Resilient Theatres: Resilient Communities programme impact
Running between 2022 and 2025, Resilient Theatres: Resilient Communities was a three-year programme that aimed to reduce the threat to At Risk theatres and strengthen the theatre sector’s resilience following a difficult few years due to the pandemic.
The programme was made possible thanks to a grant from National Lottery Heritage Fund as well as funding from the Pilgrim Trust and Swire Charitable Trust.
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:
- An annual grants scheme for Theatres at Risk groups
- Bespoke support from specialist consultants recruited and pooled to create a new Skills Bank, providing support where Theatres Trust’s team of advisors did not have capacity or specialist knowledge
- An annual training programme for small cohorts of Theatres at Risk groups, referred to as cohort training
- An annual webinar series for the wider theatre sector
- Webinar-related resources such as Advice Notes, documents providing useful information and guidance on specific topics, available to download from the website
Headline figures
- £517k total programme value – funding from National Lottery Heritage Fund as well as funding from the Pilgrim Trust, Swire Charitable Trust and Theatres Trust
- 21 Theatres at Risk supported out of the 43 theatres on the Theatres at Risk Register in 2025
- 24 grants awarded to 18 groups, totalling more than £175k
- 120+ days of support delivered drawing on 23 consultants from a Skills Bank of 70+ expert consultants
- 700 webinar attendees from 464 different organisations from across the whole of the UK
- 3 years of cohort training delivering specialist support on governance, fundraising and financial viability
Grants: catalysing change
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.
It 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.
Leith Theatre Trust
Skills Bank: Expert support at scale
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.
Theatres Trust support came at exactly the right moment, helping us rebuild capacity and move from survival to sustainable development.
Salford Victoria Theatre Trust
Skills development: More resilient organisations
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’s direct support from its advisory team reduced isolation at critical moments, providing reassurance and knowledge that someone understands their journey so are not “out on a limb” 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.
As an organisation we have gained new knowledge about our building and what we need to prioritise in order to care for it.
Burnley Empire Trust
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 work shows us the reality of what we need to do and to plan ahead.
Spilsby Sessions House
Thanks to our funders National Lottery Heritage Fund, Pilgrim Trust and Swire Charitable Trust for their support.
Image credit: Heritage Open Days tour at Burnley Empire, courtesy of Burnley Empire Trust.
