Supporting creative business: the Cultural Enterprise Office and its clients

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The Cultural Enterprise Office (CEO) was established in 2002. It is supported by Creative Scotland, Aberdeen City Council, Dundee City Council, The City of Edinburgh Council and Glasgow City Council and its services are delivered in partnership with the Business Gateway network. The CEO undertakes a wide range of activities in support of cultural micro-businesses. In line with the EU's definition, 'Micro enterprises are defined as enterprises which employ fewer than 10 people and whose annual turnover or annual balance sheet total does not exceed 2 million euro'. The areas it covers - using specialist advisers - are: digital development, equalities, finance, taxation, human resources, legal affairs, press and publicity, property, marketing and retail. These services are provided for the following creative sectors: community arts, dance, design, fashion and textiles, film, games and apps, literature, music, performance, product design and photography, screen industries and animation, TV and digital media and visual arts. In recognition of the value that this project will contribute, the CEO's chair and director have offered unrestricted access for research. The organisation wishes to reflect on a decade's work and to make its exceptionally rich database of relations with a wide range of clients across a gamut of cultural practices available for analysis with a view to increasing the CEO's effectiveness and its understanding of the tacit and implicit knowledge that is used in dealing with clients. The research team will offer real time analysis of interactions between clients and the CEO's executive and advisory teams to assess areas of success and those that might be improved. The research will therefore constitute an unprecedented analysis of the workings of a cultural support body and how it engages in knowledge exchange in the creative economy. At the same time, because the research will add very significant new analysis to the CEO's knowledge base, it also exemplifies how academics can engage in highly constructive KE with a cultural support body. Through the methods outlined below, this study will aim to understand the funding and policy environment in which the CEO operates and how this is translated into its internal imperatives and how these in turn shape relations with clients. The research team will also seek to understand how clients approach the CEO for advice, how this relates to other sources of advice that they might pursue, and how - through case studies - that advice shapes (or does not shape) the development of cultural enterprises. This project constitutes an exceptional and timely opportunity to undertake a full-scale case study that scrutinises how contemporary policy is understood and implemented institutionally and organisationally by a publicly funded cultural agency. The research will examine the objectives pursued by the CEO; how it fulfils its objectives; and ask what strategic lessons may be drawn from its overall experience. The principal data-gathering techniques include the assessment of documents and texts, analyses of a rich holding of data on clients, archival research, and interviews with board members, staff, advisers, clients and other key policy actors, to all of whom the project team are confident of achieving excellent access. The PI (Schlesinger) and Co-I (Selfe) bring multi-disciplinary expertise in sociological, historical, archival, creative economy and policy analysis.