News

We are disappointed by the decision to open a statutory inquiry into Seven Dials Playhouse, particularly at such a pivotal time for the organisation. However, we fully intend to cooperate and support the Charity Commission in every way possible as they carry out their investigation.

We welcome the opportunity to demonstrate that all decisions taken by the board of trustees and the leadership team have been made with the long-term future of the organisation –and the artists we serve – firmly in mind.

The phrase “misconduct or mismanagement,” used in the Commission’s announcement, may appear alarming. In this case, we understand it simply refers to questions around the strategic direction and financial model being pursued – not any suggestion of wrongdoing. We are confident that we can address these concerns in full.

The Commission’s inquiry will focus on the viability of our strategic and financial plans – areas where scrutiny is entirely appropriate for any charitable organisation. We welcome that scrutiny, and remain confident in the strength of our planning, our governance, and our long-term vision. As ever, we are fully transparent and committed to good practice in all areas of our work.

It’s important to provide some context. By 2021, Seven Dials Playhouse (formerly The Actors Centre) was facing a very real and immediate financial crisis. At the time of the building sale, the charity was carrying significant historic debt.

The previous membership model had become increasingly unsustainable. In 2018/19, Seven Dials Playhouse (then The Actors Centre) had 2,158 members – yet only around 8% (173 people) actively engaged with the programme. By 2019/20, membership had fallen to 939, with just 75 members consistently participating. Many training workshops were routinely cancelled due to low attendance. The organisation was, in effect, being subsidised by a large number of members who received little or no benefit from their subscriptions – an imbalance that was neither sustainable nor fair.

When the pandemic hit, many members – understandably – cancelled their subscriptions. But with such low engagement even before COVID, it became clear that the model hadn’t simply been paused – it had already ceased to be viable. Asking artists to re-subscribe to a service they had previously chosen not to use would not have been sustainable, or ethical.

In September 2024, the organisation completed the sale of its building. The decision to sell the building was made in order to address the substantial financial liabilities the organisation had accumulated, and to enable a complete change of course – one that could generate new revenue streams and build a sustainable future,following the collapse of the old membership and training model.

Two-thirds of the sale income was used to clear historic liabilities. The remaining funds have allowed us to invest in rebuilding the organisation and relaunching a new model of support that is fit for purpose, and further contributes to its charitable purpose.

In the years leading up to the sale, limited resources meant that the organisation was significantly under-staffed, and its capacity to deliver consistent programming and marketing was severely impacted. As a result, the public-facing output of the venue did not always reflect the quality or ambition of the organisation’s long-term vision.We now operate with a lean and focused team, and while we do now pay rent, our overall overheads remain comparable to what they were under the previous structure, when the organisation was burdened by significant debt repayments,bank fees, and charges.

Since launching the new business plan in April of this year, Seven Dials Playhouse has already begun delivering targeted, in-depth programmes designed to support a broader and more diverse community of theatre makers. In this year alone, our new initiatives –7from7, First Steps, Next Step, the Sketch Comedy Collective, and the Sketch Troupe Residency – will reach around 200 artists. With the addition of short courses, training opportunities, and regular networking events, we expect to support upwards of 500 creatives annually. These opportunities are open-access and no longer require artists to pay a membership fee.

It is true that our model includes a period of investment before we expect to break even, with year three forecast as the tipping point. The long-term model is built on a diverse and balanced approach to income generation, including box office sales,fundraising, grant applications, individual giving, sponsorship, and space hire. This multi-strand strategy ensures the organisation is not reliant on a single income stream, but is instead able to grow flexibly and sustainably overtime. We are managing resources carefully and strategically, and the majority of available funds are projected to remain in reserve even after the initial investment period.

We must also acknowledge that the existence of the inquiry itself, especially the public nature of its announcement, has the potential to cause reputational harm. Nonetheless, we will continue to do everything possible to provide transparency, clarity, and cooperation throughout this process.

We remain focused on delivering the work, supporting and listening to our community, and building a future that reflects the needs of contemporary theatre makers at every stage of their career. We remain fully aligned with the charitable purposes of the organisation, including supporting artistic education, creative development,and access to theatre for all.

For press enquiries, interviews, and further information, please contact:

Press Contact: Madelaine Bennett, 07977 290416, Madelaine@gingerBreadagency.com

‍