by Sir Sidney Lee
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It is probably the less needful to scrutinise closely the theoretic merits or demerits of the actor-manager system, because the dominant principle of current theatrical enterprise in London and America renders most precarious the future existence of that system. The actor-manager seems, at any rate, threatened in London by a new and irresistible tide of capitalist energy. Six or seven leading theatres in London have recently been brought under the control of an American capitalist who does not pretend to any but mercantile inspiration. The American capitalist's first and last aim is naturally to secure the highest possible remuneration for his invested capital. He is catholic-minded, and has no objection to artistic drama, provided he can draw substantial profit from it. Material interests alone have any real meaning for him. If he serve the interests of art by producing an artistic play, he serves art by accident and unconsciously: his object is to benefit his exchequer. His philosophy is unmitigated utilitarianism. "The greatest pleasure for the greatest number" is his motto. The pleasure that carries farthest and brings round him the largest paying audiences is his ideal stock-in-trade. Obviously pleasure either of the frivolous or of the spectacular kind attracts the greatest number of customers to his emporium. It is consequently pleasure of this spectacular or frivolous kind which he habitually endeavours to provide. It is Quixotic to anticipate much diminution in the supply and demand of either frivolity or spectacle, both of which may furnish quite innocuous pleasure. But each is the antithesis of dramatic art; and whatever view one holds of the methods of the American capitalist, it is irrational to look to him for the intelligent promotion of dramatic art.
From the artistic point of view the modern system of theatrical enterprise thus seems capable of improvement. If it be incapable of general improvement, it is at least capable of having a better example set it than current modes can be reckoned on to offer. The latter are not likely to be displaced. All that can be attempted is to create a new model at their side. What is sought by the advocates of a municipal theatre is an institution which shall maintain in permanence a high artistic ideal of drama, and shall give the public the opportunity of permanently honouring that ideal. Existing theatres whose programmes ignore art would be unaffected by such a new neighbour. But existing enterprises, which, as far as present conditions permit, reflect artistic aspiration, would derive from such an institution new and steady encouragement.
The interests of dramatic art can only be served whole-heartedly in a theatre organised on two principles which have hitherto been unrecognised in England. In the first place, the management should acknowledge some sort of public obligation to make the interests of dramatic art its first motive of action. In the second place, the management should be relieved of the need of seeking unrestricted commercial profits for the capital that is invested in the venture. Both principles have been adopted with successful results in Continental cities; but their successful practice implies the acceptance by the State, or by a permanent local authority, of a certain amount of responsibility in both the artistic and the financial directions.
It is foolish to blind oneself to commercial considerations altogether. When the municipal theatre is freed of the unimaginative control of private capital seeking unlimited profit, it is still wise to require a moderate return on the expended outlay. The municipal theatre can only live healthily in the presence of a public desire or demand for it, and that public desire or demand can only be measured by the playhouse receipts. A municipal theatre would not be satisfactorily conducted if money were merely lost in it, or spent on it without any thought of the likelihood of the expenditure proving remunerative. Profits need never be refused; but all above a fixed minimum rate of interest on the invested capital should be applied to the promotion of those purposes which the municipal theatre primarily exists to serve?to cheapen, for example, prices of admission, or to improve the general mechanism behind and before the scenes. No surplus profits should reach the pocket of any individual manager or financier.
