing scheme.

Post-review it was agreed that funding Tartan Smalls had fulfilled SS’s original objective of promoting work in the children’s genre and providing talent with access to CBBC Scotland. Tartan Smalls scheme ceased and was replaced by a fully funded BBC Scotland scheme called Wee Gems. Post-review it was agreed that This Scotland should be reconfigured to ensure that it was targeted for a specific broadcast slot. Also that the scheme should be delivered by an independent production company who would act as the Executive Producer. Ongoing progress. New Found Films’ Night People and Gamerz both secured sales agent and were supported with supplementary funding to enable the films to screen theatrically. Post-review it was agreed that Scottish Screen should continue to invest in micro budget features through a Pilot Fund and short films through a Short Content Production Fund. SS would also continue to discuss establishing a comedy drama series with Scottish TV that would be delivered by an independent production company. This initiative would be aimed at developing new writing talent in this genre. Ongoing progress.

Delivered 12 x 25 minute This Scotland documentaries in partnership Scottish TV and Grampian TV. Target achieved.

Delivered 6 x 25 minute This Scotland documentaries with Scottish TV and Grampian TV. Target achieved. Reviewing scheme.

6 x 25 minute New Found Land dramas on digital format with Scottish TV and Grampian TV. Target achieved.

Delivered 2 x feature drama New Found Films with Scottish TV and Grampian TV. Currently seeking attachment of sales agents and festival screenings. Reviewing both schemes New Found Lands and New Found Films.

Implemented revised Lottery funding assessment and decision-making procedure in

Assess the execution and outcomes of the revised Lottery funding assessment

Published new lottery guidelines and application forms and throughout the year

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accordance with revised and published Guidelines. Target achieved.

and decision-making procedure. Target achieved.

have launched new strands of investment to support emerging and established talent and businesses. Target achieved. Delivered 5 x Bridging the Gap documentary films in conjunction with Edinburgh School of Art’s Scottish Documentary Institute. Target achieved.

Delivered 5 x Bridging the Gap documentary films in conjunction with Edinburgh School of Art. Target achieved.

Deliver 4 x Bridging the Gap documentary films in conjunction with Edinburgh School of Art. Target achieved. Review scheme.

27 Script Development awards 29 Script Development awards Script Development Fund made £224,640. made £315,460. reviewed and amalgamated with Project Development Funding into Content Development Funding as set out in the new guidelines. Content Development Investment – 9 awards made. Value: £139,300. Ongoing progress. 15 Project Development awards made £218,901. 11 Project Development awards granted £131,615. Project Development Fund reviewed and amalgamated with Script Development Funding into Content Development Investment as set out in the new guidelines. 2 feature films (drama) in production plus 4 Content Production Investments made. Value: £1,387,879. The fall in the number of films in production may be partly due to changes in the way UK tax law operates which impacted on films in the UK generally. Total investment in Talent & Creativity Investment Funds £2,047,919. Fast Forward Features was reviewed at the end of the development process and it was agreed that none of the projects were in a position to move forward for production funding.

14 feature films (drama and documentary) in production with investment from Scottish Screen of £3,432,409.

6 feature films (drama and documentary) in production with investment from Scottish Screen of £1,801,303.

Total investment in development and production £3,875,950. Launched Fast Forward Features – a low budget feature film scheme (in association with BBC Scotland, BBC Films and Content Film), intended to move 3 films into production at a budget level of up to £1.2m

Total investment in development and production £2,248,378. Run phase 2 of Fast Forward Features – (in association with BBC Scotland, BBC Films and Content Film), with view to moving 3 films into production at a budget level of up to £1.2m each by the end of 2006.

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each, over a 2 year period. Target to realise this will be in 2006.

Scottish Screen in ongoing discussions with BBC Scotland to develop 1 hour projects for TV with appropriate budgets. New Talent Development Initiative launched and 4 investments made. Total Value: £269,979. Short Content Production Fund launched and 2 investments made. Value: £80,000. Markets and Festivals Fund – 8 investments made. Value: £8,951. 3 Producers were also supported to attend the Cannes Film Festival ahead of the launch of this fund, recognising the need to support Producers to attend key industry events. Business Development Loan Fund launched. 3 investments made. Total value: £149,810.

60 screen professionals from Scotland attended MEDIA supported training courses. Target jointly exceeded with training and markets together. 20 screen professionals attended MEDIA supported markets. Target jointly exceeded with training and markets together. Since the MEDIA Programme started in 1990, 8.2 million Euros have come to Scotland through the MEDIA Programme

46 screen professionals from Scotland attended MEDIA supported training courses. Not a target this year.

19 screen professionals from Scotland attended MEDIA supported training courses. Ongoing progress.

20 screen professionals attended MEDIA supported markets. Not a target this year.

15 screen professionals attended MEDIA supported markets. Ongoing progress.

Since the MEDIA Programme started in 1990, 9.2 million Euros have come to Scotland through the MEDIA Programme

Since the MEDIA Programme started in 1990, 9.9 million Euros have come into Scotland through the MEDIA Programme. Also 4.8 million Euros have come in from the MEDIA Plus Programme, since 2001. Ongoing progress.

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5 Industry Events/Seminars organised with more than 40 participants. Target exceeded. Scottish Roadshow in 2 Scottish cities. Target partially not met – one Roadshow cancelled due to lack of interest. 8 MEDIA Antenna Scotland Newsletters produced and an average of 42,743 web hits per month on UK MEDIA website. Target exceeded.

7 Industry Events/Seminars organised with more than 40 participants. Target exceeded. Scottish Roadshow in 3 Scottish cities. Target met.

6 Industry Events/Seminars organised with more than 40 participants. Target achieved. Scottish Roadshow in 3 cities. Target achieved.

7 MEDIA Antenna Scotland Newsletters produced. Target exceeded. UK MEDIA website is currently being redeveloped with the launch of the fully functional new site anticipated in April 2006. 40 individual meetings with professionals, not including surgeries. Target exceeded. Develop Digital Access Scheme implemented with 4 successful applicants with 2 – 3 year projects and 2 – 1 year pilot projects. Target achieved.

5 MEDIA Antenna Scotland Newsletters and UK MEDIA Team online website now fully operational. Target achieved.

32 individual meetings with professionals, not including surgeries. Target exceeded. Develop Digital Access Scheme launched. Target achieved.

31 individual meetings with professionals, not including surgeries. Target achieved. Digital Access Scheme extended and restructured. 2 successful applicant with 1 year projects. Target achieved.

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Section Seven

Budgets 2007/08 to 2009/10

SCOTTISH SCREEN Corporate Budgets 2007/10 Corp Plan 2007-08 INCOME Income - Education Income - Enterprise & Skills Income - II&C Income - Market Development Income - Talent Income - Central Total Income EXPENDITURE Expenditure - Education Expenditure - Enterprise & Skills Expenditure - II&C Expenditure - Market Development Expenditure - Talent Expenditure - Central Total Expenditure Net Cost GIA ALLOCATION Surplus/(Deficit) for Period - GIA Surplus/(Deficit) for Period - LOTTERY 244,781 101,517 462,252 1,461,569 670,873 1,420,448 4,361,440 3,100,000 3,100,000 (0) 460,000 219,644 103,216 527,110 946,316 481,361 1,462,626 3,740,273 3,220,000 3,220,000 (0) 225,000 217,413 104,989 538,392 933,372 543,493 1,461,287 3,798,944 3,270,000 3,270,000 0 20,000 595,753 316,341 349,345 1,261,440 Corp Plan 2008-09 72,968 119,837 327,467 520,273 Corp Plan 2009-10 45,000 156,412 327,532 528,944

* GIA allocation for 2007/08, 2008/09 and 2009/10 reflects additional confirmed £500,000. Additional planning assumption increases of £50,000 per annum in 2008/09 and a further additional £50,000 in 2009/10 have also been included. * Salary level increases are indicative and are for planning purpose only * Budgets reflect confirmed GIA transfer figure of £405,000, relating to transfer of the Scottish Screen Archive to the National Libraries of Scotland, as well as for 2007/08 only, an additional transfer of £70,000 for the completion of the multi year Heritage Lottery Fund Project.

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Corp Plan

Corp Plan 2008-09

Corp Plan 2009-10

Education
- Income

2007-08

Income - Education - Expenditure
Salaries Staff Expenses & Corp hosp Conference Fees Evaluation Early years secondment Chartered Teacher Busaries Events Resource development Education development investment Edinburgh CPD

-

-

-

84,031 5,000 2,000 24,000 17,000 4,000 5,000 20,000 80,000 3,750 244,781 244,781

87,644 5,000 2,000 15,000 6,000 4,000 5,000 15,000 80,000 219,644 219,644

91,413 5,000 2,000 15,000 4,000 5,000 15,000 80,000 217,413 217,413

Expenditure - Education Net Cost - Education

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Corp Plan

Corp Plan 2008-09

Corp Plan 2009-10

Enterprise & Skills
- Income Income - Enterprise & Skills - Expenditure
Salaries Staff Expenses & Corp hosp Research qualifications and career advice

2007-08

-

-

-

39,517 2,000 60,000 101,517 101,517

41,216 2,000 60,000 103,216 103,216

42,989 2,000 60,000 104,989 104,989

Expenditure - Enterprise & Skills Net Cost - Enterprise & Skills

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Corp Plan

Corp Plan 2008-09

Corp Plan 2009-10

Inward Investment & Communications
- Income Income - II&C - Expenditure
Salaries Staff Expenses & Corp hosp Festivals Cannes Festivals Edinburgh Events Publicity Roughcuts and photographs Print and Design Merchandise Arts & Business Jim Poole Short Film Awards Film Bang Locations Operational Costs Locations - consultation Inward investment services and activities

2007-08

-

-

-

229,252 12,000 30,000 10,000 30,000 30,000 12,000 15,000 3,000 3,000 1,000 2,000 10,000 75,000 462,252 462,252

239,110 12,000 30,000 10,000 30,000 30,000 12,000 15,000 3,000 3,000 1,000 2,000 10,000 130,000 527,110 527,110

249,392 13,000 30,000 10,000 30,000 30,000 12,000 15,000 3,000 3,000 1,000 2,000 10,000 130,000 538,392 538,392

Expenditure - II&C Net Cost - Inward Investment & Communications

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Corp Plan

Corp Plan 2008-09

Corp Plan 2009-10

Market Development
- Income
UK Film Council Transfer Pocket Shorts - Scottish Enterprise Cinespace Screen Machine

2007-08

45,000 22,785 27,968 500,000 595,753

45,000 27,968 72,968

45,000 45,000

Income - Market Development - Expenditure
Salaries Staff Expenses & Corp hosp Cultural programming EIFF Exhibition and media access services, activities and initiatives New Media work Pocket Shorts Celtic Film and TV Assoc Cinespace Screen Machine Short Film Promotion

112,030 10,000 387,500 236,500 130,000 20,000 33,570 2,000 17,968 500,000 12,000 1,461,569 865,815

116,847 10,000 387,500 250,000 130,000 20,000 2,000 17,968 12,000 946,316 873,347

121,872 10,000 387,500 250,000 130,000 20,000 2,000 12,000 933,372 888,372

Expenditure - Market Development Net cost - Market Development

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Corp Plan

Corp Plan 2008-09

Corp Plan 2009-10

Talent
- Income
Screen Academy Media Antennae European Commission - Media programme New Entrants Programme NETS - Skillset NEATS - Skillset NEATS - Scottish Enterprise

2007-08

50,000

-

-

41,000

41,000

41,000

133,105 66,262 25,974 316,341

78,837 119,837

115,412 156,412

Income - Talent - Expenditure
Salaries Staff Expenses & Corp hosp Conference Fees BAFTA Scotland award BAFTA Scotland - Scottish Students on Screen Screen Academy Media Antennae Salaries Expenses Conference fees Publications/print costs Meetings Website Promotions/documentation New Entrants Programme NETS NEATS 176,191 16,000 5,000 4,000 25,000 50,000 59,743 6,500 450 1,500 4,200 2,000 1,350 183,767 17,000 5,000 4,000 25,000 62,151 6,500 450 1,500 4,200 2,000 1,350 191,669 17,000 5,000 4,000 25,000 64,823 6,500 450 1,500 4,200 2,000 1,350

226,703 92,236 670,873 354,532

168,443 481,361 361,523

220,000 543,493 387,081

Expenditure - Talent Net Cost - Talent

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Central
- Income
Capital grants released Lottery Recharges Bank Interest Creative Industries site - database/CRM development

Corp Plan 2007-08

Corp Plan 2008-09

Corp Plan 2009-10

7,500 302,618 10,000 29,227 349,345

7,500 309,967 10,000 327,467

317,532 10,000 327,532

Income - Central - Expenditure
Salaries Staff Expenses & Corp hosp (inc conf fees) Board Costs (inc Open Days) Rent, Rates & Services Dilapidation provision IT General Web site maintenance IT costs - maintenance Creative Industries site - database/CRM development HR Costs Staff Recruitment Skills Development and training Health & Safety Postage Transport Office supplies Stationery Photocopying Telephone and Fax Bank and Interest Charges Insurance Office refurbishment Office maintenance and repairs Office equipment Equipment Lease Subs To Societies Depreciation Irrecoverable VAT Legal and Professional Fees Consultancy and compliance fees Audit Fee Policy and Research

565,602 40,867 15,000 232,253 41,750 16,000 1,500 23,000 29,227 10,000 15,000 60,000 2,000 14,000 4,500 8,000 13,000 8,000 25,000 4,600 2,000 2,000 4,000 3,000 2,152 12,000 79,997 65,000 20,000 19,000 22,000 60,000 1,420,448 1,071,102

589,923 40,000 14,450 232,253 41,750 12,500 1,500 23,000 10,000 15,000 60,000 2,000 14,000 4,502 8,000 13,000 8,000 25,000 4,600 2,000 2,000 4,000 3,000 2,152 12,000 119,997 65,000 20,000 15,000 23,000 75,000 1,462,626 1,135,159

615,290 40,000 15,000 232,253 * 12,500 1,500 23,000 10,000 15,000 65,000 2,000 14,500 4,500 8,500 13,500 8,000 25,000 4,600 2,000 2,000 4,300 3,000 2,152 12,000 122,692 65,000 20,000 15,000 23,000 80,000 1,461,287 1,133,755

Expenditure - Central Net cost - Central

* Please note that there is no dilapidation provision in 2009/10 - this is reflecting our lease ending in May 2009. At this time as we have not received confirmation on how to proceed with this matter and therefore we have not reflected any change in our budgets. During 2007/08 we will be discussing this matter further with the Scottish Executive

Corporate Plan 2007/08 to 09/10 – FINAL

42

Scottish Screen – Corporate Plan

Lottery
- Income
Lottery distribution fund Return on Investment Bank interest Carry forward

Corp Plan 2007-08 2,565,000 350,000 15,000 2,500,000 5,430,000

Corp Plan 2008-09 2,320,000 300,000 15,000 460,000 3,095,000

Corp Plan 2009-10 2,340,000 300,000 15,000 225,000 2,880,000

Income - Lottery - Expenditure
Staff costs (recharged) Admin and overheads (recharged and direct) Skillset Content development Content production Shorts Pilots Fund Express Fund Distribution Audience development Festivals Markets & festivals New Talent development BBC Initiative Business development loan Future fund Capacity building Talent bursaries Slate development Market-led development De-committed prior year awards

260,000 160,000 300,000 200,000 1,900,000 150,000 200,000 300,000 50,000 75,000 75,000 25,000 225,000 500,000 250,000 150,000 100,000 50,000 250,000 250,000 (500,000) 4,970,000 460,000

260,000 160,000 150,000 1,500,000 150,000 200,000 200,000 50,000 75,000 75,000 25,000 225,000 150,000 100,000 50,000 (500,000) 2,870,000 225,000

260,000 160,000 140,000 1,400,000 150,000 200,000 200,000 50,000 75,000 75,000 25,000 225,000 150,000 100,000 50,000 (400,000) 2,860,000 20,000

Expenditure - Lottery Net cost - Lottery

Corporate Plan 2007/08 to 09/10 – FINAL

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