Hampshire County Council

Executive Member - Policy and Resources Item 2

7 December 2007

The Future of the Tower Arts Centre, Winchester

Report of the Director of Recreation & Heritage

Contact: Nicola Horsey Ext: 5423 E-mail: nicola.horsey@hants.gov.uk

1. Summary

1.1 On 18 July 2007 the Executive Member for Policy and Resources decided to defer his decision to transfer the management of the Tower Arts Centre to Kings' School. This was to allow time for further public consultation and development of the school's business case. This has now been done and is set out in detail in this report.

1.2 Following an examination of possible options, the conclusion is that the management of the Tower Arts Centre should be transferred to Kings' School. In addition, the County Council and Winchester City Council would each invest £25,000 a year for three years and work with the University of Winchester and others to develop cultural provision and programming at the Tower Arts Centre and other venues in Winchester, including hiring the Tower from Kings' School for evening performances.

2. Recommendations

2.1 It is requested that the Executive Member for Policy and Resources approves the following recommendations:-

a) That the management of the Tower Arts Centre be transferred from the Recreation & Heritage Department to Kings' School on 21 April 2008.

b) That the property be appropriated from Recreation & Heritage purposes to Children's Services purposes, staying within the County Council.

c) That Hampshire County Council provides £25,000 per year for a minimum of three years, starting in 2008/09, to develop cultural provision and programming at the Tower Arts Centre and other venues in Winchester, including hiring the Tower from Kings' School for evening performances. This is subject to Winchester City Council matching this commitment.

3. Introduction

3.1 At her Decision Day on 5 July, the Executive Member for Recreation and Heritage received a report about the transfer of the management of the Tower Arts Centre to Kings' School and decided that:

i) The management of the Tower Arts Centre be transferred from the Recreation and Heritage Department to Kings' School on 1 January 2008.

ii) The property be appropriated from Recreation & Heritage purposes to Children's Services purposes.

iii) A further report is taken to the Recreation & Heritage Decision Day in September 2007 on the details of, and final agreement with, Kings' School.

3.2 The same report went to the Decision Day for the Executive Member for Policy and Resources on 18 July where it was determined that:-

Without prejudice to the decision taken by the Executive Member for Recreation and Heritage on 5 July 2007, this item (on the possible transfer of the Tower Arts Centre to Kings' School) be deferred until 13 September 2007. This will allow time for further consultation, presentation of the business case, a meeting with Tower Arts service users and for the Hampshire Action Team recommendations to be brought to the fore and discussed.

3.3 On 13 September 2007 the Executive Member for Policy and Resources was asked to defer his decision again from 13 September to 7 December to allow time for a further wide ranging consultation to take place.

4. The Impact of Hampshire County Council's Financial Situation on its Arts Centres

4.1 It has been stated publicly many times now that the County Council has not fared well in its recent financial settlements from the Government and, as a consequence, is facing increasing pressures on its budget. All departments have been asked to review and re-order their priorities, modernise their services and seek more cost-effective solutions, including relocating services to different buildings and looking at different management arrangements. As part of the budget agreed by the County Council in February 2007, all services within the Recreation and Heritage Department were required to make savings equivalent to 4.2% of their budgets in 2007/08 and in subsequent years at varying rates to meet corporate and Departmental pressures.

4.2 The Tower Arts Centre is one of four arts centres run directly by Hampshire County Council at a net cost of £488,600 in 2006/07, approximately 26.5% of the Arts Service budget. The County Council is not statutorily obliged to fund the arts and is one of few County Councils in the country to own and directly manage local arts centres. This type of venue is usually run and managed by the local District/Borough Council (such as The Lights, Andover) or a trust with funding principally from the District/Borough Council (such as Fairfields, Basingstoke).

4.3 To meet the savings target of 4.2% from 2007/08 the Arts Service must reduce its expenditure by £84,000 this year. As part of this all four arts centres have been asked to reduce their subsidy from the County Council by £5,000 each starting in 2007/08. For 2008/09 the budget planning assumption is that the Arts Service will need to make a further reduction of 2.7% to meet its budget targets - this equates to a further £59,000 on top of the £84,000 reduction in 2007/08, giving a total saving of £143,000 over two years. If these levels of reduction are applied proportionately to all the arts centres, they would be unable to continue running as they are and would ultimately face closure. Against this financial background the status quo for all four is not an option.

4.4 There is no doubt that adapting to these changed financial circumstances will be difficult for all of them to achieve. In the opinion of the independent consultant engaged to examine options (see section 11), the Tower is efficiently run and there are no obvious easy savings to be made. The Arts Service believes the same to be true of the other three arts centres.

4.5 To clear up some misunderstandings that have arisen over the financing of the four arts centres the figures for 2006/07 were:-

	Cost to Hampshire County Council £	Grant from local District Council £	Total Local Authority Support £
Ashcroft	119,600	Nil	119,600
Forest	120,900	16,100	137,000
Tower	106,300	21,000	127,300
West End	141,800	18,100	159,900

In addition, the County Council supplies financial, legal, human resources and health and safety support. It also maintains the physical fabric of the buildings, but these costs are met from separate budgets. Between 2004/05 and 2006/07 approximately £5,800 of revenue maintenance costs and £36,000 of capital maintenance costs at the Tower have been met from these budgets. Furthermore, it is estimated that up to £244,000 needs to be spent on building maintenance at the Tower over the next ten years.

4.6 The County Council's revenue subsidy to the Tower, excluding building maintenance support service costs, has varied over the last few years as follows:

£

2002/03 103,500

2003/04 108,000

2004/05 108,600

2005/06 92,100 (an exceptionally successful year for ticket sales)

2006/07 106,300

4.7 Some of the Tower users have made the point that, as the Tower costs the County Council less than any of its other arts centres to run, plus it receives a larger grant from the local District Council (Winchester City Council), the County Council should be looking to save costs from another arts centre. Whilst it is true that the Tower does cost the County Council less to run than the other arts centres, the difference is not great. In terms of total local authority support, the Tower is not markedly different from the other three arts centre. Other factors, such as the range and variety of other cultural provision in the area and the socio-economic characteristics of the potential audience are more important considerations when looking at the future of the arts centres. In addition, the Tower, unlike any of the other arts centres, has the chance of transferring to another organisation which would draw down additional resources and reduce support costs for the County Council.

4.8 As far as the County Council's other arts centres are concerned, an Options Review for the Ashcroft Arts Centre in Fareham has just started to investigate whether efficiencies and/or an alternative form of management can be achieved. Meanwhile Ashcroft Arts Centre is programming up to the summer of 2008.

4.9 The West End Arts Centre is in Aldershot which has some of the most economically deprived parts of Hampshire in it. Over and above the West End Centre and Princes Hall there is little else on offer in Aldershot for those seeking cultural activity. For these reasons the County Council is working in partnership with Rushmoor Borough Council to devise a Cultural Strategy for Aldershot and this will consider the options for the future of the West End Centre. In view of this, the West End Centre is programming up until the end of March 2010.

4.10 Forest Arts Centre is in New Milton in the New Forest, which also has some economic problems. It is a relatively small town in a large rural area with no other cultural facilities. Out of all of the County Council's arts centres, it is considered that Forest has the potential, in due course, to operate as an independent organisation.

5. Hampshire County Council's Arts Strategy

5.1 The review of the four County Council run arts centres is being undertaken in the context of the new Arts Strategy for the County Council approved by the Executive Member - Recreation and Heritage in March 2006. The Strategy was developed with the participation of an all party Review Panel of the Culture and Communities Select Committee. The full strategy document can be found at:- http://www.hants.gov.uk/decisions/decisions-index/index-docs-6353.html.

5.2 The Strategy sets a new direction for arts policy and has prompted a reconsideration of how the County Council works with major funding clients and where the balance should be struck between development activities and direct service delivery, particularly in relation to the future role of the four County Council managed Arts Centres. In the context of this report two Policy Objectives are key:-

1 To deliver the Corporate and Cultural Strategy objectives through the actions of the Arts Service and other Directorates within the council as appropriate.

2 To support the development of a sustainable and thriving arts and creative industries infrastructure in Hampshire.

5.3 Appendix 6 of the Strategy sets out the action plan. For the Tower Arts Centre this states:-

· Develop an options appraisal on range of management options for the next five years at Tower to include

o Closer relationship with Kings' School

o Commercial management of the gig/performance programme

o Future of social inclusion programme

o Acknowledgement of the Discovery Centre and Silver Hill developments

6. The Tower's Programme and Audience Profile

6.1 The Tower offers a mixed programme of activities and performance with the aim of offering something to appeal to as wide as possible a range of attenders.

6.2 The programme of participation and performance is made up of the following elements:

· Live music

· Comedy

· Theatre

· Literature/talks

· Children's shows and workshops (including the Children's Festival)

· Adult classes

· Youth theatre

· Blue Apple integrated theatre company

6.3 Attendance at live music events (blues, acoustic and pop, tribute bands, rock, folk and world music) accounted for 80% of ticket sales in 2006/07 - see the table below:

Performance	% of tickets sold in 2006/07
Live music	80
Comedy	3
Theatre	10
Literature/Talks	3
Children's Shows	3

Activity	Number of people
Adult classes*	140
Children's workshops	338
Youth Theatre (TAPAS)**	50
Blue Apple***	30

* 140 participants attending for three terms

** 50 children attending for two terms

*** 30 members attending for three terms

6.4 Further analysis of the Tower's box office database for the financial year 2006/07 completed in September 2007 shows that 1,841 people purchased 10,207 tickets for events at the Tower. Of these:

· 58% (1070) purchased tickets on one occasion and were responsible for booking 31% of all tickets purchased in the year

· 31% (570) purchased tickets on two or three occasions in the year accounting for 28% of all tickets

· 10% (184) purchased tickets four or more times in the year accounting for 41% of all tickets.

6.5 These figures suggest that there is a relatively small core of loyal supporters who regularly attend performances at the Tower and who usually book two tickets at a time. With rock gigs this changes to approximately five tickets per transaction.

6.6 The geographical distribution of these bookers was:

· Winchester City Council area - 50.3% (926 people)

· Hampshire County Council area (excluding Winchester) - 35.7% (657 people)

· Portsmouth - 1.0% - (18 people)

· Southampton - 5.3% (98 people)

· Others - 7.7% (142 people)

6.7 The figures in 6.6 above do not include those who attend the daytime adult classes at the Tower. Nearly 70% of these are older people, most of whom live within the district of Winchester.

6.8 One of the points made by some of the Tower users is that a significant proportion of the people who book tickets come from outside the district of Winchester. The figure for the Tower compares with the other arts centres as follows:-

Forest Arts Centre - 65% of bookers come from within New Forest

District Council's boundary

Tower Arts Centre - 50.3% from within Winchester City Council's boundary

Ashcroft - 43.9% of bookers come from within Fareham

Borough Council's boundary

West End - 32.7% of bookers come from within Rushmoor

Borough Council's boundary

This shows that the percentage of people booking tickets for events at the Tower from the local District Council area are higher than those in two out of three of the County Council's other arts centres. See Appendix 1 for full details.

7. Hampshire Action Team (HAT) for Winchester

7.1 The Winchester HAT met on 28 June 2007 to discuss the proposed transfer of the management of the Tower Arts Centre to Kings' School. The HAT concluded that it would be wise to recommend that the decision relating to the future of the Tower Arts Centre be delayed for the following reasons:-

- to allow time for information gathering and consultation;

- to develop mechanisms which will ensure that the Tower will remain available for the whole community;

- to review how the Discovery Centre is able to provide activities transferred from the Tower and see if any gaps in provision (including parking) remain.

7.2 Following on from this meeting the HAT members visited the Discovery Centre in July and Kings' School on 8 November where they met the Head Teacher, Deputy Head and Chairman of Governors. The Head of Arts, Tourism & Marketing attended the HAT meeting on 4 September and the visit to Kings' School. HAT members have also been involved throughout the consultation process.

8. Consultation Exercise

8.1 Up until the beginning of October the County Council had received around 50 e-mails and letters about the proposed transfer of the Tower Arts Centre to Kings' School, some of which were sent to more than one County Councillor or officer. In addition to this there were deputations at both of the July Decision Days and at Full Council on 22 November 2007.

8.2 An e-petition was set up in the summer and it has collected 1,243 signatures (as of 18 November, when it closed) asking the Prime Minister to urge Hampshire Council to retain the Tower Arts Centre in Winchester in its current form and with the present management and staff. A petition with 1,000 signatures was presented to Winchester City Council on 31 October. This asked the City Council to provide additional funding to enable the County Council to delay its decision to move the control and management of the Tower Arts Centre to Kings' School. The extent to which individuals have signed both petitions is not known.

8.3 In summary, up until the end of October, the main areas of concern appeared to be:-

- loss of a dedicated, integrated and professionally programmed venue with committed staff;

- the lack of detail of what would continue at the Tower under the management of Kings' School;

- concern about the lack of detail about what would transfer to the Discovery Centre;

- an unproven business case from the School;

- the lack of public consultation about the proposal.

8.4 Some of the users of the Tower formed themselves into a working group which was set up to get directly involved in the consultation process and to protest against the proposed transfer of the Tower to Kings' School. The Head of Arts, Tourism and Marketing was invited to two of the group's meetings on 17 September and 15 October. At the meetings she was able to discuss with the group the details of the consultation process. Both meetings were constructive and useful.

8.5 The public consultation exercise that has taken place since July can be broken down into four topics, namely:-

- Letter to all Tower users and supporters

- Public meeting

- Options Appraisal

- Telephone survey of local residents

Each of these will be discussed in turn.

9. Letter to all Tower Users and Supporters

9.1 At the beginning of October, 3,500 copies of a letter from the County Council were printed and distributed via the Tower's database and other users. The letter set out what had happened during the summer and the proposed consultation process, including the public meeting on 1 November. Tower users were invited to e-mail or write to the County Council or the local County Councillor (Councillor Dickens) with their views.

9.2 Drafts of the letter were sent to the Winchester HAT and some members of the Tower User Group in advance of distribution and many of their comments were incorporated into the final version.

10. Public Meeting

10.1 A public meeting was arranged for the evening of 1 November in Winchester's Guildhall and was attended by about 450 people. An Assistant Director of Ipsos MORI chaired the meeting on behalf of the County Council and Councillor Mrs Margaret Snaith (Executive Member for Recreation and Heritage), Yinnon Ezra (Director of Recreation & Heritage) and Caroline Felton (independent arts consultant) were on the stage to answer questions.

10.2 The strength of feeling about the Tower proposals was very evident from the meeting, with many people arguing passionately to retain the status quo. In summary, statements and questions covered the following issues:-

- The timing of the decision to go ahead with the Winchester Discovery Centre and the initial approach to Kings' School by the County Council.

- Kings' School, whilst being an excellent school, did not have the right skills and experience to run an arts centre.

- The Tower would lose its separate identity.

- There were other sources of funding that should be explored, including Arts Council, Big Lottery and sponsorship.

- Queries about how the school could afford to run the Tower.

- The County Council could find the £95,000 annual revenue subsidy for the Tower from elsewhere.

- Set the Tower up as a charity.

- Loss of a venue for artists starting up in their careers and for University of Winchester students to see plays.

- What guarantee is there to prevent the school stopping the classes after a certain period of time?

- Why had Kings' School said they would pull out of negotiations if a decision is not made in December?

- Where is the school's business plan?

10.3 All of these points are covered either in the report or in Appendix 2. Since the meeting a further 80 or so e-mails and letters have been sent to the County Council, arguing to retain the status quo and asking for more time to consider other options.

11. Options Appraisal

11.1 At the end of August 2007 Winchester City Council (WCC) offered to commission an Options Appraisal for the Tower. The County Council was given the opportunity to comment on the brief before WCC commissioned Caroline Felton, an independent, experienced arts consultant, to undertake the work. Miss Felton started work on 24 September and the brief she worked to is in Appendix 3.

11.2 The aim of the appraisal was:-

to identify feasible options for the future management of the Tower, (including the proposed transfer to the school).

11.3 The key findings of the Options Appraisal are set out in Appendix 4 but the main conclusions are: -

- The Tower has a strong and welcoming `personality' with a much appreciated staff team.

- It also has a loyal following of supporters, a group of whom are regular audience members, particularly for the live music programme.

- The Tower is run efficiently and there are no significant opportunities to reduce costs whilst continuing to offer the current mix of participation and performance programming.

- Although there is some opportunity to schedule additional classes or other income generating activities, this is not achievable within current staffing levels and therefore the potential to generate additional net income would be limited.

- Some elements of the programme cover their direct costs in terms of payment to performers. If the Tower continued just with these elements of the programme it would be limited to live music although, within that, world music and the youth rock events would be excluded. The Tower would therefore not be able to offer theatre or children's shows and workshops.

- Winchester has an interesting and varied range of venues and activities offering cultural opportunities for local residents, including the Theatre Royal, Chesil Theatre, Railway Inn, the Cathedral and performing spaces open to the public at Peter Symonds'College, St. Swithun's School and Winchester College. Two new facilities, the Discovery Centre and Winchester University's space for live music, The Vault, are due to open in November 2007.

- The Discovery Centre is only suitable for some elements of the Tower's evening programme to transfer to.

11.4 Miss Felton initially identified six options. Two of these were rejected at an early stage of her analysis:-

i) Establishing the Tower as an independent organisation constituted as a company limited by guarantee with charitable status:

The Options Appraisal report showed that the Tower will always require substantial subsidy and this change in status would only make its financial position more precarious. Under these arrangements Trustees take on considerable personal and collective financial and legal responsibilities. The level of risk inherent in the operation would make the recruitment of suitable Trustees extremely difficult.

ii) Merger of the Tower with the Theatre Royal or the Discovery Centre:

The Theatre Royal is a charity and company limited by guarantee whose Trustees would be ill advised to take over responsibility for another venue whose core funder has indicated an intention to reduce or withdraw its funding. Economies of scale are insufficient to enable a combined operation to function without the Tower's current funding levels.

The Discovery Centre is a new venue and needs to establish itself and its remit within Winchester. Again, any economies of scale achieved through merger would never remove the requirement for the current level of ongoing core funding for the Tower, if it were to continue its existing programme and activities.

11.5 This left four options:

i) Status Quo

In this scenario the Tower would continue to operate under the current management and core funding arrangements.

ii) School Option

This is set out in detail in paragraph 13, but would include the continuation of all the daytime activities and a range of new activities during `twilight' hours. The school would not run an evening programme but would hire out the venue to local promoters who would be likely to present some live music events at the Tower.

iii) Rebalance of Funding Sources

This option considered the potential for the Tower to continue as it is now with new or alternative sources of funding. Miss Felton does not believe that there are new sources of public subsidy for the Tower and nor does she think it would be able to attract significant levels of commercial sponsorship in what is an increasingly competitive market.

iv) Closure

11.6 In light of the stated financial position of the County Council Miss Felton's overall conclusion was that there were really only two possibilities for the future of the Tower:-

- transfer to Kings' School

- closure.

11.7 The Leaders and senior officers of both the County Council and WCC agree that Miss Felton has produced a thorough analysis in her report and accept its conclusions.

12. Telephone Survey

12.1 During the evening of 7 November, ICM, an independent research company, carried out a telephone survey of 500 randomly selected households across the district of Winchester. Respondents were asked eight questions about awareness of the Tower, visiting patterns for cultural activities and to the Tower and views on the options put forward in the Options Appraisal. This is a statistically valid way of seeking the views of local residents, based on tried and tested sampling techniques. A draft set of the questions was sent to the staff at the Tower, to the HAT group and some members of the User Group for their comments before the questionnaire was finalised.

12.2 A copy of all the questions and the results are set out in Appendix 5. The main findings are:-

i) over 75% of respondents say they participate in cultural activities;

ii) 76% say they have heard of the Tower with 11% saying they have visited it in the last year;

iii) 42% say they have heard of plans to change the way the Tower is managed and run;

iv) 58% think it is a good idea for the County Council to consider other forms of management or funding in order to make cost savings;

v) 44% support moving the management of the Tower to Kings' School with 24% opposing it;

vi) When asked about the four options as presented in the Options Appraisal report:-

- 29% preferred the status quo;

- 17% preferred the transfer to Kings' School;

- 41% preferred the Tower to stay as it is with reduced funding from the County Council and additional funding being found from elsewhere;

- 1% preferred the Tower to close

- 12% expressed no preference.

12.3 The results of the survey do not provide a clear pointer in a particular direction. Clearly an overwhelming majority of people do not wish to see the Tower close and this has been evident from the public meeting and correspondence received by the County Council. Question 7, which just asked about the proposed transfer to Kings' School, showed substantial support for a transfer of management to the school, but a significant minority opposes such a move.

13. Kings' School's Business Case

Background to Kings' School

13.1 Kings' School has approximately 1,600 pupils on its roll. It employs 150 staff and manages an educational budget of over £8 million per year. In its last Ofsted inspection the School achieved the highest possible grading of `Outstanding' and in terms of its management and deployment of resources it was described as `a school which delivers excellent value for money'.

13.2 Kings' Catering, Kings' Boarding House and Kings' Community Sports Centre all operate as successful stand alone businesses within the Kings' School brand, illustrating that Kings' do have the expertise to run a business.

13.3 The School has enjoyed Specialist School status for the last four years with a particular focus on `Business and Enterprise'. In recognition of its quality of provision in this area, Kings' was awarded business and enterprise `Hub' status in 2006, which means that the school manages the Hampshire and Isle of Wight Business and Enterprise Hub, encompassing 80 secondary and primary schools.

13.4 Kings' School has a strong tradition of collaboration and partnership with local businesses, community groups and all sectors of education and was one of only four schools in the south of England to receive a national `Futures Vision' award from the Specialist Schools and Academies Trust in September 2006.

13.5 The School has been invited to apply for a second specialism this academic year and has recently submitted a bid to become a Specialist School for languages.

13.6 Kings' is already an established provider of sport and leisure opportunities within Winchester with its swimming pool, large gym, astroturf and grass pitches and a fitness gym, which are let to the community for 90 hours a week. 70% of the usage of these facilities is by adults. The current sports activities are listed in Appendix 4.

13.7 The Government's view is that specialist schools should play an increasingly important role in the delivery of opportunities into their local community. Such development is further reinforced by the 14-19 reforms and the extended school's agenda. As part of these developments Kings' School is planning to deliver a range of sport, business, ICT and language opportunities into the community. The provision of creative and artistic opportunities through the Tower would complement and enhance this delivery.

Performing Arts at Kings' School

13.8 Kings' School already has an impressive range of facilities for performing arts, including:-

- a drama studio

- a drama/dance studio

- three music rooms

- three specialist art rooms, one with a kiln

- four music practice rooms

13.9 The School does not intend to use the Tower to teach the curriculum during the school day, therefore enabling the existing daytime classes to continue.

Tower Arts Centre

13.10 In order to manage the Tower, Kings' would take on:-

- 1 full time Creative Administrator in a general management and administrative role.

- 1 part time Administrative Assistant.

- Technical support as required to enable activities in the theatre.

- Cleaning and caretaking support will be provided by the School's existing contracts.

- In addition, the School would provide management and administrative support to the Tower from within its own resources.

13.11 The School's proposals include the continuation of:-

- All existing adult classes - 10 in total of three 10 week terms per year in watercolour, life drawing, portrait painting and creative writing.

- Blue Apple Theatre (integrated theatre group for adults with disabilities) on the current basis of rent free accommodation and with the same availability of space as now. Discussions will be had with Blue Apple about their expansion plans if the decision is made to transfer the management of the Tower to Kings'.

- TAPAS (Saturday Youth Theatre) which is run by teachers from Westgate School for 50 young people aged between 7-16 who attend three 10 week terms per year, each ending with a performance.

- Organising the Battle of the Bands. This takes place during February/March with 24 bands performing over six heats, with the final at Winchester Guildhall.

- Some of the existing hirings at the Tower for meetings etc could transfer to Kings' Community Centre (adjacent to the Tower), thereby freeing space for more adult classes.

13.12 The School would also look to provide a range of activities at the Tower in the `twilight' time of 3.30pm - 6.00pm for children and young people. This would not be exclusively for pupils of Kings' School, but would be open to feeder primary schools and the other secondary schools in Winchester. The activities could include:-

- a range of creative/artistic opportunities such as dance (e.g. ballet, modern, tap, hip-hop), drama (e.g. theatre, mime, puppetry, backstage support, costume design, make-up) and music (e.g. steel band, jazz, electric guitar).

- Using the foyer to exhibit artwork from local young people alongside that of local artists

See Appendices 6 and 7 for details of the proposed classes and a programme.

13.13 The School also proposes to use the Tower's performance space for school productions and concerts on an ad hoc basis. This would include events by Kings' and presentations by other schools in Winchester too.

13.14 The School would be willing to take on running the Children's Festival (February half term) subject to funding that currently comes via a Service Level Agreement with WCC to the Tower.

13.15 In the holidays and half term the School would build capacity for artistic and cultural activities, running in tandem with the existing holiday clubs.

13.16 Kings' School does not intend to run its own evening programme but, by hiring out the Tower, would look to build an evening programme around the following mix:-

· Live music performances directly funded by the County Council and Winchester City Council (see section 15)

· Performances delivered by Winchester schools

· Performances managed by local voluntary groups

· Performances resulting from the commercial letting of the Tower to local promoters and groups.

13.17 If a band or theatre company want to get into the Tower early to set up or rehearse, prior to an evening performance, then any `twilight' or other activities would be moved elsewhere in the school if needs be. The School has the flexibility to do this.

13.18 The School has no intention of changing the name of the Tower. It would be part of the Kings' Academy which is the brand name being used for all the School's community and sports facilities.

13.19 The School is able to consider taking on the Tower without being required to invest its own funds by:-

- Gaining additional funding for the maintenance and energy costs through the application of the square metre and rates funding for schools. This money comes directly from the government in the form of a specific grant and not from Council Tax.

- Incorporating cleaning and caretaking within the overall school provision.

- Incorporating the management of the Tower within its existing provision of sports and leisure facilities and activities to the community.

- Income generation from the existing classes and hires augmented by fees for the extended school day activities.

- Use of in-house facilities to produce marketing materials where necessary.

13.19 The School's current programme of activities is managed by a Community Business and Sport Manager and monitored by an active Governors' Committee and Partnership Forum. The intention would be to expand this structure to encompass the Tower Arts Centre.

13.20 Some of the Tower users have asked what guarantees there would be to ensure that the School continues to run the classes etc, as set out in this report for the foreseeable future. The School has agreed to enter into a Memorandum of Understanding with the County Council, which will specify that the classes etc will run for a minimum of three years, subject to demand and to the availability of suitable tutors. It would also confirm that the name of the Tower would remain.

13.21 As far as possible sale of the Tower site is concerned, Kings' School would not be able to promote such a sale, as the land and buildings would remain in the ownership of the County Council. Disposal or reuse of the site would require a formal decision by the County Council Executive Member for Policy and Resources and could not be undertaken unilaterally by the school. Most alternative uses would, in any event, also require planning consent.

14. Winchester Discovery Centre

14.1 The Discovery Centre opened on 27 November 2007 and is the latest in a new generation of libraries for the 21^st century. The Discovery Centre combines Winchester's lending and reference libraries under one roof, alongside a top class gallery, City Space (Winchester City Council's gallery), meeting and IT rooms, a café bar and a performance hall.

14.2 The performance hall seats up to 180 people and will feature a dynamic programme of recitals, poetry reading, children's events, music, comedy, small scale theatre, dance, and film. A key element of the programme will be forming appropriate partnerships with other cultural providers in Winchester.

14.3 Much has been made about the timing of the agreement between the County Council and WCC, when WCC decided to invest £1m in the Discovery Centre, and the approach to Kings' School to take over the management of the Tower. WCC decided to invest £1m into the Discovery Centre at its Cabinet's meeting on 19 May 2004. The initial approach to Kings' School was made in the autumn of 2006, over two years later.

15. The Evening Programme

15.1 Since the public meeting on 1 November, and having listened to the views expressed at that meeting and elsewhere, the County Council and WCC have had several meetings to discuss ways of continuing an evening programme at the Tower, alongside developing cultural provision and programming across all venues in Winchester.

15.2 Both local authorities have agreed to commit £25,000 each, for a minimum of three years, starting in 2008/09, to work with the University of Winchester to deliver a programme of arts development work in Winchester. This programme will endeavour to provide:-

- a mixed programme of evening performances (and, in particular, music and theatre) in venues across Winchester, focussing initially on the Tower

- community arts development and outreach work

- project work in particular areas

- working in partnership with schools

- workshops to help develop skills and experience

15.3 Both Councils remain committed to supporting the arts in Winchester and have therefore agreed to explore with the University exciting new directions and opportunities. The aim is to develop complementary new programming for the Tower and other city venues, including the Theatre Royal, Discovery Centre, The Vault (University of Winchester's new venue) and so on. The Tower would be made available by Kings' School. Whilst this would not attempt to replicate the current evening programme at the Tower, it does open the way for new areas of development, building on a partnership with the school and community. It would open the way to retaining much of what is both popular and commercially viable, without those events having to bear a heavy operating overhead.

15.4 Both local authorities are fully aware that this proposal will not satisfy many of the loyal supporters of the Tower's current evening programme, but nothing other than retaining the status quo is likely to do this. But both local authorities want to continue a dialogue with the Tower's current users to discuss ways of developing those elements of the Tower's evening programme that may be appropriate both in the Tower and in other venues across the city.

16. Local Member

16.1 The Local Member for the Tower is Councillor Phrynette Dickens. As a member of the Winchester HAT, Councillor Dickens has visited Kings' School and met with the Head Teacher. Councillor Dickens has also been involved with discussions about the Tower at various HAT meetings over the last few months.

16.2 Councillor Dickens has indicated that she will be making a verbal statement on 7 December at the Decision Day for the Executive Member for Policy and Resources and has decided not to provide a comment for this report.

17. Legal Implications

17.1 The County Council is able to utilise broad powers under the Local Government Act 1972 to provide financial support for the arts. In particular, Section 145 of the Act enables the Council to contribute towards the expenses of doing anything necessary or expedient for any of a number of purposes, including the provision of entertainment of any nature, or the provision of a theatre, concert hall, dance hall or other premises suitable for entertainment. The powers include the ability to contribute toward the development and improvement of the knowledge, understanding and practice of the arts.

18. Impact Assessment

18.1 The proposal to transfer the management of the Tower to Kings' School will ensure that the community has access to classes and participatory activity, exhibitions and performance as at present. The commitment by the Kings' School to the class programme ensures continuity for, in particular, older users of the Tower and disabled participants eg. Blue Apple Theatre.

18.2 However the different arrangements for the promotion of the performance programme is likely to mean that the composition of audiences may change. In any receiving venue, such as the Tower, this is affected by what is available in the market and the tastes of the ticket buyers.

18.3 The Memorandum of Understanding to be drawn up between Kings' School and the County Council will provide a mechanism to ensure that no group is intentionally disadvantaged by the change in management. Further the transfer of management will provide opportunities for new groups from the community to access the programme through the social and professional networks within which the School operates.

19. Conclusion

19.1 The future of the Tower Arts Centre has to be seen in the context of the County Council's Arts Strategy. This has been developed over the last two years with significant input from County Council members. The Strategy involves a reassessment of the existing model for the County Council's involvement in providing local arts venues. The aim is to provide a sustainable future for the arts centres currently managed directly by the County Council, with reduced but targeted support and greater freedom of operation. The need to move to a different model is given greater urgency by the County Council's financial situation. The current position is unsustainable and the future of the arts centres is in doubt unless alternatives can be found. A further factor specific to the Tower is the need to respond to developments in cultural provision elsewhere in Winchester.

19.2 Change is never easy and it is perhaps inevitable that the County Council's proposals for the future of the Tower have provoked a strong reaction. The loyalty of the Tower's users is very evident from the letters and e-mails received, from the petitions and the public meeting. In the telephone survey, over a quarter of respondents favoured the status quo out of the four options put to them. However, the independent consultant, appointed by WCC, has confirmed that the status quo is not sustainable, even in the short term. Although the telephone survey indicates a substantial amount of support for transferring management to Kings' School, only 17% favoured this option if it meant no County Council funding for the Tower. The most favoured option is for the Tower to continue as it is with additional financial support from some unspecified source to replace part of the County Council funding. However, in the consultant's opinion, this is not a viable option and the County Council agrees with this conclusion. Only a transfer of management to Kings' School would bring an assured level of additional resources.

19.3 Since July, Kings' School has provided a considerable amount of additional information and details of its plans if it were to assume responsibility for the Tower. These would continue the daytime programme of classes and ensure that groups like Blue Apple Theatre and TAPAS were able to continue to use the venue. The School's plans would also see a significant extension of use by school groups during the late afternoon. The School would not continue to offer a programme of evening performances itself, but the Tower would be available for hire by commercial promoters and community groups for this type of event.

19.4 It is very clear that there is a strong desire for the Tower to continue to provide a mixed programme of evening events. The proposed joint initiative between the County and City Councils, in partnership with the University of Winchester, is a significant development in the last few weeks. The financial commitment from the two Councils provides an important opportunity to develop cultural provision that exploits the potential of all venues in the city, including the Tower.

19.5 Since July it has been possible to give greater substance to the original proposal to transfer management of the Tower Arts Centre to Kings' School. At the same time, other possibilities have been examined but it has not been possible to bring forward any alternatives that are both financially viable and meet the objectives of the County Council's Arts Strategy. For these reasons, the recommendation is that management of the Tower should be transferred to Kings' School in April 2008.

LINK TO CORPORATE STRATEGY

Yes No

Hampshire safer and more secure for all

Maximising well-being _

Enhancing our quality of place _

Section 100 D - Local Government Act 1972 - background documents

The following documents discuss facts or matter on which this report, or an important part of it, is based and have been relied upon to a material extent in the preparation of this report.

NB: the list excludes:

1. Published works

2. Documents which disclose exempt or confidential information as defined in the Act.

TITLE LOCATION

Tower file Arts Service, Mottisfont Court

APPENDIX 1

Distribution of HCC Arts Centres' Bookers Across Administrative Boundaries

Ashcroft Arts Centre: Distribution of bookers 2006/07 across administrative boundaries.

· Fareham BC - 789 bookers (43.9% of all bookers)

· Gosport BC - 252 bookers (14.0% of all bookers)

· Hampshire CC (excluding Fareham & Gosport) - 387 bookers (21.5% of all bookers)

· Portsmouth UA - 178 bookers (9.9% of all bookers)

· Southampton UA - 57 bookers (3.1% of all bookers)

· Others - 136 bookers (7.5% of all bookers)

Forest Arts Centre: Distribution of bookers 2006/07 across administrative boundaries.

· Hampshire (Excluding New Forest DC) - 31 bookers (1.5% of all bookers)

· New Forest DC - 1369 (65.0% of all bookers)

· Christchurch - 250 (11.8% of all bookers)

· Bournemouth - 169 (8.0% of all bookers)

· Poole - 40 (1.9% of all bookers)

· E Dorset - 39 (1.9% of all bookers)

· Dorset (does include E Dorset & Christchurch, but does not include Poole, Bournemouth) - 308 (14.6% of all bookers)

· Others (9% of all bookers)

Tower Arts Centre: Distribution of bookers 2006/07 across administrative boundaries.

· Winchester CC - 926 bookers (50.3% of all bookers)

· Hampshire CC (excluding Winchester) - 657 bookers (35.7% of all bookers)

· Portsmouth UA - 18 bookers (1.0% of all bookers)

· Southampton UA - 98 bookers (5.3% of all bookers)

· Others - 142 bookers (7.7% of all bookers)

West End Centre: Distribution of bookers 2006/07 across administrative boundaries.

· Rushmoor BC - 619 bookers (32.7% of all bookers)

· Hampshire CC (excluding Rushmoor) - 403 bookers (21.3% of all bookers)

· Surrey CC - 657 bookers (34.7% of all bookers)

· Others - 215 bookers (11.4% of all bookers)

NB: Information provided by amh (Arts Marketing, Hampshire)

APPENDIX 2

QUESTIONS/COMMENTS THAT HAVE ARISEN DURING THE PUBLIC CONSULTATION PROCESS AND WHICH HAVE NOT BEEN COVERED IN THE REPORT

Q: The Terms of Reference for the Options Appraisal were too narrow.

A: The Options Appraisal report was commissioned by Winchester City Council and its terms of reference were written by Winchester City Council too, with input from the County Council. We do not think they are too narrow. The Options Appraisal was always going to be specific to the Tower, but taking into account the cultural context of Winchester. Whilst the brief set out three funding scenarios, in reality all realistic options have been considered.

Q: Winchester receives less public money for the arts than places such as Salisbury, Chichester and Basingstoke.

A: Last year the County Council put £147,400 into arts in Winchester, over and above the £106,000 subsidy to run the Tower.

If you look at the other places you will see that the most significant contributors are the Arts Council and the local District Council, with the County Councils in Wiltshire and West Sussex not contributing much money at all. In addition to this, both Salisbury and Chichester have theatres which produce their own work, rather than receiving it and benefit from large revenue grants from the Arts Council to do this. It is much more expensive to produce work. Winchester's Theatre Royal is mainly a receiving theatre.

Q: If the Tower was transferred to Kings' School it would result in a loss of a venue for artists starting out in their careers and for students to see plays.

A: Whilst the Tower has helped artists at the beginning of their careers and provided theatre, too, it has increasingly been unable to do this because of the need to maximise audiences and sell as many tickets as possible. The current autumn programme has one daytime theatre performance and two evening theatre performances and has not been used much in recent years for artists starting out on their careers or for students to see plays. Within a 30 minute drive time of Winchester there are nine theatres and arts centres which currently provide varying levels of support to artists starting out on their career.

APPENDIX 3

Options Appraisal for Tower Arts Centre

Consultancy Brief, September 2007

Introduction

The Tower Arts Centre in Winchester has, for more than twenty years, been offering a mixed programme including:

· participatory work for adults in a range of disciplines with an emphasis on visual arts and for multi-ability groups;

· participatory activities for young people in a range of disciplines including performing arts, visual arts and music;

· a foyer gallery mainly for Hampshire based artists;

· a performance programme (capacity 118 seated, 180 standing) which is mainly music based, but also includes theatre, literature and comedy - about 100 events and 8,000 attendances per year. (In 2006/07 this was reflected as 20% children's activities, 43% evening programme of music, theatre and comedy, 19% adult and youth music participation and 18% business and community use including Blue Apple integrated theatre group);

· Winchester Children's Festival each February plus children's summer holiday workshops;

· regular showcase events and competitions for local young musicians both at The Tower and at other Winchester venues.

The Tower Arts Centre is owned by Hampshire County Council, which manages and funds the programme at an annual cost amounting to £98,200 net subsidy in 06/07 with reduced funding available in 2007/08 of £94,700 including overheads but excluding capital maintenance and support services (eg finance, HR, legal). Winchester City Council contributes a further £21,000 towards the overall programme and in particular to develop the Children's Festival and community outreach work.

Like many local authorities, Hampshire County Council is facing cumulative budget cuts over the next few years and needs to reduce its expenditure on services, including the arts and its arts centres. The Tower is one of four art centres run and managed by the County Council.

Background to the Brief

The Tower Arts Centre is situated on the south western side of Winchester and is bounded on three sides by Kings' School, one of Hampshire's best performing secondary schools. The school has recently been awarded Business and Enterprise Specialist Status. Most of the school's sport and community facilities are adjacent to the Tower.

Over the last two to three years staff at the Tower have worked increasingly with Kings' School, both as a way of involving young people in its activities and supporting its efforts to engage more with the local community. For some time, the County Council has been having discussions with the school on closer joint working and partnerships with a view to the sharing of facility management. This moved on to a proposal to transfer the management of the Tower to Kings' School. The school is proposing to retain the existing daytime activities at the Tower and to develop its extended schools programme. The school would also use the Tower in the evenings for its own activities. It would not continue with the current evening programme, but would make the centre available for hirings.

Some members of the local community have expressed their wish for Hampshire County Council to reconsider the change of status proposed, wanting to retain the Tower Arts Centre's programme and ethos as an arts centre for the community. A short period of consultation and research has been agreed, including this Options Appraisal, with the final decision to be made by the Leader of the County Council on 7 December 2007.

At the same time the cultural infrastructure of Winchester is changing with the opening of Winchester Discovery Centre (WDC) at the end of November. This will consist of:

· a combined reference and lending library

· a Grade 1 art gallery

· multi-purpose hall (max capacity 180 seated)

· three rooms that can host a range of arts based activities, ICT learning and other events and meetings

· an exhibition space for locally focused arts and heritage displays

Any proposed way forward needs to take account of the WDC offer.

Aim and Objectives

The aim of this study is to identify feasible options for the future management of the Tower which will accurately inform further debate and decision making.

The specific requirement is:

To identify and evaluate options for the future management of the Tower (including the proposed transfer to the school) with particular reference to the extent to which they would fulfil the following criteria:

· To retain the creative identity of the Tower in particular through a distinctive performance and participatory programme.

· Provide for the long term care and maintenance of the building.

· Would be capable of sustained delivery based on the annual funding scenarios below:

- £0 funding from the public sector

- £65,000 funding from the public sector

- £100,000 funding from the public sector

· Provide a robust and durable operating model in an uncertain financial climate.

· Meet reasonable stakeholder requirements and expectations.

Stakeholders/Consultees

· Hampshire County Council - Yinnon Ezra, Nicola Horsey, Jan Mein, Tim Kelly.

· Winchester City Council - Simon Eden, Steve Tilbury, Eloise Appleby, Marilyn Michalowicz

· Tower Arts Centre management and staff - John Tellett, Anita Rogers, Jo Roberts, Jane Smith, Ramon Navarro, Adam Morris

· Kings' School management - Sue Lawrence, Gwynn Evans, Jay Hookins

· Nominated Tower user group representatives

· Winchester Discovery Centre - Neil Cole

· Theatre Royal - Fi Burn

· Leading members - Cllr Snaith (HCC) and Cllr Stallard (WCC).

Documents and Resources

On appointment, the consultant will be provided with the following:

a) Programme details and financial information Hampshire County Council Arts Office (Tim Kelly) and Kings' School (Gwynn Evans, Jay Hookins);

b) Service Level Agreement between the Tower and Winchester City Council (Marilyn Michalowicz, WCC)

c) WDC Business Plan (Neil Cole)

Names in brackets denote personnel to whom requests for follow-up information should be directed.

Suggested Methodology

· Preliminary briefing in person with commissioning group (WCC and HCC arts services)

· One to one/group meetings with the stakeholders identified

· Comparator research desk/phone

· Interim report

· Final report

Budget

The total budget including expenses is £6,000 (exc VAT), which is being funded on a 50:50 basis by Winchester City Council and Hampshire County Council. The contract will be managed by Winchester City Council.

Timescale

· Advertising by 17 September

· Interviews on 21 September

· Appointment on 21 September

· Interim report by 19 October

· Meeting to discuss on 30 October

· Final report by 6 November

· Presentation of the report to a meeting of Tower users and other selected members of the public/local authorities - date tbc in early November

Contact Details

For more information, or to be considered for this work, please contact:

Marilyn Michalowicz

Arts Development Officer

Winchester City Council

City Offices, Colebrook Street

WINCHESTER SO23 9LJ

17thSept07

APPENDIX 4

OPTIONS APPRAISAL - SUMMARY

· The programme at the Tower consists of a mixture of participation and performance:

- Adult classes

- Live Music

- Comedy

- Theatre

- Literature/talks

- Children's Shows and Workshops (including the Children's Festival)

- Youth Theatre

- Blue Apple Theatre

· During 2006/07:

- 1,841 people purchased 10,207 tickets

* 58% (1070) purchased tickets on one occasion and were responsible for booking 31% of all tickets

* 31% (570) purchased tickets on 2 or 3 occasions in the year accounting for 28% of all tickets

* 10% (180) purchased tickets 4 or more times in the year accounting for 41% of all tickets

· Staffing

- Director supported by:

* 2 full-time staff

* 3 part-time staff

* Casual technician as required

* External security for rock music events

- Work flexibly and in excess of contracted hours

- Professional and welcoming approach which is much appreciated by the users

· Space

- Performance space, visual arts studio and foyer

- Fully accessible for disabled people

· Financial situation

- 2007/08 budget

* HCC £94,700 plus building maintenance and upkeep, legal, financial, HR support

* WCC £21,000

- 2006/07 actuals

* HCC £106,000 and building maintenance and upkeep, legal, financial, HR support

* WCC £21,000

· Tower Arts Centre - Conclusions

- The Tower is run efficiently and there are no significant opportunities to reduce costs

- Currently operates on minimum level of staffing

- Potential to increase income through additional activities is limited

- Size of spaces limit ability to increase income significantly

- minimum requirement for subsidy of £100,000 but this will only occur by making changes to the current programming balance. This would require the removal of all elements of the programme that do not deliver a financial net income.

· Option 1 - the status quo

- HCC find necessary cost savings elsewhere

- Consider ability to met corporate objectives and priorities

- WCC would have to confirm its contribution of £21,000 for each of next three years

- Long-term commitment - not short-term fix

· Option 2 - Kings' School Management

- Dealt with in part 10 of the Report

· Option 3 - Rebalance of funding sources

- to maintain the Tower as an arts based organisation would require:

* HCC contribution replaced/reduced by alternative source of core funding

* in absence of alternative sources WCC would need to increase its funding and take over responsibility for fabric of the building

* more commercial approach to management

* changes to evening programme to increase income

* potential for partnership with the University to support theatre based element of programme

· Option 4 - Closure

- Fall back position

- Loss of arts facility to Winchester

· Overall Conclusions

- Tower requires current level of funding to continue to offer similar programme

- Restrictions of size/scale of spaces limit ability to generate income to replace core funding

- Reduction to £100,000 core funding manageable but would require change to programme mix

- If HCC and WCC are unable to maintain funding at this level then only two options remain:

* Kings' School

* Closure

APPENDIX 5

THE TOWER ARTS CENTRE SURVEY - NOVEMBER 2007

TOPLINES SUMMARY

BASE: 500 RESIDENTS

Hello, I am telephoning on behalf of ICM, the independent social research organisation. We are conducting a research project that requires us to talk to a representative sample of people in Winchester District on issues that affect everybody in the area. We have selected your telephone number purely at random and would greatly appreciate your help for a few minutes to answer some simple questions.

Q1 I would like to start by asking you the extent to which you participate in cultural activities such as going to see a play or a band, attend a festival or musical event or go and see ballet, dance, opera and so on. Would you say you participate in cultural activities a lot, a little or not at all?

A lot	22%
A little	55%
Not at all	23%
Don't know	*%

Q2 Thinking generally about arts activities in Winchester, do you think there is a lot to go and see, a little or hardly anything at all?

A lot	34%
A little	43%
Hardly anything at all	11%
Don't know	12%

Q3 Which, if any, of the following local arts venues have you ever heard of? READ OUT. ROTATE.

Tower Arts Centre	76%
Theatre Royal	95%
Chesil Theatre	67%
*Winchester's Ballet Centre	13%
None of them	4%
Don't know	-

* Placebo, added in as a measure of artificial awareness inflation by ICM.

· IF NOT HEARD OF TOWER ARTS CENTRE, GO TO Q5

Q4 Thinking about the last 12 months, how often have you attended a performance or participated in an activity such as a class or workshop at the Tower Arts Centre? It doesn't matter if you can't remember exactly, your best guess will be fine.

0 = Not at all

1 = Once

2 = Twice

3 = Three times

4 = Four times

5= Five times

6 = 6 -10 times

7 = 11+ times

· ASK ALL

Q5 The Tower Arts Centre in Winchester mainly provides a range of musical gigs (blues, folk, jazz, rock) and some theatre along with daytime art classes for adults and activities for children. Have you seen or heard about any recent plans to change the way the Tower Arts Centre is managed and run?

Yes	42%
No	57%
Don't know	*%

Q6 Hampshire County Council is currently looking at different ways of funding and running the Tower Arts Centre, which is presently funded and managed by the council. The hope or intention is to make cost savings. Do you think it is good idea or bad idea for the council to consider other forms of management or funding in order to make cost savings?

Good idea	58%
Bad idea	26%
Don't know	16%

Q7 You may be aware that it has been proposed that Kings' School takes over management of the Tower arts centre from the Council. The school would maintain and develop most of the daytime activities, including the classes, but would not run the evening activities. Would you support or oppose this development?

Strongly support	12%
Tend to support	32%
Neither support nor oppose	23%
Tend to oppose	12%
Strongly oppose	12%
Don't know	8%

Q8 There are a number of possible alternatives for the future running and management of the Tower Arts Centre. Which one of the following options would you yourself prefer? READ OUT. ROTATE

Keeping the current arrangement, with the council continuing to fund the Tower Arts Centre at a cost of approximately £95,000 per year	29%
Transferring management to Kings School, with no council funding for the Arts Centre	17%
The Tower Arts Centre continuing as it is with reduced funding from the county council and additional funding being found from elsewhere	41%
Closing the Tower Arts Centre completely	1%
DO NOT READ OUT: Other	1%
Don't know	11%

APPENDIX 6

King' School's Current Activities

Ch Ch/A Ch/A Ch/A A A A A A Ch A

Sport The Gym Company Winchester City Penguins Eastleigh Swimming Club Wessex Swim School Castle Swimming Club Pisces Swim Club Aquaphobes Swim for pleasure Dawn Dippers The Football Garage Soccer Club UK

Ch/A Ch/A A A Ch/A Ch/A Ch/A A A A

Winchester Hockey Club Winchester Girls FC Winchester Warriors Basketball Winchester Netball Club Spitfire Taekwondo Kings' Table Tennis Winchester Athletics Club Diamonds Basketball Club Kings' IFI Health Suite Dan Conference Centre

Additional Planned Activities at Kings' School

Art Theatre

A/D/T Watercolour Ch/AT Blue Apple

A/D/T Portrait CH/D/T TAPAS (Youth Theatre)

A/D/T Life Drawing

A/D/T Painting

A/D/T Expressive Painting

Languages Business and Enterprise

A Creative Writing A Functional skills

A Languages for Business A Microsoft IT course

A Languages for Leisure A Business Courses

Twilight Activities

CH/T Drama

CH/T Dance

CH/T Music

KEY:

Ch = Children

A = Adult

D = Daytime

T = Tower

APPENDIX 7

KINGS' SCHOOL'S PROPOSED PROGRAMME FOR THE TOWER

	MONDAY	TUESDAY	WEDNESDAY	THURSDAY	FRIDAY	SATURDAY	SUNDAY
AM	Existing Adult class	Existing Adult class	Existing Adult class	Existing Adult class	Existing Adult class	TAPAS (Youth Theatre)	Community and Cultural Programme
PM	Existing Adult class	Existing Adult class	Existing Adult class	Existing Adult class	Existing Adult class	Community and Cultural Programme	Community and Cultural Programme
3.30-6.00pm	Dance and other classes for children and young people	Dance and other classes for children and young people	Dance and other classes for children and young people	Dance and other classes for children and young people	Dance and other classes for children and young people	Community and Cultural Programme	Community and Cultural Programme
EVENING	Blue Apple	Community and Cultural Programme	Community and Cultural Programme	Community and Cultural Programme	Community and Cultural Programme	Community and Cultural Programme	Community and Cultural Programme

Existing Adult Classes:- Watercolour painting, portrait painting, life drawing, painting, creative writing.

3 - 6pm in Twilight Activities:- Drama, music, dance. Can be moved to other parts of Kings' School if an evening programme needs to use the space for setting up or rehearsals.