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2021-03-31-accounts

Company registered number: 2931636 Charity registered number: 801552

ONE DANCE UK

(A Company Limited by Guarantee)

TRUSTEES’ REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

FOR THE YEAR ENDED 31 MARCH 2021

TABLE OF CONTENTS

Trustees Report 3
o
Our Strategy		 7
o Volunteers 13
o Achievements 15
o Our Programmes and work 18
o Plans For Future Activity 31
o Financial Review 33
o Structure, Governance and Management 36
Reference and Administrative Details of the Company 41
Independent Auditor’s Report 42
Statement of Financial Activities 45
Balance Sheet 46
Statement of Cash Flows 47
Notes to the Financial Statements 48

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REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2021

The Trustees are pleased to present their annual Directors’ report together with the financial statements of the charity for the year ended 31 March 2021, which are also prepared to meet the requirements for a director’s report and accounts for Companies Act purposes.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and Accounting and Reporting by Charities: the Statement of Recommended Practice for Charities (SORP 2015) (Second Edition, effective 1 January 2019) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

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We are a charity dedicated to raising the profile, excellence, diversity and importance of UK dance. These are the cornerstones of our constitution.

Promoting Dance and its diversity

To advance arts and culture for the benefit of the public by promoting dance in all forms. This includes the promotion of good practice, education and specific forms of dance including but not limited to the promotion of the work of dance artists of the African Diaspora in all its expressions.

Education

To advance the education of the public, teachers, students, young people, dance practitioners and professionals in the UK and beyond in dance by all means including but not limited to; research, the promotion of dance with and for young people, Dance of the African Diaspora, promoting standards of excellence in the teaching of dance for all ages with particular reference to the school curriculum and the promotion of specific forms of dance.

Health

To advance the health of dancers

Relief of poverty

To relieve poverty amongst dancers, dance artists, dance practitioners and their dependents.

In shaping our objectives for the year and planning our activities, the Trustees have considered the Charity Commission’s guidance on public benefit, including the guidance ‘Public benefit: running a charity (PB2)’ and the Charity Governance Code. We rely on grants, fundraising, sponsorships, members’ fees and ticket sales to cover our operating costs.

Taylor Han-supported by The Workroom Glasgow by Dani Bower photography for One Dance UK

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OUR STRATEGY

Together we're stronger

With the mandate of our members, we provide one clear voice for dance and a clear strategy to meet our purpose.

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(L) Tamar Dixon
(R) Tanya and James
by Dani Bower Photography
for O n e Dance UK
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SUPPORTING DANCE

Through an historic year, where COVID-19 measures disrupted dance performance, training, teaching and opportunities for employees and freelancers, we continued to deliver our strategy through seven areas

Advocacy

We are a voice for Dance with DCMS and DfE for COVID-19 sector recovery, and on Brexit. We advocate for the UK dance sector on issues ranging from diversity, health, education and working conditions for dance artists.

We work in partnership with cultural sector bodies such as the Creative Industries Federation, WhatNext?, Culture Counts in Scotland, Freelance Taskforce Dance Group and the FreeMoveCreate campaign to inform and mobilise our members and act as a constructive partner to Government. We act as secretariat for the All Party Parliamentary Dance Group.

We are also devoted to advocating for children and young people as the Subject Association and Secretariat for the CYP Dance Programme Board, informing educators, policy makers and media about research and professional practice, informing approaches to the curriculum, pedagogy, and teacher training and development.

Children and Young People (CYP)

We engage CYP of all backgrounds from Early Years Foundation Stage to the end of their statutory education in and beyond schools, in excellent dance experiences. We directly engage CYP through U.Dance (which provides a framework for schools and youth dance groups nationwide to progress to our annual festival event), our Young Creatives programme for choreographers, and as Dance Ambassadors. We work to ensure that dance education, and its provision in schools, organisations, colleges and universities, remain a key priority and are delivered to the highest standards. We convene an expert panel of leading dance educators to advise on matters affecting the curriculum and teaching of dance.

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Dance of the African disapora
We advocate that Dance of the African Diaspora (DAD), the many recognised DAD forms,
practice, education and research, are equally valued and funded in the British cultural
experience. Our partners and members inform us of sectoral gaps in equality and decision-
making representation at every level. They guide our activities, communications and legacy for
DAD.
Professional development
We work to ensure the dance workforce has opportunities to develop practice and sustainability
at all stages in their career. We provide resources, webinars, conferences, Continuing
Professional Development (CPD) for dance teachers, and training in healthier dance and mental
wellbeing practice through our services to dance organisations. We also work with partners to
develop or signpost training opportunities.
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(L) Sophie Rebecca
(R) Trinity Laban
POP Screening by
Dani Bower for
One Dance UK
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Equality, Diversity and Inclusion
We are committed to improving Equality, Diversity, and Inclusion throughout the dance
sector. We use our platform to champion the issues directly raised from underrepresented
communities, and those who have experienced exclusion or marginalisation. We advocate
for change with funders, the government, and the wider creative dance sector.
We champion underrepresented voices across our platforms, with special attention to our
publications, our programming, and our visual communications.
We listen and respond to need through a commitment to longstanding partnerships and
programmes, and open dialogue with members and the wider dancing community.
We are determined to grow a workforce and dance sector that centres equity and justice and
that is welcoming, viable, and fulfilling for all.
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Celebrating Excellence

Our targeted activities to celebrate and support the development of a diverse, sustainable, unified, valued, connected and healthy dance workforce include:

Healthier Dancer Programme

We are committed to dancers’ health, wellbeing and performance, and provide specialist provision through our HDP training, dissemination of health information and accessible response to injuries.

We are founder partners of the National Institute of Dance Medicine and Science with:

Together with the NHS, we ensure there are specialist NHS dance injury clinics in London, Birmingham and Bath. Fundamentally, we are changing attitudes that result in safe practice, injury prevention and wider wellbeing issues being taken more seriously across the sector.

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We rely on and are extremely grateful to our volunteers who include former staff, board members, expert panels and our Dance Ambassadors of ages 15 – 25.

Annually, we rely on 40 volunteers who generously give up to 560 hours of their time.

Dance Ambassadors write blogs, speak to Members of Parliament, support us at our events and benefit from engaging with us. Through exciting opportunities, they find out about the various roles involved in dance.

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ACHIEVEMENTS AND PERFORMANCE

Throughout the COVID-19 restrictions, we continued to serve our members and the dance sector by swiftly changing to online services to advocate, communicate guidance, train dance teachers and professionals and provide opportunities for children and young people to grow in dance. We also held ‘Return to Dance’ webinars for the first time with professionals advising on interpreting the evolving guidelines.

We engaged with many more real-time participants for our work, whilst upholding quality assurance and safeguarding standards.

Our social media followers grew substantially.

Facebook: 87,000 (+1.1%) Twitter: 11,030 (+16%) Instagram: 10,343 (+66%)

Over 162,450 users accessed our website during this time (+10.8%) on previous year, generating 455,559 page views.

Participants in the DAD Facebook group rose from 196 in March 2020 to 500 by March 2021

Our Return To Work webinar series attracted 6,000 participants

The One Dance UK Awards reached 154,000 people across all of our social media platforms on the evening of the live broadcast alone.

U.Dance 2020 welcomed 2,699 attendees to events and 6,500 people to the custom built website across the weekend.

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Young Creatives 2021 cohort by Dani Bower Photography for One Dance UK
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Young Creatives 2021 cohort by Dani Bower Photography for One Dance UK
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Through the lockdown measures of 2020/21, we were agile and quickly moved to online delivery. Our inclusive approach, where all staff freely recommend changes to activities and know our mission, resulted in strong support to the dance sector at a time of need.

We communicated timely updates of the changing government guidance on the safe return to dance to our members and the wider sector through working groups, email updates, e-newsletters and a series of Return to Dance webinars.

"One Dance UK is our go to place for just about everything."

ADVOCACY

All pre-planned activities for 2020/21 were delivered and moved to online delivery to replace face-to-face services where necessary.

We grew participation and improved our communication with members, the sector and internationally, creating a new website for U.Dance Festival 2020 that increased young people’s participation and engagement by more than five times compared to previous years.

Our online Advocacy surveys, representation of and communications to the sector on COVID and Brexit have been used by individuals and organisations to navigate and make decisions on the various guidance relevant to our sector, across the four UK Nations.

We were a sponsoring partner of the Speak Listen Reset Heal Conference in October and November where arts practitioners and senior management of various organisations addressed racism in the performing arts and the work needed toward Equality, Diversity and Inclusion.

Our 3rd One Dance UK Awards Ceremony (online) also generated more than four times the participation, including international viewers. DAD Social Media activity grew at three times the previous year’s level.

Financially, we lost sponsorship and trading income but equally reduced expenditure through online delivery and covered our operating costs. We did not use Government COVID-19 support nor made any redundancies amongst our much-needed team of staff. 17

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Karenza Doughetyt by Dani Bower Photography for One Dance UK
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CYP: Young Creatives
Young Creatives, our programme for
aspiring choreographers, was reimagined
for 2020/2021 and is now taking the form of
a two year programme with predominantly
online delivery due to the ongoing
pandemic.
24 young people were selected for Year 1 of
the programme and since January have
been working under Sarah Dowling’s
leadership to take part in a range of
bi-monthly online creative workshops to
develop their skills and knowledge as
choreographers, with a slant towards
creating film-based/digital work.
Engagement, retention and quality of work
have been extremely high, with excellent
feedback from all workshop leaders and
participants.
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CHILDREN AND YOUNG PEOPLE (CYP)

CYP: Advocacy

Our CYP Team shared Return to Dance / COVID-19 Guidance with those working with CYP in dance, both in and out of school, to help them interpret the government guidance around the safe return to dance activity. We will continue to serve the sector following their positive response to our webinars, e-bulletins and conversations with individual members and member organisations to support their circumstances.

We provided the Secretariat for Decolonising the Dance Curriculum roundtable meetings as part of a wider piece of work led by Cultural Learning Alliance and will continue to do so.

We continued to advocate for the equal importance and availability of dance education to all CYP with Ofqual, exam boards, DfE and continue to be involved in the Bacc for the Future campaign. We also provide the Secretariat for the CYP Programme Board.

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Blytheby Dani Bower Photography for One Dance UK
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L and TR - Young Creatives 2021 cohort by Dani Bower Photography for One Dance UK
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CYP: Dance Ambassadors
The Dance Ambassadors programme for
aspiring leaders and advocates for dance
aged 18-25 has also been reimagined for
2021 to remote/online participation. After
working to make the promotion and
application processes more welcoming and
inclusive, we were delighted to have
received our highest ever number of
applications for the Dance Ambassadors
programme, with over 150 applicants!
We were able to select an increased number
of 39 Dance Ambassadors, including eight
returning for a second year, representing a
more diverse range of backgrounds, dance
styles and geographical regions than ever
before.
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(CYP) U.DANCE DIGITAL

U.Dance celebrates and promotes excellence through diversity, best practice, with and by young people in dance across the UK.

U.Dance Regional is our work with regional partners to bring an agreed selection of schools and participants though to the National Festival that was to be in Glasgow, in July 2020. U.Dance Regional was halted due to the COVID-19 pandemic lockdown measures. U.Dance Regional returned online in November 2020.

The ongoing COVID-19 crisis also meant that it was not feasible or safe to deliver the U.Dance National Festival as a live event in July 2020. It was moved online with a new, bespoke website.

U.Dance Digital 2020 (The National Festival)

The three day event included:

U.Dance Digital took place across the three days originally scheduled for the Glasgow National Festival – 17 to 19 July – and was open to all young people aged 11-19, and up to 25 for disabled dancers. All activities were free of charge to participate in.

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We were delighted with the results:

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DANCE OF THE AFRICAN DIASPORA (DAD)

Our new campaign I Move raises the profile and visibility of DAD practitioners on social media, in e-newsletters and in our publication HOTFOOT Online. In 2020/21, our I Move campaign reached out to those working and practicing within the field of DAD and asked them to share with us why DAD is important to them, the challenges that they are facing at the moment and their hopes for the future. We highlighted five artists in the year in multi-disciplinary art and dance forms.

The DAD Facebook group continues to flourish and provide a space for DAD practitioners, leaders and enthusiasts to connect, be inspired and to be part of the ever-growing DAD community. In the twelve months to 31 March 2021, the group grew from 48 to 495 members.

DAD e-bulletin (in 12 months

We thank Mercy Nabirye (former Head of DAD) for her enduring contribution to build the DAD sector and One Dance UK .

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Dorine by Dani Bower Photography for One Dance UK
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ONE DANCE UK AWARDS 2020

The third One Dance UK awards ceremony went online in November 2020. Hosted by Akosua Boakye, the first online ceremony offered greater scope for viewers to know more about the awardees and their work. It enjoyed a groundbreaking reach with 900 views on YouTube and 100% positive feedback across all platforms.

One Dance UK Awards celebrate the excellence of people working across dance – teachers and educators, community participation leaders, researchers, dance scientists, writers and many more across 24 award categories. Awardee and nominee feedback remained extremely positive, expressing pride in being recognised by peers and using the official winner/nominee mark as a marketing tool.

We continued to have a very strong nomination response of over 1,100 nominations with the final three in each category selected by an independent judging panel. We continue to work on increasing the awareness and number of nominations from diverse British people, including people with disabilities and LGBTQI who all contribute strongly to dance.

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HEALTHIER DANCER PROGRAMME (HDP) AND NATIONAL INSTITUTE OF DANCE MEDICINE AND SCIENCE (NIDMS)

The Healthier Dancer Programme Facebook page offers weekly content to positively support One Dance UK audiences by providing regular signposts to health and wellbeing resources and provision, Healthcare Practitioner and Dance Scientist member news and updates, CPD prospects, events, and other engagement opportunities. The HDP Facebook page also hosts Wellbeing Wednesdays with weekly signposts to the Healthcare Practitioners Directory; Practitioner Profiling vlog Q&A’s; dance medicine and science research participation opportunities; upcoming events; and relevant external resources such as books, articles, and other published materials.

There are 53 current Healthcare Practitioner and Dance Scientist members.

Healthier Dancer Talks went digital throughout 2020/21 with talks continuing to be delivered to dance teaching organisations, primary and secondary school dance teachers, including mental health advocacy and considerations for producers, safe practice for young dancers and support for parents and carers.

The NIDMS partnership saw some positive developments:

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CONTINUOUS PROFESSIONAL DEVELOPMENT (CPD)

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Aishani Ghosh by Dani Bower Photography for One Dance UK
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Ready, Step, Teach! - Primary and Secondary CPD programmes were created to address the demand from schools and individual teachers partly in response to the most recent Ofsted inspection framework. There are two strands – one for Primary teaching and one for Secondary teaching – with each containing six twilight sessions delivered online over the course of a term. Sessions have been delivered by the CYP team with expert input from external practitioners in certain areas. Uptake has been excellent and feedback overwhelmingly positive.

The CYP team delivered a number of bespoke membership and dance careers talks at colleges and universities. We continue to offer these as an online service and have recently simplified our pricing structure to ensure that delivery is financially viable.

Last year, we completed the creation of a new online learning resource with Cornucopia Films, called Step By Step , to support the delivery of dance at Key Stage 2 and aimed at nonspecialists. The programme was due to be launched by the BBC in the summer term and we contributed to a proposal for a further expansion of the programme into KS1 and KS3, however due to the COVID-19 crisis plans are currently on hold.

We held a meeting with Cornucopia, BBC and our Comms and marketing team and plan a joint launch and promotion of Step By Step in Autumn 2021, in time for the new academic year

MAGAZINES

Our magazines provide platforms for discussion and critical debate through reviews, interviews, and feature articles.

ONE is our industry facing magazine. HOTFOOT aims to redress the limited coverage of dance of the African Diaspora (DAD) to increase the awareness and understanding of DAD. Hotfoot experienced a 93% increase in readership during lockdown.

2,600 copies of ONE were circulated to members. There were 2,347 views of HOTFOOT for the year.

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MEMBERSHIP
Callum Findlay-White of Birmingham Royal Ballet by Dani Bower Photography for One Dance UK
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In an extremely difficult year for the dance sector, our members continued to engage with us as we:

At the year-end, we saw a fall in Individual and Healthcare Practitioner membership but a growth in organisational, teacher and student membership.

We thank our members for the confidence and trust placed in us.

FUNDRASING ACTIVITES

We are very pleased that Sport England agreed an extension to Dance On from 1 November 2020 to December 2021 with funding of £288,275. We continue to meet the filing requirements of the existing Dance On programme and Paul Hamlyn Foundation’s Backbone fund.

We engaged two freelance fundraisers with contracted obligation and company monitoring of compliance with the Charities Act 2016 and guidance from the Fundraising Regulator's voluntary regulation scheme. We required and monitored protection around vulnerable people and members of the public from unreasonable intrusion on a person’s privacy, unreasonably persistent approaches for the purpose of soliciting or otherwise procuring money or other property on behalf of the charity or placing undue pressure on a person to give money or other property. These fit with our safeguarding policy on all activities.

There were no complaints received by One Dance UK or our freelance fundraisers for our fundraising activities.

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PLANS FOR FUTURE PERIODS

Given our experience in 2020/21, we will continue to deliver our activities online in 2021/22, graduating to a hybrid model of delivery as confidence in face-to-face activity and socialising returns. The benefits of wider online reach, accessibility and participation for children and young people, dance professionals and organisations allow us to achieve our mission and objectives more effectively.

In this financial year, we will hold sessions with Board and staff to develop the hybrid model for our activities with rollout in the next financial year 2022/23. As we will rely increasingly on data and analytics, we will build our data assets and use this year as a start to digital transformation of the organisation so we use collected data better to:

Advocacy on COVID-19 recovery and EU exit impact on the sector, including protecting diversity and freelancers is paramount to us. We will continue to gather information from our colleagues to engage with UK Government and devolved administrations in Northern Ireland, Scotland, and Wales on our sector’s needs and communicate outcomes to the sector. We continue to be the Secretariat for the Dance APPG and CYP Programme Board, will continue to champion dance education with Ofqual and AfPE, and remain the Subject Association for Dance.

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Karenza Doughty and Thomas by Dani Bower Photography for One Dance UK
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Artists at Re:generations 2019 by Foteini Christophilpoulou
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In 2021/22 our Head of Workforce Development (a new role focused on Equality, Diversity and Inclusion) will work with our Board, staff and sectoral partners to undertake a root and branch review of the value of diversity and inclusion within our organisation. This role will focus on creating strategies for our members and the sector to develop positive and sustainable actions that impact dance.

We will also continue our direct activities for Dance of the African Diaspora (DAD):

The 4th One Dance UK Awards will take place online in November 2021.

CPD Training for dance teachers will be online with a new Primary Dance Teacher qualification with People Dancing in September 2021 and Ready, Step, Teach in November 2021 onwards. Healthier Dancer Practice Talks are provided free online with twice weekly webinars from May 2020 on returning to dance, physical and mental health and wellbeing. HDP and NIDMS webinars receive attendances ranging from 200 to 700 attendees per session .

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FINANCIAL REVIEW

Although we faced a difficult year, we maintained our full complement of staff who repurposed and delivered almost all our services to the sector and members, and contributed to income growth in:

In presenting our activities online, we made significant savings in travel, venue hire, accommodation and other activity costs that compensated for falls in sponsorship and trading income.

We achieved a surplus of £58,733 on unrestricted activities (£5,972 at 31 March 2020).

Our restricted funds activities continue to show the timing difference of funds received in previous years and drawdowns in 2020/21. No restricted fund is in deficit at the year-end.

We have made significant reductions to budgeted earned income for the next two financial years while equally reducing projected programme costs as we will deliver our largest activities online in 2021/22. Our core costs will be met by our NPO grant with Arts Council England, membership and other sources of income that are set with our 2020/21 experience. We expect to cover our operating costs to 31 March 2022 and meet our planned activities for beneficiaries.

The Trustees are satisfied that One Dance UK is a going concern at the time of signing the accounts as :

We are a Sector Support Organisation within Arts Council England’s National Portfolio of Organisations. Arts Council England is our largest funder with funding used to meet our programme of activities and contribute to core costs.

PRINCIPAL RISKS AND MANAGEMENT

Our Trustees have a risk management strategy which comprises:

This work has identified that meeting fundraising targets and the impact of COVID-19 measures are the major financial risks we face to ensure we serve beneficiaries and maintain financial resilience.

The risks have been mitigated through:

We regularly review the fundraising achieved against targets to make any adjustments to our activities should the need arise.

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RESERVES AND

RESERVES POLICY

STRUCTURE, GOVERNANCE AND MANAGEMENT

The Trustees of the charity have set the unrestricted reserves policy at a level so that there are sufficient funds to cover:

Governing document

One Dance UK is a company limited by guarantee governed by its Memorandum and Articles of Association dated 11 May 1994. It is registered as a charity with the Charity Commission. Anyone over the age of 18 can become a member of the Company and there are currently 1,354 members, each of whom agrees to contribute £1 in the event of the charity winding up.

Appointment of Trustees

The Trustees have designated £100,000 of general funds for the purchase and implementation of a cloud-based CRM system and upgraded website for membership, events, marketing, donations and reporting. The CRM system and website are essential for improving our beneficiaries ease of use while matching future digital demands for our services and resources. We shall also significantly improve:

Purchase is expected to be undertaken toward the end of the financial year 2021/22 with the start date of the fully functional CRM system and website set for 1 April 2023.

At the year end, we hold £317,888 in unrestricted reserves (£359,155 at 31 March 2020). The designated reserves at 31 March 2021 amounted to £100,000.

This has been identified by the Trustees as an appropriate level given the plans for the future activities of the charity.

At 31 March 2021, the Research Grant from Arts Council England is £2,500 in deficit. The Grant will be recovered by 31 December 2021. No other restricted fund is in deficit at the year end. The Charity holds £18,167 at 31 March 2021 (£9,431 at 31 March 2020) in restricted funds for specific projects.

As set out in the Articles of Association the Trustees are appointed by members of One Dance UK at the Annual General Meeting (AGM) or by postal vote. The Trustees shall retire from office at the fourth AGM following the AGM at which his or her current term commenced. Any Trustee who has served two consecutive terms can only be re-appointed after a one-year break from office.

All members are circulated with invitations to nominate Trustees prior to the AGM advising them of the retiring Trustees and requesting nominations for the AGM. If a vacancy on the Board occurs between AGMs the Board may co-opt a person to serve until the next AGM when such person may stand for election. If the Trustees determine that the Board is lacking any particular skill then the Trustees may appoint an additional three Trustees at any time with a term not exceeding four years from the AGM that their appointment was accepted by members.

Trustee induction and training

New Trustees are required to have an induction into all key areas of One Dance UK’s work and its constitution, and to be briefed on their legal obligations prior to their first Board meeting. They must sign a ‘fit and proper person’ declaration, conflict of interest memorandum, and are provided with good governance documentation, financial and management accounts, the Memorandum and Articles of Association and the latest business plan.

Organisation

The Board of Trustees, which can have up to 20 members, is responsible for decisions regarding policy and overall direction. The Board monitors progress of programmes and initiatives, finance and other developments at quarterly meetings and reports to the membership at the AGM. There are subcommittees covering relocation and finance that meet regularly.

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A Chief Executive is appointed by the Trustees to manage the day-to-day operations of the charity. To facilitate effective operations, the Chief Executive has delegated authority, within terms of delegation approved by the Trustees, for operational matters including finance, employment, project and programme delivery and fundraising

TRUSTEES’ RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS

SENIOR MANAGEMENT TEAM

The Charity Trustees (who are also the Directors of One Dance UK for the purposes of company law) are responsible for preparing a Trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Charity Trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the Charity for that period. In preparing the financial statements, the trustees are required to:

Chief Executive | Andrew Hurst MBE

Deputy Chief Executive & Finance Director Christopher Rodriguez

  1. select suitable accounting policies and then apply them consistently;

  2. observe the methods and principles in the Charities SORP;

  3. make judgements and estimates that are reasonable and prudent;

RELATED PARTIES AND UMBRELLA NETWORKS

None of our Trustees receive remuneration or other benefit from their work with the charity. Any connection between a Trustee or senior manager of the charity with a related party must be disclosed to the full board of Trustees in the same way as any other contractual relationship with a related party. In the current year no such related party transactions were reported.

The charity is a paying member of umbrella groups Creative Industries Federation and UK Dance Network. The charity is also a non-paying participant of other umbrella groups that are What Next?, Culture Counts and the Cultural Learning Alliance. Our membership and affiliations do not impact on the operating policies adopted by the charity.

  1. state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;

  2. prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the Charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

COVID-19 control measures on our wider network have not impacted our operations.

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ONE DANCE UK

REPORT AND FINANCIAL STATEMENTS

Statement as to Disclosure to Our Auditors FOR THE YEAR ENDED 31 MARCH 2021

Each of the Trustees (who are also the Directors of the company) at the time when this Trustees’ Report is approved has confirmed that:

By order of the Board of Trustees

Amanda Skoog

Amanda Skoog MNZM, Chair

Director

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ONE DANCE UK

REFERENCE AND ADMINSTRATIVE DETAILS OF THE COMPANY

FOR THE YEAR ENDED 31 MARCH 2021

Trustees

Amanda Skoog MNZN (Chair) (appointed 18 November 2020) Andrew Carrick Anthony Browne Anu Giri (resigned 6 July 2020) David Watson Denise Nurse Jane Mary Bonham-Carter (appointed 7 December 2020) Julian Flitter Piali Ray Susannah Simons Susan Wyatt (resigned 6 July 2020) Victoria Igbokwe Company registered number: 2931636 Charity registered number: 801552 Registered office: Dance Hub, Thorp Street, Birmingham, B5 4TB Chief executive: Andrew Hurst Independent auditors: Haysmacintyre LLP, 10 Queen Street, London EC4R 1AG Bankers: Cater Allan, 9 Nelson Street, Bradford, BD1 5AN CAF Bank Ltd, 25 Kings Hill Avenue, West Malling Kent ME19 4JQ HSBC Bank Plc, 18 Ballards Lane, Church End, Finchley, London, N3 Solicitors: Level Law, 20 - 22 Shelton Street, Covent Garden, London, WC2H 9JJ

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ONE DANCE UK

INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF ONE DANCE UK

FOR THE YEAR ENDED 31 MARCH 2021

Opinion

We have audited the financial statements of One Dance UK for the year ended 31 March 2021 which comprise the Statement of Financial Activities, the Income and Expenditure account, the Balance Sheet, the Statement of Cash Flow and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other information

The Trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

42

ONE DANCE UK

INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF ONE DANCE UK

FOR THE YEAR ENDED 31 MARCH 2021

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report (which incorporates the Directors’ report).

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 38, the trustees (who are also the Directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to charity and company law applicable in England and Wales, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and the Charities Act 2011, and consider other factors such as income tax, payroll tax and VAT.

43

ONE DANCE UK

INDEPENDENT AUDITORS REPORT TO THE MEMBERS OF ONE DANCE UK FOR THE YEAR ENDED 31 MARCH 2021

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls),and determined that the principal risks were related to revenue recognition and management override of controls. Audit procedures performed by the engagement team included:

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members, as a body, for our audit work, for this report, or for the opinions we have formed.

Jane Askew (Senior Statutory Auditor) For and on behalf of Haysmacintyre LLP, Statutory Auditor

10 Queen Street Place London EC4R 1AG

3 December 2021

44

ONE DANCE UK

STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING THE INCOME & EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2021

Unrestricted Restricted
Funds Funds Total Total
2021 2021 2021 2020
Notes £ £ £ £
Income from:
Donations and legacies 2 765,130 215,764 980,894 961,600
Charitable activities 3 91,895 - 91,895 110,066
Fundraising activities 4 15,125 - 15,125 79,500
Other income 188 - 188 223
──────── ──────── ─────── ───────
Total income 872,338 215,764 1,088,102 1,151,389
──────── ──────── ─────── ───────
Expenditure on:
Raising funds 44,674 - 44,674 50,322
Charitable activities 5,6 768,931 207,029 975,960 1,135,714
──────── ──────── ─────── ───────
Total expenditure 7 813,605 207,029 1,020,634 1,186,036
──────── ──────── ─────── ───────
Net movement in funds 58,733 8,735 67,468 (34,647)
Reconciliation of funds:
Total funds brought forward 15 359,155 9,432 368,587 403,234
──────── ──────── ─────── ───────
Total funds carried forward 15 417,888 18,167 436,055 368,587
============ ============ =========== ===========

All income derives from continuing activities.

The notes on pages 48 to 62 part of these financial statements.

45

ONE DANCE UK (a Company Limited by Guarantee)

Company Number: 2931636

BALANCE SHEET

AT 31 MARCH 2021

2021 2020
Note £ £ £ £
Fixed assets
Intangible assets 10 43,872 65,808
Tangible assets 11 12,235 19,780
--------------------- ---------------------
56,107 85,568
Current assets
Stocks 12 - 903
Debtors 13 101,989 79,341
Cash at bank and in hand 565,235 313,144
--------------------- ---------------------
667,224 393,388
Creditors:Amounts falling due
within one year 14 (287,276) (110,389)
--------------------- ---------------------
Net current assets 379,948 282,999
--------------------- ---------------------
Total net assets 436,055 368,587
========== ==========
Charity Funds
Restricted funds 15 18,167 9,432
Unrestricted funds 15 417,888 359,155
--------------------- ---------------------
Total funds 436,055 368,587
========== ==========

The company’s financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The financial statements were approved and authorised for issue by the Trustees on 3 December 2021 and signed on their behalf by:

Amanda Skoog

Julian Flitter

Amanda Skoog MNZM, Chair

Julian Flitter, Director

The notes on pages 48 to 62 form part of these financial statements.

46

ONE DANCE UK

STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 MARCH 2021

2021 2020
Note £ £
Cash flows from operating activities
Net cash used in/(provided by) operating
activities 17 255,664 (3,721)
--------------------- ---------------------
Cash flows from investing activities:
Purchase of fixed assets (3,573) (28,381)
--------------------- ---------------------
Net cash used in investing activities (3,573) (28,381)
--------------------- ---------------------
Change in cash and cash equivalents in the year 252,091 (32,102)
Cash and cash equivalents brought forward 313,144 345,246
--------------------- ---------------------
Cash and cash equivalents carried forward 565,235 313,144
========== =========
At 31 March
At 1 April 2020
Cash Flows		 2021
Analysis of changes in net debt £ £ £
Cash and cash equivalents 313,144 252,091 5,829
========== ========== ==========

The notes on pages 48 to 62 form part of these financial statements.

47

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

1. Accounting policies

1.1 Basis of preparation of the financial statements

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), Charities SORP (FRS 102) (Second edition – effective 1 January 2019), and the Companies Act 2006.

One Dance UK meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy.

1.2 Company status

The company is a company limited by guarantee. The members of the company are the Trustees named on page 1. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.

1.3 Going concern

The trustees consider that there are no material uncertainties about the Charity’s ability to continue as a

going concern at the time of signing the accounts as:

1.4 Income

All income is recognised once the company has entitlement to the income, it is probable that the income will be received and the amount of income receivable can be measured reliably.

For legacies, entitlement is taken as the earlier of the date on which either: the company is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the Charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the Charity has been notified of the executor's intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

48

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

1. Accounting policies (continued)

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. Support costs are those costs incurred directly in support of expenditure on the objects of the company.

Charitable activities are costs incurred on the company's operations, including support costs and costs relating to the governance of the company apportioned to charitable activities.

1.6 Intangible fixed assets and amortisation

Intangible assets costing £1,000 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably. Intangible assets are initially recognised at cost and are subsequently measured at cost net of amortisation and any provision for impairment. Amortisation is charged over a period of five years.

1.7 Tangible fixed assets and depreciation

All assets costing more than £500 are capitalised at cost.

A review for impairment of a fixed asset is carried out if events or changes in circumstances indicate that the carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying value of fixed assets and their recoverable amounts are recognised as impairments. Impairment losses are recognised in the Statement of Financial Activities incorporating Income and Expenditure Account.

Tangible fixed assets are carried at cost, net of depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following bases:

Office equipment - 50% and 33% on cost

1.8 Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the company; this is normally upon notification of the interest paid or payable by the Bank.

1.9 Stocks

Stocks are valued at the lower of cost and net realisable value after making due allowance for obsolete and slow-moving stocks. Cost includes all direct costs and an appropriate proportion of fixed and variable overheads.

49

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

1. Accounting policies (continued)

1.10 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.11 Cash at Bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.12 Liabilities and provisions

Liabilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the company anticipates it will pay to settle the debt or the amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges.

1.13 Financial instruments

The company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

1.14 Pensions

The company operates a defined contribution pension scheme and the pension charge represents the amounts payable by the company to the fund in respect of the year.

1.15 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the company and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the company for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Investment income, gains and losses are allocated to the appropriate fund.

50

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

1.16 Subsidiary Holdings

One Dance UK is the sole shareholder in 4 dormant companies registered in England and Wales. None of the companies have traded during the year or the previous year. There are no assets or liabilities in the companies, and they have not been consolidated in these financial statements on the basis of immateriality.

One Dance UK Trading Limited 9532327 ADAAAD Limited 10274996 YDNE Limited 10274857 NDTA Limited 10275179

2. Income from donations and legacies

Unrestricted Restricted
Funds Funds Total
£ £ £
2021
Donations 1,330 - 1,330
Grants 763,800 215,764 979,564
--------------------------- -------------------------- -------------------------
Total 2021 765,130 215,764 980,894
============ ============ ===========
2020
Donations 3,389 - 3,388
Grants 749,880 208,331 958,212
--------------------------- -------------------------- -------------------------
Total 2020 753,269 208,331 961,600
============ ============ ===========
3. Income from charitable activities
Unrestricted Restricted
Funds Funds Total
£ £ £
Projects 2021 91,895 - 91,895
============= ============ ===========
Projects 2020 110,066 - 110,066
============= ============ ===========

51

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

4. Fundraising income

4. Fundraising income
Unrestricted Restricted
Funds Funds Total
£ £ £
2021
Fundraising events 500 - 500
Sponsorship 14,625 - 14,625
--------------------------- -------------------------- -------------------------
Total 2021 15,125 - 15,125
============= ============ ===========
2020
Fundraising events 50,000 - 50,000
Sponsorship 29,500 - 29,500
--------------------------- -------------------------- -------------------------
Total 2020 79,500 - 79,500
============= ============ ===========
5. Charitable activities - Direct costs Total Total
2021 2020
£ £
Project expenditure 273,015 392,955
Wages and salaries 236,805 226,101
National insurance 32,993 30,374
Pension costs 5,972 4,877
-------------------- --------------------
548,785 654,307
========== ==========
6. Charitable activities - Support costs Total Total
2021 2020
£ £
Office overheads 79,564 107,280
Administration costs 20,536 67,076
Professional finance 22,871 29,083
Governance 11,030 11,115
IT and software 35,575 23,899
Wages and salaries 248,722 223,771
National insurance 3,885 4,671
Pension cost 4,992 14,512
-------------------- --------------------
427,175 481,407
========== ==========

52

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

7. Analysis of expenditure by expenditure type

7. Analysis of expenditure by expenditure type
Staff costs Other costs Total
2021 2021 2021
£ £ £
Fundraising team costs 36,850 7,824 44,674
Charitable activities 533,369 442,591 975,960
-------------------- -------------------- --------------------
570,219 450,415 1,020,634
========== ========== ==========
Staff costs Other costs Total
2020 2020 2020
£ £ £
Fundraising team costs 27,000 23,322 50,322
Charitable activities 504,306 631,408 1,135,714
-------------------- -------------------- --------------------
531,306 654,730 1,186,036
========== ========== ==========
8. Net income/(expenditure)
Total Total
This is stated after charging: 2021 2020
£ £
Depreciation of tangible fixed assets:
- Owned by the charity 11,118 10,349
Amortisation of intangible fixed assets 21,936 21,935
Auditors’ remuneration – audit 11,000 10,500
========== ==========

During the year, no Trustees received any remuneration (2020 - £NIL). During the year, no Trustees received any benefits in kind (2020 - £NIL). During the year, no Trustees received any reimbursement of expenses (2020 - £Nil).

53

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

9. Staff costs

Staff costs were as follows:

Staff costs were as follows:
Total Total
2021 2020
£ £
Wages and salaries 522,377 476,872
Social security costs 36,878 35,045
Pension costs 10,964 19,389
-------------------- --------------------
570,219 531,306
========== ==========

The average number of persons employed by the company during the year was as follows:

2021 2020
No. No.
Administration and projects 17 16
========== ==========
The number of higher paid employees was:
2021 2020
No. No.
Earning between £60,000 - £70,000 1 1
========== ==========

The Chief Executive, Finance Director and the heads of departments represent the key management of the Charity. Remuneration and benefits received by key management personnel in the year were £254,737 (2020 - £184,367).

54

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

10. Intangible fixed assets
Software
£
Cost
At 1 April 2020 and 31 March 2021 111,239
==========
Amortisation
At 1 April 2020 45,431
Charge for the year 21,936
--------------------
At 31 March 2021 67,367
==========
Carrying amount
At 31 March 2021 43,872
==========
At 31 March 2020 65,808
==========
11. Tangible fixed assets Office
Equipment
£
Cost
At 1 April 2020 57,885
Additions 3,573
--------------------
At 31 March 2021 61,458
==========
Depreciation
At 1 April 2020 38,105
Charge for the year 11,118
--------------------
At 31 March 2021 49,223
==========
Net book value
At 31 March 2021 12,235
==========
At 31 March 2020 19,780
==========
12. Stocks
Total Total
2021 2020
£ £
Books and materials - 903
========== ==========

55

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

13. Debtors
Total Total
2021 2020
£ £
Trade debtors 5,454 25,368
Other debtors 3,132 14,495
Prepayments and accrued income 93,403 39,478
-------------------- --------------------
101,989 79,341
========== ==========
14. Creditors: Amounts falling due within one year
2021 2020
£ £
Trade creditors 161,509 24,675
Other taxation and social security 12,927 12,936
Accruals and deferred income 110,711 72,778
Other creditors 2,129 -
-------------------- --------------------
287,276 110,389
========== ==========
15. Statement of funds
Statement of funds – current year
Balance at
Balance at 31 March
1 April 2020
Income		 Expenditure Transfers 2021
£ £ £ £ £
Unrestricted funds
General Funds 359,155 872,338 (813,605) (100,000)
317,888
Designated funds - - - 100,000 100,000
-------------------- -------------------- -------------------- -------------------- --------------------
Restricted funds
Fidelity 1,878 - (1,878) - -
Dance On 9,228 175,764 (165,076) - 19,916
Creative Scotland 826 - (75) - 751
Paul Hamlyn Foundation - 40,000 (40,000) - -
Research (2,500) - - - (2,500)
-------------------- ----------------------- -------------------- -------------------- --------------------
9,432 215,764 (207,029) - 18,167
-------------------- -------------------- -------------------- -------------------- --------------------
Total of funds 368,587 1,088,102 (1,020,634) - 436,055
========== =========== ========== ========== ==========

56

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

15. Statement of funds (continued)

Balance at
Balance at 31 March
1 April 2019 Income Expenditure Transfers 2020
£ £ £ £ £
Unrestricted funds
General Funds		 353,181 943,058 (937,084) - 359,155
-------------------- -------------------- -------------------- -------------------- --------------------
Restricted funds
Fidelity
Dance On
Creative Scotland
Paul Hamlyn Foundation
Research
Get Doncaster Dancing		 23,814
-
1,641
-
8,098
16,500
--------------------		 -
168,331
-
40,000
-
-
-----------------------		 (21,936)
(159,103)
(815)
(40,000)
(10,598)
(16,500)
--------------------		 -
-
-
-
-
-
--------------------		 1,878
9,228
826
-
(2,500)
-
--------------------
50,053 208,331 (248,952) - 9,432
-------------------- -------------------- -------------------- -------------------- --------------------
Total of funds 403,234
==========		 1,151,389
===========		 (1,186,036)
==========		 -
==========		 368,587
==========

Designated funds

The Trustees have designated £100,000 of general funds for the purchase and implementation of a cloud-based CRM system and upgraded website for membership, events, marketing, donations and reporting. The CRM system and website are essential for improving our beneficiaries ease of use while matching future digital demands for our services and resources.

Fidelity

The Fidelity UK Foundation provided £45,750 toward the implementation of a new Customer Relationship Management (CRM) system of database and website. The CRM was operational in 2018/19. Costs were applied against the grant over the useful life of the CRM.

Dance On

The programme is funded by Sport England, Leeds City Council and City of Bradford Metropolitan District Council and aims to reduce the number of older people in Leeds, Bradford and Doncaster who are not achieving 30 minutes of moderate physical activity per week, particularly targeting women aged 55+ years and those living with long-term ill health and disabilities. The programme works to improve health and social outcomes for older people, build the evidence base and develop a model dance programme to tackle inactivity in older people that is replicable and scalable. Dance On successfully achieved a funding extension from 1 November 2020 to 31 December 2021, with £90,085 recognised in the current year. One Dance UK is working with Yorkshire Dance, Doncaster Community Arts and University of Leeds to deliver the programme.

Creative Scotland

Creative Scotland provided an Open Project Fund grant to build on the professional development support offered to Scottish dancers, choreographers and dance students.

57

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

15. Statement of funds (continued)

Paul Hamlyn Foundation

One Dance UK was awarded a 5-year grant of £40,000 per year from the Backbone Fund as recognition of the important role that One Dance UK plays in the sector and as marking the establishment of a strategic relationship through which Paul Hamlyn Foundation may seek advice from time to time. This is the second year of the grant.

Research

One Dance UK drew down £22,500 of a £25,000 grant awarded by Arts Council England, along with a £2,500 contribution from the Dance Professionals Fund, for research and a published report on ‘The Role and Impact of Freelancers in the Dance Sector’. The research was undertaken by the School of Media and Performance, University of Bedfordshire and included the full range of activity undertaken by independent dance artists and the organisations which support this activity, including through funding, in-kind support or paid work. The completed report provides findings to stakeholders regarding future support for the sector and where the gaps in provision might be. The dissemination of the final report has been delayed due to COVID-19 disruption. The Grant will be recovered by 31 December 2021.

Get Doncaster Dancing

The scope of the project is to develop a strategic vision where dance contributes to the reduction of physical inactivity levels in Doncaster through a community and sector led approach. The main outcomes are to improve health, social, learning and employability through dance and to reduce health inequalities particularly for women and girls with disabilities and in disadvantaged communities in Doncaster. The project is completed.

16. Analysis of net assets between funds

Analysis of net assets between funds – current year

Unrestricted Restricted Total
Funds Funds Funds
2021 2021 2021
£ £ £
Intangible fixed assets 31,965 11,907 43,872
Tangible fixed assets 12,235 - 12,235
Net current assets 373,688 6,260 379,948
-------------------- -------------------- --------------------
417,888 18,167 436,055
========== ========== ==========

58

Analysis of net assets between funds – prior year

Unrestricted Restricted Total
Funds Funds funds
2020 2020 2020
£ £ £
Intangible fixed assets 47,947 17,861 65,808
Tangible fixed assets 19,780 - 19,780
Net current assets 291,428 (8,429) 282,999
-------------------- -------------------- --------------------
359,155 9,432 368,587
========== ========== ==========

59

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

17. Reconciliation of net movement in funds to net cash flow from operating activities

Total Total
2021 2020
£ £
Net income/(expenditure) for the year (as per 67,468 (34,647)
Statement of Financial Activities)
Adjustment for:
Depreciation and amortisation charges 33,054 32,284
Decrease in stocks 903 1,703
Increase in debtors (22,648) (11,840)
Increase in creditors 176,887 8,779
-------------------- --------------------
Net cash provided by /(used in) operating activities 255,664 (3,721)
========== ==========

18. Pension commitments

The company operates a defined contributions pension scheme which was implemented in February 2017. The assets of the scheme are held separately from those of the company in independently administered fund. The pensions cost charge represents contributions payable by the company to the fund and amounted to £10,964 (2020 - £9,389).

19. Operating lease commitments

At 31 March 2021 the total of the Charity’s future minimum lease payments under non-cancellable operating leases was:

Office equipment
Total Total
2021 2020
£ £
Amounts payable:
Within 1 year 4,409 6,057
Between 1 and 5 years 797 12,642
--------------------
--------------------
5,206 18,699
==========
==========

20. Related party transactions

Trinity Laban Conservatoire of Music and Dance, in which Anthony Bowne is a Director, were paid £nil for POP screening during the year (2020 - £205).

Dance Umbrella, in which Anu Giri is the Executive Director, were paid £nil for services during the year (2020 - £750).

Both transactions were on an arm’s length basis. Neither Trustee received any benefit or remuneration as a result of the transaction.

As disclosed in note 8, there were no transactions with Trustees in the year (2020 – no transactions).

60

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

21. Income and expenditure

Income and expenditure
Sport Arts Council Non-public
England England Funding Total 2021 Total 2020
£ £ £ £ £
Income
Dance On Project 175,764 - - 175,764 168,331
Non-public funding - 763,800 148,538 912,338 983,058
─────── ─────── ─────── ─────── ───────
175,764 - 148,538 1,088,102 1,151,389
Expenditure
Dance On Project (165,076) - - (165,076) (159,103)
Non-public funding - (763,800) (91,758) (855,558) (1,026,933)
────── ─────── ─────── ─────── ───────
(165,076) - (91,758) (1,020,634) (1,186,036)
────── ─────── ─────── ─────── ───────
Surplus for the year 10,688 - 56,780 67,468 (34,647)
========= =========== =========== =========== ===========
Income and expenditure – prior year
Sport Arts Council Non-public
England England Funding Total 2020
£ £ £ £
Income
Dance On Project 168,331 - - 168,331
NPO 749,880 - 749,880
Non-public funding - - 233,178 233,178
─────── ─────── ─────── ───────
168,331 749,880 233,178 1,151,389
Expenditure
Dance On Project (159,103) - - (159,103)
NPO (749,880) - (749,880)
Non-public funding - - (277,053) (277,053)
────── ─────── ─────── ───────
(159,103) (749,880) (277,053) (1,186,036)
────── ─────── ─────── ───────
Surplus for the year 9,228 - (43,875) (34,647)
========= =========== =========== ===========

61

ONE DANCE UK

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2021

22. Statement of financial activities for the year ended 31 March 2020

Unrestricted Restricted
Funds Funds Total
2020 2020 2020
£ £ £
Income from:
Donations and legacies 753,269 208,331 961,600
Charitable activities 110,066 - 110,066
Fundraising activities 79,500 - 79,500
Other income 223 - 223
──────── ──────── ───────
Total income 943,058 208,331 1,151,389
──────── ──────── ───────
Expenditure on:
Raising funds 50,322 - 50,322
Charitable activities 886,762 248,952 1,135,714
──────── ──────── ───────
Total expenditure 937,084 248,952 1,186,036
──────── ──────── ───────
Net movement in funds 5,974 (40,621) (34,647)
Reconciliation of funds:
Total funds brought forward 353,181 50,053 403,234
──────── ──────── ───────
Total funds carried forward 359,155 9,432 368,587
============ ============ ===========

62