ABSTRACT
A local authority department was undergoing relocation and restructuring, during which SEVERALSTAFFPOSTSBECAMEVACANTANDWERENOTÚLLED4HISRESULTEDINHEAVIERWORKLOADSFOR remaining staff and some gaps in line management. The arts service team delivered a small part of the department’s activity, and found itself under the auspices of a new manager, Nina, for whom the arts remit was a new concept. She was an experienced administrator used to delivering reports on the council’s service within a framework based on measurable performance indicators. The arts service, on the other hand, specialized in working with disabled people and in disadvantaged communities, and staff had not previously had to work within quantitative parameters.
