Archived decisions
Hampshire County Council
Executive Member - Recreation and Heritage Item 7
18 January 2007
Support for Independent Arts Organisations 2007-2010
Report of the Director of Recreation and Heritage
Contact: Janet Mein ext. 5468 e-mail: [email protected]
1. Introduction
1.1 Hampshire County Council provides financial support for important independent arts organisations serving the county's population. Decisions on the level of support are taken in advance of the financial year in order that organisations have time for planning their budgets. This year it is proposed also to indicate amounts to be earmarked for the following two financial years (where organisations have provided business plans which cover this period) to be confirmed annually on receipt of satisfactory monitoring reports.
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 2007/8, 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 and support for one off projects and activity, subject of separate reports, is £938,000 which does not include any allowance for inflation. Recommendations relative to the portfolio of revenue funded organisations and new initiatives resulting from the deliberations of the Arts Review Panel are listed in Appendix 1.
1.4 In the light of the current budget developments, including the necessity to reduce the investment in the Arts Service by 4.2%, amounts recommended have been presented without inflation added on. This represents a real term reduction in investment. Clearly this is not desirable and it is recommended that, if possible, these figures are revisited once the budget position becomes clear with the intention of adding any appropriate inflationary amount if this becomes available. The figures in Appendix 1 should therefore be regarded as benchmark figures. However in addition to the organisations which are the subject of decision it should be noted that new investment in The Lights in Andover has been made in the course of the year. Joint investment by Policy and Resources, Children's Services and Recreation and Heritage Executive Members has resulted in additional investment of £120,000 per annum for 2007/8 and 2008/9.
1.5 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. This is distinct from the Arts Activity grants which are for discrete project, short programme and festival activity.
2. New Scheme
2.1 At the Decision Day on 14th June 2006 a new process for the monitoring and review of the revenue clients was approved. Specifically it was agreed that
· grants and other support for strategic partners to be the subject of more formal, longer term agreements
· where possible, agreement to be sought with other major funders on joint approaches to the funding of key partners
· greater emphasis on corporate and cultural strategy objectives as the basis for allocating and evaluating grants
· wider publicity for Recreation and Heritage grant programmes
2.2 In examining the portfolio of clients it is clear that the majority of organisations have been on the list for very many years. Many of them for well over a decade. The exception to this is Making Space previously supported through the Recreation and Heritage Policy Fund and the new addition to the list, added in May 2006, The Lights in Andover. Hampshire County Council made a corporate decision to support this initiative at the request of Test Valley Borough Council. Investment in The Lights is split between Recreation and Heritage Policy Fund, Children's Services and Policy and Resources. The current arrangement will run for three years. At £120,000 per annum it is the second largest single investment in infrastructure in Hampshire.
2.3 All the organisations in the list are subject to either bi or tripartite investment arrangements. This means that the County Council is part of a funding matrix and that decisions made by the County Council could upset these arrangements and have the potential to destabilise the infrastructure. The levels of investment by both Arts Council England and the Districts, as principal investors, is an indicator of the importance of this infrastructure in the cultural ecology of the region.
2.4 As a way of taking into account the very varied portfolio it is proposed that, from now on, revenue funded clients should be funded on the basis of agreements built around the organisation's business plans and assessed against a balanced scorecard using the following criteria.
· How the organisation delivers against Hampshire County Council's Corporate, Cultural and Arts Strategy Objectives
· The artistic quality of the work programme presented
· Benefit to Hampshire residents and visitors as either passive or active participants
· Financial viability and management
· Organisational capacity to deliver the business as set out in the business plan
· Stakeholder investment
Evidence to enable assessment using this method is provided by the client in the form of:
· Progress report against the business plan objectives for the year
· Statistical information relative to activity and participants (see Appendix 2)
With the addition of :
· Reports from officers observing board meetings and attending events, file notes and consultation and comment from other principal stakeholder funders.
2.5 All the organisations are asked to present three year plans which cover the period 2007/8 - 2009/10 at the start of this process and then, without prejudice, three year agreements entered into on the basis of the proposals put forward. Although many of the organisations have business plans that do indeed cover this planning period, some of them have planning cycles which fall short by one year. The recommendations laid out reflect the differences in planning cycles only and do not indicate an adverse position for the organisation. Clearly, given the current budget constraints figures for the years 2008/9 and 2009/10 can only be indicative.
3. Uncertainties and New Initiatives
3.1 As the County Council moves towards longer planning periods it has to manage the uncertainties caused by the planning frameworks of other funders, external organisations and new initiatives from the clients themselves which may occur over the period. There are a number of these in the current period.
3.2 Fairfields Arts Centre - at present the Arts Centre is situated in a building leased from Basingstoke and Deane Borough Council. The current lease ends in September 2007. Quoting from a report to the Borough's members the Arts and Heritage manager writes "Senior officers have met the Director and Chairman to discuss the situation. In essence the Council would like to consult further with the Trust and other stakeholders as part of the ongoing Central Area Visioning before either party determining what the long term arrangements might be. The Consultation is due to report back on initial findings in June 07 and it is proposed that the lease of Fairfields is addressed again before September 07. It has been proposed that a renewal would likely be for a short term lease for a year while the Central Area Visioning reaches conclusions". The County Council funds the Arts Centre principally for its contribution to the development of the visual arts infrastructure in the County and is concerned that it continues to enable the development of that infrastructure. As a way of reflecting the County's commitment to the development of the visual arts infrastructure a provision for this purpose has been created in the budget equal to the amount currently invested in Fairfields Arts Centre should the lease not be renewed and the centre close.
3.3 TAPs - At present TAPS rent space at the Fairfields Arts Centre and the uncertainty over the lease position is reflected in the recommendation. The Arts Review Panel are also recommending that TAPs be informed that from 2008/9 they should apply for project funding for activity and that it is their wish that TAPs increase the amount of work they undertake in Hampshire in 2007/8 over the 2006/7 level reported
3.4 Joint Investment Fund. The Current Joint Investment Fund has invested in seven separate strategic initiatives over the last three years. The Fund is invested in by the County Council, Arts Council England and combined Hampshire Districts and the Unitaries of Southampton, Portsmouth and Isle of Wight. 2007/8 is a bridge year between the current regime and a new regime initiated by Arts Council England for 2008 and onwards. In the light of the uncertainties and the fact of the bridging year it is proposed to reduce the investment in the fund and bring it to a level that is more proportionate with the Districts.
3.5 Theatre Royal Winchester the current arrangement for the Theatre is based on an agreement of £1 for each £2 invested by Winchester City Council. The County Council has had informal notice of the City's intention to reduce its investment in the Theatre by £5,000. This has not been confirmed and adjustments to the investment level proposed by the County Council may take place. Further examination of this agreement and its terms needs to take place.
4. New Initiatives
4.1 Music Development - This provision has been created a result of the recommendation of the Arts Review Panel which looked at the portfolio of revenue funded clients. The idea for the fund was generated as a response to a round table discussion including music practitioners and promoters, council officers and Members. In order to enable the Council to support new initiatives headroom has to be found in the available budget. This has been done by progressively reducing the revenue funding to the Bournemouth Symphony Orchestra and investing the balance in new initiatives.
4.2 Grant Leverage - The County Council Arts Service manages dedicated and ring fenced budgets, some of which are provided by other Departments e.g. Adult Services, PBRS. It does not have operational budgets which it can use to develop new initiatives. It is therefore very difficult to develop proposals for external funding bids without the ability to pump prime or match fund within these bids. As a mechanism to enable the County Council to generate well framed and strategic initiatives capable of attracting external funding it is proposed to create a budget which can be bid to by the Arts Service (and as appropriate by other Recreation and Heritage partners) to enable it to secure funding for arts activity in Hampshire.
5. Impact on Hampshire County Council Objectives
5.1 All the arts organisations detailed in the report make a significant contribution to the quality of place of Hampshire residents. In addition, in their various ways, through targeted education and outreach activity, these organisation can also contribute to the wellbeing agendas and, less often, Hampshire safer and more secure for all. 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.
6. Impact Assessment
6.1 Financial support to these organisations will enable them to continue to provide an inclusive service which benefits the whole community.
6.2 No groups or organisations should be excluded from any benefit arising from these decisions. A new application procedure has been introduced, this procedure does include equalities monitoring information as agreed as part of the corporate review of grants programmes and procedures.
7. Conclusion
7.1 The arts organisations of Hampshire considered to be the essential infrastructure are listed in Appendix 1 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 allocated for 2007/08, together with the indicative funding for subsequent years, subject to the relevant budgets and performance being approved.
LINK TO CORPORATE STRATEGY
Yes No
Hampshire safer and more secure for all _
Maximising well-being _
Enhancing our quality of place _
Section 100 D - Local Government Act 1972 - background 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
with associated documentation Arts Service, Mottisfont Court
Balances scorecard notes Arts Service, Mottisfont Court
Office files Arts Service, Mottisfont Court
Funding Received 2006/7 |
Revenue Partnership Funding for Independent Arts Organisations 2007/08 and forecast 2008/09 Appendix 1 Funding Requested 2007/8 |
Funding recommended 2007/08 |
Funding recommended 2008/9 (Non Inflated Amounts) |
Funding recommended 2009/10 (Non Inflated Amounts) |
Notes | ||
1 |
SHIPS Members' Arts Forum Joint Investment Fund with Arts Council England |
60,000 |
N/A |
35,000 |
35,000 |
35,000 |
The amount realigns the partnership with the combined districts and represents a more equitable arrangement. This equates to approximately to £2 to each £1 put in by the combined Hampshire Districts, not including the unitary authorities. |
2 |
Bournemouth Symphony Orchestra |
172,000 |
178,217 |
150,000 |
130,000 |
120,000 |
Reduction in this fund to be reinvested in music development. |
3 |
Nuffield Theatre - Education - Rental assistance |
5,000 30,000 5,000 |
41,200 |
10,000 30,000 |
10,000 30,000 |
10,000 30,000 |
Change recognises that without a sustained core of activity it is not possible for the Nuffield to deliver quality sustained outreach work that impacts in Hampshire. Hampshire Youth Theatre is supported separately by Children's Services. |
4 |
Theatre Royal Winchester |
105,000 |
105,000 |
105,000 4,000 |
109,000 |
(109,000 tbc) |
Includes 4,000 for Winchester rural youth theatre (previously applied for separately). Amount is predicated on minimum input from Winchester City Council of £2 for every £1 from HCC. It is understood that WCC are proposing a £5,000 reduction in the grant to WTR in 2007/8. Current business plan runs to 2009. |
5 |
Forest Forge Theatre Company |
52,000 |
53,520 |
52,000 |
52,000 |
(52,000 tbc) |
Current 3 year plan only runs to 2009. |
6 |
Proteus Theatre Company |
48,500 |
49,713 |
48,500 |
48,500 |
48,500 |
B&DBC are undertaking a benchmarking exercise re Proteus. HCC needs to keep in contact with the Borough relative to joint agendas and future investment and performance. |
7 |
Havant Arts Centre |
105,000 |
108,150 |
105,000 |
105,000 |
105,000 |
|
8 |
Fairfields Arts Centre, Basingstoke |
46,500 |
47,895 |
23,250 23,250 (on confirmation of lease renewal) |
23,250 |
0 |
At the time of report the lease on Fairfields' building runs out in September 07. B&DBC are postponing a decision on renewal until the consultation on the Top Of the Town plan is complete. They are anticipating a summer decision. Any extension is likely to be for one year at that point. |
9 |
Hampshire Dance Trust |
27,000 |
39,000 |
27,000 |
27,000 |
(27,000 tbc) |
An increase is sought to sustain pan Hampshire activity begun during the JIF funded programme. Proposed that JIF be asked to continue investment in youth dance in 2007/8. Current business plan runs to 2009, only headlines available for the following year. |
10 |
Making Space |
33,000 |
33,000 |
33,000 5,000 |
33,000 5,000 |
33,000 5,000 |
HCC will contract Making Space to manage the Leigh Park Craft studios on its behalf - in the form of a three year agreement at £33,000 p.a. An additional £5,000 should be earmarked for specific development projects subject to application. |
11 |
ArtSway |
15,000 |
15,000 |
15,000 |
(15,000 tbc) |
(15,000 tbc) |
The current business plan finishes in March 2007. The organisational review, funded by ACE SE, (completed Dec 2006) will form the platform from which ArtSway will develop the next plan. When this has been received figures for 2008 - 10 can be inserted. |
12 |
Time Limited Grants |
53,650 |
0 |
0 |
0 |
||
13 |
TAPS Rent to Fairfields + project |
14,350 |
3,000 + 3,000 + 8,350 |
3,000 |
Review Panel recommendation that the rent agreement be retained and that in 2008/9 TAPs apply to the Arts Activity Fund for Project Funding. | ||
14 |
The Anvil |
25,000 |
89,000 |
89,000 |
89,000 |
The Anvil Trust has been asked by B&DBC to manage the Haymarket Theatre. It is proposed to earmark the amounts identified pending receipt of a business plan for the joint operation. | |
15 |
Haymarket |
64,000 | |||||
16 |
Visual Arts infrastructure in Hampshire |
23,250 |
46,500 |
Provision created to ensure that investment in the Visual Arts infrastructure is not diminished by any decision relative to the Future of the Fairfield's Arts Centre building. | |||
17 |
Grant Leverage |
35,000 |
40,000 |
40,000 |
Provision created to enable Arts Service to bid against this amount to support application to outside funding bodies to invest in new strands of activity in Hampshire. | ||
18 |
Music Development |
22,000 |
42,000 |
52,000 |
Investment recommended by Arts Review Panel. | ||
Sub total |
861,000 |
831,350 |
820,000 |
817,000 |
|||
19 |
Arts Activity and Two for One |
77,000 |
106,650 |
118,000 |
121,000 |
Increased investment in Arts Activity possible through realignments in the grant portfolio. | |
TOTAL |
938,000 |
938,000 |
938,000 |
938,000 |
|||
20 |
The Lights R&H Policy Fund Children's Services Policy and Resources |
100,000 |
120,000 |
120,000 |
Three year agreement with Test Valley Borough council as report 18th May 2006. |
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
Hampshire County Council's Arts Office have been involved in a three year pilot project called JIF Partnerships. This is a partnership of 7 local authorities, 3 unitaries, the County and Arts Council England, South East. Using four agreed priorities ('engaging young people', healthy communities', 'vital neighbourhoods' and 'the creative economy') seven projects were agreed for delivery. The Joint Investment Fund (JIF) reports its progress to local authority elected Members at SHIPS Members Arts Forum meetings. The original framework for the programme ran from 2003/4 - 2006/7.
An investment of £509,669 was allocated to the Partnership projects outlined below. Funding for this included £180,000 from Hampshire County Council, £140,669 in contributions from Districts and Unitary authorities and £189,000 in total from Arts Council England South East.
2007/08 will be a transitional year between the end of the first programme and new arrangements for joint ventures commencing 2008. In the transitional year the focus of the group will be the completion of unfinished projects and planning for new initiatives.
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:
- 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 was 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 add information to assist funding decisions and make clear our understanding of the value of the cultural sector.
The research project has been in train for most of the year. Unfortunately, due to illness in the consultancy team, delivery of the final report has been delayed and the conference originally scheduled for March 2007 has had to be postponed.
- 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.
The third year of the open arts programme saw a major promotion of the combined open studios programme. A generic leaflet featuring the eleven open studio events was produced. This was supported by the development of a web portal which linked the sites of all eleven organisations with the addition of other useful information.
- 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. This project has commissioned work for Oak Park Children's Services in Havant, the North Hampshire Hospital in Basingstoke and the future Friarsgate Health Centre in Winchester as well as a residency at the John Pounds Healthy Living Centre, Portsmouth.
- 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.
In 2006 a very successful event aimed at the volume housing developer took place in Portsmouth. This event was both an advocacy event but also a chance to develop relationships for future partnerships.
- 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 which took place in March 2006. The JIF Dance project finished after the conference, but Hampshire Dance have committed to continue the initiatives of this project, post JIF.
- Youth Music Programme
This project is investigating current provision of live music-making opportunities for young people in the area, creating 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.
- 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. Six of the partners have paired up develop localised projects and share resources. Winchester/East Hants are creating a project with young people in Denmead and Horndean, using access given to the film making/editing resources at Horndean Community Campus. Eastleigh/Southampton is exploring the genre of artists' video/film. Test Valley/Basingstoke are developing a project with young people from Pupil Referal Unitss across Test Valley and Basingstoke. There are possible links to the Art Tree projection installation at The Lights in Andover.
Comments by Officers:
This Joint Investment Fund is a 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 SHIPS group has yet to determine how the 2007/08 programme should be shaped. Planning will take place from January 07 - projects in progress will be will be completed and it will be important to sustain activity for some of the projects, particularly those who have websites for example.
It is proposed to earmark £35,000 to enable the County Council to sustain the SHIPS partnership and to enable extension projects and future initiatives to be developed.
Applicant |
Bournemouth Symphony Orchestra |
Date |
January 2007 |
Anne Dolan, Head of Local Government Liaison |
Ref |
HOG1195 |
Business Commentary
Review of the last financial year (2005/06)
The orchestra continues to deliver activity in line with its agreed Business Plan.
· 104 symphonic concerts across the nine key concert centres, plus 10 outdoor concerts attracting audiences of over 65,000. Over 400 workshops across the region including schools, day centres, hospitals, museums and open air venues were delivered and 18 Ensembles across the SE/SW regions.
· 5 CD recordings and 9 BBC Radio 3 national broadcasts plus broadcasts with Classic FM.
· Engaging conductors of highest international quality headed by Principal Conductor Marin Alsop.
· Engaging a wide range of nationally and internationally acclaimed artists including, Jean Yves Thidaudet, John Lill, Simon Trypesky, Julia Fisher and James Ehnes.
· Over 30 performances of new works by BSO's Composer in the House, Stephen McNeff.
· The `festival' concept continued with the 2006 Mozart Festival in Winchester.
· The National and international quality of the orchestra's work can be measured by the significant number of national reviews and BSO Recordings continue to receive critical acclaim and have received two Grammy nominations and a Classic Brit nomination.
· Continued success in international touring with tours to Spain and Prague.
· 2005/6 Budget has been achieved and any variations have been well controlled
Progress on current financial year
· The organisation expects to deliver the programme stated in its 2006/7 Business Plan adhering to the budget approved by the Board of Directors in January 2006.
· Stable audiences continue to be maintained in a very competitive and difficult trading market.
· Further development of the festival concept for 2006/7 with the addition of 2 further festivals - a Bartok Festival and a Britten Festival.
· An extension of the broadcasting relationship with BBC Radio 3.
· A strong financial performance against budgetary targets, through internal budgetary control and feedback mechanisms. Variations continue to be controlled, although the orchestral sector as a whole is experiencing difficult trading conditions.
Position for the following year
· The organisation will continue to operate a control and feedback system utilising the information gained from analysis of previous seasons in relation to customer buying trends, programme choice and changing stakeholder requirements to ensure it is best placed to continue delivering its planned business objectives within a stable financial framework.
County Council Priorities
Hampshire safer and more secure for all:
The orchestra offers an extensive education and community programme, offering a significant contribution to this objective.
Through the work undertaken with Hampshire Music Service and the national curriculum based projects in Hampshire Schools, the orchestra can help give young people the opportunity to learn in a creative and often fun way, in a supportive structured environment. From these basic building blocks, young people can be encouraged, through both participation and observation, to develop the knowledge, confidence and belief in their own abilities that will help them make the best of the opportunities open to them and make positive choices for the future.
BSO has worked with disadvantaged groups in a project held at Milestones Museum and discussions have commenced on how this work can be incorporated into the current funding package. The orchestra has also completed a participative/performance community element through work with Education Department at The Anvil Basingstoke.
Enhancing our quality of place:
The orchestra's work in the County contributes significantly to ensuring that Hampshire remains a good place to work, live and visit, both now and in the future.
The orchestra performs at a range of Hampshire venues, including The Anvil, Basingstoke and Winchester Cathedral. It also performs at a further range of summer outdoor venues in Hampshire: Broadlands, Exbury Gardens, Portchester Castle and Royal Victoria Country Park. Total audience attendance at BSO performances in Hampshire in the 2005/6 period was in excess of 42,000
Further developmental activity for 2006 included a day long community event for young people and families at Staunton Country Park, in Havant. This project highlighted the difficulties encountered by community workers in encouraging young people and families who could benefit from this type of activity - to have the confidence to take part in these events.
Equalities
A senior management member has been appointed as Head of Human Resources and Internal Communications and will be the lead officer on equalities and diversity.
Balanced Scorecard
The organisation scored in the range 4 - 5 (predominantly 4)
Financial Summary
Total Income |
6,254,972 |
5,630,636 |
5,926,675 |
Total Expenditure |
6,180,332 |
5,630,636 |
5,926,675 |
Surplus (Deficit) for year |
74,640 |
0 |
0 |
Accumulated Surplus (Deficit) brought forward |
1,693,888 |
1,768,528 |
1,768,528 |
New Accumulated Surplus (Deficit) carried forward |
1,768,528 |
1,768,528 |
1,768,528 |
Total Reserves |
1,768,528 |
1,768,528 |
1,768,528 |
Performing Arts Activity and Reach | ||||||
2005/06 actual |
2006/07 estimated |
2007/08 projected | ||||
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance | |
Professional Performances |
||||||
Classical Music |
29 |
45,733 |
35 |
40,000 |
35 |
40,000 |
Education and Outreach |
||||||
Workshops/ Lectures |
150 |
13,283 |
120+ |
12,000 |
120+ |
12,000 |
Applicant |
Theatre Royal Winchester |
Date |
January 2007 |
Fiona Burn, Chief Executive |
Ref |
HOG1199 |
Business Commentary
Review of the last full financial year (2005/06)
A key highlight for the theatre in 2005/06, was that for the first time in five years, the theatre finished the financial year with a surplus of £10,078. Corporate Sponsorship was successful and the Development Zone saw £38,463 in financial support during 05/06. The theatre successfully managed a transfer to Cultural VAT exemption reclaiming VAT of over £13,000.
The theatre produced its first in house production of the Christmas show generating a contribution of £28,124. Audience attendances for professional performances far exceeded industry average for the year, climaxing in the Autumn season at 73%.
Theatre Royal Winchester took over the project management of Winchester Rural Youth Theatre (WRYT) in August 2005. The Education Department also provided regular youth theatre and dance sessions with attendances of 125 young people each week. Holiday activities held within the theatre attracted a further 505 participants. The department also worked with over 120 different schools, colleges and other educational institutions culminating in a myriad of performances, workshops and schools residences during 2005/2006. The theatre hosted the Primary Schools Event, Shakespeare Schools Festival, One Night of Shakespeare and National Theatre Shell Connections.
Outreach and project work included projects focussing on alcohol and drug abuse (The Smashed project) and sexual health awareness (The Touched project). In total 822 people attended outreach sessions.
Progress on current financial year (2006/07)
The financial position of the theatre is currently in line with the budgeted forecast and similarly has good attendance for both the professional programme and the education and outreach work. Particular progress has been made in advance ticket sales and reservation for the Christmas production.
Regrettably the theatre has lost its principle corporate sponsor, the board and management are working hard to secure additional sponsorship through its Development Zone.
A new 3 year Marketing Strategy has identified ways in which the theatre might maximize the potential of new audience development, market through new technology including e-marketing, web sales and SMS and address issues surrounding continuity and profile.
The theatre is moving through the planning stages of a second space (SP2) dedicated for use by the Community, Outreach and Education Department. Now that the theatre has also identified a potential site work on funding application, for both project and capital grants, may commence in earnest.
The outsourcing of the accounts management, changes in staffing, fundraising and the planning of the developments within the Education Department have dominated the progress and work of first 6 months of this year. The financial position of the theatre and the artistic programme has not suffered as a result. As work on SP2 comes to the forefront of activity the emphasis within the management of the theatre will also shift.
Position for the following financial year (2007/08)
The primary consideration for the next financial year is the withdrawal of Arts Council regular funding. However, the theatre is able to apply for both capital and grants for the arts funding. Application will be focussed on the Space 2 initiative.
County Council Priorities
Maximising wellbeing:
· The Education Department enhances the wellbeing of participants through dance and drama.
· Young people, in particular, benefit through increased self esteem and enhanced communication skills as a result of extra curricular activity with TRW and WYT.
Enhance our quality of place:
· Theatre Royal Winchester, as the city's flagship venue, provides a clear contribution to the cultural life of both the city and the district.
· As a provincial theatre, Theatre Royal Winchester stimulates economic activity with an additional spend of £7.77 for each patron (est.). In 2005/06 with over 66,000 attendances this is estimated at £513,000.
· The WRYT youth theatre and dance groups, spread the profile and resources from the theatre much further than just Winchester City.
Hampshire safer and more secure for all:
· The theatre adds safety and interest to Jewry Street's evening economy.
· The Education Department has worked to produce a number of projects addressing issues for young people, including sexual health and underage drinking.
· Whilst the theatre's ability to deliver a safer community is limited, addressing issues of truancy and/or alcohol abuse may clearly help to prevent subsequent anti-social behaviour in young people.
Balanced Scorecard
The organisation scored in the range 3 - 4 across the criteria (predominantly 4)
Financial Summary
Total Income |
1,146,905 |
1,161,136 |
1,111,951 |
Total Expenditure |
1,119,857 |
1,155,885 |
1,100,168 |
Surplus (Deficit) for year |
27,048 |
5,251 |
11,783 |
Extraordinary Items |
(16,617) |
- |
(10,000) |
Accumulated Surplus (Deficit) brought forward |
(353) |
10,078 |
15,329 |
New Accumulated Surplus (Deficit) carried forward |
10,078 |
15,329 |
17,112 |
Total Other Reserves |
10,078 |
- |
- |
Total Reserves |
- |
15,329 |
17,112 |
Performing Arts Activity and Reach
* NB There was a change in reporting figures in 06/07.
Visual Arts - No attendance figures are included as the exhibitions are held in the Atrium foyer area of the theatre and are open to all visitors.
No. of exhibitions |
Days open |
No. of exhibitions |
Days open |
No. of exhibitions |
Days open | |
Temporary Exhibitions |
||||||
Fine arts/ Sculpture |
5 |
155 |
4 |
116 |
5 |
140 |
Decorative Arts & Crafts |
- |
- |
1 |
34 |
1 |
28 |
Photography |
2 |
54 |
3 |
69 |
2 |
60 |
Other - Projects |
3 |
78 |
2 |
57 |
2 |
60 |
Total |
10 |
287 |
10 |
276 |
10 |
288 |
Education and Outreach |
No. of workshops / courses |
Attendance |
No. of workshops / courses |
Attendance |
No. of workshops / courses |
Attendance |
Workshops/ Lectures |
4 |
95 |
- |
- |
- |
- |
Applicant |
The Nuffield, Southampton |
Date |
January 2007 |
Kate Anderson, Administrative Director |
Ref |
HOG1197 |
Business Commentary
Review of the last full financial year (2005/06)
In 2005/06 The Nuffield produced 13 shows, all new productions and largely new work and commissioned 3 new plays. Productions played to 62% of the capacity of the theatre, and audience figures rose by 10%. The theatre were able to establish two exciting collaborations which will come to fruition in 2007/08. An Anglo-Russian collaboration is planned for May 2007, with an associated professional development and education programme running alongside the production, for students and teachers from 6 local arts specialist schools/colleges. The Nuffield also co-commissioned Penny Gold to write a new play, Three Days in August, which will be co-produced with Hampstead Theatre.
The Nuffield created a new role of Producer of Community and Education Projects, this is the first time the theatre have invested in the artistic infrastructure for some years.
The other major educational development in 2005/06 was an education project in collaboration with Creative Partnerships around the production of Nelson, which actively related to the curriculum. A second project involving drama in French is now in development and the theatre are looking to connect with Creative Hampshire.
The Writers Group had a particularly successful year in 2005/06, Kate Betts won Channel 4's The Play's The Thing, Deborah Gearing's play Burn was put on by The National Theatre and plays by two other `graduates' were broadcast on Radio 4.
Through a year end surplus the theatre were delighted to repay the last part of their accumulated deficit, making a profound difference to the Company and its ability to fulfil its artistic ambitions.
Stephen Boyce, the new Chair has embraced his role, developing the skills and investment of the Board and the advocacy role that Board members play. A new telephone system was installed and sponsored by Charabi. Fundraising for Phase Two of the Front of House refurbishment has been slower than anticipated and is now rescheduled for summer 2007.
The Disability Action Plan was developed, the Cultural Diversity Action Plan was reviewed and a `positive action' paragraph was added to job adverts in order to encourage Black and Asian people to apply for jobs at the Nuffield.
Progress on current financial year (2006/07)
In 2006/07 a new co-production relationship has been set up with the Sherman Theatre Cardiff. Future touring plans are progressing and touring will increase in Hampshire County Council's priority areas (re the Arts Strategy). The theatre is continuing a successful professional development programme, with funded traineeships for an artistic director, stage manager and two actors. The Nuffield are continuing to review and develop the educational and community activities and have set up a Teachers Focus Group and are working towards the development of relationships with Creative Hampshire and the Winchester Discovery Centre in 2007.
A new three year Marketing Plan is in place, including a new press strategy, and new distribution systems developed in association with The Point and Winchester Theatre Royal. I addition finances are on target.
Position for the following financial year (2007/08)
Two co-productions have been set up for 2007 and two additional tours to the normal programme are planned. A new three year business plan has been developed, highlighting new priorities to work with Winchester Discovery Centre and with Creative Hampshire. The one unresolved matter is the capital fundraising project. Decisions about this will be taken in December.
County Council Priorities
Hampshire safer and more secure for all:
The Nuffield undertakes one of the largest and most respected programmes of educational and participation work of any theatre in the country. Last year 15 different projects for 790 young people were organised.
The Nuffield is committed to cultural diversity and has invested heavily in an Asian programme of work and to a lesser extent in work coming out of other ethnic minority communities. Work is currently being undertaken on a Polish project and a Russian collaboration.
Maximising wellbeing:
The Nuffield is a major contributor to Hampshire's cultural offer. 46% of the audience attending the theatre come from Hampshire and a considerable amount of work is toured into Hampshire.
Enhancing our quality of place
The Nuffield is one of the only theatre producing facilities in the County. Work made at the Nuffield comes from the local region with its shared memory, experience and identity, for example the Nelson project.
Equalities and Diversity
The theatre operates an Arts and Disability group led by the Box Office Manager and Company Manager. A regular strand of South Asian work and an important relationship with Art Asia has been developed. In 2007 a major new show by Asian theatre company, Tamasha, and an Asian student project presented with Art Asia have been programmed.
Balanced Scorecard
The organisation scored in the range 4-5 across the criteria. (Predominantly 4)
Financial Summary
Income |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Core Activity |
433,958 |
440,029 |
456,029 |
Education and Outreach |
43,967 |
48,400 |
48,400 |
Other earned |
68,924 |
62,922 |
64,470 |
LA Grants |
|||
- HCC Revenue |
45,205 |
40,000 |
41,200 |
- HCC Project |
13,900 |
14,317 |
14,746 |
- Other LA Funding |
236,811 |
242,607 |
249,884 |
Other Public Funding |
|||
- ACE Core Funding |
545,169 |
560,161 |
576,900 |
- ACE Dev funding |
2,200 |
8,000 |
8,000 |
- University of Southampton |
141,200 |
144,700 |
149,041 |
- Sponsorship |
17,167 |
20,600 |
20,600 |
- Trusts/ donations |
5,407 |
23,900 |
23,900 |
TOTAL INCOME |
1,553,908 |
1,605,636 |
1,653,170 |
Performing Arts Activity and Reach
Applicant |
Traditional Arts Projects (TAPS) |
Date |
January 2007 |
Jason Knight, General Manager |
Ref |
HOG1208 |
Business Commentary
Review of the last full financial year (2005/06)
2005/06 saw an increase in the range and frequency of TAPS delivery sessions, in both workshop and performance. Coverage in local, national and arts press also increased, and this, in conjunction with representation at national and regional conferences raised the profile of the organisation on all levels.
The Hampshire Youth Ceilidh Collective (HYCC), continued workshops until December 2005 and concluded with performances in early 2006. A particularly strong element of the project was the summer school, held at the Anvil in August 2005, with TAPS' Artistic Director as a main tutor. A short, intensive ceilidh band project was commissioned by Winchester May Festival, involving several schools.
The Hampshire Sing Out Weekend in March 2006 exceeded all records in participant numbers. The success of the event has led to plans for two in 2006/07. Test Valley Borough Council also supported work with the Andover and Broughton choirs and Broughton Longswords, towards performances at a Trafalgar Day event in Andover.
Boka Halat continued with high profile performance work in concert and ceilidh situations. Particular highlights were a Late Night Extra event at Towersey Festival and a sell-out Valentine's Day ceilidh at the Brighton Dome.
As the year closed, development and rehearsals were progressing on a project with Eastleigh Borough Youth Theatre, on a newly created ballad opera, based on a Hampshire ballad story and other locally collected archive material. With this new dramatic work (a new venture for TAPS), numerous new versions of songs and several new ceilidh dances, TAPS creative policies have enriched the stock of new work in the English tradition considerably.
The very end of the year saw the start of a new full-time Administrator, Krisha Sutaria, and the agreement by the TAPS Board to employ a full-time Assistant Artistic Director (Sofia Buchuck, who started in October 2006). TAPS also engaged a number of new artists within its targets and engaged a part-time freelance African and Caribbean Liaison Officer, Musa Mboob.
Progress on current financial year (2006/07)
This year's key objectives have been, or are being, met and TAPS have now employed an Assistant Artistic Director, have training planned for Project Leaders and are developing a number of creative opportunities with them. The new performance ensemble is being developed but will now be launched in 2007/08 and the engagement of a part-time freelance Press & PR Officer will now be carried forward to 2007/08.
Position for following financial year (2007/08)
The positioning of the organisation for the coming financial year is looking good and a number of projects are well into development, with numerous partnership discussions and funding applications currently underway. Financially TAPS will not be looking at as big a budget as outlined in the Business Plan (pg 14), but it will be a realistic and natural progression from last year's and this year's budgets. The key objectives, with the addition of those mentioned above that will be carried forward, will remain as outlined in the Plan.
Work within Immigration Removal will be a big feature in 2007/08, especially with projects being delivered in IRC Haslar, Gosport, and the surrounding communities. This is being developed with Music In Detention (MID) a national network of which TAPS is a key and founding partner.
County Council Priorities
Hampshire safer and more secure for all:
· "Helping young people live positive lives"
· "providing other opportunities for young people to get the most out of their lives"
Maximising wellbeing:
· "Being active in your community"
· "arts centres"
· "We aim to proactively respond to the different needs of our diverse communities by actively reaching out to people who could otherwise be excluded."
Enhancing our quality of place:
· "protecting local distinctiveness and diversity"
· "respecting Hampshire's heritage and planning proactively for the future."
· Community events and participation give rise to local ownership, a feeling of well-being and a true sense of being involved.
· Many of TAPS' projects, past and present, use traditional Hampshire material as its base point. Examples include: Teaching Hampshire song, writing a ballad opera based on a song collected in Axford, Hampshire and using Hampshire tunes and song as the starting point of sharing with other cultures resident in England.
The majority of TAPS' work provides educational, music and dance opportunities, through workshops, projects and performances delivered within educational institutions at all levels in and out of school. Work also includes communities covering all ages; work in institutions (old people's homes, prisons); and working on the street.
Diversity
TAPS projects work on integrating cultural groups in a common purpose of celebration and response, particularly where there is a shared environment. The ethos and driving force for TAPS is one of cultural unity in England.
Web Presence
TAPS runs two parallel websites, one of which is specifically designed to comply with the Disability Discrimination Act and is text reader friendly. Both websites are currently being redeveloped to further enhance accessibility.
Balanced Scorecard
The organisation scores in the range 2 - 3. (Predominately 2)
Financial Summary
Total Income |
231,247 |
208,891 |
265,822 |
Total Expenditure |
230,762 |
208,891 |
265,822 |
Surplus (Deficit) for year |
485 |
0 |
0 |
Accumulated Surplus (Deficit) brought forward |
12,465 |
12,950 |
12,950 |
New Accumulated Surplus (Deficit) carried forward |
12,950 |
12,950 |
12,950 |
Total Reserves |
12,950 |
12,950 |
12,950 |
Performing Arts Activity and Reach
Applicant |
Proteus Theatre Company |
Date |
January 2007 |
Nicola Oakley, General Manager |
Ref |
HOG1003 |
Business Commentary
Review of the last full financial year (2005/06)
During 2005/06 Proteus produced 90 touring shows and 90 residencies and workshops, reaching almost 11,000 people - exceeding the audience and participant targets set for the year.
Both `Peter Pan' and `Whatever Happened to Bette & Joan?' toured nationally to both regular and new venues. The company produced three participatory projects, along with an extensive programme of residencies and workshops, including commissions from Basingstoke & Deane Borough Council and North Hampshire Hospital.
`Breakthrough', adult theatre workshops addressing issues related to disability and mental health, ran for the fifth successive year, culminating in a public performance. Proteus, The Haymarket Theatre and Milestones Museum worked on a combined summer project, `Road Kill'. The company also ran an intensive theatre skills project for Petersfield School called `Summer Dreaming'.
Due to changes in staffing from summer 2004, no funding applications were made for new or continuation projects in 05/06. The company faced a c.£31,500 deficit for 05/06, which resulted in an actual deficit of just under £26,000 and a rolling funding shortfall in the region of £20,000. This has been turned around by a combination of reduction in running costs, and increase in participatory income generation.
The almost entirely new staff team, together with the Board, undertook a comprehensive review of the organisation, to look at the focus and rationale of the work. A re-drafting of the Artistic Policy and company profile was decided and this has formed the basis of the next three-year business plan.
Progress on current financial year (2006/07)
£55,500 of additional project funding has been secured on top of annual core funding. During the first half of the year Proteus has taken bookings for 54 touring shows and run 125 residencies and workshops, reaching almost 3,000 people. The company has exceeded the artistic objectives and key actions set out in the current business plan, the only major variation being the termination of the agreement with The Haymarket Theatre to co-produce the autumn tour, due to The Haymarket's position. Proteus are, as at September 06, projecting a £13,000 surplus.
`The Wedding Present' project, which involved 1,690 participants in four communities in the southeast, was developed with the Arts Council and Farnham Maltings. `X5', a project for people with disabilities and a multi-art form partnership with Drum Runners was piloted to research a large-scale multi-art touring installation.
`A Daughter of the Aurora', a co-production with BodyJam, has exceeded financial targets and will tour a variety of venues throughout Hampshire and further a field during the winter. The Elephant Man, the first show ever produced by Proteus, is a sell-out and will visit the majority of Hampshire's arts centres in the spring.
Position for the following financial year (2007/08)
A projected surplus of £13,000, as at September 2006, will carry forward to the three-year plan of work outlined in the business plan. Proteus will achieve its artistic and strategic objectives by pursuing three distinct strands of work: Productions; Large-scale, multi-art form participatory work; and Long-term regular work with specific communities. The three year plan also represents the development and growth of the management and operational aspects of the business.
The 2007-10 budgets project surpluses year-on-year, enabling the company to build its reserves for future general and capital resources and long-term financial stability.
County Council Priorities
Hampshire safer and more secure for all:
· Proteus is focused on developing and supporting stronger, safer communities for all by protecting vulnerable people, maximising safety, helping young people to live positive lives and helping diverse communities to feel secure.
· Proteus has a particular emphasis on new audiences, including those who from culturally diverse backgrounds or who live with a physical, learning or mental health issue. The company seeks to re-connect communities through its work and to establish dialogues between the socially excluded and wider community.
· Proteus takes cross-generational performance and participatory theatre to the local community, touring to a variety of local venues.
Maximising wellbeing:
The provision of performance and participatory work in Hampshire by Proteus creates community cohesion and brings together disparate sections of communities. The work directly improves community facilities by increasing usage and profile amongst local residents. Proteus encourages and enables equality of access, physical and intellectual accessibility and affordability.
The company in partnership with local authorities and the statutory sector, delivers innovative staff training and public consultation presentations on a range of topics, including Customer Care, Community Safety and events for Older Persons.
Enhancing our quality of place:
The company plays a key role in the arts provision for Hampshire, and contributes to the quality cultural offerings to the local community. The use of village halls gives relevance and vitality to often-historic buildings in the heart of communities. The opportunity to see high quality work, that will be visiting professional venues, in the heart of the community is vital in supporting local services and facilities and promoting social cohesion.
Balanced Scorecard
The organisation scored in the range 3 -4 across the criteria (predominantly 3)
Financial Summary
Income |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Programme activity |
37,570 |
26,242 |
34,700 |
Education and Outreach |
9,500 |
13,700 |
38,862 |
Other earned |
1,139 |
1,300 |
1,100 |
LA Grants |
|||
- HCC Revenue |
47,050 |
48,500 |
49,713 |
- HCC Project |
1,000 |
- |
- |
- Other LA Funding |
79,394 |
84,122 |
145,870 |
Other Public Funding |
|||
- National Lottery |
- |
30,000 |
52,500 |
- Other Public Funding |
- |
13,000 |
54,000 |
- Sponsorship |
- |
- |
2,500 |
- Trusts/ donations |
2,050 |
7,000 |
12,107 |
TOTAL INCOME |
177,703 |
223,864 |
391,352 |
Expenditure |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Artistic Programme |
|||
Core Programme & Projects |
95,545 |
78,051 |
263,678 |
Artistic Staff Costs |
Inc. above |
43,510 |
44,859 |
Other Expenditure |
|||
All Staff Costs |
63,438 |
54,195 |
55,876 |
Marketing |
- |
1,500 |
1,500 |
Overheads |
38,885 |
27,693 |
35,422 |
Training & Development |
1,527 |
1,500 |
2,500 |
Premises |
4,252 |
2,940 |
3,400 |
TOTAL EXPENDITURE |
203,647 |
209,389 |
407,235 |
Total Income |
177,703 |
223,864 |
391,352 |
Total Expenditure |
203,647 |
209,389 |
407,235 |
Surplus (Deficit) for year |
(25,944) |
14,475 |
(15,883) |
Accumulated Surplus (Deficit) brought forward |
47,759 |
21,815 |
36,290 |
New Accumulated Surplus (Deficit) carried forward |
21,815 |
36,290 |
20,407 |
Total Reserves |
21,815 |
36,290 |
20,407 |
Performing Arts Activity and Reach
2005/06 actual |
2006/07 estimated |
2007/08 projected | ||||
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance | |
Professional Performances |
||||||
Theatre - Touring |
90 |
8,905 |
54 |
5,400 |
65 |
6,500 |
Other Activity |
||||||
Theatre - Participatory |
90 |
2,001 |
130 |
2,750 |
160 |
1,000 |
Total |
180 |
10,906 |
184 |
8,150 |
225 |
7,500 |
Applicant |
Hampshire Dance Trust, Eastleigh |
Date |
January 2007 |
Lucy Frazer, Dance Director |
Ref |
HOG1207 |
Business Commentary
Review of the last full financial year (2005/06)
JIF programme:
A successful major investment in the opportunities for young people and early career dance practitioners, developing expertise in local authority partners and raising the profile Hampshire as a leader in the field of dance development. Key outcomes were:
NoCo: which was established as means of expanding youth dance opportunities in the north of the county. Young dancers were selected for Regional Youth Dance event for the National Youth Dance Festival. NRG youth dance and health project: 348 young people participated in creative dance programme on health themes. The accompanying research programme demonstrated benefits of dance. Community Dance Leaders course was piloted with University of Winchester, had high demand and positive response. Moving Forward conference: a high profile event attracting 85 delegates, majority from the south-east with key presentations given by industry leaders.
Big Dance Day: a one-day celebration of dance across the Hampshire region, including 30 events involving over 1,300 participants and 1,500 audience.
In addition
· HDT was selected as regional host for Youth Dance England's national youth dance initiative. With a Focus of programmes to develop regional youth dance infrastructure including schools.
· Brownian Motion - Portsmouth, Gosport and Isle of Wight local authorities commissioned site-specific performance piece for seafronts. This provides a new approaches to supporting dancers with diverse range of experience.
· The Company relocated to new premises adjacent to The Point in December 2005.
Progress on current financial year (2006/07)
Youth Dance Companies:
· Development of youth dance steering group underway.
· One-year funding secured from The Mercers' Company and Four Lanes Trust.
· Challenge in sustaining funding for both companies, difficulty in identifying suitable funders. May need to review independent constitution of groups.
Regional Youth Dance Coordinator for the south-east:
· South East Youth Dance Network increased from 89 to 195 subscribers.
· Fuzzylogic, Hampshire boys group, selected to perform at National Youth Dance Festival.
The Graduates:
· Symposium focussing on issues in the training of young dancers - Feb 2007.
Dissemination of NRG project:
· Presentations already taken place at International Association of Dance and Medical Science conference, Miami and National Dance Teachers Association conference.
Ludus commission:
· Commissioning Trapped from Ludus Dance in partnership with Creative Partnerships, Southampton and Isle of Wight, supported young people's involvement with company.
· Coordinated week-long residencies in Southampton, Isle of Wight and Test Valley.
Professional Development:
· Dance Caper-Bility course being programmed for spring 2007.
· 2006-07 INSET programme launched.
· Informal opportunity for artists to show work in progress, created in partnership with The Point, as Café Choreographique.
Position for following financial year (2007/08)
Professional Development:
· Consultation with partners to review professional development programme during 06-07.
· Will lead to aims of developing pool of dance artists working in Hampshire.
· Programme to include regional artists in partnership with venues.
· Proposed uplift in HCC funding will secure Professional Development Coordinator role enabling a focussed approach to this key priority.
Disabled artist in residence:
· Approached by Foundation for Community Dance to host a national network of disabled artists in residence between 2007-10.
· Will support and enhance proposed disability commission planned for 2008-09.
Regional Youth Dance Coordinator for the south east:
· Developing exit strategy to ensure continuance of post from 2008-09 onwards.
· Funding approaches underway.
County Council Priorities
Hampshire safer and more secure for all:
· Developing dance opportunities for young people is our key priority and forms a large part of our work, this helps young people to live positive lives. An important contribution is made to the ladder of opportunity for young people in dance.
· Youth dance projects in and out of school, performance platforms, county youth dance companies, careers roadshow and projects targeted at specific communities. For many young people this work has had life enhancing, and indeed life changing, benefits.
Maximising wellbeing:
· Dance positively contributes to health and wellbeing. Hampshire Dance plays an important role in signposting people to dance. Strategically, we act as an advocate for the benefits of dance to policymakers and potential partners in order to increase provision. Access for disabled dance is increased through the dance practitioner training, Dance Caper-Bility.
Enhancing our quality of place:
· Artists make an important contribution to the vibrancy of communities. One of our longstanding priorities is to sustain and develop a viable dance economy, by attracting more dance artists to live and work in Hampshire.
Balanced Scorecard
The organisation scored in the range 3 - 4 across the criteria (predominantly 4)
Financial Summary
Income |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
|||||||
Education and Outreach |
12,484 |
20,773 |
19,190 | |||||||
Other earned |
4,453 |
6,300 |
3,800 | |||||||
LA Grants |
||||||||||
- HCC Revenue |
22,306 |
27,000 |
39,000 | |||||||
- HCC Project |
1,500 |
500 |
0 | |||||||
- Joint Investment Fund |
49,270 |
1,399 |
0 | |||||||
- Other LA Funding |
6,505 |
6,925 |
6,000 | |||||||
Other Public Funding |
||||||||||
- ACE Core funding |
34,000 |
51,127 |
52,533 | |||||||
- ACE Dev funding |
50,072 |
59,413 |
38,020 | |||||||
- National Lottery |
2,940 |
- |
- | |||||||
- Youth Dance England |
9,375 |
41,200 |
31,825 | |||||||
- Other public funding |
- |
5,440 |
- | |||||||
- Trusts/ donations |
25 |
4,370 |
28,000 | |||||||
TOTAL INCOME |
192,930 |
224,447 |
218,368 | |||||||
Expenditure |
2005/06 actual |
2006/07 estimated |
2007/08 projected | |||||||
Artistic Programme |
||||||||||
Education & Outreach |
112,860 |
109,071 |
86,736 | |||||||
Artistic Staff Costs |
54,585 |
71,824 |
74,678 | |||||||
Other Expenditure |
||||||||||
Non-Artistic Staff Costs |
25,169 |
34,318 |
35,481 | |||||||
Marketing |
2,365 |
3,500 |
4,300 | |||||||
Overheads |
18,076 |
20,850 |
22,088 | |||||||
Training & Misc. |
8,065 |
2,500 |
3,000 | |||||||
TOTAL EXPENDITURE |
221,120 |
242,063 |
226,283 | |||||||
Total Income |
192,930 |
224,447 |
218,368 | |||||||
Total Expenditure |
221,120 |
242,063 |
226,283 | |||||||
Surplus (Deficit) for year |
(28,190) |
(17,616) |
(7,915) | |||||||
Accumulated Surplus (Deficit) brought forward |
77,918 |
49,728 |
32,112 | |||||||
New Accumulated Surplus (Deficit) carried forward |
49,728 |
32,112 |
24,197 | |||||||
Total Reserves |
11,616 |
17,617 |
18,897 | |||||||
2005/06 actual |
2006/07 estimated |
2007/08 projected | ||||||||
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance | |||||
Professional Performances |
||||||||||
Contemporary Dance |
8 |
245 |
6 |
783 |
6 |
580 | ||||
Other Activity |
||||||||||
Dance |
16 |
2,890 |
23 |
2,597 |
13 |
1,450 | ||||
Total |
24 |
3,135 |
29 |
3,380 |
19 |
2,030 | ||||
Education and Outreach |
||||||||||
Workshops/ Lectures |
45 |
518 |
166 |
3014 |
50 |
900 | ||||
Courses |
41 |
878 |
32 |
767 |
10 |
300 | ||||
Residencies |
6 |
88 |
5 |
69 |
5 |
70 | ||||
Performing Arts Activity and Reach
Applicant |
Havant Arts Centre |
Date |
January 2007 |
Amanda O'Reilly, Director |
Ref |
HOG1205 |
Business Commentary
Key Objectives: 2004 - 2006
1. To be financially viable
2. To work in partnership with other organisations on projects within the Arts Centre and in the wider community.
3. To develop Bedhampton Arts Centre and re-launch as a dedicated youth arts centre.
4. To continue developing the artistic programming at the two Arts Centres
5. To maintain and develop effective marketing and audience development
Review of the last full financial year (2005/06)
In 2005 - 2006 the arts centre had two additional strands of work. Firstly £32,000 was raised to commission and install a sculpture and furniture by Ben Barrell in the courtyard of the building. Secondly an Arts Council funded partnership with the New Theatre Royal, Portsmouth to programme dance, dance for film and dance workshops into three venues.
In 2005/06 the number of events were increased by 53, unfortunately this supply exceeded demand and the events made a much lower surplus. Lessons have been learnt that levels of events cannot be increased without an increase in marketing resources.
The turnover for Havant Arts Centre has increased year on year in the last four years, however, overall the company made a consolidated loss of £14,895 in 2005/06, owing to a reduced surplus in events programme and low out put by the Education Officer.
The organisation has achieved the objectives of developing the artistic programme, through working in partnership with other organisations and maintaining and developing effective marketing.
Progress on current financial year (2006/07)
The Business Plan covering 2007-2009 is currently being developed, within this some adjustments have been made to the key objectives.
- Develop procedures for business risk management
- Improve Arts Centre facilities
- Maximise any future opportunities for Havant Arts Centre
The management accounts for the period July to September 2006 show the adjustments made to the events and education programmes have been successful and the financial picture is looking very positive compared to last year. Noticeable changes include:
· The education programme has made a surplus of close to £4,000 in the first six months. Six additional after school courses for children and a full programme of Saturday one off workshops for adults have been added.
· Solent People's Theatre are now hiring office and rehearsal space.
· Problem areas in the Professional Event Programme have been addressed and are no longer making a loss. The Board of Trustees have agreed a £2,500 acceptable deficit on the Theatre Programme each year.
· The trading arm of the charity is currently on target to make a small surplus this year.
Current focus is on the need to fundraise to improve Arts Centre facilities, including air conditioning in the theatre, upgraded phone and box office system. Trialling of an online system of ticket sales using PayPal (secure online payment system) is taking place.
Position for following financial year (2007/08)
In 2006/07 we have found the level of events and activities which we can programme, market and sell to the local community. By the end of 2007/08 we hope to have completed all current projects for which we have received restricted funding and for the company to be solvent. We then plan to build up very low level reserves to cushion the company from using an overdraft facility at year end. Both 2006/07 and 2007/08 are years where the focus is stabilisation.
County Council Priorities
Maximising wellbeing:
· Opportunities are provided for people to be active in their community in many ways, the art centre has over 40 volunteers, 65% of whom are retired.
· Volunteers who want to improve their skills in order to return to work after long term sickness or unemployment.
· There are opportunities for young people to be involved in out of school activities.
· Many of the workshops and courses promote wellbeing through physical fitness.
Enhancing our quality of place:
· Havant Arts Centre is an important resource for the Borough of Havant. It contributes to making Havant a good place to live work and visit.
Safer and more secure for all:
· Havant Arts Centre programmes activities and events specifically for older people. A partnership is also maintained with Mind of Havant on a programme of drama workshops for adults with learning difficulties or mental health issues. The Arts Centre provides a place where people can feel welcome and safe.
· The centre currently hold after school workshops for more than 130 young people every week, as well as running monthly gig nights which give local young bands a chance to perform and young people a safe place to enjoy themselves.
Balanced Scorecard
The organisation scored in the range 3 - 4 across the criteria
Financial Summary
Income |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Core Activity |
65,341 |
70,000 |
72,000 |
Education and Outreach |
27,082 |
30,000 |
30,000 |
Other earned |
54,965 |
58,960 |
59,000 |
LA Grants |
|||
- HCC Revenue |
98,600 |
105,000 |
108,150 |
- Other LA Funding |
27,300 |
27,300 |
27,300 |
Other Public Funding |
|||
- ACE Development Funding |
22,505 |
14,000 |
20,000 |
- National Lottery |
14,788 |
23,900 |
15,000 |
- Other Public Funding |
6,062 |
- |
- |
- Trading Company |
102,922 |
106,000 |
110,000 |
TOTAL INCOME |
419,565 |
435,160 |
441,450 |
Expenditure |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Artistic Programme |
|||
Core Programme & Projects |
73,450 |
74,000 |
76,000 |
Outreach and Education |
29,001 |
25,000 |
25,000 |
Other Expenditure |
|||
Non Artistic Staff Costs |
120,973 |
124,000 |
127,000 |
Marketing |
21,122 |
22,000 |
22,000 |
Overheads |
74,270 |
78,000 |
80,000 |
Training & Development |
1,050 |
2,000 |
2,000 |
Premises |
10,000 |
10,000 |
10,000 |
Trading Company |
104,594 |
102,000 |
104,000 |
TOTAL EXPENDITURE |
434,460 |
437,000 |
446,000 |
Total Income |
419,565 |
435,160 |
441,450 |
Total Expenditure |
434,460 |
437,000 |
446,000 |
Surplus (Deficit) for year |
(14,895) |
(1,840) |
(4,550) |
Accumulated Surplus (Deficit) brought forward |
23,694 |
8,799 |
6,959 |
New Accumulated Surplus (Deficit) carried forward |
8,799 |
6,959 |
2,409 |
Total Reserves |
8,799 |
6,959 |
2,409 |
Performing and Visual Arts Activity and Reach
2005/06 actual |
2006/07 estimated |
2007/08 projected | ||||
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance | |
Professional Performances |
||||||
Theatre |
19 |
2,071 |
10 |
1,100 |
10 |
1,150 |
Music theatre |
8 |
560 |
2 |
140 |
- |
- |
Classical music |
- |
- |
- |
- |
2 |
160 |
Popular music |
31 |
2,644 |
30 |
2,900 |
30 |
3,100 |
Other music |
11 |
1,082 |
6 |
590 |
10 |
1,000 |
Contemporary Dance |
2 |
177 |
7 |
910 |
8 |
1,220 |
Other dance |
1 |
13 |
4 |
520 |
2 |
280 |
Light entertainment |
14 |
1,123 |
19 |
1,524 |
19 |
1,600 |
Film |
68 |
3,069 |
85 |
3,630 |
85 |
3,800 |
Literary events |
2 |
77 |
1 |
60 |
4 |
200 |
Children's events |
22 |
2,420 |
16 |
2,000 |
16 |
2,100 |
Other |
5 |
217 |
6 |
200 |
6 |
250 |
Other Activity |
||||||
Theatre |
76 |
5,306 |
69 |
5,400 |
70 |
5,500 |
Dance |
- |
- |
4 |
220 |
4 |
260 |
Music |
14 |
1,497 |
27 |
1,800 |
26 |
1,800 |
Other |
1 |
72 |
- |
- |
- |
- |
Total |
274 |
20,328 |
286 |
20,774 |
292 |
22,000 |
Education and Outreach |
||||||
Workshops/ Lectures |
22 |
214 |
26 |
250 |
28 |
275 |
Courses |
35 |
515 |
36 |
530 |
38 |
560 |
Visual Arts - No attendance figures are included as the exhibitions are held in open public areas such as foyers and cafés and are open to all visitors.
No. of exhibitions |
Days open |
No. of exhibitions |
Days open |
No. of exhibitions |
Days open | |
Temporary Exhibitions |
||||||
Fine arts/ Sculpture |
28 |
26 |
28 |
|||
Arts & Crafts |
6 |
6 |
6 |
|||
Photography/ Media |
1 |
- |
1 |
|||
Total |
35 |
272 |
32 |
272 |
35 |
272 |
Education and Outreach |
No. of workshops / courses |
Attendance |
No. of workshops / courses |
Attendance |
No. of workshops / courses |
Attendance |
Workshops/ Lectures |
47 |
464 |
60 |
660 |
65 |
700 |
Courses |
6 |
86 |
6 |
90 |
8 |
120 |
Applicant |
Forest Forge, New Forest |
Date |
January 2007 |
Sean Aita, Artistic Director & Joint CEO |
Ref |
HOG1200 |
Business Commentary
Review of the last full financial year (2005/06)
The company was successful in achieving all its key objectives set out in the business plan for 2005/06. During this period Forest Forge was short-listed for The Stage Awards for Achievement in Regional Theatre and Artistic Director Sean Aita was appointed as the UK representative of the European Off Network for Independent Theatre Companies.
The company produced three rural touring productions and one production specifically targeting elderly audiences in residential care homes. Of these productions one was a new joint commission, from a regional writer Shiona Morton and two were newly devised scripts. "The Country Wife" was a new adaptation by Steve Gooch, critical comments from press were universally positive. The company also produced a new piece of Street Theatre "The Big Bang" which was performed at festivals. Forest Forge also commissioned two new plays in preparation for the 06/07 seasons, both set in the New Forest. The company supported New Writing through a radio writing workshop and rehearsed readings as well as running a regular writers group.
Work produced by the Outreach Team in the year included regular youth theatre sessions for over 100 young people, including producing three full productions. The team ran regular sessions with teenagers and adults with special needs and with patients in palliative care. New regular sessions began for young people at risk of exclusion from mainstream education. A new video produced by young people with Learning Disabilities from Oak Lodge Special School, began shooting and a series of "Arts 4 Life" workshops with people suffering from mental health issues began. A key success in this area was a successful bid to the Foundation for Sport and the Arts to support the post of Community Drama Worker created to focus on groups and individuals who would not normally have access to professional theatre practitioners.
Funding for the planned development of the Hospice programme through a bid to the Eranda and Odin foundations was unsuccessful. The company obtained support from the Paul Hamlyn Foundation to develop Out of Joint Partnership with pupil referral and learning support units. Plans to share space with independent visual artists did not progress as was hoped. The company will reflect on how it wishes to proceed with this space. Forest Forge will be included in an Arts Council facilities audit which is intended to link regional companies with available resources. A Short exchange visit of the artistic team with that of Theatre Labrador Newfoundland took place in Summer 2005 leading to a proposed co-production featuring a new play by Nell Leyshon and Robert Chafe, exploring the links between the Wessex region and the province of Newfoundland. The Company ended the financial year with a surplus of £9,000 in general funds which has contributed towards the programme of work for 06/07.
Progress on current financial year (2006/07)
All objectives are currently progressing satisfactorily with a new touring production for the elderly; "Sweets for my Sweet" and a new community touring production "A Wild Weekend" and a primary tour "The Mouse and the King of the Elephants" produced. The International co-production has been granted full funding by the Arts Council and the Canada Council. The youth theatre has been extended and now has an additional group for the 16-18 age range. The company is about to commission a new play from Romany Theatre Company writer Daniel Allum, about the Romany Community formerly based at Shave Green in the New Forest.
The Company in 06/07 set itself a target income of £6,000 from Trusts & Foundation. This has already been achieved. Outreach is thus far achieving its potential, and Performance Income maintaining its targets.
Position for the following financial year (2007/08)
In a variation to the original plan, the company will not deliver a primary schools touring production but will undertake market research and continue to deliver to this age group through workshops while reviewing its strategy. In 07/08 the Company will be reviewing its salary levels with a view to developing a three-year Salary Review from 08/09 (see Business Plan).
County Council Priorities
Hampshire safer and more secure for all:
Forest Forge support this priority by supporting venerable people and those with learning disabilities by holding weekly life skills sessions for young people and adults. They also help young people live positive lives through a variety of activities.
Enhancing our quality of place:
"Protecting local distinctness and diversity", Forest Forge aid the protection of cultural heritage through use of local stories, history and tradition.
Balanced Scorecard
The organisation scored 4 across all criteria.
Financial Summary
Income |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Programme activity |
63,392 |
64,317 |
61,335 |
Education and Outreach |
47,247 |
38,747 |
40,000 |
Other earned |
6,315 |
8,248 |
6,000 |
LA Grants |
|||
- HCC Revenue |
50,685 |
52,000 |
53,520 |
- Other LA Funding |
35,660 |
36,410 |
37,285 |
Other Public Funding |
|||
- ACE Core Funding |
110,631 |
113,673 |
116,799 |
- ACE Dev funding |
7,500 |
- |
- |
- National Lottery |
- |
- |
- |
- Sponsorship |
800 |
1,000 |
1,000 |
- Trusts/ donations |
9,800 |
7,500 |
10,000 |
TOTAL INCOME |
332,030 |
321,895 |
325,939 |
Expenditure |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Artistic Programme |
|||
Core Programme & Projects |
35,920 |
28,850 |
33,200 |
Other Expenditure |
|||
All Staff Costs (inc. artistic) |
218,930 |
222,270 |
223,552 |
Marketing |
8,292 |
9,000 |
8,000 |
Overheads |
34,831 |
33,836 |
33,472 |
Training & Development |
407 |
2,000 |
2,040 |
Premises |
11,120 |
11,823 |
11,965 |
Contingency |
15,510 |
14,000 |
13,710 |
TOTAL EXPENDITURE |
325,010 |
321,806 |
325,939 |
Total Income |
332,030 |
321,895 |
325,939 |
Total Expenditure |
325,010 |
321,806 |
292,467 |
Surplus (Deficit) for year |
7,020 |
89 |
0 |
Accumulated Surplus (Deficit) brought forward |
15,731 |
22,751 |
22,840 |
New Accumulated Surplus (Deficit) carried forward |
22,751 |
22,840 |
22,840 |
Total Reserves |
22,751 |
22,840 |
22,840 |
Performing Arts Activity and Reach
2005/06 actual |
2006/07 estimated |
2007/08 projected | ||||
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance | |
Professional Performances |
||||||
Theatre |
169 |
12,340 |
175 |
12,900 |
(a) 154 |
11,000 |
Other Activity |
||||||
Youth Theatre |
19 |
1,079 |
14 |
940 |
15 |
1,000 |
Video Projects |
5 |
132 |
7 |
100 |
5 |
100 |
Total |
193 |
13,551 |
196 |
13,940 |
174 |
12,100 |
Education and Outreach |
||||||
Workshops/ Lectures |
22 |
(b) 794 |
13 |
193 |
15 |
200 |
Courses |
6 |
160 |
5 |
190 |
5 |
180 |
Residencies |
7 |
201 |
6 |
241 |
6 |
240 |
(a) The company will be reviewing its primary touring strategy and will therefore not deliver a primary school tour.
(b) Exceptional year due to Creative Partnerships Project.
Applicant |
Fairfields Arts Centre |
Date |
January 2007 |
Andrew Buchanan, Centre Director |
Ref |
HOG1206/ |
Business Commentary
Review of the last full financial year (2005/06)
In 2005/06 the centre delivered 430 classes with 4840 attendances, 19 workshops
attended by 170 people, 262 community hires with 5840 attendances, 9 exhibitions attended by 1619 people. A total of 732 different activities with an attendance of 15,870.
Fairfields' major success in 2005/6 was the Art Gallery, it was transformed into a proper gallery space with controlled lighting, and was made open and accessible to the public. Investment was put into the Art Gallery programme, with exhibitions of work including, David Hockney, Andy Goldsworthy and Francisco Goya. The regular open submission exhibitions also prospered, attracting work by artists from all over the UK and abroad. In 2005/6, work by artists from as far afield as Norway, South Korea, Japan, Poland, Italy, Croatia, Germany, Russia and Basingstoke were shown.
Weekly classes in computing are held at the centre, as well as the centre's own classes in digital media. The digital arts festival entered its twelfth year, (its third in Basingstoke), and changed its name to `zeroesandones', work was promoted outside in the town centre.
On the negative side, a considerable amount of work was needed for the Adult and Community Learning Unit (ACLU) inspection which proved time consuming and demanding. The centre faced six inspection visits, which is unheard of. The centre passed and feedback results found that the ACLU liked the centre and the programme. The inspection process is onerous for the teams and requires significant staff time for small financial return.
With regards to budgets, the organisation underestimated the amount of depreciation and so ended up with a small deficit on the year's trading, good reserves meant this was not a problem.
Progress on current financial year (2006/07)
· The centre is running more classes and the attendances have risen compared to 2005/6, so far it is anticipated that there will be 600 classes with 6,650 attendances. It is anticipated that there will be 915 activities and 17,405 attendances in total.
· The day long `WorldBeat' festival programme of cultural diverse dance held in the park, was a tremendous success. It included over 100 different performers and was attended by 4,000 people. This has developed from past smaller programmes; `OneBeat' Basingstoke and Deane Borough Council's youth festival, over the past two years.
· The centre is doing up to 6 hours a week, working with the various Chinese communities.
· Basingstoke and Deane Borough Council stopped funding `Sightlines' the visual arts festival in Basingstoke at very short notice. Fairfelds had contributed to `Sightlines' for many years, and benefited from it to support the `zerosandones' digital arts festival programme. Unfortunately this meant that the digital arts festival programme didn't run this summer, this is particularly regrettable, as the organisations understands digital arts and new media to be important.
Position for following financial year (2007/08)
In 07/08 the centre intends to increase classes and workshops. This will be a total of 942 activities with a total attendance of 17,927.
In the forthcoming financial year the centre would like to build on the good relationships established with the Chinese communities, through a programme of work and would also like to develop `WorldBeat' Fairfields cultural diverse dance festival. Arts Council England will be approached for funding for one or two projects possibly related to the cultural diversity programme.
County Council Priorities
Safer and more secure for all:
Fairfields runs computer classes, where people are taught about viruses, trojans and scams, the centre has identified these as major problems, more so than physical risks.
Maximising wellbeing:
The centre provides;
· accessible and affordable opportunities for life long learning.
· physical activities such as all kinds of dance activities to improve health and fitness.
· visual arts and cultural activities for all ages, including older people, to improve their quality of life.
Enhancing our quality of place:
The centre provides visual arts infrastructure in North Hampshire.
Cultural Diversity:
Cultural diversity is addressed by the centre through events such as Black History month and also through working in partnership with different individuals and groups from both the South Asian and East Asian communities. The centre also programmes and organises the day long `World Beat' festival of culturally diverse dance.
Balanced Scorecard
The organisation scored in the range 3 - 4 across the criteria (predominantly 3)
Financial Summary
Income |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Core Activity |
25,933 |
26,711 |
27,512 |
Education and Outreach |
160 |
164 | |
Other earned |
18,786 |
19,538 |
19,944 |
LA Grants |
|||
- HCC Revenue |
45,150 |
46,500 |
47,895 |
- HCC Revenue (04/05) last quarterly payment |
11,012 |
||
- HCC Project (Adult Edu.) |
7,963 |
12,177 |
12,542 |
- Other LA Funding |
63,929 |
64,420 |
65,643 |
Other Public Funding |
|||
- ACE Development Funding |
- |
1,500 |
3,500 |
- Sponsorship |
25 |
150 |
155 |
TOTAL INCOME |
172,798 |
171,156 |
177,355 |
Expenditure |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Artistic Programme |
|||
Core Programme & Projects |
5,915 |
6,113 |
8,296 |
Outreach and Education |
1,500 |
1,550 |
1,597 |
Artistic Staff Costs |
14,363 |
14,794 |
15,237 |
Other Expenditure |
|||
Non Artistic Staff Costs |
77,775 |
75,048 |
77,301 |
Marketing |
7,722 |
7,954 |
8,192 |
Overheads |
52,876 |
53,955 |
54,855 |
Training & Development |
422 |
435 |
448 |
Premises |
2,327 |
2,397 |
2,469 |
Depreciation |
13,622 |
8,632 |
8,632 |
TOTAL EXPENDITURE |
176,522 |
170,878 |
177,027 |
Total Income |
172,798 |
171,156 |
177,355 |
Total Expenditure |
176,522 |
170,878 |
177,027 |
Surplus (Deficit) for year |
(3,724) |
278 |
328 |
Accumulated Surplus (Deficit) brought forward |
62,058 |
58,334 |
58,612 |
New Accumulated Surplus (Deficit) carried forward |
58,334 |
58,612 |
58,940 |
Total Reserves |
Performing and Visual Arts Activity and Reach
Performing Arts
2005/06 actual |
2006/07 estimated |
2007/08 projected | ||||
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance |
No. Perf/ Sessions |
Attendance | |
Professional Performances |
||||||
Theatre |
1 |
15 |
1 |
20 |
1 |
25 |
Popular music |
- |
- |
1 |
50 |
1 |
52 |
Other dance |
3 |
3,187 |
13 |
4,287 |
13 |
4,410 |
Other-Live Digital |
1 |
60 |
- |
- |
3 |
185 |
Other Activity |
||||||
Talks |
4 |
58 |
7 |
94 |
7 |
97 |
Total |
9 |
3,320 |
22 |
4,451 |
25 |
4,769 |
Education and Outreach |
||||||
Workshops/ Lectures |
149 |
1,561 |
136 |
2,206 |
140 |
2,272 |
Courses |
19 |
200 |
19 |
323 |
20 |
333 |
Residencies |
2 |
93 |
2 |
93 |
3 |
96 |
Visual Arts
2005/06 actual |
2006/07 estimated |
2007/08 Projected | |||||||
Total Exhib's |
Days Open |
Atten. |
Total Exhib's |
Days Open |
Atten. |
Total Exhib's |
Days Open |
Atten. | |
Temporary Exhibitions |
|||||||||
Fine arts/ Sculpture |
8 |
182 |
1,269 |
7 |
210 |
1,616 |
5 |
190 |
1,465 |
Photography/ Media |
- |
- |
- |
- |
- |
- |
1 |
30 |
165 |
Digital Arts |
1 |
34 |
175 |
- |
- |
- |
1 |
34 |
165 |
Amateur Exhibitions |
|||||||||
Exhibitions |
- |
- |
- |
1 |
20 |
65 |
1 |
20 |
70 |
Total |
9 |
216 |
1,444 |
8 |
230 |
1,681 |
8 |
274 |
1,865 |
Education and Outreach |
|||||||||
Workshops/ Lectures |
132 |
- |
3,141 |
161 |
- |
2,329 |
166 |
- |
2,399 |
Courses |
24 |
- |
284 |
36 |
- |
357 |
38 |
- |
368 |
Applicant |
Artsway, New Forest |
Date |
January 2007 |
Mark Segal, Director |
Ref |
HOG1211 |
Business Commentary
Review of the last full financial year (2005/06)
ArtSway's residency programme is established and recognised across the industry. A programme of high quality exhibitions, including a range of medium and content was presented. Three residencies were delivered - Alexis Stevens, Alison Turnbull and Igloo. And new residency partners: Autograph APB, Arts Institute Bournemouth and Goethe Institut, London were developed. The New Forest Pavilion was presented during the Venice Biennale 2005.
Marketing and Audience Development:
Funding for the Audience Development Post was secured and an increased number of visitors and participation in activities took place. Ipod audio guides were introduced in the gallery and ArtSway continued to provide Braille texts.
Education:
A Wide range of regular, holiday and exhibition related activities was delivered as were additional activities; talks and special events increasing audiences access to artists. Future development potential for larger educational space through the freehold purchase has been identified securing the future of the gallery and offering stability for the future. A pilot artist into schools programme was delivered with funding secured from Ernest Cook Trust. A range of short courses was developed by Exhibition/Education Officer.
Capital Project:
The purchase of Freehold was completed on budget and to schedule. The organisational Review application was approved by ACE. This will enable review all aspects of the organisations work, looking at potential for facility development on site, increasing resources for education and reviewing the relationship with SCAN.
Finance:
Successful application to Esmee Fairbairn Foundation for the residency programme was made and a new reserve policy adopted.
Progress on current financial year (2006/07)
Artistic Policy and Programmes:
ArtSway continues to develop the ArtSway Associates programme and to continue the exhibition programme. The three residency partners are contributing to the development of the programme. The culturally diverse programme includes exhibition and residency with two BME artists, Frank Bowling and Clement Cooper. The organisation is developing a new international project and the New Forest Pavilion is planned for Venice Biennale 2007. Arts Institute Bournemouth are confirmed as partners in this venture.
Marketing and Audience Development:
The ArtSway Xtra programme is being delivered. However it remains in pilot state through organisational review. E-flux email distribution to 40,000 arts professionals contributes to the developing profile of the gallery
Education:
Outreach work has included 30 workshops into schools to date. There is increased use of media suite by resident artists, workshops and courses. Four three three month internships per annum are now in place.
Finance:
A small capital reserve is now maintained, plus new capital reserve following initiative from ACESE (new Endowment Statement and Reserves Policy). However the gallery is facing some challenges in meeting sponsorship targets.
Position for following financial year (2007/08)
The partnered model of residency opportunity positions the organisation well for future activity. Progress on the Organisational Review is very good and a range of opportunities have been made for stakeholders and users to contribute to the process.
A funding application is planned to focus upon education and youth work for 2007/08.
The application to ACE for an international project in Venice for 2007 is in development and has possible support from Arts Institute Bournemouth. The action plan for the next business plan period will be dependent upon the outcomes and support for the conclusions reached following the organisational Review (scheduled completion - January 2007).
County Council Priorities
Hampshire safer and more secure for all:
ArtSway offers a range of opportunities to help young people live positive lives and contribute to them having the best possible start, including visual arts activities, encouraging their creativity and offering alternative options to young people.
Maximising well being:
Workshops, courses, talks and events such as coach trips to other cultural activities, offer Hampshire residents a wide range of activities to enhance their well being.
Enhancing our quality of place
ArtSway challenges preconceptions about the countryside and contributes to a diverse landscape. It contributes to our heritage by presenting contemporary art and aims to be amongst the best 21st century arts facility for the people of Hampshire.
Balanced Scorecard
The organisation scores in the range of 3 - 5 across the criteria. (predominantly 4) This score is affected by the organisation's lack of ongoing business plan which is in development following the organisational review which completed in December 2006.
Financial Summary
Income |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Programme activity |
10,263 |
5,117 |
5,500 |
Education and Outreach |
14,287 |
12,613 |
13,500 |
Other earned income |
10,631 |
11,068 |
12,200 |
LA Grants |
|||
- HCC Revenue |
8,200 |
15,000 |
15,000 |
- HCC for freehold |
40,000 |
- |
- |
- Other LA Funding |
8,280 |
8,490 |
9,000 |
Other Public Funding |
|||
- ACE Core Funding |
108,705 |
109,300 |
112,306 |
- ACE for freehold |
245,000 |
- |
- |
- ACE Dev funding |
3,000 |
40,076 |
0 |
- National Lottery |
7,500 |
10,000 |
40,000 |
- Other public funding |
- |
- |
- |
- Sponsorship |
3,166 |
1,000 |
1,166 |
- Trusts/ donations |
14,122 |
41,985 |
41,900 |
- Other misc. income |
1,500 |
- |
10,000 |
TOTAL INCOME |
474,654 |
254,649 |
260,572 |
Expenditure |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Artistic Programme |
|||
Core Programme & Projects |
70,346 |
93,806 |
86,387 |
Education and Outreach |
2,392 |
13,230 |
7,644 |
Artistic Staff Costs |
11,026 |
8,558 |
9,000 |
Other Expenditure |
|||
Non Artistic Staff Costs |
94,562 |
100,329 |
100,522 |
Marketing |
19,219 |
15,607 |
15,400 |
Overheads |
27,389 |
30,726 |
31,419 |
Training & Development |
1,554 |
2,473 |
3,200 |
Premises |
11,775 |
9,003 |
6,150 |
Freehold purchase |
310,033 |
- |
- |
TOTAL EXPENDITURE |
548,296 |
273,732 |
259,722 |
Total Income |
474,654 |
254,649 |
260,572 |
Total Expenditure |
548,296 |
273,732 |
259,722 |
Surplus (Deficit) for year |
(73,642) |
(19,083) |
850 |
Accumulated Surplus (Deficit) brought forward |
92,073 |
18,431 |
(652) |
New Accumulated Surplus (Deficit) carried forward |
18,431 |
(652) |
198 |
Total Other Reserves |
7,237 |
*60,000 |
* £60,000 from ACE SE as Capital Reserve. 1,150 |
Total Reserves |
9,237 |
69,237 |
70,387 |
Visual Arts Activity and Reach
2005/06 actual |
2006/07 estimated |
2007/08 projected | |||||||
Total exhib's |
Days Open |
Atten. |
Total exhib's |
Days Open |
Atten. |
Total exhib's |
Days Open |
Atten. | |
Temporary Exhibitions |
|||||||||
Fine Art / Sculpture |
3 |
145 |
3,970 |
6 |
217 |
7,500 |
5 |
190 |
6,500 |
Arts / Crafts |
1 |
40 |
2,470 |
- |
- |
- |
- |
- |
- |
Photography |
3 |
82 |
2,437 |
1 |
31 |
2,500 |
2 |
65 |
4,000 |
Other - Venice |
1 |
5 |
1,500 |
- |
- |
- |
1 |
24 |
2,000 |
Totals |
8 |
272 |
10,377 |
7 |
248 |
10,000 |
8 |
279 |
12,500 |
Education & Outreach |
|||||||||
Workshops / Lectures |
82 |
- |
1,017 |
90 |
- |
1,200 |
95 |
- |
1,400 |
Courses |
20 |
- |
200 |
20 |
- |
220 |
25 |
- |
250 |
Residencies |
9 |
- |
9 |
10 |
- |
10 |
10 |
- |
10 |
Applicant |
Making Space (LPCI Trust), Havant |
Date |
January 2007 |
Kit Lendon, Development Director |
Ref |
HOG1210 |
Business Commentary
Review of the last full financial year (2005/06)
The organisation achieved,
· Recruitment of a Development Director
· Recruitment of a Project Administrator
· Moving into temporary office space
· Continuation of the ACE Grants for the Arts funded outreach programme
· Assisting HCC staff to ensure the capital project gained planning permission
· Profile raising of the organisation as a whole
The outreach programme continued to run, with great success and a new Craft Outreach Co-ordinator came into post in January 2006. Hampshire County Council staff secured planning permission for the capital project in August with the support of the Making Space team.
There were no variations from the original plan for the year other than the opening date of the building which slipped from September 2006 to January 2007.
The key development opportunity in 05/06 was the continued acceptance and warm response from the people of Leigh Park, particularly the local schools. Making Space have therefore put together an application for further community outreach work in 2007/08 and to establish closer links with local schools that have and will continue to develop over the coming years.
The organisation was able to keep a tight grip on funds, bringing the year in under budget and allowing for some additional funds to be allocated to staffing in the following year.
Progress on the current financial year (2006/07)
Making space has delivered the following -
· Continuation of the ACE Grants for the Arts funded outreach work
· Securing additional funding for outreach work and worker post February 2007
· Move into the new Making Space building
· Complete the management agreement and documents with HCC.
· Widen the audience base and develop further marketing opportunities
· Establish a website
The Craft Outreach Co-ordinator has devised and delivered a comprehensive package of craft activities in Leigh Park and Havant which have been well attended and of high quality. Making Space have recently received approval from the Big Lottery to put in a full proposal for funding to continue to fund the post and the outreach work for a further three years.
The building is currently on track and the organisation should be in the building in January 2007.
The mailing list has been developed and grown by around 15% from a wide geographical and socio economic group. Making Space have joined in with collaborative marketing material with other cultural providers and are looking to join an arts marketing distribution group this year. The website has been developed and should be live within the month.
The most significant variation in the plan for the year is the timeframe for moving in to the building.
Position for the following financial year (2007/08)
Any under spend and the end of the financial year will enable Making Space to have a more comfortable formative three years in the building and be able to take more risks in programming. By saving money on the Project Administrator salary the organisation has been able to reallocate some to match fund the Craft Outreach Co-ordinators salary in the funding bid. It is hoped that this will help to secure additional funding for that post. The business plan is currently under review but there are no changes in the current format or revised copy.
2007/8 will be the first full year of making space as a fully fledged building based organisation. The Board and staff team have worked hard to make a successful transition through the development of this project. A full three year plan submitted by the Board will form an integral part of the legal agreement between Hampshire County Council and Making Space to manage the Leigh Park Craft building on its behalf and to present an education and outreach programme from the building. As the legal agreement is for three years and for a fixed price this report is a monitoring vehicle for he delivery of the contract.
Hampshire County Council's Priorities
Maximising Wellbeing:
Making Space reach some of the most excluded members of the community through outreach work, through this they have seen raised levels of self-esteem and confidence after participating in these activities.
Making Space also meet this priority with regards to the makers who will rent the studio units. By providing low cost studio space and a supportive network they aim to provide assistance to help makers develop their practice thus contributing to their financial and emotional prosperity.
Diversity
During 2005/06 the organisation have worked particularly well in breaking down class barriers by delivering an inclusive programme that mixes people from various socio economic backgrounds. In 2006/07 Making Space have run a collaborative project with Havant Borough Council and MIND and are seeking to emulate this success in the forthcoming years.
Balanced Scorecard
The organisation scores in the range of 3 - 4 (predominantly 3)
Financial Summary
NB. Making Space will be contributing to and setting up a reserve account from 06/07.
Visual Arts Activity and Reach
NB. Making Space will be planning to programme permanent exhibitions in the new building, currently this is not quantifiable.