HAMPSHIRE COUNTY COUNCIL

Decision Report :

EXECUTIVE SUMMARY

1) Summary of Decision Area:

1.1 This report presents details of monitoring reports and applications received from Independent Arts Organisations for funding for the financial year 2009/10. 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.

1.2 The arts organisations of Hampshire considered to be the essential infrastructure are included 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 Integral Appendix 1.

2) Issues Covered in Report:

2.1. Prospective grant applicants are applying to this Decision Day for activities occurring in 2009/10, thus enabling them to plan ahead with some certainty over their funding position and to ensure that Hampshire County Council funding is credited in advance in their publicity.

Recommendations:

That the funding amounts listed in Appendix 1 be allocated for 2009/10, together with the indicative funding for subsequent years, subject to the relevant budgets and performance being approved and reviewed.

		Funding Received 2008/09	Funding recommended 2009/10 Includes inflation at 2.5%	Funding recommended 2010/11 Tbc following review of business plans	Notes
1	Anvil Arts	89,000	91,225	91,225
2	ArtSway	35,000	35,875	35,875
3	Bournemouth Symphony Orchestra	120,000	123,000	123,000
4	Fairfields Arts Centre, Basingstoke	46,500	47,700	47,700	Grant subject to Board working with consultant to address management capacity
5	Forest Forge Theatre Company	52,000	53,300	53,300	New business plan to be agreed by the board in Spring.
6	Hampshire Dance Trust	27,000	27,675	27,675
7	Havant Arts Centre	105,000	107,625	107,625	New business plan to be completed on agreement to proceed with Arts and Heritage Centre
8	The Lights R&H Children's Services Policy and Resources	40,000 40,000* 40,000*	41,000	41,000	Proposal to add the Lights to Revenue portfolio - Children's Services and Policy and Resources to contribute as before.
9	Making Space Contract and project	33,000 5,000	38,950	38,950	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 is earmarked for a specific developmental projects
10	Nuffield Theatre - Youth Theatre	54,800	56,170	56,170	Includes 14,800 for Hampshire Youth theatre, formally Children's Services.
11	Proteus Theatre Company	48,500	49725	49725
12	Theatre Royal Winchester	106,500	109,170	109,170	New business plan in development
	TOTAL	762,300	781,415	781,415

* Contributions from Children's Services and Policy and Resources

MAIN REPORT

1) Purpose of the Report:

1.1 To recommend approving funding applications for 2009/10 Revenue Clients.

1.2 There are 12 applications for this Decision Day.

2) Background / Contextual Information:

2.1 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. 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.

2.2 Funding is provided using the resources held within the Recreation and Heritage budget for 2009/10, 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 £781,415 which includes an allowance for inflation of 2.5%

3) Further Background Information:

3.1 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 investment by both Arts Council England and the District and City Councils, as principal investors, is an indicator of the importance of this infrastructure in the cultural ecology of the region.

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 Fairfields Arts Centre. - Whilst providing an interesting programme which complements the arts offer elsewhere in Basingstoke, officers at both the Basingstoke and Deane Borough Council an the County Council are concerned about the long term sustainability of the organisation. This concern revolves around the management capacity and structure and the role of the board in providing sufficient appropriate challenge and support to the core team. These issues have been highlighted by the organisation itself and it is proposed that grant aid is made conditional on the Board agreeing to work with a consultant to enable it to position the organisation to thrive in the long term.

4.3 Forest Forge Theatre Company - The new CEO/Artistic Director for Forest Forge takes up post in January 2009. The interim Business plan that the Board will agree will be presented at the Company's January Board meeting and a full 3 year plan will be developed in a year.

4.4 Havant Arts Centre - In a series of negotiations during 2008. The County Council Museums Service has been working with Havant Borough Council and the Arts Centre relative to developing a joint Heritage and Arts Centre. This will require additional funding from the Museum service and the development of a service level agreement for the heritage programme which will need to be integrated into the Arts Centre's business planning and the development of the programme overall. The negotiations are yet to be completed.

4.5 Making Space - The local funding for Making Space is derived from the Leigh Park Community Board - Funding is therefore uncertain as priorities may change depending on the composition of that Board. Currently the LPCB is supportive, however there is no future certainty.

4.6 The Lights - The Lights has reached the end of the first funding agreement between Test Valley Borough Council and the County Council. The business is now established and following a review, request has been made to the Executive Member Education and the Executive Member Policy and Resources that the agreement is rolled extended and that the funding is agreed from each of the three budgets in the ratios as before. -

4.7 Theatre Royal Winchester - 2008/9 is the final year of the organisations current three year plan. We await the new plan which the organisation will be consulting funding partners on in January and February. It is not expected that there will be fundamental changes to the business. Funding should be conditional on receipt of the new plan and financial problems.

5) Budget Position:

5.1 The initial base budget for 2009/10 is £781,415 This sum is derived from the budget allocation from previous years. It is expected that funding will be available for the recommended awards, but final allocation will be conditional until the budget is confirmed.


6) Criteria of Grant:

6.1 All applications included in this report meet the criteria for Revenue Grants as outlined in Integral Appendix 1.

7) Other Considerations:

7.1 Impact Assessment: No groups or organisations should be excluded from any benefit arising from these decisions. The application procedure does include equalities monitoring information as agreed as part of the corporate review of grants programmes and procedures.

7.2 Legal Implications: 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.

CORPORATE OR LEGAL INFORMATION:

CRITERIA FOR THESE GRANTS: Appendix 1

As a way of taking into account the very varied portfolio it is agreed (Recreation and Heritage Decision Day September 14. 2006) 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.

The balances scorecard scores are

Meets the Standard as excellent 5

Meets the standard well 4

Meets the standard 3

Struggles to meet the standard 2

Does not meet the standard. 1

Anvil Arts HOG: 1213 Ref: 09103876

Business commentary

1. Review of the last full financial year (Apr 07 - Mar 08)

Highlights and successes included - Re-opening The Haymarket in September on time and with the building extensively refurbished, the first Anvil Arts production Cyrano de Bergerac , the YouthShout 2007 young drama and dance week and Moves Afoot contemporary dance festival started to bring audiences, specifically young people, back into the building after years of decline.

In the Anvil programme 150^th anniversary of the birth of Elgar, the British première of Kancheli's ...noch einen Schritt by the BBC Symphony Orchestra and performances of Messiaen's Turangalîla Symphony and Quartet for the End of Time with the Philharmonia Orchestra were highlights of the classical programme. Also important was maintaining the 2006-07 International Concert Series audience at 75%

The continuing world and contemporary music programmes including performances by orchestra Baobab, African Soul rebels and the Gwilym Simcock Trio demonstrating the breadth of the programme.

Twinkle - a large scale community performance commissioned by Anvil Arts which included severely disabled students performing alongside students from Hampshire schools and other community organisations

However audiences are increasingly reluctant to spend money on product they do not know whether ballet or opera or choosing plays which feature television names in the cast. This results in increasing divergence in sales patterns.

2. Progress on current financial year (Apr 08 - Mar 09)

Highlights and successes included - The final refurbishment of The Haymarket foyers and ground floor completed on time and on budget. It included the creation of The Exchange, which as well as being the main bar and café for the building, doubles as an informal performance space for young bands on selected evenings.

The partnership project with the Wessex Youth Offending Team during the Youth Shout week had a number of very positive outcomes and can be seen as a potential model for future activity in this sensitive area.

Elephant, an international co-production between the Market Theatre of Johannesburg and Dodgy Clutch Theatre Company using life size elephant puppets and live music, was "unlike anything that has ever been on [The Haymarket]'s stage." Basingstoke Gazette

Despite audience numbers for orchestral concerts around the country continuing to fall the Sep 07 - Jun 08 International Concert Series achieved 73% capacity, a loss of only two per cent on the previous season.

Challenges - The continuing national decline in the size of drama audiences, as recognised in the latest DCMS figures, which is particularly acute in the South East and the credit crunch and volatile national financial situation are having an effect on ticket sales in certain areas of the programme, particularly family audiences and Christmas shows.

3. Position for the following financial year (Apr 09 - Mar 10)

The unprecedented rise in utilities costs will have a serious effect on budgets

The overall amount of public funding from the three funders (Basingstoke and Deane Borough Council, Hampshire County Council and Arts Council England) to Anvil Arts is £278,000 less than when The Anvil and The Haymarket were separate organisations in 2004/05. The quality of performance and production will not be compromised, so at a time of shrinking budgets, this may result in fewer performances overall than in previous years.

The ability to use the performance and educational resources of the expanded organisation in a strategic way to complement both the Find Your Talent scheme, the Cultural County of the South initiative and the continuing needs of students and young people, both inside and outside the National Curriculum, is an exciting opportunity for development.

4. County Council Priorities

Anvil Arts makes a major contribution towards the wellbeing of audiences throughout Hampshire. by providing pleasurable experiences whether through the quality and diversity of the programme or through efficient and friendly service and outstanding customer care for all at every stage.

Anvil Arts, 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. The re-opened Haymarket will make an increasingly significant contribution over time. The community and education programme addresses the needs of those parts of the community who may be unable to be regular attendees, and it is planned to expand projects from Borough to county-wide scope where appropriate.

Balanced Scorecard - the organisation registers a score of 4 and 5 across the criteria.

ArtSway HOG: 1211 Ref: 09103884

1. Review of the last full financial year (Apr 07 - Mar 08)

ArtSway delivered a very high quality programme, supporting contemporary visual artists in developing, producing and presenting new work. Over the year the programme partners included the Goethe Institute, London. Autograph ABP, and Arts institute at Bournemouth.

ArtSway also extended and further developed New Forest Pavilion, presenting for the second time a group exhibition of previous residency artists at the 52^nd International Art Exhibition, la Biennale di Venizia as an official Collateral Event.

ArtSway also operates regionally being a partner in the successful Towner Art Gallery led Art Fund International initiative and the Director being a member of the South East Turning Point Visual Arts Strategy Steering Group.

ArtSway Audience development work continued with the establishing of ArtSway Xtra, a programme of work aimed at deepening the audience's appreciation and understanding of contemporary visual artists and their practice.

ArtSway continues to offer a range of creative participatory activities, these include regular activities for 0 - 18yr olds and an adult programme. Funding from Ernest Cook Trust supported INSET sessions for teachers and around 60 workshops for young people at schools and youth organisations.

2. Progress on current financial year (Apr 08 - Mar 09)

Funding challenges remain for the organisation, importantly retaining the post of Press and Marketing officer who also has responsibility for Audience Development. This has proved a critical post for the organisation, however it has been project funded for five years. The recently approved ACE Grant for Arts supports this post through to 2010.

ArtSway is currently planning to present a third New Forest Pavilion at the 52^nd International Art Exhibition, La Biennale di Venezia in 2009.

Hampshire County Council confirmed an uplift in regular funding. NFDC also increased its regular funding. This supports the new education post. A successful application to Leverhulme Trust supports the ArtSway Associates programme which provides legacy support, training and seed funding to 10 artists who have previously undertaken an ArtSway Residency.

ArtSway continues to develop and deliver regular creative activities for audiences. The priority for this year will be the recruitment of a new education post and embed this role in the organisation. The organisation will work in partnership with Workers Education Authority and The Jeffrey Machin Foundation to deliver additional activity to disadvantaged and vulnerable young people. The organisation will develop and deliver new outreach opportunities for audiences in and around the New Forest.

3. Position for the following financial year (Apr 09 - Mar 10)

ArtSway has funding in place for the next financial year to meet current capacity and plans. The artistic plans include the residency/commission and exhibition programme (partnering with a range of international and national partners) and New Forest Pavilion at the Venice Biennale. ArtSway has partnerships agreed with Autograph ABP, Oriel Mostyn Gallery and The Arts Institute at Bournemouth.

ArtSway Associates programme is supported by Leverhulme Trust and continues the innovative artist development work. ArtSway will research and develop applications for education/participation project funding through late 2008/09 and will also contribute to the PUSH 4 Culture initiative.

ArtSway will develop additional regular and project based education/participation activity beyond the gallery through 2009/2010 as a direct result of new education post following increased investment from HCC.

Capital planswill be developed in partnership with Solent Centre for Architecture and Design to support new studio and education provision.

4. County Council Priorities

ArtSway offers a range of opportunities to help young people live positive lives and contributing to them having the best possible start. ( Hampshire Safer and more secure for all) These include: informal visual arts activities, encouraging their creativity and a creative approach to life; encouraging working together through creative workshops; exposure to and talks by artists, who's career paths are often unplanned and unexpected, offering alternative options to young people (e.g. working with Wessex YOT and ISSP).

ArtSway's exhibition programme offers high quality culture to the residents and visitors to Hampshire. Workshops, courses, talks and special events such as coach trips to other cultural activities, offer Hampshire residents a wide range of activities with which to enhance their well being.

ArtSway is unique as a contemporary visual arts venue in a rural environment. It challenges preconceptions about the countryside and contributes to a distinct and diverse landscape. ArtSway contributes to the development of our heritage by commissioning and presenting contemporary art. ArtSway offers distinctiveness, and aims to be amongst the best 21^st century arts facility for the people of Hampshire thereby enhancing the quality of place

Balanced Scorecard - the organisation registers a score of 4 and 5 across the criteria.

Bournemouth Symphony Orchestra HOG: 2013 Ref: 09103877

1. Review of the last full financial year (Apr 07 - Mar 08)

Simon Taylor was appointed Chief Executive and took up the role in early March 2008.

Marin Alsop's contract as principal conductor came to an end in May 2008. She has agreed to accept the title of Conductor Emeritus. The Ukrainian Kirill Karabits was appointed Principal Conductor and will take up the post in September 2009.

The orchestra performed 104 symphonic concerts including the nine key venues in its region. The orchestra performed at both the BBC and Welsh Proms, and in Rotterdam, Toulouse and Lyon. On average in this period 4,500 to 5,000 people heard the BSO each week.

The orchestra's core funding from the Arts Council of England was agreed at the start of 2008, for the three year period 2008-2011 at an annual inflationary increase of 2.7%.

2. Progress on the current financial year (Apr 08 - Mar 09)

As part of the contract negotiations, the existing orchestra contract was revised to take effect from 1 April 2008. The company recently appointed a new specialist Head of HR with a view to upgrading its service to the company's employees in this area.

BBC Radio 3 will broadcast six concerts in the current winter season to the nation as part of its Performance on 3 strand. Ensemble activity has been restructured to reflect changes in local authority funding with the orchestra's main series of these concerts taking place in Dorset and Hampshire. Attendances at summer concerts in 2008 were affected by the overall economic decline and another summer of very bad weather.

The education department continues to undertake over 600 workshops a year. 

The County's SLA work for 2008/9 continues to prioritise children and students in special needs schools and secondary schools with specialist music departments. 

A priority in the orchestra's current and future plans is the engagement of culturally diverse sectors through specific access and education projects. Success was achieved in this regard in summer 2008 with collaboration with Arts Asia in Southampton.

3. Position for the following financial year (Apr 09 - Mar 10)

A restructuring of the Marketing Department is planned to enhance this area and maximise impact of the orchestra's branding, website, and audience development.

The key projects and aims in planning for the 2009/10 season include

· to firmly establish Kirill Karabits presence as principal conductor. A BBC Proms engagement has been secured for August 2009

· to develop the children's education concerts dependant on financial feasibility

· to re-examine the orchestra's policy regarding the commissioning aand performance of new music -

· to present a June series in Winchester will continue,

· Kokoro, the orchestra's contemporary music group's programme will be adapted in order to widen its engagement with culturally diverse communities

· the feasibility of performing school concerts in Bristol and Basingstoke is being investigated. It is intended to increase the numbers of attendees by inviting schools from across Bournemouth, Poole, Dorset and West Hampshire.

Southampton City Council has advised that it will be withdrawing funding as of 2009/10.

4. County Council Priorities

Work undertaken with Hampshire Music Service and the national curriculum based projects in Hampshire Schools gives young people the opportunity to learn in a creative way, in a supportive structured environment. Through both participation and observation, young people develop the knowledge, confidence and belief in their own abilities that will help them make the best of the opportunities open to them and make positive choices for the future. (Safer and more secure)

The orchestra's work in the County contributes significantly to ensuring that Hampshire remains a good place to work, live and visit, both now and in the future. Working with local communities BSO is best placed to address local needs through its partnerships with Hampshire County Council and other local authorities in the County. By developing the quality of its work in the county - the orchestra will assist the county in its objective of enhancing the quality of place.

Balanced Scorecard - the organisation registers a score of 4 and 5 across the criteria.

*LA Breakdown Bournemouth 190,635

Poole 144,320

Dorset 60,388

Portsmouth 45,500

Dorset combined (4 Districts) 17,187

Basingstoke 15,025

Exeter 12,244

New Forest 821

Fairfields HOG: 1206 Ref: 09103881

1. Review of the last full financial year (Apr 07 - Mar 08)

In 07/08 846 activities with a total attendance of 14,596.were presented.

2. Progress on current financial year (Apr 08 - Mar 09)

In the current financial year 08/09 Fairfields will present 989 activities with a total attendance of 20,007.

2008/9 is a good year for the programme. Fairfields strongly developed its international programme, and is now showing work by very many visual artists from all over the world, as well as working closely with the New York Institute of Dance and Education. Despite no longer receiving support for the digital art festival `zerosandones' which Fairfields Director has curated for over 12 years, a small version of the festival was presented.

The cultural diversity programme also increased. Fairfields regularly promotes cultural diverse dance. This year, with modest funding Fairfields promoted `WorldBeat' programme of dance by culturally diverse groups in Basingstoke & Hampshire as part of Basingstoke Live. Fairfields also worked with the Nepalese community.

Support for local artists also increased, particularly artists in residence

3. Position for the following financial year (Apr 09 - Mar 10)

A target of 1,060 activities with a total attendance of 22,804 is proposed

This is a proposed percentage increase over 2008/9 of 7.3% in the number of activities and a 14% increase in attendances

4. County Council Priorities

Fairfields helps deliver against the Council's priority of making Hampshire safer and more secure. For many older people who use the centre, it is a place they feel safe and secure. Fairfields helps deliver against HCC's priority of maximising well being, by providing accessible and affordable opportunities for life long learning. physical activities such as all kinds of dance activities, yoga, tai chi to provide health and fitness and visual arts and cultural activities for all ages, including older people, to improve their quality of life.

As the Visual Arts Centre for North Hampshire, amongst other reasons, Fairfields spends an incredible amount of time every week providing support and advice to an almost endless stream of different individuals and organisations. This ranges from helping our Artists in Residence, to, Basingstoke Indian Association, to casual enquiries from people dropping in or phoning up seeking information and advice.

Fairfields helps deliver against HCC's priority of enhancing our quality of place through the exhibition and participatory programme particularly the culturally diverse programme. To achieve its aims to provide opportunities for involvement in the arts and to encourage maximum accessibility for all Fairfields organises and supports some 35 arts activities a week, which are aimed at being accessible to everyone. There are many daytime classes, which are well attended by older people and mothers and for young children. There are classes aimed at and organised in association with the Indian community and more recently also the Chinese communities. The evening classes, in particular, are attended by a very wide range of people. Some activities are aimed at young people, through things such as the digital art programmes. Fairfields works hard to provide integrated classes and workshops so disabled people are not excluded from attending.

Balanced Scorecard - the organisation registers a score of 1- 3 across the criteria.

Officers have become increasingly concerned about the long term sustainability of the organisation. This concern is shared by the organisation's other main funder Basingstoke and Dean Borough Council.

Following the review of the business plan and the Business Risk Management plan, presented for the first time in 2007, it was suggested by both funders that the Board needed to review the business and its organisational structure in order to ensure that it was well placed to thrive and develop in the future .This has not happened

Using the business risk management plan provided by the organisation key concerns relate to

· the sustainability of the current management structure and the level of management skills in the staff cohort

· the lack of any plausible plan for the organisation's management should the Director be incapacitated for any length of time

· The capacity of the Board relative to understanding the business of the centre and it's ability to provide appropriate support or challenge to the Director and staff.

In order to support the organisation and to ensure that it is placed to thrive and to have a sustainable future it is important that these management issues are addressed. It is proposed therefore that condition of the grant going forward will be the engagement of an appropriately skilled consultant to work with the Board and Director on

· The Business Plan and the business planning process

· Staffing and staffing development

· Capacity Building with the Board and Fundraising

· Risk Management

Forest Forge HOG: 1200 Ref: 09103878

1. Review of the last full financial year (Apr 07 - Mar 08)

In 2007/08 the company achieved the majority of the objectives of its business plan. It produced four touring productions, one aimed primarily at older audiences in care homes, hospitals and day centres; one for a family audience; one international co-production and one for adult audiences. The company completed the commissioning of a new play from Romany writer, Dan Allum, entitled "A Clearing" a story based on true-life events in the New Forest during the 1960's, this will be produced in 2009.

The company produced a successful inter-generational reminiscence project for Test Valley Borough Council, built its relationship with New Forest National Park and with the Suhana group of Asian women elders. The company co-produced a new radio serial drama for BBC Radio Solent, which was broadcast to an audience of over 500,000 people.

Forest Forge's Youth Theatre produced two full-scale productions and took their production of "Metamorphosis" to the Big Youth Theatre Festival in Epping Forest where it was voted most successful non-professional production of the festival.

2. Progress on current financial year. (Apr 08 - Mar 09)

The company has delivered co-productions with two other Hampshire arts organisations, Proteus Theatre Company and Southampton Nuffield Theatre ("Stamping Shouting and Singing Home"). 

The current programme of work offered to Spring '09 has sold well. The company has been able to secure an additional actor for the show at no cost through the InterAct programme run by NTC Theatre Company.  The spring '09 show, "A Clearing" (will allow the company to work closely with The Romany Theatre Co, the country's only professional Romany theatre company.

3. Position for the following financial year (Apr 09 - Mar 10)

The company is in a good position for 09/10, having received a three-year guarantee of funding with inflationary increases from Arts Council England in the recent spending review. In June 2008 the company's Artistic Director/CEO resigned, leaving the company in September 2008. The new CEO/Artistic director was appointed and will commence work in January 2009. In the interim the company's Associate Director has been made up to Acting CEO/Artistic Director.

The company had drawn up an outline programme of work for 09/10 to be presented to its October board meeting. In the light of recent events it was decided by the Board to delay agreement of a proposed programme of work and budget to the third quarter Board meeting on 20^th January 2009, allowing significant input by the new CEO/Artistic Director. After discussion with HCC it has been agreed that the Council will be advised of the new programme and budget for that meeting.

4. County Council Priorities

Making Hampshire safer and more secure for all by helping young people make positive choices for the future. - The company chairs the Out of Joint Forum, which provides diversionary activity for young people excluded from, or at risk of exclusion from mainstream education in the New Forest District. It also provides a very successful, open-access youth theatre for over 120 young people aged between 6yrs and 18. Plans are afoot to create an `Ex-Youth Theatre Group' for people aged 21 and above. In 2007/08 Forest Forge completed all regular Outreach commitments including drama for adults with special needs (Brockenhurst College) drama for teenagers with special needs (Shieling, Ringwood) and drama for patients in palliative care (Salisbury Hospice). It also

completed `We Are The Voice' Video project with young people from Salterns School and Oak Lodge School, about leisure facilities available to young people with learning difficulties and special needs living in the New Forest.

The company has initiated many `Age2Age' projects that bring together young people and the elderly of the community, fostering mutual respect and understanding between groups that might otherwise be suspicious and antagonistic. The ongoing "Off The Streets" project in Fordingbridge and Ringwood is an example of engaging teenagers in a creative way to discourage antisocial behaviour.

Maximising wellbeing The company produces a minimum of one touring production targeting older people per year. It uses reminiscence workshops and oral history projects to create original drama. The elderly are encouraged to celebrate their experiences and lives that are seen to be valued in today's society.

Through taking theatre to rural locations, primarily non-theatre spaces, arts centres, community centres, day centres, village halls and schools, the company provides broader access to cultural services to communities, including those without transport or older people unable or unwilling to drive after dark. Forest Forge regularly commissions or produces work that focuses on the unique quality of our region and place both in terms of people and landscape. "The Time Traveller" project and the play "A Clearing"(set in a Romany community in the 1960's New Forest) are just two recent examples of the company fostering a clear sense of shared cultural heritage for our audiences and participants. 

The company is involved in consultation with HCC and Portsmouth and Southampton City Councils, working towards the Push For Culture initiative. The company have also delivered many Creative Partnerships projects.

Balanced Scorecard - the organisation registers a score of 3-5 across the criteria. The company' is currently working to an interim business plan for 2009/10 in order that the new CEO can influence the future direction and structure of the company. The Board will approve budget and artistic programme on 20^th January 2009. A new 3 year plan will be written in course of 09/10.

* Contributing LAs

Ringwood TC

Lymington TC

New Milton TC

Burley parish C

Hampshire Dance HOG: 1207 Ref: 09103882

1. Review of the last full financial year (Apr 07 - Mar 08)

For the first time both County Youth Dance Companies were successful in being selected for the National Youth Dance Festival in London. Anvil Arts supported the commissioning of a choreographic work for NoCo and co-hosted Shake The Room performance event involving NoCo along with hip hop groups from the region. Sourcing ongoing funding for both companies remained challenging.

A Regional Development Plan for youth dance in the South East was devised in consultation with stakeholders to inform strategic direction and identify priorities for youth dance across the region for 2008-11. Partnerships have been built with key youth dance providers and non-dance partners particularly in the physical activity and health sectors. Four youth dance companies including one from Hampshire created a new work with Hofesh Shechter's company presented at The Point, Eastleigh, as part of the Insight project. Young dancers acted as ambassadors in leading workshops with two local schools in their area. Funding is secured for the development of the regional youth dance programme and coordinator post for 2008-09 beyond through support from the Big Lottery Fund, Wellbeing Programme and an 30% increase to RFO funding from ACE,SE.

Seven regional artists including three from Hampshire showed choreographic work at Café Choreographique and received feedback at the event in partnership with The Point. The Invited audience included venue promoters, dance professionals and peer artists.

A five-day course equipping practitioners to lead dance in community settings took place. 11 participants attended including dance practitioners, recent graduates and final year degree students from Hampshire, West Sussex and Wiltshire.

An Away Day in November for board and staff gave an opportunity to review the organisation's developing remit both locally and regionally. The Board were part of a pilot training programme looking at implementing a Policy Governance model and enabled them to evaluate their effectiveness.

In 2007-08 income and expenditure were slightly less than projected due to unsuccessful application for artist development programme and Creative Partnerships activity finishing earlier than anticipated. Reserves were increased by £1,184. The overall percentage of earned income rose from 8% in 2006-07 to 11% of total income for 2007-08.

2. Progress on current financial year (Apr 08 - Mar 09)

Both Youth Dance Companies we able attend the National Youth Dance Festival in London in July. Four ex-HYDC members graduated from Laban and The Place and gained places as apprentices with professional dance companies. Mapping research has been undertaken for HCC into youth dance provision in Hampshire in preparation for the new bursary scheme which will support young people in pursuing progression routes into successful dance careers. A successful programme was delivered incorporating Careers Roadshow event at University of Winchester for Hampshire young people in partnership with DASH, and a boys' weekend with the RAD involving 15 young men in ballet and contemporary workshops at The Point.

Regionally plans are underway for VitaliSE programme supported by Big Lottery Fund Wellbeing Programme including a youth dance and health project, regional summer school and professional development programme for youth dance.

A freelance coordinator has been taken on to coordinate Café Choregraphique and Space for Ideas workshops in partnership with The Point encouraging artists to create and show work. There has been a positive response to call for expressions of interest from artists.

Financially total unrestricted funds including reserves equates to 12.5 weeks core support costs. Anticipated £1000 to be added to reserves at end of 2008-09.

3. Position for the following financial year (Apr 09 - Mar 10)

 

Youth company open days will be hosted in spring 2009 as a way of raising the profile of the companies and increasing recruitment. A Dance Leaders training course will take place in summer 2009 for youth dance company members. The course will prepare members to lead workshops as part of the regional tour in spring 2010.

 

The first year of substantial two-year funding through Youth Dance England for regional youth dance activity programme including the sub-regional youth dance networks, youth choreographic programme, performance platforms and regional summer school is in place.

The Planned opening of creation centre at The Point in autumn 2009 with commencement of new artist development programme partly based within creation centre will enable Hampshire to become a focus for artist development within the region.

4. County Council Priorities

Developing dance opportunities for young people is our key priority and forms a large part of our work. Through this we play a significant role in helping young people to live positive lives and support the priority of safer and more secure .

Artists make an important contribution to the vibrancy of communities and the quality of place. One of our longstanding priorities is to sustain and develop a viable dance economy, by attracting more dance artists to live and work in Hampshire

Balanced Scorecard - the organisation registers a score of 3-4 across the criteria.

Havant Arts Centre HOG: 1205 Ref: 09103880

1. Review of the last full financial year (Apr 07 - Mar 08)

Havant Arts Centre (HAC) 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.

The number of events has increased slightly from 254 to 262 making a surplus of just under £10,000.The Education Programme has built on last year's success, making a surplus of £19,337.

The successful application to the Arts Council has allowed the organisation to turn previously useless storage space into a much needed office and to replace the organisation's phone system. 2007 - 08 saw an increase in turnover from £525,187 to £554,925 with a surplus of £27,829; however the unrestricted carried forward deficit for the year is (£6,923). This is a slight improvement on the previous year but not the result hoped for.

2. Progress on the current financial year (Apr 08 - Mar 09)

At the end of the first quarter the organisation was on track to achieve the targets set at the beginning of the year. It has been a challenge to decipher the sales trends for the second quarter with the new box office system but HAC has definitely seen a reduction in sales due to the early difficulties with the system and possibly the much publicised credit crunch.

This year HAC has increased the Literature Events by hosting the Havant Literary Festival and have also successfully bought Classical Music back into the programme. The Arts Trail in May 2007 was a success. The trail had the theme "Read Me" and seven local artists were commissioned to put their work in to the main gallery.

The most exciting development in the year has been the proposed Havant Arts & Heritage Centre bringing the integration of the Museum and Arts Centre into one facility. Talks have progressed and the management will be taking this proposal to the membership at this year's AGM.

3. Position for the following financial year (Apr 09 - Mar 10)

This will be a year of change for the organisation. If the proposal for the Havant Arts & Heritage Centre is successful, the organisation will take over the building on the 1^st April 2009 and then spend four months working with Hampshire Museum Services to prepare for a launch in September 2009.

The centre is currently working on applications to Heritage Lottery, Arts Council South East and Awards for All. The Board has agreed a draft Mission Statement and Objectives to be presented at the AGM and a model for the staff structure has been developed. It is crucial that this venture does not put the Arts Centre at financial risk or reduce the current arts provision so the revenue and capital funding is being considered in detail before the parties sign the SLA.

The Art & Heritage Centre would provide additional space and it is proposed that Music Fusion and SCAT Theatre will be moving into the building bringing much needed rental income and creating an arts hub for the Bough of Havant.

4. County Council Priorities

The centre contributes to the objective of maximising wellbeing by providing opportunities for people to be active in their community in many ways. HAC has over forty volunteers, 65% of whom are retired. Opportunities for young people to be involved in activities outside of school are: Rock School, Hip Hop, Youth Theatre, Dance Club and activities during every school holiday providing opportunities to both enjoy and achieve

Havant Arts Centre is an important resource for the Borough of Havant enhancing its quality of place It contributes to making Havant a good place to live work and visit. The recent addition of a striking public sculpture at the front of the Arts Centre increases the attractiveness of Havant.

Havant Arts Centre programmes activities and events specifically for older people and works in partnership with Mind of Havant on a programme of drama workshops for adults with learning difficulties or mental health issues supporting the objective of safer and more secure for all. Workshops are provided for more than 130 young people every week as well as monthly gig nights which give local young bands a chance to perform and young people a safe place to enjoy themselves. The community of Havant Borough is not very culturally diverse. The performance programme includes World Music and Dance both of which have been reasonably well attended. HAC actively seeks culturally diverse role models for its work with young people.

Balanced Scorecard - the organisation registers a score of 3-4 across the criteria.

The negotiations with Havant Borough Council and Hampshire's Museum Service relative to the creation of the Arts and Heritage Centre coincides with the end of the current business plan. An integrated business plan involving both the arts and heritage element of the business is expected once the agreement with the Museum Service is completed. As the primary funder of the Arts Centre and partner in the delivery of the Heritage Centre element, the County Council is working with the centre on these developments. In the light of this it is not proposed to hold back any part of the year's funding from the Arts Centre until the business plan is complete.. Separate payment will be made by the Museum Service relative to the proposed heritage activity.

The Lights HOG: 2025 Ref: 09103885

1. Review of the last full financial year (Apr 07 - Mar 08)

Over the last financial year The Lights attracted over 78,000 visitors through its doors and has continued to develop its work across the five income streams. The artistic programme has been particularly successful with 49% of the programme achieving sell out status, thus showing the wide spectrum of interest that has been generated and sustained in the venue during its infancy.

Particular emphasis during the last financial year was given to developing the offer for conferences and hirings and targets for this particular income stream far exceeded expectations. The demand for space for amateur hires has been very high, with more and more groups looking to stage their performances at The Lights. A balance has to be struck between a reasonable amount of dates allocated to hirings without jeopardising the demand for a professional programme of entertainment.

Demand for the education & outreach programme has been very high, with hundreds of local children given the opportunity to participate in a wide range of activities in various art forms. Cross -generation work took a particular emphasis in the programme with the production of `The Time Traveller' - a play devised by Forest Forge through work with Romsey Youth Theatre, Age Concern, Goodworth Clatford Players, Turnaround Project and The Wedge. The Lights continues to develop its core programme of classes and workshops and attendances for all classes have increased over the last financial year.

The overall position remains healthy with a surplus of £18,000 made in 07/08.

The surplus will be re invested into the venue to address some of the outstanding work and issues not undertaken during the re-build and will also be invested to increase the specification of the technical operations of the venue.

2. Progress on the current financial year (Apr 08 - Mar 09)

Initial signs for the current financial year are encouraging, taking into account the current financial climate. First day sales for the Autumn season were up 56% on the previous season and the membership scheme continues to grow with over 360 members now.

Andover College has now signed a new rental agreement until September 2010 and sponsorship targets for the year have already been reached due to a strong working relationship that has been established with local company Le Creuset.

The Lights currently looks on line to achieve its targets for the current financial year and keep within expenditure limits. Early signs for 2008/09 show a balanced budget with the possibility of a small surplus of around £5,000, but again, the venue will continue to develop and build on its offer and introduce new and exciting events into its programme to attract new visitors and audiences, maintaining the high standard that people have come to expect at all times.

A new three year business plan has now been written to take the venue forward from 2009

3. Position for the following financial year (Apr 09 - Mar 10)

The Lights will look to increase its hire fees in April 2009 by 3%, however charges for the meeting rooms will be increased further to more accurately reflect the specification of these rooms. The Lights will look to further increase events in the Arena and along with this will increase income from bar sales

The new business plan will be implemented in 2009 and the venue will look to increase capacity on the core programme and its education and outreach work and build on is audiences for families and children, in particular targeting local schools and raising art awareness.

Through the artistic programme, the Lights will look to develop the range of performances on offer and in particular, increase the number of drama and dance events, linking to audiences through the education and outreach programme

As sponsorship of the venue is proving increasingly popular to the business community, the Lights will produce a sponsorship strategy and revised sponsorship pack to encourage more companies to invest in the venue, working together to forge strong working relationships

4. County Council Priorities

In 2007 Test Valley Borough Council launched a new four year Corporate Plan - Maximising Impact - the plan sets out the vision for Test Valley over the next four years and beyond and is a key corporate document and central link in the Council's overall Strategic Planning Framework. The Lights sits at the very heart of the SCHEME priorities that the Council sets out in this document, with many of the priorities mirrored in the HCC Corporate Strategy.

In particular, The Lights contributes to the county council priorities of `Maximising Wellbeing' and `Enhancing Quality of Place' and actively addresses the priorities and principles of the Hampshire Arts Strategy

The Lights continues to broaden and develop its delivery of a wide range of activities including its volunteer programme and keeps the priorities and principles at the very core of its planning and development

Balanced Scorecard - the organisation registers a score of 3-4 across the criteria.

Funding for The Lights is derived from three Executive Member's; Recreation and Heritage, Children's Services (Education) and Policy and Resources. A review report has been sent to the executive Member for Education and Policy and Resources seeking their agreement to continue their funding contribution for the future.

Making Space HOG: 1210 Ref: 09103883

1. Review of the last full financial year (Apr 07 - Mar 08)

The primary objective this year was to open the building in May 07 and run it for its first year. This threw up some interesting challenges as we got to know the building and a lot of time was taken up kitting it out and learning how to use the space.

350 people participated in the education programme. Although this was only 37% of the total target figure 60% of target income was achieved. This figure was achieved despite losing one quarter of the year to the late delivery of the building.

Making Space worked with approximately 600 people in the community through various outreach projects funded by other agencies.

The opening was a great success and an Open Day for local people in September 2007 proved very popular. The summer children's activities were very quiet and the outreach programme did not run as external funding had not been secured. Work continued with the Youth Offending Team, local schools and youth groups. The major variation to the year plan was not letting the 5 studios anticipated. As Making Space had been accruing funds to cushion the opening three years of the business, this did not have a significant impact. The programme was added to with a series of Open Days for local people, and the organisation looked for funding to continue to provide free services to disenfranchised families.

The budget for 2007/08 was realistic however It won't be until the end of the 2008/09 year that the true annual running costs of the building will be apparent. The current business plan covers a period of flux and takes the organisation up to the end of 2009/10. The new 3 year plan will be written based on figures based on experience of running the building.

2. Progress on the current financial year (Apr 08 - Mar 09)

Making Space has worked with 366 people to date in the education programme and 550 through funded outreach work. They have let 4 studios and gained funding to offer a bursary studio to local graduates. Four events for local business entrepreneurs have been hosted and the organisation became a registered Arts Awards Centre and is putting through the first Silver candidate in the Autumn autumn.

The studio tenants are excellent and Making Space is on track to meet the target of six of the seven studios let by March 09. The new format children's programme is both working better and is more cost effective. This will be formalised in the revised business plan. So far overhead costs are as anticipated. An emerging issue is the revenue funding received through Havant Borough Council. This has been granted by the Leigh Park Community Board but HBC are currently dispensing it on a quarterly basis.

The budget continues to be monitored relative to the start up model. The organisation is aware that due to the studios not being let as expected in the previous year, the organisation needs to monitor its expenditure and make savings where it can. Annual marketing costs are still too great and this budget needs review. The new marketing strategy will help the organisation to make to make the most of the budget available. This year the organisation has managed to put £10,000 into a savings account for a reserve and contingency fund.

3. Position for the following financial year (Apr 09 - Mar 010)

Progress in 08/09 has been steady. The organisation will continue to make more positive links with other agencies to develop the outreach work. The studio tenants are high quality and keen to get involved with delivery of both education and outreach work. The format and amount of workshops, particularly children's workshops has changed due to staff capacity and the market. The 2009/10 year will be about capacity building for the organisation . It will be the last year of transition into a building based organisation as they try new things before settling on a more regular core of activity that is appropriate for the building and setting.

4. Hampshire County Council Priorities

Making Space most effectively delivers on the priority of Maximising Wellbeing. The organisation 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, which is key to the priority. Through working with resident makers in the studios and through accessing the network of other arts and training organisations participants can understand more fully the links between skills and training and business need.

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.

Balanced Scorecard - the organisation registers a score of 3-4 across the criteria.

Note Making Space are contracted to manage the Leigh Park Craft initiative for the County Council. Reporting on its activities in this way enables the performance to be monitored and benchmarked with the portfolio of revenue funded organisations in the county.

Nuffield Theatre HOG: 1197 Ref: 09103911

1. Review of the last full financial year (Apr 07 - Mar08)

Detailed objectives for 2007/08 were set out in the 2007/08 - 2009/10 Business Plan This one year full action plan was written before the company won the bid to run the new performing arts spaces in Southampton New Arts Centre (SNAC). Therefore some of the priorities shifted during the year, particularly those concerning the development of SNAC, organisational development and audience development.

The company engaged in a number of artistic collaborations including working with a Russian team to make the stimulating production, Tchaikovsky and the Queen of Spades, The company also presented companies from Russia, France and Ireland, and created and presented a number of multi-cultural projects from Britain including the Polish community in Southampton. The Nuffield continued its successful programme of South Asian work.

The company continued to produce a prolific education and community programme. The focus of this work has shifted from primarily youth theatre and touring shows, to more projects developed in collaboration with the community/schools. Work included: Five touring shows which played to 14,500 people. In the last two years touring has been refocused to Hampshire's priority areas and in particular the Nuffield has developed a good relationship with the Gosport Discovery Centre. The Teachers Focus Group, formed last year, includes 20 members, of which 14 are from Hampshire.

In this year schools in Hampshire's priority areas were the focus for auditions for Hampshire Youth Theatre. These `were held in South Downs School in Havant, St Vincent's in Gosport and Harrow Way in Andover. The rehearsals for Hampshire Youth Theatre (which are a two week residency), were held in Winchester.

Financially the company made a small surplus (£2,000) put £18,000 into a fund for upgrades to our computer system.

2. Progress on the current financial year (Apr 08 - Mar 09)

In July 2008 it was announced City Lofts (SNAC commercial partner) had gone into administration as a result of the credit crunch. Whilst this is a significant blow, both Southampton City Council and the Arts Council have highlighted that the project is important to them. The focus of the work on this project for the Nuffield has shifted from design to advocacy and audience development and animation of the City centre This plan is in development with the arts partners and the City Council.

The company continues to focus on delivering an excellent programme of work for a wide community. A Streetcar Named Desire is the highlight of the year to date. It received excellent reviews, a TMA nomination for Best Performance in a Play, and a nomination for best production from the Portsmouth News.

As well as the ongoing development of the community and education work the company is planning significant involvement in the delivery of both the Find your Talent Programme and the Cultural Olympiad. The Nuffield is touring a `free show' to key Hampshire primary schools, entitled The Emperor and the Nightingale. The work in the priority areas has continued to develop through touring, the Teacher's Focus Group and Hampshire Youth Theatre. The company has been commissioned by Hampshire Constabulary to create and tour a play about honour based violence.

The organisation has begun to develop "audience builder" with Arts Marketing Hampshire and this will be trialled in Spring 2009. The building work for the new entrance is nearing completion , and, finally the company invested in essential computer upgrades

3. Position for the following financial year (Apr 09 - Mar 10)

A lot has changed in the last year, most notably the work on SNAC and the recent change in the circumstances of the project, i.e. of the economic climate. In December the company will hear more about the Arts Council's position on the project, then in Spring Southampton City Council plan to demolish the site. In February the arts partners will hear the outcome of the ZEPA bid for Interreg funding. Following the outcome of these decisions the company will take stock and develop a new Business Plan. The core work at the Nuffield Theatre will continue to develop,. The work of the education and community department, which has grown and developed considerably over the last three years will be consolidated. Managerial objectives for the year include a review of customer service and catering following the appointment in November of a new Front of House Manager.

4. County Council Priorities

The Nuffield addresses all three of the Council's Priorities. The work with young people and the range of community projects outlined above enable it to support the objectives of safe and more secure and maximising wellbeing.

As a core element of the cultural infrastructure of the South Hampshire sub-region the Nuffield through both it s main house and touring work supports the quality of place objective.

Balanced Scorecard - the organisation registers a score of 4 -5 across the criteria.

Proteus Theatre Company HOG: 1003 Ref: 09103879

1. Review of the last full financial year (Apr 07 - Mar 08)

During the course of the year Proteus produced 65 touring shows and more than 210 participatory sessions reaching almost 8,800 audience members and participants. Compared to the previous year, the company exceeded the total number of audiences and participants reached by almost 25%.

The season consisted of entirely new work, collaborating with different art forms: new circus, film, music, and focusing on our obsessions with celebrity, beauty, youth and the twisted values that result from those obsessions The Elephant Man - Proteus's 25th Anniversary National Tour, Beauty & the Beast - Winter tour/Family Christmas show 2007-08 Below Zero - Spring tour 2008

The company also produced large-scale multi-art form participatory work;- Including Below Zero development workshops involving 500 young people from across the South East which informed the development of the play. Secondly Punchbag - instigated by Thornhill domestic violence services. Southampton City PCT have funded the research and development phase of the project, with the practical phases planned for 2009 onwards.

In development `Bullet Shaped Heart' is an exploration of the experiences of British soldiers on tours of duty in 1970's Northern Ireland and serving in the Falklands War. The company is seeking co-producers for this exhilarating new play with a view to touring it to mid-scale theatres at a future date.

2. Progress on current financial year (Apr 08 - Mar 09)

This season will concentrate on bringing real regional experiences to life through the production of touring work that has resulted from direct interaction with groups and individuals on the margins of society.

Below Zero - Spring tour 2008 The tour was well received by audiences and enabled the company to create a relationship with Greenwich Theatre and to further connect with The Lights in Andover. The Elephant Man - Spring re-tour

Demand for a re-tour of The Elephant Man had been building, providing the company with an opportunity to take the play into mid-scale venues and festivals and enabling theatres to book a `double bill' with Below Zero. The Open Road and Are We Nearly There Yet? - Summer tour 2008 - co-production with Forest Forge Supported by Greenham Common Trust the two shows were performed by the same cast on the theme of transport through the years, one for older people touring to residential centres (The Open Road), and the other for 3-7 year olds touring to primary schools and professional and community venues (Are We Nearly There Yet?). Both productions toured throughout Hampshire The Snow Queen - Winter tour/Family Christmas show 2008-09

Large-scale multi-art form participatory work MIA (Missing In Action) - research and development period - is potentially a two year project looking at the issues facing families of servicemen based in Bordon, Aldershot and Basingstoke. The project will work in schools to discover how having a close family member involved in the military affects children's attitudes to conflict and war. The project will also seek to work with veterans and those who have been discharged from the military following active service, particularly focusing on those with mental health issues and sufferers of post traumatic stress disorder. The project is subject to funding. Punchbag - Domestic Violence project - The company is still seeking funding for this project in 2008-09. Scheherazade With no initial start up costs, this project will begin in early 2009 and is designed to run over three years initially. It will work with Primary and Secondary age children in Basingstoke schools, asking them to find the true stories and tall tales told and re-told within their own families. Following the pilot project, it will be delivered across Hampshire in 2010, The company will seek funding from trusts and foundations to help fund the larger project and performances.

Long term regular work with specific communities continues. The Proteans Adult Drama Group, Summer School at The Petersfield School. Breakthrough weekly workshop group for adults with physical disabilities will re-commence in March 2009.

3. Position for the following financial year (Apr 09 - Mar 10)

The intention of this season of work is to reflect the views of `invisible' people living within the community, those about whom assumptions are made and who are rarely asked for their opinion. Through the performance and project work the company intends to bring their world view to a wider regional and national audience. The Lost Toy - storytelling show for 3-7 year olds - summer tour 2009

Dracula - autumn tour 2009 (in place of Include Me Out play) The Princess and the Pea - Winter tour/Family Christmas show 2009-10

4. County Council Priorities


Primarily Proteus makes a real impact in helping the County Council to deliver against the priority of safer and more secure by taking cross-generational performance and participatory work to the local community, encouraging a wider opportunity for participation and promoting tolerance and understanding across the generations, with a particular emphasis on new audiences, including those who are socially excluded, geographically isolated, from culturally diverse backgrounds or who live with a physical, learning or mental health issue.

The company also contributes to the priorities of maximising wellbeing through its work with older people and Quality of Place through the work it takes to rural communities.

Balanced Scorecard - the organisation registers a score of 2 - 4 across the criteria.

Winchester Theatre Royal HOG: 1199 Ref: 09103912

1. Review of the last full financial year (Apr 07 - Mar 08)

As predicted the loss of the Arts Council England regular funding has had a direct impact on the year end figures for 2007/2008. As a result there has been no available surplus with which to contribute to the charitable reserves. Despite high attendances and good fiscal control the theatre's financial reserves, successfully accrued over the previous two financial years, have had to be drawn upon.

Theatre Royal Winchester (TRW) continues to make a substantial contribution through the net programme income. Front of house trading, including venue hire, also remains strong.

Budget holders in the theatre operate within extraordinary tight budgets and a culture of considered procurement exists. This has maximised the theatre's profitability at a time when stakeholder funding remains static.

2. Progress on the current financial year (Apr 08 - Mar 09)

The current economic climate, a lack of suitable reserves and no inflationary increase from core funders compounds the on-going financial position of the theatre during the first six months of trading. A reduction in attendance and therefore box office returns during Summer and early Autumn 2008 was an inevitable reaction to public concerns over the `credit crunch' and less disposable income. The theatre has shifted the professional programme to reduce some of the financial risk whilst maintaining the artistic policy and quality of mixed genre programming. October and November ticket sales are showing signs of improvement, however purchasing behaviours remain erratic.

However, the Christmas pantomime is selling steadily and looks likely to meet its financial targets.

The theatre's Board of Directors is fully aware of the delicate financial position of the theatre and through good governance maintains thorough financial risk assessment. All income streams are explored and in particular the theatre plans to apply for funds through the PUSH for the Culture and the Youth Opportunity Fund.

3. Position for the following financial year (Apr 09 - Mar 10)

This is the eighth year that TRW has not received an inflationary increase in stakeholder funding. Combined with the withdrawal of the ACE RFO and the likelihood that there will be no remaining reserves at the end of 2008/2009 this could prompt a very serious financial situation for the theatre. The theatre is projecting a deficit at year end 2009/2010 of £32,000.

The Theatre is, as always, concerned that any alteration to the level of funding agreed by the City Council has a direct relationship with the level of funding that the County Council makes on the 2:1 principle.

4. County Council Priorities

Safer and more secure - the theatre continues to provide a welcoming and safe environment for people of all ages to participate in and enjoy the arts in a variety of forms. A recent spate of anti-social behaviour has prompted TRW to work closely with the Winchester City Night Shelter and forms a platform for future partnership working.

During 2008/2009 TRW will also be working closely with Henny Beaufort School on a site specific project surrounding the issue of knife crime. This pilot scheme will further launch a much larger project involving TRW and Winchester Rural Youth Theatre drama and dance groups, Wessex Youth Offending and Hampshire Constabulary. The project seeks to use `peer education' at its core in order to engage young people at risk of offending or in need of pertinent information.

Through the TRW Education Department's varied outreach and project work the Theatre helps to create and encourage respect for and within the communities in which young people live and provides a platform for young people to make a positive contribution and enjoy and achieve.

Maximise Wellbeing - Over the past twelve months TRW has been working alongside HCC Arts Service in the increased provision for residential nursing homes in Hampshire. Following a successful pilot in Calmore the project has expanded to nursing homes in Eastleigh and Bishop Waltham and is on-going.

Working with the Youth Dance England national strategy, in addition to its regular drama and dance classes TRW has been engaging with teanage girls on a dance project designed to assist youth health and wellbeing.

Last year 1,631 young people took part in holiday activities managed by TRW throughout the county. Included in this the number of referrals from social services for young people to attend TRW workshops has increased. The TRW pantomime remains in-house and the theatre presented 15 bespoke workshops to community groups and schools in Andover, Kings Worthy, Kings Somborne, Eastleigh and Osborne School (a specialist school for pupils with learning difficulties) and home educated children.

Enhancing our quality of place Theatre Royal Winchester 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 the wider district. Working closely with the neighbouring Discovery Centre we have developed a symbiotic relationship with both venues benefiting equally from the other enhancing the `cultural quarter' of Winchester City. Winchester Rural Youth Theatre and Dance Groups continue to play a role in adding value to rural communities

Balanced Scorecard - the organisation registers a score of 3-5 across the criteria.