The “Future Pact for the Performing Arts” is gaining momentum. The German Theater Association has adopted it as a recommendation for action; since February 2026, the Executive Board of the German Association of Cities has been recommending that its member cities “examine the possibility of implementing the pact locally” and views it as an “important tool for securing the future.”1 This is a strong signal and a good moment to ask: What does it take to ensure that a pact isn’t just a piece of paper?
The Foundation: Clarity from the start
The Bühnenverein identifies a business plan with measurable goals as a prerequisite for a pact. This refers not merely to a formal strategy document, but to a foundation for jointly clarifying the direction in which an institution should develop and the goals and changes associated with that direction. What this means in practice is more challenging than it sounds. It involves a robust assessment of the theater’s own scope for action—financially, structurally, and artistically. At the same time, it requires an honest analysis of which measures can realistically be implemented under the specific conditions of the theater itself. The Bühnenverein’s toolbox can provide important guidance in this regard: Which type of programming model suits the ensemble, the audience, and the local infrastructure? Which collaborations with neighboring theaters or the independent theater scene are viable? Where are realistic opportunities for cost savings in production costs and staffing structures? And which revenue streams can be strengthened through audience development, program offerings, capacity utilization, and collaborations?
Conducting this analysis requires resources and methodology that are rarely available during day-to-day operations. And it has a twofold effect: It creates internal clarity about what is possible—while simultaneously providing the organization’s leaders with a reliable picture of the institution’s situation. It is not uncommon for differing assessments of the starting point to create tensions that hinder constructive discussions before they have even begun in substance. An external consultant with concrete knowledge of theater operations can methodically carry out this analytical process, ground it in substantive content, and thus lay the groundwork for robust negotiations and practical transformation.smaßnahmen schaffen.
After the Pact Is Introduced: Staying the course
The Pact does more than simply articulate intentions; it establishes a binding agreement on what a theater is expected to achieve and under what conditions this is possible. The actual work of transformation, however, takes place afterward as part of day-to-day operations, alongside premieres, programming, and personnel management. Under these conditions, agreed-upon steps quickly come under pressure – not because of a lack of will, but because day-to-day operations overshadow them.
Regular review of the agreed-upon measures, systematic monitoring of relevant key performance indicators, and a structured process for adapting to unforeseen developments are therefore not optional extras, but rather prerequisites for a pact to be effective. Added to this is internal communication: transformation encounters resistance when employees are not part of the transformation. Here, too, a neutral outside perspective helps – not as a substitute for facilitation, but as a source of structure during difficult phases.
The “Zukunftspakt Bühne” is a suitable tool for addressing current challenges. Its success depends on thorough preparation and consistent implementation. Would you like to lay this foundation or structure an ongoing transformation process? actori would be happy to support you: team@actori.de
Further Information:
1) Pressemitteilung: Deutscher Städtetag empfiehlt seinen Mitgliedern den Zukunftspakt Bühne
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A contribution from Michaela Herrmann, consultant.