SoundingBoard – A business that happens to be theatre

Simon Richards celebrates the role of the board in the success of Salisbury Playhouse.

When I was interviewed for a place on the Board of Salisbury Playhouse, I was asked what my idea of a successful arts organisation was. I replied that I felt it should be ?a business that just happened to be theatre?. I felt sure that this would immediately rule me out of consideration but, to my great surprise and delight, I was appointed. I was even more relieved when the new board met for the first time, as this was exactly the same philosophy that my colleagues shared. Indeed, they even asked me to become Chairman! As I ?retire? with four of my colleagues, I?m not sure that the same reply would get us appointed today ? it?s amazing how having some money affects attitudes!

At the time, Salisbury Playhouse, like many other regional producing theatres, had gone through some torrid times. The theatre was dark, with an accumulated deficit in excess of £500,000 and only a few staff still in place. The organisation had lost the confidence of the funders and, more importantly, the audience. This was the first time that the appointment of a completely new board had been considered, but ? as has been shown ? it has been a success.

Primarily, it is essential that everyone associated with an organisation tries their best to serve with integrity, honesty and openness. This is the only way in which confidence will return. The excellence that the audience expects from productions on stage sometimes overshadows the fact that the board, with which ultimate responsibility rests, requires a steady nerve, firm belief and a complete focus. Board members put their own reputations and credibility on the line. If an organisation is forced to close, senior managers will generally find other, often better, positions. It is the board that is left to pick up the pieces. The board needs to show strong leadership and support to the senior management ? something that is not always well received!

Teamwork and a clearly defined common purpose are therefore key to success. It is easy to buy too deeply into the artistic agenda. Board members should, of course, appreciate the artistic aspect of the business and support the artistic aspirations but should always remember that they have been appointed to ensure commercial and corporate governance. More income translates to better quality productions on the stage. It is incumbent upon anyone taking on the role of board member, particularly at the start of an organisation?s development, to play an active part and not just be seen as a ?rubber stamper?.

For my part, I have always discouraged subcommittees, as I firmly believe that all responsibility and accountability should remain with the main board. All too often, subcommittees are the very reason why organisations fail. There is simply too much opportunity to blame someone else when things go wrong. The worth of effective and ?professional? board members cannot be underestimated ? a fact that is often, regrettably, overlooked by funders, particularly Arts Council England, which always seems more interested in organisations in crisis than those trading successfully. It seems that it is unfashionable to reflect on the past. Of course, an organisation should look to the future but by recognising the challenges and commitment of the past one can truly appreciate the benefits of the present and the future. Any other approach risks repeating mistakes.

Ten years ago, most people in Salisbury would have thought it would be impossible to re-establish Salisbury Playhouse to the position of financial stability and artistic excellence that it finds itself in today. To turn an accumulated deficit of over £500,000 into a healthy surplus, together with raising £500,000 for the future development of the theatre, is a remarkable achievement. I have been honoured to be part of that exciting journey and have always tried to remember that the organisation is always bigger than any one individual. My idea of what makes a successful arts organisation remains the same today as when I became a board member nearly ten years ago. In my view it is ?a business that just happened to be theatre?. And long may it continue to prosper.

Simon Richards, Chairman of Salisbury Playhouse from 1995 until November 2004, is managing partner of a conference management and venue finding company and is an established arts consultant. t: 01722 341910; e: [email protected]