Archived decisions
Hampshire County Council
Executive Member - Recreation and Heritage Item 8
24 January 2008
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. Last year, for the first time, the County Council altered the system to enable a longer term planning framework for the revenue clients based on an assessment of the business plans put forward and an appraisal of the progress made against those plans. The three year figures agreed in principle would be confirmed in following years based on receipt of satisfactory monitoring reports and the Council's own financial position.
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 2008/9, 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 proposed as £855,500 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 The grants recommended have not had inflation added on which represents a real term reduction in investment.
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. Recommendation
2.1 That the funding amounts listed in Appendix 1 be allocated for 2008/9, together with the indicative funding for subsequent years, subject to the relevant budgets and performance being approved.
3. New Scheme
3.1 At the Executive Member for Recreation and Heritage's 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
3.2 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.
3.3 As a way of taking into account the very varied portfolio it is proposed that 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.
3.4 All the organisations are asked to present three year plans which cover the period 2008/9 - 20010/11 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.
4. Uncertainties and New Initiatives
4.1 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.
4.2 Arts Council England. In December 2007 Arts Council England wrote to its portfolio of clients setting out their proposals for funding for the future. Within this portfolio there are shared clients, some, but not all, revenue funded by the County Council as well. There are a number of clients who have been told that they will no longer be funded, some which have received an uplift and the majority which have received a 2.7% increase. Where the proposal is relevant, this information is included in the reporting about the client in Appendix 1 and 2.
4.3 The organisations this impacts on are; Anvil Arts, ArtSway, Bournemouth Symphony Orchestra, Forest Forge Theatre Co, Hampshire Dance, TAPs, and the Nuffield Theatre
4.4 Anvil Arts. This year is the first year of reporting of Anvil Arts. In the course of this year, in addition to running the Anvil Concert Hall, the Anvil Trust has taken on the management of the Haymarket Theatre in Basingstoke. These are now reported as a single entity under the banner of Anvil Arts. For the January 2007 report the organisation was not in a position to propose a way forward for the joint operation, in detail, as the development work and negotiations with Basingstoke and Deane Borough Council were still in process. Funding, in the amount of an aggregated sum made up of the previously awarded amount to the individual operations, was set aside for award pending receipt of a business plan for the joint operation.
4.5 During the year close collaboration with Basingstoke and Dean Borough Council took place, particularly during the development phase of the joint operation.
4.6 Close monitoring took place of the progress of the development of the joint operation with key actions including; comment on application to Arts Council England for Capacity Building (successful), receipt of the business plan proposal for the period January 2007 - March 2009 accompanied by the company risk register and consolidated budget proposals for the joint operation. The grant was therefore paid.
4.7 From April 2007 the Head of Arts took on the role of observer at the Board meetings of the Anvil Trust.
4.8 The Haymarket Theatre reopened for business on 25th September with performances of the family show Danny the Champion of the World based on the book by Roald Dahl. In the intervening period the building had considerable refurbishment including the remodelling of the front of house space, upgrading the stage facilities and the creation of a new bar/small informal performance space on the ground floor. The new facilities signal the change and present a light, modern and open space which sets the tone for the operation.
4.9 Traditional Arts Projects. A decision to cease funding TAPs on a revenue basis in January 2007 means that for this report the organisation only reports on its current activity and does not propose future activity.
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.
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
Balanced scorecard notes Arts Service, Mottisfont Court
Office files Arts Service, Mottisfont Court
Funding Received 2007/08 |
Funding recommended 2008/9 tbc (Non Inflated Amounts) |
Funding recommended 2009/10 (Non Inflated Amounts) |
Funding recommended 2010/11 Tbc following review of business plans |
Notes | ||
1 |
SHIPS Members' Arts Forum Joint Investment Fund with Arts Council England |
35,000 |
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 |
150,000 |
130,000 |
120,000 |
120,000 |
Reduction in this fund to be reinvested in music development. ACE proposes inflationary increase tbc February 2008. |
3 |
Nuffield Theatre - Education - Rental assistance |
40,000 |
40,000 |
40,000 |
40,000 |
ACE proposes and inflationary uplift to the Nuffield tbc February 2008. Hampshire Youth Theatre is supported separately by Children's Services. |
4 |
Theatre Royal Winchester |
102,500 4,000 |
106,500 |
106,500 |
106,500 |
Includes 4,000 for Winchester rural youth theatre business plan runs to 2009. |
5 |
Forest Forge Theatre Company |
52,000 |
52,000 |
52,000 |
52,000 |
ACE proposes inflationary increase tbc February 2008 |
6 |
Proteus Theatre Company |
48,500 |
48,500 |
48,500 |
48,500 |
|
7 |
Havant Arts Centre |
105,000 |
105,000 |
105,000 |
105,000 |
|
8 |
Fairfields Arts Centre, Basingstoke |
46,500 |
46,500 |
46,500 |
46,500 |
Lease on building renewed by B&D BC |
9 |
Hampshire Dance Trust |
27,000 |
27,000 |
27,000 |
27,000 |
ACE proposes an up lift in core funding tbc February 2008 |
10 |
Making Space Contract and project |
33,000 5,000 |
33,000 5,000 |
33,000 5,000 |
33,000 5,000 |
HCC contracts 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 tbc) |
(15,000 tbc) |
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 2009 - 10 can be inserted. ACE has proposed an inflationary uplift with a non consolidated amount in year two tbc February 20008. The business plan will need to be remodelled to take account of this. |
13 |
TAPS Rent to Fairfields + project |
8,350 6,000 |
6,000 |
6,000tbc |
tbc |
Arts Review Panel recommendation that the rent agreement be retained and that in 2008/9 TAPs apply to the Arts Activity Fund for Project Funding. ACE proposes to cease funding TAPs tbc February 2008. |
14 |
Anvil Arts |
89,000 |
89,000 |
89,000 |
89,000 |
|
The Lights R&H Policy Fund Children's Services Policy and Resources |
40,000 (60,000) |
40,000 (80,000) |
tbc |
tbc |
Three year agreement with Test Valley Borough Council as report 18th May 2006. Agreement ends March 2009. | |
17 |
Grant Leverage |
35,000 |
35,000 |
35,000 |
35,000 |
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 |
52,000* |
Investment recommended by Arts Review Panel. Visual Arts review to be undertaken 2008 with actions* recommended for future years |
TOTAL |
863,850 |
855,500 |
815,500 |
815,500 |
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.
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 or continuing existing initiatives, including upkeep of Web activity.
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 into the Economic and Social 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. 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 final report was completed in December 2007 and its findings will be presented to seminars in February and June 2008.
- 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 and proposed continuation 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. All the projects are now complete
- 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.
The extension project proposes continued engagement with the Developers' Forum, Master- classes on legal issues and development of a web resource and on line toolkit.
- 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. The proposed dance extension project shifts focus from young people's performance to choreography.
- 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.
Space to Play offers young people access to 30 venues across the SHIPS region where they can safely rehearse and play music, venues range from Arts centres to Community Centres. It operates as a web-directory where young people can find safe, affordable spaces near where they live to go and develop themselves as young musicians.
- 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.
The project has been programmed to run over the years 2007/8 and 2008/9. A set of discrete projects linked by a sharing event, teachers' inset and web presence has been devised. The project is scheduled to be complete by Summer 2008.
Applicant |
Bournemouth Symphony Orchestra |
Date |
January 2008 |
Anne Dolan, Head of Local Government Liaison |
Ref |
HOG2013 |
Business Commentary
Review of the last financial year (2006/07)
The orchestra continues to deliver activity in line with its agreed Business Plan.
· 101 symphonic concerts across the nine key concert centres, plus 10 open air concerts were delivered across the SE/SW regions attracting audiences of over 65,000. Over 400 workshops across the region including schools, community day centres, hospitals and museums.
· Kokoro, the contemporary music group of the Bournemouth Symphony Orchestra, delivered a wide range of innovative concerts across the region featuring music of the 20th and 21st century.
· 7 CD recordings and 9 BBC Radio 3 national broadcasts took place plus received on average 27 broadcasts every week on Classic FM.
· Engaged a wide range of nationally and internationally acclaimed conductors including, Marin Alsop, Yan Pascal Tortelier, Walter Weller, Marc Albrecht, Vasily Sinaisky, Yannick Nezet-Sequin and Kirill Karabits.
· The orchestra featured appearances from an impressive list of visiting soloists including Radu Lupu, Lars Vogt, John Lill, James Ehnes, Nikolaj Znaider, Truls Mork, Barry Douglas, Stephen Osborne, Tasmin Little and Simon Trpceski.
· The orchestra continues an extremely successful relationship with Composer in the House, Stephen McNeff.
· The orchestra's `festival' concept continued with the summer 2007 Baroque Festival in Winchester.
· BSO is one of only five in the country that has been awarded a Bronze Charter Mark for its work on healthy orchestras.
· The management of the organisation continues to remain stable and to consistently deliver the business plan.
Progress on current financial year (2007/8)
The artistic quality of the orchestra continues to develop. The orchestra is viewed very positively through its concerts, recordings and broadcasts on BBC Radio 3 and continues to receive considerable critical acclaim through national reviews in the Daily Telegraph, Times, Independent, Guardian, BBC Music Magazine, Classic FM Magazine, Gramophone and the Sunday Papers. The May 2007 Bartok project was a particular artistic success.
The orchestra has undertaken a successful search for a replacement to the principal conductor Marin Alsop. Alsop's tenure as principal conductor has, universally, been agreed as being a highlight of the orchestra's history. The success of the last five years will be used as a springboard for future successes with the appointment of Ukrainian born Kirill Karabits as her successor.
In addition to a new Principal Conductor the Orchestra will have a new Chief Executive, Simon Taylor, as Michael Henson moves to the USA to take up a new position.
Position for the following year (2008/9)
At submission of the review, the orchestra was concerned about the comprehensive spending review and how it will effect core funding and business planning over the next three years. ACE has proposed an inflationary uplift to the orchestra. This will impact on the next round of salary settlements which comes into force on 1st April 2008.The stability of governance within the organisation has much to do with its current strength. The board has recently welcomed three new members, therefore ensuring turnover in the governance at the highest level.
County Council Priorities
Maximising Well being:
BSO provides access to high quality orchestral music through the concert venues based in Hampshire allowing residents living in and visiting Hampshire to access and experience a range of cultural activities. This is possible through an extensive programme of activity, attracting nationally and internationally renowned artists and conductors to perform with the orchestra. BSO's ensemble and outreach programme supplements its major symphonic work, helping to foster a participatory and inclusive approach and create integrated and diverse communities who would otherwise not attend or have the opportunity to attend classical concerts.
In particular, BSO's ongoing relationship with Hampshire Music Service has taken a new development in this financial year. The work of `The mini BSO' and special needs advisors is resulting in projects taking place in targeted special needs schools in Hampshire. In addition the ensemble, in collaboration with Hampshire Music Service, has embarked upon a composition based project for secondary schools. This involves skill building, both technical and inter-personal, participation and performance. The aim is to ensure that all young people enjoy learning and achieve to their full potential.
Enhancing our quality of place:
The orchestra's work contributes significantly to ensuring that Hampshire remains a good place to work, live and visit, both at present and in the future.
The BSO's performance work covers concert performances (both symphonic and ensemble) at a range of venues within Hampshire including The Anvil, Basingstoke, Winchester Cathedral, The Great Hall, Winchester, Forest Arts Centre, Portsmouth Guildhall and Southampton Guildhall. The orchestra also promoted two outdoor concerts at Broadlands, Romsey plus a further range of summer outdoor venues.
Balanced Scorecard
The organisation scored in the range 4 - 5 (predominantly 4).
Financial Summary
Total Income |
5,897,080 |
5,654,188 |
5,460,623 |
Total Expenditure |
5,879,835 |
5,654,188 |
5,460,623 |
Surplus (Deficit) for year |
17,245 |
0 |
0 |
Accumulated Surplus (Deficit) brought forward |
1,749,925 |
1,767,170 |
1,767,170 |
New Accumulated Surplus (Deficit) carried forward |
1,767,170 |
1,767,170 |
1,767,170 |
Total Reserves |
1,767,170 |
1,767,170 |
1,767,170 |
Applicant |
Theatre Royal Winchester (TRW) |
January 2008 | |
Fiona Burn, Chief Executive |
Ref |
HOG1199 |
Business Commentary
Review of the last full financial year (2006/07)
For the second year in succession the theatre has succeeded in achieving a small surplus at the year's end allowing a contribution to the reserves of £11,447.
Operating within exceptionally tight budgets the net income from the professional programme is a key factor in last year's surplus. In particular the box office returns from the theatre's second in-house Christmas pantomime, "Aladdin".
In March 2006 the theatre received the good news that through cultural partial exemption a percentage of the VAT paid on production expenditure could be reclaimed. This resulted in a refund (over a two year period) of £28,000 from HM Customs and Excise.
In terms of artistic product the theatre again invested in in-house productions. This year two plays and one pantomime have been produced
Progress on current financial year (2007/08)
The theatre is operating within the 07/08 budget at the half year point. There is concern that as a result of the cut in funding from Arts Council England, Winchester City Council and the subsequent 2:1 cut from Hampshire County Council, that the Theatre is likely to come into the year end with a deficit of approximately £7,500.
The Theatre continually strives to reduce overheads, where ever possible, without risk to the core objectives. Successful negotiations with service providers including utilities, professional fees and insurance have seen a reduction in these areas of expenditure.
Through the commercial zone (trading initiatives including venue hire and front of house sales) and the development zone (corporate sponsorship and fundraising) the Theatre continues to focus on income generating opportunities. Successful corporate sponsors include Dutton Gregory, County Glass, University of Winchester, Thornfield Properties, RS Steel and Denplan.
Due to exceptionally tight operating budgets much of the final success or failure of the business at year end is once again reliant on the net contribution of the Christmas Production.
In 2006, ACE South East decided to remove the Theatre's status as a Regularly Funded Organisation with effect from 1st April 2007. This equated to a permanent cut of £35,000 p.a. in core funding. A single year's front loaded funding was awarded to Theatre Royal Winchester during 2006/07 to be used at the theatre's discretion but with part emphasis on future developments or match funding. The Theatre will be looking closely at a Grants for the Arts application during Autumn 2007 in order to develop and enhance the work of the education department.
Position for the following financial year (2008/09)
Sustained funding from our stakeholders will be a crucial factor in the financial stability of the theatre during 08/09.Through cost saving and income generation the Theatre will seek to reduce the risks associated with continual budgeting constraints during 08/09.
County Council Priorities
Safer communities:
TRW provides a welcoming and safe environment for people of all ages to participate in and enjoy the arts in a variety of forms. Work with young people through our resident young people's companies including those in rural areas (WRYT), the Theatre helps to create and encourage respect for and within the communities in which they live. A large project over the summer with WRYT and Swanmore Dance encouraged young people to look at and explore their local heritage and history, asking family members and those living around them about local stories and myths.
Maximising wellbeing:
Shared experiences as an audience member and through participation serves to validate people's life experiences and by being with others gives them a sense of being a part of the community in which they live. Also, participation in dance workshops for adults and young people contributes to general fitness and improved self image. Engaging with others in interactive sessions both at the theatre and as part of our outreach work assists in improving participants communication skills, integration and self esteem. Many young people have also experienced an improvement in their academic achievement.
Enhance our quality of place:
TRW has been a key part of the region's heritage and cultural profile for many years, contributing to the artistic and economic prosperity of the city and wider district. As the region's flagship theatre we offer excellent facilities for all ages and proactively working to encourage and facilitate the inclusion of those who may not be able to attend.
Balanced Scorecard
The organisation scored in the range 3 - 4 across the criteria (predominantly 4).
Financial Summary
Total Income |
1,156,260 |
1,194,736 |
1,249,987 |
Total Expenditure |
1,144,891 |
1,202,216 |
1,245,062 |
Surplus (Deficit) for year |
11,369 |
(7,480) |
4,925 |
Extraordinary Items |
27,983 |
(22,818) |
(5,165) |
Accumulated Surplus (Deficit) brought forward |
10,078 |
49,430 |
19,132 |
New Accumulated Surplus (Deficit) carried forward |
49,430 |
19,132 |
18,892 |
Total Other Reserves |
- |
- |
- |
Total Reserves |
49,430 |
19,132 |
18,892 |
Applicant |
The Nuffield, Southampton |
Date |
January 2008 |
Kate Anderson, Administrative Director |
Ref |
HOG1197 |
Business Commentary
Review of the last full financial year (2006/07)
During the financial year a record of 21 productions were produced, of which 8 toured regionally. In 2006/07 new collaborations were a significant feature. In particular, the Nuffield achieved grants for the arts funding for an Anglo-Russian production of `Tchaikovsky and the Queen of Spades'. Co-productions were also set up with Hampstead Theatre, the Sherman Theatre - Cardiff, Mike Maran Productions and the Lighthouse in Poole and with Forest Forge Theatre Co, (with a piece which was toured around residential homes in the region). The productions of `Oleanna' in the spring and `Dat Bahamian T'ing' (which opened at Forest Arts Centre) were of particular note as both were by new artists who the Nuffield supported in their first enterprises. The Nuffield's role in supporting artistic development in the region was another key element during the year, two new plays written by two graduates from the Company's Writers Group were produced.
Other artistic highlights of the year included `Don Quixote' by Richard Curtis. The design for this was short-listed for inclusion in the British entry to the Prague Quadrennial World Theatre Design Exhibition. The first British production of Oscar Wilde's `Salome' for over 15 years attracted a significantly younger appreciation due to its modern treatment. The Nuffield's Christmas show of `The Story of Cinderella' proved hugely popular, taking more at the Box Office than ever. Also, during the year The Nuffield employed a Producer of Community and Education Projects, this reflects on the desire to engage with the changes in the profile of our local community and their funders priorities.
Managerially, 2006/07 was also a huge success, most significantly The Nuffield has won a bid to run the performing arts element of Southampton's new arts complex (SNAC). Financially, after some difficulties during the year, The Nuffield were able to bring the budget back in line and finished the year with a modest surplus
Progress on current financial year (2007/08)
The financial year for 2007/08 has started well both artistically and with the SNAC project. The company's body of educational and participation work goes from strength to strength and the theatre has begun a process of entirely reinvigorating its marketing and audience development work regarding its work in Hampshire and with Hampshire schools. In response to the County Council's target areas, the Nuffield has also begun to explore a youth theatre project for 2008/09 with Nepalese army families based in Aldershot and has also just become the regional centre for Artsplan, the national training provider of the English National Youth Arts Network (ENYAN). The Drama Award, made by Children's Services, for this year's Hampshire Youth Theatre project was used to support students who would have struggled to raise the funds for the residential. The project itself was very successful.
This year the Nuffield's strategic role as a producing theatre is becoming more focused, partly due to the work it is undertaking to develop the SNAC project. The current year sees a new intake for the Writers Group and the Nuffield is hosting 5 artistic traineeships. Options are also being explored to work with Forest Forge Theatre company and Portsmouth New Theatre Royal to develop street arts.
Position for the following financial year (2008/09)
The company will be developing a new Business Plan to respond to its changed circumstances in spring 2008. In the meantime a one year plan is in existence for 2008/09. Arts Council England are proposing continued funding to the Nuffield with a 2.7% increase.
On-going development of the SNAC project will be an important focus for the company during the year and will include development of the building itself and the partnership with the other three `arts partners' (John Hansard Gallery, City Eye and Art Asia), as well as a bid to Arts Council England for a facilitator to work with the Executive Director on the development of the company, and proposals to Southampton City Council for audience development activities to commencing during the year. The second key area of development for the company regards the establishment of relationships with schools, arts organisations and other groups in Southampton and Hampshire who will use the new facilities and artistic expertise. Other managerial objectives for the year include the completion of the Nuffield foyer refurbishment, a review of customer service and catering, increases in fundraising and the on-going development of our marketing and audience development. Artistic and educational developments continue to have a particular focus on collaborations, building on the work achieved last year.
County Council Priorities
Hampshire safer and more secure for all:
The Nuffield offers a safe night out for vulnerable people, contributing to their quality of life. Parking just outside the theatre as well as excellent facilities for disabled people, well trained staff, matinee performances, catering and concessionary ticket prices all support this priority.
Maximising Wellbeing and Enhancing Our Quality of Place:
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.
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.
Balanced Scorecard
The organisation scored in the range 4-5 across the criteria. (Predominantly 4).
Financial Summary
Income |
2006/07 actual |
2007/08 estimated |
2008/09 projected |
Core Activity |
392,639 |
435,280 |
441,809 |
Education and Outreach |
59,522 |
60,264 |
61,167 |
Other earned |
74,131 |
73,370 |
74,470 |
LA Grants |
|||
- HCC Revenue |
40,000 |
40,000 |
41,200 |
- HCC Project |
14,200 |
14,500 |
14,935 |
- Other LA Funding |
242,607 |
243,609 |
248,418 |
Other Public Funding |
|||
- ACE Core Funding |
560,161 |
575,566 |
591,106 |
- ACE Dev funding |
0 |
9,286 |
0 |
- Lottery e.g. HLF, G4A |
0 |
47,449 |
0 |
- University of Southampton |
144,700 |
153,100 |
156,900 |
- Sponsorship |
12,500 |
12,000 |
13,140- |
- Trusts/ donations |
15,264 |
23,900 |
26,175 |
TOTAL INCOME |
1,555,724 |
1,688,324 |
1,669,320 |
Business Commentary
Review of the last full financial year (2006/07)
The year 2006/07 began with completion of the Ballad Opera project, `Edwin' for Eastleigh Borough Youth Theatre. Receiving critical acclaim, this project was a new venture for TAPS and introduced the organisation to new individual contacts and areas of influence. Also completed from the previous year was the youth ceilidh band project for Winchester May Festival.
Another very significant project, to create an `AfroCeildh' ensemble, took place in September. Twelve adult participants, with backgrounds in folk, African, rock and Jazz music, combined with three TAPS leaders to bring together enough repertoire in five evening workshops to play for a full evening ceilidh event at the end of the project.
Other music and dance work took place as part of Black History Month and this was also celebrated in Hampshire by a spoken word and music project in libraries. The bicentenary of the abolition of the slave trade in March also saw TAPS artists working on projects including one for BBC radio.
Work in Immigration Removal Centres (IRCs) was again delivered, with projects in Haslar (Gosport, Hampshire), Dover, Colnbrook and Tinsley House.
The Sing Out weekend in March took place in the newly completed Andover venue, `The Lights', with workshops in Punjabi, Latin American, Southern African and English songs (with African drumming).
Progress on current financial year (2007/08)
This year is progressing well with a number of projects in development and numerous partnership discussions and funding applications underway. TAPS has secured funding from Youth Music to run the Ballad & Beats project in Fleet starting in January 2008 (through to September) and is currently awaiting a decision on a very large youth volunteering application with `V' for Collision Course. Collision Course is a new project and will be working in both Basingstoke and Andover over a three year period.
Working with IRC's is a big feature in 2007-2008, TAPS first community exchange project under this strand of work is just about to be completed. The work has been developed with Music in Detention, a national network/partnership of which TAPS is a key and founding partner.
Two new staff appointments were made in September; Associate Artistic Director (part-time) and Assistant Artistic Director (part-time) to further develop the artistic programme the artistic team and the range of work being delivered. These posts replace the full-time post of Assistant Artistic Director.
Note that ACE propose to cease revenue funding to TAPs as of March 2008.
County Council Priorities
Hampshire safer and more secure for all:
· "Helping young people live positive lives" and "providing other opportunities for young people to get the most out of their lives"
Maximising wellbeing:
· "Being active in your community" "arts centres"
Enhancing our quality of place:
· "protecting local distinctiveness and diversity" and "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. 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.
Balanced Scorecard
The organisation scores in the range 2 - 3. (Predominately 2).
Financial Summary
A Actual (Last full financial year) |
B Estimated (current financial year) |
||
P1 Total Income |
159566 |
207244 |
|
P 2 total Expenditure |
191024 |
206568 |
|
P3 Surplus (Deficit) for the year |
(31468) |
676 |
|
P4 Extraordinary items |
|||
P5 Accumulated Surplus (Deficit) brought forward |
12950 |
(18518) |
|
P6 New Accumulated Surplus (Deficit) carried forward. |
(18518) |
(17842) |
Applicant |
Proteus Theatre Company |
Date |
January 2008 |
Nicola Oakley, General Manager |
Ref |
HOG1003 |
Business Commentary
Review of the last full financial year (2006/07)
Proteus managed to meet all its artistic and strategic objectives set out in the 2004-07 business plan whilst experiencing a period of development and growth. In many cases it is felt that the company exceeded its objectives.
Proteus produced almost 50 touring shows along with 170 Participatory Sessions reaching 7,100 audiences and participants. The company managed to double its target for the number of participatory sessions held and participants reached.
This included
· Producing two tours - and two participatory projects
· Programming one additional production/project - `Stormy Weather' The company also produced four other project commissions
· Implementing a programme of new writing and writer development activities:
· A residency and workshop programme continued to reach out to schools, colleges and community venues. The Proteans, an informal adult community workshop company affiliated to Proteus, was launched in Autumn 2006
· The artistic policy and the business plan were reviewed resulting in a new three year business plan for 2007-10. The company secured income to fulfil all objectives of the business plan and ended the year with a surplus of £25,381, successfully turning around the deficit position of 2005/06 and 2004/05.
Progress on current financial year (2007/8))
Progress on the following objectives for year one of the 2007-10 business plan are:
· Beauty and the Beast. The family Christmas show, has booked successfully and will tour for 9 weeks to a mix of professional and community venues across England.
· The Spring tour, "Below Zero", will open at The Haymarket in April 2008. It will tour around small to mid scale theatre venues.
· In May 2007 organisational roles and responsibilities were reviewed in light of the Associate Director's departure in August 2007 and the need to prioritise resources. This resulted in the re-focusing of the General Manager role to
· The company has secured income to fulfil the majority of the objectives of the business plan. After review of its general and capital reserves it is expected that the company will end the year with a surplus of £2,300.
Position for the following financial year (2008/9))
· "The Hunchback of Notre Dame" is the planned Christmas Show.
· "Bullet Shaped Heart", Spring 09 tour, in collaboration with Mark McGann and the Lights, Andover, and other potential producing partners.
· Proteus is planning to co-produce an inter-generational show with Forest Forge around the theme of transport through the ages. It is expected to visit residential care homes, day care centres, infant schools, libraries and playschools during summer 08.
· MIA - Potentially a 3 year project looking at the issues facing young wives and children of servicemen based in the South East. The work would be project based and inform the creation of a commissioned piece reflecting those issues.
· Development of the `Domestic Violence' project as well as long-term regular work with specific communities - The Proteans, Adults with Physical Disabilities as well as a Summer School at Petersfield.
County Council Priorities
Hampshire safer and more secure for all:
The Company has a particular emphasis on new audiences, including those who from culturally diverse backgrounds or who live with a physical, learning or mental health issues. Proteus seeks to re-connect communities through its work and to establish dialogues between the socially excluded and wider community.
Maximising wellbeing:
Through the provision of performance and participatory work in Hampshire, Proteus supports community cohesion and brings together disparate sections of communities.
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 |
2006/07 actual |
2007/08 estimated |
2008/09 projected |
Programme activity |
37,054 |
32,091 |
42,700 |
Education and Outreach |
- |
- |
- |
Other earned |
4,425 |
1,500 |
3000 |
LA Grants |
|||
- HCC Revenue |
48,500 |
48,500 |
49,713 |
- HCC Project |
1,750 |
- |
- |
- Other LA Funding |
78,622 |
79,844 |
81,112 |
Other Public Funding |
|||
- National Lottery |
30,000 |
45,000 |
- |
- Other Public Funding |
43,210 |
15,000 |
10,000 |
- Sponsorship |
- |
2,500 |
5,000 |
- Trusts/ donations |
30,089 |
13,497 |
18,497 |
- Misc. (Bank Interest) |
1,440 |
1,440 |
1,440 |
TOTAL INCOME |
275,090 |
239,372 |
211,462 |
Expenditure |
2006/07 Actual |
2007/08 estimated |
2008/09 projected |
Artistic Programme |
|||
Core Programme & Projects |
40,011 |
104,163 |
87,018 |
Artistic Staff Costs |
77,343 |
50,554 |
46,126 |
Other Expenditure |
|||
Non-Artistic Staff Costs |
89,474 |
49,423 |
50,956 |
Marketing |
2,773 |
1,500 |
1,500 |
Overheads |
30,649 |
22,925 |
27,700 |
Training & Development |
189 |
1,500 |
2,500 |
Premises |
3,333 |
3,500 |
3,500 |
Misc. |
5,937 |
3,500 |
- |
TOTAL EXPENDITURE |
249,709 |
237,065 |
219,300 |
Total Income |
275,090 |
239,372 |
211,462 |
Total Expenditure |
249,709 |
237,065 |
219,300 |
Surplus (Deficit) for year |
25,381 |
2,307 |
(7,838) |
Accumulated Surplus (Deficit) brought forward |
21,815 |
47,196 |
49,503 |
New Accumulated Surplus (Deficit) carried forward |
47,196 |
49,503 |
41,665 |
Total Reserves |
47,196 |
49,503 |
41,665 |
Applicant |
Hampshire Dance Trust, Eastleigh |
Date |
January 2008 |
Lucy Frazer, Dance Director |
Ref |
HOG1207 |
Business Commentary
Review of the last full financial year (2006/07)
· Funding for both County Youth Dance Companies achieved. Youth committees established for both companies increasing young people's ownership. Quality of work recognised through selection for high profile events including the regional event for the National Youth Dance Festival.
· NRG (health project)Launch of research findings to Minister for Culture and Minister for Public Health involving young people from Hampshire. NRG is a Opportunity to advocate at government level for the role dance plays in benefiting people's health. Widespread media coverage achieved.
· New regional coordinator for Regional Youth Dance for South East successfully established in partnership with Youth Dance England. Strategic programme devised to develop youth dance infrastructure. Opportunities signposting young people onto further training and career development.
· The Graduates, pilot symposium event focussing on dance in higher education presented the work of four HE institutions including Winchester and Chichester.
· Culmination of long term project for Creative Partnerships, teaching key stage 2 science through dance. A CD-Rom was produced as a learning tool.
· Creative Hampshire Partnerships; Managed and led on Primary school cross circular dance projects with schools in Fordingbridge and Anstey. Provided mentoring support and INSET session for dancing science project with Westgate School and cluster of primary schools.
· Long term relationship with Ludus presented opportunity to commission their national touring show.
· Board Recruitment in January resulted in two new members - Jane Bryant (Director of CODA music) and Paul Stewart (Marketing Director, South Hill Park, Bracknell).
Progress on current financial year (2007/08)
· Whilst three year funding from Big Lottery Fund achieved for both Youth Dance companies from 2007-08 with year on year additional funding still to be achieved - funding applications to trusts submitted.
· South East Regional Youth Dance Network increased to 233 subscribers. InSight project bringing together four youth dance companies from the region to work with Hofesh Shechter's company in the creation of a new choreographic work at the Point.
· Sarah Trist and Mira Balchandran-Gokul recruited to lead consultancy focussing on engaging young people in South Asian Dance. Outcomes likely to form the basis for development project in 2008-09.
· New two year artist development programme finalised, primarily for artists making and presenting work. Will include master classes, advice surgeries, bursaries, regular communication, performance opportunities in conjunction with local arts venues and festivals.
Position for following financial year (2008/09)
Major new developments include
Regional Youth Dance Coordinator for the South East:
· £70,000 awarded from the Big Lottery Fund Wellbeing Programme to develop the regional youth dance programme from 2008-10.
· Programme fully supported by ACESE.
· Programme to include a youth dance and health action research project to further develop successful NRG research in partnership with Laban Centre.
Artist Development Programme:
· New Artist development programme will incorporate opportunities for commissioning regional artists.
Disability Commission
· New commission engaging community disability groups in a multi-stranded project involving performance, workshops and continuing professional development for practitioners. Research will commence 2008/09 and project itself to take place during 2009/10.
HCC Dance Bursary Scheme:
· Key involvement in devising and delivering a new training scheme for young Hampshire Dancers. This will form an additional strand of work for 2008/09.
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 and progression 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.
Equalities
The Hampshire Dance Equal Opportunities Policy is currently under review to ensure compliance with new legislation.
Balanced Scorecard
The organisation scored in the range 3 - 4 across the criteria (predominantly 4).
Financial Summary
Income |
2006/07 Actual |
2007/08 estimated |
2008/09 projected |
Education and Outreach |
15,189 |
18,333 |
29,020 |
Other earned |
2,605 |
5,100 |
4,100 |
LA Grants |
|||
- HCC Revenue |
27,000 |
27,000 |
27,000 |
- HCC Project |
500 |
0 |
0 |
- Joint Investment Fund |
1,398 |
0 |
0 |
- Other LA Funding |
2,025 |
0 |
13,500 |
- Creative Hampshire Partnerships |
7,271 |
2,075 |
0 |
Other Public Funding |
|||
- ACE Core funding |
51,127 |
52,533 |
53,584 |
- ACE Dev funding |
53,219 |
18,693 |
0 |
- National Lottery |
7,600 |
67,300 | |
- Youth Dance England |
41,200 |
37,825 |
(Tbc)16,200 |
- Other public funding |
5,440 |
0 |
- |
- Trusts/ donations |
4,313 |
6,521 |
36,270 |
TOTAL INCOME |
211,287 |
175,680 |
246,974 |
Expenditure |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Artistic Programme |
|||
Education & Outreach |
89,154 |
68,624 |
99,830 |
Artistic Staff Costs |
72,301 |
66,351 |
83,685 |
Other Expenditure |
|||
Non-Artistic Staff Costs |
34,123 |
35,039 |
36,175 |
Marketing |
1,278 |
4,250 |
3,700 |
Overheads |
20,032 |
22,750 |
20,559 |
Training & Misc. |
2,718 |
3,000 |
3,000 |
TOTAL EXPENDITURE |
219,606 |
200,014 |
246,949 |
Total Income |
211,287 |
175,680 |
246,974 |
Total Expenditure |
219,606 |
200,014 |
246,949 |
Surplus (Deficit) for year |
(8,319) |
(24,334) |
25 |
Accumulated Surplus (Deficit) brought forward |
49,687 |
41,368 |
17,034 |
New Accumulated Surplus (Deficit) carried forward |
41,368 |
17,034 |
17,059 |
Total Reserves |
41,368 |
17,034 |
17,059 |
Applicant |
Havant Arts Centre |
Date |
January 2008 |
Amanda O'Reilly, Director |
Ref |
HOG1205 |
Business Commentary
Review of the last full financial year (2006/07)
· After a difficult financial year in 2005/06, Havant Arts Centre was able to bring the deficit down.
· The varied programme of music, theatre, film, comedy and workshops has continued although the number of events was reduced down to 254 from 274. This enabled Havant Arts Centre to market the events more thoroughly and gave us a more healthy surplus on the professional programme.
· Havant Arts Centre provided an exciting and varied programme of work which appealed to a cross section of the local community. It achieved the objectives of developing the artistic programme, working in partnership with other organisations and maintaining and developing effective marketing.
Progress on current financial year (2007/08)
· Havant Arts Centre is continuing to improve their financial situation
· The education programme is going from strength to strength and is well over the income and attendance figures set at the start of the year.
· There is still work to do on the professional programme which is a little below target.
· The Dance Dance Dance partnership with New Theatre Royal has exceeded expectations. There is enough funding to run the project and additional season after which Havant Arts Centre will apply to ACESE for further funding.
· The Arts Trail in May was a successful partnership between Havant Borough Council, Making Space and Havant Arts Centre.
· Havant Arts Centre has applied to ACESE for capital funding to make improvements to the building. It is hoped to replace the phone system and develop an unused part of the building into a new office space, amongst other projects, to improve the customer experience.
Position for following financial year (2008/09)
It is hoped to have a small unrestricted surplus by the end of 2007/08 and by the end of 2008/09 HAC aims have built a small level of reserves to provide a cushion from any future cash flow issues at the end of the year. We expect our core stands of work to have continued to increased in attendance and hope that the current trend of growth for Art and Craft sales continues.
In 2008/09 the trading company has been set a target to transfer a surplus to the charity and this target then increases for the following three years.
By February the results of the feasibility study for Havant Museum will be known and HAC will know if the proposals affect the Arts Centre and whether this will be a focus for 2008/09.
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 are also catered for.
· 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.
· Fair and equal access to the Arts Centre is a priority which is why a programme of work is developed to appeal to retired people, young people, new parents and single people etc.
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 |
2006/07 actual |
2007/08 estimated |
2007/08 projected |
Core Activity |
81,644 |
82,000 |
82,500 |
Education and Outreach |
42,980 |
43,000 |
44,000 |
Other earned |
128,208 |
134,300 |
137,000 |
LA Grants |
|||
- HCC Revenue |
105,000 |
105,000 |
105,000 |
- Other LA Funding |
28,300 |
27,300 |
27,300 |
Other Public Funding |
|||
- ACE Development Funding |
- |
||
- National Lottery |
25,939 |
34,775 |
10,000 |
- Other Public Funding |
11,850 |
11,850 |
12,000 |
- Trading Company |
101,266 |
104,000 |
106,000 |
TOTAL INCOME |
525,187 |
542,225 |
523,800 |
Expenditure |
2006/07 Actual |
2007/08 estimated |
2008/09 projected |
Artistic Programme |
|||
Core Programme & Projects |
95,076 |
118,095 |
90,000 |
Outreach and Education |
27,903 |
26,000 |
27,000 |
Other Expenditure |
|||
Non Artistic Staff Costs |
114,599 |
118,037 |
121,578 |
Marketing |
22,540 |
22,500 |
23,000 |
Overheads |
75,232 |
77,806 |
80,140 |
Training & Development |
2,990 |
2,500 |
2,500 |
Premises |
12,040 |
12,500 |
12,500 |
Trading Company |
98,799 |
100,000 |
98,500 |
Box Office Service |
64,498 |
70,000 |
70,000 |
TOTAL EXPENDITURE |
513,677 |
547,438 |
525,218 |
Total Income |
525,187 |
542,225 |
523,800 |
Total Expenditure |
513,677 |
547,438 |
525,218 |
Surplus (Deficit) for year |
11,510 |
(5,213) |
(1,418) |
Accumulated Surplus (Deficit) brought forward |
8,799 |
20,309 |
15,096 |
New Accumulated Surplus (Deficit) carried forward |
20,309 |
15,096 |
13,678 |
Total Reserves |
20,309 |
15,096 |
13,678 |
Applicant |
Forest Forge, New Forest |
Date |
January 2008 |
Sean Aita, Artistic Director & Joint CEO |
Ref |
HOG1200 |
Business Commentary
Review of the last full financial year (2006/07)
In 2006/07 the company achieved the majority of its objectives against its business plan. It produced five touring productions, aimed at Primary School children, an older audience in care homes, day centres and hospitals, one for a family audience, one targeting teenagers and the other for adults. Each production was received positively in both the press and through direct communication from audience members using the production comments book provided. The company commissioned a new play from Romany writer Daniel Allum, provisionally entitled "Shave Green" and an adaptation of an existing work by writer Clive Duncan of his play "A Wild Weekend".
Forest Forge also developed a joint bid with Solent People's Theatre and the Nuffield Theatre to create a new piece of interdisciplinary work using radio as a medium. The M27 project is a community based project linking the three theatres and the regional radio station Radio Solent. This bid was successful.
In addition to this Forest Forge completed a one week workshop exchange between Nell Leyshon/Sean Aita and Jeff Pitcher/Robert Chafe to develop the co-production "New Found Lands" with actors from the Gros Morne Festival Theatre in Newfoundland. The company also completed an International Artist's residency, supported through the artists bursary programme of the Arts Council.
The company also produced full scale youth theatre productions of "The Three Musketeers"; "Metamorphosis"; and "Faust"; attended by the Big Youth Theatre Festival in Epping Forest with a group of young people and produced a new adaptation of "The Good Person of Sezuan" in a student production in partnership with Bournemouth and Poole College. A "Day of Community Theatre" exploring all aspects of the organisation was provided for Bournemouth and Poole College and Reading University and the company began a video with young people from Oaklodge School (a special school for people with learning disabilities in the Waterside district) exploring issues relating to access. The company completed a programme of drama-led work with pupils excluded from mainstream education - creating stop motion animation and large scale graffiti walls through Out of Joint Partnership.
Forest Forge was one of twelve companies nationally featured in a report into the social impact of the arts, commissioned by the arts council and ITC.
In spite of success in meeting its financial targets the company ended the financial year with a paper deficit of 5K due to depreciation.
Progress on current financial year (2007/8)
Forest Forge has produced its first international co-production, "New Found Lands"; which opened in Canada in August and premiered in the UK at the Canadian High Commission in Trafalgar Square. This production provided the source of feature articles in both Arts Professional and AI Industry magazines. Forest Forge has provided the community workshops and co-produced a new radio serial drama for Radio Solent called "Pump up the Jam" which will be broadcast in November (Julian Cleg Breakfast show) to an audience of over 500,000 people.
The company has produced a performance for its resident writers group, of seven ten-minute plays, using professional actors and has agreed with Test Valley Borough Council a major inter-generational project called "The Time Traveller".
The current programme of work offered to Spring 08 has sold well. The script for "Shave Green" has been commissioned. It will explore the life of the Romany community of the same name in the New Forest.
Position for the following financial year (2008/09)
The company states that it is in a good position for the new financial year. It has been told by Arts Council England that it will receive an inflationary uplift in its revenue funding which will enable it to deliver against its business plan. A new initiative for the company in the year will be to develop its Street Art profile where it sees opportunities for development.
County Council Priorities
Hampshire safer and more secure for all:
The company works with a range of client groups who are vulnerable, from people with special needs, to the elderly and infirm, mental health service users and patients in palliative care.. The work with the New Forest Out of Joint Partnership provides diversionary activity for young people excluded from or at risk of exclusion from mainstream education.
Maximising wellbeing:
The company produces a minimum of one touring show each year for older people and regularly runs reminiscence and oral history workshops to create original drama. Work in the rural areas provides a broader access to cultural services for those without transport or those unable of unwilling to go travel far..
Enhancing our quality of place:
The company regularly commissions work focusing on the unique nature of the region e.g. in 2008/9 the commission set within the Forest Romany community.
Balanced Scorecard
The organisation scored 4 across all criteria.
Financial Summary
Income |
2006/07 actual |
2007/08 estimated |
2008/09 projected |
Programme activity |
64,895 |
58,271 |
61,703 |
Education and Outreach |
39,120 |
40,000 |
40,000 |
Other earned |
9,649 |
7,000 |
6,937 |
LA Grants |
|||
- HCC Revenue |
52,000 |
52,000 |
52,000 |
- Other LA Funding |
35,590 |
36,780 |
38,175 |
Other Public Funding |
|||
- ACE Core Funding |
113,673 |
116,799 |
119,719 |
- ACE Dev funding |
- |
- |
- |
- National Lottery |
14,790 |
- |
- |
- Sponsorship |
- |
- |
- |
- Trusts/ donations |
9,500 |
10,000 |
3,000 |
TOTAL INCOME |
339,217 |
320,850 |
321,534 |
Expenditure |
2006/07 actual |
2007/08 estimated |
2008/09 projected |
Artistic Programme |
|||
Core Programme & Projects |
116,395 |
104,623 |
99,634 |
Other Expenditure |
|||
Non Artistic Staff Costs |
154,786 |
149,129 |
152,940 |
Marketing |
7,559 |
8,000 |
7,500 |
Overheads |
31,469 |
32,472 |
32,100 |
Training & Development |
733 |
1,000 |
1,000 |
Premises |
11,224 |
11,916 |
13,050 |
Contingency |
15,000 |
13,710 |
15,310 |
TOTAL EXPENDITURE |
337,166 |
320,850 |
321,534 |
Total Income |
339,217 |
320,850 |
321,534 |
Total Expenditure |
337,166 |
320,850 |
321,534 |
Surplus (Deficit) for year |
2,771 |
0 |
0 |
Accumulated Surplus (Deficit) brought forward |
- |
15,363 |
8,088 |
New Accumulated Surplus (Deficit) carried forward |
2,771 |
0 |
0 |
Total other reserves (capital building repairs) |
12,592 |
(7,275) |
0 |
Total reserves |
15,363 |
8,088 |
8,088 |
Applicant |
Fairfields Arts Centre - Basingstoke |
Date |
January 2008 |
Andrew Buchanan, Centre Director |
Ref |
HOG1206/ |
Business Commentary
Review of the last full financial year (2006/07)
2006/07 has been a good year for Fairfields Art Centre. Highlights included the Matisse Exhibition and the `WorldBeat' event - a culturally diverse dance event which Fairfields organised and promoted which featured performers from the Chinese communities (both Hong Kong and mainland China), the various Indian communities, and many more who performed to an estimated audience of 4,000. A second major event was the `Colours of India' event, which featured an amazing variety of South Asian dancers, across a wide range of South Asian dance styles.
In 06/07 Fairfields organised 570 class sessions with 6,410 attendances, 25 workshops with 244 attendances, 271 partnership events with 4,968 attendances, 13 exhibitions which also included the online exhibitions attended by 2,237 (over and above 300 people a week who see them anyway and excluding visitors to the online gallery), 6 talks with 87 attendances, 3 performances with a total of 4,335 attendances, 2 residencies with 32 attendances.
This is a total number of 890 activities with a total attendance of 18,313.
Progress on current financial year (2007/08)
2007/08 has been a frustrating year for Fairfields due to uncertainties of the renewal of the lease after September 2007. The classes have gone ahead, but longer term planning e.g. fundraising for future activities from ACE, booking exhibitions that have to be booked years in advance have had to be postponed. The lease has now been renewed by Basingstoke and Deane Borough Council.
Highlights in the year include the dance development work the Director has done supporting our Artist in Residence Paula Conduit and Vortex Dance Theatre, building on support provided to her over the past four years.
In the current financial year 07/08 we will be organising 640 class sessions with 6,000 attendances, 25 workshops with 236 attendances, 247 partnership events with 5,515 attendances, 18 exhibitions include online exhibitions with 2,270 attendances (over and above 300 people a week and not including several thousand who see the online exhibitions), 6 talks with 72 attendances, 4 performances with 235 attendances and 2 residencies with 24 attendances. This is a total of 942 activities with a total attendance of 14,352. The figure is down on last year as WorldBeat which performed to some 4,000 people, will not take place in 2007/8
Position for following financial year (2008/09)
In 2008/09 we intend to organise 730 class sessions with 6,520 attendances, 28 workshops with 285 people attending, 296 partnership events with 6185 people attending, 23 exhibitions with 2,851 people attending (over and above the 300 people a week who see them anyway) 6 talks with 80 people attending, 5 performances with 435 people attending and 3 artists in residencies with 29 people attending. This is a total of 1,091 activities with a total of 16,385.
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. The programme includes work drawn form Hayward National Touring Exhibitions to locally generated shows such as the Art of Words and New Contemporaries exhibitions.
Cultural Diversity
Fairfields has a track record of working in partnership with different groups and individuals within each different community. The centre works with Hindus, Muslims, Secular Indians and with both organisations and individuals.. For example Fairfields supported Muslim Artist Ayat Alhaji by showcasing her work in two exhibitions as it is a powerful plea about the plight of the people of the Middle East. The centre also has a strong record of working with the Chinese community
Balanced Scorecard
The organisation scored in the range 3 - 4 across the criteria (predominantly 3).
Financial Summary
Income |
2006/07 actual |
2007/08 estimated |
2008/09 projected |
Core Activity |
29,941 |
31,626 |
32,575 |
Education and Outreach |
0 |
164 |
169 |
Other earned |
17,400 |
21,702 |
22,172 |
LA Grants |
|||
- HCC Revenue |
46,500 |
47,000 |
48,410 |
- HCC Project (Adult Edu.) |
13,955 |
12,000 |
12,360 |
- Other LA Funding |
64,420 |
65,055 |
66,296 |
Other Public Funding |
|||
- ACE Dev Funding |
- |
1,500 |
1,545 |
- Sponsorship |
|||
- Trusts/Donations |
100 |
155 |
159 |
TOTAL INCOME |
172,316 |
179,202 |
183,686 |
Expenditure |
2006/07 actual |
2007/08 estimated |
2008/09 projected |
Artistic Programme |
|||
Core Programme & Projects |
7,288 |
9,168 |
9,442 |
Outreach and Education |
- |
- |
- |
Artistic Staff Costs |
20,255 |
18,460 |
19,014 |
Other Expenditure |
|||
Non Artistic Staff Costs |
74,056 |
76,977 |
79,286 |
Marketing |
8,028 |
8,192 |
8,438 |
Overheads |
50,767 |
53,461 |
54,354 |
Training & Development |
588 |
448 |
461 |
Premises |
2,491 |
2,500 |
2,575 |
Depreciation |
10,309 |
8,632 |
8,632 |
TOTAL EXPENDITURE |
173,782 |
177,838 |
182,202 |
Total Income |
172,316 |
179,202 |
183,686 |
Total Expenditure |
173,782 |
177,838 |
182,203 |
Surplus (Deficit) for year |
(1,466) |
1,364 |
1,483 |
Extraordinary Items |
|||
Accumulated Surplus (Deficit) brought forward |
65,169 |
63,703 |
65,067 |
New Accumulated Surplus (Deficit) carried forward |
63,703 |
65,067 |
66,549 |
Total Other Reserves |
10,819 |
7,249 |
4,857 |
Total Reserves |
74,522 |
72,315 |
71,406 |
Applicant |
ArtSway, New Forest |
Date |
January 2008 |
Mark Segal, Director |
Ref |
HOG1211 |
Business Commentary
Review of the last full financial year (2006/07)
ArtSway's residency programme is established and recognised across the industry. The programme of exhibitions, included photography, digital media, painting, and sculpture. A culturally diverse programme was achieved and included a Frank Bowling Exhibition. New residency programme partners, Autograph APB and Goethe Institute, London were achieved. Funding was achieved for the international project, the New Forest Pavilion Venice 2007.
Marketing and Audience Development:
· the Audience Development Post was secured until April 2008.
· ArtSway had some success of securing additional income from partners.
· Continued to deliver arrange of press and PR targeting mailing and context review of exhibitions.
· Artsway managed to rebrand and deliver ArtSway Xtra the education and outreach programme.
· Using e-flux and other selected tools, ArtSway managed to increase international profile for the gallery.
· ArtSway has employed a new email server to achieve more affective email distribution. Also a redesign of website navigation has been completed for a more effective website.
Education:
A wide range of activities were delivered that offer a range of access and participation. The development of the outreach programme was achieved with funding secured from the Ernest Cook Trust. Unfortunately, increased use of the media suite was not achieved. Continue increased access to artists has been achieved through ArtSway Xtra Audience Development initiative.
Finance and business development:
Due to a development in finance/project reporting, in which the project budgets have been incorporated into finance management, ArtSway has maintained good practice in reporting over the financial year. Tools for monitoring and evaluation have been well developed and are in place.
Progress on current financial year (2007/08)
Artistic Policy and Programmes:
A balanced exhibition programme has been achieved, though the company is aware of strong lens based element, which needs to be balanced in the future. The residency programme is successfully under way and partners include Chinese Art Centre and Milton Keynes Gallery. The New Forest Pavilion (Venice Biennale) and New Forest Local (exhibition of work by artists shown in Venice) were sister exhibitions with live web link between the two sites. In 2007 ArtSway was able to quadruple its time (from the 2005 intervention) at the Biennale.
Marketing and Audience Development:
The ArtSway Xtra programme has been achieved and is being delivered. The website navigation has been developed. The six month brochure has been dropped and the database of subscribers been moved to email subscription. Audience research is currently underway by an Arts Institute Bournemouth researcher and amh - Arts Marketing Hampshire.
Education:
New additional short courses have been developed and delivered. Through project funding, the established artists in schools project has been continued. It has also been identified that there is a need for an education post within the organisation.
Position for following financial year (2008/09)
ArtSway is currently in discussion with ACE through the RFO review process re funding for the next three years. ACE have proposed an inflationary uplift to the organisation with a non consolidated increase in 2009/10. The implications of this decision are still being discussed. In addition the organisation is also currently developing funding application to a range of charitable trusts to support work through 2008-11. ArtSway is also in discussion with a range of potential partner organisations to deliver ArtSway production residencies through 2008/09 and beyond. These include The Arts Institute at Bournemouth, Autograph ABP, London, Goethe Institute, London and The Photographers Gallery, London. Along with the Towner Gallery in Eastbourne a successful bid to the Arts Fund for commission and purchase of contemporary art works was made.
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 is a unique contemporary visual arts venue in a rural location. ArtSway challenges preconceptions about the countryside and contributes to a diverse landscape. It contributes to our heritage by presenting and commissioning 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 inability to finalise its business plan as proposed due to the lack of certainty over its level of ACE funding. Funding will be confirmed in February 2008.
Financial Summary
Income |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Programme activity |
7,712 |
7,107 |
5,300 |
Education and Outreach |
12,968 |
21,095 |
15,300 |
Other earned income |
11,148 |
15,322 |
12,146 |
LA Grants |
|||
- HCC Revenue |
15,000 |
15,000 |
15,000 |
- Project |
- |
5,000 |
- |
- Other LA Funding |
8,490 |
8,700 |
8,700 |
Other Public Funding |
|||
- ACE Core Funding |
109,300 |
112,306 |
115,775 |
- ACE Dev funding |
65,739 |
38,126 |
0 |
- National Lottery |
10,000 |
0 |
0 |
- Other public funding |
10,130 |
- |
- |
- Sponsorship |
250 |
5,173 |
5,000 |
- Trusts/ donations |
45,118 |
42,388 |
50,110 |
- Other misc. income |
5,000 |
1,990 |
0 |
TOTAL INCOME |
300,855 |
272,207 |
227,331 |
Expenditure |
2005/06 actual |
2006/07 estimated |
2007/08 projected |
Artistic Programme |
|||
Core Programme & Projects |
100,010 |
120,751 |
38,975 |
Education and Outreach |
10,870 |
14,724 |
7,927 |
Artistic Staff Costs |
9,076 |
10,302 |
10,300 |
Other Expenditure |
|||
Non Artistic Staff Costs |
103,332 |
102,766 |
106,555 |
Marketing |
14,066 |
14,465 |
15,900 |
Overheads |
32,991 |
36,058 |
35,874 |
Training & Development |
1,624 |
2,439 |
2,300 |
Premises |
6,946 |
11,073 |
9,500 |
TOTAL EXPENDITURE |
278,915 |
312,578 |
227,331 |
Total Income |
300,855 |
272,207 |
227,331 |
Total Expenditure |
278,915 |
312,578 |
227,331 |
Surplus (Deficit) for year |
21,940 |
(40,371) |
0 |
Accumulated Surplus (Deficit) brought forward |
18,431 |
40,371 |
0 |
New Accumulated Surplus (Deficit) carried forward |
40,371 |
0 |
0 |
Total Other Reserves |
9,237 |
67,647 |
67,647 |
Total Reserves (includes 60,000 expendable endowment) |
67,647 |
65,147 |
70,147 |
Applicant |
Making Space (LPCI Trust), Havant |
Date |
January 2008 |
Kit Lendon, Development Director |
Ref |
HOG1210 |
Business Commentary
Review of the last full financial year (2006/07)
The organisation achieved,
· The Awards for All funded programme evaluation
· Establishing a website
· Signing the management agreement with Hampshire County Council
· Drawing up and signing a Service level agreement with Havant Borough Council
· Beginning initial work on the Leigh Park Schools Cluster project
· HCC Project Funding Application for 2007/08 (£5k)
The key objective for 2006/07 was to move Making Space successfully from its temporary home in Bedhampton Arts Centre into a new purpose built building. Due to construction delays this was not achieved until March 2007, 3 months later than expected. The building was opened by HRH Princess Anne. Works on the building are still in the `snagging' period. In 2006/07 the outreach target was to work with 1155 participants, Making Space actually worked with 1549 participants.
Making Space was not able to secure funding for its outreach programme. This led to the departure of their outreach worker in July 2007.
There were two major changes to the plan for 2006/07: The building slip and not securing funding for the outreach programme. These two problems meant that Making Space was behind on delivering the education programme outputs for the year and filling the studio for rent to makers. However, whilst the organisation has not achieved that income target, it has also not made the related expenditure either. The outreach project was discreetly funded so financially this has not impacted on the current financial year, however not being able to run a full outreach programme and losing a member of staff has impacted on the business profile and the remaining staff.
The budget for 2006/7 was sound and the organisation came in under budget.
Progress on the current financial year (2007/08)
The targets for this year are to -
· Work with 944 participants in the education programme
· Work with 408 participants in the outreach programme (*conditional on receiving external funding)
· Rent 5 out of 7 studios from September 07 - March 08
· Grow the mailing list 5% to 500
· Develop a long-term marketing strategy
· Form a relationship with 2 local schools and 1 local college for further working
· Develop links with 1 other partner organisation
The adult courses are going well and are managing to be competitive. The children's courses will need extensive review when the business plan is revisited. The company is bringing after school clubs in line during this period and also makers' master classes.
Making Space has not been able to run an outreach programme this year as it did not receive external funding. However, it has worked with nearly 1000 Leigh Park children and parents as part of the Creative Hampshire cluster project. The company has also worked with a further 23 young people through the Wessex Youth Offending Team. One studio has been rented to 2 makers. Working with amh- Arts Marketing Hampshire ways have been identified to more effectively market the business. Talks with Havant College about using Making Space as a satellite site for courses in 2008 have taken place. Making Space has just won a bid with Mike Burley Enterprise Consultants to run pre start up creative business enterprise workshops in Leigh Park.
So far this year Making Space is holding steady on the budget, although maintaining cautiousness given that a full year of operation has not yet taken place.
Position for the following financial year (2008/09)
Revision of the current business plan takes place in November. It is likely that Making Space will have to amend the format and number of courses for children and families. with more workshops and courses for adults being added. The Company will have to look at ways to reach more of the local community through targeted outreach activity. Much of the expenditure in the budget is for one off items relating to the move into the new building so it is only at the end of 2008/09 that regular patterns will be discernable.
Hampshire County Council's Priorities
Maximising Wellbeing:
Making Space is committed to delivering participatory arts activity and provision for people in Leigh Park and surrounding areas who would not normally access it. Making Space provides skills based training, through working with resident makers in the studios and accessing its network of other arts and training organisations. Participants can fully understand the links between skills and economy and Making Space enables people of all levels to develop their skills with a view to working in the creative marketplace.
A key role of Making Space, and fundamental driver for the Leigh Park location is to engage audiences who are not the usual arts demographic. By providing hands on activities within their community Making Space ensures equal access to arts services and through outreach work it works with people within the community who would otherwise be excluded.
The Leigh Park Craft Initiative is a Hampshire County Council initiative. Making Space manages the building in Leigh Park under contract to Hampshire County Council. The contract is monitored by the Arts Service and officers are closely involved with the development of the business as it establishes itself.
Balanced Scorecard
The organisation scores in the range of 3 - 4 (predominantly 3).
Financial Summary
Note: the surplus carried forward relates to funds generated to cover high operating costs in the opening three years.
Applicant |
The Anvil |
Date |
January 2008 |
Mathew Cleaver, Marketing Director |
Ref |
HOG1213 |
Position of the last full financial year: 2006/7
Artistic Programme: Highlights included: Kremerata Baltica and Gidon Kremer Performing Mozart and Raskatov, Philharmonic Orchestra under Mikhail Pletnev with Maria Joao Pires, Bournemouth Symphony Orchestra's world premiere of Stephen McNeff's Sinfonia Conciso, Toumani Diabate and the Symmetric Orchestra, African Soul Rebels 2007 - Femi Kuti, Akli D and Ba Cissoko and Momentum - a project by Tim Garland and Graham Fitkin among other successes.
Music Theatre work included House of the Gods with Music Theatre Wales. An ambitious and mostly successful piece with a particularly well judged score. Odysseus Unwound by Julian Grant and Hattie Naylor was ingeniously staged and well performed.
Successes included:
· Maintaining the International Concert Series audience level at 75%
· Maintaining the financial and artistic stability of the organisation in the challenging circumstances produced by the Borough Council decision over the Haymarket.
· Recruitment of a Community and Education Development Manager
Challenges included:
The difficulty of finding a large audience for mainstream ballet and opera. It appears that the audience for Asian music may be turning away from the public concert model to one which is more related to social and family celebrations. Anvil Arts will work with local, regional and national organisations to find the best way forward if this indeed is the case.
Financial:
The Anvil Trust received grant aid of £764,100 from Basingstoke and Deane Borough Council, £45,000 from ACE and £26,625 from Hampshire County Council. The Trust ended the year with a small surplus and there were no significant changes to the programme or projects.
Progress on Current Financial Year: (2007/8)
Artistic Programme:
Ticket sales for International Concert Series of seventeen concerts ended almost exactly the same as the previous season, at around 75% capacity.
The Elgar anniversary was marked with two concerts by the Philharmonia Orchestra. The second of these also incorporated a well attended study day which included presentations and discussions by experts in the field and a chamber recital.
Commissioning of new orchestral pieces is being pursued in conjunction with its partner orchestras.
Community and Education Programme:
Ruminations
This large-scale community project involved over one hundred performers including children from local schools, The Anvil Chorus - an amateur group of adults which arose from a previous community project; and local amateur and professional musicians. Led by a professional team, the participants devised and performed a multi media piece encompassing music, poetry, and video projections based on poems by the 13th century Persian philosopher Rumi. Our largest scale community project Twinkle integrated children from five schools, including a specialist school for the severely disabled, with a high quality professional music team and groundbreaking technology which enabled all to participate fully in the performance.
The Haymarket:
The autumn re-opening season at the Haymarket went on sale early in July. The programme includes productions designed to appeal to new audiences, including under 25s and existing Anvil music audiences who may not have been to the Haymarket before, as well as traditional theatregoers. Final ticket sales will clearly be crucial in informing the future programming decisions, and they are currently at expected and budget levels.
There is a new element of programming for and by under 25s which incorporates young people as performers as well as audience. The Youth Shout events in November included partnership with the Wessex Youth Offending Team, HCC Arts Service, University of Winchester, NoCo (Hampshire Dance) Kala the Arts and seven Hampshire Schools.
Position for the following year: (2008/9)
The core concert hall programme continues as usual. At Haymarket there will be up to eight in house and co-productions of drama, a range of projects across all art forms aimed at young people, and an outdoor site specific work.
The development of international touring theatre work and an increase in programming for young people and families will also be addressed in order to continue audience development at the Haymarket.
Community and Education activity, developing the YouthShout model among other possibilities, will expand to take advantage of the greater range of spaces available in two buildings.
ACE is proposing a modest uplift in funding to Anvil Arts.
County Council Priorities:
Anvil Arts contributes towards the wellbeing of audiences throughout Hampshire. The whole point of the organisations relationship with its patrons is to make people happy, whether through the quality and diversity of the programme or through efficient and friendly service and outstanding customer care. Through its venues and activities, Anvil Arts also makes a significant contribution to the quality of place experienced by people in Hampshire. The Anvil's national importance as a music venue and reputation for a high quality programme is a significant factor in enhancing the image and reputation of North Hampshire as a desirable place to live and work.
Balanced Score Card
The organisation scores 4 -5 (predominantly 4).
Financial Summary
Applicant |
The Lights, Andover |
Date |
January 2008 |
Heather Whittam |
Ref |
HOG2025 |
Commentary on the Business
Review of Last Financial Year: (2006/7 - Part year)
Following investment from Test Valley Borough Council and Hampshire County Council The Lights opened in October 2006. With over 60,000 visitors to the venue to date and over 7,000 patrons on the database, this demonstrates the wide spectrum of interest that has been generated and sustained in the venue over the last 12 months. The Lights very quickly became a hub of creative activity and alongside an exciting array of shows, events and workshops offered, it has also attracted the business sector to use its conference facilities. The artistic programme has been the major attraction, as expected, and has performed above expectations with over 40 sell out shows to date. The venue has also attracted a large number of amateur music and theatre groups to use the theatre space for productions, concerts etc.
In addition, a very successful education and outreach programme, funded by HCC, has seen several hundred school children either see or participate in drama, dance and music events. The course and workshop programme has been fully supported by a diverse audience and wide age range, with the demand for The Lights continuing to flourish day by day.
The overall position is a healthy one with an operational surplus made in the first year of operation from October 2006 to March 2007. The early indications for 2007/08 are similarly encouraging with no signs of a drop in interest. TVBC have recently approved the re-investment of the revenue surplus to ensure that the venue is able to operate to the high standard that is required from its current level of usage.
The Lights has deviated somewhat from the original business plan with more shows and events programmed to reflect audience demand. A realistic budget was set in accordance with the estimated first year of trading with income and expenditure revised in December 2006.
Progress on Current Financial Year: (2007/8)
Initial signs for the current financial year are encouraging and income and expenditure targets will be revised in October to show more accurate estimates to year end. The theatre programme is highlighted as a particular success; however the budget must also show the reduction in income from the rents due to the withdrawal of the anticipated rental income from Andover FM, the radio station being unable to take up residency at The Lights following issues with the locating of a transmitter.
The Lights currently looks on line to achieve its targets for the current financial year and keep within expenditure limits.
Position on Following Financial Year: (2008/9)
The Lights will look to increase its hire fees and charges by 3% in 2008/09 and will give particular focus to developing the offer for conferences and hiring's aiming to increase income in this area. With the theatre side of the business running to capacity, it is important The Lights now turns its focus to developing the venue further, whilst still maintaining the high standard of programming that its customers have come to expect.
The Vision for Andover sets forward a twenty year plan for the town, this including the opening of a new four screen cinema in April 2008. This alongside the development of the Theatre Plaza (Ford Cottage site) and the refurbishment of the Guildhall, will have a significant impact on the town. The Lights must ensure that it retains its customers by offering an exciting and varied programme of events and also develops its programme to attract a new young and vibrant audience base.
County Council Priorities:
Maximising Wellbeing:
The financial contribution from Hampshire County Council has enabled Test Valley Borough Council to open this multi-purpose theatre and arts centre in Andover and alongside this, to deliver a wide ranging education programme giving new opportunities to children, young people and hard to reach groups. The thriving volunteer scheme at The Lights ensures that over 60 people are actively participating in their community, learning new skills and making a positive contribution.
The Lights has made a positive impact on the town increasing the attractiveness of the town centre to residents and visitors alike.
Balanced Scorecard
The organisation scores 3 - 5 across the criteria (predominantly 4).
Financial Summary
