PERFORMANCE AND IMPACT 2014/15
PERFORMANCE AND IMPACT 2014/15
INDEX
PAGE 2
1. Introduction
3
2. Clients
4
3. Support
6
4. Interaction
8
5. Satisfaction
10
6. Influence
12
7. Impact
16
PERFORMANCE AND IMPACT 2014/15
1. INTRODUCTION Scotland’s creative economy continues to take centre stage, with the contribution of the sector growing and a new Creative Industries strategy forthcoming. This is a sector dominated by sole-practitioners, micro-businesses and small companies. As such, Cultural Enterprise Office (CEO) continues to play a leading role in the development of our creative industries.
About CEO Established in 2002, CEO supports Scotland’s creative businesses through all stages of their business journey providing a constant means of support for the creative sector with its specialised services aimed to inform enterprises as well as its events, workshops, training and networking opportunities.
This document is part of a series of comprehensive annual Performance and Impact Reports which look at the contribution CEO is making to their clients, culture and the economy in Scotland.
CEO services are delivered by In-house Advisers based in Dundee, Edinburgh and Glasgow. CEO also complements Business Gateway, Youth Business Scotland and other business support providers with specialist support for the creative industries. CEO operates as a not-for-profit company limited by guarantee. Creative Scotland, Dundee City Council, City of Edinburgh Council and Glasgow City Council financially support it.
The impact report is based on client monitoring data and primary research relating to CEO activity in the period 1 April 2014 to 31 March 2015. In particular it draws on data from the Annual Client Survey administered by Social Value Lab in April 2015 (which yielded 318 responses, a response rate of 13%).
The analysis contained in the report has been carried out by Social Value Lab (www.SocialValueLab.org.uk).
PAGE 3
PERFORMANCE AND IMPACT 2014/15
2. CLIENTS CEO supports practitioners and micro-businesses across the creative economy. During 2014/15, CEO delivered 5,962 instances of support (including through programmes) and worked with 2,476 unique clients. Here we profile these clients.
Creative focus CEO works with a diverse creative community of artists, designers, makers, producers and directors. While many reject simple classification of their creative work, visual art and design remain the main fields of activity of CEO clients.
10 most common creative forms supported by CEO
PAGE 4
Music
Photography
Theatre
Fashion
Literature
Advertising
Animaton
12% 11%
Crafts
Design
Visual Arts
Source: CEO Annual Activity Report 2014/15 Note: Clients can be categorised in more than one field
8%
7%
6%
5%
5%
4%
3%
2%
PERFORMANCE AND IMPACT 2014/15
Location During 2014/15, CEO supported clients located across all Scottish local authority areas. However, the majority of clients are located along the central belt with 47% located in West Central and 37% residing in East Central. Source: CEO Annual Activity Report 2014/15 % of client
interactions Region
West Central
47%
East Central
37%
Tayside
8%
Highlands & Islands
3%
South of Scotland
3%
Grampian
1%
Other (outwith Scotland)
1%
Dundee
5%
Edinburgh 28% Glasgow
34%
Stage Most CEO clients are established or existing creative micro-businesses, many young and fragile. One-third of practitioners (33%) are at the pre-start up stage and a number are actively starting-up during the year under review.
Business Status Source: CEO Annual Activity Report 2014/15
Pre-start
Startup Business
Existing Business
Established Business
33%
9%
39%
19%
Almost half (49%) of the pre-start up creatives that CEO supports are in some form of employment, sometimes holding down more than one job. PAGE 5
PERFORMANCE AND IMPACT 2014/15
3. SUPPORT During 2014/15, CEO delivered 4,693 core instances of support (excluding programmes). This involved dealing with enquiries, providing advice, and delivering events. Here we examine the activity delivered and how CEO has performed.
Advice and Events During the year, CEO responded to a diverse range of enquiries from existing and new clients. Enquiries are referred on to In-house Advisers, Industry Associates, Events and a variety of Business Support services.
Focus of activity Source: CEO Annual Activity Report 2014/15
Business Support Enquiries
Event Attendees
Advice Sessions
3,166
656
871
CEO delivered 871 advice sessions in 2014/15, which include Adviser in the Room, In-House Advice, Industry Associate sessions, Professional Development Planning and Business Planning sessions. Sessions have been held in person, over the telephone or via Skype.
PAGE 6
As well as dealing with enquiries, CEO has delivered a variety of events to facilitate networking, expertise and industry growth. In 2014/15, 656 clients attended CEO events which included Making Applications and Proposals, Starting Out and Approaching VAT.
PERFORMANCE AND IMPACT 2014/15
Programmes Programmes are also a key aspect for CEO and provide clients with an in-depth experience that facilitates creative knowledge and practice. Throughout 2014/15, three CEO programmes were in operation: Starter for 6, Fashion Foundry and Flourish.
Starter for 6 is Scotland’s premier start-up and investment programme for creative industry start-ups and this year saw 27 clients participate.
Fashion Foundry is a business incubator and talent hub for fashion and textile designers in Scotland. In 2014/15, five development sessions were conducted and five business enquiries were logged.
Flourish is a six-month Creative Mentoring Programme that helps founders of creative businesses develop sustainable business models and successful futures. Eleven creative enterprises were accepted on to the programme and three training events took place during the year.
PAGE 7
PERFORMANCE AND IMPACT 2014/15
4. INTERACTION CEO assists clients through all stages of their business journey, by providing tailored information and advice, as well as events, training and networking opportunities. Here we examine the way that clients interact with services.
Mode CEO offers various forms of interaction with clients, including face-to-face advice, advice by phone, Skype or email, workshops/events or online access to information resources. This is consistent with the diverse methods of engagements required by CEO clients.
Forms of client interaction Source: CEO Annual Activity Report 2014/15
Face to face advice
Advice by phone, Skype or email
Workshops/events
Online access to information/resources
25%
21%
28%
26%
PAGE 8
PERFORMANCE AND IMPACT 2014/15
Frequency The pattern and frequency of interaction varied significantly across clients. The 2014/15 client survey shows that while most clients (47%) have only one interaction with CEO, around one-third receive a more continuous pattern of support.
Frequency of interactions with clients Source: CEO Annual Client Survey April 2015
Once
Twice
Three or more
47%
20%
33%
Online
Social Media
In November 2014, Cultural Enterprise Office launched a new website with support from Creative Scotland’s Cultural Economy fund.
CEO also uses various social media tools as a platform for marketing, client interaction and information distribution. The Facebook page currently has 1,058 fans and targets an audience by sharing relevant content within a social space.
For the seven months of the year (April – October) that the old website operated, it attracted 18,692 users resulting in 35,433 sessions and 131,630 page views. The average time spent on the website was 3 minutes and 49 seconds. Prospective and current clients can now view the new website, which since its launch has attracted 15,142 users resulting in 28,457 sessions and 108,130 page views. The average time spent on the website was 3 minutes and 57 seconds.
The organisation manages three Twitter accounts and each account continues to build followers:
@CEOScotland
- 3,293 followers
@CEOStarterfor6
- 1,203 followers
@FashionFoundry - 2,346 followers
PAGE 9
PERFORMANCE AND IMPACT 2014/15
5. SATISFACTION CEO aims to deliver quality services that make use of skilled advisers, industry experts and excellent content. Here we examine client satisfaction across the key features of the services and its main modes of CEO service delivery.
Overall Satisfaction There are a number of factors that tend to drive client satisfaction. The survey data indicates that across the board there are high levels of satisfaction with the work of CEO. Highest levels of outright satisfaction are evident in relation to the handling of enquiries and professionalism of advisers. There is of course room for improvement.
Client satisfaction Source: CEO Client Annual Survey April 2015; Based on 314 Responses Notes: Excludes clients unable to comment; Percentages may not add to 100% due to rounding errors. Fully satisfied Partially satisfied Not at all satisfied
100%
80%
60%
40%
20%
0%
Handling of the initial enquiry
PAGE 10
Professionalism of the Adviser
Relevance of information/advice
Adviser understanding of the creative practice
Adviser understanding of the creative field
Content of training workshop(s)/ events
Participation in a programme
PERFORMANCE AND IMPACT 2014/15
Satisfaction with modes of delivery CEO clients access information, advice and support in a variety of ways. The feedback from the most recent survey of CEO clients (April 2015) indicates that overall the services fully meet the needs of six-in-ten clients (59%) and partially meet the needs of almost all others. Drilling down further, the feedback shows that one-to-one adviser interaction is the mode of delivery most frequently cited as fully meeting client needs; this personal engagement remains important.
Percentage of clients fully satisfied with each mode of delivery Source: CEO Client Annual Survey April 2015; Based on 279 Responses Note: Excludes clients where method of delivery was not relevant.
Online access to information/resources
Attendance at a workshop/event
Advice by phone, Skype or email
Face-to-face advice
49%
59%
55%
63%
Comparative satisfaction CEO is not alone in meeting the needs of the creative industries. The latest client survey evidence shows that almost half (47%) of CEO clients had accessed support from elsewhere. Exploring further, where comparisons are drawn, CEO generally fares better than other providers in the estimation of clients. However, a third of CEO clients (33%) are unable to compare CEO with other sources, which seems to point to the relative uniqueness of CEO in the marketplace.
How CEO compares with support elsewhere Source: CEO Annual Client Survey April 2015; Based on 300 Responses.
33% 36%
Better About the same
3%
Worse Cannot compare
28%
“The adviser was very knowledgeable about our area of interest, and was able to point me in directions that I had not previously considered. Her advice was greatly appreciated.� CEO Client
PAGE 11
PERFORMANCE AND IMPACT 2014/15
6. INFLUENCE CEO aims to equip creative practitioners with the appropriate support and advice to create a successful enterprise. Here we examine its influence on establishing, sustaining and growing creative businesses.
Domains of influence Clients are grateful for the direction they receive. Client survey feedback suggests continued and widespread gains in awareness, knowledge and confidence. CEO advisers have previously reported the cumulative effect of CEO interventions over time, which help the business to move forward.
Percentage of clients feeling positive impact Source: CEO Annual Client Survey April 2015; Based on 274 Responses.
100%
80%
60%
67%
40%
79%
84%
76%
77%
Confidence in achieving your ambitions
Knowledge of business practices
20%
0% Understanding of the skills you need to be successful in your field
Awareness of the support services available to you
Clarity over what you need to do next
“The advice I get usually encourages me to continue in the direction I chose or helps me decide on a direction. I also get invaluable information on how publishing works... CEO is like a business ‘figure’ I can rely on when undecided or in need of a boost.” CEO Client
PAGE 12
PERFORMANCE AND IMPACT 2014/15
Positive Influence CEO seeks to enable clients to achieve their goals, whether this ‘success’ is defined in commercial terms, by social impact or creative fulfilment. The latest survey evidence indicates some form of positive influence on success in just over 77% of cases, and almost three-in-ten clients (28%) report a very positive influence. The feedback attributes this to the validation of aspirations, the confidence instilled, and access to connections and resources enabled.
Reported CEO influence Source: CEO Annual Client Survey April 2015; Based on 277 Responses.
80%
60%
49% 28% 21%
40%
1%
1%
20%
0%
Very positive influence
Positive influence
Neither positive nor negative
Negative influence
Very negative influence
“The workshop I attended was especially helpful to get creative juices and ideas flowing. It was a very supportive, friendly and encouraging environment and a place to think ahead and set goals. Not all goals have (yet) materialised but that’s ok - it was great to be in a space to think freely.” CEO Client
PAGE 13
PERFORMANCE AND IMPACT 2014/15
Moving forward In order for most clients to achieve success, it is important for them to feel capable, prepared and open to development. The research shows a broad and even contribution from CEO. In more than three-in-five cases (62%) CEO is reported as a very or fairly important influence in establishing a creative business, similarly in helping the business survive (61% of cases) and helping it reach scale (62% of cases).
Importance of CEO in developing businesses Source: CEO Client Survey December 2015; Based on 271 Responses.
Establishing
Sustaining
Very Important
Slightly Important
Fairly Important
Not Important at all
Growing
100%
90%
13%
15%
26%
23%
22%
80%
70%
20%
60%
50%
40%
34%
40%
24%
21%
36%
30%
20%
10%
26%
0
“I needed to talk through my ideas and have someone help sort them out and also give me the confidence to proceed - lack of confidence was the main problem and sometimes an ear and some support from a person in a position of authority is all that is needed to spur action.� CEO Client
PAGE 14
PERFORMANCE AND IMPACT 2014/15
“I felt CEO took more interest and care in the challenges I faced, compared to every other organisation I’ve spoken to. There’s definitely more innovative thinking and industry understanding too.” CEO Client
PAGE 15
PERFORMANCE AND IMPACT 2014/15
7. IMPACT Like all mission-driven organisations, CEO should be judged not by the activity that it delivers but by the things that change as a result. Here we examine the direct impacts reported by clients that can be attributed to support from CEO.
Creative practice For creative practices, success is not always described in commercial terms. In particular, the latest survey data suggests that as a result of support from CEO clients have a better understanding of their place in the creative market, are connecting with and gaining legitimacy from peers, and are attracting funding and taking their creative practices in new directions.
Respondents reporting positive impact as a result of CEO Source: CEO Annual Client Survey April 2015; Based on 274 Responses.
Attracting funding to pursue new projects and works
New creative collaborations
PAGE 16
% of respondents
44% % of respondents
38%
Understanding of your place in the creative market
% of respondents
Making the decision to stay located in Scotland
% of respondents
65% 32%
Connection with, and legitimacy among, peers
% of respondents
Taking your creative practice in new directions
% of respondents
Building a national or international reputation
% of respondents
55% 45% 32%
PERFORMANCE AND IMPACT 2014/15
Entrepreneurial capacity CEO seeks to foster an entrepreneurial mind-set, culture and commitment. The survey evidence suggests that clients are influenced positively by the support they are receiving and are more determined to pursue their creative practice and overcome any difficulties and obstacles along the way. They are also developing skills that contribute to running a successful creative venture.
Percentage of respondents reporting positive impact as a result of CEO Source: CEO Annual Client Survey April 2015; Based on 274 Responses.
More determined to pursue my creative practice
Increased my time commitment to my creative practice
80%
60%
The skills to run a successful creative practice/business
The resilience to overcome difficulties and obstacles
68%
64%
“It was invaluable to speak face-to-face with an adviser in my field, who had an in depth understanding of the concerns I had. The contact made me feel more confident, more ambitious, more focused, and provided short term goals and structure.� CEO Client
PAGE 17
PERFORMANCE AND IMPACT 2014/15
Financial resilience Creative practitioners come from a variety of different financial backgrounds but are driven by the prospect of creative and/or commercial success. As a result of advice from CEO, almost two-in-five practitioners feel more able to earn a living from their creative practice and almost one-in-five are now less reliant on income from a second job. Forty percent have also made a financial investment into their creative practice.
Percentage of respondents reporting positive impact as a result of CEO Source: CEO Annual Client Survey April 2015; Based on 260 Responses.
More able to earn a living from my creative practice
Less reliant on income from a second job
Made a financial investment in my creative practice
38%
18%
40%
Starting up CEO seeks to support a steady stream of start-up businesses that will innovate and give rise to future companies of scale. The feedback indicates more than one-quarter (29%) of clients supported during 2014/15 have registered as selfemployed or formed a business as a result of CEO assistance, while a minority have taken on premises or reached the VAT threshold.
PAGE 18
Percentage of respondents reporting positive impact as a result of CEO Source: CEO Annual Client Survey April 2015; Based on 261 Responses
Registered as a business
Taken on premises or studio space for the first time
Registered for VAT
29%
11%
4%
PERFORMANCE AND IMPACT 2014/15
Turnover
Creating Employment
CEO seeks to help clients exploit commercial opportunities where they arise and to grow steadily where there is ambition to do so. According to survey evidence, over one-third (36%) of respondents reported an increase in income during the year and approximately one-in-three (31%) clients indicated that they were better off financially as a result of CEO intervention. Where clients were able to quantify the financial benefits, they pointed to an average increase in annual income of £9,150 as a direct result of the advice from CEO.
There are a variety of options for employment within the creative industries although at times work may be indeterminate and fluctuate due to the nature of the labour market. Many creatives are freelance for this reason. CEO recognises the potential for employment and there is some evidence of job creation due to CEO support. 10% of clients created jobs as a result from CEO with 88% of the positions created on a freelance basis.
CEO impact on the financial position of clients Source: CEO Annual Client Survey April 2015
36% of clients increased their income
31% better off financially as a result of CEO advice/support
Community Benefits Many creative micro-businesses work closely with and are actively involved in their local communities. Many are utilising their skills and are keen to contribute towards social and economic benefits. Client feedback reflects this involvement, with almost two-in-five creatives stating their business or practice has brought about social or environmental community benefits. Indeed CEO has reported a growing number of creatives establishing their creative practices as Community Interest Companies, where social, environmental and cultural goals are built in from the outset.
£9,150 average increase in annual income attributed to CEO
“It helped me understand more in depth my long term goals and what I want to achieve from my projects and business idea.” CEO Client “I’ve learned important tips about getting set up as self-employed and also about writing successful applications. With the training and some practice, I’ve been successful at gaining funding in kind of approximately £8,000.” CEO Client
PAGE 19
Cultural Enterprise Office Studio 114 First Floor, South Block 60-64 Osborne Street Glasgow G1 5QH
linkedin.com/company/cultural-enterprise-office
0333 999 7989
facebook.com/ceoscotland
info@culturalenterpriseoffice.co.uk
twitter.com/ceoscotland