Hampshire County Council

Executive Member - Recreation and Heritage Item 7

19 January 2006

Support for Independent Arts Organisations 2006/07

Report of the Director of Recreation and Heritage

Contact: Janet Mein Ext. 5468

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 2006/07, and the recommendations in this report are subject to the approval of that budget by the County Council. The base budget for Support for Independent Arts Organisations is £861,000 which does include an allocation of 2.5% for inflation. Recommendations listed in Appendix 1 amount to £842,100 on the basis that a sum of £35,000 is to used from the Policy Fund to support The Making, formerly the MOMC Trust, and the Leigh Park Crafts Initiative Trust. The remaining £18,900 will be split between Project Grants (£10,900) and the proposed 2006/07 Year of Sculpture for Winchester (£8,000).

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.

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 Corporate and Cultural Strategies. 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, subject to sufficient funding being available in the approved 2006/07 budget.

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

Detailed grant application forms Arts Service, Mottisfont Court Appendix 1

Revenue Partnership Funding for Independent Arts Organisations 2005/06

		Funding for 2005/06	Funding requested for 2006/07	Funding recommended 2006/07
		£	£	£
1.	SHIPS Members' Arts Forum Joint Investment Fund with Arts Council England	60,000		60,000
2.	Bournemouth Symphony Orchestra	172,148	176,451	172,000
3.	Haymarket Theatre, Basingstoke	64,114	65,677	64,000
4.	Nuffield Theatre, Southampton Nuffield Theatre, Education work Nuffield Theatre, rental assistance	5,685 29,520 10,000		5,000 30,000 5,000
5.	Salisbury Playhouse	5,680	5,850	0
6.	Theatre Royal Winchester	102,500	105,575	105,000
7.	Forest Forge Theatre Company	50,685	51,952	52,000
8.	Proteus Theatre Company	47,050	48,226	48,500
9.	Havant Arts Centre	98,600	104,189	105,000
10.	Fairfields Arts Centre, Basingstoke	45,150	46,505	46,500
11.	Hampshire Dance Trust	22,306	28,999	27,000
12.	TAPS, Traditional Arts Projects	14,350	17,000	6,000
13.	Hampshire Sculpture Trust	33,775	34,619	24,000
14.	The Making	20,000	20,000	15,000
15.	Making Space	20,000	33,000	33,000
16.	ArtSway	8,200	15,000	15,000
17.	Winchester Gallery	4,100	10,000	4,100
18.	The Anvil	25,625	26,265	25,000
	Totals	839,488		842,100

Year of Sculpture 8,000

Project Grants 10,900

Total 861,000

Appendix 2

SHIPS Members' Arts Forum Joint Investment Fund Year 3

Applicant Janet Mein, 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 (JIF). Using the four agreed priorities ('engaging young people', healthy communities', 'vital neighbourhoods' and 'the creative economy') seven projects were agreed for JIF. The fund is managed and monitored by the Members' Forum, attended by elected Members from the local authorities of the sub region. The members make decisions on the projects and receive regular reports on progress.

The design of JIF is such that the work is undertaken by Arts Officers of the sub region. Steering groups meet regularly to manage the individual projects. The seven projects agreed in year one of this three year partnership are progressing and delivering successfully. They are:

1. Research in the Economic Impact of the Arts

The overall purpose of the project is to enable the JIF partners to have a greater understanding of the impact of public cultural investments, both on the economy and under social impacts too. After some mentoring, a revised brief has been created for a consultant to undertake usable, trustworthy research. The results hope to inform policy at a local authority level, provide input into regional plans (such as the Regional Economic Strategy), add information to assist funding decisions and make clear our understanding of the value of the cultural sector.

2. Open Arts Programme

The main ambitions of this project were to raise the profile regionally and nationally of the artistic community in Hampshire & the IOW and to further develop partnership working between Hampshire Artists, local authorities and the local artist community to highlight the creative talent and economic impact of artists' studios. Having made improvements to more immediate issues, the JIF partnership feel a more strategic, objective and developmental study is needed on the future of open arts in Hampshire, in order to take it to a higher level and to improve opportunities for artists and craft makers in Hampshire. A consultant has already begun work and so year three is looking very promising for this project.

3. Health and Arts Development

Research in this area revealed a less developed field in this county, than in other regions, despite the existence of some well-established agencies in parts of Hampshire. The project wishes to see a new County-wide resource, set up in 2006 on a Pilot 12-month basis, to develop arts-in-health projects in collaboration with PCTs and health professionals.

4. Public Arts Advocacy

This project aims to address the ongoing concerns arts professionals have over community regeneration programmes, partnership working, the role of public art in urban renewal and how the arts contribute to local distinctiveness and promote cultural diversity. Eight public art projects ranging from major regeneration programmes to a series of professionally targeted seminar programmes have been developed and are currently being delivered in two phases. The JIF funding has opened the door to other matching and partnership funding. A further £500,000 has been identified or earmarked to develop and ultimately deliver projects in each of the 8 member authorities.

5. Young People's Dance

Hampshire Dance Trust has been managing this programme. There are many elements to this project, including a boys dance programme, a youth dance company for Northern Hampshire, a dance leaders community training course, a Big Day of Dance and a youth dance conference scheduled for March 2006. The JIF Dance project finishes after the conference, but they are pleased to confirm that Hampshire Dance have committed to continue the initiatives of this project, post JIF.

6. Youth Music Programme

This project was investigating current provision of live music making opportunities for young people in the area, networks for young bands and opportunities for performers. Consultants were brought in to carry out the research and with their findings now in, the project is gathering momentum. The project will spend the next year focussing on supporting existing facilities, develop relationships and implementing some new initiatives.

7. Mobile Media Resource

Consultants Imagemakers were commissioned to review current provision within the region and then to develop a strategy to increase access to this provision, for the community. Their research found that little is known about local facilities, user groups and the accessibility of training and equipment. It is the ambition of this project to now act on its findings by developing a partnership network group, carrying out marketing activity, increasing training opportunities and developing pilot projects.

Comments by Officers:

This Joint Investment Fund is a new way for the district and unitary councils of the sub region and Arts Council England South East to work together in partnership. It took time to establish, but is now on firm ground, delivering on its objectives and recognised by Arts Council England South East as a model of good practice for their ambitions. The funding model for the project is as follows. In each year of the project HCC contributes £60,000, Districts £17,823, unitaries £34,000 and ACE £35,000. The partnership secured a further £84,000 through the Arts Council's Grants for the Arts awards to complete the pilot. Total JIF investment over three years will be £524,169.

Recommended conditions to be attached to the funding:

Funding of £60,000 to be provided for Year 3 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.

Amount Requested: £60,000

Amount Recommended: £60,000

Applicant	Bournemouth Symphony Orchestra	Date:	19 January 2006
	Anne Dolan, Head of Government Liaison	Ref:	HOG1195 / 06071496
	Bournemouth

History

The orchestra's geographical remit covers the South East and South West of England. One third of its activity takes place in South East region as it is funded by the authorities of Hampshire County Council, Portsmouth City Council, Southampton City Council, Basingstoke and Deane Borough Council, Test Valley Borough Council and New Forest District Council. (The orchestra has service level agreements with this group of authorities through which regular monitoring and evaluation of every aspect of its activity is carried out). The orchestra is an RFO of the Arts Council England.

Vision

The BSO is a symphony Orchestra of national and international standing, with a proud tradition of more than 100 years of music making. Our home is the South and South West of England.

Mission

- to offer all audiences the opportunity to enjoy vibrant performances of live Orchestral music.

- to inspire people of all ages and communities to enjoy and take part in live music making and musical events.

Activity

Key Objectives 04/05: (last full year)

· To deliver SHIPS SLA - 8 concerts in Hampshire, 11 concerts in Portsmouth and 4 concerts in Southampton.

· to programme the three major Stravinsky ballets and develop complimentary programmes and activities around this

· to undertake a silent film project based upon a Charlie Chaplin film

· to develop a range of repertoire from classical through to late 20^th century

· to develop relationships with key conductors

· to increase the national and international profile through recording projects with the principal conductor and explore the orchestra's own self-record label

Key Achievements 04/05:

· 105 symphonic concerts including the 9 key venues. (Inc. Basingstoke, Southampton

and Portsmouth, also produced 4 concerts in Winchester)

· The education delivered over 400 education workshops in schools, community centres,

hospitals and museums.

· Performances of ensemble concerts were given in various counties including Hampshire.

· A Composer-in-the-House was appointed

Significant events of 04/05:

· The continued development of audiences in the orchestra's key venues (inc. Hampshire)

· A substantial increase has been achieved in audiences in Basingstoke

· Little deviation to the financial projections contained within the business plan.

· The orchestra's access scheme for the under 18's has resulted in over 1200 people attending concerts in the 04/05

Key objectives of 05/06: (Current year)

· to celebrate the centenaries of Mozart and Schumann

· to undertake a project of composers associated with the South West of England

· to develop a range of repertoire from classical through to late 20^th century

· to increase the international profile of the Orchestra with the delivery of an international

touring project (projects under consideration include Prague, Japan and Germany).

· to develop a relationship with a Composer-in-the-House through a partnership with the PRS Foundation

Progress on 05/06 objectives:

On track to achieve stated objectives. Interim achievements:

· Planning has commenced on the Mozart Festival (Winchester 2006).

· The orchestra toured to Prague as part of Prague International Music Festival

· The orchestra has also undertaken a tour to Germany

· The orchestra's recording profile has continued to increase - it is now acknowledged as one of the most recorded orchestras in the country.

· The South West Composers Project is also confirmed.

Key Events 05/06:

· Recent changes in BSO's management structure have included the introduction of a Human Resources element as part of a senior management role.

Key objectives of 06/07: (New financial year)

· to continue the cross-season Mahler series

· to feature new and unusual repertoire with composers such as the Orchestra's Composer-in-the-House and composers of particular interest to the Principal conductor

· to undertake an opera project with the Principal conductor

· to undertake international tour to either the Far East or America

· to continue BBC broadcasting agreement or broker a new relationship

Predicted Significant events for 06/07:

· Review pattern of activities for next five years

· Development of Education portfolio

	2004/05 actual		2005/06 estimated
	No. Performances	Attendance	No. Performances	Attendance
Professional Performances
Classical Music	24	26,686	24	tbc
Outdoor Concerts	4	11,542	-	-
Workshops/ Lectures	348	10,440	231	6,930

Financial information

(1): 04/05 Programme Activity Income & Expenditure includes two fundraising concerts. The gross income of these was in the order of £300,000 and costs at £200,000. (2): Other Income, includes Recordings and Broadcasts. Risk Factor as it is unconfirmed whether the BBC will renew the broadcasting agreement for a further year. Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity (1)	2,341,000	1,882,000	1,975,000
Other earned (2)	2,706,000	964,000	479,000
Grants
- HCC Revenue	167,950	172,148	176,451
- HCC Project	5,000	5,000	5,000
- Revenue Grant	534,058	483,852	486,549
- ACE SE (Core Funding)	2,242,000	2,380,000	2,445,000
- ACE SE (Recovery)	36,000	-	Other: Sir Dan Godfrey Endowment Trust/ Charity Funds -
- Other Grants	-	36,000	53,000
Total	5,953,008	5,486,000	5,620,000

Expenditure
Staff & Admin	3,637,000	3,617,000	3,691,000
Premises	75,000	77,000	79,000
Programme activity (1)	2,002,000	1,792,000	1,850,000
Other	-	-	-
Contribution to reserves	239,000	-	-
Total	5,953,000	5,486,000	5,620,000

Comments on Surplus/Deficit

The orchestra is building a reserve. Any amount over the agreed limit of transfer will be invested in the Sir Dan Godfrey Endowment Fund, which provides for long term revenue income.

Income Total	5,953,008	5,486,000	5,620,000
Expenditure Total	5,953,000	5,486,000	5,620,000
Total Surplus/Deficit	8	0	0

Reserves
Total reserves c/f	1,652,000	1,652,000	1,652,000

Meeting Hampshire County Council's aims and objectives
Corporate Strategy

The BSO supports the overarching aim of developing the quality of life for everyone, through its artistic and education/community programme, feeding primarily into the key aims of maximising life opportunities, achievement of economic prosperity and building strong and safe communities. In particular working with Hampshire Music Service in provision of national curriculum based projects to Hampshire Schools and including provision of tea dances at community centres for elderly/day care groups. BSO's work with HMS also includes instrumental tuition for targeted schools in Hampshire encouraging young people to learn a musical instrument.

Cultural Strategy and Departmental Priorities:

The BSO will support the Council's Vision contained in the Cultural Strategy by

· continuing to work in partnership with Hampshire local authorities

· Supporting the use of departmental venues for BSO events where possible

· Working with the council to promote community initiatives encouraging social interaction and participation through BSO events - i.e. development of the Staunton Country Park project and concerts at Royal Victoria Country Park.

Collective audience attendance at BSO performances in Hampshire in the 2005/6 season is expected to exceed 55,000. Participants in BSO's education and outreach programme across, both Hampshire Music Service curriculum based work and work in Portsmouth, Southampton, Basingstoke and the Test Valley area is anticipated to exceed 10,000 in the 2005/6 period.

Profile of audiences attending BSO concerts is made up of a cross-section of age ranges. In particular BSO's outdoor concerts are viewed as a major audience development tool being attended by approximately 50,000 people across the South and West region (over 20,000 of which is made up of Hampshire audiences).

Comments

The BSO SHIPS SLA has no hard outputs but rather works on the basis of a break even position relative to grants and income using an agreed set of scale of charges. In 2005/6 the SHIPS SLA ( 8 concerts in Hampshire, 11 concerts Portsmouth, 4 concerts Southampton) was funded by HCC plus £44,250 (Portsmouth) £14,200 (Basingstoke and Deane) £10,000 (Southampton) £5583 (Test Valley) £615 (New Forest DC) These are 04/5 figures

IN 06/07 the proposed programme is 11 Concerts in Hampshire (5 Basingstoke, 5 Winchester, 1 Test Valley), 12 concerts in Portsmouth and 3 concerts in Southampton.

In addition there is considerable education activity which attracts an additional investment from each (Education) Children's Services. Est. £10,000.

There is no doubt that the BSO is a highly professional organisation which, over the last few years, has managed to build up considerable reserves. However, the County Council's grant to the BSO is the second highest local authority grant to the orchestra (only £5,000 less than Bournemouth Council's grant and three times higher than Dorset County Council's grant) and takes up over 20% of the arts revenue grants budget. This appears to be disproportionately high and, because of this, the BSO funding will be scrutinised by the Recreation and Heritage Policy Review Committee during 2006/07. It is recommended that the grant to the BSO for 2006/07 is kept at the same level as for 2005/06 and the BSO are warned that the funding from the County Council for 2007/08 and beyond is being examined and may well be reduced from 2007/08 onwards.

Amount Requested £176,451

Amount Recommended £172,000

Recommended conditions to attach to funding

Applicant	Haymarket Theatre	Date:	19 January 2006
	Zoe Curnow, Chief Executive	Ref:	HOG / 06071489
	Basingstoke

History
The Haymarket is a 454 seat theatre situated in the historic Top of the Town. The site on which it stands has been a place of public entertainment since 1900. The Borough Council has been closely involved with the developments of the current theatre and its predecessors over the years. The theatre has a long history of community participation and support - in the form of the Haymakers. The Haymarket is an RFO of ACE.

Vision

To transform the Haymarket, Basingstoke into a nationally-recognised artistic powerhouse, generating exciting theatre and exploiting a wide range of creative partnerships.

Organisation Aims: (2005/08)

· to establish the Haymarket as an exciting venue for new writing and new theatre

· to exploit our easy accessibility from London, attracting metropolitan artists, management and critics to share in our work and vision

· to increase the frequency and attendance of our loyal customers and attract new audiences

· to encourage all our staff to explore their potential through a culture of training and professional development

· to provide opportunities for members of our community to get involved in the work of the theatre

· to work closely with the local and regional authorities and other arts organisations to promote theatre as a core element of the cultural and educational life of the region

· to promote Basingstoke as a major player in the arts

Activity

Key Objectives & Achievements 04/05: (last full year)

· Produce work of a high quality within the financial restraints of the organisation.

· -The Communication Cord, The Canterville Ghost and The Beauty Queen of Leenane all produced within overall budgets with good to excellent reviews and audience feedback.

· Explore working in partnership with other local arts providers - consider the feasibility of a community/youth project partnership in Summer 2005. -Road Rage August 2005, in partnership with Proteus and Milestones. Also consulted with other venues regarding youth theatre provision - Haymarket Youth Theatre will become a group for 14-25 year olds over the next 2 years so the members of Fairfields and Central Studios Theatres can graduate into the Haymarket Group.

· Exceed box office targets across the season and achieve targets for individual productions within a +/-10% margin. -not achieved as total variance on 04/05 was -£6,000. 10 out of 33 (30%) of professional productions achieved target within +/-10%.

· Set realistic box office targets and control costs within budget.-financial year achieved a £6,000 surplus.

· Approve and distribute revised staff handbook, review standard terms and conditions of employment, initiate a staff appraisal programme. -achieved.

Significant Events 04/05:

· Major year of restructuring the organisation as part of producing a three year Financial Plan to trade out of deficit by March 2007 including promotion of Zoë Curnow to Chief Executive.

· Recruitment of Artistic Director and Head of Marketing

· Creation of new Strategic Plan to encompass aims of Financial Plan and drive the organisation forward artistically.

· Restructuring of admin/marketing/sales/front of house/finance departments.

Key Objectives/Achievements of 05/06: (Current year)

· Present 2 new plays each year

· Tour Haymarket productions nationally

· Work in Partnership with established touring companies, Proteus Theatre and other local organisations

· Develop programme for young people

· Set and exceed box office targets and develop audience development strategies.

· Generate surplus and clear accumulated deficit

· Engage in Board development activity.

Significant Events 05/06:

· seeing a steady increase in new audiences, up to nearly 20% for some productions.

· introducing online booking in October 2005, achieving 2.3% of sales for that first month online of which 65% are new audience.

· planning a four way co-production of The Return to the Forbidden Planet in April 2006 followed by a national tour, all of which has been produced by the Haymarket.

· the Haymarket will hear the result of the Arts Council Review of 2005 in March 2006 and know its subsequent effect on the Haymarket's funding.

Key objectives of 06/07: (Next year)

As for 2005/06

Predicted Significant events for 06/07:

· by March 2007 we will have cleared our accumulated deficit as per the Financial Plan, £140,000 cleared in just 2 years with no additional funding.

· a new chief executive will be in post to replace Zoë Curnow

· depending on the Arts Council Review, if the funding were to increase or decrease, this would have a significant effect on the Haymarket: a working group of the Board has been formed to consider this issue in terms of risk management.

· we are planning a major co-production with Solent Peoples Theatre which would then tour nationally from the Haymarket.

We target a broad cross section of both audiences and participants from across Basingstoke & Deane and North Hampshire. One of our aims is to both increase the frequency of attendance of our loyal customers whilst also attracting new audiences. Our audience development work in partnership with AMH has shown that we need to target our resources more within Basingstoke rather than focus on reaching further a field.

	2004/05 actual		2005/06 estimated
	No. Performances	Attendance	No. Performances	Attendance
Professional Performances
Theatre (inc. Pantomime Musicals)	190	48,406	206	42,670
Opera	2	363	3	242
Music (Jazz)	-	-	1	200
Dance (inc. Ballet, Contemporary)	2	669	3	543
Light Entertainment	13	3,586	7	1,000
Literary events	3	370	1	91
Children's Events	22	5,760	14	1,700
Amateur Performances
Theatre	26	7,154	38	10,565
Dance	6	1,351	9	2,482
Music	8	2,435	4	862
Workshops/ Lectures	6	650	-	-

Financial information

Programmed Activity - Costs and Income: significant differences on programmed activity due to 3 budgeted co-productions which increase the turnover in this area in 2006/07. Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	575,559	491,650	720,700
Other earned	107,090	111,983	115,865
Grants
- HCC Revenue	62,550	64,114	65,677
Other: Arts & Business, Double Your Money. VAT: The 2005/06 figure for VAT is higher than 2006/07 as we have received £14,000 repayment from Customs due to cultural exemption. - Basingstoke & Dean Borough Council (R)	396,551	406,465	416,626
- ACE SE (Core)	256,250	262,656	269,223
- Other Grants	1,500	-	-
Other (VAT Surplus)	6,331	20,171	6,000
Total	1,405,831	1,357,039	1,594,091

Expenditure
Note: In Kind Rent free premises - £121,000 from Basingstoke & Deane Borough Council Staff & Admin	728,340	700,811	715,954
Premises	97,430	96,500	99,000
Programme activity	574,044	506,136	692,185
Other	-	-	-
Contribution to reserves	6,019	53,592	76,720
Total	1,405,833	1,357,039	1,583,859

Income Total	1,405,831	1,357,039	1,594,091
Expenditure Total	1,405,833	1,357,039	1,583,859
Reserves/Deficit: The effect of the financial plan that was approved in 2004 aims to clear the deficit by the end of March 2007. Total Surplus/Deficit	(2)	0	10,232

Reserves
Total reserves c/f	(136,897)	(83,305)	(6,583)

Meeting Hampshire County Council's aims and objectives

(Corporate Strategy, Cultural Strategy and Departmental objectives)

Maximising Life Opportunities: Through actions relative to Young People and Lifelong Learning" in

detailed strategic plan.

Stewardship of the Environment: The Haymarket provides a high quality cultural asset for the county, the only producing theatre in the administrative county of Hampshire. Currently awaiting planning permission and listed building consent to carry out restoration works to the frontage of the theatre, one of the major listed buildings in Basingstoke.

Achieving Economic Prosperity: As a major cultural and entertainment attraction, the Haymarket is a significant factor in attracting business to the region, plus a large employer.

Building Strong and Safe Communities: The Haymarket is a community theatre with over 80 volunteers active in the organisation and a major programme strand of performances by local community groups The Haymarket Youth Theatre and Summer School (in partnership with Proteus and Milestones) provide challenging activities for young people.

Services for Young People: The Haymarket offers concessions for young people to all professional events. The Haymarket also provides a venue for a wide number of local community groups involving young people.

Services for Old People: The Haymarket offers concessionary rate to people over 60 and registered disabled for all professional events, plus access to standby tickets from half an hour before the performance. We also run a very popular matinee club where patrons qualify for free parking.

Raising Educational Attainment: The Haymarket runs a popular work experience programme offering more than 30 placements a year to young people seeking experience of the theatre. We also provide support to students (of all ages) in further education through structured work placements.

Comments

The Haymarket has had a troubled financial and artistic history over the last 5 -6 years but has retained the support of the funding agencies in this time, particularly the Borough Council which has provided additional support in difficult times. It is still not yet on a secure footing although considerable strides have been made in management capacity at both staff and board levels. The resignation of the Chief Executive in October 05 and the failure to recruit render the organisation managerially fragile.

The Haymarket is currently under Peer Review by Arts Council England. The outcome of this review will inform the levels of investment that ACE makes in the Theatre. The development of a joint approach to funding the Haymarket with the other funders is important in the future so a similar grant to 2005/06's grant is recommended for 2006/07.

Amount Requested £65,677

Amount Recommended £64,000

Recommended conditions to attach to funding

The grant is paid quarterly at the discretion of the Director of Recreation and Heritage.

Applicant	Nuffield Theatre	Date:	19 January 2006
	Kate Anderson, Administrative Director	Ref:	HOG1197 / 06071516
	Southampton

History

The Nuffield Theatre has been operating as an Independent Trust since 1982 and is based at the University of Southampton. The Company produces and presents work for adults and children, on varying scales, in the main house, in the studio and on tour to theatres, schools and other non theatre spaces. The Nuffield Theatre is a Regularly Funded Organisation of the Arts Council England.

Vision

Our vision is to produce theatre that is intelligent, emotionally perceptive, light on its feet, contemporary in style, and as enlivening as possible for a wide audience. We will help artists and other people to develop so they may express and/or enjoy this vision.

Key aims of the Business: The aim of the new Business Plan is to create a solid platform from which the Nuffield can thrive in the future, supporting and exploiting our award winning artistic work, increasing our resources, consolidating the developments of the last two years and achieve sustainable developments for the future. To achieve this aim we will focus on four key areas.

· The delivery and exploitation of our work

· Building and developing our audience

· Increasing our profile

· Increasing our resources

Activity

Key Objectives & Achievements 04/05: (last full year)

· Gain a debt mitigation grant from ACE -Debt mitigation grant of £87k received, plus a surplus of 8,828 on the year

· Write a new strategic Business Plan.- A new artistic policy document of a new draft strategic three year plan are in place.

· Plan the development and refurbishment of the front of house.- Development planned and Phase One, paid for by the University, took place in summer 2004

· The core performance and participation objectives have been achieved

· 2 Hampshire Youth Theatres- Achieved.

· Develop a Studio programme.- Programme developed. In addition a new programme of visiting companies was introduced for the first time in 2004, extended into 2005.

· Continue the `new' Writers Group - Achieved

· Refocus the vision for the children's and young people's work.- Achieved, includes introduction of work for secondary school pupils

· Programme three events targeting Asian audiences with Art Asia. - Achieved

· Complete the New Audiences/Participants strategy in consultation Art Asia and Arts Marketing Hampshire. - In development

Key objectives of 05/06: (this financial year)

· Develop the mixed core programme-Our `new' programme is now well established.

· Establish new co-productions. - Romeo and Juliet was produced with The Arundel Festival and will tour to Barbados in March 2006.

· Set up opportunities to tour work to other venues. - The Weir toured to two mid-scale venues alongside its small scale tour.

· Continue a new strand of touring work specifically for secondary schools Two small scale companies each produced one piece aimed at primary schools and one aimed at secondary schools.

· Continue South Asian strand of the programme. Two projects planned for spring,

· Work with Arts Marketing Hampshire to gain funding to support the adoption of the Audience Builder scheme at The Nuffield. - In progress

· Complete research into developing Asian audiences k programmed for spring 06

· Progress Phase Two of the Nuffield front of house development. - Ongoing

· Developing relationships with important theatres/companies in London and nationwide.- We have just co-commissioned a new play with Hampstead Theatre.

· 1 Hampshire Youth Theatre- Achieved.

Significant events 05/06:

· New co-production relationship with Arundel Festival and also with Hampstead theatre

· The Open Day, which introduced 1,000 people to the Nuffield's work.

· The development of programming relationships with the Gardner Arts Centre and Oxford Playhouse

· Being accepted as the regional centre for Shell Connections national youth theatre project from next spring.

Key objectives of 06/07:

· Deliver core programme

· Establish new co-productions and/or co-commissions and develop opportunities to tour internationally

· Explore the options of co-producing with an Asian theatre company and continue

· Develop the Writers Group

· Consolidate the recent changes in the delivery of Hampshire Youth Theatre.

· Complete capital fundraising to allow for Phase Two of the Front of House development.

· Work with Arts Marketing Hampshire to develop of the Audience Builder scheme

· Complete our plan to sustain our Asian programming

· 1 Hampshire Youth Theatre and be the regional host for Shell Connections

Predicted significant events 06/07:

· To move forwards with the developments planned for 2005/06 which had to be delayed

· Our first year as host venue for Shell Connections national youth theatre project

· A new relationship with Hampstead Theatre through co-commissioning a play.

· Success in gaining a Trainee Director funded externally.

· Phase two of the front of house development.

	2004/05 actual		2005/06 estimated
	Performances	Attendance	Performances	Attendance
Professional Performances
Theatre	208	41,488	204	43,722
Light Entertainment	3	759	6	2,201
Literary Events	5	906	4	733
Children's Events	54	4,348	45	4,351
Pyro display at Open day	-	-	1	260
Touring Main House work	41	7851	9	2,200
Touring small scale work	113	14760	142	18,547
Amateur Performances
Theatre	46	10,794	41	9,049
Youth Theatre	10	1,656	6	1,062
Workshops/ Lectures	46	608	45	1,555

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	480,807	478,179	480,700
Other earned	97,603	85,287	110,366
Grants
- HCC Revenue	44,350	45,205	46,261
- HCC Project (Youth)	14,900	13,900	14,317
- Southampton CC (R)	226,095	231,811	238,763
- Southampton CC (P)	3,000	-	-
- Portsmouth CC	5,000	5,000	5,000
- ACE SE (Core Funding)	531,873	545,169	560,161
- ACE SE (Annual Development)	5,011	7,355	8,000
- ACE SE (Debt Mitigation grant)	87,000	-	-
- University of Southampton	134,750	141,200	144,700
Total	1,630,389	1,553,106	1,608,268

Expenditure
Staff & Admin	772,938	778,183	830,620
Premises	122,926	111,866	116,048
Other: Marketing and Contingency Programme activity	489,914	517,213	510,650
Other	148,783	160,146	150,950
Contribution to reserves	95,828	-	-
Comments on Surplus/Deficit: The company has paid off £136,000 since 2003. the remaining deficit of 19,000 will be repaid over the next few years. Once this is done the company is planning to accrue the equivalent to six months operating costs. The contribution to reserves covers the ACE debt mitigation and the surplus in the years activity of £8,828. Total	1,630,389	1,567,408	1,608,268

Income Total	1,630,389	1,553,106	1,608,268
Expenditure Total	1,630,389	1,567,408	1,608,268
Total Surplus/Deficit	0	(14,302)	0

Reserves		(19,100)	(33,402)
General reserves c/f	(19,100)	(33,402)	(33,402)

Meeting Hampshire County Council's aims and objectives
Corporate Strategy:

Maximising Life Opportunities: Performance and participation activities enrich people's experiences. The children's and young people's productions and participation activities are accessible to all, Raising awareness of cultural diversity through our performance and participation programme.

Achieving Economic Prosperity: The Company offers developmental training for local businesses and being a tourism destination.

Building Strong and Safe Communities: The participation work that the Nuffield offers.

Cultural Strategy:

Encompass the region's shared memory, experience and identity; the programme is regionally distinctive as this is fundamental to our ethos. A significant part of the programme encompasses a range of more minority interests.

Support the excellent as well as encouraging wider and more inclusive participation; through excellent theatre and participation projects that provide for both the development of excellence and for inclusively at any level.

Value the traditional as well as the experimental; through the programme mix.

Emphasise lifelong learning and release individual creativity; tours children's and young people's productions to schools. Access for disabled people to both performances and participation activities, and our mixed cultural programme.

Events in department facilities; increasing the amount of work that takes place in non-theatre spaces in the region including libraries and site specific work.

Countering social exclusion, Working with educational institutions, and Access; access and inclusion are key to all our work, from education projects such as the Saturday Drama Club, to the clarity of Main House work, The Nuffield has twice been award nominated for its facilities for disabled customers, Financial accessibility is guaranteed by providing the regular concessions, access funds to support those who may not otherwise be able to participate in activities, and `Pay whatever' nights.

Comments

The Nuffield is an extremely well run theatre with a lively and inclusive programme of performance and participation. The work with young people in Hampshire (youth theatre and schools tours provide excellence at all stages) is supported by both Recreation and Heritage and Children's Services and should continue to be supported.

The funding mix is currently hypothecated to a variety of activities at the Nuffield including £10,000 for costume storage. The basis of the support for the Nuffield should be refocused on activity that has real impact for Hampshire residents, and it is recommended that the £10,000 grant allocated to costume storage for 2005/06 is reduced to £5,000 for 2006/07 thereby reducing the total grant to the Nuffield from £45,205 in 2005/06 to £40,000 in 2006/07.

Amount Requested £46,261

Amount Recommended £40,000 of which £5,000 is revenue funding, £30,000 for the

Education work in the administrative county of

Hampshire and £5,000 to costume storage.

Applicant	Salisbury Playhouse	Date:	19 January 2006
	Conrad Lynch, Executive Director	Ref:	HOG1198 / 06071504
	Salisbury

History

The current theatre opened in 1976 with the Salberg studio opening the following year. After a successful period, in the 1990s the theatre, along with others across the UK, struggled financially, despite an enhanced profile across the country and abroad. In 1994 the theatre went dark. Since its reopening in 1995 the theatre has gone from strength to strength. The Playhouse is currently running a capital fundraising campaign to develop new facilities for community, education and rehearsal purposes. The Playhouse is a Regularly Funded Organisation of the Arts Council England.

Vision

Salisbury Playhouse aims to create through participation and production, theatre that will inspire, engage and delight for the people of Salisbury, Wiltshire, Hampshire and Dorset.

Achievements of 2004/05: (Last full year)

In 2004/5 the Playhouse received its third and final uplift in funding from ACE, this money was additional funding gained through the theatre review process. The year ending 31 March 05 generated a surplus of £26,162 due to successful artistic programme. 96,739 people attended performances, 5,130 people took part in workshops, Talkouts and Theatre Days, over 150 arts practitioners were involved, the company successfully continued to form new partnerships (with Nottingham Playhouse), won the TMA Best Musical Award 2004 for The Hired Man. In Nov 2004 the Capital Project to build an extension was approved by the board. 65% of audiences came from Wiltshire, 18% from Hampshire, 11% from Dorset and 6% from further-a-field.

Aims for 2005-2008: Increase the company's national profile, Increase the scale of production in the main house, Invest in the infrastructure of the organisation, Invest in the fabric of the building, Nurture artists, actors, directors, designers and creative teams, Continue to increase access to our work and our developing audience.

Key aims for 05/06: deliver core activity including a world premiere, a major tour, and a European premiere. Begin to redefine/develop the role of studio space, Expand the range of `Switch On' performances for young people, Increase participation, Education and Outreach activities, Continue to develop and nurture artists and practitioners, Develop audience and access initiatives, Work in partnership with other regional agencies and organisations.

Key Issues for 05/06: Achieving targets for participation and attendance, Ensuring financial targets are met, Fundraising for the capital project, creating a dedicated Community/Education space and a rehearsal room designed by Tim Foster (due to commence construction in June 06 and be completed March 07).

2006/07 (next financial year)

Programming:

A newly commissioned musical by Howard Goodhall and Joanna Read, A new adaptation of Cat's Eye by Margaret Attwood by Lisa Evans, Tour a main house production during May/June '06, major projects around the pantomime will involve primary and special educational needs schools.

	2004/05 actual		2005/06 estimated
	No. Performances	Attendance	No. Performances	Attendance
Professional Performances
Theatre	357	93,087	336	100,500
Amateur Performances
Theatre	20	1,595	20	2,020
Children's events	21	2,048	42	4,450
Workshops/Lectures	50	5,130	536	7,180

Financial information

Expenditure	2004/05 actual	2005/06 estimated	2006/07 projected
Staff & Admin	899,446	899,990	922,064
Premises	182,254	182,168	193,143
Programme activity	1,216,059	1,474,621	1,470,653
Other	9,233	7,316	7,000
Contribution to reserves	0	0	0
Total	2,306,992	2,564,097	2,592,860

Income
Programme activity	937,534	967,269	960,417
Other earned	375,558	503,397	508,281
Grants
- HCC Revenue	5,550	5,680	5,850
- HCC Project	0	0	0
- Salisbury DC (R)	130,383	130,383	134,294
- Wiltshire CC (R)	80,750	76,710	79,011
- ACE SE (Core)	773,055	792,381	816,152
- ACE SE (Grants for Arts, Touring)	0	61,223	63,060
- Other Grants	0	0	0
Total	2,302,830	2,537,043	2,567,065

Total Expenditure	2,306,992	2,574,181	2,592,860
Total Income	2,302,830	2,552,861	2,567,065
Surplus / Deficit	(4,162)	(21,320)	(25,741)

Release of capital reserve		10,408	The 2004/5 final accounts show The Theatre development fund holding 1,610,208 reserve. 24,000
Deficit Remaining		(10,912)	(1,741)
Reserves c/f	45,309	49,201	38,289

Meeting Hampshire County Council's aims and objectives
The aims of the Participation, Education and Outreach Department include a commitment to counter social exclusion and widen access increased investment in this Department has led to increased staff levels and activity. Increasing local people's access to and participation in Hampshire's cultural opportunities:

· 18,447 of people from Hampshire saw our work last year, representing 18% of our total ticket sales.

· 1,337 students from Hampshire schools attended a performance last year.

· Our "suss it out" scheme provides a "try it for free and see" experience for young people, often socially excluded or disenfranchised..

· All main house productions have an audio described performance and a British sign language interpreted performance.

Training Opportunities

· This year we increased the number of work placements, which included a young person on a year long Gap Year placement, a long term graduate placement, a young person outside of mainstream education who did a placement one day a week for an academic year.

· Our Stage Manager is an assessor for a pilot NVQ equivalent Technical Training and Theatre Studies scheme.

· We are building links with an Alternative Curriculum co-ordinator .

· We are also continuing with our Trainee Youth Theatre Leader Roles (assisting with workshops).

Increasing people's independence and choice whilst protecting vulnerable people.

· Increased number of work placements and encouraging applications from disadvantaged backgrounds and/or with learning difficulties.

· Full child protection policy revue and implementation.

· Continuous child protection policy training through the building.

Comments

The Playhouse is a recurrently funded client of Arts Council England. It is a regional centre for theatre in the South West. It has a clear business plan and presents a high quality programme. Hampshire County Council has made a small revenue contribution for the last decade - approx 0.2% of turnover. It is questionable whether this level of contribution makes any real difference to the operation of the programme or building other than recognising that Hampshire people attend the theatre. In West Sussex, Chichester Festival Theatre is in a similar position and Hampshire County Council does not fund CFT. The County Council has been asking for high levels of information for very little subsidy. This is entirely disproportionate and not a good use of resources for either the theatre in supplying this information or Hampshire County Council staff in processing that information. Discussion should be held with the Playhouse relative to a change of status in the grant relationship to being one where support could be sought for discrete projects which have a demonstrable impact on Hampshire residents.

Amount Requested: £5,850

Amount Recommended: £0

Applicant	Theatre Royal Winchester	Date:	19 January 2006
	Fiona Burn, Chief Executive	Ref:	HOG1199 / 06071522
	Winchester

History

The Live Theatre Winchester Trust was set up in 1998 to operate the Theatre. This is distinct from the Winchester Theatre Fund which owns the building. After refurbishment the building reopened in 2001. The current Chief Executive took up post in November 2004. TRW is currently an RFO of ACE however this will change and the focus will be on development of programme. This process is part of a programme of realignments undertaken by ACE in the last year.

Vision:

To provide a mixed genre programme of professional performances suitable for the wide demographic of Hampshire. To provide a wide range of educational activity including regular classes, workshops, residencies and projects available to young people and specific community groups. To work in partnership with the corporate industry, the artistic industry, Arts Council Education and local authorities.

Activity

Key Objectives 04/05: (Last full year)

· Deliver core programme in line with artistic policy

· Deliver audience development initiatives relative to disabled patrons

· Deliver education and outreach programme

· Deliver programme of added value activities related to the programme.

· To be accessible to the community for its own purposes

Key Achievements / Significant Events 04/05:

· A change in the Chief Executive

· Delivery of core programme as described

· A new Chief Executive

· The depletion of all available reserves

· Continued expansion of the Education department

· Better quality programming

· An under achieving Christmas production

Key objectives of 05/06:

· To continue to improve the artistic quality of the programming

· To maintain low staff turnover

· To source a new Principle Corporate Sponsor to replace arqiva (formally known as ntl)

· To produce the first in house Christmas Production

· Completion of building works to create new offices, a dressing room and crew room/laundry

Progress / Significant Events 05/06:

· The Theatre to date is demonstrating good business and a busy education and outreach programme

· Business performance is ahead of expectation in the main theatre programme.

· Loss of the Corporate Principle Sponsor

· Change in Chair of the Board

· Production of the first in house Christmas Show

· Partial VAT exemption

· 0% staff turnover

· Change in the Chair of Winchester Theatre Fund

According to statistics provided by Arts Marketing Hampshire (amh), 67% of attendances are from within a 10 to 15 mile radius of the theatre. The theatre also draws audiences from Southampton, Portsmouth and the area between Winchester and Salisbury.

Key objectives of 06/07:

The current business plan for the theatre ends in March 2006 - this was the first 5 year plan since opening. The Chief Executive is in the process of developing the plan for the period commencing April 2006. This will build on the theatres successes and take notice of the opportunity provided by new funding arrangements available from Arts Council to plan new programme developments in 06/7.

Activity

	2004/05 actual			2005/06 estimated
	No. of Exhibitions	No. of Days	Attendance	No. of Exhibitions	No. of Days	Attendance
Temporary Exhibitions
Fine art/Sculpture	4	141	Unknown	-	-	-
Photography	3	69	Unknown	-	-	-
Other	3	80	Unknown	5	190	Unknown

N.B: Attendance Unknown, as exhibitions are situated in the foyer space.

	2004/05 actual		2005/06 estimated
	No. Performances	Attendance	No. Performances	Attendance
Professional Performances
Theatre (inc. Pantomime Musicals)	108	26,349	113	28,767
Music (inc. Classical, Opera)	6	1,915	3	977
Music (inc. Jazz, Pop, Rock & Other)	19	5,839	24	6,873
Dance (inc. Ballet, Contemporary & Other)	6	1,351	4	1,203
Light Entertainment	18	5,997	8	2581
Literary events	9	3,711	3	941
Children's Events	16	4,672	19	4412
Other	8	2,202	7	1107
Amateur Performances
Theatre	31	9,028	35	14,000
Dance	1	311	1	400
Music	2	750	15	6,000
Other	5	3,067	9	3,600
Workshops/ Lectures	108	1829	128	2524

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	427,058	535,275	545,900
Other earned	262,048	278,000	294,500
Grants
- HCC Revenue	100,000	102,500	105,575
- HCC Project	-	4,000	5,803
- Winchester CC Revenue	200,000	205,000	211,150
- Southampton CC Project	5,500	10,000	10,000
- ACE SE (Core Funding)	30,750	31,519	33,000
- Est. VAT Recovered	-	30,220	20,000
Total	1,025,356	1,196,514	1,225,928

Expenditure
Staff & Admin	472,768	551,205	562,206
Premises	94,815	122,942	125,948
Programme activity	671,732	473,149	489,669
Other	67,442	44,000	44,520
Contribution to reserves	-	-	-
Total	1,036,757	1,191,296	1,222,343

Comments on Surplus/Deficit

The strategy to reduce the deficit is predicated on: Highly targeted corporate sponsorship (Strategy to be included in the 3 year business plan), Two weeks of `bums on seats' summer season programming to cover additional capital expenditure, Cost cutting on variable costs where possible.

Income Total	1,025,356	1,196,514	1,225,928
Expenditure Total	1,036,757	1,191,296	1,222,343
Total Surplus/Deficit	(11,401)	5,218	3,585

Reserves
Total reserves c/f	(11,401)	(6,183)	(2,598)

Meeting Hampshire County Council's aims and objectives
Corporate Strategy:

Theatre Royal Winchester boasts a programme of award winning educational and outreach activities running from January 05 to May 05. These programmes address and reach areas of deprivation through access to youth provision including activities in Andover, Winnall, Stanmore, Whiteley and Highcliffe. In April 2005 Theatre Royal Winchester took over management of the Winchester Rural Youth Theatre (WRYT) project (please see separate programme funding application) which also addresses youth provision in rural communities. Theatre Royal Winchester provides `front row concessions' on the majority of professional performances for £5 per ticket. This concessionary price is only available to those in receipt of benefits. Concessionary ticket prices are included on all performance ticketing structures.

Cultural Strategy

Theatre Royal Winchester's education and outreach programme supports cultural strategy objectives as does its core function of improving the quality of life of residents in the central belt of the county. Although currently in the early building stages, it is hoped that Hampshire County Council's new Winchester Cultural Centre will be in the library building adjacent to the Theatre and will provide a sizable contribution to events in departmental facilities. Theatre Royal Winchester also enjoys a healthy relationship with The Tower Arts Centre including joint project work and hired rehearsal space for the theatre's 2005 Christmas production.

Comments
Theatre Royal Winchester form part of a key evening economy axis in Winchester. Its redevelopment and re-launch has reached a natural point of change in its lifecycle. The new Chief Executive managed the inherited programme and is now making the artistic programme her own. The change in funding status with Arts Council England provides opportunities to embed the programme development. However it is at this time of change that the theatre requires stability in its other funders to enable it to move forward with confidence.

Amount Requested £105,575

Amount Recommended £105,000

Recommended conditions to attach to funding

This grant is conditional on the City Council granting the Theatre Royal a minimum of £205,000, their grant for 2005/06.

Applicant	Forest Forge	Date:	19 January 2006
	Karen Jeffries, Joint Chief Executive Officer	Ref:	HOG1200 / 06071490
	Ringwood

History

Forest Forge was founded in 1981 working out of Forest Arts Centre. It now occupies a purpose built and Lottery funded base in Ringwood. The company are active participants in the Southern Touring Theatre Consortium, Founder members of Pride of Place Theatre Festival Company and in 2004 were chosen as one of the companies to provide the focus of a national academic research project into the impact of theatre by ACE SE and the Independent Theatre Council. The company is a recurrently funded organisation of ACE SE.

Vision

To create and deliver high quality innovative professional theatre and participatory arts for rural communities. In particular: to make relevant, inspiring theatre, to tour primarily to rural communities, performing predominantly in non-theatre spaces, to deliver an integral programme of participatory work; using drama as a tool for social inclusion and cohesion, to provide a regional resource for the performing arts, to reflect the diversity of the South East region.

Activity

The core business of the company is an annual touring season of approximately 10 months touring a minimum of 3 shows per year, outreach programmes (primarily in the New Forest District) providing bespoke projects and long term projects and work in palliative care and with children and adults with special needs. The core of the company's work takes place in Hampshire with additional work in Dorset and Wiltshire and occasional work elsewhere.

Key Objectives 04/05: (last full year)

· To programme a balanced season of high quality plays

· To tour performances and projects to a wide variety of audiences and venues

· To offer opportunities for the community to express itself and explore ideas creatively through the use of theatre and related activities.

Key Achievements 04/05: The company produced:

5 Touring productions for the elderly, community & primary school children; Commissioned two new

plays; Delivered a youth theatre programme; Held weekly sessions for adults and teenagers with

special needs, patients in palliative care & young people excluded from mainstream education;

Provided production facilities free of charge to emerging regional theatre companies; Provided a

trainee placement for a profoundly deaf stage manager.

Significant events of 04/05:

· The development of cultural diversity within the performance programme.

· Engagement of a community drama worker and expansion of outreach activities.

· Arts Council G4A grant to begin collaboration with Theatre Labrador Newfoundland.

· Engagement of part-time Literary Manager and establishment of a new writers group.

Key objectives of 05/06: (Current year)

· Deliver 4 touring and 1 street theatre production

· Provide regular outreach programme

· Maintaining and increasing support from core funding agencies

· Successful targeting of new sources of funding

· Development of operational base

· Expansion of outreach capacity through new post

· Collaborative work through southern touring consortium, pride of place and third space.

Progress on 05/06 objectives:

· Delivered production and outreach as targets

· The company has undergone a very positive review by the Arts Council England South East and has been issued with a renewed funding agreement for the next financial year .

· Forest Forge has been accepted onto the Arts Council Creative Partnerships programme

· The company has successfully developed new projects in partnership with Connexions and Wiltshire Mental Health Service

· A new bid to the Arts Council International fellowships programme has been submitted for a residency programme for Newfoundland writer Robert Chafe.

· Outreach targets and income have increased due to additional projects and residencies

· Arts development organisation Third Space has provided co-commissioning support for new writing.

Key Events 05/06:

· Artistic Director Sean Aita has been asked to become the UK representative of a new European network of independent theatre companies.

· The company was one of the companies selected as a focus for a new piece of academic research into the social impact of theatre in the UK.

· The company has delivered a major interactive Hip Hop event with young people excluded from mainstream education through its "Out of Joint Partnership Forum". (see enclosed DVD)

· The company has appeared at the Hat Fair Winchester, Salisbury International Festival and The Street of Brighton Festival with a new production using a unique one person theatre-box .

· Introduced sign interpreted performances to complement the audio described performances & experimented with the use of a Portable Loop system.

Key objectives of 06/07: (new financial year)

· Deliver 5 touring productions (including one internations co-production)

· Deliver ongoing outreach programme

· To increase the capacity of its participatory work

· To improve the quality of its text -based work

· To provide opportunities for artistic development

Predicted Significant events for 06/07:

· Subject to an Arts Council bid the company will be further developing a co-production with Theatre Labrador Newfoundland.

· Research and preparation will begin to develop a new play set in the Romany community.

· Development of the Out of Joint partnership forum.

· Creation of a new street theatre production.

	2004/05 actual		2005/06 estimated
	Performances	Attendance	Performances	Attendance
Professional Performances
Theatre	160	15,760	164	16,000
Amateur Performances
Youth Theatre	13	780	12	720
Carnival	1	4,000	1	Other: Literary Event; Prof. Street Festival. 4,000
Other	0	0	6	5,040
Workshops/Lectures	23	840	49	1,106

Financial information

Expenditure	2004/05 actual	2005/06 estimated	2006/07 projected
Staff & Admin	242,131	267,872	269,209
Premises	12,233	11,050	11,725
Programme activity	26,046	32,000	29,523
Other	4,790	7,755	7,761
Contribution to reserves	-	7,755	7,761
Total	285,200	326,432	325,979

Income
Programme activity	77,787	104,056	120,046
Other earned	15,282	24,000	24250
Grants
- HCC Revenue	49,450	50,685	51,952
- HCC Project
- New Forest DC (R)	33,230	34,060	34,912
- Ringwood, Lymington, New Milton, Burley (P)	1,400	1,000	1,500
- ACE SE (Core)	107,933	110,631	113,673
- Arts Council England	-	-	-
- Other Grants	-	-	-
Total	285,082	324,432	346,333

Comments on Surplus/Deficit

Capital reserve is held for building maintenance and large equipment purposes, DDA fund for access and vehicle replacement.

Expenditure Total	285,200	326,432	325,979
Income Total	285,082	324,432	346,333
Total Surplus/Deficit	(118)	(2,000)	20,354

Reserves
Total reserves c/f	12,642	15,397	23,158

Meeting Hampshire County Council's aims and objectives:

Corporate Strategy:

Maximising Life Opportunities: Promoting participation and learning; Touring for schools, Youth Theatre Activities, Work experience placements, touring of culturally diverse work to primary pupils. Noadswood School project raising awareness of drugs and supporting young people to make informed choices. Protecting and empowering vulnerable people; Participatory workshops for people with special needs, touring to residential care homes.

Stewardship of the environment: Shaping our surroundings; Producing work based on local history or located in Hampshire focusing on rural issues (`The Pony Drift", "The Belle of Bonavista Bay")

Achieving economic prosperity: Successful funding bids from trust funds and statutory bodies to support additional activity, taking theatre to isolated communities.

- Support of businesses in Hampshire; Local sourcing for services and for equipment.

- Access to skills and employment; Links to higher education establishments, longer term traineeships for local students (1 yr placement for Ringwood student in Outreach Department), employment of local people.

Building Strong and Safe Communities: Working with others to build strong, safe and sustainable communities; Community drama worker targeting groups facing social exclusion; Outreach programme; Participation in Creative Partnerships programme.

Cultural Strategy:

Inclusion - Outreach programme, Out of Joint Partnership Forum, touring to rural areas and the elderly. Tour of culturally diverse work to primary schools. Request for project with African Women's group (in development)

Sense of Place - Programme of work reflecting local history and unique location. Attendance of Pride of Place festival, engaging with national debate into nature of "rural" culture and art. Theatre Labrador Newfoundland, shared cultural heritage through immigration and location on borders of a National Park.

Learning Opportunities - Creative Partnerships - projects with a variety of schools and colleges, regular work with Forest Education Centre, Connexions project with Oaklodge school.

Events in departmental facilities - Performance at Gosport Discovery Centre and Hampshire County Council arts centres, New Milton Joint partnership with St Barbes, Hampshire Libraries, Artsway, Forest Arts Centre and New Forest District Council through Forest Arts Forum.

Comments

The company targets performances to the elderly, family audiences, young people and people who live in rural locations. 75% of their audiences travel less than 5 miles for a show. The participatory work is targeted at teenagers and adults with special needs, school age children and children at risk of exclusion, mental health service users, the Romany and other ethnic minority communities. 64% of touring shows and 79% of outreach activity took place in Hampshire in 2004/5.

The company have very clear financial and business planning processes and are active in fundraising for new initiatives. There is clear artistic leadership and a supportive board.

Forest Forge provide high quality activity in the village hall and arts centre circuit as well as invaluable youth theatre and outreach activity. The connections with Newfoundland provide an international link for the company and takes Hampshire product to completely new spheres.

Amount Requested £51,952

Amount Recommended £52,000

Applicant	Proteus Theatre Company	Date:	19 January 2006
	Nicola Oakley, General Manager	Ref:	HOG1003 / 06071509
	Basingstoke

History

Founded in1979 Proteus is based in Queen Mary College in Basingstoke. The company produces and tours theatre to rural communities. It also runs a strand of participatory work. The company's area of operation spans communities across Hampshire and the surrounding counties.

Mission: to produce performance and participatory theatre for urban and rural communities.

Vision: to become accompany of excellence in the production of new, participatory and touring theatre.

Activity

Key Objectives 04/05 and Achievements: (current year)

· Produce two tours -"Four Dames in search of a Panto" written by James Barry and Sprout" 2005 Spring Tour, exploring issues of social exclusion.

· Produce two participatory projects; "Chaser", the award winning drugs-related, peer pressure project, in its 6^th year. "Breakthrough" Fourth successive year.

· Programme one additional production/project -"Write Vibe", Six week theatre project, developing writing skills for the theatre focussing on health issues.

· Manage a programme of residencies and workshops

· Board member nominated for National Arts and Business Individual of the Year Award.

· Additional funding of £58,701 was secured to run the touring and participatory projects

· Mary Swan appointed Artistic Director Dec 2004

Key objectives of 05/06 and Progress so far:

· Produce two tours Sell out winter tour of "Peter Pan". 2006 Spring tour "Whatever Happened to Bette & Joan?", tribute to Bette Davis & Joan Crawford.

· Produce two participatory projects Fifth successive year of "Breakthrough"

· Proteus, the Haymarket Theatre and Milestones worked together on a combined summer performance project called "Road Kill".

· Programme one additional production/project - Summer Dreaming: Petersfield School

· Programme of new writing and writer development activities

· Manage a programme of residencies and workshops - delivered

Significant events for 05/06:

· Due to announcements of changes in staffing (Artistic Director and General Manager) from summer 2004 onwards, no funding applications were in place for new projects to run during 2005/06. However the current objectives are being met.

· The almost entirely new staff team, together with the Board, have undertaken a comprehensive review of the organisation, Staff restructure has resulted in cost savings

· The company has secured £9,000 in additional income from participatory projects and workshops

· B&D BC commissioned the company for two events - Beacon Status Council Day and Older Persons Event. North Hampshire Hospital commissioned work to facilitate their customer care training.

· The company is taking the shows to new professional venues.

Key objectives of 06/07: (next financial year)

· Produce 2 tours

· Produce 2 participatory events

· Programme on additional production/project

· Implement programme of new writing and writer development activities

· Develop the company's management capacity and capability

Predicted Significant events for 06/07:

· Securing new funding partners to develop "Breakthrough" further.

· Securing £7,000 additional income from participatory projects and workshops.

· Developing and seeking producing partners for two major participatory projects, Include Me Out. Project to engage disaffected young people or are at risk of exclusion from formal education. and The Wedding Project a collaboration by professional artists and rural communities in the South East.

· The 2006/07 touring programme will launch the company's 25^th anniversary year.

· Developing a Christmas touring show in collaboration with another small-scale company from outside the south east region to co-produce a tour for both regions.

In 2006-07, targeted audiences will include: adults with disability and mental health issues, young people aged 12-25 at risk of social exclusion, inhabitants of small rural village communities in Hampshire, 5 plus year olds and their families and teenagers

	2004/05 actual		2005/06 estimated
	No. Performances	Attendance	No. Performances	Attendance
Prof. Theatre	65	4755	115	9,650
(As of 4 Oct 05) Workshops/ Lectures etc.	108	2,683	71	1,704

Financial information

Income on Programmed activity: Budget for 06/07 is based on new programme shape and does not show income/expenditure for major project awaiting confirmation of funding. Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	34,517	37,575	25,590
Other earned	4,210	2,975	2,800
Grants
"Chaser" Project - HCC Revenue	45,900	47,050	48,226
- HCC Project	23,100	-	-
Basingstoke& Dean Borough Council (R)	69,661	70,706	71,767
Other: Fundraising target -06/07 estimated reduction in fundraising target is due to reduction in permanent salaries and touring expenditure. - East Hants DC (P)	6,525	6,688	6,855
- Other Grants	35,601	3,000	3,000
- Fundraising	-	26,772	13,886
Total	219,514	194,766	172,124

Expenditure
Staff & Admin	122,613	122,389	121,689
Premises	2,000	2,000	2,000
Programme activity	114,533	62,534	40,592
Other	4,576	5,843	5,843
Contribution to reserves	-	2,000	2,000
Total	243,722	194,766	172,124

Comments on Surplus / Deficit: As agreed by the Board, £25,189 of the surplus for 2003-04 was carried forward to the 2004-05 budget to cover the deficit.

Income Total	219,514	194,766	172,124
Expenditure Total	243,722	194,766	172,124
Total Surplus/Deficit	(24,208)	-	-

Reserves	71,095	47,759
Restricted element	8085	8085	8085

Meeting Hampshire County Council's aims and objectives

Corporate Strategy:

Maximising life opportunities- Creating accessible performance and participatory opportunities for the whole community.

Stewardship of the environment - The company delivers workshops on the environment and recently worked with HCC's Environment Department on a pilot outreach education project called `Recycle for Hampshire'.

Achieving economic prosperity - Proteus helps businesses thrive. It has developed its training programme and has the capacity to deliver training on topics such as Disability Discrimination Awareness and Customer Services.

Building strong and safe communities - Proteus works together with local people to help make people feel informed, empowered and eliminate discrimination.

Improving services - Proteus assists the Council in providing access to services, by using a variety of community venues (e.g. including those booked via the Hog the Limelight touring scheme.)

Developing councillors and staff -Proteus works closely with councillors and staff to deliver its programme of work.

Cultural Strategy:

Support the preservation, conservation, development and promotion of Hampshire's cultural heritage - Proteus has a 25 year history of high quality work and enjoys a high profile across the south east region, regularly reaching a target audience of over 25,000 people through its work.

Enable forward looking, innovative and creative cultures to flourish in the county - Proteus creates work collaborating with artists from different disciplines, and seeks to develop the use of multi-art form work.

Encourage affordable and easy access to high quality cultural activities and facilities for all - Proteus takes performance art to any space for any community, thereby encouraging and enabling equality of access, physical and intellectual accessibility and affordability.

Facilitate a recognition and understanding of the history of Hampshire - Proteus works closely with local communities to create work e.g. The Basingstoke Mysteries.

Ensure that the learning opportunities offered by cultural facilities and activities of Hampshire are fully utilised - Proteus tours its work into many of the county's public facilities in order to enable access for an increased number of people. The company's participatory projects in particular offer unique experiences to the participants allowing learning, debate and empowerment.

Ensure that cultural activity plays an increasing role in the economy of the county in a sustainable way - Investment in Proteus adds to the local economy through the employment of Hampshire based people, the contracting of local services and work placement opportunities for local young people.

Comments

2005/6 has been year of transition for Proteus with the recruitment of a new Artistic Director. The Director has worked hard to develop her relationship with the board and refocus the activity of the company whilst staying true to its principles. In 2004/5 63% of the company's performances and 98% of the participatory work happened in Hampshire. In 2005/6 figures available to date (6 months) show 100% participatory activity in the Hampshire - figures for touring are not yet available.

Amount Requested £48,226

Amount Recommended £48,500

Applicant	Havant Arts Centre	Date:	19 January 2006
	Amanda Eels, Director	Ref:	HOG1205 / 06071494
	Havant

History

Established in 1977 by the District Arts Society in 1985 a consultancy report advised the setting up of a charitable company to run the centre. In 1989 after the completion of capital works the centre was opened. In 1992 the merge began between Havant Arts Centre and Bedhampton Arts Centre and in 1994 the two were joined as Havant Arts Active.

Vision

Mission Statement: Havant Arts Centre exists to enable access to a balanced programme of vibrant,

stimulating, groundbreaking and entertaining participatory and performance arts events for the enjoyment

of the local community.

Activity: Key Objectives 04/05: (last complete year)

· To deliver a balanced core professional performance programme

· To programme family friendly performances, workshops and events.

· To deliver a programme of visual arts, developing a second exhibition space for new artists.

· To deliver a range of weekly classes and holiday workshops for 4-18 year olds and to deliver classes and workshops for adults.

· To continue to support amateur and community groups

· To work in partnership with other organisations developing projects, events and workshops

· To develop Bedhampton Arts Centre and seek new funding with a view to re-launching the arts centre in September 2005 as a youth arts venue.

· To support Havant Borough Council Arts Officer, particularly to develop and raise the profile of the Community Arts Festival.

Key Achievements 04/05

· The turnover of the Arts Centre has increased by 5.75%, the income earned from the professional programme has increased by 49% from £61,758 to £91,727. The consolidated income including the Trading Company is £395,820 which has increased by over £34,000 in the last year.

· Havant Arts Centre has continued its strong relationship with the three amateur in house companies (Dynamo Theatre, Bench and Havant Light Opera). Other Partnerships include Havant Borough, Portsmouth College, Making Space and Mind of Havant.

· Bedhampton Arts centre, is still required as an over flow facility for classes and rehearsals. Any major development has been shelved due to the current development.

· Children's theatre has been a new addition, visual arts have continued to develop with the addition of new gallery space showing temporary exhibitions. The work in the other two gallery spaces has been exciting and varied. A new Education Officer has seen the development of the programme of adult and children's workshops.

· The profile of the centre has been successfully raised with new signage, an increase in advertising, and a new designer for the brochure. The popularity of the website has increased and an e-marketing campaign has begun.

Key objectives of 05/06: (Current year)

· Effective management of business finance, new fundraising and business opportunities must be looked into as although the income has increased so will the expenditure.

· The in-house partner groups will reform the Theatre Action Group to raise money for specific areas which affect them.

· Long term plans for Bedhampton need to be considered before Making Space move into their new building in 2006.

· The dance bid to the Arts Council will allow for a full programme of dance across three venues, a monthly blues night will be launched due to customer demand and a re-launch of the Ribtickla Comedy Club will take place.

· Press coverage will be improved and closer links will be made with schools and colleges.

· The Courtyard Development (funded by the Liveability Fund, JIF and in-house fundraising) by the artist Ben Barrell will completely change the face of the centre and raise profile.

Progress on 05/06 objectives:

· Dance bid to South East Arts was successful and the project launch will be the 24th April 2006, a new Blues club will start in January 2006 and we are currently re-working the comedy club.

· The Courtyard Development is progressing well and planning permission allowing will be launched in mid May 2006.

· Blues club will commence January 06

· Core programme delivered.

Significant Events 05/06:

The significant projects for 05/06 are the Sculpture Development in the front courtyard and the multi-venue Dance Programming Project.

Key objectives of 06/07:

We will be continuing with the key initiative and writing the new Business Plan for the next three years.

Activity

	2004/05 actual			2005/06 estimated
	No. of Exhibitions	No. of Days	Attendance	No. of Exhibitions	No. of Days	Attendance
Temporary Exhibitions						N.B: Attendance Unknown, as exhibitions are situated in the foyer space
Fine art/Sculpture	21	546	Unknown	21	550	Unknown
Decorative arts & crafts	1	26	Unknown	2	48	Unknown
Photography	-	-	-	1	20	Unknown

	2004/05 actual		2005/06 estimated
	Performances	Attendance	Performances	Attendance
Professional Performances
Theatre	15	1517	12	980
Music (inc. Jazz, Pop, Rock & Other)	39	4,096	38	3,200
Music (Classical)	-	-	1	80
Contemporary Dance	3	187	6	480
Light Entertainment	12	1,210	10	800
Literary Events	-	-	2	120
Film	45	2,879	40	2,800
Children's Events	19	1,835	15	1,400
Other	9	565	4	160
Amateur Performances
Theatre	79	6,573	70	5,600
Workshops/ Lectures etc.	73	1,038	70	1,000

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	91,727	99,000	NB: Figures do not include trading subsidiary. 104,000
Other earned	49,399	54,900	55,400
Grants
- HCC Revenue	96,150	98,600	104,189
- HCC Project	7,000	3,000	3,000
- Havant BC (R)	27,300	27,300	27,300
- ACE SE (Capital Funding)	2,722	-	-
- Childrens Fund	13,199	11,850	11,850
- Other	7,877	6,000	5,000
Total	295,374	300,650	310,739

Expenditure
Staff & Admin	188,263	183,613	190,456
Premises	46,978	47,000	48,000
Programme activity	69,010	70,000	72,000
Other	-	-	-
Contribution to reserves	-	-	Comments on Surplus/Deficit: The reserve amount in 04/05 was due to the receipt of special restricted grants; Sculpture Development, Youth Theatre Outreach, Gig Night Marketing and Air Conditioning. In general the organisation has no reserves only some restricted income for specific projects. -
Total	304,251	300,613	310,456

Income Total	295,374	300,650	310,739
Expenditure Total	304,251	300,613	310,456
Total Surplus/Deficit	(8,877)	37	283

Reserves	33,213
Total reserves c/f	23,694

Meeting Hampshire County Council's aims and objectives

Maximising Life Opportunities Strong programme of workshops for adults and children.

Achieving economic prosperity Employing approx 25 people in a thriving business.

Building Strong and Safe Communities Community Focus. Youth work gives young people a place to belong. Arts Centre has a mix of age groups attending so furthers understanding between different people.

Improving Services Arts Centre offers a wide range of arts events and activities to the local community.

· The Arts Centre is developing youth theatres across the Borough, focusing on areas of deprivation.

· Youth dance groups are planned to begin in the next 18 months. Gig nights for young bands and audiences start in January for the young in the community.

Cultural Strategy:

Havant Art Centre's development of partnership working, fully supports the Cultural Strategy. Havant Arts Centre works closely with Mind and has recently started work with Flash, the organisation for children with autism. Extensive work is done with young people who find it difficult to achieve at school. The Centre is currently training a member of the team to liaise with educational institutions.

Comments
Havant Arts Active has achieved a significant growth in programmed activity and the centre over the last three years. The Director has a strong business focus combined with a strong community focus. The Centre does, however, operate with very tight budgets and the lack of reserves leaves it exposed as a business.

Amount Requested £104,189

Amount Recommended £105,000

Applicant	Fairfields Arts Centre	Date:	19 January 2006
	Andrew Buchanan, Centre Director	Ref:	HOG1206 / 06071523
	Basingstoke

History

Fairfields has been operating as an independent Arts organisation since 1989s- as well as providing a range of classes and exhibitions. It also provides office accommodation to TAPs (Traditional Arts Projects).

Vision

To promote a wide range of arts activities, exhibitions and events, both traditional and contemporary. To build on the existing successful programme of classes and workshops. To be an important Art Gallery for the Basingstoke area and North Hampshire. To be the new media and digital arts centre for North Hampshire.

Activity

Key Objectives and achievements 04/05: (last full year)

· Will programme, manage and support some 25 to 30 participatory arts classes per week for a 10 week period for each season. (The organisation lost its funding for its arts classes and its core participatory arts activities for the second half of the financial year.)

· Fairfields will promote and programme 8 exhibitions within the Gallery space. These will include professional artists offering contemporary work and local/community arts.(The Centre programmed 9 exhibitions, including the digital arts exhibition, they also exhibited in the town centre and at the prestigious Jerwood Space Gallery in London.)

· It will organise and support 12 professional workshops/talks linked to the programme and10 holiday workshops for children.(Fairfields organised 27 professional workshops and 12 holiday workshops.)

· It will organise a strong culturally diverse programme of workshops and events.

(The programme included the week long South Asian Dance Residency with Odissi Dance with workshops organised with Kala, along with a regional dance showcase. A Hip Hop Dance project by African-American performers from the USA was programmed.)

· will establish a New Media Suite. (Fairfields has now a full and functional media suit, funded by HCC, where it has successful computer workshops.)

Key Objectives 05/06: (Current Year)

· Promote and programme 8 exhibitions and 25 - 35 participatory art classes per week for 10 week period for each of 3 seasons.

· It will organise 12 professional workshops/ talks linked to the programme, and will offer 10 holiday workshops for children.

· It will offer new visual arts programme and in particular will start to offer new developments in new media programmes.

· Actively contribute to Borough wide arts initiatives

· To continue the process of Board Development, in particular, addressing how best to use the skills that new Board Members have brought to the organisation.

· Fairfields will develop its role in actively supporting cultural diversity.

Progress on 05/06 objectives:

· Fairfields has now developed a proper gallery space, with controlled gallery lighting,

· It will organise more than planned professional workshops/talks linked to the programme, but less holiday workshops for children

· It will offer new visual arts programme and in particular will start to offer new developments in new media programmes. It will also organise lots of additional activities in support of B&D BC's festivals, Fairfields was pleased to have brought the digital arts group who performed at the V&A and the ICA to Basingstoke Shopping Mall.

· A South Asian Fashion Show for April 2005 supports the Centre's culturally diverse programme.

· Fairfields Art Gallery programme exhibitions have had art lovers visiting from many part of the South of England, including as far a field as London and Oxfordshire.

Significant Events 05/06:

· Fairfields has managed to claw back a small amount of the adult education grant but under more stringent new conditions.

· The changes in the LSC /HCC ACLU funding have adversely affected the participatory arts side.

Key objectives of 06/07:

· Fairfields will programme, manage the core participatory and exhibition programmes

· Fairfields will develop its role as the main public Art Gallery for North Hampshire.

· Fairfields will seek to run some classes that are financially self-sufficient and independent of LSC/HCC ACLU.

· Fairfields will seek to raise Arts Council funding towards the cost of the programme of art work as opposed to the participatory art work.

· Will contribute to B&D BC's `Wordfest' and `Sightlines' arts festival programmes.

· In 2006/7, it is hoped a Hampshire Artists Open Exhibition will be established.

· Fairfields will look at developing the `zerosandones' digital arts festival to embrace new technologies like podcasting.

Predicted Significant events 06/07:

The main significant activity will be dependent on LSC/HCC ACLU funding, which is the greatest uncertainty and variable which affects Fairfields' business plan and the centre's financial and operational planning. In 2006/7 the organisation would like there to be few changes, in order to enable space and time to plan effectively, build on what is already done, and to improve its participatory arts provision.

	2004/05 actual			2005/06 estimated
	No. of Exhibitions	No. of Days	Attendance	No. of Exhibitions	No. of Days	Attendance
Temporary Exhibitions
Fine art/Sculpture	7	177	1325	8	165	1365
Digital Arts	2	27	840	1	32	175

	2004/05 actual		2005/06 estimated
	Performances/ Sessions	Attendance	Performances/ Sessions	Attendance
Professional Performances
Theatre	-	-	1	15
Music	1	22	-	-
Dance	2	93	1	60
Literary events	2	37	1	30
Film	1	95	-	-
Digital Performance	1	2,000	1	60
Fairfields & Friends	-	-	1	450
Workshops/ Lectures etc.	302	4,917	219	3,231

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	35,949	36,618	24,500
Other earned	18,608	19,025	19,835
Grants
- HCC Revenue	33,038	45,150	46,505
- HCC	-	11,012	-
- HCC Capital Grant	32,000	-	-
- LSC/ACLU Funding	11,310	6,000	7,000
- Basingstoke & Dean BC (R)	37,949	38,631	39,790
- Basingstoke & Dean BC (P)	1,500	1,500	1,500
- Basingstoke & Dean BC (Rent/Rate Subsidy)	22,971	23,660	22,971
- Basingstoke & Dean BC (Capital Funding)	28,731	-	-
- ACE SE(Annual Development Funding)	1,200	1,500	1,500
Total	223,256*	183,096	163,601

Expenditure
Staff & Admin	113,759	118,839	112,244
Premises	35,380	35,038	36,009
Programme activity	2,179	8,269	Comments on Surplus/Deficit: The new reserves policy is to (1) clearly identify restricted and non-restricted funding within budgets and reserves. And (2) to seek to maintain when possible, sufficient reserves to allow for one or two a few months trading in the event of delays in receiving funding. 6,700
Other	-	8,632	8,632
Contribution to reserves	55,690	12,318	16
Total	207,008	183,096	163,601

Income Total	223,256	183,096	163,601
Expenditure Total	207,008	183,096	163,601
Total Surplus/Deficit	16,248	0	0

NB, Please note these figures includes capital grant income totalling to £60,731.

Reserves
Total reserves c/f	81,178*	64,765	64,781

Meeting Hampshire County Council's aims and objectives
Corporate Strategy:

Fairfield's maximises the life opportunities for some 300 people a week, it trains people in life skills, including computers, and in visual literacy and also provides classes that increase health and well-being.

Young People: Fairfields organises a number of weekly activities aimed specifically at young people in both drama and the visual arts, Hip Hop programmes and the digital arts

Old People: Fairfields works with many older people. Most of the daytime activities are specifically for and attended by older people, Fairfields has established a good relationship with Age Concern.

Raising Educational Attainment: Fairfield's run between 30-40 educational arts activities a week and regularly helps its students with advice and support.

Cultural Strategy:

Fairfields provides very accessible and affordable access to life long learning opportunities and skills. The arts centre supports the new County Council priorities of countering social exclusion and increasing access, they are seeking to address the needs of people with disabilities, whether as participants or employees. Fairfields provides, lots of activities for the elderly, classes provide a sense of community and safety. Older people are encouraged to become part of the online world, a scheme that has been very popular. Fairfields has organised a number of residencies and gallery visits with colleges and schools. Artists and workshop leaders are regularly supplied for schools. They are also a member of a Hampshire County Council Cluster Group. Fairfields is in itself an educational institution, running 30 educational classes a week. Many people have gone on from Fairfields to higher education. Fairfields successfully provides access to arts activities, the service provided is used by about 300 people a week.

Comments

Fairfields offers a distinctive programme based on classes and the gallery programme. It is working to reposition itself in this way and to secure a sound funding base from which to build as well as using its building to maximise effective use. There is a very small core staff with an extended group of tutors working with it. Its business plan sets out a clear vision for what it wants to achieve whilst being clear eyed about its capacity to expand with the current staffing levels.

Amount Requested £46,505

Amount Recommended £46,500

Applicant	Hampshire Dance Trust	Date:	19 January 2006
	Lucy Frazer, Dance Director	Ref:	HOG 1207 / 06071527
	Eastleigh

History
Hampshire Dance Trust has been operating since 1991, where at this time it was based at the Tower Arts Centre. The organisation moved to Fairfields Arts Centre in 1994, and in 1998 relocated to its current home at The Point in Eastleigh. In 1999, Southern Arts provided three year core funding. Hampshire County Council have provided funding since the beginning of the organisation's history. Hampshire Dance Trust is an Arts Council RFO.

Vision: Hampshire Dance is the dance development agency for Hampshire. Our mission is to promote

peoples' understanding and enjoyment of dance. We achieve this by forging strong partnerships with

organisations and effectively engaging with individuals - particularly young people, dance artists and

disabled people.

Aims:

· Develop a sustainable company infrastructure with a wider and secure income base,.

· Facilitate an effective dance programme within the community and education, with a current focus on youth, young men and disabled people.

· Promote continuing professional development for dance artists and dance teachers in Hampshire through high quality training (including dance and disability work) and opportunities for effective networking and creation of work.

Key Objectives/ Achievements 04/05

· Implementation of fundraising strategy to ensure sustainability beyond RALP programme.

· 50% increase to core funding secured from ACE, SE for 2006-08.

· RALP programme successfully delivered. Project development included district youth dance programme and countywide boys dance initiative.

· Marketing Strategy completed in consultation with AMH. Newly constructed website launched to very favourable response.

· Professional Development ArtistLink programme completed

Youth Dance

HYDC 8 - Completion of Innervations dance-science project in collaboration with University of Southampton, exploring the workings of the brain and different neurological disorders.

HYDC 9 Company of 20 selected, comprising of members from New Forest, Eastleigh, Southampton, Winchester, Test Valley and Basingstoke. Company were one of six selected to take part in Youth Dance England at Royal Festival Hall, January 2005.

hAnts in your Pants! Final year of three-year youth dance programme in Basingstoke, Test Valley and Winchester districts

DASH (Dance Association for Schools in Hants) Forum, consortium meetings continued.

Dance Caper-bility 2, Mentoring placements, Dance Caper-bility 3, in partnership with University College Winchester,

SHIPS Joint Investment Fund for the Arts Commissioned as main delivery agent for two-year dance development programme led by Eastleigh BC, in partnership with local authorities. Programme includes boys dance development, north Hampshire-based county youth dance company, youth dance and health project, celebration day of dance, and a regional dance conference.

Key Objectives/ Achievements 05/06: :

· Organisational development including marketing, personnel, policy development and fundraising.

· Project development including district youth dance programme and boys dance development.

· Referring to Revised Business Plan objectives for 2004-06, all other objectives have either been met, or are in the process of being achieved within the current financial year.

Significant events so far in 2005-06:

· End of RALP programme and continuation of exit strategy, involving fundraising activity for areas of programme where increased funding support will be required

· Selected as a regional host for Youth Dance England's Next Steps project

· Recruitment of Regional Youth Dance Coordinator post underway

· Seeking to relocate to new office space within The Point to provide more space for increased staff team, greater visibility and independence.

· Planning Hampshire regional youth dance conference in partnership with SHIPS

· Piloting NRG youth dance and health project in partnership with JIF.

· Partnerships developed with University's of Winchester and Portsmouth to expand ArtistLink programme for professional dancers and dance graduates.

Key objectives of 06/07:

· A Board Away Day in October 2005 focussed on the future vision of the organisation, refining core priorities, the development of an artistic policy and establishing the process for the development of the new cycle of the Business Plan (2006-09). Following on from this the 2006-07 objectives and the three-year Business Plan are being developed.

· An increase in staffing capacity will be required to deliver the national youth dance initiative. Full information on the shape of the YDE project and forthcoming funding has only recently been made available to host organisations. In the light of this, it was deemed prudent to reconsider the structure of the organisations' project posts. The new structure will be agreed at the end of November, and will inform progress with the Business Plan, which will be developed and forwarded to key stakeholders in early 2006.

Predicted significant events for 2006-07:

· Delivery of Youth Dance England's initiatives, CPD training for youth dance practitioners and developing links between in school and out of school dance provision through the specialist sports college infrastructure.

· Big Day of Dance and launch of on-line Dance Data facility for dance classes, workshops, performances and resources relating to dance in partnership with SHIPS.

· Creation of resource/CD ROM to disseminate dance and science work for primary schools through Lead Artist.

· Commissioning Ludus Dance Company's next touring production with a focus on young people and emotional literacy.

· Establishing steering groups of young people to develop and inform the work of the county youth dance companies and piloting Youth Dance Leaders Award.

Activity

	2004/05 actual		2005/06 estimated
	Performances / Sessions	Attendance	Performances / Sessions	Attendance
Professional Performances
Contemporary Dance	9	736	8	245
Amateur Performances
Dance	28	2,614	15	1,518
Workshops/ Lectures	97	1,538	80	1,580

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	22,394	29,247	17,885
Other earned	2,820	3,620	3,000
Grants
- HCC Revenue	21,750	22,306	28,999
- HCC Project	500	3,500	-
- Other local authorities	8,500	250	-
- Joint Investment Fund	23,000	49,000	-
- ACE SE (Core)	31,000	34,000	51,127
- Creative Partnerships	15,310	25,763	27,400
- Youth Dance England	-	8,875	41,200
- RALP	29,530	2,940	-
- Trust / Charity Funds	9,554	-	18,000
Total	164,358	179,501	187,611

Expenditure
Staff & Admin	84,148	101,803	119,326
Premises	2,654	4,448	6,020
Programme activity	51,175	113,981	Comments on Surplus/Deficit: Reserves from 2004/05 are £77,918. This figure is made up of £15,690 of general reserves included funds undesignated by the Trustees £62,228 of restricted and project funds (including RALP) which are fully committed and represent funding for projects over more than one financial year. Our reserves policy stipulates that our general reserves should equate to between one and two months running costs (approximately £1,669 per week). 70,735
Other	-	6,400	-
Contribution to reserves	26,381	-	-
Total	164,358	226,632	196,081

Income Total	164,358	179,501	187,611
Expenditure Total	164,358	226,632	196,081
Total Surplus/Deficit	0	(47,131)	(8,470)

Reserves
Total reserves c/f	77,918	30,787	22,317

Meeting Hampshire County Council's aims and objectives

Corporate Strategy

Maximising life opportunities: HYDC and NoCo offer young the opportunity to be part of a dance company with a focus on choreography and performance. NRG youth dance and health project aims to motivate young people about the benefits of dance as a creative form of exercise. ArtistLink provides lifelong learning opportunities for dance artists and practitioners. Dance Caper-Bility accredited training continues with lifelong learning opportunities for practitioners wishing to work with disabled people. Community Dance Leaders Training provides opportunities for graduates etc.

Building strong and safe communities: NRG youth dance & health project will target a range of young people across the county including those suffering rural and/or social deprivation.

Services for young people: Work with young people is one of Hampshire Dance's core priorities. Provision of youth dance activities currently occurs through the various dance groups including following: Multi art-form project in Southampton Pupil Referral Unit working with young people-at-risk, specially designed youth dance page as part of the website.

Cultural Strategy and departmental priorities

Increasing participation NRG youth dance and health project will engage around 250 young people in dance, many of them for the first time The companies will jointly give 9 performances throughout the year to audiences of approximately 1200.

Supporting events in departmental facilities: Hampshire Dance continues to support many of the counties outdoor arts festivals and events and the County Schools Dance Festival.

Countering social exclusion All Hampshire Dance projects and activities are heavily subsidised, ensuring that those at an economic disadvantage are able to participate, membership bursaries are offered to members. Dance CaperBility accredited training course provides training for those working with disabled people in dance.

Comments

HDT is a valuable resource in the county. It acts as a catalyst for development demonstrating need by generating activity and providing an exit strategy which allows the activity to be sustained. HDT has been the key agent in delivering the JIF dance programme. This programme has demonstrated a need for this type of agency approach. Recent uplift in ACE funding and the work with Youth Dance England provides endorsement of the quality of the programme they operate. The organisation has limited core funding and has to spend significant amounts of time fundraising - an increase in support for this organisation would provide for more stability and help secure the approach to strategic development.

Amount Requested £28,999

Amount Recommended £27,000

Applicant	TAPS (Traditional Arts Projects)	Date:	19 January 2006
	Jason Knight, General Manager	Ref:	HOG1208 / 06071495
	Basingstoke

History
TAPs (Traditional Arts Projects) has been operating since 1989. It currently works across Hampshire, Buckinghamshire, and Oxfordshire predominantly. It receives core funding from Arts Council SE. The two strands of its work are performance and participatory work. TAPs works with traditional musicians from south America, Africa and India as well as European countries. TAPs is a RFO of the Arts Council.

Vision

· To promote and encourage creative skills, such as composition, arrangement, song writing, choreography, drama writing and storytelling, within the traditional arts.

· To encourage established practitioners of the traditional arts to share their skills with others.

· To foster collaborations between traditional arts practitioners and those from other areas of the arts.

· To place equal value on the contribution of all participants.

Activity

Key Objectives/Achievements 04/05: (last full year)

TAPs delivered significant amount work in Hampshire in 2004/5. Key initiatives were the work with Music Fusion, the Come and Play programme and the development of the cross cultural band Boka Halat.

Significant Events 04/05:

· There was continued development in the expansion and diversification of project management and delivery with a higher volume of work delivered in 2004/2005 than ever before.

· The last phase of the Youth Music Action Zone programme in the area of Portsmouth, Havant, Gosport and Fareham was delivered.

· Basingstoke's community drama project `The Basingstoke Mysteries'

· `Hampshire Sing Out Weekend' in Romsey had its largest attendance so far

· `Come & Play' - a contract of £40,000 from `4 Children' for delivering to out of school and holiday clubs, including those in Hampshire (over 100 workshops delivered).

· The start of the Hampshire Youth Ceilidh Collective (HYCC) - a one year project for young musicians.

Key objectives of 05/06: (Current year)

· Deliver pilot projects and a training programme for Project Leaders in the South East.

· Develop and build upon relationships within the South East region.

· Draw more effectively on artist skills, especially those of cultures other than English.

· Research funding to develop Boka Halat and to create a new performance ensemble.

· Devise ways in which to celebrate and promote TAPS' uniqueness and successes.

· Research funding to employ a full-time Associate / Assistant Artistic Director.

Progress on 05/06 objectives:
TAPs has worked predominantly in Berkshire and Oxfordshire to this point in the financial year.

Significant Events 05/06:

The majority of work that TAPS now delivers is longer-term projects. It has enabled TAPS to increase the sustainability of projects within local communities. TAPS is now in the final phase of the HYCC with the project currently due to end in Dec 05/ Jan 06.

Following on from the success of the `Come & Play' project in 04/05 TAPS was asked to deliver the project again in 05/06, this time to four local authority areas which saw over 160 workshops being delivered.

TAPS is currently working on a new Youth Theatre project with Eastleigh Borough Council, supported by the Heritage Lottery Fund, which will complete in 06/07. The project will culminate with performances in the chapel at Royal Victoria Country Park, Netley, in mid-May.

Other projects which have taken place, or are coming up this year, include work with the Early Years Development Team of Basingstoke & Deane Borough Council, Family Learning Week, Basingstoke Museums, further work at IRC Haslar, the March 2006 Hampshire Sing Out Weekend in Romsey, Boka Halat workshops at the Yateley Centre, Black History Month, and the Andover Christmas Sing.

Key objectives of 06/07:

· Deliver programme in line with artistic policy

· Continue training TAPs Project leaders

· Create opportunities for newly trained Project Leaders in the wider South East

· Launch a new performance ensemble.

· Continue to develop relationships within the wider South East region.

Predicted Significant events for 06/07:

Realisation of the organisation's ambitions as above. The key areas within the year will be staffing levels and continued future sustainability of the organisation.

	2004/05 actual		2005/06 estimated
	Performances/ Sessions	Attendance	Performances/ Sessions	Attendance
Professional Performances
Other Music (Traditional & intercultural folk)	64	11,753	45	15,000
Workshops/ Lectures	144 (410)	5207 (11300)	100 (530)	4000 (8000)

Financial information

Income	2004/05 actual	2005/06 estimated	NB. 04/05 Accounts are currently being audited therefore figures are also estimated 2006/07 projected
Programme activity	81,475	102,195	115,500
Other earned	-	300	1,100
Grants
- HCC Revenue	14,000	14,350	17,000
- HCC Project	2,000	-	-
Oxfordshire County Council Music Service (R)	15,000	-	-
Other Rev: to be identified - Folk Arts Network (R)	1,500	1,500	1,500
- Other Revenue Funding	-	-	15,500
- Test Valley BC (P)	1,700	1,700	1,700
Other Project: Oxford City Council, Swindon, BDBC Oxfordshire County Council Music Service (P)	9,000	16,300	13,700
- Other Project Funding	9,000	8,300	11,800
- ACE SE (Core)	52,500	54,000	55,700
Other Grants: RALP, YMAZ, Anvil, 4 Children, NFYM. - ACE SE (Annual Development Funding)	9,300	15,700	12,000
- Other Grants	44,309	48,059	50,000
Total	239,784	262,404	295,500

Expenditure
Staff & Admin	127,060	125,304	158,600
Premises	7,000	7,000	7,200
Programme activity	100,724	129,100	129,700
Other	-	-	-
Contribution to reserves	-	-	-
Total	234,784	261,404	295,500

Income Total	239,784	262,404	295,500
Expenditure Total	234,784	261,404	295,500
Total Surplus/Deficit	5,000	1,000	Comments on Surplus/Deficit The deficit continues to be dealt with, as notified last year, through the changes in programme activity. 0

Reserves
Total reserve/deficit c/f	(9,999)	(8,819)	(8,819)

Meeting Hampshire County Council's aims and objectives

Corporate Strategy: Maximising Life Opportunities: TAPS' Artistic Policy is grounded in community

events and participation, education work at all levels, skills training and professional development. It

delivers the Artistic Policy through workshops, projects and performances tackles many of the issues

raised. The majority of TAPS' work provides educational music and dance opportunities. This is through

workshops, projects and performances delivered within educational institutions at all levels.

Cultural Strategy: All of TAPS' work is routed in the culture of England, and with this, of Hampshire. TAPS projects work on integrating cultural groups in a common purpose of celebration and response, particularly where there is a shared environment. TAPS' work is carried out with indigenous and other communities resident in England and uses, as its starting point for the indigenous element, the folk traditions of English music. Countering Social Exclusion: TAPS aims to get all sorts of different people who live in England making music and dancing together. It gets musicians from different backgrounds who live in England working together.

Comments

TAPs has, in 05/06, considerably reduced the level of activity taking place in Hampshire to 3/23 performances and 35/292 workshop events till the end of October 2005. This is in contrast to 14/64 performances and 193/410 workshops in the full year 04/05. TAPs is also developing its remit across the wider SE region as a key element of its Business Plan. In 2003/4 it was agreed to earmark £6,000 to TAPs to cover the cost of their office accommodation at Fairfields Arts Centre and it is recommended that this continues for 2006/07. TAPs level of work in Hampshire varies considerably from year to year. An SLA with hard outputs or project funding would enable HCC to monitor value for money. In the meantime it is recommended that TAPs revenue grant is reduced to £0 and that TAPs are asked to apply for a Project Grant to recover their reduced revenue grant for Hampshire based activities in 2006/07.

Amount Requested £17,000

Amount Recommended £6,000

Applicant	Hampshire Sculpture Trust	Date:	19 January 2006
	Astrid Bowron, Director	Ref:	HOG1209 / 06071508
	Winchester

History

HST was set up in 1987 as an initiative of HCC as an impetus following showing of major artists in the Great Hall and Great Courtyard. Its work focuses on commissions, exhibitions, education and residencies.

Vision

The Hampshire Sculpture Trust is a contemporary visual art development agency that promotes the education and enjoyment of the public with sculpture and site-specific art projects in Hampshire, creating a dialogue between Hampshire's rich cultural heritage and contemporary art practice through exhibitions and new commissions in sites of historic, cultural or architectural significance throughout the county.

Its target beneficiaries are Hampshire residents and visitors; young people - schools and colleges, artists and arts organisations.

Activity

Key Objectives 04/05: (last full year)

· To continue to further existing relationships and develop new working partnerships with Hampshire County Council, Recreation and Heritage (e.g. by acting as public art consultants on Gosport Discovery Centre Public Art Commission) and proposing future exhibitions of major contemporary artists for the Great Hall.

· To develop the Trust's profile and strengthen its position as the only professional public art commissioning agency based in Hampshire

· To deliver the Yoko Ono exhibition for Portsmouth Cathedral and its accompanying education programme in Portsmouth and Gosport.

· Plan and organise a significant visual art event to include a major international artist in Winchester 2004/05.

· To further promote and develop the work of visual arts living and working in the county and to continue to provide and develop a network of information and opportunities.

· To realise the digitisation of the Survey of Sculpture, Monuments and Memorials through a partnership with Hantsphere

· Develop the HST's new website

· To further promote and develop the work of visual arts living and working in the county and to continue to provide and develop a network of information and opportunities.

Key Achievements 04/05:

· Delivery of successful Yoko Ono exhibition in Portsmouth Cathedral and integrated education programme during April - May 2004. 13,000 visitors attended this exhibition

· Provided support to HCC re Gosport Discovery Centre Public Art Commissions by Steven Pippin

· Initial research on high profile artists for possibly exhibiting in the Great Hall in 2006 for HCC.

· The Trust's exhibitions and education programme have become integrated

Key objectives of 05/06: (current year)

· Working to bring significant international artists to Hampshire

· Strengthening key partnerships through collaborations, e.g. Hampshire County Council

· To provide funding advice and consultation on the John Hunt of Everest School

· Increasing revenue e.g. funding applications to various funding bodies

· Progress with the Survey's amalgamation onto Hantsphere.

· Further developing the adult education programme to meet the needs of HST audience

Progress on 05/06 objectives:

Hampshire Sculpture Trust States that through being a partner in the organisation of Winchester Year of Sculpture 2006, the Trust has been successful both in working to bring international artists to Hampshire and in strengthening key partnerships through collaboration such as Hampshire County Council, Winchester City Council, Winchester School of Art and Winchester Cathedral, although their ambition to produce new work for the Great Hall will not be possible for this year and remains an aspiration for the future.

The Trust has continued in its work on the John Hunt of Everest Project and to develop the fundraising potential of the project - although the application to ArtPlus was not successful, further fundraising is underway.

Hampshire County Council have agreed to fund £4,000 towards the Survey's amalgamation onto the Hantsphere project. The application made to SEMLAC for this has been rejected.

New partnerships to work specifically on new commissioning projects has been through the Six Sacred Sites project.

Key events 05/06

· Maternity leave of Director - January - July 2005

Key objectives of 06/07: (Next financial year)

· Further developing new commissioning as a specialism, focusing on artists of national and international significance

· Exploring opportunities to promote cultural diversity through its programmes

· Reviewing organisational development and constitution

· Researching and developing additional revenue streams that promote sustainability

· Develop new working partnerships that further our aims and promote sustainability

Predicted Significant events for 06/07:

· Participation in Winchester Year of Sculpture 2006

· John Hunt of Everest Community School Commissions

· Touring exhibitions of Six Sacred Sites

· Application to ACE for Organisational Development/Research and Development Grant.

	2004/05 actual		2005/06 estimated
	No. Exhibitions	Attendance	No. Exhibitions	Attendance
Temporary Exhibitions
Fine Art/ Sculpture	4	13,500	9	5,475
Public Art Commissions (Gosport Discovery Centre)	2	3,000	-	-
Workshops/ Lectures etc.	9	525	9	584

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	-	-	-
Other earned	6,778	10,091	8,300
Grants
- HCC Revenue	32,950	33,775	34,619
- HCC Project	-	4,000	-
- Revenue Grant			2,000
- Portsmouth CC	400	-	-
- Gosport BC	500	-	-
- ACE Grants for the Arts	5,000	-	30,000
- Other Grants	-	-	5,000
Total	45,628	47,866	79,919

Expenditure
Staff & Admin	34,093	40,715	37,888
Comments on Surplus/Deficit: As a registered charity, the Trust is obliged to hold a minimum level of reserves (approximately a third of operational costs) to ensure the continued operation of the organisation for four months in the event of pending closure due to lack of continued funding. In order to maintain the minimum level of reserves and be financially sustainable the Trust continues to seek additional sources of revenue such as from earned income from public art consultancy and project management fees. Premises	2,500	2,500	2,500
Programme activity	9,057	4,929	36,200
Other	-	2,000	2,000
Contribution to reserves	-	-	-
Total	45,650	50,144	78,588

Income Total	45,628	47,866	79,919
Expenditure Total	45,650	50,144	78,588
Total Surplus/Deficit	(22)	(2,278)	1,331

Reserves
Total reserves c/f	10,718	-	-

Meeting Hampshire County Council's aims and objectives

Corporate Strategy:

Maximising life opportunities The Trust organises study visits (also attended by non-members) that are high quality adult and life-long learning opportunities and workshops with schools,

Stewardship of the environment. The Trust's survey of monuments, war memorials and public sculptures in Hampshire, which will be published on the internet in partnership with Hantsphere,

Achieving economic prosperity The Trust actively supports the professional development of artists in the region, through promoting employment opportunities, skills development and exhibitions.

Building strong and safe communities

The Trust is working with the community in Popley, North Basingstoke to ensure that they feel that their views and opinions on the JHE relocation and the Popley Urban Extension are heard, The education programme for the Yoko Ono exhibition catered directly to children from Paulsgrove and Cosham -

Improving services The Trust provided advice and fundraising support for the public art commissions for the Gosport Discovery Centre and is working in partnership with Hantsphere,

Developing councillors and staff The Trust has a history of working in partnership with the R&H department of the County Council,

Cultural Strategy:

Improving Access to cultural facilities - The Survey/Hantsphere amalgamation.

Offer more user-friendly opening times for cultural facilities - moving the Members' Exhibitions to existing cultural facilities such as museums and galleries throughout Hampshire that have better opening times.

Encourage volunteering - the use of volunteers is central in supporting the Trust's activities

Promote the use of the cultural assets of Hampshire - the Trust's activities directly promote the cultural assets of Hampshire county-wide

Promote the use of the cultural assets of Hampshire for tourism in a sustainable way - the Trust collaborates with Hampshire County Council and Winchester City Council to this end.

Develop the integrated use by the community of public buildings and facilities- as seen in the Trust `s support for commissioning work on John Hunt of Everest Community School and Gosport Discovery Centre.

Develop access to information on and to culture itself through IT, the web, etc - the Survey/Hantsphere amalgamation, a web-based project, will make the Survey accessible to the public for the first time. The Trust's new website is currently in development.

Comments

The performance of the Sculpture Trust has been giving concern for some time. The Trust has not attracted significant additional investment into its activities since 2002/03 and a consequence of this is that the levels of activity the Trust has engaged in has diminished. The Trust's ambition is to bring the best of the world's contemporary visual art to Hampshire. However it is clear from SHIPS Joint Investment Projects and the activities of other professionals that there is significant competition for this type of work in the county.

At the Executive Member's Decision Day on 20^th January 2005 the Trust were charged to produce a Business Plan for the organisation as soon as possible. This plan was presented to Hampshire County Council in November along with this application for further funding. The plan sets out the ambitions of the Trust. However these are framed in general terms and the plan lacks specific outputs, identified benefits and a financial plan making it difficult to be clear about what the Trust, on its own, is going to achieve, over and above what other organisations and local authorities are going to do anyway. Also in January 2005, the Trust was asked to investigate and secure other sources of funding so that it was not so reliant on the County Council's grant. Since then the Trust has submitted two funding applications, both of which were unsuccessful, so the Trust remains reliant on County Council support.

Due to continuing concerns about the role of the Sculpture Trust and its performance it is therefore recommended that the County Council withdraws major revenue support from the Trust and ceases to fund the Sculpture Trust as soon as realistically possible. The County Council has a significant involvement with the Sculpture Trust, over and above the annual revenue grant, through the provision of offices for the Trust and acting as Treasurer to the Trust . In addition to this, both the Trust's employees are employed by Hampshire County Council.

In order for an appropriate cross-departmental exit strategy to be drawn up and implemented it is recommended that the Sculpture Trust's grant is sufficient to enable the Trust to continue trading until the end of 2006. This will be the final grant from the County Council to the Hampshire Sculpture Trust. In view of all of this it is also recommended that the County Council does not appoint any representatives to the Sculpture Trust's Board.

Amount Requested £34,619

Amount Recommended £24,000

Recommended Conditions to be attached to funding

The grant is paid in two stages, pro rata, at the discretion of the Director of Recreation and Heritage.

Applicant	The Making	Date:	19 January 2006
	Elaine Dutton, Project Co-ordinator	Ref:	HOG1015 / 05061506
	Basingstoke

History

This project started life as the Museum of Modern Craft - initiated by Southern Arts and Hampshire County Council. After a long gestation Basingstoke and Deane Borough Council offered a free site and agreed to host the Project. The founding board was recruited in 2002 and it was agreed by the funders that the MOMC board would manage both the gallery and a craft development agency for the SE. In June 2003 it was agreed that the organisation's proprieties should be to progress the build and a learning and audience development programme. A project Director was appointed in June 2003. It is the intention that the gallery will be self sustaining. The Making is a Regularly Funded Organisation of the ACE.

Vision: To inspire creativity and encourage new audiences to engage with the art of making.

Organisational Aims: The Making will achieve its mission through

· an artist-led lifelong learning and exhibition programme for people in the South East, and especially for socially excluded young people and families.

· a professional development programme for crafts makers and artists.

· an innovative, accessible gallery experience in Basingstoke devoted to the art of making.

Activity

Key Objectives 04/05: (last full year)

· agree a new name and brand and appoint an Education Manager and initiate a learning and audience development programme.

· secure a site.

· research opportunities for partnership with a commercial developer.

· review and revise the development strategy and business plan.

Key Achievements 04/05:

Concept & Branding; The new brand and title - The Making, were approved

Communications; We have developed a good relationship with the local media and have successfully publicized our education programme locally. We also began development work on a website.

Advocacy; A Local Advisory Panel has been recruited.

Education & Professional development; An arts educationalist and professional ceramicist, was recruited in September 04 as Education and Community Outreach Manager. The main objective of the initial pilot education programme (February- October 2005) is to provide community access to high quality cultural activities in deprived areas and test the value of the crafts as a vehicle for social inclusion. The target audiences are young people and families.

Build Project; Both Basingstoke and Deane Borough Council (B&DBC) and Hampshire County Council (HCC) have been supportive of The Making's requirement for a landmark site for the Gallery. HCC produced pro-bono a feasibility study for a possible, Basingstoke's Eastrop roundabout which it owned and granted us a licence for three years to explore commercial opportunities to exploit the site. This offer was overtaken by B&DBC's proposal of a prime site within a major regeneration scheme for the town. Endowment funding to bridge the gap between projected earnings and expenditure is not yet possible.

Key objectives of 05/06: (Current Year)

· Produce business plan for gallery cultural programme, review commercial opportunities and create fundraising strategy for the capital project.

· Implement and evaluate pilot community arts learning, events and development programme.

· Produce pilot CPD and Development Programme for 2006-08.

· Produce national crafts symposium.

· Progress the gallery project subject to BDBC Development Programme.

Progress on 05/06 objectives:

· Detailed programme and business plan commissioned for gallery cultural programme.

· Pilot audience development programme completed with a range of partners.

· Making it Happen - a series of 3 professional development seminars.

· National crafts symposium Futures in the Making held at the V&A.

· Main fundraising focused on raising funds for our 3-year Street Art programme. Fundraising for the Theatre of Making on the Road will progress soon.

Key objectives of 06/07: (Next Financial Year)

· Develop and expand our life-long learning programme

· To continue to develop our professional development programme

· To increase the sustainability of the organisation

· To keep a watching brief on BDBC's proposed regeneration of Basing View and, if appropriate attempt to secure site and funding for the Making's proposed gallery.

Predicted Significant events for 06/07:

· Increased effectiveness and expansion of The Making's cultural programme subject to funding.

· Expansion of programme throughout Hampshire;

· Build project; It is unlikely but possible that work on the build project could resume in 06/07.

Activity

	2004/05 actual (Feb-Mar 04 only)		2005/06 estimated
	Sessions	Attendance	Sessions	Attendance
Workshops/Lectures	2	88	15	1,465 (Est.)

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	-	5,942	5,000
Other earned	5,532	4,976	13,000
Grants
- HCC Revenue	15,000	20,000	20,000
- HCC Project		1,000
- HCC ACLU		990
Basingstoke & Dean Borough Council (R)	17,250	20,000	20,000
Basingstoke & Dean Borough Council (P)	5,000	10,000	10,000
- ACE SE (Core)	95,530	97,918	100,608
- Arts Council England
- Other Grants	10,000	10,000	9,925
Total	148,312	170,826	178,533

Expenditure
Staff & Admin	83,597	98,907	106,098
Premises	25,969	20,046	25,200
Other: Fundraising & Capital Expenditure Programme activity	36,557	89,049	71,762
Other	18,287	7,029	7,400
Contribution to reserves	-	6,043	10,522
Total	164,410	221,074	220,982

Income Total	148,312	170,826	Comments on Surplus/Deficit: The Board's reserves policy is to ensure that it has sufficient funds to meet contractual liabilities to staff, creditors and stakeholders. The Company aims to maintain annual general unrestricted reserves amounting to at least three months running costs including salaries. 178,533
Expenditure Total	164,410	221,074	220,982
Total Surplus/Deficit	(16,098)	(50,248)	(42,449)

Reserves
Total reserves c/f	169,525	119,277	76,828

Meeting Hampshire County Council's aims and objectives

The Making Objectives 2006-7		HCC, Key Aims (1-6)
1	To build on the success of our pilot education programme and develop and expand our life-long learning work through major new programmes by:	1,4,2,3,5
2	To continue to develop our professional development programme by:	3,1
3	To increase the sustainability of the organisation by:	3
4	To keep a watching brief on BDBC's proposed regeneration of Basing View	3,4,5

1) Providing services for young people: Street Art in The Making, Volunteers Scheme, Work experience

2) Providing services for old people: Adult Learners Week

3) Raising educational attainment: Artists in Schools, Architecture Week

4) Catering for those who might be in high crime localities or in areas of deprivation, Architecture week for pupils and residents at John Hunt Community School, Popley Community Festival.

Comments

This is a project that had as its impetus the vision for the development of a building based project focused on the contemporary crafts. Considerable lottery funding through Arts Council England has been earmarked for the development. This has however been slow to develop and, whilst there has been considerable support from all partners, the prospect of the building opening is many years away. The Making have taken the need for a sound audience development programme in order to lay the ground for the eventual opening as axiomatic. A programme and strategy which combines on the ground work with visionary ideas for community consultation relative to the Basing View development have been generated. This year Arts Council England published a draft National Strategy for the Crafts and Arts Council SE have commissioned a review of The Making organisation within the context of its desire to see a Craft Development Agency in the South East. Both HCC and ACE have indicated to The Making that capital monies for this project are no longer available. The position of The Making as an organisation is now dependant on the outcome of the ACE review.

HCCs original purpose for supporting The Making was the development of the building based project. There is no immediate prospect of this ambitious project in view and the complexities of the project make it likely that a decision on its development is not imminent either. The audience development work is mostly based in deprived wards of Basingstoke although there are plans for Theatre of the Making in wider Hampshire in association with the County Council's Museums Service.

It could be argued that the County Council should withdraw from supporting The Making because the building project is unlikely to occur within the foreseeable future. However, to withdraw all the County Council's funding at once would put The Making in a difficult financial position. It is therefore recommended that the County Council agrees to fund The Making for one more year only and that the grant is used specifically to support The Theatre in The Making initiative in Hampshire.

Amount Requested £20,000

Amount Recommended £15,000

Recommended conditions to attach to funding - The grant is to be used to support The Theatre of The Making in Hampshire County Council's Museums and other Hampshire venues.

Applicant	Making Space	Date:	19 January 2006
	Kit Lendon, Development Director	Ref:	HOG1210 / 06071493
	Havant

History

Making Space began life as integral to the Museum of Modern Craft initiative. In 2002 the two initiatives became distinct. A fundraising campaign has resulted in the planning and delivery of a bespoke facility of seven craft studios and two community teaching facilities in Leigh Park, Havant.

Vision: Making Space will -

· Engage people with craft making and encourage creativity through practical activities and exhibitions.

· Enhance the community and provide opportunities for people to develop creative businesses and inherent business skills.

· Provide career development support for makers, particularly new graduates in a supportive environment through professional development training and affordable high quality work space.

· Provide recreational and vocational courses and workshops that improve individuals self-esteem, personal aspiration and enjoyment that should lead to improved employment prospects.

Activity: Key Objectives 04/05: (Last full year)

· To develop a pilot programme of workshops and exhibitions.

· To test the validity of the project and assess the demand.

Key Achievements 04/05:

A pilot project ran in Leigh Park and venues throughout Havant from February 2004 to February 2005. During the pilot project over 600 people accessed Making Space and from their responses a decision was made to continue outreach work. During this time Making Space developed useful and long lasting partnerships with other local organisations. The organisation also began to build a mailing list of interested parties that now stands at over 300.

Significant events of 04/05:

· A successful Pilot Project was run

· Funding was secured allowing the capital project to proceed

· Making Space changed its public name from The Leigh Park Crafts Initiative and gained a recognisable corporate identity.

Key objectives and Progress of 05/06: (Current year)

· To appoint a Development Director in May, followed by a Project Administrator and to move into self-contained offices. (The organisation appointed a Development Director in May, followed by a Project Administrator in June. Making Space moved into Bedhampton Centre in June.)

· To run a more formal programme of activities that will prove to be valuable in market research, mailing list development and laying groundwork for the opening of the building. (Making Space continue to run a formal programme of workshops and courses that continue to be well attended.)

· Making Space intend to become a registered charity.(Achieved)

· The Trust is seeking additional board members particularly with legal and financial expertise.(An accountant has recently been recruited to the board)

· Making Space aim to gain planning permission for the building and begin detailed design work on the scheme during 2005/06. (Planning permission for the building was granted in August)

· The organisation will also be seeking additional funding to run bursary schemes for local people and makers and offset some capital equipment costs. (Ongoing)

· The development Director will be working on policy development.(Ongoing)

Significant events of 05/06:

· Gaining planning permission for the building, this has ensured that the project will have a tangible and permanent presence in the community.

· The recruitment of new staff.

· The attainment of charitable status which will enable more successful finding bids.

· The development of a Health and Safety Policy improving general practice.

Key objectives of 06/07: (next financial year)

· To become fully operational having achieved a functioning building.

· Recruit a caretaker/technician and cleaning staff.

· Continue to run the workshops and courses locally.

· Workshop tenants will be sought and will move into the leased studios prior to opening to the public in late summer 2006.

Predicted Significant events for 06/07: The opening of the building.

This will be the culmination of several years work and will enable Making Space to deliver the programme without compromise. Changes may occur to the services Making Space provide, as the building will enable more courses and workshops to be run and making to be practiced at a higher level of skill. The organisation will also be able to focus more on professional development for makers and work closely with the workshop tenants and partner organisations to develop the programme.

	2004/05 actual			2005/06 estimated
	Exhibitions	No.Days	Attendance	Exhibitions	No.Days	Attendance
Temporary Exhibitions
Fine art /Sculpture	-	-	-	1	15	100
Decorative arts and crafts	3	89	250	4	111	300
Workshops/Lectures	26	N/A	526	44	N/A	940

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	-	-	4,894
Other earned	5,593	3,135	13,360
Grants
- HCC Revenue	20,000	20,000	33,000
- HCC Project	-	4,000	4,000
- Havant BC SRB	-	60,000	-
- Havant BC (R)	-	-	20,000
- Havant BC (P)	-	4,750	3,000
- ACE SE (Core)	50,000	2,200	16,000
- Other Grants	-	-	-
C/f 2002/3	15,928
Total	91,521	94.085	94254

Expenditure			In Kind: (05/06) The estimated total in kind support to date for 05/06 is £1821.99.
Staff & Admin	21,630	54,234	79,652
Premises	-	4,723	15,215
Programme activity	15,674	26,270	33,135
Other	-	-	-
Contribution to reserves
Total	37,304	85,227	128,002
Income Total	91,575	94,085	94,254
Expenditure Total	37,304	85,227	Comments on Surplus/Deficit: The reserve is being accrued and held over to cover the increased expenditure that Making Space expect during the organisation's first operational year (06/07). 128,002
Total Surplus/Deficit	54,217	8,858	(33,748)

Reserves
Total reserves c/f	54,216	63,074	29,329

Meeting Hampshire County Council's aims and objectives

Corporate Strategy:

Areas of deprivation Havant is one of Hampshire's most deprived areas (as detailed in the index of

multiple deprivation 2000). Leigh Park, the main focus of the organisation, is the most deprived area in

Havant and is an area of significant regeneration.

Maximising Life Opportunities Making Space is accessible to people from a regeneration area who have previously been disenfranchised from both cultural activities and continued learning. The organisation's programme provides high quality accessible learning in non-threatening environments.

Achieving Economic Prosperity Making Space will contribute to the development of the local economy by promoting the creative industries as viable employment options. The organisation will encourage local people to self-initiate employment opportunities.

Improving Services Leigh Park is a priority policing area, Making Space can contribute to crime reduction by engaging young people in activities.

Cultural Strategy

Countering social exclusion Through close work with Leigh Park's community, Making Space has made significant inroads in countering social exclusion. It provides a hands on and accessible way for people of all ages to enjoy being creative.

Working with education institutions In 2005/06 Making Space worked closely with a local school to develop a permanent piece of work for their site. Making Space has formed good working relationships with a number of local schools and colleges. In November 2005 Making Space is holding a professional development day at Portsmouth School of Art, Design and Media for emerging makers

Improving access to arts activities The open policy adopted by Making Space and low fees, encourage people of all ages and means to participate in what can be perceived as an elitist pursuit. Bringing high quality contemporary craft into a housing estate provides people with access to the arts which they may never have had before

Comments

As a young organisation Making Space has worked hard, and successfully, to establish a strong presence in Leigh Park. It provides high quality experiences for local people and is poised to make a real contribution to the development of the creative industries in SE Hampshire. The Board is supportive and is developing its skills as an organisation. HCC has been a key player and supporter of this initiative.

HCC has supported this initiative from the policy fund with a grant of £20,000. HCC staff have worked closely with Making Space staff to ensure that the business model is sound. In refining the business model as the building project developed it is clear that this level of funding is inadequate. The original funding package was based on a policy decision to increase support to under represented areas of work. Estimates for heating, lighting and water and building insurances have added an additional £10,000 and a contingency figure of £5,000 pa makes up the primary requirement of additional funding of 18,000 in a full year. It is therefore recommended that the County Council's grant is increased from £20,000 to £33,000 for 2006/07.

Amount Requested £33,000

Amount Recommended £33,000

Applicant	ArtSway	Date:	19 January 2006
	Mark Segal, Director	Ref:	HOG1211 / 06071517
	New Forest

History

Opening in 1997, Artsway was initiated by a group of artists in partnership with Sway Parish Council, New Forest District Council and HCC and Southern Arts and Arts Council. Artsway is a contemporary art gallery which has a number of artists studios attached. It runs a craft selling space and an extensive education programme. In recent years HCC has uplifted its investment in Artsway and contributed to the acquisition fund for the Freehold Purchase. ArtSway is a RFO of the Arts Council England.

Vision

ArtSway aims to be the main focus of contemporary visual art in the New Forest. It intends to become a resource of excellence for artists and educators. It seeks to attract a broadly based audience by offering an accessible programme of new and innovative contemporary work. While operating at a local, regional, national and international level. ArtSway is mindful of its community base and seeks to stimulate and involve the local communities of the New Forest.

.

Activity

Key Objectives 04/05 and Achievements (last full year)

	Targets	Achieved
Self generated exhibitions	6	7
Received/Partnered Exhibitions	0	0
New Media Projects	2	2
Exhibition Days (on site)	256	258
Exhibition Days (off site/ touring)	-	80
Participation opportunities	130	140
New participation opportunities	5	15
Attendees (on site)	9,000	9,450
Attendees (off site/touring)	-	12,000
Participants	1,200	2,387

Significant events for 04/05:

· Richard Billingham Exhibition (also presented at Basle Art Fair)

· High quality programme, some toured to London and other regions

· Increased Core funding from ACE

· Increased participation Activities

· Successful ACE GfA application for New Forest Pavilion (Venice Biennale)

· Successful application for capital funding from ACE, NFDC and HCC

· Audience Development programme

Key objectives of 05/06:

	Targets		Targets
Self generated exhibitions	5	Participation opportunities	150
Received/Partnered Exhibitions	2	New participation opportunities	6
New Media Projects	2	Attendees (on site)	11,000
Exhibition Days (on site)	260	Attendees (off site/touring)	20,000
Exhibition Days (off site/ touring)	90	Participants	2,500

Significant events for 05/06:

· New Forest Pavilion (Venice Biennale)

· Completion on purchase of ArtSway Freehold

· Audience Development programme (AAAI)

· Continued working with Hampshire Library Service

· Work from programme presented in London: (ICA and 291 Gallery) and internationally, Canada; USA Australia

Key objectives of 06/07:

	Targets		Targets
Self generated exhibitions	5	Participation opportunities	160
Received/Partnered Exhibitions	2	New participation opportunities	5
New Media Projects	2	Attendees (on site)	12,000
Exhibition Days (on site)	260	Attendees (off site/touring)	20,000
Exhibition Days (off site/ touring)	90	Participants	2,800

Predicted Significant events for 06/07:

· Build upon freehold purchase. Initiate feasibility and development towards new education space, live/work studios and improved accommodation for SCAN

· Retain Audience Development / Marketing Officer

· ArtSway Xtra: Embedded new and extended version of audience development scheme

· ArtSway Associate Scheme offering legacy support for residency artists

· Partner Forest Arts Forum organisations (St Barbs, Forest Arts, Forest Forge, Hampshire Library Service)

· New pilot Artist into Schools programme

· Partnership with Solent Centre for Art + Design delivering workshops across Hampshire

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	13,553	13,897	18,000
Other earned	15,464	18,025	13,811
Grants
- HCC Revenue	8,000	8,200	15,000
- HCC Project	7,717	-	-
- New Forest DC (R)	8,080	8,280	9,000
- ACE SE (Core Funding)	103,714	106,375	109,300
- RALP	61,450	12,360	-
- NTP (GfA)	4,449	1,966	-
- RALP Partnership Income	4,083	-	-
- Other Grants	55,540	2,863	15,064
Total	282,050	171,966	180,175

Expenditure
Staff & Admin	123,051	129,379	125,275
Premises	17,505	13,924	13,350
Programme activity	94,821	80,248	44,550
Other	-	-	-
Contribution to reserves	2,000	2,000	2,000
Total	237,377	225,551	185,175

Income Total	282,050	171,966	Comments on Surplus/Deficit The organisation has initiated a reserve account to manage unexpected building, equipment, maintenance and repair costs. The 05/06 deficit relates to the capital programme and related developments. 180,175
Expenditure Total	237,377	225,551	185,175
Total Surplus/Deficit	44,673	(53,156)	(5,000)

Reserves
Total reserves c/f	49,328	9,000	6,000

Meeting Hampshire County Council's aims and objectives
Corporate Strategy:

Maximising life opportunities: Promoting participation in learning, Access to cultural activities: Contemporary art exhibition, Creative Opportunities (workshops and courses) Personal and social development: Work placements Promoting, caring for and empowering older people: Empowerment through cultural activity, targeting older groups for workshops and courses.

Achieving economic prosperity: Significant income from external funding and investment (ACE, and Charitable foundations) Promoting new technologies: ArtSway facilities and grounds are broadband (wireless) enabled; targeted workshops in creative use of new technology, Access to skills and employment. Creative opportunities for families and carers, training and professional cultural advice in the visual Arts.

Building strong and safe communities: ArtSway contributes by targeting those in danger of social exclusion for participatory opportunities.

Cultural Strategy and Departmental Priorities:

· Providing access to high quality contemporary visual art of an International standard

· Access to the gallery is free.

· Encouraging inclusion by targeting groups at risk for participatory events and activities

· Being a unique facility offering a sense of place, not available anywhere else in England

· Offering a large range of learning opportunities,

· Increasing the number of opportunities for participation. improving the quality of cultural provision in the County with exhibitions of exceptional quality.

· Contributing to the knowledge economy through courses and workshops and bringing investment into the county, supporting economic sustainability.

Providing services to young people: Exhibitions; Regular Art Clubs; Artist in Residence workshops for young people (targeted at excluded young people); Holiday workshops; Volunteer opportunities.

Providing services to older people: Exhibitions; Volunteer opportunities; Gallery talks; Staff visits; Additional workshops through AD targeted at old people

New partnerships with Hampshire Library Service; Preview DVD's in three libraries across the New Forest, Creative Workshops in Libraries, Exhibitions of work in Libraries ArtSway regularly hosts activities for community participation. ArtSway has targets for use of facilities by local groups.

Comments

Artsway is an energetic organisation which is making an impact both in the community and the art world. Through its innovative access and participation work it is building audiences locally and through its touring programme is putting exhibitions generated in Hampshire into the national and international arena. As a small organisation it `punches above its weight'. However it relies on generating additional funds from a variety of sources to enable it to realise its ambitions. This it does successfully. However constant application for funds means that time has to be allocated to this activity. A more securely funded core team would enable Artsway to develop its programme further. The organisation demonstrates that it

addresses the objectives of the County Council's corporate and cultural strategies.

Hampshire County Council has made considerable investment into Artsway. Increasing the investment from the 2005/06 figure will help to secure the growth of this organisation.

Amount Requested £15,000

Amount Recommended £15,000

Applicant	The Winchester Gallery	Date:	19 January 2006
	John Gillett, Director	Ref:	HOG1212 / 05061536
	Winchester

History

Winchester Gallery is situated in the Winchester School of Art, which is now part of the University of Southampton. Its programme provides both for public participation and supports the academic programme and research activities of school staff. Winchester Gallery is an ACE Regularly Funded Organisation.

Vision: Organisational aims

· To develop the audience for contemporary visual arts and crafts, through exhibitions and exhibition-based activities

· To bring the experience of original works of art and craft to as wide an audience as possible and stimulate new audiences

· To pursue equal opportunities and open access for all

· To show imagination and originality in exhibition-making

· To publish contemporary visual art, including crafts, in a research-based critical context

· To stimulate new work

· To achieve a strategic spread of exhibition / education work, geographically and demographically

· To respect and protect the rights of artists

Activity

Key Objectives 04/05: (last full year)

· Full gallery programme

· Full off-site programme

· Re-branding and re-purposing of SATES as WING Projects

Key Achievements and Significant Events 04/05:

· The steering groups for The Winchester Gallery and Fotonet have merged

· The organisation's use of volunteers has greatly increased, particularly within educational activities. This is the conduit for an improved relationship with Winchester School of Art.

· Funding for Gallery Go expired, and the project entered a period of uncertainty (ACESE commitment is uncertain), the gallery is making new proposals for it's future.

· The gallery took part in the trial of the Think Big strategic marketing planning exercise with SAM, the outcome has informed our forthcoming marketing strategy and next development plan.

· Delivery of core programme.

Key Objectives 05/06: (current year)

· Repositioning of touring operation in its market, re-branded as WING Projects

· Expansion of photography and new media operation through adoption of Fotonet South

· Secure funding for the second half of a full time appointment for the Director of Fotonet

· Provided Gallery Go survives, the gallery will deliver a long-term, international Fotonet project which will encompass all six of the Gallery Go venues.

· To make a greater contribution to the economy of the art school, mainly by raising its profile for recruitment purposes through bigger, higher profile projects.

· In comparison the gallery's existing strengths have been through it's Touring Exhibition Service, in smaller, off-site, community based projects, a solution and the future of the gallery will embrace both approaches through a dual model.

Progress on 05/06 objectives:

· Merger with Fotonet has occurred

· Programme of in-school touring, community touring and participation programme delivered.

Key Objectives 06/07:

· Full Gallery programme

· Full off-site programme

· Expansion and integration of Fotonet operations

· Delivery of new marketing strategy

Predicted Significant events 06/07:

· Integration of Fotonet activities and Winchester Gallery programmes

· Integration of Winchester Gallery programme within WSA Internationalisation project

· Identification of Winchester Gallery as photography and digital media specialist venue

· Delivery of new crafts strategy, including Esmee Fairbairn Application

	2004/05 actual			2005/06 estimated
	Exhibitions/ Sessions	No. of Days	Attendance	Exhibitions/ Sessions	No. of Days	Attendance
Temporary Exhibitions
Fine art/ Sculpture	7	109	6,245	6	85	5,461
Decorative arts & crafts	1	121	866	-	-	-
Photography	-	-	-	2	42	1,529
Workshops/ Lectures	46	N/A	1,891	30	N/A	1,790

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity	12,364	12,900	15,000
Other earned	-	25,500	22,031
Grants
- HCC Revenue	4,000	4,100	10,000
- HCC Project	-	-	-
- Winchester City Council Community Chest (P)	1,000	1,000	1,000
- ACE SE (Core Funding)	96,555	115,969	115,969
- Other Grants	36,958	38,581	40,000
- Trust / Charity funds	1,500	-	10,000
Total	152,377	198,050	214,000

Expenditure
Staff & Admin	100,679	122,233	131,000
Premises	33,958	38,581	40,000
Programme activity	16,148	37,000	40,000
Other
Contribution to reserves	1,592	236	3,000
Total	152,377	198,050	214,000

Income Total	152,377	198,050	214,000
Expenditure Total	152,377	198,050	214,000
Total Surplus/Deficit	0	0	0

Reserves
Total reserves c/f	(2,913)	(2,677)	323

Meeting Hampshire County Council's aims and objectives
Corporate Strategy:

All of the gallery's objectives support the County Council's Corporate Strategy. The gallery's projects are all targeted for schools use and all involve workshop activity, intended to improve educational attainment within and beyond the national curriculum. Regular work is done with schools in Winnall and Highcliffe.

Cultural Strategy:

All of the gallery's objectives support the County Council's Cultural Strategy. The gallery supports the departmental priorities of `Countering Social Exclusion', `Working with Educational Institutions' and `Improving Access to the Arts', through its work in Winchester, Hampshire and central Southern England.

Comments
The gallery provides an interesting and rounded programme and is one of very few contemporary art spaces in Hampshire. Its touring and community based programme takes exhibitions and educational programmes of excellence to the wider community and into the South East region.

In 2005/06 Winchester Gallery was included in HCC's list of revenue funded clients, this was a strategic development in support of the visual arts. The grant in 2005/06 was very modest, it is proposed that a standstill grant is made for 2006/07 and negotiations are undertaken to develop a specific strand of work in the future.

Amount Requested £10,000

Amount Recommended £4,100

Applicant	The Anvil	Date:	19 January 2006
	Christine Bradwell, Chief Executive	Ref:	HOG1213 / 06071489
	Basingstoke

History

The Anvil opened in 1994, an initiative of Basingstoke and Deane Borough Council. It is the premiere convert venue in North Hampshire promoting a mixed programme of classical, world, Jazz and popular music. It is committed to both education and community work and inclusivity. 70% of the audience come from within Hampshire. The Anvil receives funding from Arts Council England.

Vision

· To provide opportunities to hear, create and perform - GREAT MUSIC LIVE

· To develop (enjoyable) learning experiences for all

· To offer the community a place to celebrate itself

· To support access and innovation in all the work

Activity: Key Objectives 04/05: (last full year)

Due to the Basingstoke and Deane Borough Council Arts Review and the uncertainties surrounding the introduction of the new rule on VAT very few objectives were set and the introduction of a new three year plan postponed. It was seen as a "holding" year, maintaining the programme and community activities within the financial resources assumed to be available.

Key Achievements 04/05:

· Sales on the concert series increased by 6% from 76% to 82%.

· The appointment of a full time animator who started in September 2004.

· Working with Proteus on their Spring schools project - Anvil provided the musician for the schools tour.

· Remaining within budget - with a surplus of £37,000.

The most significant event was the Basingstoke and Deane Borough Council Arts Review. Whilst the option of a commercial operation was not pursued The Anvil is still waiting to hear if any further work is to be done on a "one trust" option for the future.

Key objectives of 05/06: (this year)

· To increase the profile of the International Concert Series through partnership promotion with the Philharmonia Orchestra and Classic fm.

· To increase the audience from the M3 corridor catchment area by 20% by December 2006

· To decide upon the future of presenting contemporary opera by March 2006

· To hold joint programme meeting with the Haymarket Theatre

· To develop shared community and education project with the Haymarket and Proteus

· To increase our work with pre school children to 4 centres

· Key Stage 1-4 pupils to provide two major projects that include performances

· To present a minimum of two culturally diverse art weeks

· To research and develop a large scale community commission

· To increase visits to residential centres for the elderly to six

Progress on 05/06 objectives:

· Progress on objectives relating to the classical concert series will not be known until Spring as the series does not begin until the end of September.

· Quarterly programme meetings are held with the Haymarket Theatre

· The major community project in conjunction with Proteus and the Haymarket did not receive Arts Council funding but a collaboration still took place on their Summer School project

· Scheduling is taking place on the work in pre school centres with the London Mozart Players

· Three cultural diversity arts weeks are planned in the financial year

· One major junior schools project has been achieved, the second will take place in March.

· So far 5 visits to residential centres for the elderly have occurred

· The Anvil will have more sold out performances this year than in any previous year

The most significant event for the organisation has been the collapse of the daytime catering trade as a result of the 30 extra outlets in Festival Place. The reduction in earned income is being offset by redundancies and overhead savings and the overachievement of the programme. The Anvil Board adopted a new three year plan with effect from June 2005. This has focused development on education and community activities.

Key objectives of 06/07: (Next Financial Year)

· To increase the audiences for the classical concert series from the M3 corridor catchment area by 20% by December 2006

· To increase work with pre-school children to work with a minimum of 6 centres

· To increase work in residential centres for the elderly to a minimum of 10 centres

· To commission and present a major new work for students with severe physical and learning disabilities by March 2007

· To develop a race equality action plan by June 2006.

· To premiere a new commission by December 07

Predicted Significant events for 06/07:

Whilst, at present, the organisation believes it will receive a 1.5% increase on its grant from the Borough Council this may not be the case. As it cannot hold staff salaries at this rate and other inflation, particularly on utilities, is rising well above general rates they will have to address this at a time when the commercial income e.g. the catering is in decline. However, it is intended that the new education and community development plan will ensure that this area of our work continues to grow and that the current strong audience figures will sustain the programme income.

	2004/05 actual		2005/06 estimated
	Performances/ Sessions	Attendance	Performances/ Sessions	Attendance
Professional Performances
Pre show/Foyer events	28	1,737	26	2,000
Pantomime	36	19,390	38	21,000
Music (Classical, Opera & World)	40	27,090	46	32,000
Other Music	78	61,477	60	48,000
Opera & Dance	8	5,142	11	8,360
Light Entertainment	9	8,801	18	16,000
Children's events	10	6,086	8	5,000
Amateur Performances
Theatre	3	720	-	-
Music	44	29,718	32	21,000
Community Musical/ Education	5	1,964	2	1,000
Workshops/ Lectures	144	6,527	140	6,000

Financial information

Income	2004/05 actual	2005/06 estimated	2006/07 projected
Programme activity- net	259,606	292,789	290,000
Other earned- net	265,461	218,538	231,900
Grants
- HCC Revenue	25,000	25,625	26,265
- Basingstoke & Dean Borough Council	752,800	764,100	775,600
- ACE SE	42,000	45,000	46,125
- Other Grants	-	-	-
Total	1,344,867	1,346,052	1,369,890

Expenditure
Staff & Admin	833,467	858,141	885,800
Premises	35,000	30,000	25,000
Other: VAT non reclaimable Programme activity	390,037	411,193	406,800
Other	49,350	43,094	49,863
Contribution to reserves	-	-	-
Total	1,307,854	1,342,428	1,367,463

Income Total	1,344,867	1,346,052	1,369,890
Expenditure Total	1,307,854	1,342,428	1,367,463
Total Surplus/Deficit	37,013	3,624	2,427

Reserves
Total reserves c/f	461,322	-	-

Of the reserve 306,632 is restricted fund

Meeting Hampshire County Council's aims and objectives

Corporate Strategy: All the main objectives of the organisation support the County Council's Corporate

Strategy. In particular the aim to be the leading concert hall for South East England by presenting,

supporting and encouraging great music live is feeding in not only to the economic prosperity of the

county but helping to maximise life opportunities.

The Anvil works extensively in schools starting from pre school and continuing through to University. For work in the community the organisation recently won the mayoral award for services in this area of work. Work takes place in residential centres for the elderly and an increase in this work is included in the 3 year plan. The Anvil have included working with young offenders in their educational development plan for next year.

Cultural Strategy and Departmental Priorities: The Anvil is noted for the excellence of the music it presents. This encompasses both the traditional and the commission and support of new work. The programme ranges through every music genre. This breadth of work also extends in to the participatory activity in schools and the community with projects based upon a wide range of culturally diverse music including new commissions.

The Anvil seeks to be accessible to all members of our community, its pricing policy is determined to encourage those with a lower income with many concessions and specifically targeted offers. Through post code analysis the organisation knows that it covers a wide range of audience members. The Anvil is involved with the Borough Council on a special initiative for first time attendees to their Pantomime. All educational work is free to participants.

Comments

The Anvil provides a centre of excellence for the promotion, presentation and participation in a wide range of music genres. The business plan for 2005 - 8 sets out a clear vision for the Anvil within the context of its near and the wider community.

Hampshire County Council's contribution to the Anvil's programme is a modest one compared to the support of the core business by Basingstoke and Deane and Arts Council England. In 2005/6 the grant aid was not tied to any element of the programme whereas in previous year's support had been hypothecated to education and outreach work.

Amount Requested £26,265

Amount Recommended £25,000

Recommended conditions to attach to funding

That £25,000 be earmarked to the Anvil and that the funding be tied to an agreement on hypothecated areas of work which relate to the delivery of the Arts and Cultural strategies and that this be framed as a 3 year agreement. The focus of operation for this work should be in the north of the county.

Appendix 3

Glossary

G4A Grants for the Arts

Project funding stream open to all. RFO clients have to seek authority to apply for this fund.

HCC ACLU Hampshire County Council Adult and Community Learning Unit

LSC Learning and Skills Council

RFO Regularly Funded Organisations

These are key strategic organisations which have three year funding agreements with the Arts Council England.

SAM Sussex Arts Marketing

SATES Southern Arts Touring Exhibition Service

SHIPS Southampton, Hampshire, Isle of Wight, Portsmouth and

South East Arts

SLA Service Level Agreement

WING Winchester Galleries Off-Site Touring Programme