Running between 2022 and 2025, \u2018Resilient Theatres: Resilient Communities\u2019 was a three-year programme that aimed to reduce the threat to At Risk theatres and strengthen the theatre sector\u2019s resilience following a difficult few years due to the pandemic.<\/p>\n\n\n\n\n\n\n\n
The Theatres Trust writes:<\/p>\n\n\n\n
Resilient Theatres: Resilient Communities aimed to enrich the knowledge, skills and confidence of the cultural heritage sector, but specifically communities considering or already taking over a theatre building. There were five key components:<\/p>\n\n\n\n
Headline figures<\/p>\n\n\n\n
Grants: catalysing change<\/p>\n\n\n\n
The Resilient Theatres: Resilient Communities grant scheme provided small pots of funding that unlocked disproportionate value, providing benefits far beyond the original project such as staff skills development, stronger heritage engagement, better evidence for funders, and increased internal confidence. Projects funded included oral history projects, feasibility studies, options appraisals, structural and conditions surveys, governance reviews, access audits, business plans and community engagement strategies. As a result of the funded projects, groups had greater clarity on technical issues such as asbestos and accessibility, 17 written reports were produced, and evidence was gathered to unlock further funding. The Leith Theatre Trust [said] \u2018It felt like a funding gift that kept on giving. What started as a specific project had a much bigger strategic impact than we ever anticipated\u2019.<\/p>\n\n\n\n
Skills Bank: Expert support at scale<\/p>\n\n\n\n
The Skills Bank enabled groups to access more in-depth support, building trust and continuity as well as gaining access to expertise. This was particularly valuable for small teams under pressure. Governance development strengthened boards through understanding and owning specific roles, mitigating burnout, and disengagement. The Salford Victoria Theatre Trust [said] \u2018Theatres Trust support came at exactly the right moment, helping us rebuild capacity and move from survival to sustainable development\u2019.<\/p>\n\n\n\n
Skills development: More resilient organisations<\/p>\n\n\n\n
Cohort training provided a powerful confidence-building function, generating an emotional shift, which is as important as technical learning. The peer learning spaces created psychological safety and reduced the sense of isolation, with participants citing the importance of seeing other groups on similar journeys. Theatres Trust\u2019s direct support from its advisory team reduced isolation at critical moments, providing reassurance and knowledge that someone understands their journey so are not \u2018out on a limb\u2019 while navigating high-risk, high-pressure decisions, was seen as invaluable. This support provided both emotional and strategic value, especially during moments of growth, transition, or exposure. Participants reported a noticeable increase in understanding the heritage value, complexity, and constraints of their theatre buildings. This included increased awareness of historic significance, conditions issues, and conservation needs. The Burnley Empire Trust [said] \u2018As an organisation we have gained new knowledge about our building and what we need to prioritise in order to care for it.\u2019<\/p>\n\n\n\n
Overall, the programme saw participants and organisations move from passion-led advocacy and aspiration towards evidence-based stewardship and planning. Groups moved from founder-led, informal processes to structured, accountable systems. They developed achievable roadmaps with phased delivery, with a grounded awareness of capacity constraints, which reduces risk of stalled or unsustainable progression. The Spilsby Sessions House [said] \u2018The work shows us the reality of what we need to do and to plan ahead.\u2019<\/p>\n\n\n\n
Thanks to our funders National Lottery Heritage Fund, Pilgrim Trust and Swire Charitable Trust for their support.<\/p>\n\n\n\n