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The evaluation process needs a full review. Currently the process is paper heavy and doesnt always highlight some of the greatest achievements and weaknesses of the artistic and education programme. The review should look at how the information is used once it has been collated. The work should also ask relevent questions which will be useful to the development of the organisation.
When targeting new education groups new strategies are needed to target group leaders and teachers of the benefits of dance. Education bookings should begin 1 year prior to the project when targeting newly identified groups. A review of education policy is necessary to determine the balance between private income generated from education workshops and fundraising for subsidised projects. In the long term this may create more stability for the company. Many of the target groups are disadvantaged and therefore are not in service areas which can fund activities of this type. Revenue from merchandise was much lower as anticipated as a result during this years tour.
Project dancers should always live in or relocate to the region. This years model whereby all dancers lived in the region provided a great working atmosphere than the previous tour. A sense of identity was generated of a Leeds based company (although 3 of the 4 dancers were from outside the UK) it also gave a stronger relationship gained through social events and traveling on tour together. Longer get in times for technical preparations should be negotiated in the future to sallow for adequate preparations.
Level of expenses need to be agreed in advance for all workers with the company. Recruitment process need to happen at least 4 months before commencement of each project.
To ensure the company's sustainability company Ascendance Rep needs to take into consideration the length of follow up work which is necessary after the touring period has finished. The end of the tour in in fact the most crucial time to maintain and strengthen partnerships during the tour.
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