Finance and Budget Committee

10am, Thursday, 6 June 2013

Leith Theatre and Thomas Morton Hall

Item number Report number Wards 13 -

L inks Links

Coalition pledges P40, P23, P24, P30, P31 Council outcomes CO7, CO19, CO20 Single Outcome Agreement SO1

Mark Turley Director of Services for Communities

Contact: Ian Buchanan, City Centre & Leith Neighbourhood Manager

E-mail: ian.buchanan@.gov.uk | Tel: 0131 529 7524

Executive summary

Leith Theatre and Thomas Morton Hall

S um m a ry Summary

At the Culture and Leisure Committee of 24 April 2012, proposals were outlined for the community-led development of Leith Theatre and Thomas Morton Hall and approval sought, in principle, to lease the complex to the Leith Theatre Trust (LTT).

The Committee decision was:

1) To agree, in principle, to lease the Theatre and Hall complex to LTT for an initial period of five years in which to develop final capital proposals subject to the following:

(i) appropriate lease terms and conditions would be presented to the Finance and Resources Committee for approval; and

(ii) any lease would not incur any additional net expenditure by the Council above its current operational expenditure on the complex.

2) To require that any future use of the site incorporate and protect the accommodation for the Registration service.

This report outlines lease terms and conditions for a five year lease of Leith Theatre and Thomas Morton Hall to LTT.

Recommendations

It is recommended that the Committee:

1 authorises officers to create a five year lease, on appropriate terms and conditions, for Leith Theatre and Thomas Morton Hall to LTT;

2 agrees in principle to creating a further 30 year lease, giving LTT full financial responsibility;

3 agrees to end the lease and advertise the opportunity to other groups/organisations if LTT’s plans do not prove to be viable; and

Finance and Budget Committee– 6 June 2013 Page 2 of 8 4 agrees that, if no viable options are presented or developed within nine months following advertisement, Corporate Property should progress a financially beneficial asset management solution for the Council.

Measures of success

Leith Theatre and Thomas Morton Hall are financially viable.

Financial impact

There are currently no financial implications envisaged as a result of potential LTT proposals for the Theatre. Services for Communities has responsibility for maintaining the Theatre in a wind and watertight condition as well as the management of Thomas Morton Hall.

In the event of a five year lease to LTT, the Council’s budget commitment would be no greater than its current net operational expenditure on the venue. Any operational expenditure, in excess of that currently covered by the Council, will be met by LTT and any income greater than £27,500pa will be retained by LTT.

If LTT took a 30 year lease, following a successful five year lease, they would release the Council from all financial support while the lease was active.

Equalities impact

The Trust’s vision for the Leith Theatre and Thomas Morton Hall complex is to develop it as a cultural hub; creating a place where people of different ages and backgrounds can enjoy a range of cultural experiences and events.

The recommendations are therefore relevant to the general equality duties of advancing equality of opportunity and fostering good relations and should result in a positive impact on quality of life.

Finance and Budget Committee– 6 June 2013 Page 3 of 8 Sustainability impact

The community-led development of a cultural hub will help ensure a strong and healthy society by promoting social cohesion and inclusion. The re-opening of the theatre and future development of Thomas Morton Hall will help achieve a sustainable Edinburgh by having a positive impact on local businesses and local communities and preserve the building.

Consultation and engagement

LTT have promoted their proposals for Leith Theatre and Thomas Morton Hall at local Leith events. Most recently these have included displays and information at the ‘Leith Decides’ event on 2 March 2013 and open days at the , Theatre and Thomas Morton Hall complex in 2011 and 2012.

Background reading/external references

 Council Executive (30 Nov 2004) Edinburgh’s Theatre Strategy

 City of Edinburgh Council (9 Dec 2004) Edinburgh’s Theatre Strategy – Proposed Sale of Leith Theatre

 Leisure and Cultural Development Scrutiny Panel (18 Apr 2006) Leith Theatre and Arts Campus Feasibility Study

 Council Executive (9 May 2006) Leith Theatre Strategy Group Feasibility Study

 Culture and Leisure Committee (22 June 2010) Thomas Morton Hall: Future Management Proposals

 Culture and Leisure Committee (24 April 2012) Leith Theatre and Thomas Morton Hall

Finance and Budget Committee– 6 June 2013 Page 4 of 8 R e p o r t Report

Leith Theatre and Thomas Morton Hall

1. Background

1.1 Leith Theatre was a gift from the people of Edinburgh to the people of Leith, following the decision on 10 October 1920 to incorporate the Burgh of Leith into Edinburgh. Works commenced in 1929 and it opened in 1932. The theatre suffered bomb damage in 1941 and was closed until 1961. It closed again in 1988 and has not been used since.

1.2 Thomas Morton Hall adjoins the theatre and is in regular use as an arts, performance and community hall. Income from hire does not cover all costs associated with the hall.

1.3 Following the publication of the Council’s Theatre Strategy in 2006, the local community expressed interest in developing and implementing proposals for the future of Leith Theatre and subsequently extended their interest to Thomas Morton Hall.

1.4 Since then, a number of proposals have been developed. These faced difficulties in resources and implementation.

1.5 LTT has requested that the Council considers granting an initial short term ‘peppercorn’ lease of the complex, of five years’ duration, to allow the Trust time to develop capital planning and fundraising. LTT will then seek a 30 year lease to secure funding.

2. Main report

2.1 Leith Theatre has not been used for 25 years. The building fabric continues to be maintained but is in need of investment to preserve it.

2.2 Dance Base operated Thomas Morton Hall under licence for two years until September 2012. In 2011/12, Thomas Morton Hall generated an income for the Council of £27,500 with expenditure for Thomas Morton Hall and Leith Theatre in excess of £90,000.

Finance and Budget Committee– 6 June 2013 Page 5 of 8 2.3 In September 2012, management of Thomas Morton Hall reverted to Services for Communities. Hall booking and administration is carried out by the Neighbourhood Team based in Leith Library and a Hall Keeper lives in tied accommodation on site.

2.4 If the Council continues to operate Thomas Morton Hall, it will need to continue with its financial support. It will also have to consider the long term financial impact of maintaining the theatre building.

2.5 A significant investment in facilities and a marketing and customer shift would be required for Thomas Morton Hall to be self financing.

2.6 LTT’s business plan (Appendix 1 and 2) is based on a promotional and marketing shift to create a sustainable venue. They are also in a position to attract investment (subject to a 30 year lease) to bring the theatre back into use and preserve the fabric of the entire building.

2.7 LTT have carried out extensive research and received co-operation, support and advice from across the art industry. They are confident that, with a dedicated promotional and marketing resource, they will be able to maximise the income opportunity for Thomas Morton Hall. This should enable LTT to establish themselves as an arts venue operator during the five year lease and allow them to develop plans, funding and clients for the theatre.

2.8 It is proposed that officers enter into a five year lease with LTT to include, but not restricted to, the following conditions:

 LTT operate Thomas Morton Hall as an arts and community venue.

 LTT manage Leith Theatre.

 Future use of the site incorporates and protects the accommodation for the Registration service.

 LTT pay a rental of £27,500 per year.

 The Council continues to pay for utilities at existing levels.

 The Council maintains the external fabric of the building.

 The Council insures the building and LTT reimburses these costs.

 The Council provides Hall Keeper services at current levels.

2.9 LTT should therefore take a five year lease requiring no additional expenditure or income for the Council. This will be the primary performance monitor for the lease. LTT will be required to pay the Council rent in arrears, £13,750 after the first six months and then £6,850 quarterly, uplifted by inflation annually.

Finance and Budget Committee– 6 June 2013 Page 6 of 8 2.10 If LTT fail to pay the full rent due at any rent date (first six months then quarterly), the arrears and all rent due must be paid by the next rent date. If not, the Council will seek to terminate the lease.

2.11 If LTT’s plans do not prove to be viable, it is proposed to end the lease and advertise the lease opportunity on similar terms and conditions. If no viable options are presented or developed, Corporate Property should progress a financially beneficial asset management solution for the Council.

3. Recommendations

3.1 It is recommended that the Committee:

3.1.1 authorises officers to create a five year lease, on appropriate terms and conditions, for Leith Theatre and Thomas Morton Hall to Leith Theatre Trust;

3.1.2 agrees in principle to creating a further 30 year lease, giving LTT full financial responsibility;

3.1.3 agrees to end the lease and advertise the opportunity to other groups/organisations if LTT’s plans do not prove to be viable; and

3.1.4 agrees that if no viable options are presented or develop within nine months following advertisement, Corporate Property should progress a financially beneficial asset management solution for the Council.

Mark Turley Director of Services for Communities

Finance and Budget Committee– 6 June 2013 Page 7 of 8

Links

Coalition pledges P40 - Work with Edinburgh World Heritage Trust and other stakeholders to conserve the city's built heritage P23 - Identify unused council premises to offer on short low-cost lets to small businesses, community groups and other interested parties. P24 - Maintain and enhance support for our world-famous festivals and events. P30 - Continue to maintain a sound financial position including long-term financial planning. P31 - Maintain our City’s reputation as the cultural capital of the world by continuing to support and invest in our cultural infrastructure Council outcomes CO7 - Edinburgh draws new investment in development and regeneration CO19 - Attractive Places and Well Maintained – Edinburgh remains an attractive city through the development of high quality buildings and places and the delivery of high standards and maintenance of infrastructure and public realm CO20 - Culture, sport and major events – Edinburgh continues to be a leading cultural city where culture and sport play a central part in the lives and futures of citizens Single Outcome SO1 - Edinburgh's Economy Delivers increased investment, jobs Agreement and opportunities for all Appendices 1. LTT – Case for a Five Year Lease 2. LTT - Profit and Loss 3. LTT - Board and Advisers 4. LTT – Summary of Grant Funding

Finance and Budget Committee– 6 June 2013 Page 8 of 8 Appendix 1

THE CASE FOR A 5 YEAR LICENCE TO LEITH THEATRE TRUST

Financial

The Business Plan (BP) prepared by Leith Theatre Trust (LTT) shows that we can pay the annual return of £27k required by the Council and, after costs make a surplus. In the first whole year of the BP we can make this payment and make an additional £15,897, increasing to £27,834 in year 5. We would underline that these calculations are based on conservative assumptions. As described below, there is considerable potential to exceed the income currently included in the BP. We believe we can achieve much greater use eof th building than the Council is achieving.

Increased Occupation and Income

LTT, once on site, can give much more time and effort to marketing, viewing and letting the Thomas Morton Hall (TMH) than the Council and we believe this is accepted by CEC. The TMH and West Wing (what H,is TM Foyer and Marriage Suite) already host a number of weddings and some linked celebrations. However, having viewed the spaces with a number of organisations specialising in events/weddings, we are confident that that with some fairly minimal enhancement to the spaces and tailored and focussed marketing, much more can be made of this.

We also have strong and documented interest from a range of commercial organisations, for example Banana Row to stage a monthly Ceilidh Club, Dean Owens and Edinburgh Songwriters Circle for a monthly music club, other promoters for music/record promotion events. There is also interest from individual dance teachers and dance companies.

All successful venues raise substantial revenue from bar income. LTT would be seeking to do the same. We would like to stress all drinks/catering will be undertaken by experienced and appropriately licensed companies. Security will also be provided on this basis.

More Spaces

Currently the Marriage Suite is unused in the evenings. With limited modification, we propose to utilise this as a rehearsal/class space. We also intend to utilise the attractive Foyer as a small events space and as additional space linked to the other spaces in the West Wing.

New Partners

We have held discussions with a number of potential partner organisations and those people we have discussed this with are given in brackets. We have or can obtain statements of support from them. Discussions with Traverse underline a strong desire to take up space in the Theatre (Stephen Cotton, Chair). The National Theatre of Scotlando are als very firm in Appendix 1

their interest and support (Neil Murray, Executive Producer).Others include; Festivals Edinburgh ( Faith Liddell, Director), and a range of the Edinburgh festivals, including using the Theatre as rehearsal space, Leith Festival (per discussions with Mary Moriarty and Tony Delicatta) and Leith Theatre could provide their base and main venue. Further potential partners include, the Mela for venue to support the outdoor space at the Leith Links, Strangetown (youth theatre), Leith Community Theatre, Leith Theatre, Queen Margaret University and Telford College. We also have very strong interest and are discussing support with the owners of Ocean Terminal. There is also considerable potential to capitalise on the exceptional quality of bars and restaurants at the Shore, Leith. A regenerated Leith Theatre can help attract and retain visitors to Leith, including tourists. In addition, as part of our operation, we will provide training and experience for theatre/production students. We also intend to support ready for work schemes for young people.

Grant Funding

We have researched thoroughly and prepared a comprehensive database of all relevant grant providing organisations. Our study shows that in addition to potential significant capital funding, there are a number that can assist with revenue support, including set‐ up costs, development staff costs and equipment. However to access this funding we need the Council to grant the 5 year licence as soon as possible.

Maintenance, Repair, Improvement

We have had a recent, initial appraisal of the building by Nick Groves‐ Raines, the highly regarded conservation architect. Discussions with Nick Groves‐Raines and previously with the Scottish Historic Buildings Trust show that to get the main theatre (the East Wing) into a useable condition will require significant expenditure. It is clear that the Council’s financial position makes this impossible. LTT can access significant Lottery and other funding. Also, by devoting dedicated staff and specific focus we can get more productive use from the West Wing which will bring in more income at the same time as supporting the measures needed to bring the East Wing back into use.

In Conclusion

Estimates and plans are just that, as they are for all businesses and organisations. We are clear that we have demonstrated a strong vision, expert support and a robust business plan. However, we need to possess a licence/lease and a presence on site to move forward. We wish to use the forthcoming Edinburgh Fringe in August as a key widow of opportunity to arrange viewings and to promote the spaces to further potential occupiers.

Appendix 2

Appendix 2 Leith Theatre Trust ‐ West Wing Profit and Loss Revised 12.4.13

Income Revised 15.12.12 year 1 Year1 Year 2 Year 3 Year 4 Year 5

Earned Income Thomas Morton Hall other ‐ @ £350 9800 28175 35501 39938 41935 48924 Fringe 3780 5900 6200 6500 9100 Weddings @ £320 6080 12800 13500 15900 16700 19500 Bar ‐ Fringe 2300 3400 3700 3900 5700 Bar ‐ Weddings 11000 12000 13000 14000 14000 Bar ‐ TMH 14000 14000 14000 14500 15000 Exhibitions 5000 5000 5000 5000 5000 Marriage Sui ‐ non weddings 6900 8400 8800 11900 12500 Foyer ‐ non weddings 3450 3600 3800 5900 6300 Dance 4 hrs/wk @ £44/hr 6336 Ballroom dancers 11000 Sub Total 33216 87405 101301 110338 120335 136024

Other Income Advertising/marketing 1500 1575 1654 1736 1823 One off Events (film/tv etc) 2000 2000 2000 Ticketing Fees 0 0 0 0 Sponsorship/Donations 10000 10000 10500 11025 11576 12155 Trusts and Foundations 10000 10000 10500 11025 11576 12155 Leith School of Art 11250 7500 7500 7500 7500 7500 CEC Registrars Sub Total 33250 29000 32075 31204 34389 33633

CEC has increased bookings to around £33k pa (based on Total Oct/Nov 12) 66466 116405 133376 141542 154724 169657

Page 1 of 4 Appendix 2

Expenditure Year1 Year 2 Year 3 Year 4 Year 5 Staff assumes 8mts ‐ Salaries (x1 full & 2 part this is 12mts time) full yr cost 24000 44000 46200 48510 50936 53482 NI 3708 3960 4158 4366 4584 4813 Pensions 1200 1200 1200 1200 1200 1200 Sub Total 28908 49160 51558 54076 56720 59496

Other Marketing estimated 300 1500 1575 1654 1736 1823 Telecommunications 400 600 630 662 695 729 Postage 300 500 525 551 579 608 Stationary 280 360 378 397 417 438 Travel 300 500 525 551 579 608 Furniture/photocoping 2500 0 0 0 Memberships 1000 1050 1103 1158 1216 Financial and Professional 3000 3000 3150 3308 3473 3647 Bank Charges 300 300 315 331 347 365 VAT 20006 21231 23209 25449 Computer 0 0 0 Box office costs 0 0 0 0 Total other cost 4880 10260 28154 29787 32192 34881

Building Building insurance est TMH only 2500 Public Liability Insurance estimate 1500 0 0 0 0 Water and Sewage 0 0 0 0 Heat and Light 0 0 0 0 First Aid estimate 250 0 0 0 0 Cleaning 0 0 0 0 Hygine Supplies estimate 200 0 0 0 0 Technical equipment 1500 1575 1654 1736 1823 Equipment hire 3000 3150 3308 3473 3647 Alarms maintenance 0 0 0 0 Total building costs 4450 4500 4725 4961 5209 5470

Sub total 38238 63920 84437 88824 94121 99846 contingency @ 15% 0 9588 12666 13324 14118 14977 Total Expenditure 38238 73508 97103 102147 108239 114823

P & L Summary Income 66466 116405 133376 141542 154724 169657 Expenditure 38238 73508 97103 102147 108239 114823

Page 2 of 4 Appendix 2

Total 28228 42897 36273 39394 46485 54834

Scenario 1 CEC Royalty @ 5% 2145 1814 1970 2324 2742 Operating Surplus/Loss 40752 34459 37425 44161 52092

Scenario 2 Operating Surplus/Loss 1228 15897 9273 12394 19485 27834 with payment to CEC of £27k

Leith Theatre Profit and Loss Breakdown

Year Thomas Morton Hall 1 Year 2 Year 3 Year 4 Year 5

Working Days per annum 230 230 230 230 230 Rate (av per day inc 5% pa) 350 368 386 405 425 Utilisation 30% 35% 40% 45% 50% Total 24150 29584 35500.5 41935 48924

Year Fringe 1 Year 2 Year 3 Year 4 Year 5 Days 21 21 21 21 21 Takings (200 seats @ £10 inc 5% pa) 2000 2100 2205 2315 2431 Shows per day 2 3 3 3 4 Utilisation 30% 30% 30% 30% 30% Total 25200 39690 41675 43758 61262 Royalty to LTT @ 15% 3780 5953.5 6251 6564 9189

Year Weddings (TMH receptions) 1 Year 2 Year 3 Year 4 Year 5 Days (46 working week ends) 92 92 92 92 92 Rate (inc 5% pa) 350 367.5 386 405 425 Utilisation 40% 40% 45% 45% 50% Total 12880 13524 15975 16774 19570

Year Bar ‐ Fringe 1 Year 2 Year 3 Year 4 Year 5 Fringe ‐ Est Attendance 5040 7560 8190 8820 12600 Est spend (£5 ph @ 60% utilisation) 15120 22680 24570 26460 37800 Royalty @ 15% 2268 3402 3685.5 3969 5670

Year Bar ‐ Weddings 1 Year 2 Year 3 Year 4 Year 5 Capacity 200 200 200 200 200

Page 3 of 4 Appendix 2

Av unit Consumption per head 10 10 10 10 10 Cost per unit 2 2 2 2 2 Sub Total 4000 4000 4000 4000 4000 Events per annum 55 60 65 70 70 Utilisation of LTT provided bar 5% 5% 5% 5% 5% Total 11000 12000 13000 14000 14000

Year Bar ‐ TMH 1 Year 2 Year 3 Year 4 Year 5 Capacity 200 200 200 200 200 Av unit Consumption per head 5 5 5 5 5 Cost per unit 2 2 2 2 2 Sub Total 2000 2000 2000 2000 2000 Events per annum 140 140 140 145 150 Utilisation of LTT provided bar 5% 5% 5% 5% 5% Total 14000 14000 14000 14500 15000

Marriage Suite‐ non wedding hires Working Days per annum 92 92 92 92 92 Rate (av per day) 250 263 276 289 304 Utilisation 30% 35% 35% 45% 45% Total 6900 8453 8875 11981 12580

Foyer Working Days per annum 230 230 230 230 230 Rate (av per day) 150 158 165 174 182 Utilisation 10% 10% 10% 15% 15% Total 3450 3623 3804 5991 6290

Page 4 of 4 Appendix 3

Members of the Board

Chairperson – Philip Neaves (PN)

Vice Chair – Jack Hunter (JH)

Treasurer – Richard Garven (RG)

Artistic Director – John Paul McGroarty (JPM)

Trustees – Roland Reid (RR), Gurmit Singh Bhai (GSB), Steve Mcintyre (SM), Ruth Fisher (RF)

Company Secretary – Murray Beith Murray

Legal Adviser – Peter Shand

Technical Advisers– Scottish Historic Buildings Trust

Technical adviser –Una Richards

Light and Sound – Barclay Dakers, Black Light

PA and Production – Craig Hunter, Banana Row

Management and Administration – Rob Hoon, Out of the Blue

Catering – Philly Nicolson, Appetite Direct, CalumMorrisson, Rocksalt/Relish

Background of Board members

PN – Planning and Development consultant, formerly Director with CBRE and RPS

JH – Ex Managing Director, Scottish Homes, Chair of PoLHA, musician

RG – Senior Tax Adviser with RBS

JPM – Freelance director, former Director of Leith Festival and chair of Leith FM

RR – Architect, local community councillor

GSB – IT consultant and rep for Sikh Community

SM – Ex CEO of Film and Funding Manager with the Lottery

RF – Manager of Edinburgh University venues. Appendix 4

LEITH THEATRE TRUST SUMMARY OF MAIN GRANTS

MARCH 2013

Leith Theatre Trust has identified a series of grants with open deadlines or deadlines falling due before June 2013. The grants are from a range of sources, including private trusts and commercial charitable organisations. The main grant sources include:

 Bank of Scotland Foundation

 Biffa

 Award for All (Lottery)

 Peoples’ Postcode Trust

 Big Lottery Growing Community Assets

 MacTaggert and Miekle Foundation

 Resolution (owners of Ocean Terminal)

 Weir Group Charitable Trust

 Foyle Foundation

 Esme Fairburn Foundation

Resolution, Santander, Comic Relief, Foyle Foundation and Esme Fairburn will all fund revenue costs.

LTT can provide full details on request.

The main characteristics of each grant are described below.

1. Peoples’ Postcode Trust

Page 1 of 5 Appendix 4

 Quarter 2 applications 7th April to 24th May 2013. Grants up to £10k.

 Clear charitable purpose and show visible results within 9 months. All money to be spent within 9 months

 Demonstrate sustainable impact

2. Biffa

Small Grants Fund

 £250 ‐ £10k

 Targets cultural facilities, to improve and provide community buildings

 Project based

Main Grant Scheme

 Fund cultural facilities between £10k and £50k

 4 project themes, including funding for cultural facilities. Makes specific reference to theatres

 Should promote learning, creativity and participation

 Requires contribution – 5% up to £50k, 10% up to £200k

 Submit an expression of interest. Deadline is application within 3 months of being invited to apply following successful note of interest. Examples of projects include Education Suite at Roald Dahl Museum and Story Centre.

Will not fund:

 Core costs

 Events

 Feasibility studies

 Phasing of costs if project total exceeds £200k

Intention is to target upgrades to marriage suite and adjoining foyer

3. Bank of Scotland Foundation

 Small grants £1k ‐ £20k

Page 2 of 5 Appendix 4

 Charities

 Developing and improving local communities

 Improving local facilities

 Requires OSCA audited accounts

4. Awards for All (Big Lottery)

 Priority is area within Index of Multiple Deprivation, which includes Leith

 Up to £10k

Will fund

 Equipment

 Feasibility studies

 IT

 Building and refurbishment if less than £75k total cost, including VAT

 Sessional workers (not salaries)

 Start‐up costs

 Materials or equipment for use in project

 300 word description of why funding sought and itemised costs.

5. Big Lottery Growing Community Assets

 £300k ‐ £500k

 Community work together to own and develop local assets

 Improve economic opportunities through ownership and development

 Develop skills and knowledge

 Overcome disadvantage

Page 3 of 5 Appendix 4

 Work within a recognised geography

 Demonstrate financial sustainability and viability

6. Santander

Up to £10k. No time limits. Funding includes:

 Revenue grants to fund project costs including sessional workers, salaries and other costs ‘incurred in delivery of the charitable priorities’

7. Comic Relief

New funding available from September 2013. Focus is on disadvantaged communities. Funding includes:

 Revenue and capital, including salaries and equipment

8. Scottish Communities Foundation

 Grants up to £2k. No time limits.

 Grant must not be for more than 25% total funding required. No other exclusions.

 LTT targeting IT equipment

9. Foyle Foundation

 Targets performing or visual arts

 Sustain arts and support project delivery

 Includes revenue and capital, including money to reduce fixed or variable costs or enable generation of income

10. Esme Fairburn

Page 4 of 5 Appendix 4

 Grants in range £50k ‐ £200k

 LTT has passed eligibility criteria

 Will fund revenue and capital covering LTT core activities

 Targets arts, education and learning

 Interest is in long term sustainability and renewal in the arts scetor

 Focuses on sustainability of the arts sector, through multi‐year funding

 Will fund core costs including revenue costs and salaries

Page 5 of 5