The guiding principle of the LTC is to create the conditions where great art can be made and enjoyed:

  • by maximising organizational efficiencies and fundraising opportunities, so that more resource is available for the art,
  • by sharing practice and resource to grow new and existing audiences for the work,
  • by acting as a strong advocate to influence policy and strategy in the sector,
  • by exploring ways to manage the sharing and exploitation of work across consortium theatres.


Led by this guiding principle, we have identified five focus areas:



We’re committed to effecting real change in the working cultures of LTC theatres, supporting their staff teams and embedding thinking around environmental sustainability in all approaches and decision making. We are in the final year of a three year programme working with Julie’s Bicycle. The headlines of what LTC theatres achieved in 2012 are:

  • 4% reduction in absolute energy emissions – a cost saving of £31,000 across the group
  • 6% reduction in relative energy emissions
  • 10 theatres improved their IG start rating in at least one of the four criteria
  • 2 theatres improved overall star rating between 2010/11 and 11/12
  • Lyric became the first ever 3 star IG theatre
  • all theatres have environmental policies and action plans in place
  • Young Vic piloted a sustainable production with After Miss Julie

Workforce development

We’re looking at ways to make a career in the arts more attractive and a more widely available as an option. We are also focusing supporting existing staff teams. This work will include:

  • Outward facing work to raise the profile of careers within the sector and to make our workforce more diverse. LTC are planning to make an application to the Creative Employment Programme and, if successful, will offer genuine training opportunities with realistic levels of pay with a view to creating an alternative to university. Our ambition is to pilot a workforce development programme which addresses systemic issues concerning lack of diversity in our workforce and which opens up alternative pathways into our industry.
  • Inward facing work to support and develop our existing staff teams, creating opportunities for peer support and shared learning, bespoke training and generally findings ways to make the LTC’s enormously talented combined workforce to feel (even) more valued, connected and nurtured.

Shared procurement

(Un)arguably the least glamorous priority but vital work around using our combined buying power to make savings and efficiencies across the LTC in our offices, front of house areas and backstage. Where we can combine this with our sustainability agenda, so much the better.