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Creative Scotland is the national development agency for the arts, screen and creative industries.

But we’re much more than that. Creative Scotland helps enable the country’s creative talent, supporting artists, creative practitioners and organisations across Scotland.

We: Support talent development Support quality artistic production Help develop audiences, access and participation Support the cultural economy Help develop places and their contribution to a Creative Scotland

Our vision is that Scotland is recognised as one of the world’s most creative nations – one that attracts, develops and retains talent, where the arts and the creative industries are supported and celebrated - where arts and creativity play a central part in the lives of people who live, work or visit here.

Our values

Passionate Creative Equality, access and diversity Rooted in Scotland with a global perspective Bold and to value risk.

Our operating principles

Delivering for the people of Scotland Artists and creative practitioners at the heart of everything we do Working in partnership Providing advice and leadership Minimising bureaucracy Investing in our staff.

Our current Corporate Plan can be found using the following link

http://www.creativescotland.com/about/our-plans

Development Officer (full-time)

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Salary £25,000pa plus pension and benefits        Creative Scotland is the national development agency for Scotland’s arts, screen and creative industries. We want people to work with us to support Scotland’s cultural strength and to celebrate the success of Scotland’s creativity both at home and internationally. We are looking for a Development Officer to work with us, assessing and making recommendations on a range of funding applications, projects and funding programmes primarily across Youth Arts and Creative Learning.  The post-holder will be expected to support several major projects including the Youth Music Initiative, to be an active member of the Creative Learning and Young People team and to contribute to the wider work of Creative Scotland.  The person appointed will work closely with artists, creative practitioners, cultural organisations, local authorities and other key stakeholders to support the delivery of their projects.  Our ideal candidate will have a successful track record of project management and Cultural Organisations and their work.   They will have demonstrable experience in Youth Arts including Music, Arts and Creative Learning.  They will also be able to demonstrate experience in carrying out detailed assessments of proposals, options appraisals and producing clear reports and recommendations. Experience and understanding of the arts and creative industries in Scotland combined with strong interpersonal skills is essential.

Closing date for receipt of completed applications is noon on Friday, 25th July 2014.  Interviews will take place in Edinburgh on Wednesday 6th August 2014. If selected for interview you will be expected to be available on this date.

If you are interested in applying for this vacancy, an application pack can be downloaded from our website at www.creativescotland.com.

Creative Scotland is an equal opportunities employer.

Job Description

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Job DetailsJob Title Development Officer

Location: Edinburgh

Grade: Grade C / £25,000 pa

Directorate: Creative Development

Accountable to: Portfolio Manager; Education, Learning & Young People

Number of Immediate Reports None

Number of indirect staff: Project team staff

Main Purpose of Job

To ensure the successful implementation and delivery of activities that progress Creative Scotland’s aims and ambitions for the arts and creativity in Scotland. To provide advice, guidance and support to creative individuals and organisations to help them achieve their full potential.

Accountabilities(What is central to role to deliver in terms of service, advice etc)

Works collaboratively with external partners and/or colleagues to: Ensure the effective delivery of a range of individual and team-based projects and

programmes across assigned areas of Creative Scotland activity Ensure that creative individuals and organisations within designated geographical

area(s) and/or specialism(s) receive or have access to advice, guidance and support to help them achieve their full potential

Contribute to the implementation of a main Creative Scotland policy area across all areas of activity

ResponsibilitiesThe following gives an indication of the duties and responsibilities that the post may involve. The exact nature of these duties and responsibilities will change over time and the post holder will be expected to work flexibly and carry out any work that is reasonably required and is appropriate to the grade.

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Leads or works within teams set up to deliver identified projects and programmes As required, assesses applications for funding or investment against agreed criteria

and/or contributes specialist/expert views to others’ assessments Provides advice and guidance to creative individuals and organisations as required

within a specified geographical area and/or area of expertise Acts as principal contact and leads on Creative Scotland’s relationships with assigned

partners within a specified geographical area and/or area of expertise. Maintains overview, provides advice and guidance as required and ensures compliance with Creative Scotland’s quality standards

Works with internal partners to ensure the effective monitoring of funding/investment arrangements with assigned partners/projects

Supports the development of initiatives in specialist area by working with Portfolio Managers with relevant specialism

Key Competencies (Behavioural) – Level 1

Change Management Implements and supports change.

Managing internal & external relationships

Initiates, builds and maintains mutually beneficial internal and external relationships

Communication Skills Communicates effectively and assertively internally and externally to influence and ensure shared understanding

Decision-making Balances analysis with decision making. Considers the immediate and longer impact of decisions.

Delivery Focus Delivers quality work to time, budget & specification. Prioritises work effectively.

Vision/New Thinking Comes up with a broad range of solutions and puts forward creative ideas

Self Management Is aware of how far abilities extend and takes personal responsibility for own actions. Demonstrates awareness of impact of behaviour on others.

Continuous Improvement

Demonstrates desire to learn and looks to improve the way things are done

Key Competencies (Technical)

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Knowledge/ Experience In-depth knowledge of and/or interest in an arts and/or creative policy area(s) (e.g. education, youth arts, disability, cultural diversity and equalities, audience development/marketing, creative industries, etc.) in the UK and in Scotland in particular.

Some knowledge of the wider public (and voluntary) sector in support of the creative sector/arts in Scotland, including Creative Scotland’s role as a national arts agency and its relation to central government, local government and public agencies.

Broad knowledge of one or more other art forms/creative policy areas/ relevant functional areas of expertise which will include the following: Youth Arts and Creative Learning

Experience of carrying out detailed assessment of proposals, options appraisals and producing analytical reports and recommendations.

Track record of successful project planning and delivery, ideally with experience of managing a number of projects concurrently.

Experience of working in a relevant sector in a professional capacity in an administrative or managerial role.

Experience of effective budgeting and budgetary control. Track record of working positively with customers and

stakeholders/partners.

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Creative Scotland

Competency Framework

What are Competencies?Competencies are underlying characteristics that lead to superior performance in an individual’s job. The include qualities, skills, attributes and traits that help people to be successful. Competencies go beyond the traditional focus on academic qualifications, technical skills and experience, providing a framework for assessing and developing deeper-seated personal skills. Competencies are also capable of being developed in people rather that being fixed and immovable. What is a Competency Framework?The competency framework provides clear focus to support the recruitment, development and continuous improvement of employees across Creative Scotland in a clear and consistent way. The competencies are clustered into three dimensions, and each competency is broken down into 3 levels – different jobs will require different levels of complexity of the same behaviours. The levels are cumulative. This means that if Level 3 is identified as the appropriate level for a particular job role, it is assumed that Level 1 and Level 2 are also required. Each competency has a general description, followed by a list of attitudes/behaviours that indicate competence in the relevant area. Why do we need a Competency Framework?The competency framework serves several purposes, which together enable Creative Scotland to improve and develop its staff and services. The framework:

informs prospective employees what is expected of them

informs employees of the sort of attitudes and behaviours Creative Scotland encourages when carrying out their duties

shapes and defines a culture based around strong principles such as creativity, partnership working, continuous improvement and equality.

supports staff at all levels in their development in order to maximise their potential.

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The Framework – Dimensions and Related Competencies

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People and Relationships People Management /Leadership Managing Internal and External Relationships Communication skills

Tasks and Projects Strategic Capability Delivery Focus Decision Making

Drives and Emotions Vision and Creative Thinking Change Management Continuous Improvement Self Management

Level One Level Two Level Three

People and RelationshipsManaging Internal & External Relationships Initiates, builds and maintains mutually

beneficial internal and external relationshipsInitiates, builds and maintains mutually beneficial internal and external relationships

Initiates, builds and maintains mutually beneficial internal and external relationships

People Management/Leadership Not applicable at this level Provides direction, builds commitment, allows high performers to excel and tackles under-performers

Provides direction, builds commitment, allows high performers to excel and tackles under-performers

Communication Skills Communicates effectively internally & externally to influence and ensure shared understanding

Communicates effectively and assertively internally & externally and engages with a wide range of people and styles to influence and ensure shared understanding

Communicates, engages and influences internally and externally with a range of people

Tasks and Projects Strategic Capability Not applicable at this level Understands, synthesises and acts upon

disparate elements of CS business context to deliver tangible coherent outcomes

Scans the horizon to understand, synthesise and act upon disparate elements of CS business context to deliver tangible results

Decision-Making Balances analysis with decision-making and thinks about the immediate and longer impact of those decisions

Balances analysis with decision-making and thinks about the immediate and longer impact of those decisions

Makes objective decisions that are often tough and sometimes unpopular, utilising a range of decision-making styles.

Delivery Focus Delivers quality work to time, budget and specification. Prioritises work effectively

Balances short-term activities with long-term requirements by delivering quality work to time, budget and specification

Balances short-term activities with long-term requirements by delivering quality work to time, budget and specification

Drives and EmotionsVision and Creative Thinking Comes up with a broad range of solutions and

puts forward creative ideasImagines and explores possibilities. Thinks within and beyond specialism, innovates and encourages creativity

Imagines and explores possibilities. Thinks within and beyond specialism, innovates and encourages creativity

Change Management/Leadership Implements and supports change Implements change and achieves the buy-in and support of others

Initiates and implements strategic and operational change and achieves the buy in and support of others

Continuous Improvement Demonstrates a desire to learn and looks to improve the way things are done

Demonstrates a desire to learn and looks to improve the way things are done

Leverages all possible channels to ensure the continuous improvement of CS

Self Management Is aware of how far abilities extend and takes personal responsibility for own actions. Demonstrates awareness of impact of

Demonstrates personal standards and acts as a role model, projects confidence and understanding of impact of behaviour on

Displays confidence, enthusiasm and ambition for the work of CS and self, and is aware of the impact of own reactions

behaviour on others. others. to pressure on staff.

Competency Level One – Positive Behavioural IndicatorsPeople & Relationships Tasks and Projects Drives and Emotions Managing Internal and External RelationshipsTreats everyone with respectFinds out what people want rather than making assumptionsUnderstands different perspectives on issuesBuilds up trust with stakeholders/customersManages the expectations of others Networks with peers from other organisationsSeeks to learn from internal and external contactsEmpathises with others?Develops effective partnerships with internal/external contacts

Strategic Capability Not applicable at this level

Self Management Strives to maintain consistency in behaviour and personal standardsIs aware of the limits of personal capabilities Seeks the support of others when appropriate Accepts responsibility for actions and outputs, and learns from mistakesIs aware of the impact of own behaviour on othersRegonises own emotions and their effects on self and othersLeverages diversity by cultivating opportunities through different kinds of people

People Management/Leadership Not applicable at this level

Delivery FocusIs flexible and adapts to customers needs when required Recognises and actively manages the impact of their own work on that of othersEnsures work is in line with CS corporate objectivesPays attention to detailBalances rigour with expedienceSteps outside job description when requiredIs proactive in seeking help when required to get the job donePlans work effectively

Vision and Creative Thinking Promotes and engages in internal forums for sharing ideasDemonstrates an interest that is wider than own specialismEngages in team-working across departmentsTurns a new idea into something tangiblePuts forward ideasEncourages and develops the ideas of others rather than blocking themFinds quick and effective solutions to problems

Communication SkillsAvoids using jargon that others may not understandIs assertive as opposed to passive or aggressiveListens wellVaries style of communication depending on the listenerCommunicates an appropriate amount with external organisations (not too much, not too little)Communicates with clarity and confidence their agenda/goalsRespects and is open to different perspectives in discussionsPresents things in an interesting wayRepresents CS professionally at all time

Decision MakingKnows when and when not to focus on detailKnows when to stop analysing and make a decisionIntegrates information from different sources in an effective way to inform decisionsConsiders the longer term impact of decision making

Change Management/LeadershipIs positive about change, focusing on the potential opportunitiesRemains focused on the job despite the uncertainty of changeAsks for support and clarification to understand changeIs confident to experiment with new ways of doing thingsAsks questions and raises concerns about change in a positive wayFocuses on what CS requires now rather than what has always been doneMotivates others to take a positive approach to change

Continuous Improvement Listens and responds appropriately to feedbackShows enthusiasm to learn new thingsAdapts to developments in their role

Competency Framework Overview and Descriptions

Shares best practice with others to help them developApproaches others to get their views and learnLooks to increase their awareness across their area and of other areasIncludes people in their new ideas and initiatives at an early stageAddresses the underlying causes of problemsIs aware when established processes are not effective in a particular context, and acts accordinglyTakes personal responsibility for own development

Competency Level Two – Positive Behavioural IndicatorsPeople & Relationships Tasks and Projects Drives and Emotions Managing Internal and External RelationshipsInvolves people with appropriate expertise early on so they can add maximum valueActs with integrity when dealing with othersFinds out what people want rather than making assumptionsUnderstands different perspectives on issuesBuilds up trust with stakeholders/customersManages the expectations of others internally & externallyChallenges unfair practices and behaviours

Strategic Capability Makes effective strategic plans for his/her department in line with organisational visionConsiders the impact of wider issues on CSFocuses on achieving outcomes rather than outputsIntegrates external knowledge into CS businessIdentifies opportunities in the sector and beyond

Self Management Ambitious and motivated to achieve objectives but does not put personal ambition ahead of organisational goalsLeverages diversity by cultivating opportunities through different kinds of peopleSeeks responsibility and is willing to innovate and take risksShows perseverance in the face of obstacles and bounces back from failureDemonstrates a strong sense of self-worth and capabilitiesRegonises own emotions and their effects on self and others

People Management/Leadership Addresses inappropriate behaviour or unacceptable quality of work effectivelyDelivers difficult messages constructively to staff, customers and stakeholders when requiredCreates an environment that appreciates diversityDemonstrates support for colleaguesAvoids micromanaging unnecessarilyAllocates work using knowledge of skill and available timeProvides clear instruction to othersProvides feedback in a regular and constructive mannerVaries management style according to situationMakes effective use of talent and knowledge of othersMotivates othersEncourages a climate of team work by own actionsIdentifies and addresses development needs of team members

Delivery FocusPrioritises work effectivelyThinks ahead to identify potential obstaclesBalances rigour with expedienceDoes not make investments that do not have clear benefitsSets clear prioritiesFocuses on what is essentialEnsures appropriate planning is in place to meet objectivesUnderstands risk/opportunity balanceActively manages riskEnsures that projects fit budgets Selects appropriate people to deliver outcomes

Vision and Creative Thinking Turns a creative idea into something tangibleDemonstrates an interest that is wider than own specialismAllows others the space for creative thinkingAllows the progress of good ideas upwardsUses expertise creatively to progress CS's objectivesThinks creatively within specialismImagines and explores future possibilities

Communication SkillsListens wellVaries style of communication depending on the audienceSpeaks with confidence to external partiesSeeks to influence rather than manipulate or imposeReads body language of others and responds accordingly Avoids using jargon that others may not understandIs assertive as opposed to passive or aggressiveRepresents CS professionally at all times

Decision MakingKnows when and when not to focus on detailKnows when to stop analysing and make a decisionIntegrates information from different sources in an effective way to inform decisionsUses data effectively when making decisionsConsiders the longer term impact of decision making

Change Management Keeps people informed with what is going on during changeAvoids creating unrealistic expectations during changeEngages people with the process of change through words and actionsDemonstrates a flexible and adaptable approach to changePublicly supports what CS wishes to achieveProvides direction for others during ambiguityEmpathises with others during changeLooks for effective ways of implementing changeRemoves basic obstacles to changeRecognises and deals appropriately with resistance to changeMotivates others during change and encourages a positive approach

Continuous Improvement Initiates improvementsListens and responds appropriately to feedbackDraws upon expertise across a project team to inform strategic developmentWilling to learn and is proactive in learningAdapts to developments within roleAddresses the underlying causes of problemsShares best practice with others to help them develop

Competency Level Three – Positive Behavioural IndicatorsPeople & Relationships Tasks and Projects Drives and Emotions Managing Internal and External RelationshipsWorks effectively with colleagues from other specialismsActs with integrity when dealing with othersFinds out what people want rather than making assumptionsUnderstands different perspectives on issuesInteracts effectively with a broad range of stakeholdersInspires trust and openness with stakeholders/customersManages the expectations of others effectivelyChallenges unfair practices and behavioursDevelops effective partnerships with internal/external contacts

Strategic Capability Makes effective strategic plansConsiders the impact of wider issues on CSFocuses on achieving outcomes rather than outputsIntegrates external knowledge into CS businessRecognises the dynamic nature of the environment when using data to form judgmentsProvides strategic aims for his/her DirectorateIdentifies opportunities in the sector and beyond

Self Management Ambitious and motivated to achieve objectives but does not put personal ambition ahead of organisational goalsLeverages diversity by cultivating opportunities through different kinds of PeopleDemonstrates a strong sense of self-worth and capabilitiesSenses others’ feelings and perspectives, and takes an active interest in their coconcernsAnalyses and learns from work and life experiencesUnderstand and positively harnesses the organisations’ emotional currents and power relations

People Management/Leadership Addresses inappropriate behaviour or unacceptable quality of work effectivelyIs open to critical analysis/challengeDelivers difficult messages constructively to staff, customers and stakeholders when requiredCreates an environment that appreciates diversityIs sufficiently visible internallyDemonstrates support for colleaguesEmpowers others to make decisionsAvoids micromanaging unnecessarilyInspires a positive attitude to work among othersMakes effective use of talent and knowledge of othersMotivates othersInspires a climate of team work by own actions

Delivery FocusPrioritises work effectively Ensures capability exists in specialist areasBalances rigour with expedienceDoes not make investments which do not have clear benefitsEnsures appropriate planning is in place to meet objectivesManages multiple resources to ensure deadlines are metMatches resources to projects (e.g. skills to type of work)Manages the possible trade-offs between popular appeal, commerciality and academic excellenceUnderstands risks/opportunity balanceKnows when and when not to focus on detailKnows when to stop analysing and make a decision

Vision and Creative Thinking Allows others the space for creative thinkingIdentifies practical applications for innovation/ideasWorks across CS to foster innovationEncourages creativity and supports innovation across CSFinds wider applications for own specialismThinks creatively within own specialismImagines and explores future possibilities

Communication SkillsDemonstrates emotional maturity to meet with other people in governmentListens wellIs effective at influencing stakeholdersVaries style of communication depending on the audienceEnsures communication is regular and appropriateInspires others through effective communicationSeeks to influence rather than manipulate or imposeReads body language of others and responds accordingly

Decision MakingEncourages and empowers others to make decisionsTakes into account the implications of decisions on internal and external stakeholdersInvolves key stakeholders in decision-making process when appropriateDemonstrates readiness to take tough decisionsTakes dispassionate and impartial decisions, displaying objectivity at all and seeking most positive action for CSEnsures contingency and mid-course strategies are in place for potentially risky decisions

Change Management Keeps people informed with what is going on during changeDevelops appropriate strategies for implementing change to meet business needsVisibly leads, models and encourages the change process through words and actionsArticulates clearly where we are trying to get toEngages people with the process of change through words and actionsDemonstrates a flexible and adaptable approach to changePublicly supports what CS wishes to achieveProvides direction for others during ambiguityEmpathises with others during change

Continuous Improvement Ensures that development and evaluation processes and systems are in place to create an environment of continuous improvementSets high standards for improvement, horizon scanning for business-critical changes and technologiesEnsures CS is building long-term strength for all areas of the business and in line with the corporate objectives