Companies House 12075746 2025-06-30 2025-06-30 2024-07-01 false iso4217:GBP xbrli:pure 12075746 2023-07-01 2024-06-30 12075746 2025-06-30 12075746 2024-07-01 2025-06-30 12075746 2024-06-30 12075746 curr:PoundSterling 2024-07-01 2025-06-30 12075746 uk-bus:CompanyLimitedByGuarantee 2024-07-01 2025-06-30 12075746 uk-bus:FRS102 2024-07-01 2025-06-30 12075746 uk-bus:AuditExempt-NoAccountantsReport 2024-07-01 2025-06-30 12075746 uk-bus:FullAccounts 2024-07-01 2025-06-30 12075746 uk-bus:RegisteredOffice 2024-07-01 2025-06-30 12075746 uk-bus:Director1 2024-07-01 2025-06-30 12075746 uk-bus:Director2 2024-07-01 2025-06-30 12075746 uk-bus:Director3 2024-07-01 2025-06-30 12075746 uk-bus:Director4 2024-07-01 2025-06-30 12075746 uk-bus:Director5 2024-07-01 2025-06-30 12075746 uk-bus:Director6 2024-07-01 2025-06-30 12075746 uk-bus:Director7 2024-07-01 2025-06-30 12075746 uk-bus:Director8 2024-07-01 2025-06-30 12075746 uk-bus:Director9 2024-07-01 2025-06-30 12075746 uk-bus:Director10 2024-07-01 2025-06-30 12075746 uk-bus:Director11 2024-07-01 2025-06-30 12075746 uk-bus:Director12 2024-07-01 2025-06-30 12075746 uk-bus:Director13 2024-07-01 2025-06-30 12075746 uk-bus:Director14 2024-07-01 2025-06-30 12075746 uk-bus:Director15 2024-07-01 2025-06-30 12075746 uk-bus:Director16 2024-07-01 2025-06-30 12075746 uk-bus:Director17 2024-07-01 2025-06-30 12075746 uk-bus:Director18 2024-07-01 2025-06-30 12075746 uk-bus:Director19 2024-07-01 2025-06-30 12075746 uk-bus:Director20 2024-07-01 2025-06-30 12075746 uk-bus:Director21 2024-07-01 2025-06-30 12075746 uk-bus:CompanySecretary1 2024-07-01 2025-06-30 12075746 core:AfterOneYear 2025-06-30 12075746 core:AfterOneYear 2024-06-30 12075746 core:WithinOneYear 2025-06-30 12075746 core:WithinOneYear 2024-06-30 12075746 core:WithinOneYear 2024-07-01 2025-06-30 12075746 core:AfterOneYear 2025-06-30 12075746 core:AfterOneYear 2024-06-30 12075746 core:AfterOneYear 2024-07-01 2025-06-30 12075746 core:ShareCapital 2025-06-30 12075746 core:ShareCapital 2024-06-30 12075746 core:SharePremium 2025-06-30 12075746 core:SharePremium 2024-06-30 12075746 core:OtherReservesSubtotal 2025-06-30 12075746 core:OtherReservesSubtotal 2024-06-30 12075746 core:RevaluationReserve 2025-06-30 12075746 core:RevaluationReserve 2024-06-30 12075746 core:RetainedEarningsAccumulatedLosses 2025-06-30 12075746 core:RetainedEarningsAccumulatedLosses 2024-06-30 12075746 1 2024-07-01 2025-06-30 12075746 2 2024-07-01 2025-06-30 12075746 3 2024-07-01 2025-06-30 12075746 core:LandBuildings 2024-07-01 2025-06-30 12075746 core:LandBuildings 2025-06-30 12075746 core:LandBuildings 2023-07-01 2024-06-30 12075746 core:LandBuildings 2024-06-30 12075746 core:PlantMachinery 2024-07-01 2025-06-30 12075746 core:PlantMachinery 2025-06-30 12075746 core:PlantMachinery 2023-07-01 2024-06-30 12075746 core:PlantMachinery 2024-06-30 12075746 core:FurnitureFittingsToolsEquipment 2024-07-01 2025-06-30 12075746 core:FurnitureFittingsToolsEquipment 2025-06-30 12075746 core:FurnitureFittingsToolsEquipment 2023-07-01 2024-06-30 12075746 core:FurnitureFittingsToolsEquipment 2024-06-30 12075746 core:OfficeEquipment 2024-07-01 2025-06-30 12075746 core:OfficeEquipment 2025-06-30 12075746 core:OfficeEquipment 2023-07-01 2024-06-30 12075746 core:OfficeEquipment 2024-06-30 12075746 core:Vehicles 2024-07-01 2025-06-30 12075746 core:Vehicles 2025-06-30 12075746 core:Vehicles 2023-07-01 2024-06-30 12075746 core:Vehicles 2024-06-30 12075746 core:NetGoodwill 2024-07-01 2025-06-30 12075746 core:NetGoodwill 2025-06-30 12075746 core:NetGoodwill 2023-07-01 2024-06-30 12075746 core:NetGoodwill 2024-06-30 12075746 core:IntangibleAssetsOtherThanGoodwill 2024-07-01 2025-06-30 12075746 core:IntangibleAssetsOtherThanGoodwill 2025-06-30 12075746 core:IntangibleAssetsOtherThanGoodwill 2023-07-01 2024-06-30 12075746 core:IntangibleAssetsOtherThanGoodwill 2024-06-30

# DANCE HUB BIRMINGHAM CIC

## Company limited by guarantee

## Company Registration Number:
12075746 (England and Wales)

## Unaudited statutory accounts for the year ended 30 June 2025

## Period of accounts

## Start date: 1 July 2024

## End date: 30 June 2025

# DANCE HUB BIRMINGHAM CIC

## Contents of the Financial Statements

for the Period Ended 30 June 2025

Directors report |
Profit and loss |
Balance sheet |
Additional notes |
Balance sheet notes |
Community Interest Report |

# DANCE HUB BIRMINGHAM CIC

Directors' report period ended 30 June 2025

The directors present their report with the financial statements of the company for the period ended 30 June 2025

Additional information

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. Seven projects were selected, with the majority completed by March 2024. An independent evaluation was carried out by consultant Mark Robinson of Thinking Practice, resulting in learning and recommendations for future strategic interventions at a sector level, which informed Steering Group decision-making and development activity in this 2024-25 reporting period, as outlined below. Findings and Themes Below are the key findings and themes identified in the independent evaluation: 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 Next Phase Reflecting on the learning and outcomes of the Investment Programme, the Steering Group shaped plans to further develop and embed interventions for the longer-term capacity and capability of the sector to seek and achieve growth. Underpinned by collaborative working with voices and contexts that represent the sector and diversity of communities in which we collectively serve, the Steering Group is taking forward the following investments in the period January 2025 – April 2027: -Development of a Cooperative model, exploring the structures of support necessary for independent dance practitioners. -Testing of a new mid-to-long term operating model for the Dance Hub facility, supporting increases of income, activity and access to the space. -A collaborative research project seeking to understand the economic and social value of the regional dance sector, investing in knowledge and data to transform growth. -New research in dance, embedding links with the HE Sector and connecting research in dance to sector growth mapping, development and programmes.

Directors

The directors shown below have held office during the whole of the period from
1 July 2024 to 30 June 2025

Timothy Maycock
Paul Russ

The director shown below has held office during the period of
1 July 2024 to 15 December 2024

Caroline Miller

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
20 March 2026

And signed on behalf of the board by:
Name: Paul Russ
Status: Director

# DANCE HUB BIRMINGHAM CIC

## Profit And Loss Account

for the Period Ended 30 June 2025

| 2025 | 2024
--- | --- | ---
| £ | £
Turnover: | 172,940 | 322,110
Cost of sales: | ( 87,766 ) | ( 140,308 )
Gross profit(or loss): | 85,174 | 181,802
Administrative expenses: | ( 75,336 ) | ( 88,456 )
Operating profit(or loss): | 9,838 | 93,346
Profit(or loss) before tax: | 9,838 | 93,346
Tax: | ( 10,495 ) | ( 2,452 )
Profit(or loss) for the financial year: | (657) | 90,894

# DANCE HUB BIRMINGHAM CIC

## Balance sheet

As at 30 June 2025

| Notes | 2025 | 2024
--- | --- | --- | ---
|  | £ | £
Current assets
Debtors: | 3 | 288,994 | 266,473
Cash at bank and in hand: |  | 168,509 | 168,439
Total current assets: |  | 457,503 | 434,912
Creditors: amounts falling due within one year: | 4 | ( 458,002 ) | ( 434,754 )
Net current assets (liabilities): |  | (499) | 158
Total assets less current liabilities: |  | (499) | 158
Total net assets (liabilities): |  | (499) | 158
Members' funds
Profit and loss account: |  | (499) | 158
Total members' funds: |  | ( 499) | 158

The notes form part of these financial statements

# DANCE HUB BIRMINGHAM CIC

## Balance sheet statements

For the year ending 30 June 2025 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared and delivered in accordance with the provisions applicable to companies subject to the small companies regime.

This report was approved by the board of directors on 20 March 2026
and signed on behalf of the board by:

Name: Paul Russ
Status: Director

The notes form part of these financial statements

# DANCE HUB BIRMINGHAM CIC

## Notes to the Financial Statements

for the Period Ended 30 June 2025

- ## 1. Accounting policies

  Basis of measurement and preparation

  These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102

  Turnover policy

  Grant income is recognised in the Income and Expenditure Account when any performance-related conditions have been satisfied and the value can be measured reliably. Arts Council England income received in advance of qualifying distribution under the investment programme, or expenditure on other agreed purposes, is deferred until the ultimate recipient meets the conditions for onward payment to be made.

  Other accounting policies

  Basic financial assets Basic financial assets, which include other debtors and cash and bank balances, are measured at transaction price including transaction costs and are subsequently carried at amortised cost less any amounts settled. Basic financial liabilities Basic financial liabilities are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest.

# DANCE HUB BIRMINGHAM CIC

## Notes to the Financial Statements

for the Period Ended 30 June 2025

- ## 2. Employees

  | 2025 | 2024
  --- | --- | ---
  Average number of employees during the period | 0 | 0

# DANCE HUB BIRMINGHAM CIC

## Notes to the Financial Statements

for the Period Ended 30 June 2025

## 3. Debtors

| 2025 | 2024
--- | --- | ---
| £ | £
Trade debtors | 22,000 |
Prepayments and accrued income | 266,994 | 266,473
Total | 288,994 | 266,473

# DANCE HUB BIRMINGHAM CIC

## Notes to the Financial Statements

for the Period Ended 30 June 2025

## 4. Creditors: amounts falling due within one year note

| 2025 | 2024
--- | --- | ---
| £ | £
Accruals and deferred income | 458,002 | 434,754
Total | 458,002 | 434,754

# COMMUNITY INTEREST ANNUAL REPORT

### DANCE HUB BIRMINGHAM CIC

### Company Number: 12075746 (England and Wales)

### Year Ending: 30 June 2025

Company activities and impact

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. Seven projects were selected, with the majority completed by March 2024. An independent evaluation was carried out by consultant Mark Robinson of Thinking Practice, resulting in learning and recommendations for future strategic interventions at a sector level, which informed Steering Group decision-making and development activity in this 2024-25 reporting period, as outlined below. Findings and Themes Below are the key findings and themes identified in the independent evaluation: 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 Next Phase Reflecting on the learning and outcomes of the Investment Programme, the Steering Group shaped plans to further develop and embed interventions for the longer-term capacity and capability of the sector to seek and achieve growth. Underpinned by collaborative working with voices and contexts that represent the sector and diversity of communities in which we collectively serve, the Steering Group is taking forward the following investments in the period January 2025 – April 2027: -Development of a Cooperative model, exploring the structures of support necessary for independent dance practitioners. -Testing of a new mid-to-long term operating model for the Dance Hub facility, supporting increases of income, activity and access to the space. -A collaborative research project seeking to understand the economic and social value of the regional dance sector, investing in knowledge and data to transform growth. New research in dance, embedding links with the HE Sector and connecting research in dance to sector growth mapping, development and programmes.

Consultation with stakeholders

Decisions relating to the Investment Programme funding rounds 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 CIO One Dance UK Sampad South Asian Arts and Heritage Midlands Arts Centre The next phase of strategic sector interventions have been agreed collaboratively by the above Steering Group, informed by key findings, themes and recommendations from the independent evaluation. The independent evaluation analysed the impact of the funded projects through a range of feedback mechanisms, and drew on interviews with representatives from each of the funded projects as well as Steering Group members.

Directors' remuneration

No remuneration was received

Transfer of assets

No transfer of assets other than for full consideration

This report was approved by the board of directors on
20 March 2026

And signed on behalf of the board by:
Name: Jon Gilchrist
Status: Director