Contact: Janet Mein ext: 5468 e-mail: [email protected]

1. Introduction

1.1 ArtSway is a regularly funded client of the County Council, one of twelve clients funded in this way. An integral part of the cultural infrastructure of the County. In the portfolio are seven performing arts organisations, three arts centres, a craft studio and community project and ArtSway, contemporary art gallery in the New Forest.

1.2 Of the funding allocation of £863,850 in this budget less than 2% (£15,000) is invested in the contemporary visual arts.

1.3 The Arts Strategy, adopted in 2006, recognised the need to take a strategic review of the visual arts as an under represented area of artistic practice in the county.

1.4 ArtSway has been subject of Organisational Review and funding review by Arts Council England. The organisational review made a thorough analysis of the organisations management and programme and made recommendations as to the funding requirements for the organisation to enable it to be both stable and to thrive. The three year settlement received from Arts Council, whilst being positive for the organisation relative to new projects did not directly address the outcome of the organisational review. This is being addressed via the Grants for the Arts Stream.

2. Recommendation

2.1 That the revenue grant to ArtSway be increased from £15,000 to £35,000 in order to support the necessary audience development and education posts long term.

3. Background

3.1 In February 2007 the independent organisational review, funded by Arts Council SE, covering the operations of ArtSway and SCAN (Digital network organisation based at the gallery) was completed. In a long, intensive and thorough piece of work. The review covered current programmes, policies and operations, future operating models, capital requirements and location. Funder and peer review took place as did user and public consultation.

3.2 This report will only refer to the review of Artsway and its outcomes.

3.3 In all the outcomes the organisation emerged in a positive light, whilst at the same time giving clear direction as to the necessary steps that needed to be taken to ensure a sustainable and thriving future.

· For artists, partners and audiences ArtSway enjoys a high level of support for its work. It plays a strategic role in the contemporary visual arts infrastructure of the South East region, it is particularly valued for the role it plays in providing an innovative, distinctive, contemporary arts programme in a rural setting.

· In terms of the building, it is clear that there is scope for future development to create increased space for the successful education and participation activity that it runs.

· ArtSway has worked hard to develop complementary strategies which enable it to address the different priorities of each of its core funding partners.

· In terms of its funding base, ArtSway is lauded for the inventiveness and entrepreneurial approach to raising funds for its current operation.

3.4 However the review recognised that in order to thrive ArtSway needed to:-

· Create independent exhibition and education posts (currently these roles are covered by one individual).

· Secure the Marketing and Audience development post on a permanent basis in order to expand this work

· Increase the marketing budget

· Take steps to ensure staff retention through professional developments and benefits packages.

· Create capacity for the Director to undertake the capital development programme. (Creating increased capacity for the Director would also enable him to play a more strategic and partnership role in the development of the visual arts in the County.)

· A cost of an addition £75,000 was identified as necessary to achieve all these outcome.

3.5 For the County Council the importance of increasing access and participation and engagement through learning are key priorities, both as activities of the organisation as partnership activities.

3.6 If the organisation is to grow its on and off site participatory activities and build an increased and diverse audience for the programme it must secure its full time staff complement from a given funding base rather than through perpetual application to charitable sources which are both time consuming to make and uncertain in outcome.

3.7 The review recognises that all the staff in the organisation are regularly working beyond capacity and in excess of their contracts. Their commitment is exemplary. The burden of fundraising for the organisation's core functions falls to the Director. If capacity in his work load is to be gained he needs to be able to delegate some responsibilities to be able to develop the organisation and to play a more strategic role in the development of the visual arts in the county and the region.

4. Funding the Future

4.1 Following the Arts Council settlement from Government ArtSway received a funding offer from Arts Council South East (ACESE) for the years 2008/9 - 2010/11. This amounted to an inflationary increase in each year with a non consolidated uplift of £80,000 in year 2. ArtSway is still in negotiation with ACESE as to the intentions for this increase in funding. (This is the same for other ACE clients in a similar position.)

4.2 It is disappointing that the recommendations of the ACE funded review were not followed through in the funding package offered to ArtSway. However ArtSway has been given permission to make a Grants for the Arts bid to secure some of the outcomes of the organisational review.

4.3 Having received the review documentation and considered the ambitions for the organisation as expressed in its business plan, it is clear that the County Council should make a positive response to help place the organisation in a position in which it can thrive.

4.4 Representation should be made to Arts Council to ensure that it is aware of the level of support that the County will make to the organisation. Additional support from New Forest District Council will be canvassed.

4.5 Arts Sway has identified need for two additional posts to enable it to move forward. A Marketing, Press and Audience Development officer and an Education Post. Both these posts have salaries set at £18,000 plus 2,000 on costs.

5. Impact Assessment

5.1 The effect of increasing the provision for audience Development and education in the organisation is to increase access to a wide range of audiences to the organisation

6. Financial Implications

6.1 If approved this increase would be funded from the existing base budget for the arts

7. Legal Implications

7.1 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 development and improvement of the knowledge, understanding and practice of the arts.

Links 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

Office Files - Arts Office

Mottesfont Court