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 2025
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PURPOSE|
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STRATEGY|
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DANCE|
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ENGAGEMENT AND POLICY WORK|
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PROGRAMMES AND WORK|
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PRIORITIES|
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FUNDRAISING ACTIVITIES|
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THE FUTURE|
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REVIEW|
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GOVERNANCE AND MANAGEMENT|
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AND ADMINSTRATIVE DETAILS OF THE COMPANY|
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INDEPENDENTEXAMINER’SREPORTTOTHEMEMBERSOFONEDANCEUK|
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REPORT OF THE TRUSTEES FOR THE YEAR ENDING
31 MARCH 2025
The Trustees are pleased to present their annual Directors' report together with the financial
statements of the charity for the year ended 31 March 2025, 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 2019) (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).
OUR PURPOSE
A STRONGER, MORE VIBRANT AND MORE DIVERSE DANCE SECTOR
FOR THE UK
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 all forms of dance. 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 in dance 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 a focus on the school curriculum) and
the promotion of specific forms of dance.
Health
To advance the health and wellbeing of all those who dance.
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, event and course sales to cover our
operating costs.
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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.
• Providing information and direct support to dance professionals, dance teachers,
schools and organisations to support a vibrant, healthy, and sustainable dance ecology
• Ensuring children and young people of any background participate in high quality
dance through our advocacy and programmes
• Raising the profile of diverse dance practice and equality for diverse professionals,
performances, education and leadership in organisations across the UK
• Advocating loudly for UK dance with government, CYP programme board and health
and mental wellbeing providers
• Providing artists at all stages of their careers with opportunities, resources and
information to survive and thrive.
VOLUNTEERS
We rely on, and are extremely grateful to, our volunteers who include our Dance
Ambassadors, Board members, expert panels and other supporters at events.
We rely on volunteers who generously give up to 500 hours of their time each year. Dance
Ambassadors (aged 18 - 25 years) 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 and careers in dance.
OUR WORK THIS YEAR
SUPPORTING DANCE
During a testing time for dance and the dance economy, advocating for our member's needs
to DCMS and DE, funders and performing arts representative bodies remains our key priority.
We saw a steadying of membership following our renewed membership offer, after a period of
declining membership. Our new strategy addresses the current needs of individual members,
as well as continuing to provide essential support to organisational members. The One Dance
UK Team is dedicated to listening and aligning our services to best serve the dance
community's needs now and in the future, with work undertaken through the year to launch a
new Wellbeing Service providing a comprehensive package of health and wellbeing support,
focusing on delivering increased value to our members and the sector we serve. We remain
committed to providing freelancers with the support they need to maintain and develop
sustainable careers in dance.
During the year we developed partnerships with Mugler and Trinity Laban to provide bursaries
to dance students as part of the Mugler Creators Program. We also worked with the Dance
Professionals Fund to find ways to provide greater support to dancers together, and will be
finalising the details of this support in the next year.
POLITICAL ENGAGEMENT AND POLICY WORK
The team continued to work with Government and officials throughout 2024/25, covering
issues which affect all of our members, both individual and organisational, through the
Curriculum and Assessment Review; and addressing operational issues as they arose for
members including on inbound immigration and tax-related issues.
We strengthened the voice of dance in policy discussions through sustained engagement with
parliamentarians and officials, including work with the All-Party Parliamentary Dance Group,
and joint contributions to cross-sector initiatives such as the Pandemic Preparedness in the
Performing Arts project, and participation in Culture Commons roundtables shaping a joint
arts education manifesto ahead of the General Election. Alongside direct correspondence with
new DCMS and DfE ministers and MPs, we used ONE magazine and a new "Dance Digest"
communications strand to profile advocacy activity and articulate sector priorities.
The team continued to influence education policy and champion safeguarding by contributing
dance-specific insight to the Department for Education's Out of School Settings steering
group, through work with the Safer Dance group, and by engaging with legislation on
mandatory reporting of child abuse and helping the sector respond to high-profile
safeguarding incidents. Building on extensive consultations around the Cultural Education
Plan, we continued to work with key partners to ensure that learning from this process
informed the new government's forthcoming Curriculum and Assessment Review, while also
preparing election-facing messaging and website content to clearly present policy priorities,
joint campaigns and calls to action.
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We submitted a response to the Treasury call for evidence ahead of the Spending Review, with a request for a £1.1M investment to safeguard youth dance talent development infrastructure across the UK, creating more joined-up work at local, regional and national levels across the CATs, NYDC, the U.Dance framework and Young Creatives. The submission was reviewed by and discussed with the CYP Programme Board, and shared with our contact at DfE.
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U. Dance Regional Platforms took place in the nine English regions, plus Scotland and Northern
Ireland, delivered by regional partners and forming the selection process for the National
Festival. In Wales, an online submission processed was managed by National Youth Arts
Wales.
U.Dance National Festival
The U.Dance national Festival was delivered in Liverpool between 13-14 July 2024
350 young dancers from around the UK were invited to take part in the U.Dance National
Festival from 21-23 July in Newcastle. Event partners included Liverpool Everyman Playhouse,
LIPA. LMA and Northwest Dance.
Participants showcased a range of dance styles and backgrounds with around 40 groups
taking part, selected from hundreds of entries at U.Dance Regional Platforms or by special
guest invitation. Guest companies included Northwest Centre for Advanced Training (CAT)
groups and Lillianna Clifton, a Liverpool based dancer and runner up on Britain's Got Talent
2023. The event also saw the integration of One Dance UK's Young Creatives programme with
a showcase of the work of six youth choreographers and other guest young performers.
Alongside groups who took part from around the country, special focus was taken to ensure
performance opportunities from around the Northwest region, with a range of locally based
groups offered showcase opportunities and representatives from local professional dance
companies sharing their knowledge through workshops and talks.
• 3 x showcases of youth dance were presented:
- 2 x U.Dance National Showcases, Liverpool Playhouse
This included Curtain Raiser performances from The Fosbrooks, a folk music and
dance troupe, and WigLe Dance, a primary-age dance group selected from One Dance
UK's U.Dance First programme
- Young Creatives Showcase, Paul McCartney Auditorium, LIPA
• 2 x warm up ceilidhs were provided by the English Folk Dance and Song Society
• 34 x Dance Workshops with a range of leading artists with a special focus on those from the
Northwest
• 7 × Careers Talks with a range of leading dance professionals working in different elements
the dance sector
• Artists/organisations represented in the Workshops and Careers Talks included:
- Alyx Steele
- Company Chameleon
- Liverpool Everyman Playhouse
- Movema
- English Folk Dance and Song Society
- One Dance UK
- Trinity Laban Conservatoire of Music and Dance
- Wicked
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- Wired Aerial Theatre
- Yuva Gati Centre for Advanced Training (CAT)
• U.Dance Marketplace, where participants could talk directly to higher education and training
Providers
• 9 x Dance Ambassadors assisted with the event in a range of roles
• An Access Fund, generously supported by Trinity Laban and Big Give, allowed groups to
receive a travel bursary of an average of £250.00 each to support travel and access costs
The U.Dance First programme was relaunched in January 2025 with an emphasis on providing
performance opportunities for children nagged 5-11, this relaunch has seen an increase in
participation numbers.
YOUNG CREATIVES
The Young Creatives programme continues to provide opportunities for aspiring young
choreographers. The in-person day on 12 January was attended by 25 people in total which
included 10 Young Creatives and 15 dancers. An online Work In Progress sharing and feedback
session was held for the Young Creatives on 2 March for which 7 of the Young Creatives
attended. The satisfaction rating of the programme is still achieving 100
"Young people never fail to astound me with their creativity, passion and ability to get right to the
heart of the matter through dance. It feels like it is more vital than ever that young people have
opportunity to express themselves and explore their creative voices. The Young Creatives
programme does exactly that. "
Sir. Richard Alston, Young Creatives and U.Dance Champion
EQUALITY, DIVERSITY & INCLUSION
In the continuous effort to further our commitment to equitable and inclusive practices, our 3-
year strategic EDI action plan will be published in April 2025 and made available to the public
for transparency and accountability. From then on, an annual update on the progress of our
actions will be made available, highlighting areas of success and areas for improvement.
We successfully published our Inclusive Language Guide, which acts as a tool to support the
dance ecology in better understanding how to be inclusive within various areas of their work.
We ensure to highlight the ever-changing landscape of inclusive language, helping readers
understand that the Guide is not an exhaustive list, nor is it permanent, and we provide
additional learning resources that encourage the reader to go beyond the Guide to deepen
their knowledge and understanding.
We also published a Transgender Awareness in dance guide. The resource provides
foundational knowledge to increase awareness of transgender identities and issues within the
dance sector. This resource covers terms and identities, the potential challenges faced by
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for participants to understand:
- Different types of bias
- Social science behind biases and how they’re formed
- Types of biases
- Impact and mitigation
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NIDMS NHS DANCE INJURY CLINICS
As a founding partner of NIDMS, One Dance UK helped to establish the first and only dance
specialist national health services in the UK. NIDMS Dance Injury Clinics in London,
Birmingham and Bath have reached an estimated 5,000 dance professionals and students
since 2012. Dancers require specialist care from medical practitioners who understand the
demands and requirements of professional dance training and performance. The four NHS
Dance Injury clinics at Royal National Orthopaedic Hospital Stanmore, London, Mile End
Hospital, London, Royal United Hospital, Bath, and Queen Elizabeth Hospital, Birmingham are
led by a Sport and Exercise Medicine consultant with experience of treating dancers,
alongside a dance-specialist physiotherapist. Each clinic can refer to a wider multidisciplinary
team including podiatrists, surgeons, dieticians and psychologists/psychiatrists. One Dance
UK staff raise awareness of the service to dance companies, schools, and awarding bodies, as
well as through social media posts and the NIDMS website. We are also the first point of
contact for GPs, parents, and the dance ecology to support referrals.
HEALTHCARE PRACTITIONERS' DIRECTORY
Our free searchable online directory lists private medical, psychological, and complementary
healthcare practitioners with experience of treating dancers who are based throughout the UK
and recommended by members of the dance profession. In March 2025, 45 Healthcare
Practitioners were listed on the Directory, up from 20 at the same time in March 2024.
SAFEGUARDING IN UK DANCE ORGANISATIONS
We continue to collaborate with NIDMS and the University of Birmingham to investigate
safeguarding in dance by exploring the experiences of diverse current and former dancers of
safe dance environments, specifically focussing on the perceptions of what characterises a
safe dance environment. In 2024/25 we focused on participant recruitment and diversity.
INDUSTRY STANDARDS FOR DANCERS' HEALTH AND WELLBEING
Developed in 2022, the NIDMS Best Practice Standards are a benchmark for dance
organisations in the UK to be recognised for existing good practice in healthcare, dance
science support, and health education for dance professionals and students, and provide
guidance to support and enhance dance professional and student health, wellbeing and
performance.
HEALTHIER DANCER PROGRAMME (HDP) FACEBOOK GROUP
The Facebook Group for the Healthier Dancer Programme was established in April 2021 to
boost engagement with audiences interested in dancers' health, wellbeing, performance, and
dance medicine science, and currently has over 300 members. All content released on the
Healthier Dancer Programme Facebook page is reviewed in line with our quality assurance
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policy, to ensure that material is: up-to-date, genuine, audience-specific, and evidenced
(where appropriate).
ONE DANCE UK AWARDS 2025
The One Dance UK Awards 2025 celebrated, championed, and promoted the achievements of
the sector across the previous 12 months, whilst spotlighting the diverse and vibrant dance
ecology in the West Midlands. This year the Awards were held alongside the Talking Thinking
Dancing programme of events at the Birmingham Hippodrome.
MEMBERSHIP
We are pleased to have seen membership increase during 2024/25, as a result of our
improved members offer. We anticipate that the introduction of our Wellbeing Service will see
this increase continue into 2025/26
We continue to survey non-renewing members as their membership lapses to ascertain the
main reasons for letting their membership expire. The key reasons cited continue to be
financial (loss of funding and/or closure for organisational members, and affordability at the
time of renewal for individual members).
OUR PRIORITIES
DATA, EQUITY, BALANCE AND BELONGING
We are building our capacity to collect and analyse data in order to be able to present more
convincing arguments and a stronger evidence base on the positive impact on the UK of
sustained and increased investment in the dance sector.
We advocate an equitable, diverse and inclusive dance ecology that accurately reflects the
multiple voices in dance and the dance community which everyone should feel included in.
We continue to develop benchmarks to map the make-up of our staff, members and the
participants of our programmes, and the broader dance ecology. We will continue to identify
and prioritise diversity gaps and build sustainable relationships that better represent the
balance of the dance ecology.
We encourage our partners and members to be respectfully open and honest with us so that
we can grow together and celebrate the richness of every person and idea.
We continue to advocate for dance using evidence-based research to present to decision
makers on a variety of topics.
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OUR ENVIRONMENTAL RESPONSIBILITY
We will continue to build our understanding towards becoming more sustainable, including
the challenges faced by our member and non-member communities. During the year, all staff
completed Carbon Literacy training provided by Sustainable Arts in Leeds CIC.
FUNDRAISING ACTIVITIES
We have continued to deepen our relationship with funders and sustained current funding
including with Arts Council England (securing an extension to regular funding as an NPO for
2026-27 and part of the first extension year to the original 2023-26 Investment Period) and
other current and potential funders.
We ensure our compliance with the Charities Act 2016 and follow guidance from the
Fundraising Regulator's voluntary regulation scheme. We require and monitor 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 fundraiser for our
fundraising activities.
PLANS FOR THE FUTURE
Strategic Roadmap and Governance Review
We ensure that all plans for new and continuing work fit within the strategic roadmap
developed in 2022/23, to ensure our resources and operations continually maximise the social
impact and benefit to our members and beneficiaries, within our five strategic focus areas:
• Advocacy & Communications
• Dance Ecology & Membership
• Data Collection & Analysis
Pathways & Opportunities
• Access & Inclusion
The Trustees promote regular reviews of the charity's strategy in line with their Good
Governance responsibilities. Board reports and meetings have been adjusted to keep track
and monitor the progress of the updated strategic plans, and report against Arts Council
England Outcomes, targets, and success measures.
Trustee Recruitment
We keep up to date the Skills Audit of our Board Members, reviewing this on an annual basis.
which was updated at the end of May 23. The Board uses this to identify any gaps in skills
which potential new Trustees can fill as an essential part of Trustee recruitment. During the
year three trustees resigned at the end of their terms of office, and we recruited two new
trustees, with plans for two further recruitments during 2025/26. We would like to thank
Andrew Carrick, Julian Flitter and Susannah Simons who have provided dedicated service to
One Dance UK and the charities which merged to form it over many years.
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Membership
• Ensure our membership offer remains relevant, responsive, and aligned to support
sector needs
• Over the course of 2024/25, membership numbers have increased, and we will
continue to work to maintain and increase the value and benefits of membership.
• We will continue to develop the information our CRM is providing to us to better serve
members and Dance in the UK
• We will continue to develop hybrid, live and digital events, reviewing uptake and
member engagement and doing our best to ensure all delivery is accessible
Awards
We are planning for the Awards to take place in Bradford in February 2026. We will be working
with local partners and spotlighting the dancers and artists from the local area bringing the
industries focus to Yorkshire.
DeVos Global Arts Management Fellowship
Chief Executive, Andrew Hurst, will continue to be a part of the cohort of this multinational
programme for entrepreneurial executives in the arts and cultural sector who are prepared to
look critically at their work, challenge assumptions, and develop rigorous strategies to address
the most pressing challenges facing their organisations, regions, and art forms.
FINANCIAL REVIEW
In the year to 31 March 2025 we made a deficit of £100.7k (in the year to 31 March 2024
£80.5k). This includes depreciation/amortisation of £31k
We recognise that inflationary pressures and the return to face-to-face activities will continue
to create challenges in 2025/26, and have set a budget which will ensure that One Dance UK
remains a going concern.
The Trustees are satisfied that One Dance UK is a going concern at the time of signing
the accounts as:
• Core funding of £776,097 per annum is confirmed for 2025/26, a small increase on the
funding for 2024/25.
• Our unrestricted reserves are below the level required by trustees, future budgets for
2025/26 and 2026/27 have been drawn up with a plan to increase free reserves and will
be carefully monitored against actual performance.
We are a National Portfolio Organisation within Arts Council England's Investment Programme
2023-26, which has now been extended to March 2028. 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:
• six-monthly review of the principal risks and uncertainties that the charity faces;
• the establishment of policies, systems and procedures to mitigate those risks identified
in the six-monthly review and a quarterly risk summary to update progress on risk
mitigation;
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• the implementation of procedures designed to minimise or manage any potential
impact on the charity should those risks materialise.
The Trustees have identified that inflationary pressures, a sustained real-terms decrease in
grant income, and the impact of the cost-of-living crisis and increased energy prices are the
major risks in meeting fundraising and income targets and maintaining smooth operations to
ensure we serve beneficiaries and maintain financial resilience.
The risks have been mitigated through:
• adjusting our business model, budgets and cashflows for the next two financial years in
response to lower than originally budgeted earned income matched by equally lower
operating costs through hybrid delivery;
• growing online delivery, communication and advocacy for the dance sector;
• bench marking salaries to levels appropriate to our organisation's size and specialist
skills;
• continued funding from Arts Council England as principal NPO funder to 31 March 2027
(with further extension to 31 March 2028 pending confirmation), contributing to core
and educational costs based on funding conditions that we are certain will be met.
We regularly review the fundraising achieved against targets to make any adjustments to
our activities should the need arise.
RESERVES AND RESERVES POLICY
The Trustees of the charity have set the unrestricted reserves policy at a level so that there are
sufficient funds to cover:
• three months of operations in the event of any unplanned closure and its impact on
beneficiaries, Staff and other financial commitments;
fluctuations in annual projected income; and
• foreseeable financial commitments.
The Trustees have set a range of £300,000 to £350,000 as an appropriate level of
unrestricted reserves for the future plans of the charity.
The charity has a total of £116,428 of fixed assets (tangible and intangible) on the balance
sheet, which will depreciate to a value of £O over future years. The designated funds showing
in the accounts are to recognise this future committed depreciation expenditure.
At the year end, the Charity held £206k in unrestricted and undesignated funds, below the
level required by trustees (2024: £284k).
The Board understands that reserves are below the required level they have established, and
have plans to increase our free reserves, backed by future budgets from 2026/27 which will
begin to build reserves again, and ensure this shortfall is temporary.
At 31 March 2025, the Charity held £O (2024: £O) in restricted funds for specific projects.
STRUCTURE, GOVERNANCE AND MANAGEMENT
Governing document
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One Dance UK is a company limited by guarantee governed by its Memorandum and Articles
of Association dated 7 September 2016. 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 963 members, each of whom agrees to contribute £1 in the event of the charity
winding up.
Appointment of Trustees
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 notice at least 21 days prior to the AGM advising them of the
retiring Trustees and requesting votes for any newly proposed Trustees 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 12 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 is a Finance subcommittee that meets quarterly to report
finance and risk matters to the Trustees.
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
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 we entered into an agreement with Trinity
Laban, where Anthony Bowne, a Trustee of One Dance UK, is the CEO, and Mugler who are
providing scholarships to students of Trinity Laban, and providing support to One Dance UK.
Trinity Laban are members of One Dance UK. No assets of One Dance UK are provided to Triity
Laban under the terms of the agreement.
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There were no related party transactions in the year to 31 March 2024.
The charity is a paying member of umbrella groups PiPA, Culture Counts and the UK Dance
Network. The charity is also a non-paying participant of umbrella groups WhatNext? and the
Cultural Learning Alliance. Our membership and affiliations do not impact on the operating
policies adopted by the charity.
TRUSTEES' RESPONSIBILITIES IN RELATION TO THE FINANCIAL STATEMENTS
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:
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;
4. state whether applicable UK accounting standards have been followed, subject to any
material departures disclosed and explained in the financial statements;
5. 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
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ONE DANCE UK
REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED
31 MARCH 2025
One Dance UK has taken advantage of the small companies exemption in preparing the
directors report for the year to 31t March 2025
By order of the Board of Trustees
Victor Fung, Chair
Date: 29/01/2026
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ONE DANCE UK
REPORT AND FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2025
CONTENTS
Page
Reference and Administrative Details of the
Company
18
Independent Examiner's Report
19
Statement of Financial Activities
20
Balance Sheet
21
Statement of Cash Flows
22
Notes to the Financial Statements
23
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ONE DANCE UK
REFERENCE AND ADMINSTRATIVE DETAILS OF THE COMPANY
FOR THE YEAR ENDED 31 MARCH 2025
Trustees
Amanda Skoog (Chair to 17th March 2025)
Andrew Carrick (resigned 17t March 2025)
Anthony Bowne
Denise Nurse
Emma Keith
Jane Mary Bonham-Carter
Julian Flitter (resigned 17th March 2025)
Petr Medvedev (Treasurer, appointed 17'h March 2025)
Susannah Simons (resigned 17' March 2025)
Victor Fung (Deputy Chair to 17'h March 2025 and Chair from 17th March 2025)
Paul Smethurst (appointed 2nd December 2024)
Company registered number:
2931636
Charity registered number:
801552
Registered office:
Dance Hub, Thorp Street, Birmingham, B5 4TB
Chief executive:
Independent Examiner:
Andrew Hurst
Locke Williams Associates LLP, Studio 2, 50-54 St Pauls
Square, Birmingham, B3 1QS
Bankers:
Cater Allen, 9 Nelson Street, Bradford, BD1 5AN
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 EXAMINER'S REPORT TO THE MEMBERS OF ONE DANCE UK
FOR THE YEAR ENDED 31 MARCH 2025
I report to the Trustees on my examination of the accounts of One Dance UK for the year ended
31 March 2024 which are set out on pages 25 to 38.
Respective responsibilities of trustees and examiner
The trustees (who are also the directors of the company for the purposes of company law) are
responsible for the preparation of the accounts in accordance with the requirements of the
Companies Act 2006 ("the 2006 Act"). The trustees are satisfied that an audit is not required for
this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and have chosen instead to
have an independent examination.
Having satisfied myself that the accounts of the charitable company are not required to be
audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in
respect of my examination of the charitable company's accounts as carried out under section
145 of the 2011 Act. In carrying out my examination I have followed the requirements of the
applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.
Independent examiner's statement
Since the charity's income is in excess of £250,000 your examiner must be a member of a body
listed in the 2011 Act. I can confirm that I am qualified to undertake the examination because I
am a registered member of the ICAEW which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention giving
me cause to believe that in any material respect:
1. accounting records were not kept in respect of the Company as required by section 386 of
the 2006 Act; or
2. the accounts do not accord with those records; or
3. the accounts do not comply with the accounting requirements of section 396 of the 2006
Act other than any requirement that the accounts give a 'true and fair view which is not a
matter considered as part of an independent examination; or
4. the accounts have not been prepared in accordance with the methods and principles of the
Statement of Recommended Practice for accounting and reporting by charities [applicable
to charities preparing their accounts in accordance with the Financial Reporting Standard
applicable in the UK and Republic of Ireland (FRS 102)].
I have no concerns and have come across no other matters in connection with the examination
to which attention should be drawn in this report in order to enable a proper understanding of
the accounts to be reached.
David Williams FCA FCCA
Locke Williams Associates LLP
Studio 2, 50-54 St Pauls Square,
Birmingham, B3 1QS
Date: xx/xx/xxxx
19
## **ONE DANCE UK**
## **STATEMENT OF FINANICAL ACTIVITIES (INCORPORATING THE INCOME & EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2025**
|||**Unrestricted**|**Restricted**|||
|---|---|---|---|---|---|
|||**Funds**|**Funds**|**Total**|**Total**|
|||**2025**|**2025**|**2025**|**2024**|
||**Note**|**£**|**£**|**£**|**£**|
|**Income from:**||||||
|Grants Received||771,400|-|771,400|763,800|
|Donations and legacies|2|3,022|4,837|7,859|2,554|
|Charitable activities|3|48,713|-|48,713|87,820|
|Fundraising activities|4|24,562|-|24,562|5,615|
|Other income||2|-|2|192|
|||**────────**|**────────**|**───────**|**───────**|
|**Total income**||852,536|-|852,536|859,981|
|||**────────**|**────────**|**───────**|**───────**|
|**Expenditure on:**||||||
|Raising funds||14,539|-|14,539|72,296|
|Charitable activities|5,6|933,843|4,837|938,780|868,233|
|||**────────**|**────────**|**───────**|**───────**|
|**Total expenditure**|7|948,482|4,837|953,319|940,529|
|||**────────**|**────────**|**───────**|**───────**|
|**Net income**||(100,784)|-|(100,784)|(80,548)|
|Transfers between funds||-|-|-|-|
|||**────────**|**────────**|**───────**|**───────**|
|**Net movement in funds**||(100,784)|-|(100,784)|(80,548)|
|**Reconciliation of funds:**||||||
|Total funds brought forward|14|400,406|-|400,406|480,954|
|||**────────**|**────────**|**───────**|**───────**|
|**Total funds carried forward**|14|299,622|-|299,622|400,406|
|||============|============|===========|===========|
All income derives from continuing activities.
The notes on pages 23 to 35 part of these financial statements.
20
## **ONE DANCE UK (a Company Limited by Guarantee)Company Number: 2931636**
## **BALANCE SHEET**
## **AT 31 MARCH 2025**
||||**2025**||**2024**|
|---|---|---|---|---|---|
||**Note**|**£**|**£**|**£**|**£**|
|**Fixed assets**||||||
|Intangible assets|10||92,569||115,028|
|Tangible assets|11||708||1,400|
||||**---------------------**||**---------------------**|
||||93,277||116,428|
|**Current assets**||||||
|Debtors|12|24,319||6,319||
|Cash at bank and in hand||305,520||364,881||
|||**---------------------**||**---------------------**||
|||329,839||371,200||
|**Creditors:**Amounts falling due within||||||
|one year|13|(123,493)||(87,222)||
|||**---------------------**||**---------------------**||
|**Net current assets**|||206,346||283,978|
||||**---------------------**||**---------------------**|
|**Total net assets**|||299,623||400,406|
||||==========||==========|
|**Charity Funds**||||||
|Restricted funds|14||-||-|
|Unrestricted funds|14||299,623||400,406|
||||**---------------------**||**---------------------**|
|**Total funds**|||**299,623**||**400,406**|
||||==========||==========|
For the financial year in question the company was entitled to exemption under section 477 of the Companies Act.
No members have required the company to obtain an audit of its accounts for the year in question in accordance with section 476 of the Companies Act 2006.
The directors acknowledge their responsibility for complying with the requirements of the Act with respect to accounting records and for the preparation of accounts.
The company’s financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime and in accordance with The Charities SORP (FRS 102).
The financial statements were approved and authorised for issue by the Trustees on 01/12/2025 and signed on their behalf by:
21
**Petr Medvedev, Director**
**Victor Fung, Director**
The notes on pages 23 to 35 form part of these financial statements.
22
## **ONE DANCE UK**
## **STATEMENT OF CASH FLOWS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
||||**2025**|**2024**|
|---|---|---|---|---|
||Note||**£**|**£**|
|**Cash flows from operating activities**|||||
|Net cash used in/(provided by) operating|||||
|activities|16||(51,847)|21,814)|
||||**---------------------**|**---------------------**|
|**Cash flows from investing activities:**|||||
|Purchase of fixed assets|||(7,515)|(83,912)|
||||**---------------------**|**---------------------**|
|**Net cash used in investing activities**|||(7,515)|(83,912)|
||||**---------------------**|**---------------------**|
|**Change in cash and cash equivalents in the year**|||(59,632)|(62,098)|
|Cash and cash equivalents brought forward|||364,881|426,979|
||||**---------------------**|**---------------------**|
|**Cash and cash equivalents carried forward**|||305,520|364,881|
||||==========|=========|
|||||**At 31 March**|
|||**At 1 April 2024**|**Cash Flows**|**2025**|
|**Analysis of changes in net debt**||**£**|**£**|**£**|
|Cash and cash equivalents||364,881|(59,362)|305,520|
|||==========|==========|==========|
The notes on pages 26 to 35 form part of these financial statements.
23
**ONE DANCE UK**
**NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **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:
- Core funding of £776k per annum is confirmed as NPO within Arts Council England’s National Portfolio of Organisations to March 2027;
- The Charity has set its future budgets and cashflow projections to anticipate projected earned income along with managing costs in the face of cost of living issues.. The Charity expects to make a deficit in 2025/26 and break even in 2026/27;
- The Charity’s unrestricted reserves are below the appropriate level set by the Trustees but will remain positive through to the next funding round from ACE with sufficient reserves to cover any unexpected expenditure.
## **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.
24
## **ONE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **Accounting policies (continued)**
## **1.8 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.
## **1.9 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 up to five years based on expected life.
## **1.10 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 depending on the expected life of the asset
## **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.
25
## **ONE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **1. Accounting policies (continued)**
## **1.9 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.
## **1.10 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.
## **1.11 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.
## **1.12 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.
## **1.13 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.
## **1.14 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.
26
**ONE DANCE UK**
**NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **1. Accounting policies (continued)**
## **1.15 Critical accounting judgements and estimation uncertainty**
In the application of the accounting policies, the Trustees are required to make judgement, estimates, and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affected current and future periods.
In the view of the Trustees, no assumptions concerning the future or estimation uncertainty affecting assets or liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year.
## **2. Income from donations and legacies**
||**Unrestricted**|**Restricted**||
|---|---|---|---|
||**Funds**|**Funds**|**Total**|
||**£**|**£**|**£**|
|**2025**||||
|Donations|3,022|4,837|7,859|
|Grants|771,400|-|771,400|
||---------------------|---------------------|-------------------|
|**Total 2025**|779,259|-|779,259|
||==========|==========|=========|
|**2024**||||
|Donations|2,554|-|2,554|
|Grants|763,800|-|763,800|
||---------------------|---------------------|-------------------|
|**Total 2024**|766,354|-|766,354|
||==========|==========|=========|
27
## **ONE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **2. Income from donations and legacies (continued)**
The company recognised Public Funding income from:
|||**Arts Council England**|
|---|---|---|
|||**£**|
|**2025**|||
|Core||763,800|
|||**-----------------------**|
|**Total**|**2025**|**763,800**|
|||===========|
|||**Arts Council England**|
|||**£**|
|**2024**|||
|Core||763,800|
|||**---------------------**|
|**Total**|**2024**|**763,800**|
|||==========|
## **3. Income from charitable activities**
|**come from charitable activities**||||
|---|---|---|---|
||**Unrestricted**|**Restricted**||
||**Funds**|**Funds**|**Total**|
||**£**|**£**|**£**|
|Projects 2025|48,713|-|48,713|
||=========|========|=========|
|Projects 2024|87,820|-|87,820|
||=========|========|=========|
|**undraising income**||||
||**Unrestricted**|**Restricted**||
||**Funds**|**Funds**|**Total**|
||**£**|**£**|**£**|
|**2025**||||
|Advertising|9.668|-|9,668|
|Sponsorship|14,800|-|14,800|
|Sale of Merchandise|94|-|94|
||-----------------------|----------------------|---------------------|
|**Total 2025**|24,562|-|24,562|
||===========|===========|==========|
|**2024**||||
|Sponsorship|5,615|-|5,615|
||-----------------------|----------------------|---------------------|
|Total 2024|5,615|-|5,615|
||===========|===========|==========|
## **4. Fundraising income**
28
## **ONE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
|**5.**|**Charitable activities - Direct costs**|||**Total**|**Total**|
|---|---|---|---|---|---|
|||||**2025**|**2024**|
|||||**£**|**£**|
||Project expenditure|||117,053|113,730|
||Wages and salaries|||431,216|238,803|
||National insurance|||37,930|24,306|
||Pension costs|||9,052|5,314|
||Other Staffing Costs|||41,660|-|
|||||------------------|------------------|
|||||636,910|382,153|
|||||==========|==========|
|**6.**|**Charitable activities - Support costs**|||**Total**|**Total**|
|||||**2025**|**2024**|
|||||**£**|**£**|
||Office overheads|||20,791|28,508|
||Administration costs|||49,456|102,949|
||Professional finance|||4,720|23,432|
||Governance|||1,665|1,852|
||IT and software|||63,453|34,943|
||Wages and salaries|||155,316|265,831|
||National insurance|||17,668|22,573|
||Pension cost|||3,341|5,992|
|||||------------------|------------------|
|||||316,409|486,080|
|||||==========|==========|
|**7.**|**Analysis of expenditure by expenditure type**|||||
|||**Staff costs**|**Other costs**|**Total**||
|||**2025**|**2025**|**2025**||
|||**£**|**£**|**£**||
||Fundraising team costs|14,539|-|14,539||
||Charitable activities|639,983|298,797|938,780||
|||------------------|------------------|------------------||
|||654,522|298,797|953,319||
|||=========|=========|=========||
|||**Staff costs**|**Other costs**|**Total**||
|||**2024**|**2024**|**2024**||
|||**£**|**£**|**£**||
||Fundraising team costs|72,296|-|72,296||
||Charitable activities|562,819|305,414|868,233||
|||------------------|------------------|------------------||
|||635,115|305,693|940,529||
29
========= ========= =========
## **ONE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
|**8.**|**Net income/(expenditure)**|||
|---|---|---|---|
|||**Total**|**Total**|
||This is stated after charging:|**2025**|**2024**|
|||**£**|**£**|
||Depreciation of tangible fixed assets:|||
||Owned by the charity|693|3,026|
||Amortisation of intangible fixed assets|29,974|28,757|
||Auditors’ remuneration – audit|-|-|
||Independent examiner’s fees|1,530|2,400|
|||==========|==========|
During the year, no Trustees received any remuneration (2024 - £NIL). During the year, no Trustees received any benefits in kind (2024 - £NIL). During the year, three Trustees received £124 as reimbursement of expenses (2024 - £251).
## **9. Staff costs**
Staff costs were as follows:
|Staff costs were as follows:|||
|---|---|---|
||**Total**|**Total**|
||**2025**|**2024**|
||**£**|**£**|
|Wages and salaries|535,366|576,930|
|Social security costs|55,597|46,879|
|Pension costs|12,393|11,306|
||-----------------|----------------------|
||603,357|635,115|
||==========|==========|
|The average number of persons employed by the company during the year was as follows:|||
||**2025**|**2024**|
||**No.**|**No.**|
|Administration and projects|16|17|
||==========|==========|
|The number of higher paid employees was:|||
||**2025**|**2024**|
||**No.**|**No.**|
|Earning between £70,000 - £80,000|1|1|
The average number of persons employed by the company during the year was as follows:
30
========== ==========
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 £310,670 (2024 - £262,632).
## **ONE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
|**10.**|**Intangible fixed assets**||
|---|---|---|
|||**Software**|
|||**£**|
||Cost||
||At 1 April 2024|143,785|
||Additions|7,515|
||Disposals|-|
|||--------------------|
||At 31 March 2025|151,300|
|||=========|
||Amortisation||
||At 1 April 2024|28,757|
||Charge for the year|29,974|
||Disposals|-|
|||-------------------|
||At 31 March 2025|58,731|
|||==========|
||Carrying amount||
||At 31 March 2025|92,569|
|||==========|
||At 31 March 2024|115,028|
|||==========|
|**11.**|**Tangible fixed assets**|**Office**|
|||**Equipment**|
|||**£**|
||Cost||
||At 1 April 2024|33,860|
||Additions|-|
||Disposals|(10,992)|
|||-------------------|
||At 31 March 2025|22,868|
|||==========|
||Depreciation||
||At 1 April 2024|32,460|
||Charge for the year|693|
||Disposals|(10,992)|
|||------------------|
||At 31 March 2025|22,160|
|||==========|
31
Net book value At 31 March 2025 At 31 March 2024
708 ========== 1,400
## **ONE DANCE UK NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
**12. Debtors**
|**12.**|**Debtors**|||
|---|---|---|---|
|||**Total**|**Total**|
|||**2025**|**2024**|
|||**£**|**£**|
||Trade debtors|18,243|-|
||Other debtors|-|-|
||Prepayments and accrued income|6,076|6,319|
|||----------------|----------------|
|||24,319|6,319|
|||========|========|
|**13.**|**Creditors: Amounts falling due within one year**|||
|||**2025**|**2024**|
|||**£**|**£**|
||Trade creditors|26,879|22,714|
||Other taxation and social security|44,304|40,185|
||Accruals and deferred income|52,310|24,323|
|||----------------|----------------|
|||123,493|87,222|
|||========|========|
|**14.**|**Statement of funds**||||||
|---|---|---|---|---|---|---|
|||**Balance at**||||**Balance at**|
|||**1 April 2024**|**Income**|**Expenditure**|**Transfers**|**31 March 2025**|
|||**£**|**£**|**£**|**£**|**£**|
||**Unrestricted funds**||||||
||General Funds|283,978|847,699|(925,331)|-|206,346|
||**Designated Funds**||||||
||Fixed Asset Fund|116,428|-|(23,151)|-|93,277|
|||------------------|------------------|------------------|-----------------|-----------------|
|||400,406|847,699|(948,482)|-|299,623|
||**Restricted funds**||||||
|||------------------|------------------|------------------|-----------------|-----------------|
|||-|4,837|(4,837)|-|-|
|||------------------|------------------|------------------|-----------------|-----------------|
32
> **Total of funds** 400,406 852,536 (953,319) - 299,623 ========== ========== ========= ======== =========
## **ONE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **14. Statement of funds (continued)**
Comparative statement
|Comparative statement||||||
|---|---|---|---|---|---|
||||||**Balance at**|
||**Balance at**||||**31 March**|
||**1 April 2023**|**Income**|**Expenditure**|**Transfers**|**2024**|
||**£**|**£**|**£**|**£**|**£**|
|Unrestricted funds||||||
|General Funds|375,930|859,981|(934,859)|(17,074)|283,978|
|Designated Funds||||||
|CRM|99,212|-|-|(99,212)|-|
|Fixed Asset Fund|-|||116,428|116,428|
|Dance on Toolkit|142|-|-|(142)|-|
||--------------------|--------------------|--------------------|--------------------|--------------------|
||475,284|859,981|(934,859)|-|400,406|
|Restricted funds||||||
|Creative Scotland|751|-|(751)|-|-|
|Dance Passion|4,919|-|(4,919)|-|-|
||--------------------|-----------------------|--------------------|--------------------|--------------------|
||5,670|-|(5,670)|-|-|
||--------------------|--------------------|--------------------|--------------------|--------------------|
|Total of funds|480,954|859,981|(940,529)|-|400,406|
||==========|===========|===========|==========|==========|
## **Designated funds**
**Fixed Asset Fund** This has been created to designated future expenditure on depreciation on tangible and intangible fixed assets. As there is no likely residual value on any assets, this matches the total value of fixed assets on the balance sheet.
33
## **NE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **15. Analysis of net assets between funds**
|Analysis of net assets between funds – current year||||
|---|---|---|---|
||**Unrestricted**|**Restricted**|**Total**|
||**Funds**|**Funds**|**Funds**|
||**2025**|**2025**|**2025**|
||**£**|**£**|**£**|
|Intangible fixed assets|92,569|-|92,569|
|Tangible fixed assets|708|-|708|
|Net current assets|206,346|-|206,346|
||--------------------|--------------------|---------------------|
||299,623|-|**299,623**|
||==========|==========|==========|
|**Analysis of net assets between funds – prior year**||||
||**Unrestricted**|**Restricted**|**Total**|
||**Funds**|**Funds**|**funds**|
||**2024**|**2024**|**2024**|
||**£**|**£**|**£**|
|Intangible fixed assets|115,028|-|115,028|
|Tangible fixed assets|1,400|-|1,400|
|Net current assets|283,978|-|283,978|
||--------------------|--------------------|----------------------|
||400,406|-|400,406|
||==========|==========|==========|
34
## **ONE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **16. Reconciliation of net movement in funds to net cash flow from operating activities**
||**Total**|**Total**|
|---|---|---|
||**2025**|**2024**|
||**£**|**£**|
|Net income/(expenditure) for the year (as per Statement of|(100,784)|(80,548)|
|Financial Activities)|||
|**Adjustment for:**|||
|Depreciation and amortisation charges|30,666|31,784|
|Decrease/(increase) in debtors|(18,000)|98,275|
|(Decrease)/increase in creditors|36,271|(27,697)|
||--------------------|--------------------|
|**Net cash provided by/(used in) operating activities**|(51,847)|21,814|
||==========|==========|
## **17. 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 £12,393 (2024 - £11,306).
## **18. Operating lease commitments**
At 31 March 2025 the total of the Charity’s future minimum lease payments under non-cancellable operating leases was:
|leases was:|||
|---|---|---|
||**Office equipment**||
||**Total**|**Total**|
||**2025**|**2024**|
||**£**|**£**|
|Amounts payable:|||
|Within 1 year|1,154|1,154|
|Between 2 and 5 years|1,646|1,646|
||--------------------|--------------------|
||2,800|2,800|
||==========|==========|
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**ONE DANCE UK**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
**19. Related party transactions**
Trinity Laban Conservatoire of Music and Dance, in which Anthony Bowne is a Director, were paid £288 during the year (2024 - £240). The transaction was on an arm’s length basis and the trustee received no benefit as a result of the transaction.
As disclosed in note 8, there were no transactions with Trustees in the year (2024 – no transactions).
36