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SOCIAL ENTERPRISE AND THEATRE

April 15th 2015

HENNEPIN THEATRE TRUST, MINNEAPOLIS, USA
Tom Hoch, President and CEO of Hennepin Theatre Trust, outlines how the city government bought three historic theaters that were either closed or moribund, and pulled them back into the public sector fold with a view to improving them. To pay for the investment, the city issued bonds. It has since fulfilled its intention of putting the theaters in the hands of a non-profit, the Hennepin Theatre Trust. The Trust is continuing to operate and program the theaters and repay city investment, whereupon it will then own them outright. Tom also touches on the Trust's central role in Minneapolis's emerging Cultural District.

LIVE THEATRE, NEWCASTLE-UPON-TYNE, UK
Chief Executive Jim Beirne (MBE, FRSA, Dr Litt. (hons)) outlines the theatre's longstanding plans to operate in a context of reduced city council financial support. Three of the theatre's social enterprises are up and running: a small but highly-successful online playwright course, an office development, and a gastropub. The fourth enterprise is a large property development – with the City Council as lender rather than grant-maker.

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