Agenda item

Resolved: that the report be noted.

4.1      Aileen Buckton (Executive Director for Community Services) introduced the report, the following key points were noted:

·         There were specific issues relating to the theatre that dictated how it could be run and managed.

·         It was a grade two listed building. It was a treasured icon locally.

·         The listing meant that any proposed changed to the building would require careful consideration, time and resources to carry out.

·         The building was originally built as a music hall – not as a purpose  built theatre.

·         There were limitations to the scale of productions that could be staged at the theatre.

·         There was no mechanical access for deliveries to the theatre. Any staging and equipment required for productions in the Broadway had to be carried in. This proposed health and safety issues.

·         Local authority financial regulations meant that the theatre’s budget had to balance each year. This was not the case for commercially run theatres, which could take greater risks.

·         In 2013, in line with the Council’s overall budget reduction programme the theatre’s subsidy was substantially reduced.

·         The dedicated theatre budget had been reduced by 72% since 2013/14; earned income from the theatre programme was 59% of turnover in 2014; earned income was now 88% of turnover.

·         In the first full year of budget reductions (which also entailed a staffing restructure) the theatre made a budget surplus of £65k. This could not be carried forward from one year to the next because of the Council’s overall financial positon.

·         Given the reduction in resources as well as the repairs and maintenance required to the building a decision was taken to reduce the theatre programme (rather than to close it altogether).

·         As of last year – theatre income had increased. Further changes were required in the building to unlock sources of income.

4.2      Carmel O’Connor (Operations Manager, Broadway theatre) and Helen Haylett (Sales and Marketing Manager, Broadway theatre) introduced a presentation – which is included with the committee papers. It included a summary of current activity taking place at the theatre as well as plans for future events and programming such as work with community groups, club nights, commercial hires and potential partnerships with other theatres.

4.3      Liz Dart (Head of Culture and Community Development) addressed the Committee, the following key points were noted:

·         Officers from the Community Services Directorate had been working with colleagues in the Resources and Regeneration directorate to identify funding options for improvements to the theatre building.

·         As a result, £1.2m of capital funding had been identified for the theatre.

·         A cross directorate working group for the theatre had been established to oversee works to the theatre.

·         The programme of minor works had been identified and the cost of implementing it had been worked out.

·         A conservation management plan for the building had been commissioned. The final report was due at the end of March.

·         The management plan would help to further refine the work that needed to take place to maintain and develop the theatre.

4.3      Aileen Buckton, Liz Dart, Carmel O’Connor, Helen Haylett and Kplom Lotsu responded to questions from the Committee, the following key points were noted:

·         The conservation management plan was a key piece of work, which would enable progress to be made with the development of the theatre building.

·         Some initial funding had been identified to support the delivery of work in the building.

·         Further consideration needed to be given to the phasing of future work to the building and the options to access heritage lottery funding.

·         Further consideration would also have to be given to the alignment of plans for the theatre with the programme for the redevelopment of Catford town centre.

·         The Catford regeneration programme team were mindful of the central importance of the theatre for the vitality of the town centre.

·         There was a single year of £65k surplus for the theatre. The day to day maintenance of the building was funded from the Council’s facilities management funding.

·         Community services spent £110k a year on the theatre and Resources and Regeneration spend £140k a year – equalling a combined subsidy of £250k.

·         The theatre made use of volunteers, however, volunteers required training, supervision and management time. Most organisations using the theatre brought volunteers with them to support various programmes of work.

·         Consideration had been given to inviting a commercial operator to run the theatre, however, the current limitations of the building and the risks involved meant that it was not currently a viable option for a commercial operator.

·         It was important for the Council to sustain its current programme of activity and community focused events.

·         There was no question about the expertise of the officers managing the theatre. However, one issue with the Council running the theatre was that its decision making processes and appetite for taking risks were restrained.

·         There was no censorship of acts at the theatre and it was difficult for officers to answer general questions about the content of theatre productions, given the subjective nature of some theatre productions (particularly comedy). However, if officers were made aware of concerns about the programme of activity at the theatre then they would consider what action could be taken (in line with theatre hirers agreement to terms and conditions that prohibited offensive content).

·         Work was taking place to update the theatre’s website.

·         Further work was taking place to communicate the potential programme of works to improve the theatre building.

·         The use of the theatre lobby by a commercial bar operator had resulted in some unintended costs for the operation of the theatre, including: some clashes in programming between the bar and studio theatre space; the loss of the lobby as an entrance for the theatre and the additional staffing required by licensing for the control of alcohol.

4.4      Sir Steve Bullock (Mayor of Lewisham) addressed the Committee, the following key points were noted:

·         Officers had provided a thorough summary of work that was taking place at the theatre. The level of work that was involved should not be underestimated.

·         If the theatre was allowed to close, it would not be likely to open again.

·         The Broadway has the feeling of a community theatre but the scale of a commercial theatre.

·         The granting of lottery funding might take more than one attempt to realise.

·         Censorship was a difficult issue. Theatre staff used their judgement to ensure that the bookings at the theatre matched the diversity of Lewisham’s community and the attitudes and values of the Council.

·         Once productions were on stage it would be difficult to manage the content of their productions.

4.5      Councillor Best (Cabinet Member for Health Wellbeing and Older People) addressed the Committee, the following key points were noted:

·         Officers had worked hard to deliver a varied programme of activity at the theatre. They had brought in additional funding from filming and hires. They had also improved the reputation of the theatre.

·         Efforts were being made to bring back the pantomime for 2018.

4.6      Resolved: that the report be noted. It was also agreed that officers should be commended for the work that they had carried out to develop an innovative and community focused programme of activity at the theatre.