Executive Director’s Report
2020 was a year that had a packed program planned; an extensive national tour, a significant international tour and a program of world and Australian premieres. But that was not to be. Over a year full of unexpected challenges and resulting opportunities, Sydney Dance Company worked hard to stay focused on our purpose and the future. As the consequences of the pandemic became apparent, we took the heartbreaking steps to close the studios and cancel seasons and tours. We swiftly turned our attention to how to ensure the survival of the Company, and to looking after the artists and employees. In the early weeks of uncertainty, we took decisive action to ensure the Company’s viability, cutting costs where possible, reducing overheads and asking our staff to lean-in in the face of a huge number of unknowns and ongoing impacts. A planned IT upgrade to facilitate staff working from home was fast-tracked; business continuity planning and implementation was prioritised. The initial days and weeks were challenging but the resulting swell of nervous energy was channelled into innovation. The preparation and launch of the Virtual Studio was a real turning point for Sydney Dance Company. Everyone was focused on creating a pathway, and the logistics and practicalities of creating a new product which could be delivered during lockdown and would ensure dance was still accessible in isolation. Our principal aims were simple: to continue to generate revenue, keep our audiences engaged and our staff employed. We succeeded. However, alongside those successes, we did have significant financial challenges. Performances and tours were cancelled, revenue from on-sell performance fees evaporated and Dance Noir, our signature fundraising event, was also put on hold for the year. I am incredibly grateful for the response of our audience and community over the COVID-19 period. The generosity our audiences demonstrated, donating the purchase price of tickets or keeping credit with us to use for future performances, was a clear statement of trust and faith that all would be well and we would return to the stage. Our advanced training and education team ensured that our Pre Professional Year students were able to continue their studies remotely by rearranging the curriculum schedule for the year and back-ending the studio work to terms three and four. It was a joy to see them complete their studies and dance in their graduation season PPY20 Revealed in December. The Federal Government’s JobKeeper program was an essential lifeline for the Company. It allowed us to keep our team employed, including the full-time dancer ensemble and rehearsal staff, our production teams and many of our casual dance class teachers. It allowed us to redeploy our people into the new world of Zoom delivery and associated remote customer support, and most importantly it meant the team was still in place when it came time to rebuild. We sincerely thank the Federal
Government for that support and for the package they subsequently announced for the industry, as well as the ongoing core operational support they provide via the Australia Council for the Arts. The NSW Government assisted with a number of business support initiatives including rent relief and grant repurposing to meet operational costs. The announcement of the Industry assistance package, Rescue and Restart, was welcome news and it will underpin Sydney Dance Company’s efforts to rebuild activity in 2021. We thank them for that help and for the ongoing partnership funding they provide for our core activities. Work on the refurbishment of our home at Walsh Bay did not miss a beat. As the build was finalised and we readied ourselves to move back into Wharf 4/5, it was wonderful to be able to physically come together and to see the dancers back into the studios. Our thanks go both to the NSW Government for their investment and leadership in this important cultural infrastructure project and to the many Capital Campaign donors who have invested in our future. Our thanks also go to the many donors who supported us over the course of the year. It was heartening to receive their backing during such a challenging time. We thank each and every donor of whatever scale. Each gift has made a difference. We very much appreciate the partnership of those foundations who have flexed with us through this year. Particular thanks to The Balnaves Foundation who stretched their investment to allow us to perform, even under reduced theatre capacity conditions. The Sydney Dance Company Board, led by Chair Brett Clegg, provided steadfast guidance over the course of 2020. I want to thank them for their time, dedication and leadership. It is wonderful to have a Board that is engaged and passionate about the Company and who support us in so many ways. I extend my personal thanks to Brett for chairing the Company through these challenging times and to each of the Board Directors for their incredible contributions. All organisations are the product of the teams that inhabit them and I have never been prouder of the team at Sydney Dance Company than during this year. My sincere thanks go to each and every one of them for their contribution, their unflagging energy and their willingness to flex in so many directions. Rafael did an incredible job keeping the artistic spirit of the Company alive during this challenging time. One of the silver linings of COVID-19 has been the camaraderie that flourished during a time of adversity. That spirit has carried on and will propel us forward as we settle back into the Wharf and raise our heads to look to the future and our continued evolution. Anne Dunn, Executive Director
2020 Impact Report
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