Hampshire County Council

Executive Member - Recreation and Heritage Item 9

20 January 2005

Support for Independent Arts Organisations 2005/06

Report of the Director of Recreation and Heritage

Contact: Nicola Horsey Ext. 5423 email: [email protected]

1. Introduction

1.1 Hampshire County Council provides financial support for important independent arts organisations serving the county's population. Decisions on the level of support are taken in advance of the financial year in order that organisations have time for planning their budgets.

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 provided using the resources held within the Recreation and Heritage budget for 2005/06. The base budget for Support for Independent Arts Organisations is £756,870 which does include an allocation of 2.5% for inflation. Recommendations listed in Appendix 1 amount to £839,482 on the basis that a sum of £40,000 is to used from the Policy Fund again to support the two organisations, The Making, formerly the MOMC Trust, and the Leigh Park Crafts Initiative Trust together with £10,000 and £25,000 from the Policy Fund to pay for respectively the rental costs of storage for the Nuffield Theatre and the award for The Anvil. A further sum of £7,612 has been transferred from the Programme Budget to allow for the addition of the two galleries.

1.4 The funding held under this budget heading, called Revenue Partnership Funding, is identified 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 analyses in Appendix 2 attached to this report. Officers have gathered other information from attendance at the organisations' management meetings and their events. The details of the performance and intentions of the organisations can also be found in Appendix 2.

1.6 This is the final time that the applications for Revenue Partnership Funding will be considered in this way. Next year new arrangements should be in place, based on the conclusion of Recreation and Heritage's Review of Partnership Funding¹.

2. Impact on Hampshire County Council Objectives

2.1 All the arts organisations detailed in the report make a significant contribution to the quality of life of Hampshire residents. They offer new opportunities for people to participate in (Corporate Strategy Aim 1) and are part of the local economy (Aim 3). These arts organisations also support the Cultural Strategy's aims of access, inclusion, contributing to a sense of place, providing learning opportunities and increasing participation.

3. Impact Assessment

3.1 Financial support to these organisations will enable them to continue to provide an inclusive service which benefits the whole community.

4. Conclusion

4.1 The arts organisations of Hampshire considered to be the essential infrastructure are listed above as the Revenue Clients of the County Council. They are all currently providing a comprehensive programme of arts activities for Hampshire people. Their continuing service is seen as important for the delivery of the arts and the County Council's priorities and Corporate Strategy. For these reasons it is recommended that all funding is made, subject to such conditions as listed in Appendix 2.

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 2005/06

Appendix 2

SHIPS Members' Arts Forum Joint Investment Fund Sheet 1

Applicant Nicola Horsey, Secretary to SHIPS Members' Arts Forum,

c/o Hampshire County Council

The SHIPS Members' Arts Forum has again requested the local authorities of the sub region, Southampton, Hampshire, Isle of Wight and Portsmouth, to contribute to the continuation of the Joint Investment Fund. This fund will continue to develop the arts across the sub region in conjunction with Arts Council England South East which is investing £35,000 into the Fund. The Forum agreed the four priorities established by the Local Government Association and Arts Council England which are 'engaging young people', healthy communities', 'vital neighbourhoods' and 'the creative economy'. The next Forum has an annual cycle of meetings which determine the projects to be supported and receive regular reports on progress.

The design of the Joint Investment Fund is such that the work is done by the Arts Officers of the sub region so each project has a council officer in coordinating control. Working groups of officers meet regularly to manage the project. In this first year seven projects have been agreed and are being worked upon. These are:

· Research in the Economic Impact of the Arts

This research will gather information from all the arts activity in the sub region and calculate the impact this has on the economy of the area. It is hoped that the final report will identify the most influential interventions that can be made by local authorities and other public bodies to increase this to the best possible effect for the economy and the arts.

· Open Arts Programme

Over the past four years Wendi Watson, a local artist, has coordinated a programme of open studios of Hampshire artists. This was only ever a partial programme and it is intended that with some extra investment it could encompass all the willing artists of the sub region in improving the presentation of Hampshire artists' work to the public

· Health and Arts Development

The history of arts in a health environment has been a part of the county's provision for a number of years particularly in Southampton General Hospital where it started in the mid 1980s. There is also a strong programme of such work in the Isle of Wight. This project is at an early stage of development and the working group are using extensive research collected by Arts Council England to assist with their deliberations of how to implement a scheme across the sub region.

· Public Arts Advocacy

The Public Art Officer at Eastleigh Borough Council is leading the working group for this project. The current plans are to create a website which can assist in promoting and disseminating information on public art. This will provide the necessary information for those staff who are charged with devising and implementing a Public Art Policy for their authorities.

· Young People's Dance

Hampshire Dance Trust has been working with district and county councils over the past two years on developing dance for young people and this project is an opportunity to use this experience to push the programme across the sub region where councils are interested. One element is expected to concentrate on Boys dance which has traditionally been difficult to develop as social factors stop boys participating in dance.

· Youth Music Programme

This project is starting its deliberations with a research phase from which base it will be possible to determine the best direction in which to go. The Music Fusion project in the south east of the county is an example on which the working group will focus attention and it is hoped that the successes of that project will be rolled out across the rest of the county.

· Mobile Media Resource

The four priority areas for this project are animation, filmmaking, artists' video and radio production. A subsidiary area could be computer aided design. The working group are committed, however, to ensuring the results are not about web design or the software skills concentrating instead on the artistic side of the media. Like many of the other projects the group are starting with a research phase to see what other projects in this field have been successful and in which ways they have engaged with different parts of the community.

The SHIPS Members' Arts Forum is attended by elected Members from the local authorities of the sub region, often executive members for leisure or associated services. These members have been making decisions on the use of the Fund following recommendations from the Arts Officers' Group who have drawn up the short list of projects suitable for support by the Forum.

Comments by Officers:

This Joint Investment Fund is a new way for the district and unitary councils of the sub region and the Arts Council England South East to work together in joint working developing the arts of the sub region to everyone's benefit. It has taken quite a lot of time to establish but it is now being fashioned into a working relationship between the different public bodies involved in the development of the arts in the area. It is expected to provide real dividends over the next few years for the population of the county. The County Council contributed £60,000 into the JIF Investment Fund for 2004/05, this level of funding should continue.

Recommended conditions to be attached to the funding:

Funding of £60,000 to be provided subject to the agreement of other local authorities and Arts Council England South East to continue to invest in the Joint Investment Fund such that the Fund is viable to deliver on sufficient projects.

Bournemouth Orchestras Sheet 2

Applicant Michael Henson, Chief Executive

Bournemouth Symphony Orchestra,

2 Seldown Lane, Poole, Dorset BH15 1UF

The Bournemouth Symphony Orchestra has a well established relationship with Hampshire County Council through the Hampshire service level agreement which has its major focus on the concert programmes at Basingstoke, Portsmouth, Southampton and Winchester. Other funding for the company is provided by Arts Council England and important local authorities in the south and west of England.

The SHIPS Members' Arts Forum is the focus for the negotiations around the service into the county area. In this way the different authorities can work together to agree a balanced programme of concerts, education work and auxiliary services. County Council staff co-ordinate a group of Hampshire authorities for 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 and the Members' Arts Forum is very satisfied with progress to date.

Activity in 2003/04 (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 Zoë Curnow, Chief Executive,

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 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's vision as stated in the Strategic Plan is that the Haymarket, as one of the most exciting producing theatres in the region, is able to deliver theatre in a variety of forms and it wants to have an artistic programme with identifiable strands creating an unambiguous brand image reflecting the artistic and other values of the organisation. In addition it wants to create a unique artistic and educational resource for Basingstoke and the region with a company of well trained performers with extended skills across all sectors of the organisation's work.

Under the new leadership of Zoë Curnow, Chief Executive, and John Adams, Artistic Director, the theatre hopes to re-establish its reputation as a producer of excellent quality shows. Having only come together in November last year they have yet to place their mark on the organisation. The new staffing structure was put in place by the consultant which was arranged last year with the assistance of Hampshire County Council.

The main tasks of the theatre in 2005/06 are contained within its comprehensive Strategic Plan which include the re-establishment of a long term vision, partnerships with regional providers and attracting capital funding for building improvements. This is a crucial moment in the development of the theatre and its relationship with its funders especially with the revision of the relationship to the arts sector being carried out by Basingstoke and Deane Borough Council.

The Theatre used to monitor its work with three indicators; the achievement of objectives, the bottom line of the management accounts and attendance figures. However, it then adopted the measures of the ratio of audience sales against targets, financial results against targets and the profile of the organisation in the media as evidenced in their press book. And now uses the Strategic Plan, the Management Accounts and staff feedback. However, the figures reported consistently over the last three years are as follows:

As can be seen from the figures above the theatre is now trading well. It has been agreed that it must make and take realistic plans to pay this deficit off in a reasonable time or else risk its support from the funders. It was expected that this year would see a rise in the deficit but that has not happened with the new regime who have kept faith with and support from the public.

Financial Information

Comments by Officers:

At this meeting in 2004 it was decided to increase the grant with a supplement for the theatre to employ a consultant to help them sort out their future. This process has resulted in a focused organisation with a new Chief Executive and a new Artistic Director. The programme has gained a fair measure public support such that the organisation is forecasting a small surplus over budget. The productions are of a good quality and the programming plans look like they will bring in the established audiences as well as a new, younger one attracted by some innovative productions. So it necessary to wait and see what happens with the new management to see how effective they are but continued support is necessary through this period of uncertainty to allow for positive planning of their programmes.

Recommended conditions to be attached to the funding:

The Theatre's funding is for the production of high quality theatre and the presentation of visiting shows for people living in the north east of the county.

It is recommended that a condition be attached to the funding that the Theatre must continue to stick to its plan to pay off the deficit.

Nuffield Theatre, Southampton Sheet 4

Applicant Kate Anderson, Administrative Director,

Nuffield Theatre, University Road

Southampton

The Nuffield Theatre is sited on the University of Southampton campus 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 or 6 productions over the main autumn to spring season including the Christmas show. It's main education programme splits into two areas of tours to schools in Hampshire for thirty weeks each year and presenting young people's theatre on thirty Saturdays. Amateur groups use the theatre for seven weeks.

Last year was a year of considerable strategic development following the financial difficulties that the Company encountered in 2002/03. When the Nuffield's financial position became clear at the end of 2002/03, the Company took firm and positive action, securing support from its funders and bank, putting together a plan to repay its deficit without compromising its artistic vision, and committing to a long-term review of its activities.

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

There will be four own productions in 2005/06 with two studio shows to complement these. Four children's touring productions will go to Hampshire schools including one Shakespeare show. There will be ten weeks of touring companies booked into the Theatre. The Education team will continue with the Hampshire Youth Theatre, maintaining the younger group. Again there will be the successful twenty weeks of Saturday children's shows, ten weeks of amateur shows and eight Sunday evening one off shows. As far as participation is concerned, this will include twenty weeks theatre skills workshops for young people, skills workshop for adults, two work experience weeks, SATS workshops, an HND final year project for Eastleigh College and a programme of activities around main house shows.

Financial Information

Comments by Officers:

The Nuffield Theatre has produced some outstanding shows recently that have established a good reputation for the organisation. This standard has been maintained over the past year with notable shows being Frankenstein and The Snow Queen. The long-term viability is a not such a worry for the Theatre with the extra investment from Arts Council England improving the position greatly. The Arts Council England investment in the city centre facilities should ensure the City Council's funding though this will also put pressure on the City's budget. 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. The Theatre is making a clear and brave attempt to eradicate its deficit over three years with a planned surplus of £50,000 per year. It is to be hoped that this pays off soon as it will mean there will be a consequent injection of funds as that deficit is paid off.

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 Conrad Lynch, Executive Director, and Joanna Reid, Artistic Director,

Salisbury Playhouse, Salisbury

The Playhouse is situated in the centre of the Salisbury 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, 20% of the audience travelled from Hampshire addresses in 2004 as analysed by postcode addresses.

Joanna Read is well established at the theatre maintaining a consistent, high standard of production with a popular choices of shows through the year. The finances are well under control with a reserve now reaching over £190,000. The Theatre has become the centre for innovative ways of presenting programmes of work to attract a new, younger audience. High standards of production and excellent acting have encouraged audiences to try new productions and to trust the judgement of the management team. It is now one of the country's leading regional theatres providing the populations of Hampshire and Wiltshire with a high quality, well balanced programme of local, national and international theatre.

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 won a substantial increase in funding from Arts Council England through the Theatre Review.

The Theatre monitors its work with three indicators namely the number of performances, number of attendances, monthly management accounts including box office takings and an artistic evaluation. For the last financial year these have been slightly down on target and on the previous year, financially ahead of target and with an exceptionally high reputation as seen with positive reviews in the local and national press.

For the year 2005/06 the Theatre intends to expand the studio's role as a resource for local companies, to commission a piece of new work for the main stage from a local writer and to produce a new musical for the main stage. The staff will also expand the reach of the community participation programme including the creation of a new 'actors in libraries' scheme in partnership with local libraries as well as the creation of an intergenerational visual arts project with five groups of young people from across the area. Developments in the administration work will ensure funding levels are maintained with the maximising of income from all areas of the operation linked with a continued system of tight financial controls.

Financial Information

Comments by Officers:

The Playhouse continues to produce a very high standard of productions with a good level of public support for their wide range of plays. The programme in the Studio continues with exceptional shows being developed. The management is now on its way to creating a safer surplus which is earning 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 opportunities for Hampshire patrons.

Winchester Theatre Royal Sheet 6

Applicant Fiona Burn, Chief Executive

Live Theatre Winchester,

Theatre Royal Winchester

Jewry Street, Winchester, Hampshire

The Theatre Royal is now established as a featured choice for Winchester residents and those of central Hampshire. 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 limited finances available. The loss of the first Chief Executive is not expected to create problems for the organisation as it has been able to create a smooth transition to Fi Burn in whom everyone has a lot of confidence in her ability to build on the firm foundations but take the Theatre on to new achievements.

The Theatre monitored its work with three indicators namely the number of performances, monthly management accounts including box office takings and an artistic evaluation. However, it now uses the target of a breakeven position at the end of year, audience targets overall and sponsorship of the education work. The continuous information shows below.

In 2003/04 the three seasons' programmes saw significant growth in the numbers of people attending and in the number of shows presented. This was necessary improvement to give the theatre investment for its core services. It was particularly pleased to see an average 70% of capacity which indicated that the balance of programming was right for maximising its income levels. The education programme saw a 35% increase in users from schools and college groups and it was from these that 20% of all tickets sales were made. Holiday attendances doubled this year. The Theatre's team got involved with after school clubs in Highcliffe and other areas.

The target outcomes for the year, 2004/05, are to gain a total of 55,000 attendances for the whole season with 200 professional performances. The Theatre will again host local amateur companies with forty two performances in seven separate weeks. The business plan expects to attract an average audience of 69% capacity for the professional shows. 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 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 Theatre expects the loss of some of the ntl: sponsorship will be mitigated with funding from the University College.

The funding relationship with the City Council is that the local authorities share the public funding gap on a 2:1 basis. This has meant that the City Council has committed to funding of £200,000 per year with the County Council finding half that figure. It is hoped that this figure will now increase to take account of the funding requirements built up since 1998 when the arrangement was agreed.

Financial Information

Comments by Officers:

As a relatively new organisation the Theatre Royal is performing very well indeed. The recent management have found a formula which has found favour with the audiences of the city and district around. The new team is hoping that they will build on this foundation with equal success though it has identified that it needs to make up on the loss of income through grant aid as it has not increased since set in 1998 by the two authorities with their 2:1 arrangement. The 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 a long waiting list.

Recommended conditions to be attached to the funding:

This 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 granted to allow the theatre to serve the Winchester and area public with a wide range of activity and shows. The funding needs to be conditional on Winchester City Council increasing their core funding contribution to £205,000.

Forest Forge Theatre Company Sheet 7

Applicant Karen Jeffries, Joint Chief Executive Officer

Forest Forge Theatre Company,

The Theatre Centre, Endeavour Park,

Crow Arch Lane, Ringwood

Forest Forge is the well established community theatre company serving the rural areas of Hampshire mainly on the west side of the county. It is based in its purpose built Theatre Centre in Ringwood in the New Forest. It serves the Hampshire and Dorset public with a popular programme of shows designed particularly for this audience as well as running youth theatres and other arts projects. Of particular note is its work with hospices.

Forest Forge has traditionally produced three shows each year which are 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. The Company's vision is to make relevant and inspiring theatre of the highest quality, touring to rural communities, performing in non theatre spaces. It is also committed to delivering an integral programme of participatory work using drama as a tool for social inclusion and cohesion.

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

For 2005/06 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.

Financial Information

Comments by Officers:

Forest Forge well known as 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. The artistic director has fitted in very well to the established company so that the audiences are just as happy with the service. The measure of the company's success is often that all dates are gone when the Hog The Limelight needs to book its allocation and this continues to be the case. The Out of Joint project with excluded students assisted with additional funding from the County Council has now produced a useful group of organisations which can operate in this environment.

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 Mary Swan, 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 these communities.

The Company is committed to delivering a programme that entertains, educates and has the potential to effect change; to integrating performance and participatory activity; to produce new work; to reach new audiences through taking theatre to non-theatre venues; to produce a policy informed by practice, community involvement and artistic vision; to encourage an environment of cultural understanding and exchange, to 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.

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

In 2003/04 a highpoint was the Christmas production of a local story about an early aviator entitled The Extraordinary Tale of Colonel Cody. This show even initiated some local stories involving some of the eponymous hero's relatives attending a special performance of the show near Farnborough where he flew. Walking Out was the one person show which developed out of Ladies That Walk, a commissioned piece for very small or alternative venues, particularly appropriate for Social Services homes. The Breakthrough project continued through the year again. The Chaser tour extended for 2003 and 2004 and developed to having two teams of actors on the road at one time to cope with the complicated demands of the schools of the county enabling sixteen weeks of shows to happen. The biggest scheme was the Basingstoke Mysteries managed by Proteus but delivered in collaboration with the Haymarket Theatre and Traditional Arts Projects (TAPS).

For the current year 2004/05 the company have drawn up some objectives which are being put into place in the areas of programming, marketing and audience development, management improvements, finance and partnerships.

So far the company have assessed that they will have secured enough funding for the continued development of Breakthrough in 2004 and Chaser has been enabled for the spring of 2005 to Hampshire schools. The Write Vibe project was funded by extra funding from Hampshire County Council. Additional funding has been found for extra touring from the Arts Council funded operator in Farnham, Third Space. The Anvil has helped with funding for a musician for the Spring Tour of Sprout! There have been very significant changes to the staffing at the company with the resignation of the Artistic and Administrative Directors and two replacements being appointed.

Financial Information

Comments by Officers:

Proteus is a well-managed and achieving organisation. The previous Artistic Director had established the company as a major touring and workshop company serving north and east Hampshire and this is expected to continue under the new Artistic Director, Mary Swan. The Proteus Board is committed to the 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 few years with the outreach and education work developing a huge demand in addition to the touring shows into the village halls of the county.

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.

Havant Arts Active Sheet 9

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 café 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 for youth arts development with as many art forms represented as funding has allowed.

The Arts Centre monitors its work with three indicators as identified within the business plan but include the following, namely the number of events in each type of artform, average audience numbers for each type and box office income for each type.

In 2004/05 the audiences have again 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, the Museum and Park Community School with its arts status. Havant Arts Active plays 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 increase its funding after the Arts Council England withdrew its funding. The board now think that the programme is running close to the maximum potential for the staffing complement.

Havant Arts Active hopes to consolidate its schools' liaison network in 2005/06. It continued to be reconsidering its use of Bedhampton Arts Centre with a relaunch of it as a Youth Arts Centre for the Havant area following the talks about it being part of the capital resources for a discovery centre. Developing use of the spaces will enable the Centre to develop its visual arts programme with an extra dedicated space for local artists. The Nine Days in May Festival managed by the Borough Council will again be another vibrant week of performance and arts activities across the Borough with the Centre playing a full role. Work has been done on improving the use of the mailing lists and it is hoped that the differentiation of the lists will help in targeting people to the right events. The Centre has plans to enable the public to book on line through an arrangement with a ticket agency. This has the potential to work across the Arts Centres should it prove popular.

Financial information

Comments by Officers:

It is good to see a small arts company thriving so well in spite of its inherent difficulties. The financial handicap is not hindering the artistic ambition or quality but is placing stress on the staff and organisation. The Centre is coping with this by leaving staffing posts unfilled and the other staff putting in extra time. This is hindering the Centre in achieving its ambitions as it is under funded compared with many comparator organisations. However the Director is pushing the programme's scope and finding new audiences for music, in particular, which is not otherwise catered for in Havant. The programme is well planned providing a series of high quality and interesting events. 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 10

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 different sized spaces for its strong participatory programme. The Centre also contains a self-contained flat as an office 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. The development of new media suite, which was funded by the Borough and County Councils, has proved a great boon for a large youth set of participants using the mezzanine floor above the gallery.

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

In 2004/05 the Centre is running forty arts activities a week over six days as well as four or five evenings during the ten week terms in the fields of dance, drama, music, visual arts, literature and new media. The dedicated visual arts display space will show nine professional shows this year as well as having twenty three talks linked to them. Thirteen holiday schemes will have happened by the end of the year. The new media work resulted in a digital art exhibition in the local shopping centre over a three week period. The cultural diversity work included a hip hop residency. The Centre's self generated income has risen by 17% between 2002 and 2004. However, the grant income has fallen by 4% over the same period placing a strain on the very small staffing complement. Four new board members joined during the year. The loss of funding from the Learning and Skills Council has not been as much of a problem as anticipated, though this amounted to £18,540, as the Centre has altered its programme in response to the decision.

In 2005/06 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. The holiday workshops will run in the year. The Centre aims to support the Basingstoke festivals again through the year, especially Wordfest and Sightlines. To develop its culturally diverse programme it is hoped to organise an Asian Fashion Show in April.

Financial Information

Comments by Officers:

Fairfields Arts Centre is wonderful resource right in the middle of the town centre of Basingstoke. Although in an old school building it has an atmosphere really conducive to the creation of artwork which is much favoured by artists and the public of the district. It is good to see how the minimal management has coped with the loss of the Learning and Skills Council funding. It continues to be the major provider of quality participatory arts opportunities in the Basingstoke area if not Hampshire. The management has really built a good programme which is gaining support from the public and the funding bodies.

The new business plan has produced a renewal of the Centre and has allowed the organisation to build on the solid foundations of the past.

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 11

Applicant Lucy Frazer, Director,

Hampshire Dance Trust,

The Point, Leigh Road, Eastleigh

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

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.

The Dance Trust monitors its work with three indicators namely the artistic quality, public awareness and the increase in activities and organisational management through the strategic plan.

In the present year, 2004/05, the Director, Lucy Frazer, has been consolidating the position of the Trust in the world of dance in Hampshire. The Trust has built on the work of establishing The Point and the Trust as a regional centre of excellence with outreach work throughout the county. The new strategic partnership, entitled PHAD, was pursued through the year. A new initiative for the Trust is the creation of the Joint Investment Fund and the project emanating from it. In particular the Trust is leading on the Young People's Dance project across the county and Isle of Wight over two years. Southampton City Council have asked the Trust to run a project as a legacy of the Gantry which is being incorporated into the new Arts Centre being created in the middle of the city centre. A new work Headcase is part of a joint boys initiative with The Point. The Hampshire Youth Dance Company held auditions again and ninety two youngsters turned up. Five boys were included in the twenty two taken on.

In the forthcoming year, 2005/06, 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 Trust will conclude its three year RALP programme of improvement and implement its fundraising and exit strategy. It also expects to complete its third Dance Caper-Bility accredited training course for people working in dance with disabled people. The Joint Investment Fund project will come to full fruition across the sub region as will the work with Creative Partnerships which might be a pilot for the whole sub region in time. The Hampshire Youth Dance Company, for students between 13 and 21 years, will go from strength to strength. (Eight 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 is becoming a major force in dance development in the county. It has built on the progress made by the previous Director with district councils and has the full support of Arts Council England. The current successes are due to the commitment of the Director and the enthusiasm of those others working in dance. The involvement with the Joint Investment Fund project based, as it was, on the previous work of the organisation shows how the Trust is able to adapt to its changing environment and how it is ready to use its experience in helping authorities across the sub region develop the movement and dance skills of its population.

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 12

Applicant Jason Knight, General Manager,

Traditional Arts Projects (TAPS),

Fairfields Arts Centre, Basingstoke

TAPS is now in its fifteenth year of operation as an arts development agency that concentrates on traditional arts activities. Its mission is to promote and encourage creative skills within the traditional arts and also to encourage established practitioners of the traditional arts to share their skills with others. One area of expertise TAPS has developed is the sharing of skills between the traditional sector and those working in other areas of arts and music, in particular. 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.

TAPS' main aims are to break down cultural and stylistic barriers and working towards a new inclusive English identity through the delivery of community events and participation, education work at all levels, skills training for individuals and groups and professional development and touring.

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 projects.

TAPS built on its efforts to stabilise itself during 2003/04 with a previous award from Arts Council Enlgland of just over £50,000, leading to a fresh overview of the organisation, the development of a new corporate identity and the beginning of the development of resource and training materials.

Next year, 2005/06, TAPS will be updating their business plan to 2008. This will take into account the aspirations of Arts Council England South East to see services affecting the whole of its area. The year will also see programming developments to deliver the training programme including Training the Trainers which will train another six artists become project leaders. Training the Artists where new project leaders will train twelve artists in connecting the past with the future and Training The Teachers/Multicultural Training which will train ten educationalists/community leaders on how to work together and recognising cultural differences between artists from different cultures within the education system.

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 and education establishments. The level of return visits shows the high regard with which they are held and long may it continue. The organisation will continue to be monitored carefully to ensure that the County Council is continuing to get value for money.

Recommended conditions attached to the funding:

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

The Hampshire Sculpture Trust Sheet 13

Applicant Astrid Bowron, Director

Hampshire Sculpture Trust, St Thomas' Centre

Southgate Street, Winchester

The Hampshire Sculpture Trust has established a reputation of 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. 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'. Recently, the Trust has been used by the County Council to manage and advise on a range of public art schemes and exhibitions of sculpture larger than those it is usually manages.

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, 2004/05, the Sculpture Trust continued its development. The high point of the year was the opening of the Yoko Ono show at the Portsmouth Cathedral, Morning Beams. The exhibition, publication and education programme in April and May attracted over 13,000 visitors and gained an enormous amount of press coverage. The success of the Antony Gormley exhibition, which the Trust advised on, has meant that the Trust is in great demand for its services and advice on such large scale, popular shows particularly those that might fit into the Great Hall, Winchester. As should be expected, the staff have been in demand to advise on public art commissions around the county. Most notably there has been progress in developing the public art commissioning on the Gosport Discovery Centre , a partnership the Trust hopes to continue with other Discovery Centre developments where public art needs to be integral to the creative thinking. It is also advising on the new school development of the John Hunt of Everest School in Basingstoke.

In 2005/06 the Trust hopes to continue to develop the new working partnership with Hampshire County Council's Recreation and Heritage Department to increase the provision of visual arts for the county through projects such as public arts commissions for Discovery Centres. The Trust hopes to develop the organisation's profile and strengthen its position as the only professional public art commissioning agency based in Hampshire.

Financial information

Comments by Officers:

The Sculpture Trust is taking on a greater role in the field of public art commissions which is just what the Council has been expecting for a number of years. This will allow the Trust to build on its reputation for high artistic ambitions to the benefit of the Council and the county. However, the Trust's finances are not looking good as, for the last few years, the Trust's income has not matched its expenditure and it has had to use its reserves to cover all its costs. There are only enough reserves left to cover the Trust's activities for another year or so. The projected figures for 2005/06 (£30,000 arts activity expenditure and £40,000 income on activity) look optimistic.

Recommended conditions to be attached to the funding:

This funding should be made to the Trust for it to continue its work developing sculpture and public art in the county, on the condition that the Trust work with the County Treasurer to keep their finances under close review.

The Making (formerly the MOMC Trust Ltd.) Sheet 14

Applicant Margaret Benton, Project Director,

The Making, c/o Basingstoke and Deane Borough Council

Civic Offices, Basingstoke, Hampshire

The Making, which changed its name last autumn, has the vision to inspire creativity and to build a new, diverse audience for contemporary craft. It will work in partnership with makers, educationalists and national, regional and local agencies to achieve its goals. These are to:

· create a landmark building in Hampshire to house a large exhibition space of international capability;

· provide a unique participatory craft exhibition experience and craft retail opportunities;

· to create a new diverse audience for contemporary craft;

· to provide opportunities for people to experience and take part in life-changing artistic experiences through making and doing;

· to develop a lifelong learning programme with links to all the craft workshops, galleries and teaching institutions throughout the region and other major craft centres;

· to provide training and development opportunities for professional makers and become a central hub for crafts activities in the region;

· to help develop Basingstoke as a centre for cultural development.

It monitors its work with three indicators namely the achievement of the organisation with its key objectives, funding gained and the decision on a prospective site.

In 2005/06 the Trust is planning to secure a site in Basingstoke and complete an architectural brief. On the community side, the new staff will implement and evaluate the prototype community arts learning programme and events and produce an expanded programme for the period 2006-08. The communications strategy will build local, regional and national support for the project within the arts and crafts world but also the general public. The Trust's ambitions are very large and they have the board members who understand what this entails and what it needs to be implemented.

Financial Information

Comments by Officers:

The Making is now well set to build the dream of a national centre for crafts development with the resources it has attracted from Arts Council England and the two local authority funding bodies. The commitment to fund has been taken by the local authorities for three years with future support depending upon their success in attracting other support. The Trust are well on the way to achieving a breakthrough in announcing themselves to the world and, together with the expressed support of the Borough Council, there is every chance of The Making will become a major national player in the arts and crafts for years to come.

Recommended conditions to be attached to the funding:

It is recommended that the funding be provided for The Making to develop the project in Basingstoke during this year.

Leigh Park Crafts Initiative (Making Space) Sheet 15

Applicant Judy Hoyland, Secretary,

Havant Borough Council, Civic Offices,

Havant, Hampshire

The LPCI Trust is keeping its company name but now trading under the title 'Making Space' as devised by the board during the year. The Trust is planning to build and manage the facility for a mixed community of professional crafts people and residents from the Leigh Park and wider area, comprising seven workshops and two training and education spaces which is being built by Hampshire County Council.

As the Trust has taken on a member of staff using extra support from Arts Council England South East it has meant a huge improvement in the visibility of Making Space with new exhibitions and workshops through Havant. The findings of the Craft Outreach Officer are informing the plans of the company as she is discovering that there is huge interest in the crafts in the residents and so the priority disciplines are to be textiles, ceramics and jewellery for the focus of the organisation.

In the current year, 2004/05, the board has again been applying for funding to start its own programme of craft workshops so as to engender a sense of anticipation and excitement that the facility will be created in the summer of 2006. This funding will also help with the kitting out of the facility. Hampshire County Council is managing the building project with a view that it will then lease it to the LPCI Trust.

In 2005/06 the Trust is expecting to gain charitable status which will assist in the fundraising as well as the running costs. New board members are being sought which will bolster the capacity of the company to deliver its ambitions. Making Space is looking to employ two new staff during the year who will then be in place to open the facility in the summer 2006.

Financial Information (for the whole company)

Comments by Officers:

The LPCI Trust has begun its work in Leigh Park with the appointment and successful start of its single member of staff. It is already having a large impact on the arts scene of the estate and the town and this needs supporting as is such an innovative project. The Trust is working well in defining the programme for the facility which Hampshire County Council is building in Leigh Park. This funding will allow the board to establish itself to start the programme quickly in 2005 and assist it to build a floating fund to get it through the difficult first years. No inflation has been added to the recommended funding because the Trust, due to unforeseen difficulties, has been much slower to start up.

Recommended conditions to be attached to the funding:

The funding should be provided to the Trust for it to establish itself and the foundations of the programme for the new Centre on the condition that the design of the building is approved by the Leigh Park Single Regeneration Board in early 2005.

ArtSway Sheet 15

Applicant Mark Segal, Director,

ArtSway, Station Road,

Sway, Hampshire

ArtSway is a major visual arts venue in the New Forest which opened in 1997. It has done so well that it recently attracted an increase to its funding from Arts Council England South East of £36,000. This effectively consolidates project funding it has been receiving for a number of years. This means that the company can now plan with more certainty and put staff onto proper contracts with a measure of comfort that funding will continue for the next few years at least.

ArtSway has established an excellent reputation for nurturing and supporting artists in the development of new work and sharing that process with audiences. ArtSway is keen to further develop this area of practice and extend its programme to include international artists. The residency programme is unique within the contemporary visual arts in the UK, offering artists an opportunity to develop new work and present that work with the support of a professional organisation.

The organisation monitors its work with three indicators namely the number of attendees, the number of workshop participants and the actual number of workshops that it organises. In the past two years the results have been:

The organisation is planning on buying the land on which it is based and is looking to its funding bodies in the first place to see if they might support the idea - See Agenda Item ?? .

Financial Information

Comments by Officers:

ArtSway is a major visual arts organisation in the county which merits its place within the revenue funded organisations supported by the County Council. For this reason it is proposed that it is moved from the Programme list to the Revenue list. The organisation is worthy of its place in the list as it maintains a very high standard of arts exhibitions and it is well regarded by the schools of the Forest which buy into the education programme.

Recommended conditions to be attached to the funding:

The funding should be provide to the ArtSway board for it to continue its high quality programme of arts exhibitions and participatory programme associated with it.

Winchester Gallery Sheet 15

Applicant John Gillett, Director

The Winchester Gallery, Park Avenue,

Winchester

The Winchester Gallery is situated within the Winchester School of Art, part of Southampton University, on Park Avenue in the centre of the city of Winchester. The facility is not large but has a single L shaped space in which a number of notable exhibitions are held each year. It has large windows facing east and north allowing a mixture of natural and artificial light to play on the exhibits. It has enough space for a number of three dimensional objects to be displayed. The Gallery is also the base for WING Projects which is the touring exhibition service for the south east region. These exhibitions tour to schools, colleges and arts centres many of which are in the county.

The main purpose of the Gallery is to develop the audience for contemporary visual arts in central Hampshire. The programme also includes crafts and a large educational programme for adults and children alike.

The indicators used for monitoring the work of the Gallery are the number of exhibitions organised, bookings secured for the tours and partnerships arranged.

In 2005/06 the Gallery is looking to work with Fotonet as a priority developing its photographic work. The Gallery would like to work with the County Council in its ambitions for the development of the visual arts in the city, particularly with regard to the new Cultural Centre and its role in the city. Although the Gallery is funded by the University it has not previously had a large research role and it is looking to change this in the next twelve months. They hope to have a new website working in the summer and the impact of Fotonet joining the Gallery is to managed.

Financial Information

Comments by Officers:

The Winchester Gallery is a very well organised facility with a large local following and a very good relationship with the educational sector.

Recommended conditions to be attached to the funding:

The funding should be provide to the Gallery to provide a first class exhibition programme for Winchester and for the tours to schools and colleges.

The Anvil Sheet 16

Applicant Christine Bradwell, Chief Executive,

The Anvil Trust Ltd., Churchill Way,

Basingstoke, Hampshire

The Anvil is the major touring facility serving the north of the county. It was built by the Basingstoke and Deane Borough Council in 1994 to represent the major ambition of the Council to make it a centre for culture for the county and beyond. It was created as a concert hall principally though there are multi purpose elements in the construction to allow for alternative uses. Although the programme is very wide it does specialise in music events both popular and classical. It can seat 1,060 without an orchestra pit reducing to 992 with one. The smaller space, called The Forge, can seat 120 people.

The main aims of the Trust are to provide opportunities to hear, create and perform-great music live.

The Anvil uses the indicators of financial monitoring through quarterly management accounts, total admissions/target admissions and through the Annual Service Level Agreement with the Borough Council.

In 2005/06 the most significant event for The Anvil will be the closure of Festival Hall on the South Bank of the Thames, London from June 2005 until spring or summer 2007. This gives The Anvil a unique opportunity to strengthen the classical concert series in conjunction with the Philharmonia Orchestra and Classic FM. Using the Great Music of the World Fund it is anticipated that the series will grow to a maximum of 20 concerts during this period. The particular audience development focus will be on bringing people down and up the M3 corridor.

Financial Information

Comments by Officers:

The Anvil Trust is well managed. The facility attracts people from all over the county to its high quality classical music programme and its popular music shows alike. As regards its service to the public it is well worth funding at the level recommended.

Recommended conditions to be attached to the funding:

The funding should be provided to the Trust for it to continue with its programme of music for the population of the town and region of Hampshire.