3 Year Business Plan
2004 – 2007
23 New Mount Street
Manchester
M4 4DE
Email: newbreed@zetnet.co.uk
Company Register: 3533519
Registered Charity No:
1083598
Business Plan prepared by
Liz O’Neill
Arts Development
consultant
Contents
..
Objectives,
Activities, Goals …………………… 6
Historic
Recurring problems
and how to eliminate them ………………. 7
Arts Council England: NW
Artistic
Programme ……………………………… 9
The Irish Giant …………………………….. 10
Gobsmacked ……………………………….. 11
Management
& Staffing ………………………….. 12
Artistic, Administrative, Marketing,
Project, Governors, Advisors,
Members, Partners
Audience
Development ………………………….. 15
Additional
Activity, Advocacy, Education ………. 15
Company
Development …………………………… 16
Training , marketing,
Equal Opportunities
Monitoring
& Evaluation ………………………….. 17
Fundraising
& Finance …………………………… 17
Budget Notes ………………………………… 18
Appendix Index
2 The Irish Giant Tour Budget 22
3 Gobsmacked Budget 25
4 SWOT Analysis 27
5 The Irish Giant Tour Pack 37
6 The Irish Giant Tour Schedule 38
7 Gobsmacked Project Summary 39
8 Workplan Calendar 41
9 Job Descriptions for new Managerial posts 42
10 Equal Opportunities Policy 47
Also
attached:
Memorandum
& Articles of Association
Audited
Accounts 2002/3
The Irish
Giant Evaluation Document Autumn 2002 Tour
New Breed
was formed in 1989 as an unincorporated organisation, by a small band of
visionary disabled people who not only wanted to act, but also wanted to
develop disability awareness in the community.
Between 1990 and 1996, New Breed
delivered six national tours, beginning with The Birds (1990), Birds
2 (1991), Birds 3 (1992), The Man Who Loved Islands (1993), Grimm
(1994), and Tryst (1995-6). During this time, the company developed a
reputation as an experimental theatre company that took existing texts as a
starting point, stripped them down, and created innovative, high-quality
performances informed by the lives and experiences of the actors.
After an organisational review and
re-structuring in 1996, the company pursued a more regional focus dedicated to
the development and expansion of disability theatre within the North West
region, although national touring remained part of the work. In March 1998, the
organisation was legally incorporated as a company limited by guarantee and
obtained charitable status in November 2000. A copy of our Memorandum and
Articles of association is available on request.
In 2001 New Breed ran the workshop
programme My Heart Missed a Beat, also completing our Development
Initiative, begun in 1998, with Phase 3, which involved training for the
members of the board of Trustees & a stage-management training initiative
with Graeae Theatre Company.
Residential
workshops were held in 2000 and 2001. So Here It Is at Contact theatre,
Manchester in 2000 offered 10 disabled people the opportunity to be involved in
an intensive workshop over a 2 week period, culminating in a public
performance. The project was developed in 2001, where the same process was
repeated, also gaining an additional residency at Unity Theatre, Liverpool for
2 weeks. There were also additional public performances. The significance of
the workshops in the lives of the people who participated was illustrated by
the fact that most of the participants treated the fortnight as their annual
holiday.
We re-launched our touring programme
in Autumn 2002 with a new piece entitled The Irish Giant. The play was
rehearsed at Contact Theatre, Manchester, in September and toured the North
West in October. The show was well-received by both critics & audience,
& won the Manchester Evening News Theatre award for Best Fringe Production.
Vision
To create high quality,
diverse, non-patronising and accessible new theatrical productions through the
development of the arts of disabled* people in the North West region, providing
opportunities for disabled artists to develop new work informed by the lives
and experiences of disabled people.
New Breed aims to provide
theatre activities both involving disabled and non-disabled people and for
disabled people of all ages.
For the purpose of this policy and related documentation, the term ‘disabled’ will be taken to include Deaf people and any person who considers themselves having a disability
Mission
New Breed strives to be a
professional National Touring Theatre Company that nurtures disabled artists,
creating new work and supporting new writing, through its associated programme
of ‘masterclasses’ and a professional workshop programme.
~ To work with people with disabilities to assist in
the development of professional theatrical skills and practices
~ To advocate the inclusion of people with disabilities
in the arts
~ To develop a programme to increase audiences of
disabled people
~ To participate in the growing integration of disabled
and non-disabled
~ To gain wider audiences, while still pushing the
boundaries of theatricality and accessibility.
Aims
~ To be disability-led (at least 50% Board and Staff
disabled)
~ To produce and tour new theatre of the highest
quality, based on the lives and experiences of disabled people.
~ To provide a theatre company for the general benefit
of disabled people, in the North West of England and nationally, based in
Greater Manchester.
~ To provide practical training and opportunities for
disabled people to experience, enjoy, create and perform drama and other
performed media, through hands-on experience, courses, seminars, workshops or
other appropriate methods.
~ To actively seek to collaborate with partners to work
with people of all cultures, ages and backgrounds, rural and urban, to develop
both theatrical skills and disability awareness.
~
To provide a variety of
ways for everyone to understand the lives of disabled people through the
mediums of drama, art, training and education.
~
To create career
opportunities for disabled people in performing arts.
~
To advance public
education in the North West in relation to the performing arts by disabled
people.
~
To challenge
perceptions and attitudes towards disability theatre through exploring new
forms and processes of creation.
~
To promote
accessibility and develop new accessible routes of connection towards diverse
audiences.
~
To provide role models
for young disabled people to encourage them to reach their full potential
~
To encourage awareness
in actors, other artists, theatres and venue managers, funding bodies, and the
public, of the requirements of disabled theatre practitioners.
~
To tour professional
theatre productions to theatres using disabled and non-disabled performers and
artists
~
To run associated
workshops with at least 50% venues who book the show.
~
To provide workshop
programmes for disabled people in theatre venues.
~
To develop and advocate
training opportunities in disability action training within the Arts and
associated sectors.
Goals
~
To tour one
professional national theatre production annually,
~
To build a core
membership of experienced practitioners.
~
To run one annual
workshop programme, linked to our professional work, to encourage the
development of new and emerging disabled theatre practitioners and writers.
Historic recurring
problems and how to eliminate them
New Breed has had its most
successful periods when under the direction of one leader with their own
artistic vision. During these times the company has delivered numerous
successful projects such as The Birds (1-3), Grimm, Tryst and The
Irish Giant.
History shows that New Breed
can successfully manage such artistic projects with a staff team of two.
However, this small team does mean that all other development work and
activities go on hold during the creation of a project.
The success of these
productions becomes even more applaudable when you realise that they happened
despite an ongoing shortage of managerial staff to oversee production and
administration. In most cases, the artistic creator of these projects was also
responsible for all company development, administrative work and office
management, resulting in an overly heavy workload – the demands of which become
too high for one individual, particularly considering their disability needs,
and leads to resignation. Each time this ‘one man band’ moves on, the company
goes into a period of inertia and instability. This leads in turn to a natural
concern for the future of the company by the Board of Trustees, and various
reviews and consultants have been brought in to suggest ways of finding a more
secure future for New Breed. Often these reviews have failed to be put into
practice, again due to the time constraints that inevitably come with one person
taking responsibility for all creative, administrative and development work.
It is imperative that New
Breed creates a workable infrastructure as a company, in order for it to be
sustainable beyond any individual staff member. This Business Plan addresses
this need for infrastructure by the following measures (described in more
detail in following pages):
1)
An increase in
staffing, with two Managerial posts; one for Artistic Development, one for
General Management and Company Development; plus a steady growth in support
staff which includes a (p/t) marketing officer and administrative assistant.
2)
A firm artistic vision which can be followed,
adhered to and developed, irrespective of which individuals are in office.
The research for this Business Plan
involved much communication and reporting from a number of individuals and
organisations associated with New Breed – the results of which clearly
highlighted a common thought on what the artistic direction should be: ie New
Breed should strive to be a professional National Touring Theatre Company which
nurtures disabled artists and creates new work and supports new writing, through
its associated programme of ‘masterclasses’ and a professional workshop
programme.
3)
Continued development
of the Board of Trustees, through additional recruitment and further board
training.
4)
Identifying and
accessing additional sources of funding to facilitate the development of
projects and an increased stability for the company.
Arts Council England:
North West
The Arts Council has been
New Breed’s primary funder since its conception. Discussions with Arts Council officers reveal a continued
commitment to the company, coupled with concerns regarding the lack of artistic
vision, recurrent periods of inactivity and the aforementioned lack of
infrastructure which results in the above.
The Arts Council has
requested a Business Plan for New Breed which addresses these developmental
needs, in order to resume its funding support. Arts Council Officers also
recognise that, whilst the creation and following of a realistic Business Plan
goes some way to alleviating the problems caused by a structure which relies on
one individual, it does not create quality artistic work.
The concern is that New
Breed may not be able to find people within the disabled community who can
effectively fill the artistic and managerial roles necessary to the development
of the company.
Research already undertaken
has gone some way to alleviating this concern. The disabled community is a
tight-knit one. New Breed has many supporters and partnerships with other
disability awareness organisations (listed), in particular NWDAF, who have
assured the company that they will provide extensive marketing and recruitment
support to enable New Breed to fill these roles. All associated parties who
have been approached with this concern state that they firmly believe that
there are individuals within the community who are able to fill these roles.
As an additional support to
this concern, the budget is laid out so that a minimal amount of funding is
required, until the point when these new roles are appointed, and funders are
satisfied that both a satisfactory infrastructure and suitable staff are in a
position to lead the company into its future development.
A Recruitment procedure is
being followed, which includes:
a)
Ensuring as wide as
possible a remit for advertising the positions available, including working in
partnership with support organisations.
b)
Ensuring a skilled
Recruitment team to see the process to completion. This includes additional
board training, accessing the Business in the Arts:NW Skills Bank, inviting
skilled recruitment officers to take part in the process and inviting ACE:NW to
take part in the process.
c)
Ensuring a
comprehensive induction programme, probationary programme and disciplinary and
grievance procedure are all in place in time for appointment.
d)
Access to Access
Workers, provided under the Government Department for Work & Pensions under
their “Access to Work” Scheme.
Artistic Programme
New Breed intends to produce
at least one professional touring production and one related workshop programme
each year, which specialises in creating new work.
In 2004 the professional
production will be a re-tour of The Irish Giant, building on the success of the
Autumn 2002 tour of this production that won a Manchester Evening News Award
for Best Fringe Production.
Fundraising is now taking
place to ensure that this tour is possible, and a tour schedule is also
currently being set.
New Breed’s artistic vision
is to create new theatrical work by and for disabled artists. In order to
facilitate this, New Breed will continue to use the workshop leading skills and
experience it has developed over the 14 years it has been trading. As a result
of both the changing climate in disability awareness and the decision that New
Breed should prioritise the professional development of disabled artists, these
workshops will now be led more as professional masterclasses than community
events.
In this way New Breed will
facilitate the creative development of professional artists. The company’s
artistic programme will no longer be reliant on one individual, but instead,
any practising artist will have the opportunity to present their work under the
auspices and experiences of New Breed Theatre Company.
Via a process of nurturing
emerging disabled arts practitioners through the workshop programme, New Breed
intends to find artists and writers who can create and influence the
development of new work for the associated national touring programme.
Consequently this is a
rolling programme which supports and develops new work by disabled artists, and
ensures that New Breed remains at the forefront of creating innovative,
ground-breaking work with a relevance to the current issues facing the disabled
community.
This is a simple rolling
programme of artistic work, which nurtures the creativity of all professional
disabled artists / would-be artists.
There is much potential for
company growth within this structure. After the first year, where much time
will be given to establishing this programme, additional venues for both the
national tour and the workshop programme will be developed each year, enabling
a steady growth for the company, that will not compromise the artistic vision
or capabilities of the company.
The Irish Giant – National Tour: Spring 2004
18th Century
London – a bad time to be poor, Irish and a freak…
New Breed are currently
developing a national tour for this Manchester Evening News Award winning
production. The Irish Giant was
chosen as it is a new play – a disabled people’s story written by a disabled
writer, and challenging accessibility issues.
This is a multi-media
theatre performance piece of a fictionalised but true story for ‘mainstream’
adult audiences, involving drama, dance, music, film/video and puppetry.
Although the subject matter and life of The Irish Giant seems positively
barbarous, the production uses comedy and humour to leaven the tragic story.
Ghost-walk the darkly humorous and disturbing world of the body-snatchers of 18th
Century London.
Four disability activists
break into the Hunterian Institute at midnight to recover the skeleton of
Charles Byrne, the 7ft 9 Irishman of the 18th Century who was known
as The Irish Giant. A mysterious figure appears from the darkness and takes
them back in time, relating the story of Charlie the story-teller and poet, and
his band of friends who make their fortune by amazing the rich people of London
with his remarkable stature. Crossing the wild Irish Sea and finding London to
be a bleak inhospitable cesspool, they nevertheless carve out for themselves a
niche in the world of freakshows, courtesy of Charlie’s height. They begin to
gain considerable wealth.
Charlie’s difference also
attracts the attention of Sir John Hunter, Surgeon General, physician to the
social elite, researcher in physiology and medicine (most of ‘Gray’s Anatomy’
was based on his work). He was also an obsessive anatomist and secret employer
of grave robbers, who longed to investigate Charlie’s corpse with his scalpel.
As Charlie’s health fails and audiences dwindle, his friends begin to turn on
one another while Hunter bides his time.
After the inevitable end,
the Giant’s body disappears mysteriously on its way to a burial at sea… and a
7ft 9 skeleton appears in Hunter’s private collection. The play ends on an
upbeat note, with the activists finding that their nerve-racking efforts
haven’t been in vain…
Appendix:
The Irish Giant Tour Pack
The Irish Giant Tour
Schedule
The Irish Giant Budget
The Irish Giant
Evaluation document (Autumn 2002)
Gobsmacked! – Workshop Programme: Summer 2004
Historically, New Breed has
had a strong focus on delivering an educational package of workshops and
training developments. However, since its inception in 1989, the market has
changed. Where once New Breed was the sole provider of this type of community
arts training for disabled people in the region, there are now many groups and
companies offering comparable training opportunities. In the light of this, New
Breed has reviewed its training programme. Research has shown that although
there is now a considerable increase in community arts training available to
disabled people, there is still a lack of theatre training for professional /
semi-professional artists and practitioners. As a developing professional
touring theatre company, with a history of providing high quality training
opportunities, New Breed is in an ideal situation to fill this gap in the
market, and specialise in creating specific training and development
opportunities for professionals.
This Master Class
development is the core basis for GobSmacked!
A 2 week workshop for
disabled people, planned to run in both Manchester and Liverpool. This
programme has been developed from the success of So Here It Is, and
would consist of 10 full days culminating in a public performance, and broken
down into three stages of development:
a)
Improvisation –
enabling all participants to feel ownership of the residency, and a relevance
to their lives
b)
Rehearsed reading /
public performance of all scripts / work developed
c)
Selected scripts
further developed (in association with NW Playwrights and Full Circle Arts
mentoring scheme – all scripts will receive some level of support, ranging from
initial advice to full production development).
It is New Breed’s intention
to facilitate the development of emerging disabled artists through this
workshop programme, building up its core members group and encouraging and
supporting new disabled writers. It is anticipated that future professional
work will be created from this workshop process, using new writers, directors
and performers. This is a proven format for disabled artists to showcase their
work – for example, 4 participants in the So Here It Is! Workshop gained
touring work with Graeae as a direct result of taking part in New Breed’s
training.
New Breed intends to develop
this workshop programme by developing partnerships with additional venues, such
as Theatre By The Lake in Keswick, Dukes Playhouse, Lancaster and Playstation
in Penrith.
Appendix:
Gobsmacked! Project
Summary
Gobsmacked! budget
Management &
Staffing:
New Breed currently consists
of a Board of Management (8 members) and a staff of one Office Manager. The
last Artistic Director left the Company in February 2003, and it is this lack
of staffing and artistic direction which has led to a stalling of the production
of artistic work. This Business Plan aims to address these staffing problems by
showing how a realistic staffing level can be achieved through the finances
available, enabling New Breed to fulfil its artistic aims and lead it towards
its vision.
The new staffing structure
is as follows:
A new Creative Producer is
to be employed to initiate the artistic development of the company and the
promotion of the company’s work within the context of disability arts, with
responsibility for the planning, delivery and evaluation of New Breed’s
artistic programme, including both professional touring theatre and workshop
programmes. (To be appointed January 2004 – see attached Job Description)
Administrative
A General Manager is
to be appointed, responsible for maintaining and developing the infrastructure
of the company to allow it the freedom to pursue its artistic aims. The
post-holder will be responsible for all legal and financial matters, advocacy,
fundraising and overseeing all office management and administration. (To be
appointed January 2004 – see attached Job Description). The fundraising and
infrastructure capacities within this role are imperative to the continued
development of the company.
An Administration Officer
is also within the plan. This is a
support post, for general office duties and administration. This position is
designed as a Training Post, to be financed through separate fundraising and
offering a new opportunity to a disabled person to gain office and
theatre-practice skills.
Links have already been made
with First Asian Support Trust Jobnet (Richard Pundick contact@nddp.com) - a group whose remit it
is to find administrative employment for people with disabilities. It is hoped
that this link may lead to the recruitment of this training post. It is
anticipated that this post would come on line in Spring/Summer 2004.
A lack of a designated
Marketing Officer has been highlighted in all recent project evaluation
reports. New Breed, as a disability-led theatre company, has its own unique
marketing needs – the variety of which leads to the requirement of a designated
Marketing officer, who would have three areas of work:
1
To produce a Marketing
Strategy, print, design and press for the national professional tour.
2
To identify and
implement a Community Marketing Strategy for the workshop programme.
3
To market New Breed
generically, enabling its reputation to grow outside of the disabled community
and to assist in building the company’s recognition as a mainstream company,
changing venue attitudes who currently see New Breed as a ‘risk, only appealing
to a minority audience’.
This is initially a
part-time (1/2) post, which would begin with the tour of The Irish Giant in
Spring 2004. This post then becomes full time in Year 3.
Additional staff will be
employed on a contract basis, project by project, according to each project’s
needs. Many of these project staff may be drawn from the new Members group (see
below).
Governance
New Breed is governed by a Board of Management, who generally meet 8 times per year. New Breed is continuing with its Board Development programme, which has already resulted in 3 new members, including Paula Keaveney, a Marketing expert previously with Business in the Arts North West, and Richard Gregory of Quarantine, an ACE RFO.
The Board of Management
Members are as follows:
Pat Garrett – Chair
Anthony Stott – Treasurer
Diana Williams
Paula Keaveney
Richard Gregory
Paul Mittler – Founder member and active current Board member
Dr Anne Allister – medical Dr, new Board Bank member
Julia Keenan – ACE:NW representative (observer)
Verity Leigh - ACE:NW representative (observer)
In 1997 an Artistic Policy
Group was established, consisting of practising disability artists and
practitioners who did not want to compromise their employment potential with
New Breed by becoming Board members, but still felt a personal commitment to
the company and held an active interest in its development. This idea, although
excellent in intent, did not substantiate in reality. However, the fact that it
was created gives clear evidence that New Breed has created a legacy of artists
and practitioners who are committed to the development of the company, its
professional productions and the vision it stands for.
It is therefore the aim of
the company to establish a Membership Programme, thus formalising and making
the best use of this ad hoc group of supportive artists and practitioners. All
members would receive the latest news on company development, performance,
workshop and employment or training opportunities as well as the opportunity to
meet regularly for networking, brainstorming and sharing of ideas. It is
anticipated that the majority of professional workshop leaders and cast members
for touring productions would be drawn from this pool.
Partners (potential and current – not exclusive)
ABTT
Action Transport
Arts & Business
BiA:NW
Big House Theatre Company
Blue Badge Theatre Company
Bury Met
Capture 1
Community Arts NW
Contact Theatre, Manchester
Disabled Access to Computing (da2c)
Duke’s theatre, Lancaster
Fittings Multi-Media Arts
GMCDP
Horse & Bamboo
ITC
Jackson’s Lane
LIPA
Manchester Chamber
of Commerce
NWDAF
Stalking Histories
Target Training
Temple DPS
Theatre by the Lake, Keswick
Touchdown Dance
Unity Theatre, Liverpool
Voluntary Action Manchester
As mentioned earlier, New
Breed has recognised the need to maximise its audiences. It is imperative that
the success of the award winning The Irish Giant is used to build
audiences as soon as possible. (Strike while the iron is hot.) Combine this
with the need to develop audiences through the workshop programme alongside the
national touring programme, and the importance of gaining additional venues for
national touring purposes, and the case for a designated Marketing Officer is
clear.
‘Cultural Outreach’
New Breed also aims to
create a Cultural Outreach programme, including for example, a performance of
The Irish Giant at the Harris Gallery
and Museum in Preston (no ticket charge – donations only), but billed to a specific
invited audience, such as learning disabled people and survivors of mental
health programmes. By including work of this nature within its programme of
activity, New Breed will reach new audiences and strengthen its supporter
network, whilst at the same time providing a valuable service and asset to the
disabled community.
Additional Activities: Education, Advocacy &
Awareness Training.
New Breed naturally has
within its core an awareness of all issues affecting the disabled community.
Although now clearly recognised as subsidiary activities to the main aims and
objectives of the company, (New Breed provides disability advocacy by example)
it is vital that all company members recognise these particular issues and
address them where appropriate as part of their main activities.
Having gained much
experience over the years in offering training opportunities and Disability
Awareness training, it would be foolish to abandon these areas of work.
Consequently, the following activities have been included in this plan as they
complement the main thrust of New Breed’s artistic vision.
~ New Breed was building a good relationship with LIPA
(Liverpool Institute of Performing Arts), with a view to implementing a regular
series of workshop residencies for the LIPA Disability Access Course. However,
this course has now been cancelled, but despite that, Mandy Redvers-Rowe at
LIPA has approached New Breed to discuss the possibility of a ‘Year 0’
disability performing arts pre-degree foundation course. New Breed will
continue to take part in these discussions and research opportunities to seek
accreditation.
~ Disability ActionTraining within the Arts and
associated sectors.
Company Development:
Training
Both the current Office Manager and certain Trustee members of the Management Committee have attended various training and development programmes, including an ABTT Training Course in Stage Management. The budget line for Staff training has been increased in this Business Plan, in order to cater most efficiently for the new staff.
Marketing
As mentioned earlier, it has
been recognised that it is imperative
for New Breed’s growth and development that a dedicated Marketing Officer is
employed. This has been budgeted as a part-time post (1/2) for the first two
years, increasing to a full-time post by year three. The Marketing Officer’s
role will be three-fold:
a)
To create a generic
marketing strategy for the company, building on New Breed’s reputation within
the disabled community and making the company known outside of this community,
creating a wider visibility through marketing and networking, and, along with
the Artistic Director and Company Manager, taking a pro-active role in fighting
the battle against venues that perceive New Breed as a ‘risk’ that only appeals
to a minority audience and so not making bookings.
b)
To take a lead in
marketing the annual professional touring show, including design, print, press
and media publicity and be a primary contact for all venue marketing
departments.
c)
To install an effective
and thorough arts / community marketing programme to ensure all New Breed
Training programmes reach a wide market.
Equal opportunities
New Breed Theatre Company
defines disability as the exclusion of disabled people from taking part in any
activity through physical, attitudinal, communication and environmental
barriers. We therefore seek to increase the arts of disabled people throughout
the North West region by developing opportunities for disabled artists to
create new work informed by the lives and experiences of disabled people, with
a commitment to creativity, innovation, accessibility and diversity.
New Breed has an Equal
Opportunities Statement and Policy which it adheres to at all times. All future
staff, be they permanent, project or artistic, shall be employed and monitored
according to this policy. Please see Full Equal Opportunities Policy in
Appendix.
Monitoring & Evaluation
New Breed continues to be
very thorough in its monitoring and evaluation of projects.
(See enclosed Final Report for The Irish Giant tour 2002). The improved staffing levels as set out in this Plan will ensure that roles for such monitoring and evaluation will have a renewed clarity that will help maintain this thorough evaluation procedure.
Documentation
To continue to develop and
improve as a professional touring theatre company, New Breed has recognised
that it must improve its documentation of projects. With this in mind, the
company has already added a performance for video documentation purposes to the
2004 tour of The Irish Giant (Bury Met). This could also be used for marketing
purposes for the company.
Fundraising
New Breed recognises that
one of the problems it faces is its current reliance on one sole funder
providing its core revenue. It will be a primary role of the new post of
Company Manager to identify and access new funding partners for the company.
This new Business Plan and
its associated budgets clearly separate the core funding from the various
projects the company intends to deliver. This should enable an achievable
fundraising strategy to be implemented, following each project, ensuring that
the company does not suffer should any individual project not meet its funding
requirements.
This fundraising strategy
will also, over the three-year period, take more emphasis from looking to the
Arts Council for project funding, with alternative sources being approached,
and further partnerships being developed. This achievement would leave New
Breed in a far stronger position, with a multitude of baskets to put its eggs
in!
Finance
Budgets are attached as
follows:
Annual Overview for
2004-2007 (three years)
Project budget for 2004 tour
of The Irish Giant project
Project budget for Gobsmacked!
2004
Audited accounts for 2—2-3
Please also refer to
“Fundraising” section above.
Notes to attached
budget 2004-7:
The budget has been set out
in a way that separates core funding and activity from various projects. In
this way, any financial insecurity that follows will only affect individual
projects, rather than the company as a whole.
It suggests that ACE:NW
retains its minimum level of funding until a successful recruitment campaign
has been followed. This leaves a 3 month period from January – March 2004,
whereby the new post-holders will be in place, prior to the new finacial year.
Consequently Column 3 states the further amount requested from ACE:NW for this
period to enable New Breed to continue in its Company Development plan, with no
further hold-ups.
Income: Arts Council England: North West provide the majority
of core funding, topped up by an achievable amount of fundraising and
sponsorship.
Expenditure:
This covers the salaries of the two main posts, and a part-time Marketing
Officer as well as overheads, office costs and administration. Overhead costs
have been retained at a low premium, to ensure that the majority of costs
incurred by the company relate to the fulfilment of its artistic vision.
Overheads have been increased at a rate of 5% in line with anticipated
inflation rates, and are based on the company remaining in its current
premises. Any negotiations for alternative premises will have to bear these
costs in mind.
Professional Touring (*)
Income: The majority of income for the annual professional
tour consists of applying to Grants for the Arts and additional fundraising
from Trusts and Foundations. It is appreciated that New Breed has not recently
availed itself of the funding opportunities that exist within the Charitable
Foundations, and it will be a primary role of the new General Manager to
identify and raise these funds. Although an achievable task for Years 2 and 3,
this has proven a considerable task for the current office situation. This is
likely to be resolved by employing a freelance fundraiser, with experience of
the company, to assist in raising the funds necessary for the Spring 2004 tour
of The Irish Giant.
|
NBTC
Budget 2003-4 |
2003 |
Jan-Mar 04 |
|
2004-05 |
2005-06 |
2006-07 |
|
|
|
AFO continuing |
On successful recruitment campaign |
|
|
|
|
|
|
|
budget |
|
|
|
|
|
|
|
Income |
|
|
|
|
|
|
|
|
ACENW
(core) |
40,000 |
13327 |
|
66,482 |
70,000 |
70,300 |
|
|
Grants
for the Arts (project) |
|
|
|
35,000 |
30,000 |
30,000 |
* |
|
Other
project grants |
|
|
|
91,500 |
84,000 |
90,000 |
* |
|
Govnt
Traineeship |
|
|
|
15,000 |
15,000 |
15,000 |
** |
|
Community
Chest |
2,500 |
|
|
|
|
|
|
|
Trust
(capital) |
|
|
|
5,000 |
20,000 |
|
*** |
|
Trust
(fundraising) |
|
|
|
9,500 |
7,000 |
18,000 |
|
|
Gobsmacked
training grants |
|
|
|
40,000 |
57,000 |
60,000 |
**** |
|
Sponsorship |
|
|
|
3,000 |
5,000 |
10,000 |
|
|
Partnerships |
|
|
|
|
|
|
|
|
Earned
Income (training) |
|
|
|
3,500 |
5,000 |
7,000 |
***** |
|
Earned
Income (merchandise) |
|
|
|
750 |
1,000 |
1,500 |
|
|
Earned
Income (box office) |
|
|
|
11,900 |
15,200 |
20,000 |
* |
|
Income
Total |
42,500 |
13327 |
|
281,632 |
309,200 |
321,800 |
|
|
|
|
|
|
|
|
|
|
|
Expenditure |
|
|
|
|
|
|
|
|
Staff |
|
|
|
|
|
|
|
|
Artistic
Director |
|
5000 |
|
20,000 |
22,000 |
24,000 |
|
|
Company
Manager |
|
5000 |
|
20,000 |
22,000 |
24,000 |
|
|
Administrator
(trainee) |
|
|
|
15,000 |
16,000 |
16,500 |
** |
|
Marketing
Manager (p/t) |
|
|
|
8,000 |
8,500 |
17,500 |
|
|
OM
Salary |
21,920 |
1827 |
|
|
|
|
|
|
PAYE |
|
|
|
6,300 |
6,850 |
8,200 |
|
|
Recruitment |
500 |
500 |
|
1,000 |
1,000 |
1,000 |
|
|
Travel/Expenses |
320 |
|
|
500 |
750 |
1,000 |
|
|
Training |
300 |
1000 |
|
1,000 |
1,000 |
1,000 |
|
|
Staff
sub-total |
22,540 |
13327 |
|
71,800 |
78,100 |
93,200 |
|
|
|
|
|
|
|
|
|
|
|
Trustees |
|
|
|
|
|
|
|
|
Seminar/Training |
300 |
|
|
300 |
400 |
500.00 |
|
|
Travel/Expenses |
400 |
|
|
450 |
500 |
500 |
|
|
Hospitality |
180 |
|
|
200 |
200 |
200 |
|
|
Trustees
sub-total |
880 |
|
|
950 |
1,100 |
1,200 |
|
|
|
|
|
|
|
|
|
|
|
Premises |
|
|
|
|
|
|
|
|
Rent |
4,883 |
|
|
5,064 |
5,570 |
6,127 |
|
|
Water |
15 |
|
|
20 |
30 |
35 |
|
|
Electricity |
120 |
|
|
150 |
175 |
200 |
|
|
Insurance |
986 |
|
|
1,000 |
1,250 |
1,500 |
|
|
Cleaning
& Repairs |
200 |
|
|
200 |
225 |
250 |
|
|
Supplies |
230 |
|
|
250 |
250 |
300 |
|
|
Premises
sub-total |
6,434 |
|
|
6,684 |
7,500 |
8,412 |
|
|
|
|
|
|
|
|
|
|
|
Administration |
|
|
|
|
|
|
|
|
Telephone |
680 |
|
|
1,000 |
1,200 |
1,400 |
|
|
Stationery |
600 |
|
|
1,000 |
1,000 |
1,000 |
|
|
Subscriptions |
200 |
|
|
300 |
350 |
350 |
|
|
Minor
Equipment |
200 |
|
|
200 |
300 |
400 |
|
|
Postage |
125 |
|
|
300 |
350 |
450 |
|
|
Print/Photocopy |
50 |
|
|
100 |
200 |
300 |
|
|
sub-total |
1,855 |
|
|
2,900 |
3,400 |
3,900 |
|
|
|
|
|
|
|
|
|
|
|
Professional
fees |
|
|
|
|
|
|
|
|
Bank
charges |
150 |
|
|
200 |
250 |
250 |
|
|
Legal
fees |
400 |
|
|
500 |
750 |
800 |
|
|
Accountancy |
685 |
|
|
750 |
1,000 |
1,000 |
|
|
Consultant
fee & exps |
5,000 |
|
|
|
|
|
|
|
Prof.
fees sub-total |
7,735 |
|
|
1,450 |
2,000 |
2,050 |
|
|
|
|
|
|
|
|
|
|
|
Projects |
|
|
|
|
|
|
|
|
Annual
Tour |
|
|
|
134,150 |
130,000 |
140,000 |
* |
|
Gobsmacked!
wkshops |
|
|
|
57,698 |
65,000 |
70,000 |
**** |
|
Training
Workshops |
|
|
|
500 |
1,000 |
2,000 |
***** |
|
Projects
sub-total |
|
|
|
192,348 |
196,000 |
212,000 |
|
|
|
|
|
|
|
|
|
|
|
Other |
|
|
|
|
|
|
|
|
Consultancy
Research |
600 |
|
|
|
|
|
|
|
Capital
Investment |
2,500 |
|
|
5,000 |
20,000 |
|
*** |
|
Contingency |
|
|
|
500 |
1,000 |
1,000 |
|
|
|
|
|
|
|
|
|
|
|
Expenditure
Total |
42,544 |
13327 |
|
281,632 |
309,100 |
321,762 |
|
|
|
|
|
|
|
|
|
|
|
Balance |
-44 |
0 |
|
0 |
100 |
38 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
*=prof
touring production |
|
|
|
|
|
|
|
|
**=
trainee administrator |
|
|
|
|
|
|
|
|
***=
capital |
|
|
|
|
|
|
|
|
****=
gobsmacked! |
|
|
|
|
|
|
|
|
*****=additional
training workshops |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
THE IRISH GIANT |
|
|
|
|
|
|
|
|
|
|
Spring
Tour 2004 budget. |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
INCOME |
|
|
|
£ |
notes |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Company
investment |
|
|
|
|
|
|
|
|
|
|
New
Breed Theatre Company core funds |
|
|
|
10,000.00 |
assuming b.plan successful |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Earned |
|
|
|
|
|
|
|
|
|
|
Box
Office |
|
|
|
11,900.00 |
based on
avg 50-50 £8&6 (i.e. £7), 80 seats per night,25 perfs (see below for 30%
venue split) less VAT |
|
|
|
|
|
Programmes |
|
|
|
750.00 |
25 perfs @ 30 progs ea. @ £1 per prog. |
|
|