Archived decisions

HAMPSHIRE COUNTY COUNCIL

Decision Report :

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 2010/11. 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 are 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 2010/11, 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.

2.2 It is also proposed to indicate levels of funding for the years 2011/12 and 12/13 to further enable these organisations to both plan for themselves and to indicate to other funders that the County Council both values these organisations and has confidence in their direction, management and delivery of the business.

3. Contextual Information:

3.1 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.

3.2 Funding is provided using the resources held within the Recreation and Heritage budget for 2010/11, 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 £789,229 which includes an allowance for inflation of 1%.

3.3 The organisations considered in the report all contribute towards the Council's Core Objective of Enhancing our Quality of Place. They do this by virtue of their contribution to the cultural ecology of the County and the social and economic contribution they make in their respective communities.

3.4 The contribution that these organisation make to the core objectives of Maximising well-being, and Hampshire safer and more secure for all varies depending on their location and central purpose.

3.5 For this report, these organisations have been asked to report on how they contribute to the councils improvement agenda of

· Widening services to older people, including access, wellbeing and adult learning,

· Growing the offer to young people universally to improve well-being (in addition to intervention services)

· Tackling inequalities of access to local services in rural areas, particularly for older and younger people, & strengthen sustainability of rural communities.

3.6 Within this cohort of organisations a number of them act as partners with County Council departments and providers working with young people in care, who are NEET, who may have been excluded from school, vulnerable groups or in deprived communities. Where this is the case this will be indicated in the review of each organisation.

4. Further Background Information:

4.1 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.

5. Uncertainties and New Initiatives

5.1 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.

5.2 Economic Climate - throughout the year the worsening economic climate has impacted across the cohort of organisations. For organisations reliant on box office income customer behaviour has changed. The `must see' tickets are selling well but `nice to do' less well. In the latter case customers are also not booking ahead, as they were wont to do, but leaving it till the last minute or not at all. This makes planning difficult. The recession is impacting on the availability of product in theatres as tours are cancelled or shortened. Levels of uncertainty are high. An issue to be aware of is the impact of low interest rates on the disposable income of trusts and foundations. This will mean that competition for available funds, already high, will be higher still.

The economic climate is also affecting Local Government. The impact on the cultural budgets of some of the District, Borough and Unitary Council means that in some cases partnership funding may come under strain.

5.3 During the year Arts Council England has gone through a restructure which has meant that there will be fewer officers in the region. The region now includes the previous East and South East Regions combined, so the geography is huge. Whilst the restructure may present some opportunities for the County Council to play a greater strategic role in the region, what this may be is yet uncertain. 2010/11 is also the last year of ACE current funding agreements with its regularly funded organisations (RFOs). The County Council funds six organisations alongside ACE and expects to be consulted meaningfully on the RFO portfolio going forward. How this will play out is yet unclear and the ACE settlement and any direction attached to it by Government not yet in the public arena.

5.4 Find Your Talent PUSH - is one of 10 national Pathfinder projects across the country developing approaches to enable young people aged 0 - 19 to access up to 5 hours per week cultural engagement. The pathfinders have a specific remit to target young people who might not otherwise engage with cultural activity. In the PUSH pathfinder access to 3 hours per week outside of formal education, work with under 5s and post 16 has been the main focus. There is a target locality in each of the Districts in the PUSH area. Eight of the twelve RFOs funded by the County Council have engaged as cultural providers on this scheme building new partnerships with school and community groups in the process. The organisations not yet engaged are the building based clients in the North of the County.

In March 2011 the Find Your Talent Funding Pathfinder and the Youth Dance England current funding comes to an end. There is some uncertainty about Renaissance Hub Funding and the continuation of Creative Partnerships. These four programmes have been important in service development across the cohort of revenue clients.

5.5 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 The business plan and the business planning process, staffing and staff development, capacity building with the Board and fundraising and risk management. Disappointingly, the organisation has failed to make any substantial progress with the consultant. Interim reports form the organisation do not indicate any real development activity and the business plan and accompanying documents submitted to the County Council for 2010/11 differ very little from those submitted last year.

5.6 Havant Arts Centre - During 2009 the arts centre management working alongside the County Council Museum service has remodelled the `old' separate museum and arts centre into an integrated arts and heritage centre The Spring. In this report information from the Museum Service relative to the service level agreement they have with the arts centre and the Arts Service are combined for monitoring purposes.

5.7 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 or the views of Havant Borough Council. HBC have indicated that they wish to review levels of funding to Making Space. The County Council contracts the Leigh Park Craft Initiative to run Making Space as it is locally known.

5.8 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 the Executive Member Education and the Executive Member Policy and resources have agreed a further three years of funding subject to annual report. This agreement covers the years 2009/10, 2010/11 and 2011/12

5.9 Theatre Royal Winchester - 2008/9 was the final year of the organisation's last three year plan. In the late Spring of 2009 the Board made it clear to the City Council and the County Council that it would shortly reach a point where it would not be able to trade sustainably. In the course of the year the City Council made a one off payment of £40,000 to the organisation and the City Council, County Council and Arts Council England funded an independent comprehensive review of the organisation. The consultant's report has been received and a number of recommendations made which would enable the organisation to take steps to develop a sustainable business model. However the consultant also proposes that the three funding bodies increase their levels of funding to the organisation to enable it to thrive. The outcome of the report has not been agreed by any of the funders to date.

6. Budget Position:

6.1 The initial base budget for 2009/10 is £789,229. 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.


7. Criteria of Grant:

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

8. Other Considerations:

8.1 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.

8.2 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.

9. 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 2009/10	Funding recommended			Notes
			2010/11 Incl 1% inflation	2011/12	2012/13
1	Anvil Arts	91,225	92,137	92,137	92,137	ACE client
2	ArtSway	35,875	36,233	36,233	36,233	ACE client
3	Bournemouth Symphony Orchestra	123,000	124,230	124,230	124,430	ACE client
4	Fairfields Arts Centre, Basingstoke	47,700	48,177			2009/10 grant made conditional on organisation working with consultant to address management issues. Progress very slow - propose one year funding only with future investment based on independent organisational appraisal November 2010.
5	Forest Forge Theatre Company	53,300	53,833	53,833	53,833	ACE client
6	Hampshire Dance Trust	27,675	27,951	27,951	27,951	ACE client. HDT seeking an uplift of £10,000 to secure the future of the County Youth Dance Companies (see separate report)
7	Havant Arts Active - The Spring	107,625	108,701	108,701	108,701
8	The Lights CCRA Children's Services Policy and Resources	41,000 40,000* 40,000*	41,410 40,000* 40,000*	41,410	41,410
9	Making Space Contract and project	38,950	39,339	39,339	39,339	HCC contracts Making Space to manage Leigh Park Craft Studios on its behalf - Contract sum £33,000 p/a - balance of funding allocation to project activity
10	Nuffield Theatre	56,170	56,731	56,731	56,731	ACE client. Includes consolidated Hampshire youth theatre grant. New business plan to be developed further to decision on SNAC
11	Proteus Theatre Company	49,725	50,222	50,222	50,222
12	Theatre Royal Winchester	109,170	110,261 Earmarked amount			Includes consolidate grant for Winchester Rural Youth Theatre. No current business plan. Future funding to be identified at outcome of Consultants report agreed by funders and business plan being agreed
	TOTAL	781,415	789,229

(*) Contributions from Children's Services and Policy and Resources - Figures in italics indicate new Business Plan required.

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

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 balanced 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

Anvil Arts had a financially positive year in 2008/9. The result for the year was materially enhanced due to a `one off' VAT rebate. This will enable to organisation to invest in the building fabric. The year was the first full year of the joint operation of the Anvil and Haymarket buildings and combined programme. The ambitious programme contained a series of highlights which amongst others included the final UK appearance of Alfred Brendel and a presentation Wives as they Were, and Maids as they Are in a co-production with Theatre Royal Bury St Edmunds. The drama programme at the Haymarket started to build a new audience for the venue. Participation in the Music beyond Mainstream consortium opened up programming in world music that would be otherwise unavailable.

The year 2009/10 is presenting a number of challenges for the venue due to the general economic climate. Patron purchasing patterns have changed and there is an increasing issue with the availability of quality product for the scale. The school party and family audience and the drama audience has declined. Whilst the organisation has significant reserves much of this is designated. The organisations financial management and planning is exemplary, however the current economic climate may require use of the unrestricted reserve.

2010/11 will continue to be challenging both in terms of product availability and patron behaviour.

County Council Priorities

Growing the offer to young people -The STAX programme for 14 - 18 year olds was launched in April - this provides on and back stage experience, learning skills that will benefit future careers, study and employment. The Anvil provides subsidised tickets to under 16s and free tickets to Christmas performances for children in care, young carers and foster children. In February '10 the Anvil will be working with young people at risk of exclusion linking to performances of Rigged. The Anvil ensures that young people with disabilities are included in activity e.g. young people from Treloar School. Future plans include working with a Common Purpose group to address issues of raising aspiration and working with young people who are NEET.

Access to services in rural areas - The education programme includes visits to rural schools - the Brodowski Quartet's Musical Journey was presented in North Hampshire primary schools and the London Mozart Players concerts for care homes also toured into North Hampshire.

Widen service to older people - research into needs will precede development of a specific programme for this group

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

ArtSway HOG: 1211 Ref: 09103884

Business commentary

Artistically and financially 2008/9 was a successful year for the organisation. The Board was joined by James Hunter Deputy Principle of Arts University Bournemouth, an organisation with which ArtSway now has a memorandum of understanding regarding research into contemporary practice. Following an uplift in funding it was possible to appoint and education co-coordinator, this has enabled a significant increase in community engagement with the gallery. In a partnership with the South Bank Centre a public artwork by Phylidda Barlow was placed in the grounds at Beaulieu estate. During the year the Leverhulme Trust made an award of £90,000 to support artists' development over three years.

In 2009/10 the major project in addition to the ongoing gallery programme, with associated tours, was the presentation of the New Forest Pavilion at the 53^rd Venice Biennale, funded by ACE. The Pavilion held its own amongst the national pavilions and was very well received. This international event presented Hampshire as a cultural county in the south of England. ArtSway Associates and Xtra programmes have been established. Significant fire safety upgrading to the building has taken place. The organisation suffered significant damage to the building with the theft of lead from the building roof.

In 2010/11 the challenge will be to ensure funding is obtained to continue the marketing and audience development activity of the organisation. This will have a focus on new technologies. Development of the Open Exhibition to include other venues in the sub region is under consideration.

County Council Priorities

Growing the offer to young people includes: engaging with Find Your Talent programme in the Waterside; providing a wide range of popular regular children's activities at the gallery including family learning and work with under 3s. Targeted activity takes place in partnership with Wessex YOT, Hampshire and IOW Youth Options, Learning support units at Arnewood and Priestlands schools, special activities at Coxless School, Forest Education Centre as well as the Artists into Schools initiative. Artsway also supports the SCARF the network for those with severe learning difficulties and disabilities.

Widen service to older people - the ArtSway Xtra programme attracts a constituency of older people as well as a general audience

Access to services in rural areas - situated in the heart of the New Forest, developing the engagement programme with its community is a primary objective for this organisation. Local business and people are employed by the gallery. Professional, critical and career support is offered to artists and makers based in the New Forest and beyond.

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

Bournemouth Symphony Orchestra HOG: 2013 Ref: 09103877

Business Commentary

2008/9 was a transitional year for the organisation with the advent of a new CEO. New relationships with the orchestra were built. Audiences held up in this year, in measure because the recession news broke after season subscribers had made the decision to purchase. The orchestra played 110 symphonic concerts, made 6 recordings and were presented in 7 Radio 3 concerts. Kokoro played in Winchester, Romsey and Andover. Kirill Karabits', Principal Conductor designate, first concert with the orchestra received glowing reviews.

2009/10 has been a year of consolidation where the relationship with the new Principal Conductor Kirill Karabits clearly blossomed and reviews of their concerts continue to be excellent - this has raised the profile of the orchestra. However like many organisations the recession has impacted on audiences. This led to a reduction in the number of outside events that the orchestra undertook Following discussions the orchestra has begun to explore how it might develop venues in the East of the County. A major participation project the Hampshire Rusties was focused on the northern districts with a final performance in Aldershot.

2010/11 Key programming for the concert seasons will include planning a Beethoven cycle and a focus on Russian - including contemporary - repertoire. The ensemble programme will be developed to respond to the communities in which they appear.

County Council priorities

Growing the offer to young people - this is done primarily through the mechanism of the SLA with the music service which has a specific focus on special needs schools at present. Unsubsidised sessions in schools are also presented. The orchestra has worked with socially challenged young people in Basingstoke and with Romsey festival. Mini BSO events take place in primary schools and the orchestra provides coaching for aspiring young musicians. The potential for schools concerts is being explored.

Widen Services to older people - the 2009 Rusties project attracted players of a range of ages with a significant percentage of older people. The tea dances attracted an older audience

Access to services in rural areas - In partnership with Test Valley Borough Council three tea dances were programmed into the three market towns in the borough. In addition education work takes place in rural schools where possible.

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

*LA Breakdown 9/10 Bournemouth 192,100

Poole 124,000

Dorset 60,388

Portsmouth 45,500

Basingstoke 14,858

Exeter 11,865

Dorset Districts 6,909

Other Hants 6,000

Fairfields HOG: 1206 Ref: 09103881

Business Commentary

2008/9 Fairfields continued to programme international artists in the visual arts and dance. The Zero's and Ones digital festival was programmed and participated. Worldbeat programme was recommenced. The organisation reported an increase in attendance for activity.

2009/10 - the organisation is predicting an increase in participation again. For the second year a Manga artshow was programmed and again, building on the success of the fashion show, a second foray in to this world was programmed with the Frock Shock show. The organisation worked with the Willis Museum to create a large programme of activity to accompany the China exhibition. The organisation makes a very brief mention of the work that the consultant is doing with them on the management issues raised by the two funding authorities. It was condition of grant for 2009/10 that these issues were addressed.

Fairfields has done very little work on addressing the issues of Business Plan and planning processes - there has been very little change in the document presented with the submission for this report, Staffing and staffing development - no movement, Capacity Building with the Board and Fundraising - first awayday agreed for January 2010, Risk Management - Risk management plan still inadequate in terms of mitigating activity especially in the case of incapacity of the Director. This is an inadequate response to funders concerns.

2010/11 the organisation reiterates its business plan and makes no mention of dealing with any of the management issues that have been raised by its funders as important strands of activity.

County Council priorities

Growing the offer to young people - classes in the Fairfields programme, provided by community organisations provide activity for young people

Widen Services to older people - class programmes provided opportunities for older people, this includes IT sessions.

Reducing Inequalities - Fairfields has a strong cultural diversity programme

Balanced Scorecard - the organisation registers a score of 1- 3 across the criteria. However whilst this would appear not to be a significant change from last year in fact scores have reduced in 50% of the criteria and now includes two criteria where the organisation does not meet the standard.

It is therefore proposed that only one year's funding is agreed and that the County Council engages a consultant to undertake an independent review of the organisation. The outcome of this review to be used to inform any future investment in the organisation.

Forest Forge HOG: 1200 Ref: 09103878

Business Commentary

2008/9 - This year saw co-productions with both the Nuffield Theatre Company and Proteus Theatre company. Both these ventures enabled the company to extend it reach and work in new ways. The Autumn tour, A Clearing explored issues surrounding the traveller community in the Forest and was the culmination of 2 years work with the community. Outreach work continued with work with adults with special needs and in after school clubs throughout the Forest. Forest Youth Theatre presented three productions. In January 2009 Kirstie Davies took over as Artistic Director. Financially the company finished the year within budget.

2009/10 - has been a transition year for the company with the new Artistic Director leading the development of a new three year plan for the company and developing new ways of working. The company will now integrate its Outreach work (renamed Creative Learning programme) much more with the touring programme. The company has presented two shows to date and has explored new venues such as Hurst Castle for performance, including the ferry as part of the event. During the summer Forest Forge coordinated the fist Roots festival.

2010/11 - this is the first year of the new business plan. Fundraising for an associate artist, developing new marketing activity and the exploitation of new web technologies to build younger audiences are all important strands of work. At the beginning of the Year a new General Manager will be appointed as Karen Jeffries leaves the company after 20 years.

County Council priorities

Growing the offer to young people- the company works with over 1000 young people in a range of projects in and out of education, including young people at risk through the Out of Joint Forum and the Colours Youth Centre in Hardley. The Company has participated in Find Your Talent. The Roots festival involved six youth theatre groups exploring environmental issues. The company participates in the `Off the Street' project with Ringwood and Fordingbridge Youth Clubs. Specific issue based work such as Shank - exploring knife crime are developed for secondary age students. In the new year a new group aimed at 19 - 28 year olds will be initiated.

Widen Services to older people - the company regularly devises work to attract this group such as the Open Road project with Proteus and the upcoming Desert Island Discs project which will tour to Library venues.

Access to services in rural areas - some 90% of the company's work takes place in rural areas and often explores rural themes.

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

* Note Forest Forge own their own building

Hampshire Dance HOG: 1207 Ref: 09103882

Business Commentary

2008/9 - The Youth Dance Companies continued to provide high quality choreographic and performance opportunities for gifted and talented young people. Both companies were invited to perform at the prestigious National Youth Dance Festival in London in July. The partnership with Youth Dance England (YDE) secured £180,000 for youth dance in the region, some 23% of this will be directed into Hampshire via the Youth Dance Hub in the County. Demand for places at professional development events demonstrated the need for this strand of work. HDT provided support to the County Council in developing the Dance Bursary scheme through research into providers and methods for identifying potential bursees

2009/10 - This is the last year of the Big Lottery funding which has supported the development of the 2 County Youth Companies. HDT will work to find new resource to sustain this initiative for gifted young people. Year one of the new Dance Bursary scheme for school students and graduates was supported by HDT as delivery partner. The YDE programme was delivered including professional networking, showcasing young people's work and choreographic workshops. The County companies toured to schools in the PUSH area as part of the FYT programme. A new initiative for young people studying in Hampshire FE colleges and interested in dance administration was piloted in the Take Over Day at HDT offices. Work with Audiences South improved understanding of audience development. Two young people have been recruited to the board.

2010/11 will present a number of challenges. An exit strategy for the YDE programme, including working on the National Strategy for Dance, will be devised to promote sustainability, The case for investment in the Youth Dance Companies will be made to HCC. A South Asian Dance Company will be established in addition to delivery of the core programme of work with young people and the professional development programmes.

County Council priorities

Growing the offer to young people - Dance for young people forms a large part of the work HDT delivers across the county, providing a ladder of opportunity through dance for young people. HDT has made an important contribution to the ground breaking research into dance a health in young people, in this iteration examining the impact of gender specific creative dance on young people's health (NRG project). The professional development work contributes to improving school attainment and high quality teaching through partnership with the Dance Association for Schools in Hampshire (DASH) and provision of INSET courses. New media has become an integral part of reaching young people and the dance constituency including Facebook pages, dance videos on You Tube and Twitter all linked to HDT website

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

Havant Arts Active - The Spring HOG: 1205 Ref: 09103880

Business Commentary

2008/9 - This year the organisation celebrated its 30^th Birthday on 2^nd August Like other venues The Spring was impacted on by the recession and made a small loss on the year. However a full programme of performance and participatory activity took place and planning for integration with the museum service commenced. The approach to programming continues to be inventive with new strands of activity e.g. events integrating food being trialled. Partnership activity with Making Space and colleagues at Staunton Country Park continued.

2009/10 - the major project which occupied the organisation for the first six months was the transformation of the Havant Arts Centre into The Spring Arts and Heritage Centre. The capital and programming challenges that this presented were considerable. Driven by the Director the new centre opened on the first weekend of October with a fully integrated programme. The theme of shoes was chosen and artists, performers and the museum service all rose to the challenge of working together. The result is a lively and appealing programme. This ambitious organisation has set the bar high for itself. Whilst programming ideas are strong the Centre has to develop a new marketing strategy to build audiences for the combined offer.

2010/11 - this will be the first year of the joint operation and the impact on the business will have to be monitored carefully. The installation of a new box office (in partnership with HCC Arts Service) will take place. This will present financial challenges to the organisation but the capacity of the new system to provide good and timely participation data will materially support new marketing and audience development capacity.

County Council priorities

Growing the offer to young people - The Spring presents a strong and wide ranging programme of participatory weekly and holiday activity for young people. The venue is part of the Creative Hampshire cultural learning project where links between the centre and schools will focus on the performance programme. In the new year a new monthly youth `drop in' night The Mix will start. A pilot activity with families with children with disabilities will take place in the new year.

Widen Services to older people - The centre has a full programme of events for adults - some of which are specifically aimed at older people. Matinee films with tea are very popular with older people, providing an important social as well as cultural event. The centre is working with a group of older people to develop a specific programme for this group called Growing Old Disgracefully. The local history research room is well used by older people and the Friends of the Museum are predominantly over 60, an important constituency for the new centre.

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

The Lights HOG: 2025 Ref: 09103885

Business Commentary

2008/9 - the Lights attracted 44,854 attendances at classes and performances at the venue - The performance programme averaged 79% capacity. The inclusion of some `preview' events for `big star' comedy acts materially contributed to this figure and raised the profile of the venue in the community. The venue provides a popular place for local groups to hire, particularly after the upgrade of the facilities, and this has made a strong contribution to the income stream. The education programme enabled thousands of young people to engage with the Lights, particular focus was put on dance in the year, with a culturally diverse project that culminated in a performance at Andover Live and the Dance in the Valley cross generational project which culminated in shooting a film at Amport House. The Children's Festival was a collaboration with HCC Museum and Library service and involved some 2000 young people.

2009/10 - whilst the financial year is progressing well, the recession is impacting on the level of sponsorship from local businesses. The college has given notice of vacating the Bistro; this will impact on rental income but gives the Lights the opportunity to reinvent its catering option. A new three year business plan was adopted for the venue.

2010/11 - this will deliver the business plan as laid out, which sets realistic targets for performance over the period. In the light of the difficulty of raising sponsorship the venue will investigate the potential of a Business Members' Group giving members a continuing relationship with the venue.

County Council priorities

Growing the offer to young people- The C4Free scheme enables 16 - 24 year olds to experience a range of events over a variety of art forms for free. The venue is also a participant in Never Seen Live the County Council's audience development scheme which encourages audiences to try something new and enables the venue to build audiences for a wide range of activity. Strong working relationships have been developed with the three secondary schools in Andover and the venue will be a partner in delivery of the Creative and Media Diploma.

Access to services in rural areas - The Venue's education and outreach programme delivers in the rural areas of the valley, this will continue building on the partnership with Extended Schools that commenced with the Cirque du Normandy project. Future plans include the development of a drama project in schools that addresses health issues. This will be undertaken in partnership with the health policy team and The Test Valley Partnership.

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

Making Space (Leigh Park Craft Initiative) HOG: 1210 Ref: 09103883

Business Commentary

2008/9 - Whilst not meeting its target for education activity, which has been reviewed and the offer remodelled, Making Space worked with 885 participants in its outreach programme. The target of six studios let was achieved with a mixture of individual makers and a Portsmouth University Graduates on bursary. A significant success in the year was the award of £50,000 HLF grant for a Leigh Park based programme. Financially the organisation achieved its planned budget outcome.

2009/10 - At the point of grant submission Making Space was confident that it would meet its participation targets based on progress to date. 5 studios are let and artists are hiring the teaching spaces to deliver their own programmes. The HLF funded project has started with 100 participants to date and schools work and a residency planned for the rest of the year. Two open studio events have been held and the Director has curated two `off site' exhibitions including, for the second year, Crafted at the Winchester Discovery Centre.

2010/11 - This year will see the review of the business plan, the key will be looking towards levels of manageable growth for the size of the organisation. Making Space is still a new business and is operating in an area with significant social and economic challenges during a recession.

County Council priorities

Growing the offer to young people - Making Space provides regular holiday activity and a programme to schools. This year the organisation has worked with all, bar two, of the schools catering for under 11s in Leigh Park. Making Space hosted Wessex YOT Summer College for the 3^rd time. During this, the young people are taken through the Bronze Arts Award. They also support the Awards Group, young people engaged with Duke of Edinburgh Awards. Work also takes place with the Havant Prevention Team, with younger children at risk of offending.

Reducing Inequalities - much of the work done by Making Space addresses this agenda. The work with the Leigh Park Carnival provides expert support in a community led activity. This year a Leigh Park Memory Map was made in a cross generational activity. The organisation works with the Dad's Group at local family centre providing creative activity for them and their children Funding from the Mercers Company was obtained to provide bursaries to adults to enable engagement in the education programme. A project with teenage mums was piloted with funding from Find Your Talent . So successful was it that a continuation project including numeracy, literacy and the Bronze Arts Award has been developed.

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

Nuffield Theatre HOG: 1197 Ref: 09103911

Business Commentary

2008/9 - in this year the SNAC developer went into administration and the project was subject to major evaluation - this has led to a process of four key stage reviews - the Nuffield is a strategic partner in this project. The company focused on audience development for their core programme and the transition to a wider City focus. The core programme remained of high quality both in house and incoming product. The touring programme presented 32 performances in Hampshire schools including in Havant and Gosport. Financially the theatre finished the year with a £10,000 surplus.

2009/10 - A new developer has been found and the last key stage review for the SNAC project has taken place. The outcome is expected in the new year. Apples and Snakes performance poetry company set up a SE home at the theatre. The main house programme remains of high quality with excellent in house production and touring product. The education and touring work developed in response consultation with the teachers' support group and a new model of working will be introduced in 2010/11. The mix of performance, including culturally diverse work provides a programme that reaches both new and specialist audiences. The theatre, like others, has been impacted by the recession.

2010/11 A new business plan will be developed in the light of the SNAC stage review. It will include the Cultural Quarter animation project as well as continuing a number of other audience development initiatives.

County Council priorities

Growing the offer to young people - the company works in the formal education sector working with teachers and young people. In 2008/9 the company did 23 projects with 8,000 participants. PGCE workshops are provided to trainee teachers. The company is participating in the Night Less Ordinary initiative to provide fee tickets to under 26s funded by ACE.

Widen Services to older people- the pricing regime at the theatre provides access to the programme for older people and the company has been focusing attention on the needs of disabled people. In 2009 Hampshire Constabulary commissioned the company to produce a piece about honour based violence, extracts from this have been included in an educational film which extends the life of the project.

Access to services in rural areas - the touring company takes its work to rural areas.

Locality working - the company has focused both touring performance and youth theatre recruitment in the priority areas of Gosport, Havant and Andover

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

Proteus Theatre Company HOG: 1003 Ref: 09103879

Business Commentary

2008/9 The company presented 130 performances to 9,237 people in this year as well as running a programme of participatory work, largely based in Basingstoke and Deane. A new strand of performance work for the infant school age range was developed and toured in partnership with Forest Forge. The company took its touring show The Elephant Man to the Edinburgh Festival - this led to an invitation to take the show to New York. The company developed a partnership with Basingstoke Women's Refuge for a project on domestic violence and the company delivered cultural opportunities to young people as part of the Find Your Talent programme. 46% of the company's work took place in Hampshire.

2009/10 - A second show for under 7s was created which successfully toured to schools in the county. The winter tour of Dracula had a successful tour to middle scale venues across the country. However only 21% of tour venues were in Hampshire and the company did not attract other funding to cover the out of county element of the tour. The winter tour of The Princess and the Pea is largely in community venues in Hampshire. The domestic violence project is now working in schools in Southampton and will run in Basingstoke later in the year. The participatory programme was run with the Proteans, Breakout etc.

2010/11 is the first year of the company's new three year plan. The plan sets out a clear narrative for the next period. This includes family touring, work for under 7s, community based projects and regular participatory work

County Council priorities

Growing the offer to young people - Includes under 7s work and workshop programmes for schools, colleges and community groups. The company has worked with Basingstoke college of technology helping NEET students with interview techniques. Proteus has a long term relationship with Petersfield School through the Shakespeare summer school and has developed a storytelling project for Find Youth Talent. The `Breakout' project takes place at the Basingstoke Gateway Award project. A new partnership with the Travellers Advisory Service will result in a secondary school project. The company has developed a placement scheme with graduates of Queen Mary College.

Widen Services to older people - the company successfully opens its activity to older people whilst not necessarily creating specific work. However in 2011 a specific project with older people - Up the Hill Backwards - will be developed. The MIA project will involve service veterans.

Access to services in rural areas - a significant amount of Proteus' work takes place in rural settings

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

Winchester Theatre Royal HOG: 1199 Ref: 09103912

Business Commentary

2008/9 The recession began to bite for the theatre during the Spring and Summer seasons overall attendance being down 6%. On a positive note however the Pantomime did well with an 84% capacity attendances. Remedial action was taken by altering the pattern of programming to reduce the level of risk. This impacted on the drama programme but benefitted the children's programme.

2009/10 - during the Summer it became clear that the theatre's financial position was being impacted by the recession and funding constraints. An application to ACE Sustain programme was made but this was not successful. However the theatre is participating in a number of audience development initiatives; the national Night less Ordinary scheme which provides free tickets to under 26s funded by ACE and the Never seen Live programme funded by the County Council. Despite the down turn, 13 of the shows have been sell outs. None of this could mask the fact that the theatre needed to find a more sustainable financial and operational model. A one off grant from the City Council provided reserve support. Together the City Council, the County Council and Arts Council, commissioned an independent consultant to undertake a comprehensive review of the theatre's artistic and operational performance. A draft report has been received. It contains challenges to the theatre as to its operation and direction but equally challenges the funding bodies as to the levels of funding required to support the development of a sustainable future. The report has yet to be approved by the commissioning bodies.

2010/11 there is no business plan for this period - it will be developed in response to the consultants report.

County Council Priorities

Growing the offer to young people - the theatre, through its education and outreach programme, provides a strong programme of participation for young people; this includes the Winchester based and rural youth theatre and dance programmes. In addition regular classes, workshops and specific curriculum activity is provided. Fully subsidised workshop places are provided to Winchester Young Carers and to the Home Schooling Group. The annual Winnal Rock School showcase is presented at the theatre. A pilot project with children in care has been undertaken with a view to a longer term project in 2010/11 The Theatre has an established relationship with the County's special schools

Widen Services to older people - in collaboration WTR provides flexibility through dance activity in nursing care settings in the District and Eastleigh.

Access to services in rural areas

Balanced Scorecard - the organisation registers a score of 1-5 across the criteria.