With Creative Scotland's continuing opacity, unfolding contradictions (no cuts/ cuts) and informational asymmetry (including drip-feeding rumour of uplifting a few FXOs to Foundation status, since dismissed), to date as practitioners we have mostly tended towards focusing on Creative Scotland's largely unfamiliar (to us) 'language' of Service Delivery while perhaps not yet naming it as such - in part because exploration has taken us to this point of recognising it.
In the absence of a cogent explanation from Creative Scotland of the fundamental changes it is effecting and why, our focus on Creative Scotland's unfamiliar language and its alienating effects has been understandable as one of the few (in)tangibles we have.
One concern emerging, though, is in appealing to Creative Scotland for it to moderate this language as being the same thing as a change to the new model of provision itself and the Scottish government objectives that underlie it.
Again, in part, this may be because we have regularly experienced changes to the lexicon of funding with incremental changes to provision models - e.g. 'Social inclusion' - but nothing as abrupt and all encompassing as what we now experience. (And for this reason comparisons with provision in England may be erroneous.)
It may now be time to get to the crux of where that language comes from, what system it is of and what is meant by it, which appears to lead us to analyse what was/is meant by "single purpose government" in Scotland and its assumptions surrounding economic growth at any cost.
What is becoming evident is that what we are being subject to is less of a 'national cultural strategy' and more of a 'national service agreements' 'service delivery model':
Strategic Objectives - Scottish Government
The Government has five objectives that underpin its core purpose - to create a more successful country, with opportunities for all of Scotland to flourish, through increasing sustainable economic growth.
NATIONAL PERFORMANCE FRAMEWORK
The preceding chapters set out the Scottish Government's ambitious agenda to make Scotland a more successful country. This chapter sets out the new national performance framework, fully integrated into the Spending Review, which will underpin delivery against the government's agenda.
This framework is designed to be clear, logical and easy to understand. It replaces a proliferation of competing priorities, set by the previous administration, providing a unified vision and quantifiable benchmarks against which future progress can be assessed. In developing the national performance framework we have drawn on the successful outcomes-based model of the Commonwealth of Virginia, USA. We believe it will allow us more clearly and openly to demonstrate our performance as a government and sharpen the focus of all those responsible for public services on the delivery of Scotland's priorities.
Fifteen National Outcomes describe what the Government wants to achieve over the next ten years, articulating more fully this Government's Purpose . They help to sharpen the focus of government, enable our priorities to be clearly understood and provide a clear structure for delivery.
By achieving these outcomes together, we will make Scotland a better place to live and a more prosperous and successful country.
Local Matters: Delivering the Local Outcomes Approach
GLOSSARY & FOOTNOTES
Single Outcome Agreements
guidance for collaborative options evaluation and appraisal of service delivery models
"joint service delivery as a means of achieving efficiency savings, improving service delivery and developing skills capability and capacity"
CAPITA : Outsourcing/ Service delivery models
No two services are the same
So why be rigid about how they are delivered?