Archived decisions

Organisation

Strategic Role

CII Priorities

LAA Themes

Investment Leverage

Figs extrapolated from 2004/5 revenue grants round report

Partners

Joint Investment Fund

ACE partnership

Brings together 11 local authorities (including three unitaries) in collaborative working maximising impact, knowledge, skills and experience across seven county-wide programmes.

Community Strategy

S&S

H&W

EP&LLL

E,I&T

Cultural Strategy

P

PA

C&P

YP

RN

In each year x 3

£60,000 =

ACE - 35,000

Districts - 17,532

Soton - 15,000

P'mth - 15,000

IOW - 4,000

ACE - Additional one off fund 84,000

Plus additional amounts for individual projects

Gosport

Winchester

Eastleigh

Basingstoke & Deane

Havant

Test Valley

Portsmouth

Southampton

New Forest DC

IOW

ACE SE

JIF is the mechanism by which ACE and Local Authorities together negotiate joint priorities for action. There are, however, inherent difficulties in the operation of this mechanism.

· Disparate levels of investment by the partners - Districts in particular making very small contributions (based on historic levels of subscription to Southern arts) to the partnership financially.

· Very different levels of authority in officers round the table to commit to action or additional investment i.e. from assistant director level to junior arts officer.

· Very different levels of capacity to engage in a practical way with the chosen projects with very different expectations of what may be achieved.

· Very different projects: Economic and Social Impact Study; Open Arts Project; Arts and Health Project; Mobile Media Project; Public Art Project; Dance Project and Youth Music.

· Varied understanding of the nature of the partnership

· Unclear role of Members

Questions

· Is the current way of working the most effective?

· Is the partnership working at the right level?

· Would it be more effective for SHIPS to contact existing organisations via SLA mechanisms to deliver JIF projects?

· Is there a sufficient infrastructure to achieve the point above?

· Is there sufficient shared ground to develop the partnership or is the only shared common objective ACE investment?

Action:

· Review the current partnership arrangements in the light of the evaluation of the first programme and new ACE parameters.

MUSIC

Bournemouth Symphony Orchestra

BSO is one of the 50 National organisations funded directly from ACE National Office, through ACE SW

SLA which provides a mix of concerts, education and auxiliary services.

Focus B&D, Southampton ton and Portsmouth.

Winchester, HCC Education/Music Service What role NFDC and TVBC?

Community Strategy

S&S

H&W

Cultural Strategy

P

C&P

YP

£172,148

Plus additional one off 10,000 for education activities 2005/6

319,000 direct payment from schools

£ 4,700 special schools (standards fund)

targeted support to Andover Schools £12,000 (standards fund)

Investment from Portsmouth City

Southampton City

Test Valley and New Forest.

SLA partners

Hampshire County Council Hampshire Music Service

Southampton

Portsmouth

Test Valley (separate agreement)

New Forest

SLA with the BSO involves a range of authorities based on a historical arrangement - the investment levels range significantly and there are questions about whether historical precedent has dominated the arrangement to the detriment to the best use of funds.

Questions:

· Is it appropriate for approximately 20% of Hampshire's Arts Revenue Grant Aid to be invested in a single organisation?

· Would thinking about the total investment in classical/serious music promotions be a useful exercise?

· Are there other `serious music' suppliers who could provide a similar quality programme in the county?

· Is the current SLA value for money - should it be market tested?

· Is the education package serving its purpose - Are there other high quality providers of planned workshops that integrate with the school curriculum, who are able to make a more efficient and effective contribution to music education.?

Action:

· Review arrangements for supply promotion of `serious' music with other key investors and Hampshire promoters with options on:-

o Ceasing current arrangement and devising new programme with new supplier

o Modifying current arrangement with consideration of range and scope of programming

o Maintaining the status quo

Anvil

ACE funded

Concert Hall based in Basingstoke and covering the north of the county and majoring on live music. Programme also has strong community and education elements.

Community Strategy

S&S

H&W

Cultural Strategy

P

C&P

YP

£25,000 = 0.7%

Projected turnover: £3,518,597

B&D - 938,177

ACE - 45,000

Fundraising - 22,240

Earned - 2,483,000

In 2006/06 the Anvil was told that their grant was no longer earmarked for particular activity but a general revenue grant. This poses serious questions when the organisation make an annual surplus on the year of over twice the level of grant aid made.

Questions:

· Should the grant aid be earmarked for a particular strand of activity?

· What developed strategic role might the Anvil play in promoting serious music cross the North Hants are?

· Could the Anvil attract new serious music partners to the area in place of the BSO?

· This grant is a negligible part of this organisation's turnover - could this cash be used more strategically in the support of music across the county?

Action:

· Negotiate SLA with Anvil relative to development of community programme covering the north of Hampshire, specifically TVBC and Rushmoor

· Consider framing the SLA across a three-year timeframe.

TAPs

ACE RFO

Music project with traditional forms, working mostly in predominantly rural areas, e.g. NFDC, TVBC and East Hants

Community Strategy

S&S

H&W

Cultural Strategy

P

PA

C&P

YP

£14,350 = 5.7% approx

Projected turnover: £253,534

6,000 estimated for rent at Fairfields Arts Centre

Combined LA's - 16,500

ACE - 69,700

Fundraising - 48,139

Earned - 102,95

Note - this organisation has been funded historically and is based at Fairfield Arts Centre

Question:

· TAPS activity in Hampshire fluctuates widely with focus on Berkshire and Oxford being important

· What is the reason for funding TAPS? Is the company funded on its own merit or is it funded for work in Hampshire?

Action:

· Consider redefining agreement with TAPS as SLA for specific activity in Hampshire

THEATRE

Haymarket Theatre, Basingstoke

05/06 ACE RFO subject to peer review

Producing Theatre in North of Hampshire - also provides space for community activity

Community Strategy

S&S

H&W

Cultural Strategy

P

C&P

YP

£64,114 = 4.17% approx

Projected turnover: £1,444,000

B&D - 504,000 (Includes 97,000 rent grant)

ACE - 262,657

Fundraising - 33,000

Earned -572.000

(figs for 2005/6)

Questions:

·

· How stable is the Haymarket in light of resignation of the Chief Executive? What is progress on reducing deficit?

· How feasible is the proposal for a single management arrangement for the Haymarket and Anvil? (B&D CLL)

· If Haymarket is no longer to be a producing house then what might it become?

· Why does HCC support the Haymarket now - and why may it in the future? Building and facility or work produced?

Action:

· Define outcomes required from Haymarket in tripartite arrangement with B&D and ACE. NB: HCC is a junior partner.

Nuffield Theatre, Southampton

ACE RFO

Producing Theatre serving the South and West of the county. Significant education activity takes place which is supported by HCC Children's Service in addition to R&H

Community Strategy

S&S

H&W

Cultural Strategy

P

C&P

YP

£45,205 = 2.8% approx

Projected turnover: £1,609,597

Grant split into three elements: Education, Costume Store and General

Southampton - 232,877

ACE - 551,169

Fundraising - 194,300

Earned - 58,252

University of Southampton -

Questions:

· What strategic benefit does HCC want from Nuffield Theatre?

Action:

· Renegotiate SLA with Nuffield theatre, maintaining the focus on youth participation and support of new work

Salisbury Playhouse

ACE RFO

Producing Theatre serving 18% audiences from Hampshire

Community Strategy

S&S

H&W

Cultural Strategy

P

C&P

YP

£5,680 = 0.22% approx

Projected Turnover: £2,575,245

Salisbury DC - 134,294

Wiltshire CC - 90,383

ACE - 792,318

Fundraising - 97,335

Earned - 1,448,618

The level of this investment set against the turnover of the theatre is negligible.

Action:

· Cease revenue funding and invite application for specific projects with defined benefits to Hampshire.

Winchester Theatre Royal

ACE RFO 05/06 and 06/07 thereafter project funding

Receiving Theatre with mixed programme service the Central Hampshire Programme. Includes space for local amateur companies to perform. Developing ambitions re. limited production

Community Strategy

S&S

H&W

Cultural Strategy

P

C&P

YP

£102,500 = 9.38% approx

Projected Turnover: £1,172,307

Winchester - 206,000

ACE - 31,519

Fundraising - 73,027

Earned - 751,761

Question:

· What is the outcome of the renegotiation of funding with ACE re. support for developmental elements of the programme?

· Will the ACE arrangement cut across what WCC and HCC wish to see in terms of WTR programme and audience development?

· Is the historic 2:1 ratio of funding for WTR still appropriate?

Action:

· Renegotiate with Winchester City and WTR funding agreement. Focus on outreach delivery, programme mix/vision as well as core funding element.

Note WTR potential to provide activity to Winchester Discovery Centre as a Strategic Partner.

Forest Forge Theatre

ACE RFO

Rural Touring Theatre serving South Hampshire and Dorset (Performances Youth Theatre and Participatory Outreach Programme, also arts in health.)

Community Strategy

S&S

H&W

Cultural Strategy

P

PA

C&P

YP

£50,685 = 15.48%

Projected Turnover: £327,274

NFDC - 34,061

ACE - 110,631

Fundraising - 9,450

Earned - 122,395

Forest Forge provide a good service in rural areas (both on their own tours and as part of the Hog offering) and youth theatre activity in the NFDC area. FF serves predominantly south of the county and Proteus the north, particularly relative to participatory activity, is this a good arrangement? The different artistic approaches make FF and P complementary.

Action:

· Review the rural touring portfolio and redefine terms of grant aid. Look for areas of growth/realignment to fit HCC priorities.

Proteus Theatre

ACE Project Funding

Community Theatre co-serving North and East of Hampshire. Includes education and social inclusion projects.

Community Strategy

S&S

H&W

Cultural Strategy

P

PA

C&P

YP

£47,050 = 16% approx

Projected turnover = £293,981

Breakthrough project grant £1,000

B&D - 70,706

Fundraising - 38,427

Earned - 112,525

Proteus serves predominantly north of the county and Forest Forge the south, particularly relative to participatory activity, is this a good arrangement? The different artistic approaches make FF and P complementary.

Action:

· Review the rural touring portfolio and redefine terms of grant aid. Look for areas of growth/realignment to fit HCC priorities

Scat Theatre

Puppet Theatre Company based at Bedhampton Arts Centre and touring throughout the county

Community Strategy

H&W

Cultural Strategy

PA

C&P

YP

Programme budget £3,000 received

Portsmouth CC also fund SCAT on SLA

Question:

· What is the purpose of supporting SCAT theatre? Is the support directed at the company or is the support aimed at supporting the venues they tour to?

Action:

· Review the purpose of funding SCAT with them and redefine terms of grant aid as appropriate.

Central Studio, Basingstoke

Queen Mary College venue supported for elements of its programme

Community Strategy

S&S

H&W

EP & LL

Cultural Strategy

C&P

YP

Programme budget £3,000 received and £1,000 for Spring into Dance

ACE Project funding received.

Basingstoke

Note Proteus Theatre are based at Central Studio.

Questions:

· Should Central Studio applications be rolled together? Is this practical?

· What might the role of the Tripartite arrangement with B&DBC be in bringing the thinking about the venues/projects together?

Actions:

· Include Central Studio in tripartite negotiations relative to theatre production and promotion with ACE and B&DBC

ARTS CENTRES

Havant Arts Centre

Arts Centre

Performance and classes programme in Havant and Youth and participatory activities in Bedhampton

Community Strategy

S&S

H&W

Cultural Strategy

PA

C&P

YP

£98,600 = 43.8%

Turnover: £294,440

Trading Company £101,380

Havant - 29,482

Fundraising - 13,200

Earned - 69,800

Note - as well as the venue in Havant, HAA run the Bedhampton Arts Centre currently housing both Making Space and SCAT Theatre.

Question:

· What is the strategic role of the arts centre?

· What community does it serve?

· Does it have a Unique Selling Point (USP) in terms of programme? Is it developing any particular expertise?

Action:

· Work with HAA to define strategic role of centre in relation to E and SE Hants area

· Identify USP and potential strategic growth/refocus areas for the centre with key stakeholders including Havant Museum

· Develop new funding agreement thereafter

· Resolve ownership of Bedhampton Arts Centre.

Fairfields Arts Centre

Strong visual arts and new media programme with classes - performance, other than dance, does not play a significant part in the programme

Community Strategy

S&S

H&W

EP & LL

Cultural Strategy

P

C&P

YP

£45,150 = 23.8% approx

Projected turnover: £190,017

B&DBC - 64,407

ACE - 1,500

Fundraising - 19,158

Earned - 59,160

Note - B&DBC included additional grant of £23,660 [one off]. Note performing arts activity at Central Studio.

Questions:

· The classes and visual arts programme is unique amongst the arts centre cohort. Does this signify a strategic role or could these activities be relocated to better premises?

· What effect might the Discovery Centre development have on Fairfields?

· What effect might the joint arrangement with B&DBC have on Fairfields?

Action:

· Include Fairfields in the tripartite negotiations with B&DBC and ACE:-

Forest Arts

Mixed arts centre programme in New Milton

Community Strategy

S&S

H&W

EP & LL

Cultural Strategy

P

C&P

YP

HCC investment £124,600

NFDC regard Forest as one of their strategic organisations

Questions:

· What is the strategic role of this centre?

· Does it have a Unique Selling Point in terms of programme - could the centre develop a centre of excellence and become more strategically important in the county?

· Are there economies of scale that could be obtained from joint services with other HCC centres?

· Could strategic relationships between other arts organisations in the SW of Hampshire and Forest be built on/developed?

· What are the issues relative to the proximity of Dorset and in particular, Christchurch?

Action:

· Define a strategic vision for Forest and build a three-year business plan that repositions the centre to achieve the vision

· Define appropriate management structure (e.g. independent business unit) to enable Arts Centre entrepreneurial flair to be realised and built upon.

Ashcroft Arts Centre

Mixed arts centre programme in Fareham

Centre staff programme into the Gosport Discovery Centre

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

C&P

YP

HCC investment £127,900

CE - 15,000 towards refurbishment

Questions:

· What is the strategic role of this centre?

· Does it have a Unique Selling Point in terms of programme?

· Are there economies of scale that could be obtained from joint services with other HCC centres?

· Could elements of the programme happen elsewhere?

Action:

· Define strategic role of the Centre relative to long-term ambitions for town centre Discovery Centre

· Build a business plan that brings the centre close to the Gosport Discovery Centre and develops closer joint working with Fareham Library, relative to long-term vision for the Discovery Centre in context of town centre redevelopment.

· Define appropriate management structure (e.g. independent business unit) to enable Arts Centre entrepreneurial flair to be realised and built upon.

Tower Arts Centre

Mixed arts centre programme in Winchester

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

C&P

YP

HCC investment £93,500 check and change

Questions:

· What is the strategic role of this centre?

· Does it have a Unique Selling Point in terms of programme - is the emerging development in disability arts secure enough to be developed further and to become a driver for something strategically significant in the county?

· Are there economies of scale that could be obtained from joint services with other HCC centres?

· What impact will the new Head at Kings School have? Is there potential for more joint working?

· What will the impact of the Discovery Centre be as it develops on the Tower's programme

· Could more of the programme happen elsewhere?

Action:

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

o Closer relationship with the Kings School

o Commercial management of Gig/performance programme to be investigated

o Future of social inclusion programme -

o Acknowledgement of impact of Discovery Centre and Silver Hill developments

· Define appropriate management structure (e.g. independent business unit) to enable Arts Centre entrepreneurial flair to be realised and built upon.

West End Centre

Mixed arts centre programme in Aldershot

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

C&P

YP

HCC investment £150,000 (Turnover 372,227)

Rushmoor £22,650

Questions:

· What is the strategic role of this centre?

· Does it have a USP in terms of programme - are the emerging ideas relative to the development of a centre for music production strong enough for development - is this idea capable of being developed into a strategically important development in Hampshire?

· What is the relationship with other music initiatives in Hampshire, e.g. YMAZ etc.

· Are there economies of scale that could be obtained from joint services with other HCC centres?

· What will the impact of the review of the Arts Centre's grant by Rushmoor BC be?

· Is the arts centre serving the whole borough? Do we know where users come from?

· Could elements of the programme happen elsewhere?

Actions:

· Define a strategic vision for WEC and build a three-year business plan that repositions the centre to achieve the vision

· Appraise the building for investment needs

· Define appropriate management structure (e.g. independent business unit) to enable Arts Centre entrepreneurial flair to be realised and built upon.

The Point, Eastleigh

ACE 05/06 last year as RFO funding goes to Hampshire Dance

Mixed programme Arts Centre with a strategic importance as a centre of excellence for Dance production, presentation and participation. Provides studio centre for Hampshire Youth Dance and Artslink.

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

C&P

YP

Note HCC does not invest in the Point, however, Hampshire Dance are a client of HCC

Question:

· Is support of Hampshire Dance the best way for HCC to support the dance infrastructure in Hampshire?

· As a local Arts Centre, EBC is the key supporter of the centre - is there any need for HCC to intervene?

Action:

· Develop relationships with Hampshire Dance Trust to supply dance development initiatives in HCC

· Work with The Point on joint ventures as appropriate.

The Phoenix

Mixed arts centre in Bordon. Runs a theatre wardrobe and has an extensive range of partnerships with Social Services relative to adults with learning disability

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

PA

C&P

YP

Bordon Town £15,000

HCC Project Funding

Question:

· In what way might it be appropriate for HCC to invest in the Phoenix if at all?

· How might issues of management development be addressed?

Action:

· Build closer relationships with Phoenix and appraise key issues for the centre (capacity/management/etc)

· Appraise options for future support of the centre

The Lights, Andover

New Arts Centre in Andover based on old Cricklade Theatre- joint initiative between TVBC and HCC

Community Strategy

S&S

H&W

Cultural Strategy

P

PA

C&P

YP

MP

£120,000 negotiating limit - subject to business plan being approved

Questions:

· What are the long-term ambitions for this Centre?

· What agendas will be driving the programme and development?

Actions:

· Agree business plan with TVBC

· Secure funding arrangement within HCC

Horndean Community Centre

Community Centre that promotes arts activity

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

PA

C&P

YP

Programme of £3,000 received

Note - this is not an arts centre as such, but has had regular programme support from HCC

Question:

· Does this small amount of investment count as a strategic intervention?

· How does this programme intervention relate to Hog programming?

· How does the arts programme fit with other community programming?

Action:

· Review the interventions at Horndean and develop options appraisal for future action.

Hangar Farm Arts Centre

Newly opened centre in Totton

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

PA

C&P

YP

Note also all support from TOWN Council - no input from NFDC

Note HFAC initiative of the town council part of a leisure development - the centre must not be dependant on the town council - hence the management deal with the college. Currently only one dedicated member of staff, other support, maintenance, admin etc provided by the college in form of `hidden' subsidy. College has first call on space during teaching hours in term time.

Question:

· What is the most appropriate way for HCC to support this new and untried initiative?

· How might issues of quality and professionalism be addressed?

Action:

· Build closer relationship with Hangar Farm and appraise key issues for the centre (capacity/quality/etc)

· Appraise options for future relationship with the centre

Winchester Discovery Centre

Newly refurbished library with new performance and gallery space

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

PA

C&P

YP

RN

MP

No budget to date

Note - See potential for Winchester Gallery and Theatre Royal Winchester as partners in the Discovery Centre programme.

Question:

· What will the impact of this development be on Tower Arts Centre, in particular, and the other cultural and creative organisations in the area? - where might there be synergies of operation?

· How might the Discovery Centre become a Centre of Excellence in Winchester?

· Where is the funding coming from to develop the programme?

· How can we get other people to bring their audiences into this building?

Action:

· Build a programme business plan which is predicated on WDC becoming a Centre of Excellence for literature development and promotion (written and spoken work)

· Build a distinctive visual arts offering which complements the programmes of other galleries in Hampshire and capitalises on craft development initiatives elsewhere in the county.

ARTS AGENCIES

Hampshire Dance Trust

Countywide agency for the promotion of dance-works with dancers, teachers and programmes. Provides local and community work, professional dance development and youth dance.

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

PA

C&P

YP

£22,300 = 11.9%

Projected turnover: £186,827

JIF - 70,000

ACE - 36,940

Fundraising - 40,000

Earned - £17,050.

Note SLA with The Point to enable support of Hants Youth Dance and Arts link

Note - Trust based at The Point, Eastleigh - part of a Centre of Excellence for Dance.

Question:

· How can the Trust be supported to maintain their levels of strategic activity enabled by the JIF programme?

· How can the Trust grow its wider strategic role across the county?

Action:

· Build new funding arrangement with HDT to supply dance development initiatives in HCC and build on work initiated during JIF funded dance programme

· Work with The Point of joint ventures as appropriate

amh (Arts Marketing Hampshire)

ACE RFO removed however RFO status given to ADSE hosted by AMH

Audience Development Agency

Community Strategy

H&W

EP & LLL

Cultural Strategy

MI

RC

CR

HC PCD

Service level agreement with AMH amounts to 15% of turnover. HCC no longer the dominant funder

Other Local Authorites 16,250

SEMLAC 30,000

ACE SE 57,469 + 100,000 for ADSE

Trading 90,000

AMH is a business unit within HCC managed by the Arts Office. Recent shift in Arts Council in funding to support the ADSE programme has caused some organisational stresses as has the change from grant aid to SLA by HCC.

Questions:

· Should amh be supported to become an independent organisation?

· How will continued use of amh by other R&H services be reflected in terms of contributions to the SLA

· Do they currently have the capacity to become an independent organisation - what might this mean in development terms?

· What will the impact of the SE region focused ADSE programme be at local level?

· Will amh desire to bring about change by making organisations adopt strategic approaches to audience development as opposed top delivering short term tactical projects give HCC what it requires in terms of marketing and audience development support?

Action:

· Develop terms of reference and Governance arrangements for ADSE programme with ACE SE

· Maintain SLA arrangement with amh relative to HCC requirements and supported time with approved clients

· Maintain discussion with AMH on options for independent operation.

VISUAL ARTS

Hampshire Sculpture Trust

Promotes the education and enjoyment of sculpture of the people of Hampshire

Community Strategy

H&W

Cultural Strategy

P

£33,777 = 39%

Projected turnover £86,573

A more realistic percentage would be 54-74%

Districts - 900

Income on activity - 41,900

Question:

· What is the role of HST?

· Could its current member services be provided without the full administration of the HST?

· Does it support any of the Council's core objectives?

· What activity has it actually delivered in the last year?

· Could the services supplied by HST be provided by another organisation?

· HST has not enjoyed consistent support from other funding agencies - why is this?

· Does HST have the capacity to step change its operation?

Action:

· Options appraisal on HST continuing role and function relative to:

o Ceasing funding for limited services/impact/performance

o Developing SLA with hard outputs for services

Note at January Decision Day 2006 HST were given one year notice of termination of funding.

The Making

ACE RFO under review

Crafts Education Charity - based in B&D. Working towards a new build centre for the crafts - 05/06 new family and community arts learning programme

Community Strategy

S&S

H&W

Cultural Strategy

P

C&P

YP

CR

MP

£20,000 = 9.5%

Projected Turnover: £211,137

B&DBC - 30,000

ACE - 97,918 = 10,000 lottery

Other 12,908

Capital Project on `back burner' as outline Basing View project is developed. Outcome of strategy relies on commercial development or other partner.

Note also ACE new Craft Strategy

Funded from Policy Fund.

Question:

· Now that the capital project looks likely not to happen in the near future what does HCC envisage its investment can achieve?

· The Making is repositioning itself to focus on the `gallery without walls', community and professional development work - is this something HCC can support?

· If HCC wishes to support Craft development is there another way to achieve this?

· What will the outcome of the ACE consultancy on Craft Development and Appraisal of The Making be?

· B&DBC are equally involved in the decision - what is their line?

Action:

· The Making to be part of tripartite discussion with B&DBC and ACE

Making Space

(Leigh Park Craft Initiative)

Building based project which will provide managed workspace for professional makers alongside a community programme in one of the deprived areas of Havant.

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

PA

C&P

YP

MP

£20,000 = 16.4%

Projected Turnover: £122,210

SRB -3 47,400

ACE - £33,690

Earned - £18,550

Plus £56,000 for the craft development programme awarded 12/04.

Building project has planning permission to proceed and revised Business Plan shows some fragility - will require additional funding to secure the success of the project. Pressure £38,000 (£20,000 Policy Fund, plus £18,000 additional requirement).

Funded from Policy Fund to date.

Question:

· As the instigator of the project, HCC has a moral responsibility to ensure that it does not fund the organisation to fail - how can it ensure that it does not do this?

· What will be the impact of the Craft Development Agency consultancy be on the role Making Space might play?

· How soon does Making Space need its additional funding?

Action:

· Approve three-year plan and ambitions as laid out

· Monitor capacity of organisation to ensure that it is secure.

ArtSway

ACE RFO

Visual Arts Centre in New Forest. Includes exhibition space, studios and education and audience development programme. 2005/06 programme had international dimension which continues

Recent purchase of Freehold provides stability

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

C&P

YP

CR

£8,200 = 4.1% approx

Projected turnover: £198,171

NFDC - 8,160

ACE - 106,000

Fundraising - 40,000

Earned - 29,011

Grant enabled by transfer from Programme Budget.

This is an increasingly important regional resource as evidenced by the continuing support of ACE.

Question:

· How can HCC derive/develop a more strategic approach to the development of the visual arts with ArtSway?

· Is there a potential to develop a close relationship between ArtSway and Winchester Discovery Centre?

Action:

· Work with ArtSway to develop a programme of strategically important activity in Hampshire outside of its immediate area of operation

· Develop a three-year vision resulting in agreed strategic outcomes.

Winchester Gallery

Contemporary Art Gallery based at Southampton University. Gallery base for WING touring exhibition service for SE region.

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

C&P

YP

£4,100 = 2.1% approx

ACE - 98,969

University- 40,000

Earned - 45,000

Grand enabled by transfer from Programme Budget.

Question:

· Is there a potential for Winchester Gallery to become a strategic partner in the Winchester Discovery Centre?

Action:

· Redefine relationship with Winchester Gallery relative to Winchester-based activity and the touring programme.

Art and the Mind

New Art and Science initiative has the potential to become a significant player in this field

Community Strategy

S&S

H&W

Cultural Strategy

P

PA

C&P

YP

£2,000 project grant award

Note - Art and the Mind has the potential to become a key partner in the new Discovery Centre.

Question:

· What is A&M's organisational capacity to develop?

· What is the relationship with ACE?

Action:

· Work closely with A&M to develop areas of activity that have strategic impact in Hampshire within the capacity of the organisation.

· Encourage a culture of longer term planning.

Year of Sculpture

Consortium managed activity includes Cathedral, WCC, HCC, Winchester School of Art and Hampshire Sculpture Trust

Community Strategy

S&S

H&W

Cultural Strategy

P

PA

C&P

YP

This event, which has both arts and tourism objectives, has the potential to become a fixed event in the calendar with high profile.

Questions:

· How does this fit the HCC strategic objectives?

· Is the level of activity sustainable?

· Is the consortium model of development the most effective to manage this event?

· Is there a role for an ongoing exhibitions policy for the Great Hall

Action:

· Deliver 2006/7 event

· Evaluate event

· Develop long-term strategic vision for the festival with agreed vision and agreed management structure.

· Develop long term policy for Great Hall cultural programming

LITERATURE

Writers' Conference

Well established event in Winchester now based at the University of Winchester.

Community Strategy

H&W

EP & LLL

Cultural Strategy

P

C&P

YP

£2,000 Project Grant award

Note - this has the potential to become a Strategic Partner in Winchester Discovery Centre

Action:

· Retain relationship with conference as project funded client

· Develop relationship with Conference relative to Winchester Discovery Centre

FESTIVALS

Hat Fair

ACE RFO

Oldest street art festival in UK.

Developing its ambition to bring international work to the event.

Community Strategy

H&W

Cultural Strategy

P

PAC&P

YP

ACE - 50,000

£78,720 fig from ACE list post-decision

WCC 0 37,000

Fundraising - 16,750

Earned - 12,050

All figs estimates

Hat Fair very stretched organisationally and needs some organisational development.

Question:

· Is there organisational capacity in Hat Fair to realise its ambitions for development?

· Might the developmental ambitions for the Hat Fair detract from its core activity?

· What are the views of the major funders ACE and WCC Tripartite thinking with ACE and Winchester needs to take place.

Action:

· Develop relationship with Hat Fair relative to specific initiatives through SLA each year.

· Provide advice and support as appropriate relative to developing organisational capacity

Local Arts Festivals

Eastleigh Dance Festival - participatory dance festival - dancers of all ages

£1,300

EBC - 11,500

Est. costs - 42,000

Gosport and Fareham Easter Festival - Folk event

£5,000

Est. costs - 50,000

Eastleigh Summer Festival

£5,000

2006 - Festival put out to tender

EBC - 25,000

Est. costs - 472,500

Bishops Waltham Festival - music and arts

£1,000

WCC and BW parish Est. costs 43,332

Nine Days in May - community arts Festival 2006 event is a summer programme

£1,000

Havant BC

Est. costs 17,000 in 2005

Romsey Arts Festival - triannual arts festival

300

TVBC and Romsey Town

Question:

· What is the purpose of supporting these festival wit this level of investment?

· HCC has developed a `closed' list of invitees for festival grants - this has been changed to an open invitation for 2006 - what have we learned from this?

Action:

· Review the festival grants portfolio and integrate outcome of review into review of grant schemes

Local festival with arts element

Newbury Spring - out of county festival with activity at Highclere

Community Strategy

H&W

Cultural Strategy

P

PA

C&P

YP

Check

Waterfront Festival - small scale festival in Hythe

£800

No funding from NFDC

Romsey Beggars - local street art festival

£1,100

TVBC and Romsey Town

Est costs £6,500

Winchester Water Festival

Funding from Economic Development

Question:

· What is the purpose of supporting these festivals with this level of investment?

· HCC has developed a `closed' list of invitees for festival grants - this has been change to an open invitation for 2006 - what have we learned from this?

Action:

· Review the festival grants portfolio and integrate outcome of review into review of grant schemes

SOCIAL INCLUSION INTIATIVES

Active Hearts

Active Hearts - extensive programme of work - carried out by the arts service for Social Services. Large number of events taking place in day and residential care settings in Hampshire.

Community Strategy

H&W

Cultural Strategy

P

PA

C&P

£90,000 p/a?

Put in full figs.

Question:

· Is there a long-term development plan with adult services for this programme of work?

· How might this programme grow and develop?

· Is there capacity in the care setting to drive this programme or does it need continued support?

· Is this programme linked up with work being done by Districts in this area of work?

· Is a strategic development group made up of county and district colleagues a way to capitalise on learning in this field and maximise opportunities for joined up working?

Action:

· Review programme with Adult Services and define potential for growth and three-year plan for development

· Create cross-county group of interested colleagues to locate opportunities for joint working development of strategic investment opportunities.

Creative Hampshire

This project is in association with Education and is modelled on Creative Partnership's National Programme modified to suit Hampshire's needs

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

PA

C&P

MI

YP

£90,000 over 3 years ACE SE

School contributions

04/5 - £1,250

05/6 £7,200

06/7 committed £8,450)

Arts Council England

Participating Schools

HIAS

Question:

· What are the lessons learned for Creative Hampshire?

· Is there a mechanism for mainstreaming good learning from the programme?

· What is the relationship with the national Creative Partnerships programme?

· What are ACE National Office plans for the evolution of Creative Partnerships - how can HCC be involved in the development of this?

Action:

· Work towards a continuation of exit strategy for Creative Hampshire County Council (this needs a view)

· Within the context of the Council's priorities and Local Area Agreements devise, with appropriate colleagues, a strategic plan for the development of Youth Arts Development.

· Maintain close relationship with ACE SE relative to CH

Arts Development

Research and planning events for Libraries i.e. Hog events and special initiatives such as Black History Month

Activity with Countryside service e.g. Queen Elizabeth Country Park literature events

Ongoing work with museums

Art and Writing project Basingstoke, Aldershot, Hythe Libraries and Gosport Discovery Centre, Forest and Tower Arts Centres.

Advice and Information to enquirers

Monitoring and Evaluation

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

PA

C&P

MI

YP

£27,000 from various sources.

Question

· Is the responsive nature of this element of the service the best way to develop or should a series of activities be planned further in advance

· How much capacity building is necessary to make the initiatives in other Directorates sustainable

Action

· Review the way this element of the service operates and agree way forward.

· Review whether more strategic planning of arts development input within other services should be undertaken

Hog the Limelight

Rural touring scheme in Hampshire covering 62 villages. Work includes 100 performance and 30 participatory arts/crafts and dance workshops.

Community Strategy

S&S

H&W

Cultural Strategy

P

PA

C&P

YP

Projected turnover 28,000

Offers a wide range of events including dates by Forest Forge and Proteus if shows fit programming requirements.

Question:

· Is Hog at the limit of its capacity with current resources?

· How can Hog develop to grow a wider variety of activity and serve more villages?

· Can District Councils be persuaded to support a wider field of activity?

· Could Hog work more closely with Community on providing arts programme for their community centres?

Action:

· Review the arrangements for the scheme:

o Reducing the subsidy to regular Hog villages in order to provide support to new villages, without destabilising the scheme

o Retain the support to less experienced village promoters and look to extend the range of villages in the scheme

o Investigate provision of standard level of activity across the eleven districts with extra provision pro rata where the district financially contributes to the programme.

o Consider withdrawing subsidy from 07/08 to Districts where there is no partnership from the Local Authority - villages to pay full fee

o Consider increasing fees to communities year on year to reflect the reality of the market

Youth Arts Initiatives

Mostly focused on areas of deprivation and with young people at risk of exclusion.

Work with the education centres in Andover and Basingstoke

Arts training programmes for youth workers

Young People's Arts Awards

Work with looked after children in Havant and Gosport

Library work in Andover and Winchester

Support to the Independent Sector and development of programme in Arts Centres

Community Strategy

S&S

H&W

EP & LLL

Cultural Strategy

P

PA

C&P

YP

Various investment depending on funding

Education

Youth Service

Children's Services

Libraries

Countryside

Community

Arts Centre

Independent Sector

Music Fusion

HIAS

Question:

· Is the approach to youth arts activity joined up across HCC?

· How can we maximise the impact of our investment in Youth Arts?

· What relationship do we have with Districts relative to Youth Arts activity?

Action:

· Within the context of the Council's priorities and Local Area Agreements devise, with appropriate colleagues, a strategic plan for the development of Youth Arts Development.

ARTS COUNCIL INVESTMENT

RFO's not funded by HCC

Works Well Projections, Eastleigh (last year of RFO Funding)

SCAN 0 digital arts agency - NFDC

Platform 4 - last year of RFO - WCC

The Reading Agency - national organisation, WCC

Pimlico Opera - Winchester national organisation

The investment in RFO's based in Hampshire over the period 05-08 amounts to £3,302,506 commitment (Note this figure includes all RFO's) CHECK AMOUNT

Question:

· What discussion is HCC having with these organisations?

· What activity are these organisations promoting in Hampshire?

· Are there strategic alliances that HCC could develop with these organisations?

Action:

· Build relationships with these organisations and explore mutually interesting areas of work.

ACE MANAGED FUNDS

SHIPS Partnership

B&D Health Check

Saski Art

B&D Art Plus award x 2

Winchester Festivals Review

BBC Solent - Roots Co-ordinator

Investment amount

JIF £35,000 for each of 3 years of the Partnership plus £84,000 one of additional fund.

Action:

· Maintain good relationships with ACE SE relative to all new initiatives

ACE Project Funds

Project funding investment in Hampshire - some goes to enhance RFO activity and some to smaller organisations and individuals

Investment amount (fill in)

Action:

· Maintain overview of project funding in Hampshire through Local Authority response mechanism

· Scan applications for strategic development opportunities

_ Preservation, conservation development of cultural heritage

_ Forward looking, innovative culture flourishing

_ Affordable and easy access to high quality cultural good

_ Understanding the history of Hants in context

_ Learning opportunities fully utilised

_ Sharing the cultures of minority groups

_ Role in the economy

Part Work in Partnership with all sectors and neighbours

Plan Culture embedded in corporate and service planning

PA Promote integrated use of public facilities to increase access to cultural goods

PCD Protect, conserve and develop character and diversity of Hants culture

RC Understand cultural relevance of countryside sites (hist; soc and arts)

CR Interpret and promote cultural relevance of countryside sites

C&P Encourage initiatives which develop creative and physical activities

RN Research needs of community groups, facilitate new developments

HC Raise awareness of Hants Culture

IT Develop use of IT and WWW as access points

MI Support major initiatives e.g. Creative Partnerships

MP Pursue major projects e.g. Discovery Centre and The Making

YP Support schemes that engage young people and disadvantaged communities

RI Support regional initiatives outside Hants as appropriate