Deborah Richardson - Communications Manager, Brewhouse Theatre
When I drove to Cheltenham earlier this year I think I had more hidden agendas than GCHC. I'd been given the opportunity to shadow Penny Peters, Press Officer at the Everyman Theatre, and in truth I got more from it than MI5 would credit 007 for.
Ruth Staple of SWAM had suggested the idea of shadowing and it appealed for a number of reasons:
* Penny was a full time press officer and had a background in journalism
* It was relatively local and at a venue whose programming was not a million miles from our own
* It would be one to one, so I could get exactly what I needed out of it and ask embrassing questions
* it would fit around our schedules rather than a predetermined date
* it was free!
I think I should point out that the hidden agendas weren't mine. Penny and I had discussed what I hoped to get from the day in advance of meeting. As we were both busy we agreed a focused half day session (another big plus!). However, once the Brewhouse team found out where I was off to they all wanted to know how the various departments operated. Top of my list was to find out how the Everyman had increased their audiences by 30,000 in the last year. And yes, I got all the answers. At first I felt really furtive taking notes. I'd taken a notebook so small that it could have been developed by Q for covert operations. It proved a necessity though, as I picked up loads of hints and tips!
Of course, there are fundamental differences between the two organisations, for example:
* Facilities. The Everyman is twice the capacity and has a studio theatre
* Structure. They have 8 staff to do all the roles and responsibilities of two of us (although we do have a crack team of marketing secret agents - sorry, volunteers!).
* Programming. They have fewer productions but for longer runs.
* Relationships with key organisations. They enjoy substantial free support from the local commercial radio station
Not everything we covered was directly applicable but as we discussed how we differed solutions arose that would devleop the Brewhouse's identity. I came away with short and long term objectives and a few surprises to keep the press on their toes! Plus I felt encouraged about systems we already had in place.
On my immediate return I gave the staff a full debriefing. I also spent two days tidying the office - have you seen theirs? Since then the Brewhouse staff have had to overcome their shyness and reservations at being interviewed, photographed and generally stuffed in to outrageous costumes (thank God for a technical team with a sense of humour). We've also widened our editorial reach.
It was an experience that I would heartily recommend and my grateful thanks go to Penny, the Everyman gang and Ruth. I look forward to repeating it at another venue. Any offers? Oh, and you're more than welcome to ours!
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