for the Period Ended 31 March 2024
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
for the Period Ended
2024 | 2023 | |
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£ |
£ |
Turnover: |
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Cost of sales: |
(
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(
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Gross profit(or loss): |
( |
( |
Administrative expenses: |
(
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(
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Other operating income: |
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Operating profit(or loss): |
( |
( |
Interest receivable and similar income: |
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Interest payable and similar charges: |
(
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(
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Profit(or loss) before tax: |
( |
( |
Tax: |
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Profit(or loss) for the financial year: |
( |
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As at
Notes | 2024 | 2023 | |
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£ |
£ |
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Fixed assets | |||
Tangible assets: | 3 |
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Total fixed assets: |
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Current assets | |||
Debtors: | 4 |
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Cash at bank and in hand: |
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Total current assets: |
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Creditors: amounts falling due within one year: | 5 |
(
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(
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Net current assets (liabilities): |
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Total assets less current liabilities: |
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Total net assets (liabilities): |
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Members' funds | |||
Profit and loss account: |
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Total members' funds: |
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 March 2024
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2024
2024 | 2023 | |
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Average number of employees during the period |
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for the Period Ended 31 March 2024
Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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Cost | £ | £ | £ | £ | £ | £ |
At 1 April 2023 |
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Disposals | ||||||
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Transfers | ||||||
At 31 March 2024 |
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Depreciation | ||||||
At 1 April 2023 |
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Charge for year |
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On disposals | ||||||
Other adjustments | ||||||
At 31 March 2024 |
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Net book value | ||||||
At 31 March 2024 |
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At 31 March 2023 |
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for the Period Ended 31 March 2024
2024 | 2023 | |
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£ | £ | |
Trade debtors |
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Prepayments and accrued income |
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Other debtors |
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Total |
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for the Period Ended 31 March 2024
2024 | 2023 | |
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£ | £ | |
Taxation and social security |
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Accruals and deferred income |
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Other creditors |
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Total |
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WE CHALLENGE THE PERCEPTIONS OF MEN AND DANCE: WE GET MEN DANCING! ZoieLogic Dance Theatre (ZLDT) founded by Artistic Director Zoie Golding creates exceptional experiences that challenge the culture of male dance in the public eye. Our work is about taking risks, breaking down barriers between dance and men and communicating ideas clearly and boldly. We are driven by challenging perceptions, both of men in today’s society and what dance has the potential to do. Underpinning the company’s work is a passion to increase and engage new audiences for dance, with a focus on males and those less likely to engage with the arts and offer sustainable access. This vision is achieved through professional touring works for theatre and unconventional spaces, including male dominated workplaces, performed by our all-male dance company, nationally acclaimed youth company FuzzyLogic and a highly successful outreach and career development programme. We create and support significant social change through dance, targeting those least likely to engage. Our work impacts positively on those involved and challenges the pressures of masculine identity in the 21st century. We share our current wealth of learned knowledge and use our experience of working with men in dance to address the changing nature of masculinity in today’s society. In 2022– 2023 we have delivered the following projects and community benefits: -We Are Holyrood: ongoing activity and Film screening as part of Mayflower 400 -We are Holyrood The Hub (Paul Hamlyn Funding) -Run Headfunk collective follow on sessions: our adult male dance classes. -Sustained our 3 male youth dance companies with regular weekly sessions and performance opportunities -FuzzyLogic toured to 10 location across the region -Performed FuzzyLogic's main house show The Doorman - Brought Ride back on tour: our nationally acclaimed free outdoor show - 10 performances in Southampton Communities with over 2600 audiences - Toured Sleuth, our up-close dance theatre experience - 20 shows across Southampton, Woking and Bicester to a total of 527 people -We delivered 10 school workshops across the region - Were delivery / performance partners for 3 community / education programmes: New Directions (OPCC Funding) Black History Month What Songs May Do - Curtain Raiser Intensive -Run a new CPD facilitator programme to upskill local practitioners in our signature co-creative methodology. -Hosted a University Student placement
Stakeholders are: Our main funders:- Arts Council England - we have a regular dialogue with our relationship manager and are assessed against criteria for National Portfolio Organisations. Esmee Fairbairn Foundation - we have an informal dialogue and report back on the progress of our grant activity. Paul Hamlyn Foundation – we have regular dialogue with our relationship manager Our strategic partners: - Mayflower Studios (MAST), Pavilion Dance South West, Southampton City Council – informal meetings around current and potential future activity, leads to partnership projects and successful activity and co - production of professional work Our Advisory Board – quarterly meetings where our artistic and engagement work is discussed and feedback sought Our Non -Executive Directors Board -quarterly meetings to rigorously review the governance of the organisation Our participants and audiences are continuously asked for their feedback on our work through formal and informal evaluation methods, such as feedback forms, post show talks and work in progress sharing’s. We take on board feedback to hone our artistic activity and to develop our marketing to ensure we can reach our target audiences. Holyrood residents directly influence the programme of work in that area through an ambassadors group who meet regularly, and participants are part of co-creation of the dance work we make with them FuzzyLogic Youth Dance directly influences the shaping of their programme and regularly takes part in debate about what they want and need from ZLDT in terms of training and support.
The total amount paid or receivable by directors in respect of qualifying services was £45,000. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
31 July 2024
And signed on behalf of the board by:
Name: Z Golding
Status: Director