Hampshire County Council

Executive Member - Recreation and Heritage Item 4

19 February 2003

Support for Independent Arts Organisations 2003/04

Report of the Director of Recreation and Heritage

Contact: Michael Fuller, ext 6016

1. Summary

1.1 The following decision is sought:

That the funding recommendations in Appendix 1 totalling £720,368 be approved.

2. Reason

To support the applications from the arts organisations serving the arts for Hampshire people.

3. Other options considered and rejected

- providing no funding.

- providing reduced funding.

4. Conflicts of interest declared by the decision maker or a member or officer consulted -

None

5. Dispensation granted by the Standards Committee -

Not applicable.

6. Reason(s) for the matter being dealt with if urgent -

Not applicable.

Approved by: (signature) Date: (of decision)

.................................

Councillor J. Waddington

Hampshire County Council

Executive Member - Recreation and Heritage Item 4

19 February 2003

Support for Independent Arts Organisations 2003/04

Report of the Director of Recreation and Heritage

Contact: Michael Fuller Ext. 6016

1. Introduction

1.1 Hampshire County Council provides financial support for the independent arts organisations serving the county. Decisions on the level of support are taken in advance of the financial year in order that organisations have more time for planning their budgets. Notice of any substantial change in funding for an organisation is provided a year in advance wherever possible. The County Council's financial and other support enables independent organisations to deliver arts events and activities for Hampshire residents which, in turn, supports the County Council's Strategy for the Arts.

1.2 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 towards the expenses of maintaining a band or orchestra, and towards the development and improvement of the knowledge, understanding and practice of the arts.

1.3 Funding is made using the resources held within the Recreation and Heritage budget for 2003/04. The base budget for Support for Independent Arts Organisations is £712,700 to which has been added an allocation of £7,668 for inflation and the proposals in this report. In total the budget for 2003/04 is £720,368. Recommendations summarised in Appendix 1 amount to £720,368.

1.4 The money given under this budget heading, called Revenue Partnership Funding, is for major arts organisations forming essential elements of the arts infrastructure of the county that would benefit from the ongoing support of the County Council. As funding recipients, organisations allow the County Council to be involved in their management and organisational changes. Generally, those organisations where the County Council is concerned primarily with just their programme are considered separately using the Programme Funding budget.

1.5 Organisations which are identified as revenue clients are asked to complete a detailed application form covering their past achievements and intentions for the future. Where possible their applications take the form of an annotated business plan. This information has been used to formulate the notes and analysis in Appendix 2 attached to this report. Officers have gathered other information from attendance at the organisations' management meetings and at their events. Officers' comments form the substantial part of this report. The details of the performance and intentions of the organisations can also be found in Appendix 2.

2. Officers' Comments on the Funding Applications for 2003/04

2.1 The list of applicants is the same as that reported to the Executive Member for Recreation and Heritage for support in 2002/03. Most applicants have applied for increased funding as they are experiencing pressures from inflation especially the theatres. A summary of the financial implications of the recommendations is shown in Appendix 1. After five years of standstill funding from the County Council a small increase was provided in 2002/03 and it has been an established policy to continue to make annual increases with regard to costs wherever appropriate. Most recommendations include an increase on the previous funding for inflationary effects. This report continues with highlights of the changes or important issues affecting the arts, arts organisations and funding.

3. Southern and South East Arts (Arts Council of England)

3.1 Southern and South East Arts is part of the Arts Council of England with responsibility for the south east region. The allocation for the current year, 2002/03, is being held pending a satisfactory agreement being drawn up that highlights the main investment opportunities for the arts in the county. On the basis of this agreement future funding under this heading will depend. It is recommended that an allocation of £60,000 is again made for 2003/04 but payment is deferred until the agreement is concluded. A report will be provided on the use of this funding in due course.

4. Bournemouth Symphony Orchestra

4.1 The Hampshire Arts Officers Working Party manages the current service agreement between the Orchestra and Hampshire local authorities. This working party currently reports regularly to the joint Members meetings of Hampshire Arts Forum and the SHIP area (Southampton, Hampshire, Isle of Wight and Portsmouth). It continues to meet with the Orchestras' management on a regular basis and reports annually to the SHIP/Forum. Hampshire County Council supports the Orchestra for its education programme in Hampshire schools with the Hampshire Music Service and the programmes of concerts for the Hampshire audiences at The Anvil Basingstoke, Portsmouth Guildhall, Southampton Guildhall and Winchester Cathedral.

5. Haymarket Theatre, Basingstoke

5.1 The Theatre has met with success and disappointment through this year. The budget projections identify a loss for the year. It is therefore recommended that the funding is made on the basis of that it will be paid only when the Company has made plans for paying this off. The Theatre is in the first year of an experimental scheme to employ a semi permanent company of actors who are then cast through the season leaving some of them free to undertake extra work in the community during the same season. The officers have every confidence that the Theatre will be able to reverse the financial position and trade out of its deficit over the next three years by producing successful and popular shows. The new Chair of the Board is bringing a new enthusiasm to the enterprise and is improving the performance of the Trust.

6. Nuffield Theatre, Southampton

6.1 Hampshire County Council has a double relationship with the Nuffield Theatre. In addition to supporting the main house programme of professional shows it also supports the education work that travels around to Hampshire schools with separate annual funding. This work is very popular with head teachers and continues its successful touring programme.

7. Salisbury Playhouse

7.1 Salisbury Playhouse continues to thrive with a popular and developing programme of dramas, comedies and classics. It is very well managed and is financially well funded with significant extra funding being provided by Southern and South East Arts.

8. Theatre Royal Winchester

8.1 The Theatre Royal Winchester operating company has now been running the theatre for over a year. This has been a successful period with good audience numbers booking for a wide range of shows. The programme is still being tested to see which audiences it can attract to the newly refurbished facility. The better prepared and planned programme started in September has shown the management and board more clearly the needs of the Theatre and audience so as to maximise the earnings and develop it artistic role in the city and county. The local authority funding to date has supported this good start and it is to be hoped that Winchester City Council continues its funding at £200,000 per year. Hampshire County Council has committed itself to support of a maximum of £100,000 per year on a 1:2 basis with the City Council. The Winchester Theatre Fund is reforming itself to take on the burden of managing the building and its further refurbishment.

9. Forest Forge Theatre Company

9.1 The Company's new Artistic Director, Martin Wylde, did not last the year having started last January. The Company is now looking to fill the post with a suitable candidate but, even so, the company has always been very well managed by the board of directors and staff so a smooth transition is expected with the new Director continuing the programme of shows and activities. These are well established and well loved by the residents of the New Forest and surrounding Hampshire. The Company will continue to contribute to the Hog The Limelight programme next year.

10. Proteus Theatre Company

10.1 Mark Helyar continues to raise the reputation of the company with the community bookers of Hampshire as well as the business community and other statutory bodies. The Company has had an excellent year with a show about peer pressure on young people touring all the secondary schools of Basingstoke and an excellent Christmas show included in the Hog The Limelight programme. Officers have every confidence that the Company will continue to prosper in the next year.

11. Welsh National Opera

11.1 Welsh National Opera Company is touring to the Mayflower Theatre, Southampton in June this year and March next year. County Council funding had been established at £6,000 per week. Resources are not available to allocate a full £12,000 for next year and it is recommended that no funding be provided this year for its visits. However, the opportunity provided by the non-availability of the Mayflower Theatre in November means that a community project could happen in Gosport and Havant areas.

12. Havant Arts Active

12.1 The new Director is making great strides in building up a programme popular with local residents with some visitors from further distances. She has had a difficult start with the sudden death of the previous Director soon after he left. However, the fact of the loss of part of the substantial grant from Havant Borough Council needs to be dealt with in conjunction with a review of the work of the Centre.

13. Fairfields Arts Centre

13.1 A management review instigated by the funders into the Fairfields Arts Centre to consider its purpose of promoting the participatory arts in Basingstoke has produced some improvements in the Centre. The Director has started to formulate the answers and a new relationship is evolving with extra funding found through the capital programme. The office on the first floor of the Centre is now occupied by TAPS who have the extra rent included in their funding.

14. Hampshire Dance Trust

14.1 The funders of the Dance Trust, Southern and South East Arts and Hampshire County Council, initiated a review of the Trust and all partners have accepted the result of this. The Director has been very busy confirming with the county's district council arts officers a new relationship with extra funding for more work in their authority areas. This has resulted in a stronger financial outlook, a stronger set of relationships in the area, greater confidence engendered in the funders and a good start for the year's programme development. This is the way in which it is expected the Trust would work, with the Southern and South East Arts and County Council funding facilitating the office and worker, with project money being found from other sources.

15. TAPS (Traditional Arts Projects)

15.1 The organisation has taken a radical look at its role in the region and, with extra funding from Southern and South East Arts, has been able to undertake organisational development programmes. It has moved its base to Fairfields Arts Centre in Basingstoke which puts it in a better position to serve the county. There are concerns about the level of service it will be able to deliver when it reorganises itself but officers are hopeful that it will play a major role in increasing the amount of music in the county, especially in the rural areas.

16. Hampshire Sculpture Trust

16.1 The Sculpture Trust continues to develop public art in the county at the same time as delivering a programme of events for its members. The Trust members are also considering the development of an education programme as well as running an exhibition programme away from the St Thomas' premises as the accessibility is difficult for the public. The new Director is expecting to fill the vacant post so as to improve the level of service in the county.

17. Conclusion

17.1 The arts organisations for Hampshire listed above are all developing their programmes or are undergoing some review of their purposes to ensure that they perform better in the next year. The major change is to discontinue funding the Welsh National Opera. It is recommended that all funding is made, subject to such conditions as listed in Appendix 2, except that for Southern and South East Arts which is left as a reserved allocation until the partnership agreement provides a basis for future funding.

Recommendation

That the funding amounts listed in Appendix 1 be approved.

Section 100 D - Local Government Act 1972 - background papers

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

N.B. the list excludes:

1. Published works.

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

TITLE LOCATION

none as documents contain confidential information

Appendix 1

Revenue Partnership Funding for Independent Arts Organisations 2003/04

Southern and South East Arts Sheet 1

Applicant Felicity Harvest, Chief Executive,

Southern and South East Arts, c/o 13 St Clement Street

Winchester, Hampshire

Southern and South East Arts is part of the Arts Council of England with responsibility for the development of arts activities and organisations within the south east region of England. The Arts Council is funded by government grant by the Department of Culture, Media and Sport plus additional funding from local authorities. A Regional Council has been established to assess the opinion of people in the region. It has twelve local authority Members from across the region to allow for their understanding to be included in the considerations of the arts funding system. The Regional Council does not have any executive powers.

The relationship between the County Council and Southern Arts Board is being embodied in a revised partnership agreement that will be the subject of joint meetings to review and update the agreement. It is expected that this agreement will provide the County Council with an opportunity to decide on investment opportunities for the arts in the Hampshire using the funding in the budget under this heading.

Southern and South East Arts currently provides a range of services and funding schemes including funding for core arts companies, funding for arts developments with small scale lottery grants, advice on lottery funding, education and other issues. They are also able to provide advocacy for the arts and information on a range of topics.

The request from Southern and South East Arts for funding to be lodged with them is an interim one with the expectation that partnership arrangements across the region will be in place in April 2004. However, the County Council is recommended simply to reserve the contribution in the budget until an agreement is made. The request is based on a 'subscription' rate of £78.39 per 1,000 population which is the same as last year but is subject to VAT.

Financial information

Comments by Officers:

It is expected that the relationship between Hampshire County Council and Southern and South East Arts will be one of jointly funding arts in the county as equals without the need to invest money in each other without focus. This will be possible with a full partnership agreement. Until that happens the sum recommended should be reserved until an agreement for a joint investment fund or similar is created.

Recommended conditions to be attached to the funding:

Funding to be dependent on a satisfactory agreement being made. Bournemouth Orchestras Sheet 2

Applicant Michael Henson, Chief Executive

Bournemouth Symphony Orchestra,

2 Seldown Lane, Poole, Dorset BH15 1UF

The Bournemouth Symphony Orchestra has now established its own relationship with Hampshire County Council that has developed through the Hampshire service level agreement. Other funding for the company is provided from the Arts Council of England and important local authorities in the south and west of England.

The County Council co-ordinates a group of Hampshire authorities in the negotiations around the service level agreement that now links the county, unitary and district councils of the county area with the Orchestra. This agreement not only recognises the regular series of concerts held at the concert centres at Basingstoke, Portsmouth, Southampton and Winchester but also the community and education work which carries on throughout the year in the county's schools. The Hampshire Working Group is very satisfied with progress to date.

Activity in 2001/02 (including concerts in Southampton and Portsmouth)

Comments by Officers:

The service level agreement between the Orchestra and Hampshire authorities is a good example of how the Orchestra is able to consolidate its relationships in the county. The agreement recognises that the main function of the Orchestra is to present concerts at its concert centres but also takes into account the enormous amount of work that takes part in Hampshire schools through the cooperative relationship with the Hampshire Music Service. It is recommended that the funding be continued.

Recommended conditions to be attached to the funding:

It is recommended that this funding be made on condition that satisfactory progress continues between the County Council and Bournemouth Orchestras in the maintenance of a Hampshire area service level agreement.

Basingstoke Theatre Trust, Haymarket Theatre Sheet 3

Applicant Tim Wills, Theatre Manager,

Haymarket Theatre,

Wote Street, Basingstoke

The Haymarket Theatre is located in Basingstoke Town Centre and boasts modern facilities with 450 seats, catering facilities and plenty of adjacent car parking. The Trust employs its own staff and company of actors to produce a programme of plays and musicals as well as occasionally taking professional touring productions. Local amateur companies create their own productions for the theatre.

The Trust aims to create high standard theatre, develop attendances, promote complementary theatre work and be a resource for amateurs. Under the leadership of Alasdair Ramsay, the Artistic Director, the theatre has established its reputation as a producer, its education policy, produced an accessible and popular programme of plays and touring productions and increased income. It is again the Theatre's intention to produce a Christmas show that makes money for the company, produce an opera, develop the education work and increase sponsorship income. The main tasks of the organisation in the forthcoming year are the development of the board of directors, the restructuring of the marketing operation and the presentation of relevant plays to the audience of Basingstoke.

The Theatre monitors its work with three indicators; the achievement of objectives, the bottom line of the management accounts and attendance figures.

The Theatre was successful in gaining extra funding from the Arts Council through the Next Stage process that comes on stream next year. It continued its policy of encouraging new writing this year 2002/03 with thrillers, comedies and dramas plus a series aimed at a family audience. The Theatre is pleased with its growth and development of its education programme especially to Hampshire schools in the Basingstoke area with its Theatre In Education Team. It also aims to produce work that challenges staff and/or the audiences and this year this strand included A Passionate Woman, Brief Encounter and Ghosts. This year the theatre has reverted to the practice of employing a permanent company of actors who are cast through the programme of autumn plays. Two of the plays produced in the year did not meet the financial projections and will cause the theatre to end the year with a deficit.

For next year, 2003/04, the company aims to present a themed French theatre related season, continuing with the ensemble of actors and producing a programme for a minimum of 48 weeks. Other specific changes include the development of the Truancy project with Hampshire schools, the work of the new Development Director who will attract more sponsorship in the year and new strands of programme. There will be more performances at Milestones in support of the requirements of the Recreation and Heritage Department.

Financial Information

Comments by Officers:

The Artistic Director, who is also the Chief Executive, is working on implementing the board's strategic action plan but has found it difficult to attract audiences with some of his choice of plays. The programme is much improved from the previous regime and audience numbers overall remain high. The financial situation is still causing concern as the company is heading towards the end of the year with an increased deficit. The Theatre's Education and Outreach Officer has made further strides to develop the connections with the community and schools. She continues to involve schools in the Basingstoke district.

Recommended conditions to be attached to the funding:

The funding is for the production of high quality theatre, the presentation of touring shows and an education and outreach programme for people living in the north east of the county. It is recommended that a condition be attached to the funding that the Theatre should not receive the funding until the board has agreed a plan to pay off the deficit within a reasonable timescale.

Nuffield Theatre, Southampton Sheet 4

Applicant Kate Anderson, Administrative Director,

Nuffield Theatre, University Road

Southampton

The Nuffield Theatre is based on the University campus in Southampton serving a wide area of the county in addition to that of the city. The Theatre has 464 seats, production facilities, a restaurant and bar. It is a producing theatre with 5 productions over the main autumn to spring season including the Christmas show. It also tours to schools in Hampshire for twenty weeks each year and presents young people's theatre for thirty Saturdays in the year.

The Theatre aims to produce excellent theatre for the people of Southampton and the region that inspires a passionate response from as great an audience as possible. It prides itself on the new works it premieres. The company commits to breaking down barriers to access with an increase in the numbers of people who attend performances, broadening its appeal in particular to include a younger audience and generally raising the Theatre's profile. The Theatre also aims to strengthen its core activity whilst exploiting its other resources and facilities. The Education Team produces four shows over 20 weeks touring to Hampshire schools, present a children's programme on Saturdays and integrate their work with the rest of the organisation.

The Theatre monitors its work with three indicators namely the number of performances, box office takings and the percentage of resources dedicated to productions.

During 2002/03 there will be five productions by the Nuffield including 101 Dalmatians at Christmas and the award winning Three Sisters. As Hampshire County Council has now consolidated the funding for the main house programme and the education work it is relevant to note that the Theatre toured three productions to schools that again attracted participation in the National Touring Programme. There has been a wider range of workshops during the year with ten weeks by amateur companies. The Sunday night shows worked well with twenty-five this year. The Theatre again ran the Hampshire Youth Theatre creating Zigger Zagger in July. Three age-specific youth theatre groups were established with a full programme of workshop and performance project activities. The Company managed to appoint a trainee director with the help of the Arts Council.

There will be five own productions in 2003/04 with more touring companies booked into the Theatre with two commissions. The Education team will tour with two productions, continue with the Hampshire Youth Theatre, expanding this for a younger group. The management expect to develop a project for a schools' drama festival and one for a major, all ages, community play of regional significance. The visiting programme will be more commercially focused to limit risk. There will be only eight Sunday performances in this year.Financial Information

Comments by Officers:

The Nuffield Theatre has produced some outstanding shows over the past years that have provided the organisation with a good reputation. This standard has been maintained over the past year with notable shows being the Three Sisters and 101 Dalmatians. The long-term viability is a worry for the Theatre as Southampton City Council, a major funder, is again threatening to reduce its grant for next year that may affect the commitment of the other funders. The Theatre has earned the support of the County Council with a large proportion of its audience coming from the county area and with the Hampshire schools work. Southern and South East Arts is increasing its financial contribution by passing on the theatre money won by the Arts Council. The funding payment will be delayed if there is any substantial cut by the City Council that might mean that the programme will be hugely affected especially that of the Education Unit.

Recommended conditions to be attached to the funding:

The funding is recommended for the Theatre towards supporting the main house programme and the education work in the Theatre and Hampshire schools.

Salisbury Playhouse, Salisbury Sheet 5

Applicant Rebecca Morland, Executive Director,

Salisbury Playhouse, Salisbury

The Salisbury Playhouse is situated in the centre of the city with facilities for main house productions, studio shows, restaurant and bar. The main house has space for 516 patrons and for 140 in the Salberg Studio. Although situated in Wiltshire, 22% of the audience travelled from Hampshire addresses in 2002/03 as analysed by postcode addresses.

Joanna Read has established herself at the theatre and is maintaining a consistent, high standard of production with a popular choice of shows through the year. The finances are well under control with a reserve now reaching over £124,000. The Theatre has become the centre for innovative ways of presenting programmes of work to attract a new, younger audience. However, high standards of production and excellent acting have encouraged audiences to try new productions and to trust the judgement of the management team.

The Theatre has achieved considerable acclaim from the press and audiences. The high cost of creating top quality productions has meant that it needs to find extra funding from new sources. It has won substantial increase in funding from Southern and South East Arts through the review by the Arts Council of England into theatres in the country that fully enters the accounts next year.

The Theatre monitors its work with three indicators namely the number of performances, monthly management accounts including box office takings and an artistic evaluation.

In the last financial year there have been ten productions created in house or co-produced. The Studio has seen four own or co-produced shows with eight weeks of touring work. There has been one touring production that is one less than planned. The Education and Outreach programme has been continuing during 2001/02 with the Youth Theatre thriving alongside the Junior Theatre Workshop. There was a summer school and a schools' tour.

The target outcomes for the next year, 2002/03, are to gain a total of 103,000 attendances for their own productions in the main house and the Studio with 398 performances. The Theatre aims to obtain at least 60% of its income from non-public sources. This year is very much one of planning and building up the company for future delivery. Associate artists are being established giving opportunity for young directors and implementing the new writing strategy. Two main house productions have been identified to benefit from increased rehearsal times and actor wages are being increased in line with the ambitions of the Arts Council Theatre Review money which has benefited the Playhouse substantially placing it on a par with other producing houses in the region.

Financial Information

Comments by Officers:

The standard of productions at the Playhouse remains continually high with a good level of public support for a wide range of plays. The programme in the Studio continues with exceptional shows being developed. The management has dealt with the historic deficit so well that the Theatre now has a surplus earning sizeable interest income that it is able to invest in the programme. The Theatre serves a large number of Hampshire residents estimated at 22,600 attendances. It is recommended that the funding be provided for next year to confirm the County Council's relationship with the Playhouse.

Recommended conditions to be attached to the funding:

The Theatre should be supported in the next year to maintain its programme and provide important arts resource for Hampshire patrons.

Winchester Theatre Royal Sheet 6

Applicant Nicolas Young, Chief Executive

Live Theatre Winchester,

Theatre Royal Winchester

Jewry Street, Winchester, Hampshire

The Theatre Royal has now completed its first year as a newly refurbished facility for Winchester and the region around it. The managing company, Live Theatre Winchester, has progressed well in implementing its plans for the new operation. The management has planned well and the board is working hard on the service to the public so that they are the best that can be afforded within the finances available.

Live Theatre Winchester is the chosen operator for the Theatre by the Winchester Theatre Fund through a lease arrangement. Hampshire County Council is involved in the lease deed that aims for funds to be grown by the Fund for the next stages of renovation. Now that the fundraising has been completed for original fit out the items missing from the original list are now being considered for improvement or installation. The education staff are running projects for the public, adults and juniors, with funds from the continuing, lucrative sponsorship deal. It is hoped that this will raise awareness and encourage the public to attend a full programme of activities at the Theatre.

The Theatre monitors its work with three indicators namely the number of performances, monthly management accounts including box office takings and an artistic evaluation.

This was only a part year for the theatre programme with an opening in November 2001 with a two-month opening season that encompassed all aspects of the planned professional programme other than musical theatre. The balance between the seven strands of the programme was close to the plan. During 2001/02 the Theatre attracted three BBC Radio recording sessions and organised a poetry reading in the atrium area. This opening season managed to attract an 84% capacity audience.

The target outcomes for the next year, 2002/03, are to gain a total of 48,800 attendances for the whole season with 187 professional performances. The Theatre will again host local amateur companies with thirty performances in six separate weeks. The business plan expects to attract an average audience of 68% capacity for the professional shows and 80% for the amateur weeks. The Theatre will aim to provide a distinctive and effective artistic programme with a full education and community programme in the city but also in the Winchester district areas. They will attract regular visits from high quality companies, coherent seasons and distinctive programming initiatives. Maximising audience numbers will be a priority along with finding shows that attract those who have not yet been included in the current audiences.

The funding relationships with the City Council are that the local authorities share the public funding gap on a 2:1 basis. This currently means that the City Council is committed to funding of £200,000 per year with the County Council finding half that figure.

Financial Information

Comments by Officers:

The first full year of operation for the new Theatre Company has worked exceptionally well through the period when the building is new to audience, staff and visiting companies. The trick now is to maintain the new audiences and establish the venue as a major choice in people's arts choices. The initial programme has shown some real promise that the audiences will support the Theatre through all forms of shows and activities. The youth theatre is under great demand with 75 on a waiting list for 75 places.

Recommended conditions to be attached to the funding:

This new organisation continues to need the full support of its funders to establish itself as a well-managed organisation. It is recommended that the funding be paid to allow the theatre to serve the Winchester and area public with a wide range of activity and shows.

Forest Forge Theatre Company Sheet 7

Applicant Karen Jeffries, Company Administrator

Forest Forge Theatre Company,

The Theatre Centre, Endeavour Park,

Crow Arch Lane, Ringwood

Forest Forge is the very well established community theatre company serving the rural areas mainly on the west side of the county. It is housed in its purpose built Theatre Centre in Ringwood in the New Forest. It serves the Hampshire and Dorset public with popular shows designed particularly for this audience.

Forest Forge continues as a member of the consortium with Trading Faces and Oxfordshire Touring Theatre Company though only OTTC received the massive uplift in funding from the Theatre Review. This has threatened the establishment staffing of the company to continue. The Company traditionally produces three shows each year with the autumn one being a Living Memory Tour followed by a Christmas Tour and in the spring a Tour of a classic tale. This is interspersed with residencies, workshops and education work. The company has built up a strong audience for each of these programming strands and is now finding it hard to meet the demand from its venues.

It monitors its work in an exemplary fashion with three indicators being its booking indicators set before each year, financial and management team reports.

The company planned five tours during the current year, 2002/03. In the spring they completed the Doc Faust tour that proved a great triumph. This was followed with a small-scale interactive reminiscence play It's Only Rock and Roll, co-produced with OTTC, which toured for five weeks. Another five-week tour of Double Trouble in Oxfordshire proved another successful collaboration. The locally themed show autumn year was The Pony Drift, which toured for five weeks in the autumn. The True Tales of Robin Hood toured during the Christmas period. The company is now taking out a new production of Molly Sweeney for six weeks.

For 2003/04 Forest Forge is provisionally planning to undertake three major tours again with as much as it can manage in the way of workshops and education work. The autumn show is planned to feature a Hampshire story of life around the village hall. The Christmas show will possibly be A Christmas Carol by Charles Dickens touring for nine weeks. Ideas for the spring classical tour will await the arrival of a new Artistic Director though there are plans to launch this show as a national tour. The Company would like this to be a musical again. Applications are being made to the Arts Council for this show to be specially commissioned. The Company is very likely to be involved with the Pride of Place Theatre Festival.

Financial Information

Comments by Officers:

Forest Forge is a very successful community theatre company with a good track record of providing popular programming for Hampshire audiences in the rural areas of the county. Though the company is disappointed that the extra funding from the Arts Council did not materialise it is expected to receive an above inflation rise from Southern and South East Arts next year. This has been a very difficult year with senior staff changes not working for the company. There is every chance that the Company will be able to attract a suitable new Artistic Director even though it cannot afford to pay a suitable salary.

Recommended conditions to be attached to the funding:

This funding should be made for the company to continue its work in the rural areas taking theatre to the halls of the villages and towns of the county.

Proteus Theatre Company Sheet 8

Applicant Mark Helyar, Artistic Director,

Proteus Theatre Company, Queen Mary's College,

Cliddesden Road, Basingstoke

Proteus Theatre Company is the community theatre company based in Basingstoke that serves communities in the east and north of the county with theatre shows and drama projects. The Company exists to provide high quality, challenging and entertaining theatre and drama activities with and for communities in towns and villages in the north and east of Hampshire.

The Company aims to produce new work, ensure educational potential is maximised and to promote a community perspective in their work. At least one production is linked to one of the education projects during the year.

It monitors its work with three indicators namely number of performances and other activities, the geographical spread of the work and the audience numbers.

In 2002/03 the Company produced four shows of markedly different styles intended for different audiences. For children the company again revived the Chaser project that tackles peer pressure with Year 8 students in Hampshire. Funding for this was found from a consortium of local, Basingstoke organisations including the Health Authority and the Hampshire Constabulary with extra funding for touring into Winchester and East Hampshire. The tour of WonderVision completed its tour in this year. This was followed with the Christmas show, Around the World in 80 Days using just four actors across three continents. This show was sold through the Hog the Limelight scheme and was again inventive and popular. The spring show is the not happening this year as a consequence of the sabbatical leave of the Artistic Director. The workshop programme featured the Breakthrough project funded by Barclays Bank. The company also led workshops with staff from the Borough Council featuring the implications of the Disability Discrimination Act 1996.

Two weeks of a newly written piece, Ladies That Walk, start the year 2003/04. Proteus plans then to start work on the Basingstoke Mysteries with local people. Breakthrough will be rerun in the autumn followed by the winter show touring for eleven weeks to community venues. Chaser will be toured in the New Year depending on further funding which could allow it to feature in every school in Hampshire for Year 8 students.

Financial Information

Comments by Officers:

Proteus is a well-managed and achieving organisation. The Artistic Director has established the company as a major touring and workshop company serving north and east Hampshire much in demand. It is still unfortunate that Southern and South East Arts is not supporting this successful company which serves a large area of the county as the only appropriate community theatre company for this area. The Proteus Board is committed to the new vision of the company as a local resource gaining inspiration from the stories in its areas and presenting those to the people there. There is good work to build on from the last two years with the outreach and education work in addition to the tours.

Recommended conditions to be attached to the funding:

This funding should be made for the Company to continue its work in the area of the north and east of the county taking theatre to the village and town halls as well as schools work developing its participatory work with young people in the area.

Welsh National Opera Sheet 9

Applicant Geoffrey Rowe, Director of Administration,

Welsh National Opera Ltd.,

John Street, Cardiff

The Welsh National Opera has traditionally visited Hampshire for three weeks each year at the Mayflower Theatre, Southampton that boasts 2,100 seats making it the second largest venue on their tour. These visits consist of five opera productions at an international standard with international casts. In the next year the company are able forced to cut their visits to two weeks as the Theatre has a musical running through the November week.

Besides the high artistic product that the company brings to the county it also points out the economic contribution to the area as well, with over 200 people staying at various hotels for the two or three weeks in the year, which amounts to approximately £100,000 per year for each week. The Company aims to produce world-class opera being promoted as an inclusive artform and develop the talents of the staff.

It monitors its work with three indicators namely assessments by funding bodies, audience numbers and market research or press reviews.

The Welsh National Opera Company performed at the Mayflower Theatre, Southampton for three weeks in the current year 2002/03. In June, the company brought Tosca, The Magic Flute and Katya Kabanova. In March the performances will be limited as they perform Madame Butterfly, Salome and La Clemenza di Tito.

In 2003/04 the Company will be performing at the Mayflower Theatre for just their usual three weeks in June, November and March 2003. The productions planned by the Company are Carmen, Cosi Fan Tuti, Madame Butterfly, Cunning Little Vixen in June, with additional choices in November being Die Fledermaus and Tosca. In the following March the Theatre will receive Madame Butterfly, Hansel and Gretel and a new production of Eugene Onegin. The funding request is based on £6,000 per week with an addition for inflation. The cost of these weeks is very large and the company is requested by the Arts Council to seek additional support to sustain these weeks of opera for the Hampshire audiences.

Extra funding has been requested to allow the Company to implement its new artistic strategy WNO Max that is the integrated and diverse programme of performances and projects beyond the main stage that will introduce live music and opera in new ways and ensure that the art form is kept vibrant, dynamic, relevant and appealing. While the Mayflower Theatre is unavailable in November 2003 the company sees it as an opportunity to encounter Hampshire in a new way, reaching new and different audiences. The Company is offering to bring the Chorus, Orchestra and some singers for an intensive week of concerts, recitals, participatory projects, performance in residential homes; initiatives for children and adults in Hampshire.

Financial Information (for the whole company)

Comments by Officers:

The Welsh National Opera Company has been visiting the Mayflower Theatre for many years. Their visits were threatened about sixteen years ago when the Arts Council stated that unless the local authorities in the vicinity of each venue made a grant to the company then the visits would cease. Along with Southampton City Council, the County Council agreed to pay £5,000 towards the costs of each week's visit. Over the years this has increased to £6,000 for each week. No funding is recommended this year.

Recommended conditions to be attached to the funding:

No conditions.

Havant Arts Active Sheet 10

Applicant Amanda Eels, Director

Havant Arts Active, Havant Arts Centre,

East Street, Havant

Havant Arts Active provides a range of professional and amateur performance events, classes and workshops at its Old Town Hall base in the centre of the town with youth and participatory arts activities centred on Bedhampton Arts Centre. The Havant base has an auditorium for 130 people and is complemented with other spaces including a gallery with a cafe and bar area.

The professional programme encompasses theatre, classical music, folk, cabaret or alternative comedy, film, literature events and young people's theatre. Havant Arts Active promotes a range of participatory events for adults and young people including holiday workshops in theatre, dance, video, photography, creative art and new circus. Adults are offered a comprehensive series of classes for adults and young people in tap dancing, contemporary dance, yoga, recorders, keyboard techniques, literature, creative art, painting and drawing, drama for disabled people, voice work and history of art. Bedhampton has been used mainly for youth arts development with many art forms represented as funding has allowed.

The Arts Centre monitors its work with three indicators namely number of events in each type of artform, average audience numbers for each type and box office income for each type.

In 2002/03 the prepared itself for the retirement of its long serving Director, Paul Sadler, who was replaced with a new appointee in the summer. Sadly, Paul died very soon afterwards. However, the audiences have responded to the programme and the Centre is proving a success in attracting different audiences for its different programming strands. Partnerships have been established with the library, soon to be a Discovery Centre, and Park Community School, which has now received arts status. Havant Arts Active started its planning for an increased role in the May Arts Festival. It still manages its affairs with a very small staff contingent following the disappointment of a failure of the Borough Council to continue its funding after the Arts Board withdrew its funding. The New Year programme has an increase in events with the Centre open each Friday and Saturday evening as well as many midweek evenings.

Havant Arts Active hopes to establish schools' liaison network in 2003/04. It is reconsidering its use of Bedhampton Arts Centre with a relaunch of it as a Youth Arts Centre for the Havant area. It will be seeking further funding from other sources for capital and revenue development. Further use of the space will enable the Centre to develop its visual arts programme with a dedicated space for local artists. The Nine Days in May Festival managed by the Borough Council will be a vibrant week of performance and arts activities across the Borough.

Financial information

Comments by Officers:

Unfortunately Southern Arts decided to stop funding the Centre but the two councils were able to bridge this gap with increased funding. Hampshire County Council found this money by reducing its contribution to Southern Arts. However, the Borough Council has not continued its funding at the same level. This is hindering the Centre in achieving its ambitions as it is under funded compared with its comparator organisations. The programme is well planned providing a series of high quality and interesting events, which have found its audiences. The participatory work is also well supported.

Recommended conditions to be attached to the funding:

This funding should be made to Havant Arts Active for it to continue its work for the widest range of people and in the broad spectrum of arts at its twin sites in Havant and Bedhampton.Fairfields Arts Centre, Basingstoke Sheet 11

Applicant Andrew Buchanan, Centre Director,

Fairfields Arts Centre, Council Road,

Basingstoke

This independent Arts Centre is situated in an old primary school close to the centre of Basingstoke and contains a number of spaces for its strong participatory programme as well providing self-contained accommodation for an arts company on the first floor. The Centre runs weekly classes and one-off workshops, promotes occasional professional performances and presents a strong series of visual arts exhibitions. It works with key partners within Basingstoke and Hampshire to extend the services offered by the Centre beyond the building.

Fairfields Arts Centre will continue with its weekly arts classes for all ages, promote a regular series of performance in comedy, music, dance and occasional theatre whilst expanding the visual arts workshops. School holiday events will continue with a week of dance development in the summer along with other complementary workshops. The performance programme is under review and might not feature as strongly as in the past few years.

It monitors its work with three indicators namely the class attendees' questionnaire, enrolments and attendance numbers.

The Centre runs over forty arts activities a week over six days as well as four or five evenings during term times. In the holiday periods it runs workshops and exhibitions. Fairfields ran forty-one classes each week exceeding its target by six and ran fourteen professional workshops. The visual arts programme consisted of eight exhibitions supported by six private views. The printmaking unit was developed with some exciting work being produced. Two digital arts courses ran in 2001/02. The performance programme has been much reduced since the loss of Stabilisation funding.

In 2002/03 the Centre plans to continue its classes, workshops and exhibitions in the centre. The artforms will continue with a concentration on visual arts and media, dance, literature, music and drama. The professional exhibitions will be mixed with local artists' work. Twelve holiday workshops will run in the year. The capital needs have been supported by the County Council and it is intended that the Director will work in this aspect during the year for investment opportunities to be most useful to the future programme.

Financial Information

The Centre also benefits from a rent, rates and maintenance subsidy from Basingstoke and Deane Borough Council of approximately £24,000 per year.

Comments by Officers:

Fairfields Arts Centre is still the major provider of quality participatory arts opportunities in the Basingstoke area. The new management was concerned about the lack of equipment in the building and the prospect of unbalanced budgets for the next two years but the capital support from Hampshire County Council will mean this is not an issue.

The review of the Centre has led to the board of directors taking stock of its future. This has lead to new priorities and a renewed effort in developing participatory activities in the town.

Recommended conditions to be attached to the funding:

This funding should be made for the Centre to continue to build on its formula of serving the Basingstoke population with a varied programme of workshops and classes.

Hampshire Dance Trust Sheet 12

Applicant Jacqueline Gray, Director,

Hampshire Dance Trust,

The Point, Leigh Road, Eastleigh

The Dance Trust is the countywide agency for the development of all types of dance. It operates in partnership with other arts organisations and any other organisation that wants to work in dance. Although based in Eastleigh it operates in venues around the county. It focuses in three main areas; local and county based community work, professional dance artists and workers development and youth dance development.

The Trust aims to increase the geographical spread of participatory and spectator dance activities, to increase accessibility to dance and to provide an information and advice service for the general public. It also aims to strengthen and develop existing dance projects and to encourage training and work opportunities for local and visiting dance artists and companies. Links with most of the local authorities in the county have also been developed which has now been formalised into an agreement to provide the Trust with three year funding in return for a programme of dance services into those three areas. This development is to be welcomed.

It monitors its work with three indicators namely the artistic quality, public awareness and the increase in activities and organisational infrastructure.

In the present year, 2002/03, Jacqueline Gray has been consolidating the position of the Trust in the world of dance in Hampshire. She is the first full time Director for the Trust. The Trust has undergone an external review commissioned by Southern and South East Arts with the support of the County Council. The review provided the Trust with the springboard to launch its new business plan to work with The Point to establish a regional centre of excellence there with outreach work throughout the county. The Trust was also able to apply for significant extra funding from SSEA through its RALP funding stream. This should provide the company with £90,000 extra resource. The scheme is a proposal, entitled PHAD, as a strategic partnership. The significant events of the current year include the dance and disability training course and follow on work, the development of the County Youth Dance Company into a multi-faceted group of talented and committed young people, improved relationships with the district councils and improved publicity materials.

In the forthcoming year, 2003/04, Hampshire Dance Trust hopes to increase its youth dance activities, especially with the hard to reach groups, and focus on links with the region. The Hampshire Youth Dance Company, for students between 13 and 21 years, will go from strength to strength. (Six members are now in higher education dance courses). The Trust will support professional training opportunities as well as organise its own programme of training. It will also develop a skills database of local dance practitioners and involve these in the development of Hampshire Dance's role as the county and regional dance facilitator through forums, focus groups and sub committees.

Financial information

Comments by Officers:

The Hampshire Dance Trust has made great strides in improving its profile, organisation and delivery through the last year. It has made important connections with district councils in the county and received an important award from Southern and South East Arts for organisational development. Through its new strategic initiative with The Point it is expected that some very important and significant initiatives are about to be developed. The current successes are due to the commitment of the Director and the enthusiasm of those others working in dance. The increase in funding last year has provided the essential impetus for improvement that is now coming to fruition.

Recommended conditions to be attached to the funding:

This funding should be made to the Trust for it to continue its developmental work in dance in the Hampshire

TAPS (Traditional Arts Projects) Sheet 13

Applicant Jason Knight, General Manager,

Traditional Arts Projects (TAPS),

Fairfields Arts Centre, Basingstoke

TAPS is the arts development agency that concentrates on traditional arts activities. In recent years it has concentrated on music and dance traditions as expressed in local choirs and village bands. It works with district councils that have a strong rural heritage in these areas like East Hampshire, Test Valley and the New Forest. It provides a service for Hampshire in particular though it has a remit to serve the central southern region except the IOW. It promotes an understanding of the contemporary relevance of the traditional arts and encourages participation in them by the creation of community related events led by Roger Watson, its Director.

TAPS is able to offer a number of established performance and workshop projects and create new projects or adapt existing schemes for a variety of clients and promoters. The seemingly diverse projects are linked by the common underlying theme of traditional arts. TAPS promotes an understanding of the contemporary relevance of the traditional arts and encourages participation in them by the creation of community related events through the development of new material. TAPS offers the One World Band suitable for young people, Tall Tales for class groups, Indian Tales for whole schools, other school orientated projects and community projects. The latter includes Mummers, Village Hall shows and the Longsword Dance.

Work is monitored with three indicators namely the responses of the Artists' and Users' Forum, the results of the Project Log and the evaluation of the written reports of projects.

In 2002/03 TAPS aimed to deliver a programme of projects, workshops and performances together with a training programme for project leaders, educationalists and artists in preparation for programmes planned for next year. Skills training weekends were a feature of the year. The new management structure was bedded in so as to allow for the launch of the new business plan in this year. The management developed a new marketing database for better contact with its client base. The organisation received a special RALP grant of £50,000 from SSEA for a two-year project to review the organisation, develop its resource and training materials and train artists to become leaders. This has caused fewer projects to happen in the current year.

Next year, 2003/04, TAPS will place much more emphasis on work focusing on the development and training of artists, educationalists and project leaders so that work can continue on from TAPS pilot projects. The organisations plans are for much more activity in Hampshire in the next year.

Financial information

Comments by Officers:

TAPS is an innovative organisation providing a unique service across the county. It achieves high quality projects using professional artists with community groups. The level of return visits shows the high regard with which they are held and long may it continue. The current year is one of consolidation settling in new staff and revising its future direction in the light of the changes with the Artistic Director. The situation will be monitored carefully to ensure that the County Council is gaining value for money.

Recommended conditions attached to the funding:

This funding should be made for TAPS to continue its work throughout the Hampshire.

The Hampshire Sculpture Trust Sheet 14

Applicant Astrid Bowron, Director

Hampshire Sculpture Trust, St Thomas' Centre

Southgate Street, Winchester

The Hampshire Sculpture Trust has established a reputation for excellence in providing the public with opportunities to enjoy a wide range of sculpture through commissions, exhibitions, artist in residence placements and a membership scheme. The Trust manages the office and exhibition space at the St Thomas Centre in Winchester. It also manages the Omega Street Studio in Portsmouth, which provides working space for newly qualified sculptors. The Trust was established to assist in the preservation of the county's existing cultural heritage and specifically to 'promote the education and enjoyment of the public on matters connected with sculpture in Hampshire'.

The Trust monitors its work through the number of its exhibitions, the number of members' activities (like talks, workshops and tours) and its publications.

During the current year, 2002/03, the Sculpture Trust continued its development under the direction of its Director, Frances Lord. She advised on the Jubilee Sculpture for Hampshire County Council, produced a full colour promotional leaflet, ran the Taking Shape conference in September. The new Director arrived in November 2002 that has made a real difference that will see changes in the next year. A new website is being developed.

In 2003/04 the position of Exhibitions/Education Assistant will be filled with further plans to extend the work of this post. Further work will be done to develop the relationships with district councils in the county. Plans are also being make to increase the impact of the exhibitions programme to provide international links with similar organisations. Increased staff training will also happen. Two exhibitions will be linked with the Winchester Festival in July 2003 and lectures will be organised in collaboration with the Winchester School of Art and the Royal Institute of British Architecture. Plans are in train for a site-specific exhibition in a stately home in Hampshire.

Financial information

Comments by Officers:

The Sculpture Trust is currently involved in a series of interesting and stimulating exhibitions in its premises on Southgate Street, Winchester promising some good work in prospect.

The Trust is in a good state for it to build on its sound work to date. The new Director has many new ideas to stimulate further activity and it is going to be interesting to see what she can achieve through a dedicated fundraising campaign.

Recommended conditions to be attached to the funding:

This funding should be made to the Trust for it to continue its work developing sculpture in the county.