for the Period Ended 30 June 2024
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 30 June 2024
Principal activities of the company
Additional information
Studio Facility The purpose-built DHB studio complex remains a valuable asset for the Midlands dance sector, and has been used by artists and companies, from the region and beyond, for rehearsals, workshops, auditions, meetings and events. Any income from studio hires is used for the management and upkeep of the DHB studio facilities. Investment Programme Alongside the studio facility, DHB has a programme of investment, allocating grant money received from Arts Council England. The programme stimulates collaborative working, bringing together artists and organisations of different scales to pool expertise, resources and perspectives. Investment decisions are made by a voluntary Steering Committee, aiming to support a diverse range of projects that create a step change for the sector, and grow and deepen the impact and benefit of dance for the region. Four investment priorities were set out in an open call in 2022, with decisions made in three rounds up to February 2023. Selected projects were: Round One: -Sampad South Asian Arts and Heritage: PRO – GATI. A programme to upskill and build the employability of the South Asian Dance sector – taking stock of the sector and looking to the future through dance labs, roundtables and knowledge sharing. -Sonia Sabri Company: Future Dance Leaders Apprenticeship Programme. A strategic apprenticeship project for Midlands-based emerging dance artists and dance producers, particularly those of South Asian backgrounds or working in South Asian styles. Round Two: -ACE Dance and Music: Springboard Programme. A talent development project for four Midlands-based emerging dance artists working in an artistic practice that comes from the African diaspora – responding to a need and strategic aim to build strong development pathways for emerging dancers. -Dance Leaders Group (DLG) Critical Mass - What Next 2022-2024: A multi-stranded project to strengthen and diversify the regionwide network of dance participation leaders, support new models for growth in the sector, enhance talent retention by working with emerging artists, and build new audiences for dance, especially young people. -Birmingham Dance Network: Dance Artists Co-operative. A research project exploring and creating a dance co-operative in the West Midlands to benefit freelance dance artists working in entrepreneurial ways, and bringing people together to work towards a common goal to benefit the local dance ecology and elevate dance in the region. Round Three: -Brum Pro Class: Inclusive Dance Practice Professional Development Programme. A programme to build a robust inclusive and empowered dance leadership in Birmingham and the West Midlands, upskilling the professional dance community in meeting access needs for dance artists with visible and invisible disabilities. -Dancefest: Research and Development Project. A project to increase opportunities for community dancers, raise the scale and ambition of their outdoor work and support the development of regional dance artists, by maximising the potential of a new space for dance and movement in Worcester with a specialism for developing work with community performers/dancers. Project activity took place throughout 2022-2023, with the majority being completed by March 2024. Findings and Themes An independent evaluation was conducted by consultant Mark Robinson of Thinking Practice, to capture the impact of the above projects. Below are the key findings and themes: Impact on the dance ecology -Growing collaborative connections: more dialogue, trust and connectivity -Strengthened connections across scale helping to level hierarchies -Skills and Practitioner Development in response to market need Added value -Seven investments with a total investment of £281,295 into projects amounting to £512,899. Significant match support of 45.1% of predicted expenditure -Partnerships, collective leadership and learning emerging via multiple groups -Projects have enhanced profile for Birmingham as a centre for dance Enablers and barriers to change -Enablers: investment, partnership focus, rigour, time and space -Barriers to change: lack of investment-readiness, lack of capacity, lack of space, capacity constraints, a challenging external environment Opportunities for the future -Potential for a useful cluster with co-investing partners and paying customers -Investment in the ecology as well as constituent parts -Shared resources, collective working, spaces – increasing but more needed -Steering group modelling culture change – from competition to collaboration Building Creative Resilience -A stronger story of dance in Birmingham emerging, and potential to do more -Networks have been built that have enhanced diversity and inclusion -Confidence leading to action and models for inclusion and sustainability and to potential for a Growth and Development Framework The independent report also made recommendations for future strategic interventions at a sector level, which informed development and advocacy activity in the subsequent period.
Directors
The directors shown below have held office during the whole of the period from
1 July 2023
to
30 June 2024
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
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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 30 June 2024
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Dance Hub Birmingham (DHB) is an active partnership of organisations and individuals representing the region’s professional dance sector. Together, we support the development of the artform in all its diversity, seeking to drive the sector forward and position Birmingham and the wider region as a globally significant area for dance. Studio Facility The purpose-built DHB studio complex remains a valuable asset for the Midlands dance sector, and has been used by artists and companies, from the region and beyond, for rehearsals, workshops, auditions, meetings and events. Any income from studio hires is used for the management and upkeep of the DHB studio facilities. Investment Programme Alongside the studio facility, DHB has a programme of investment, allocating grant money received from Arts Council England. The programme stimulates collaborative working, bringing together artists and organisations of different scales to pool expertise, resources and perspectives. Investment decisions are made by a voluntary Steering Committee, aiming to support a diverse range of projects that create a step change for the sector, and grow and deepen the impact and benefit of dance for the region. Four investment priorities were set out in an open call in 2022, with decisions made in three rounds up to February 2023. Selected projects were: Round One: -Sampad South Asian Arts and Heritage: PRO – GATI. A programme to upskill and build the em-ployability of the South Asian Dance sector – taking stock of the sector and looking to the future through dance labs, roundtables and knowledge sharing. -Sonia Sabri Company: Future Dance Leaders Apprenticeship Programme. A strategic apprenticeship project for Midlands-based emerging dance artists and dance producers, particularly those of South Asian backgrounds or working in South Asian styles. Round Two: -ACE Dance and Music: Springboard Programme. A talent development project for four Midlands-based emerging dance artists working in an artistic practice that comes from the African diaspora – responding to a need and strategic aim to build strong development pathways for emerging dancers. -Dance Leaders Group (DLG) Critical Mass - What Next 2022-2024: A multi-stranded project to strengthen and diversify the regionwide network of dance participation leaders, support new models for growth in the sector, enhance talent retention by working with emerging artists, and build new audiences for dance, especially young people. -Birmingham Dance Network: Dance Artists Co-operative. A research project exploring and creating a dance co-operative in the West Midlands to benefit freelance dance artists working in entrepreneurial ways, and bringing people together to work towards a common goal to benefit the local dance ecology and elevate dance in the region. Round Three: -Brum Pro Class: Inclusive Dance Practice Professional Development Programme. A programme to build a robust inclusive and empowered dance leadership in Birmingham and the West Midlands, upskilling the professional dance community in meeting access needs for dance artists with visible and invisible disabilities. -Dancefest: Research and Development Project. A project to increase opportunities for community dancers, raise the scale and ambition of their outdoor work and support the development of regional dance artists, by maximising the potential of a new space for dance and movement in Worcester with a specialism for developing work with community performers/dancers. Project activity took place throughout 2022-2023, with the majority being completed by March 2024. Findings and Themes An independent evaluation was conducted by consultant Mark Robinson of Thinking Practice, to capture the impact of the above projects. Below are the key findings and themes: Impact on the dance ecology -Growing collaborative connections: more dialogue, trust and connectivity -Strengthened connections across scale helping to level hierarchies -Skills and Practitioner Development in response to market need Added value -Seven investments with a total investment of £281,295 into projects amounting to £512,899. Significant match support of 45.1% of predicted expenditure -Partnerships, collective leadership and learning emerging via multiple groups -Projects have enhanced profile for Birmingham as a centre for dance Enablers and barriers to change -Enablers: investment, partnership focus, rigour, time and space -Barriers to change: lack of investment-readiness, lack of capacity, lack of space, capacity constraints, a challenging external environment Opportunities for the future -Potential for a useful cluster with co-investing partners and paying customers -Investment in the ecology as well as constituent parts -Shared resources, collective working, spaces – increasing but more needed -Steering group modelling culture change – from competition to collaboration Building Creative Resilience -A stronger story of dance in Birmingham emerging, and potential to do more -Networks have been built that have enhanced diversity and inclusion -Confidence leading to action and models for inclusion and sustainability and to potential for a Growth and Development Framework The independent report also made recommendations for future strategic interventions at a sector level, which informed development and advocacy activity in the subsequent period.
Decisions relating to the Investment Programme funds were made by members of the Dance Hub Birmingham Steering Group, made up of stakeholders in the city and region – along with others brought in to add a diversity of representation and perspectives. Individual membership of selection panels was adapted in response to the need of the applications, and also to carefully manage conflicts of interest. The following organisations were represented on the Steering Group, alongside independent artists and contributors including team members from participating organisations, where they brought particular skills: ACE Dance and Music Birmingham Dance Network Birmingham Hippodrome Birmingham Royal Ballet Birmingham City University FABRIC (DanceXchange & Dance4 Together) One Dance UK Sampad South Asian Arts and Heritage Midlands Arts Centre In addition, the independent evaluation drew on interviews with representatives from each of the funded projects as well as Steering Group members, to inform findings, themes and recommendations for future developments.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
26 March 2025
And signed on behalf of the board by:
Name: Timothy Maycock
Status: Director