DOR DORCHE HESTER STER AR ARTS TS & THE THE MUNI MUNICIPAL BUI BUILDINGS DINGS A Presen esentation tion by by Adrian Adrian Stuart, Stuart, To Town Cl Clerk, erk, Dor Dorches hester er TC TC Ma Mark Ta Tattesall, Artis Artistic ic Di Director ctor of of Dor Dorches hester er Arts Arts
Wh What at ar are we we Cov Covering? ring? • Who are Dorchester Arts? • How would they use the Municipal Buildings? • How can we manage the relationship? • How would it affect our current users? • What are the financial implications? • What happens in the longer term? • What else do you want to ask?
Wh Who ar are Dor Dorches hester er Arts? Arts? • Operating in Dorchester for the last 30 years • Provide a varied programme of 70+ performances annually (6,800 ticket sales in 2013/14) • Provide opportunities for arts participation (3,750 participations in 2013/14) • 1 full time and 6 part time staff, supported by Board of Trustees • Removal of Arts Council Funding creates a funding shortfall, poses challenges to less commercial parts of their programme, and pushes them to a more commercial approach • Grove premises are too small and not central, while use of Corn Exchange is limited by how bar operates • Ambitions to move to Brewery Square – higher costs, bigger audiences, significantly bigger programme, much higher commercial income streams
Dorches Dor hester er Arts Arts Budg Budget • Increased uncertainty Today Future £000 £000 • Arts Council grant disappears • No Lettings income Staff 89 89 • Bar becomes a core funding stream Running Costs 45 37 • Shift in Emphasis Total Expenditure 134 126 • Secondary spend on bar generates Core Grant (AC, WDDC,DTC) 75 45 more than surplus on ticket sales (in common with many other arts Surplus on Events 11 15 venues) Surplus on Bar 3 20 • Value of Bar income from non ‐ DA events, e.g. Weddings, other Hirers Lettings 10 0 • More commercial programme, more Other Income 41 46 events over time, more commercial approach Total Income 140 126 • Expect surplus in Years 2 & 3 Surplus/(Deficit) 6 0
Wh Who ar are Dor Dorches hester er Arts? Arts? Staff Board of Trustees includes: ‐ Mark Tattersall Artistic Director (‘12) • Louise Sheaves (Chair) – founder of the Louise Drummer in 80’s indy band Sheaves School of Dance (est. 1982) • Joined CBS records ’86 (14yrs). As Vice President Sony Music • • Rod Hoare MBE – Transport expert and consultant worked with Oasis, Suede, Gipsy Kings etc (BAA, Chair of Heathrow Express) Moved into Visual Arts from ‘00 • Ran Art Gallery in France & UK consultant • • Terry Hooley (Treasurer) – Audit partner Ernst & Curated ‘07 Gibson Guitartown, o2 auction • Young Zimbabwe Chair of Trustees (ex CX ‘08) of ArtAcademy in London • Board member, Dorset Visual Arts • Sara Lock – Deputy Director @ Salisbury Arts • Supported by: Centre • Kathy Webb (Finance Officer): 7 years at DA • Trevor Ware – ex Chair Trustees @ Bridport Arts • Laura Mulhern (Marketing Officer): highly experienced, Centre formerly of Tandem Marketing, Creative Director South West Artwork • Simon Barber – owner, Evolver Magazine • Karen Malim (Fundraising and Development Officer): MA Arts Management, Member of Institute of Fundraising • Michael Armstrong (Participation Officer): formerly Music & Arts Education Officer, Bournemouth and Poole • Bar Manager/Administrator – to be appointed
What Wh at ar are Dorc rchest ster Arts Arts lo lookin ing fo for? Short term ‐ Municipal Buildings is a Long term – Move to The Maltings Stepping Stone • Major Arts Venue comparable to • A Town Centre presence Salisbury/Yeovil • Building audiences, anticipation and • Largely self ‐ supporting, generating support for longer term plans revenue from events and secondary • A visible sign on the front of the building spend • Balance the Books • A much bigger arts offer in Dorchester, • Growing Income rather than cutting cost reflecting the town’s status and – more performances rather than less aspirations • Increased Arts attendance and • But will take 3 years to raise £10M and participation in Dorchester reconfigure The Maltings • More events, bigger audiences, more participation and benefit to the community from outreach activities • Develop Bar, Fundraising and other Income generating experience
How How ar are the the Mu Muni nicipa pal Build Buildin ings used used at at pr presen esent? t? (2013/14 2013/14 da data) • Usage levels are generally poor • Fri eve – Sat (CX/TH) • 38% used • Mon ‐ Fri daytime • Events focused • 20% utilised • DA, Performances • 2 regular hires = 10% • Weddings, other socials eg Beerex • Casual hires = 10% • Markets • New charging regime focused on low • Sun priced community use • 95% mornings – Church • Getting the building used is more important than generating income • 3% pm/evenings • Mon ‐ Thu evening • Issues preventing usage • 45% used • Poor storage management • Almost all regular hirers • Kitchen/ground floor annex layout • Monday CX slot unattractive • Council Chamber furniture inflexible • Down time linked to events set up
How How wo would Dor Dorches hester er Arts Arts use use the the Buildings? Buildings? • HQ (Magistrates Room) • Bar (Catering concession) • Admin hub & Ticket office • Operated by DA for all events • Requires exclusive use • DA would retain profits – key focus • Will remain a fire exit for Town Hall • DTC take 10% of gross turnover up to £50k, (solution has been found) 15% above £50k • Access to toilets and 2 parking spaces • Corn Exchange • Signposting • Used by DA for 90%+ of events • Use of main foyer (not tapestry area) as • Std fee of £110 per event gallery/publicity space • Currently c. 20 pa, year 1 c. 75 • Cellar storage • Expected to rise from year 2 • Meetings in Dressing Rm/Council Chamber • Partitioned to create atmosphere • Fixed rent of £3,000 • Occasional hire of Town Hall • Legal advice taken ‐ Separate legal agreements for each element of the relationship
The The Bar Bar – C – Critical to to DA DA’s success, success, and and an an im import rtant part part of of DT DTC’s hir hire of offer • Key part of DA’s future Business • Advice from County’s biggest Plan Brewer, Hall & Woodhouse • Bar Sales produce more profit than • H&W staff seconded during transition ticket sales • DA staff training in H&W pub • Will be second largest net income • Free advice on Stock, equipt, etc • New Bar Manager to be trained • Providing a service • Contracted trained casual bar staff, • Volunteers at DA events aspiration to pay at Living Wage • Manager/paid staff at other events • A significant step up on already • Diversify away from “alcohol bar” successful Grove operation • Refresh • Capable and motivated volunteer base • Bar lacks character • Includes ex ‐ professionals • Layout inefficient • Focused on financial benefit to DA • Track record on Festival Bars
How do How do we we ma mana nage ge re relationships? Many opportunities to fall out How do we manage relations? • Operational • Formal Documentation • Use of buildings • Magistrates Room Lease • Use of equipment • Standard Hire Agreements • H&S v. ticket sales at events • Bar Franchise • Management of bar • Risk Register • Bookings • Protocols • Current hirers given priority • Documents that specify how aspects of the relationship will be managed • Weddings as an income generator • DTC could be turning down alternative • Regular meetings and I.T. bookings with no guarantee DA will hold • Forward plan on bookings an event • Share I.T. to ensure good communication • Money • Pick up minor operational issues before • Paying franchise and hire charges on time they become irritants • Monitor Risk Register • Understand longer term plan for Dorchester Arts and The Maltings
Curr Curren ent User Users of of Municipal Municipal Buildings Buildings Regular Hirers Irregular Hirers • Family Church are outgrowing the • Weddings building, but are leaving 6 mths before • currently c. 7 ‐ 8 uses of CX per year, half intended linked to TH • now planning for 10 pre ‐ booked slots • CX ‐ Leroc, NADFAS, Film Soc. • Town Hall only events unaffected unaffected – DA to discuss Bar • Annual events (Beerex, Dorchester • Weekend Markets will require Drama, etc) smoother turnover for evening events • Better use of Town Hall • Mag Rm • Slicker turn round time • Country Market to CX, very occasionally • Review of Kitchen and Storage space Foyer • Red Cross training to Town Hall • Bridge lessons to Town Hall, Dressing Rooms, or Weymouth Ave Pavilion
Recommend
More recommend
