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It pays to be unresponsive

Published Monday 2 November 2009 at 16:30

Your article on the £940,000 lifeline to the Royal and Derngate in Northampton caught my attention (October 8, page 5).

Prior to the closure for refurbishment, I was on the mailing list and seasonal brochures arrived on time. What a different story after the re-opening. Since June 2007 I have received just two brochures, the last one in August 2008 for the autumn season, despite phone calls being made, promises broken and letters ignored.

On February 21, 2009, I wrote to the theatre manager Donna Munday (who I understand has now left). I had no reply. On March 21 I wrote to the chief executive Martin Sutherland, again no reply. On May 28, The Stage carried a feature on the Derngate artistic director, and on June 1, I wrote to him explaining what my experiences had been and how they might have given him food for thought every time he looked out into the auditorium and saw empty seats. I heard nothing more.

So Martin Sutherland tells The Stage this £940,000 is required due to a downturn in audiences. He then goes on to say £40,000 of the cash will allow the trust’s strategic management team to work with consultants on the theatre’s business plan looking at audience development. Rather than public cash and consultants, the trust should target improved senior management competence and wake up to the need for greater accountability - as should Arts Council England.

Bernard Hanson

Cherry Orchard

Port Erin

Isle of Man

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