ABOUT KIRKHAM HENRY PERFORMING ARTS
Redevelopment
We have been funded by North Yorkshire council for the Shared Prosperity fund as part of the decarbonisation of our building. New Infra-red heaters have been installed and we are waiting to hear about the installation of the Solar panels.
We also have received a grant for new charity start up fund from Two Ridings. Kirkham Henry is committed to continue in their quest to upgrade the changing rooms which is an on going plight. We are hoping to be able to access more funds to help now the building belongs to the charity.
Support and fundraising for Kirkham Henry Inclusive Performing Arts are vital to ensuring the organisation can provide state-of-the-art facilities with full accessibility for all performers. As a centre dedicated to nurturing talent and creativity in an inclusive environment, improved facilities will allow individuals of all abilities to participate fully in the performing arts, breaking down barriers and fostering confidence, skill development, and social connections.
Accessible studios, specialised equipment, and modern performance spaces will create a more equitable and inspiring environment, allowing everyone to thrive. Community support and fundraising efforts play a crucial role in making this vision a reality, helping to secure the resources needed to enhance the experiences of current and future generations of performers.
Forward Plan
Forward Plan for Kirkham Henry Performing Arts CIO
Introduction
This forward plan outlines the strategic direction for a charitable performing arts school that serves children, young people, and adults. The primary focus is on providing accessible, high-quality training in the performing arts, fostering talent, and empowering individuals to achieve their creative potential. The plan spans the next 3-5 years, focusing on key areas of growth, sustainability, and community impact.
1. Vision and Mission
Vision: To be a leading hub for inclusive and transformative performing arts education, enriching lives and building community through the power of creativity and performance.
Mission: To provide exceptional, accessible, and diverse performing arts education for all ages, fostering creativity, discipline, collaboration, and confidence in a supportive, inclusive environment.
2. Objectives
Provide world-class education in music, dance, drama, and other performing arts disciplines to children, young people, and adults.
Foster an inclusive environment where students from all backgrounds can access high-quality arts training.
Develop a range of programs that cater to different age groups and skill levels, from beginners to professionals.
Cultivate community engagement by offering outreach programs, collaborations with local schools, and public performances.
Ensure financial sustainability through diversified funding sources, including donations, grants, and partnerships with local organisations.
Create a nurturing environment where students can thrive, focusing on personal development as well as artistic growth.
3. Strategic Areas of Focus
a. Program Development
Curriculum Expansion: Develop and expand courses in music, drama, dance, and other performing arts for different age groups and abilities, including specialized classes for young children, teenagers, adults, and senior citizens.
Professional Development: Offer opportunities for students to interact with industry professionals, providing mentorship, workshops, and performance opportunities.
Inclusive Programming: Design programs that are inclusive of all abilities, including those with physical, learning, or sensory impairments, ensuring everyone has the opportunity to participate.
Community Engagement: Provide community outreach programs, particularly for underserved and at-risk youth, through partnerships with local schools, community centers, and other non-profit organisations.
b. Facilities & Infrastructure
Modern Facilities: Invest in the development and maintenance of state-of-the-art performance spaces, rehearsal rooms, and studios that support diverse artistic practices.
Accessibility: Ensure that the facilities are fully accessible, with wheelchair access and equipment for students with disabilities.
Safe Environment: Maintain a safe, welcoming, and supportive environment where students feel valued and protected.
c. Talent Development & Support
Student Support Systems: Implement support systems to monitor and track students’ progress, offering mentoring and counseling services to foster their personal and artistic development.
Audition Preparation & Showcases: Create opportunities for students to perform in front of industry professionals and audiences, including annual showcases, talent auditions, and masterclasses.
Alumni Network: Establish a strong alumni network to facilitate career development, mentoring, and collaboration opportunities within the performing arts industry.
d. Community & Outreach
Public Performances: Organise regular public performances, including concerts, dance recitals, theatre productions, and festivals, allowing students to showcase their talents and interact with the local community.
Partnerships: Build partnerships with other cultural organisations, schools, and local businesses to enhance the school’s visibility and influence in the community.
Scholarships & Access: Create a scholarship fund to ensure that students from low-income backgrounds have access to performing arts training, regardless of financial ability.
e. Financial Sustainability
Diversified Funding: Develop a comprehensive fundraising strategy that includes grants, individual donations, corporate sponsorships, and fundraising events.
Social Enterprise Initiatives: Consider launching social enterprise projects (e.g., community classes, summer camps, or performance rentals) that generate income to reinvest in the school.
Fee Structure: Implement a tiered fee structure that accommodates families from different income levels, ensuring that financial barriers do not prevent access to training.
f. Governance and Leadership
Board of Trustees: Strengthen the board of trustees by bringing in individuals with expertise in arts education, finance, and community engagement.
Leadership Development: Invest in the professional development of staff, including artistic directors, instructors, and administrative staff, ensuring the school’s leadership is both visionary and operationally effective.
Evaluation and Accountability: Establish systems for ongoing evaluation of programs and services, with feedback from students, parents, and the community to continuously improve and adapt the school’s offerings.
g. Timeline and Milestones
Year 1-2: Foundation and Development
Launch new programs for children, young people, and adults.
Begin community outreach and establish partnerships with local organisations and schools.
Focus on fundraising initiatives and building relationships with donors and sponsors.
Develop initial performance opportunities, including end-of-term showcases.
Expand the board of trustees and hire additional staff.
Year 3-4: Growth and Expansion
Expand the range of courses and offer more specialised programs.
Invest in facility upgrades, including improved rehearsal spaces and equipment.
Increase the number of public performances and professional development opportunities for students.
Establish a formal alumni network and career mentoring programs.
Broaden the school’s reach by attracting students from outside the local area.
Year 5: Consolidation and Sustainability
Achieve financial sustainability through diversified funding sources.
Continue to offer innovative and high-quality programs.
Establish the school as a recognized leader in performing arts education within the community.
Foster long-term relationships with local schools, businesses, and other stakeholders.
Celebrate the success of alumni and current students through high-profile public performances and industry showcases.
h. Evaluation and Impact
Regular assessment of student achievements through performance reviews and feedback from instructors, students, and families.
Annual surveys of community engagement and satisfaction with the school’s programs.
Review of financial health, ensuring sustainability and long-term growth.
Measuring the impact of outreach programs on the local community, particularly those in underrepresented groups.
Tracking alumni achievements and career progression in the performing arts industry.
Conclusion
This forward plan is a roadmap for the growth and development of a charitable performing arts school that prioritises inclusivity, community engagement, and the development of future generations of artists. By focusing on accessible education, financial sustainability, and impactful programming, the school will contribute to the cultural and creative vibrancy of the community while ensuring that the performing arts are accessible to all, regardless of age, background, or ability.