Response 676994093

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A vision for culture in Scotland

1. What is your view of the Vision as set out above?

Please select one item
Ticked Support the vision
Don’t support the vision
Don’t know

2. If you have any further comments on the Vision, please provide them below. What do you like, or dislike, or what would you change?

If you have any further comments on the Vision, please provide them below. What do you like, or dislike, or what would you change?
Given the breadth of cultural disciplines and geographic reach the strategy seeks to deliver, I consider the Vision a welcome and clear ambition.

Transforming through culture

3. What is your view of the ambition, ‘Transforming through culture’?

Please select one item
Ticked Support ambition
Don’t support ambition
Don’t know

4. If you have further comments on the ambition, ‘Transforming through culture’, please provide them below. What do you like, or dislike, or what would you change?

If you have further comments on the ambition, ‘Transforming through culture’, please provide them below. What do you like, or dislike, or what would you change?
This aim is to be welcomed and could be bolder in its ambitions. I would recommend amending the phrase “ place culture as a central consideration” to “place culture as a central element”.

5. Please provide comments on the aims and actions under this ambition. What do you like, or dislike, or what would you change?

Please provide comments on the aims and actions under this ambition. What do you like, or dislike, or what would you change?
The emphasis on a new cultural leadership post is to be welcomed. Successful impact will be very much dependant on the individual, their influence, experience, network and background as well as on the strategic thinkers selected to support the role. More focus on embedding the cultural agenda across all SG agendas may be more effective with the support of a well considered network of strategic thinkers. With reference to “developing a national partnership” and “developing alliances” to achieve this aim. There are already some established networks and alliances operating across the country, perhaps not all formally , but note the less operating to achieve strategic ambition in line with the culture strategy . A review of what already exists and operates well would be welcomed and could provide more beneficial than establishing another layer of networks and partnerships. These partnerships should be open beyond those cultural organisations which receive regular funding from Creative Scotland or Scottish Government. Wasps, as home to Scotland’s largest cultural community of 900 artist and creative industry professionals, could make a significant contribution to these partnerships given our broad geographic reach across the country. We operate 19 studio buildings from Shetland to Selkirk, Glasgow to Aberdeen. Wasps is self-funded and therefore is not part of the funded cultural community or the partnerships which appear to exist only for those grant funded organisations. These partnerships need to open up and realise that non funded organisations have a lot of expertise to offer.

Empowering through culture

6. What is your view of the ambition, ‘Empowering through culture’?

Please select one item
Ticked Support ambition
Don’t support ambition
Don’t know

7. If you have further comments on the ambition, ‘Empowering through culture’ please provide them below. What do you like, or dislike, or what would you change?

If you have further comments on the ambition, ‘Empowering through culture’ please provide them below. What do you like, or dislike, or what would you change?
This ambition is to be welcomed.

8. Please provide comments on the aims and actions under this ambition. What do you like, or dislike, or what would you change?

Please provide comments on the aims and actions under this ambition. What do you like, or dislike, or what would you change?
This aim is to be welcomed, however I do consider the “to” and “by” elements presented to achieve this aim to be somewhat lacking a measurable focus. The commentary provided does not reflect the fact that culture is already a central part in many communities and how they develop and engage in decision making. The text within the wider document surrounding this ambition sets out interesting analysis of what already exists and where more support is needed. This has not translated well into the actual “to” and “by” parts of delivering this aim and should consider more tangible actions against delivery progress can then be measured. For example, creating at least one new partnership in each deprived community with clear cultural outputs generated, over the strategy period. How delivery of this aims sits with other SG agendas would be worth referring to in this section, including the Scottish Planning agenda, community empowerment agenda, National Performance framework, etc. There is power in partnership and collaboration in delivering this aim and this could be strengthened in this section.

Sustaining culture

9. What is your view of the ambition, ‘Sustaining culture’?

Please select one item
Ticked Support ambition
Don’t support ambition
Don’t know

10. If you have further comments on the ambition, ‘Sustaining culture’ please provide them below. What do you like, or dislike, or what would you change?

If you have further comments on the ambition, ‘Sustaining culture’ please provide them below. What do you like, or dislike, or what would you change?
This aim is to be welcomed however “sustaining and nurturing culture” should be reflected in the title of this aim and not just in the text that follows. Nurturing culture is critical and the first step before sustainability can be achieved and this should therefore have more prominence in this section.

11. Please provide comments on the aims and actions under this ambition. What do you like, or dislike, or what would you change?

Please provide comments on the aims and actions under this ambition. What do you like, or dislike, or what would you change?
More focus on education at all levels would be worth emphasising particularly in the “by” section. Inspiring our young people move into cultural and creative careers will support the increasingly important creative economy of Scotland long term. Retaining our graduates in Scotland in the creative careers they have chosen with the necessary support mechanisms, collaborative opportunities they require and the space needed to do so, in the communities they want to stay in, could all be emphasised in this section. More collaboration between a range of partners to achieve these elements would effectively nurture and sustain culture as an increasingly integral part of our society. Bullet point two under the “by” section requires more focus. Are these programmes for society at large or for cultural organisations perhaps. The reference to “including digital” requires more explanation or context.

Delivering A Culture Strategy for Scotland

12. Please provide details of any examples of good work and best practice, from Scotland or internationally, that you think could be included in the final strategy? We are interested in a range of different approaches.

Please provide details of any examples of good work and best practice, from Scotland or internationally, that you think could be included in the final strategy? We are interested in a range of different approaches.
Overall the document should celebrate the creative and cultural economy that Scotland currently has and build on the strength of that. More recognition that we are starting from a fantastically rich cultural base would add excitement to the strategy and its overarching vision. The income generated from Scotland’s festivals reveals a strong economic base focussed on the cultural offer exclusive to Scotland. Utilising this excellent position and building upon it could be emphasised more as an opportunity in the strategy. Funding and investment in culture should also form a greater element within the strategy. The increasing reliance of some sectors in the cultural community on grant funding now often drives the cultural agenda. The need for organisations to be more sustainable and the support required to do that needs to be considered in more depth to successfully deliver the strategy. Wasps as a cultural organisation, charity and social enterprise is now financially self sufficient however this has taken time and support to achieve,. It now provides us with the time and space to trial other initiatives and so build our financial reserve, while looking after the organisation long term and investing in supporting our tenants. Mentoring other cultural organisations to achieve the same position is now something Wasps regularly is engaged in. Partnership working between cultural organisations is working well and shared learning / mentoring is a valuable resource. Wasps has studio buildings in communities across Scotland and we see the diversity of practice in each location, the community focussed activity that has developed around each of these studio buildings, how each has embraced the local cultural scene and now work as an integral part of each. For example, Wasps holds an open studios event during Nairn Book and Art Festival at our Nairn studio building, and with other cultural organisations and community projects collectively offer a Town wide festival celebrating a broad cultural offers for the area. Similarly, many artists link into wider cultural events such as Doors Open Weekends to hold their open studios events, engaging local people and visitors in the historic building they are based in while offering the opportunity to see artists at work and the chance to buy their work. Presently Wasps is responding to the need to retain talent in Scotland’s smaller cities, by delivering creative hub facilities in Inverness and Perth. These facilities are being developed in partnership with local authorities, the University of the Highlands and Islands, Highlands and Islands Enterprise and Scottish Enterprise, heritage partners, Business Gateway along with locally based artist steering groups formed to influence the spaces being created and facilities required to serve each community. These creative hubs will provide collaborative meeting and workings space, affordable studio accommodation, workshop and education facilities, gallery/ exhibition and café offers which collectively will nurture talent, inspire local people and make art and creativity accessible. This model is based on a creative hub Wasps set up in 2010 and successfully operates in Glasgow.

13. What can you or your organisation do to support the vision, aims, ambitions and actions of the strategy?

What can you or your organisation do to support the vision, aims, ambitions
See answer to Q12. Wasps is home to Scotland's largest cultural community spread across the nation, with 900 tenants working professionally from 19 locations. We are an experienced social enterprise with 40 years experience of the cultural sector, a good understanding of the needs of artists across Scotland at the present time . We support artists, makers and creative industries and undertake regular surveys of this cultural community therefore hold valuable information on the "state of the sector" which we can break down geographically as well as for specific creative disciplines e.g. creative industries, jewellers, fine artists, etc. To support the Scottish Government in developing a successful and measurable strategy we can bring experience, access to a geographic network and opportunities to trial and experiment with various delivery approaches. We can contribute to partnerships as part of the delivery process. We are already engaged in many partnerships across Scotland to deliver particular initiatives including the creative hubs in Inverness and Perth.

14. What do you think success for the strategy will look like?

What do you think success for the strategy will look like?
The strategy will only be deemed successful if its impact can be measured and recorded. The delivery plans do not provide a baseline for measuring success or impact. A more structured delivery plan is required and should set clear ambition and targets. Presently the document does not inspire with focused ambition. Success should reflect the talent that is in Scotland already working or moving through the education system, retaining that talent in Scotland by nurturing it, ensuring the support and infrastructure is in place to develop it and make these talented people an integral part of the cultural not just within their own communities, in helping to shape them, but also in making a significant contribution to Scotland's cultural economy and in so doing ensure the cultural agenda forms an integral part of all Scottish Government agendas.

Monitoring the Impact of the Strategy

15. What is your view of the proposed approach to monitoring and evaluating the strategy set out in section 5?

Please select one item
Support approach
Don’t support approach
Ticked Don’t know

16. If you have further comments on the proposed monitoring and evaluation approach, please provide them below.

If you have further comments on the proposed monitoring and evaluation approach, please provide them below.
As the strategy sets out very vague and unspecified targets and outputs, measurement will similarly be vague. The Measuring Change Group will therefore have to set the targets, soft and hard, for all measurement to commence against and as such is perhaps not the most transparent approach. Measurement of impact in "empowering through culture" ambition using the SCENe Group partners may be too central belt centric to adequately measure impact at grass roots level in rural and island communities for example. Other partners or methods to feed into the monitoring and evaluation under this agenda for example may need to be geographically broader than proposed.

Other comments

17. Please use this section to provide any other comments that you wish to share about the strategy.

Please use this section to provide any other comments that you wish to share about the strategy.
Please see response to Q12.

Impact Assessments

18. Do you think the partial Equality Impact Assessment has identified where the strategy might impact on people differently depending on characteristics such as age, disability, gender, race, religion or belief, sexual orientation or gender identity?

Please select one item
Ticked Yes
No
Don't know

19. If you have further comments on the Equality Impact Assessment, please provide them below. For example, what would you add or change?

If you have further comments on the Equality Impact Assessment, please provide them below. For example, what would you add or change?
No further comment

20. Do you think the partial Children’s Rights and Welfare Impact Assessment sets out how the proposals presented in the strategy might impact on the rights and welfare of children?

Please select one item
Ticked Yes
No
Don't know

21. If you have further comments on the Children’s Rights and Welfare Impact Assessment, please provide them below. For example, what would you add or change?

If you have further comments on the Children’s Rights and Welfare Impact Assessment, please provide them below. For example, what would you add or change?
No further comment

22. How do you think this strategy might impact upon people on low incomes, people living in deprived areas, people in material deprivation, people with no / or low wealth and people from different socio-economic backgrounds? Please provide comments below.

How do you think this strategy might impact upon people on low incomes, people living in deprived areas, people in material deprivation, people with no / or low wealth and people from different socio-economic backgrounds? Please provide comments below.
Culture is an important part of engaging these communities and therefore if successfully delivered the strategy should engage, inspire and educate people facing these challenges .

23. Do you think the partial Business and Regulatory Impact Assessment identifies how the proposals presented in the Strategy might impact on businesses, the third (voluntary) sector or have any regulatory impact?

Please select one item
Ticked Yes
No
Don't know

24. If you have further comments on the Business and Regulatory Impact Assessment, please provide them below. For example, what would you add or change?

If you have further comments on the Business and Regulatory Impact Assessment, please provide them below. For example, what would you add or change?
These proposals are to be welcomed and are much recognised as addressing issues facing small business and creative individuals presently in Scotland.

About you

Are you responding as an individual or an organisation?

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Individual
Ticked Organisation

What is your organisation?

Organisation
WASPS LTD