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Oceanallover Company Documents

Here are our policies for Fair Work, Child Protection, Equalities Diversity and Inclusion

Fair Work

 

Oceanallover Dance and Theatre Company: Fair Work Policy

Introduction

Oceanallover Dance and Theatre Company is committed to fostering an inclusive, respectful, and supportive working environment for all employees, collaborators, and artists. This Fair Work Policy outlines our approach to ensuring Fair Pay, Dignity at Work, and Accountability within the company. We believe that fair treatment, respect for individual rights, and accountability are essential to the success of our creative process and the well-being of our people. This policy will serve as a guide for our practices, decisions, and culture, ensuring that every member of the Oceanallover community can thrive in a safe, equitable, and supportive environment.

Fair Pay

At Oceanallover, we are committed to ensuring that all workers are compensated fairly for their contributions to our projects, whether on stage, behind the scenes, or in any other capacity. Fair pay is central to our values of respect, transparency, and sustainability.

Equitable Compensation: We ensure that all workers, regardless of role, gender, ethnicity, or experience level, receive compensation that reflects the skills and work required for the job. We assess pay scales regularly to ensure they meet or exceed industry standards and provide fair compensation for the value each individual brings to the company.

Transparency in Pay: We maintain transparency regarding our pay structures. All workers will be informed of the rate of pay for their role at the time of engagement, and any relevant terms or conditions associated with that payment.

Payment Timeliness: We are committed to ensuring that workers are paid on time, as agreed upon in contracts. Delayed payments will be addressed promptly and appropriately.

Contractual Agreements: Every employee, freelancer, and artist will be provided with a written contract outlining their pay, duties, working hours, and expectations. We aim to eliminate any ambiguity around compensation and work conditions.

 

Dignity at Work

Oceanallover values the dignity and respect of all individuals within the company. We believe that a positive working environment, free from harassment, discrimination, and exploitation, is crucial for fostering creativity, innovation, and mutual respect.

Respectful Environment: We expect all workers to treat each other with dignity, respect, and fairness. Any form of bullying, harassment, or discrimination will not be tolerated in our company, and we take proactive steps to address any such issues that arise.

Inclusive Culture: We actively promote an inclusive environment where everyone feels welcome, regardless of gender, race, sexual orientation, disability, age, or cultural background. We believe that diverse perspectives enhance the artistic experience and contribute to the richness of our work.

 

 

Workplace Safety and Wellbeing: The physical, mental, and emotional wellbeing of our workers is paramount. We provide a safe and supportive work environment where individuals feel empowered to speak up about concerns and have access to support resources when needed.

Conflict Resolution: Should any issues arise in the workplace, we have established clear and accessible procedures for conflict resolution. All complaints will be treated with the utmost seriousness, confidentiality, and care, and all parties will be offered the opportunity to resolve any disputes in a fair and timely manner.

 

Accountability

Accountability is essential to ensuring that we uphold the standards of fairness, dignity, and respect within our organization. Everyone within Oceanallover, from leadership to artists, is expected to take responsibility for their actions and contribute to maintaining an ethical and professional working environment.

Leadership Responsibility: The company’s leadership team is committed to setting a positive example in adhering to the principles of fair work. Leaders are expected to foster a culture of openness, fairness, and transparency in all interactions, decision-making, and communications.

Clear Expectations: We clearly define the roles and responsibilities of each individual within the company. Every worker is expected to meet the standards outlined in their contract and communicate openly regarding any challenges or concerns that may arise.

Reporting and Addressing Issues: All workers have a right to raise concerns about fair pay, dignity at work, or any other issues related to their employment. We encourage open communication and ensure that there are safe and confidential channels for reporting concerns. Any reports of misconduct will be taken seriously, and appropriate action will be taken in accordance with our policies.

Regular Reviews and Feedback: Oceanallover is committed to continuous improvement in all areas of its operations. We regularly review our practices, policies, and the working conditions we offer to ensure we maintain the highest standards of fairness and accountability. Workers will be invited to provide feedback and participate in reviews of the company’s work culture.

 

Conclusion

Oceanallover Dance and Theatre Company is dedicated to providing a working environment where every individual is treated with fairness, respect, and dignity. We believe that upholding the principles of Fair Pay, Dignity at Work, and Accountability is essential for creating a thriving artistic community and a sustainable, positive workplace culture. This policy serves as a reflection of our commitment to these values and will guide our actions and decisions moving forward. We encourage everyone involved in the company to contribute to a culture of fairness, transparency, and mutual respect as we continue to create and perform exceptional work together.

 

 

Child Protection

 

Oceanallover – Child Protection Policy

Child Protection Policy Statement

Oceanallover has a duty of care to safeguard all children involved in the Arts from harm. All children have a right to protection, and the needs of disabled children and others who may be particularly vulnerable must be taken into account.

Oceanallover will ensure the safety and protection of all children involved in its activities through adherence to the Child Protection guidelines adopted by the company.

A child is defined as a person under the age of 18 (The Children Act 1989).

Policy aims

The aim of the Oceanallover Child Protection Policy is to promote good practice:

  • Providing children and young people with appropriate safety and protection

    whilst in the care of the company.

  • Allow all staff/volunteers to make informed and confident responses to specific

    child protection issues.

    Promoting good practice

    Child abuse, particularly sexual abuse, can arouse strong emotions in those facing such a situation. It is important to understand these feelings and not allow them to interfere with your judgement about the appropriate action to take.

    Abuse can occur within many situations including the home, school and the sporting environment. Some individuals will actively seek employment or voluntary work with young people in order to harm them. A project leader, instructor, teacher, official or volunteer will have regular contact with young people and be an important link in identifying cases where they need protection. All suspicious cases of poor practice should be reported following the guidelines in this document.

    Good practice guidelines

    All personnel should be encouraged to demonstrate exemplary behaviour in order to protect themselves from false allegations. The following are common-sense examples of how to create a positive culture and climate.

    Good practice means:

    1. 1  Always working in an open environment avoiding private or unobserved

      situations and encouraging open communication.

    2. 2  Treating all young people/disabled adults equally with respect and dignity.

    3. 3  Always putting the welfare of each young person first.

    4. 4  Maintaining a safe and appropriate distance with workshop members (eg it is

      not appropriate for staff or volunteers to have an intimate relationship with a

      child or to share a room with them).

    5. 5  Building balanced relationships based on mutual trust and empowering

      children to share in decision-making.

    6. 6  Making art fun, enjoyable and promoting fair play.

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Oceanallover – Child Protection Policy

  1. 7  Ensuring that if any form of manual/physical support is required, it should be provided openly and according to guidelines provided by the Coach Education Programme. If it is difficult to maintain hand positions when the child is constantly moving, young people should always be consulted and their agreement gained. Some parents are becoming increasingly sensitive about manual support and their views should always be carefully considered.

  2. 8  Keeping up to date with technical skills, qualifications and insurance.

  3. 9  Involving parents/carers wherever possible. For example, encouraging them to

    take responsibility for their children in the changing rooms. If groups have to be supervised in the changing rooms, always ensure parents, teachers, workshop leaders or officials work in pairs.

  4. 10  Ensuring that if mixed groups are taken away for the day or night, they should always be accompanied by a male and female member of staff. However, remember that same gender abuse can also occur.

  5. 11  Ensuring that at residential events, adults should not enter children’s rooms or invite children into their rooms.

  6. 12  Being an excellent role model – this includes not smoking or drinking alcohol in the company of young people.

  7. 13  Giving enthusiastic and constructive feedback rather than negative criticism.

  8. 14  Recognising the developmental needs and capacity of young people and

    disabled adults – avoiding excessive training or competition and not pushing

    them against their will.

  9. 15  Securing parental consent in writing to act in loco parentis, if the need arises

    to administer emergency first aid and/or other medical treatment.

  10. 16  Keeping a written record of any injury that occurs, along with the details of any

    treatment given.

  11. 17  Requesting written parental consent if company officials are required to

    transport young people in their cars.

Practices to be avoided

The following should be avoided except in emergencies. If a case arises where these situations are unavoidable (e.g. the child sustains an injury and needs to go to hospital, or a parent fails to arrive to pick a child up at the end of a session), it should be with the full knowledge and consent of someone in charge in the club or the child’s parents.

Otherwise, avoid:

  • Spending excessive amounts of time alone with children away from others.

  • Taking or dropping off a child to an event.

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Oceanallover – Child Protection Policy

Practices never to be sanctioned

The following should never be sanctioned:

  • Engage in rough physical or sexually provocative games, including horseplay.

  • Share a room with a child.

  • Allow or engage in any form of inappropriate touching.

  • Allow children to use inappropriate language unchallenged.

  • Make sexually suggestive comments to a child, even in fun.

  • Reduce a child to tears as a form of control.

  • Allow allegations made by a child to go unchallenged, unrecorded or not acted

    upon.

  • Do things of a personal nature for children or disabled adults that they can do for

    themselves.

  • Invite or allow children to stay with you at your home unsupervised.

    NB It may sometimes be necessary for staff or volunteers to do things of a personal nature for children, particularly if they are young or are disabled. These tasks should only be carried out with the full understanding and consent of parents and the workshop members involved.

    There is a need to be responsive to a person’s reactions. If a person is fully dependent on you, talk with him/her about what you are doing and give choices where possible. This is particularly so if you are involved in any dressing or undressing of outer clothing, or where there is physical contact, lifting or assisting a child to carry out particular activities.

    Avoid taking on the responsibility for tasks for which you are not appropriately trained.

    Incidents that must be reported/recorded

    If any of the following occur you should report this immediately to another colleague and record the incident. You should also ensure the parents of the child are informed:

  • if you accidentally hurt a member of a workshop.

  • If he/she seems distressed in any manner

  • if a member of a workshop appears to be sexually aroused by your actions

  • if a member of a workshop misunderstands or misinterprets something you have

    done.

    Use of photographic/filming equipment

    There is evidence that some people have used art events as an opportunity to take inappropriate photographs or film footage of young and disabled people in vulnerable positions. All organisations should be vigilant and any concerns should to be reported to the Child Protection Officer.

    Video as a training aid: there is no intention to prevent workshop leaders and teachers using video equipment as a legitimate training aid. However, performers

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Oceanallover – Child Protection Policy

and their parents/carers should be made aware that this is part of the workshop programme and such films should be stored safely.

Digital Media

Following advances in digital technology over the past ten years it has become clear that unrestricted access to digital media, and particularly to on-line media, may present a significant risk to young or vulnerable people. Whilst much of the responsibility for monitoring and control of such access lies with parents or carers, a significant duty of care lies with any organisation or individual who is granted temporary responsibility for their care. We will do our best to align our safeguarding policies around the use of digital devices and media to those of local and national education bodies, and will seek advice from education authorities and industry specialists to help us stay up to date with best practice.

In general it is our company policy to discourage the use of phones and tablets during work, except for specific tasks related to the given project. We do not tolerate any form of on-line bullying or harassment, nor do we tolerate access to media that is considered adult in content to children under the age of eighteen. We ask all of our team members to be vigilant and aware of the potential for abuse of digital media, and of the potential harmful nature of some on-line content.

Recruitment and training of staff and volunteers

Oceanallover recognises that anyone may have the potential to abuse children in some way and that all reasonable steps are taken to ensure unsuitable people are prevented from working with children.

Pre-selection checks must included the following:

  1. 1  All volunteers/staff should complete an application form. The application form will elicit information about an applicant’s past and a self-disclosure about any criminal record.

  2. 2  Consent should be obtained from an applicant to seek information from the Criminal Records Bureau.

  3. 3  Two confidential references, including one regarding previous work with children. These references must be taken up and confirmed through telephone contact.

  4. 4  Evidence of identity should be provided (eg passport or driving licence with photo).

Interview and induction

All employees (and volunteers) working with children will be required to undergo an interview carried out to acceptable protocol and recommendations. All employees and volunteers should receive formal or informal induction, during which:

  • A check should be made that the application form has been completed in full

    (including sections on criminal records and self-disclosures).

  • Their qualifications should be substantiated.

  • The job requirements and responsibilities should be clarified.

  • They should sign up to Oceanallover’s Code of Ethics and Conduct.

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Oceanallover – Child Protection Policy
• Child protection procedures are explained and training needs are identified.

Training

In addition to pre-selection checks, the safeguarding process includes training after recruitment to help staff and volunteers to:

  • Analyse their own practice against established good practice, and to ensure their

    practice is likely to protect them from false allegations.

  • Recognise their responsibilities and report any concerns about suspected poor

    practice or possible abuse.

  • Respond to concerns expressed by a child or young person.

  • Work safely and effectively with children.

    Oceanallover requires:

  • Teaching staff working with children to attend a recognised 3-hour good practice and child protection awareness training workshop, to ensure their practice is exemplary and to facilitate the development of a positive culture towards good practice and child protection.

  • Non-teaching staff and volunteers working with children to complete a recognised awareness training on child protection.

  • Relevant personnel to receive advisory information outlining good practice and informing them about what to do if they have concerns about the behaviour of an adult towards a young person.

  • Relevant personnel to undergo national first aid training (where necessary).

  • Attendance of update training when necessary.

    Responding to allegations or suspicions

    It is not the responsibility of anyone working in the Arts in a paid or unpaid capacity, to decide whether or not child abuse has taken place. However, there is a responsibility to act on any concerns through contact with the appropriate authorities.

    Oceanallover will assure all staff/volunteers working with children that it will fully support and protect anyone who in good faith reports his/her concern that a colleague is, or may be, abusing a child.

    Where there is a complaint against a member of staff there may be three types of investigation:

  • a criminal investigation

  • a child protection investigation

  • a disciplinary or misconduct investigation.
    The results of the police and child protection investigation may well influence the

    disciplinary investigation, but not necessarily.

    Action

    1. Concerns about poor practice:
    If, following consideration, the allegation is clearly about poor practice, the Child Protection Officer will deal with it as a misconduct issue.

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Oceanallover – Child Protection Policy

If the allegation is about poor practice by the Child Protection Officer, or if the matter has been handled inadequately and concerns remain, it should be reported to the relevant officer who will decide how to deal with the allegation and whether or not to initiate disciplinary proceedings.

2. Concerns about suspected abuse:
Any suspicion that a child has been abused by either a member of staff or a volunteer should be reported to the Child Protection Officer, who will take such steps as considered necessary to ensure the safety of the child in question and any other child who may be at risk.

The Child Protection Officer will refer the allegation to the social services department which may involve the police, or go directly to the police if out-of-hours. The parents or carers of the child will be contacted as soon as possible following advice from the social services department.

The Child Protection Officer should also notify the relevant member of staff who in turn will inform the who will deal with any media enquiries.

If the Child Protection Officer is the subject of the suspicion/allegation, the report must be made to the appropriate Manager or in his/her absence the company Child Protection Officer who will refer the allegation to social services.

Confidentiality

Every effort should be made to ensure that confidentiality is maintained for all concerned. Information should be handled and disseminated on a need to know basis only.

Seek social services advice on who should approach the alleged abuser.

Information should be stored in a secure place with limited access to designated people, in line with data protection laws (eg that information is accurate, regularly updated, relevant and secure).

The welfare of the child should remain of paramount importance throughout.

Support to deal with the aftermath of abuse

Consideration should be given to the kind of support that children, parents and members of staff may need. Use of helplines, support groups and open meetings will maintain an open culture and help the healing process.

The British Association for Counselling Directory is available from The British Association for Counselling, 1 Regent Place, Rugby CV21 2PJ, Tel: 01788 550899, Fax: 01788 562189,
www.bacp.co.uk
Consideration should be given to what kind of support may be appropriate for the alleged perpetrator.

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Oceanallover – Child Protection Policy

Allegations of previous abuse

Allegations of abuse may be made some time after the event (eg by an adult who was abused as a child or by a member of staff who is still currently working with children).

Where such an allegation is made, the club should follow the procedures as detailed above and report the matter to the social services or the police. This is because other children, either within or outside the Arts, may be at risk from this person. Anyone who has a previous criminal conviction for offences related to abuse is automatically excluded from working with children. This is reinforced by the details of the Protection of Children Act 1999.

Action if bullying is suspected

If bullying is suspected, the same procedure should be followed as set out in ‘Responding to suspicions or allegations’ above.

Action to help the victim and prevent bullying in the Arts:

  • Take all signs of bullying very seriously.

  • Encourage all children to speak and share their concerns (It is believed that up

    to 12 children per year commit suicide as a result of bullying, so if anyone talks about or threatens suicide, seek professional help immediately). Help the victim to speak out and tell the person in charge or someone in authority.

  • Investigate all allegations and take action to ensure the victim is safe. Speak with the victim and the bully(ies) separately.

  • Reassure the victim that you can be trusted and will help them, although you cannot promise to tell no one else.

  • Keep records of what is said (what happened, by whom, when).

  • Report any concerns to the Child Protection Officer or the school (wherever the

    bullying is occurring).

    Action towards the bully(ies):

  • Talk with the bully(ies), explain the situation, and try to get the bully(ies) to

    understand the consequences of their behaviour. Seek an apology to the

    victim(s).

  • Inform the bully(ies)’s parents.

  • Insist on the return of ‘borrowed’ items and that the bully(ies) compensate the

    victim.

  • Provide support for the victim’s trainer.

  • Impose sanctions as necessary.

  • Encourage and support the bully(ies) to change behaviour.

  • Hold meetings with the families to report on progress.

  • Inform all organisation members of action taken.

  • Keep a written record of action taken.

    Concerns outside the immediate environment (eg a parent or carer)
    Report your concerns to the Child Protection Officer, who should contact social services or the police as soon as possible.

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Oceanallover – Child Protection Policy

See below for the information social services or the police will need.
If the Child Protection Officer is not available, the person being told of or discovering the abuse should contact social services or the police immediately.
Social services and the Child Protection Officer will decide how to involve the parents/carers.

The Child Protection Officer should also report the incident to the company. The company body should ascertain whether or not the person/(s) involved in the incident play a role in the company’s activities and act accordingly.
Maintain confidentiality on a need to know basis only.

See below regarding information needed for social services.

Information for social services or the police about suspected abuse
To ensure that this information is as helpful as possible, a detailed record should always be made at the time of the disclosure/concern, which should include the following:

  1. 1  The child’s name, age and date of birth of the child.

  2. 2  The child’s home address and telephone number.

  3. 3  Whether or not the person making the report is expressing their own concerns

    or those of someone else.

  4. 4  The nature of the allegation. Include dates, times, any special factors and other

    relevant information.

  5. 5  Make a clear distinction between what is fact, opinion or hearsay.

  6. 6  A description of any visible bruising or other injuries. Also any indirect signs,

    such as behavioural changes.

  7. 7  Details of witnesses to the incidents.

  8. 8  The child’s account, if it can be given, of what has happened and how any

    bruising or other injuries occurred.

  9. 9  Have the parents been contacted? If so, what has been said?

  10. 10  Hasanyoneelsebeenconsulted?Ifso,recorddetails.

  11. 11  Ifthechildwasnotthepersonwhoreportedtheincident,hasthechildbeen

    spoken to? If so, what was said?

  12. 12  Hasanyonebeenallegedtobetheabuser?Recorddetails.

Where possible referral to the police or social services should be confirmed in writing within 24 hours and the name of the contact who took the referral should be recorded.

If you are worried about sharing concerns about abuse with a senior colleague, you can contact social services or the police direct, or the NSPCC Child Protection Helpline on 0808 800 5000, or Childline on 0800 1111.

Equalities, Diversity and Inclusion

 

Oceanallover

EQUAL OPPORTUNITIES POLICY

The aim of our policy is to help our team ensure that no job applicant or employee receives less favourable treatment on the grounds of age, race, colour, nationality, ethnic origin, creed, disability, sexual orientation, gender, marital or parental status, political belief or social or economic class, or any other criteria that cannot be shown to be properly justifiable. Selection criteria and procedures will be reviewed frequently to ensure that individuals are selected, promoted and treated on the basis of their relevant merits and abilities.

All employees will be given equal opportunity and, where appropriate, special training to progress within the organisation. Oceanallover is committed to a programme of action to make this policy fully effective.

Oceanallover upholds a commitment to equalities, diversity, and inclusion, both within our workforce and throughout our projects. Our primary aims in this regard are:

  1. PromotingEqualOpportunities:Ouraimistoensurethateveryparticipant in our projects is treated fairly and without discrimination on the basis of age, race, nationality, creed, disability, sexual orientation, gender, or any other criteria that cannot be justified.

  2. FosteringInclusivity:Westrivetocreateaninclusiveandrespectfulwork environment where all team members are given equal opportunities. We actively promote diversity to enrich our creative processes.

  3. SupportingCareerProgression:Allemployeeswillreceiveequal opportunities for career progression, including specialized training where necessary. We are committed to nurturing talent within the project.

  4. StatutoryObligations:Oceanalloverwillmeetitsstatutoryobligationsrelated to paternity or maternity leave and support employees with changes in working patterns due to disability or other circumstances.

  5. FlexibilityandAdaptability:Wewillreasonablyadaptworkingpatternsand regimes to accommodate changes in personal and domestic circumstances for team members.

  6. ReligiousandCulturalConsiderations:Oceanalloverwillmakereasonable efforts to meet the individual needs arising from religious or cultural obligations without imposing unreasonable constraints.

  7. ComplaintResolution:Anyteammemberorprospectivememberwhofeels they have been treated unfairly is encouraged to make a complaint, either informally or through a formal process. The complaint will be addressed and investigated as necessary.

  8. ProtectionAgainstVictimisation:Oceanalloverwilltakestepstoprotect team members who make complaints from any form of victimization.

These principles of Equality and Diversity are not only confined to our internal operations but extend to our interactions with external organizations and the public. We are committed to making work that transcends social and cultural boundaries, offering art that is accessible to a diverse range of people. Our creative projects aim to be inclusive, representing the rich tapestry of human experiences and perspectives.

ACTIVE PROMOTION OF INCLUSIVITY AND ACCESSIBILITY

Oceanallover are committed to inclusivity and accessibility. When our individual team members feel included, they collaborate better and engage more fully. We recruit from the widest available talent pool, including people with disabilities, helping to support them to reach their full potential.

We try not to make assumptions or generalise. In situations where we are working with or performing to people with diverse ability, we ask what works well for them and what you could be doing differently. For example, at an outdoor location with some difficult terrain we would ask anyone who is attending in a wheelchair or other mobility difficulty, to let us know how we can give them their best viewing experience.

Oceanallover will make sure that our team have a clear understanding of what diverse ability can be, their responsibilities and what assistance is available, as well has how to talk about the subject without causing offence. We are helping to build a culture where all people can experience a sense of belonging. We will provide an element of training for teams who will be working with people who are, for example, neurodiverse: those who experience neurological differences that may include dyslexia, autism and others, along with more visually apparent disabilities. Several members of our team work regularly with inclusive groups and have specific skills in delivering work to and with people of diverse ability.

Central to this is creating a level playing field for team members, job applicants and audience with diverse abilities. This will include job postings and event marketing that is inclusive, showing that Oceanallover welcomes people with diverse abilities. This will include technology for communications and information that is accessible to people with different requirements. We will continue to create a diverse and inclusive workplace, and ensure that a level of inclusion is possible at all of our performance and workshop locations.

When developing any documents or communications we aim to consider accessibility from the start. This will include making documents available in different formats, such as Braille, and provide different fonts or audio versions as needed. Where possible we will also Include captions on all videos, provide a transcript with all audio content, provide live captioning on webinars and virtual meetings, provide sign language interpreters when needed, offer alternative ways for people to contact us and most importantly – when hosting events, either live or virtually, ask people if they have any accessibility requirements.

MANAGEMENT, RECRUITMENT, TRAINING AND FINANCE

Recruiting a diverse team is the cornerstone of our EDI efforts. We actively seek to hire individuals from various backgrounds, ensuring that our staff and creative teams reflect the diversity of our society. This extends from our administrative and technical staff to our artists, directors, and designers. We implement inclusive language and outreach in our job postings and actively engage with underrepresented communities to encourage applications. Our interview panels are trained to recognize unconscious bias, and we are dedicated to creating an inclusive and welcoming audition process.

Equitable access to opportunities and professional development is central to our EDI strategy. We invest in training and development programs that promote diversity and inclusion in the theatre industry. This includes offering mentorship programs, workshops, and internships for individuals from underrepresented backgrounds. We work closely with industry partners, diversity organizations, and educational institutions to identify emerging talent and provide opportunities for them to grow and thrive in the theatre.

We also promote on going EDI training for our staff and creative teams. This training covers topics such as cultural sensitivity, unconscious bias, and creating inclusive artistic environments. Our aim is to ensure that every member of our organization is equipped with the knowledge and skills to contribute to an inclusive and respectful work culture.

Our financial decisions align with our EDI values. We understand that supporting underrepresented voices in the arts often requires targeted investments. We allocate resources to initiatives that promote diversity, such as offering placements for arts professionals from underrepresented communities, and producing shows that explore diverse perspectives. We also prioritize partnerships with local community organizations, creating access and outreach programs that ensure our performances are accessible to all.

Furthermore, we regularly assess our budget to identify areas where we can make meaningful improvements in our commitment to EDI. This includes examining spending on accessibility accommodations, fair compensation, and resources for underrepresented artists and staff.

In conclusion, our commitment to equality, diversity, and inclusion is not just a statement; it’s a core principle that guides every aspect of how we run Oceanallover. We understand that achieving genuine EDI in the arts takes effort, persistence, and a willingness to learn and adapt. By actively promoting diverse representation, supporting on going training, and making financial decisions that prioritise inclusion, we aim to create an Arts company that is not only artistically vibrant but also a beacon of equality, diversity, and inclusion in the performing arts. We believe that only by doing so can we fully realise the transformative power of theatre in our society.

Reviewed and amended February 2025

Constitution

 

CONSTITUTION

of Oceanallover

(adopted on 10’03/2025)

GENERAL

MEMBERS

MANAGEMENT COMMITTEE

Name, objects, powers, general structure

Qualifications, application, subscription, register, withdrawal, expulsion

Maximum number, eligibility, election/ retiral/re-election, termination of office, register, office bearers, powers, personal interests

Clauses 5-13

GENERAL MEETINGS (meetings of members)

General, notice, procedure

Clauses 14-27

Clauses 28-44

MANAGEMENT COMMITTEE MEETINGS

Procedure

Clauses 45-52

ADMINISTRATION

Committees, operation of bank accounts etc., minutes, accounting records and annual accounts, notices

Clauses 53-61

MISCELLANEOUS

Dissolution, alterations to the

constitution, interpretation, management committee members

initial

Clauses 62-68

Appendix

Complaints procedure

Clauses 1-4

Definitions

For the purposes of this document the following words shall have these meanings:

  1. MEMBER shall refer to a full member of the society with voting rights and shall not include the class of associate member

  2. ASSOCIATE MEMBER shall refer to a member with no voting rights who has been invited by the management committee

  3. HE/SHE/IT/THEM/THEY/THEIR shall refer to both the singular and plural in reference to an individual or body

GENERAL Name

1. The name of the association is “Oceanallover”

Objects

2.

•

• •

•

• • •

The association’s objectives are:

To present Performance and Fine Art of a high standard in a challenging way to new audiences.

To enable the fusion and interaction of differing media within the Arts.

To champion the creative process through the promotion of access to the arts regardless of social, physical or racial status.

To support the use of live music as part of performance events and to promote the creation of new compositions through creative collaboration.

To help young performers both through workshops and inclusion in projects and events.

To make use of new locations and venues in order to stimulate a wider awareness of cultures, history, and social context.

To have an International vision and to actively promote our work on a global platform

Powers

3. In pursuance of the objects set out in clause 2 (but not otherwise), the association shall have the following powers:-

  1. (a)  To produce performances and exhibitions in both indoor and outdoor locations.

  2. (b)  To organise workshops and other such events to facilitate skill sharing and development.

  3. (c)  To organise fundraising events.

  4. (d)  To carry on any other activities which further any of the above objectives.

  5. (e)  To purchase, take on lease, hire, or otherwise acquire, any property or rights, which are suitable for the association’s activities.

  6. (f)  To improve, manage, develop, or otherwise deal with, all or any part of the property and rights of the association.

  7. (g)  To sell, let, hire out, license, or otherwise dispose of, all or any part of the property and rights of the association.

  8. (h)  To borrow money, and to give security in support of any such borrowings by the association.

  9. (i)  To employ such staff as are considered appropriate for the proper conduct of the association’s activities, and to make reasonable provision for the payment of pension and/or other benefits for members of staff, ex-members of staff and their dependants.

  10. (j)  To engage such consultants and advisers as are considered appropriate from time to time.

  11. (k)  To effect appropriate insurance of all kinds (which may include officers’ liability insurance).

  12. (l)  To invest any funds which are not immediately required for the association’s activities in such investments as may be considered appropriate (and to dispose of, and vary, such investments).

  13. (m)  To liaise with other voluntary sector bodies, local authorities, UK or Scottish government departments and agencies, and other bodies, all with a view to furthering the association’s objects.

  14. (n)  To establish and/or support any other charitable body, and to make donations for any charitable purpose falling within the association’s objects.

  15. (o)  To form any charitable company with similar objects to those of the association, and, if considered appropriate, to transfer to any such company (without any payment being required from the company) the whole or any part of the association’s assets and undertaking.

  1. (p)  To take such steps as may be deemed appropriate for the purpose of raising funds for the association’s activities.

  2. (q)  To accept grants, donations and legacies of all kinds (and to accept any reasonable conditions attaching to them).

  3. (r)  To do anything which may be incidental or conducive to the furtherance of any of the association’s objects.

General structure

4. The structure of the association shall consist of: –

  1. (a)  the MEMBERS – who have the right to attend the annual general meeting (and any special general meeting) and have important powers under the constitution; in particular, the members elect people to serve on the management committee and take decisions in relation to changes to the constitution itself

  2. (b)  the MANAGEMENT COMMITTEE – who hold regular meetings during the period between annual general meetings, and generally control and supervise the activities of the association; in particular, the management committee is responsible for monitoring the financial position of the association.

  3. (c)  the ASSOCIATE MEMBERS – who have the right to attend the annual general meeting (and any special general meeting) but have no powers or voting rights under the constitution

MEMBERS
Qualifications for membership

5. Membership shall be open to any individual who is invited by the association to make an application.

5A. Associate membership is open by invitation of the management committee to any organisation or individual which the committee deems appropriate .

6. An employee of the association shall not be eligible for membership; a person who becomes an employee of the association after admission to membership shall automatically cease to be a member for the duration of employment. When such employment ends, the individual shall revert to the status of member if still within the membership period.

Application for membership

7. Any person who wishes to become a member must sign, and lodge with the association, a written application for membership; the

application must be accompanied by a remittance to meet the annual membership subscription subject to clause 10.

  1. The management committee may, at its discretion, refuse to admit any person to membership.

  2. The management committee shall consider each application for membership at the first management committee meeting which is held after receipt of the application (and accompanying remittance if required under clause 10); the management committee shall, within a reasonable time after the meeting, notify the applicant of its decision on the application and, if the decision was to refuse admission, shall return to the applicant the remittance lodged by him/her under clause 7. Any management committee member or members may act under clause 53 for this purpose.

Membership subscription

10. Members may be required to pay an annual membership subscription; the amount (if any) shall be determined by the management committee.

  1. 10A.  The management committee may vary the amount of the annual membership subscription and/or the date on which it falls due in each year, by way of a resolution to that effect.

  2. 10B.  If the membership subscription payable by any member remains outstanding more than 6 weeks after the date on which it fell due (and providing they have been given at least one written reminder) they may cease to be a member at the decision of the management committee.

  3. 10C.  A person who ceases (for whatever reason) to be a member shall not be entitled to any refund of the membership subscription.

Register of members

11. The management committee shall maintain a register of members and associated members, setting out the contact details of each member or associate member, the date on which they were admitted to membership, and the date on which any person ceased to be a member or associate member. All members and associate members will be informed that such records are kept by the society.

Withdrawal from membership

12. Any person who wishes to withdraw from membership or associate membership shall lodge with the association, a written notice to that effect; on receipt of the notice by the association, they shall cease to be a member or associate member. All information kept under clause 11 other than demographic data that does not identify the individual or body shall be destroyed after withdrawal from membership.

Expulsion from membership and associate membership

13. Any person may be expelled from membership or associate membership by way of a resolution passed by majority vote at a general meeting (meeting of members and associate members), providing the following procedures have been observed:-

  1. (a)  at least 21 days’ notice of the intention to propose the resolution must be given to the member or associate member concerned, specifying the grounds for the proposed expulsion

  2. (b)  the member or associate member concerned shall be entitled to be heard on the resolution at the general meeting at which the resolution is proposed.

GENERAL MEETINGS
General meetings (meetings of members and associate members)

  1. The management committee shall convene an annual general meeting in each year (but excluding the year in which the association is formed); not more than 15 months shall elapse between one annual general meeting and the next.

  2. The business of each annual general meeting shall include:-

    1. (a)  a report by the chair on the activities of the association

    2. (b)  consideration of the annual accounts of the association

    (c) the election/re-election of members of the management committee, as referred to in clause 30.

  3. The management committee may convene a special general meeting at any time.

16A. If a notice signed by 25 or more members requesting a special general meeting is received by the association, the management committee must convene a special general meeting – and on the basis that it must be held within six weeks from the date on which the notice was received; a notice under the preceding provisions must set out the business which is to be considered at the special general meeting.

Notice of general meetings

  1. At least 14 clear days’ notice must be given (in accordance with clause 61) of any annual general meeting or special general meeting; the notice must indicate the general nature of any business to be dealt with at the meeting and, in the case of a resolution to alter the constitution, must set out the terms of the proposed alteration.

  2. The reference to “clear days” in clause 17 shall be taken to mean that, in calculating the period of notice, the day after the notice is posted, and also the day of the meeting, should be excluded.

19. Notice of every general meeting shall be given (in accordance with clause 61) to the members of the association, and to all the members of the management committee.

Procedure at general meetings

  1. No business shall be dealt with at any general meeting unless a quorum is present; the quorum for a general meeting shall be 20 members, present in person.

  2. If a quorum is not present within 30 minutes after the time at which a general meeting was due to commence – or if, during a meeting, a quorum ceases to be present – the meeting shall stand adjourned to such time and place as may be fixed by the chairperson of the meeting. Any decisions made while quorate shall continue to be acted on.

  3. The chair of the association shall (if present and willing to act as chairperson) preside as chairperson of each general meeting; if the chair is not present and willing to act as chairperson within 30 minutes after the time at which the meeting was due to commence, the members of the management committee present at the meeting shall elect from among themselves the person who will act as chairperson of that meeting. 75% of members present can support a vote of no confidence in the chair for that meeting and shall then vote on a chair from members present by majority vote.

  4. The chairperson of a general meeting may, with the consent of the meeting, adjourn the meeting to such time and place as the chairperson may determine.

  5. Every member shall have one vote, which (whether on a show of hands or on a secret ballot) must be given personally. Associate members shall have no voting rights.

  6. If there are an equal number of votes for and against any resolution, the management committee present shall be entitled to a casting vote by majority.

  7. A resolution put to the vote at a general meeting shall be decided on a show of hands unless a secret ballot is demanded by the chairperson (or by at least two members present in person at the meeting); a secret ballot may be demanded either before the show of hands takes place, or immediately after the result of the show of hands is declared.

  8. If a secret ballot is demanded, it shall be taken at the meeting and shall be conducted in such a manner as the chairperson may direct; the result of the ballot shall be declared at the meeting at which the ballot was demanded.

MANAGEMENT COMMITTEE
Maximum number of management committee members

28. The maximum number of members of the management committee shall be 6; out of that, no more than one third of the members of the management committee shall have been co-opted under the provisions of clauses 32A and 32B.

Eligibility

29. A person shall not be eligible for election/appointment to the management committee under clauses 30, 31 and 32 unless they are a member of the association; a person appointed to the management committee under clauses 32A and 32B need not, however, be a member of the association.

29A. A person shall not be eligible for election/appointment to the management committee if he/she is an employee of the association.

Election, retiral, re-election

  1. At each annual general meeting, the members may (subject to clause 28) elect any member to be a member of the management committee.

  2. The management committee may at any time appoint any member to be a member of the management committee (subject to clause 28)

  3. At each annual general meeting, all of the members of the management committee elected/appointed under clauses 30 and 31 shall retire from office – but shall then be eligible for re-election.”

Co-opted management committee members

  1. 32A.  In addition to their powers under clause 31, the management committee may at any time appoint any non-member of the association to be a member of the management committee (subject to clause 28) on the basis that they have specialist experience and/or skills which could be of assistance to the management committee.

  2. 32B.  At each annual general meeting, all of the members of the management committee appointed under clause 32A shall retire from office – but shall then be eligible for re-appointment under clause 32A.

Termination of office

33. A member of the management committee shall automatically vacate office if: –

(a) they become debarred under any statutory provision from being involved in the administration or management of a charity .

  1. (b)  they become incapable for medical reasons of fulfilling the duties of his/her office and such incapacity is expected to continue for a period of more than six months. The management committee shall make all reasonable efforts to ensure that the person is not excluded due to a medical condition.

  2. (c)  (in the case of a member of the management committee elected/appointed under clauses 30, 31 and 32) they cease to be a member of the association.

  3. (d)  they become an employee of the association.

  4. (e)  they resign office by notice to the association.

  5. (f)  they are absent (without permission of the management committee) from more than three consecutive meetings of the management committee, and the management committee resolve to remove them from office.

Register of management committee members

34. The management committee shall maintain a register of management committee members, setting out the full name and address of each member of the management committee, the date on which each such person became a management committee member, and the date on which any person ceased to hold office as a management committee member. This register will be made publicly available.

Office bearers

  1. The management committee members shall be elected at a general meeting and shall include a chair, a treasurer and a secretary, and such other office bearers as are considered appropriate. Members of the management committee may exchange positions if the management committee deems this appropriate.

  2. All of the office bearers shall cease to hold office at the conclusion of each annual general meeting, but shall be eligible for re-election at that meeting. If no posts are elected the current holders may continue as temporary office bearers until such time that a new vote is held.

  3. A person elected to any office shall cease to hold that office if he/she ceases to be a member of the management committee or if he/she resigns from that office by written notice to that effect.

Powers of management committee

38. Except as otherwise provided in this constitution, the association and its assets and undertaking shall be managed by the management committee, who may exercise all the powers of the association.

39. A meeting of the management committee at which a quorum is present may exercise all powers exercisable by the management committee.

Personal interests

  1. A member of the management committee who has a personal interest in any transaction or other arrangement which the association is proposing to enter into, must declare that interest at a meeting of the management committee; they will be debarred (in terms of clause 51) from voting on the question of whether or not the association should enter into that arrangement.

  2. For the purposes of clause 40, a person shall be deemed to have a personal interest in an arrangement if they or any partner or other close relative of theirs or any firm of which they are a partner or any limited company of which they are a substantial shareholder or director, has a personal interest in that arrangement.

  3. Provided they have declared their interest – and have not voted on the question of whether or not the association should enter into the relevant arrangement – a member of the management committee will not be debarred from entering into an arrangement with the association in which they have a personal interest (or are deemed to have a personal interest under clause 41) and may retain any personal benefit which they gain from their participation in that arrangement.

  4. No member of the management committee may serve as an employee (full time or part time) of the association, and no member of the management committee may be given any remuneration by the association for carrying out their duties as a member of the management committee.

  5. The members of the management committee may be paid all travelling and other expenses reasonably incurred by the in connection with the carrying-out of their duties with the exclusion of expenses to attend society meetings.

MANAGEMENT COMMITTEE MEETINGS Procedure at management committee meetings

  1. Any member of the management committee may call a meeting of the management committee or request the secretary to call a meeting of the management committee.

  2. Questions arising at a meeting of the management committee shall be decided in the first instance by consensus. If after a reasonable period consensus is not reached, at the chairperson’s discretion a majority of votes will decide the issue. If an equality of votes arises, the chair, treasurer and secretary of the association shall have a casting vote.

  1. No business shall be dealt with at a meeting of the management committee unless a quorum is present; the quorum for meetings of the management committee shall be 5.

  2. If at any time the number of management committee members in office falls below the number fixed as the quorum, the remaining management committee member(s) must call a general meeting to vote in new members.

  3. Unless he/she is unwilling to do so, the chair of the association shall preside as chairperson at every management committee meeting at which they are present; if the chair is unwilling to act as chairperson or is not present within 30 minutes after the time when the meeting was due to commence, the management committee members present shall elect from among themselves the person who will act as chairperson of the meeting.

  4. The management committee may, at its discretion, allow any person who they reasonably consider appropriate, to attend and speak at any meeting of the management committee; for the avoidance of doubt, any such person who is invited to attend a management committee meeting shall not be entitled to vote.

  5. A management committee member shall not vote at a management committee meeting (or at a meeting of a committee) on any resolution concerning a matter in which they have a personal interest which conflicts (or may conflict) with the interests of the association; they must withdraw from the meeting while an item of that nature is being dealt with.

  6. For the purposes of clause 51, a person shall be deemed to have a personal interest in a particular matter if they or any partner or other close relative of theirs or any firm of which they are a partner or any limited company of which they are a substantial shareholder or director, has a personal interest in that matter.

ADMINISTRATION Delegation to sub-committees

  1. The management committee may delegate any of their powers to any sub-committee consisting of one or more management committee members and such other persons as the management committee may determine; they may also delegate to any member or members of the management committee such of their powers as they may consider appropriate.

  2. Any delegation of powers under clause 53 may be made subject to such conditions as the management committee may impose and may be revoked or altered.

  3. The rules of procedure for any sub-committee shall be as prescribed by the management committee.

Operation of accounts and holding of property

  1. The signatures of two out of three signatories appointed by the management committee shall be required in relation to all operations (other than lodgement of funds) on the bank and building society accounts held by the association; at least one out of the two signatures must be the signature of a member of the management committee.

  2. The title to all property (including any land or buildings, the tenant’s interest under any lease and (so far as appropriate) any investments) shall be held either in the names of the chair, treasurer and secretary of the association (and their successors in office) or in name of a nominee company holding such property in trust for the association; any person or body in whose name the association’s property is held shall act in accordance with the directions issued from time to time by the management committee.

Minutes

58. The management committee shall ensure that minutes are made of all proceedings at general meetings, management committee meetings and meetings of committees; a minute of any meeting shall include the names of those present, and (as far as possible) shall be signed by the chairperson of the meeting.

Accounting records and annual accounts

  1. The management committee shall ensure that proper accounting records are maintained in accordance with all applicable statutory requirements.

  2. The management committee shall prepare annual accounts, complying with all relevant statutory requirements; if an audit is required under any statutory provisions or if they otherwise think fit, they shall ensure that an audit of such accounts is carried out by a qualified auditor.

Notices

61. Any notice which requires to be given to a member under this constitution shall be in writing; such a notice may either be given personally to the member or be sent by post or email addressed to the member at the address last intimated by them to the association.

MISCELLANEOUS Dissolution

62. If the management committee determines that it is necessary or appropriate that the association be dissolved, it shall convene a meeting of the members; not less than 21 days’ notice of the meeting (stating the terms of the proposed resolution) shall be given.

  1. If a proposal by the management committee to dissolve the association is confirmed by 75% of members and voting by secret ballot only at the general meeting convened under clause 62, the management committee shall have power to dispose of any assets held by or on behalf of the association – and any assets remaining after satisfaction of the debts and liabilities of the association shall be transferred to some other charitable body or bodies having objects similar to those of the association; the identity of the body or bodies to which such assets are transferred shall be determined by the members of the association at, or prior to, the time of dissolution.

  2. For the avoidance of doubt, no part of the income or property of the association shall (otherwise than in pursuance of the association’s charitable objects) be paid or transferred (directly or indirectly) to the members, either in the course of the association’s existence or on dissolution.

Alterations to the constitution

  1. Subject to clause 66, the constitution may be altered by a resolution passed by not less than 66% of members present and voting at a general meeting, providing due notice of the meeting, and of the resolution, is given in accordance with clauses 17, 18 and 19.

  2. No amendment to clauses 3, 43, 63 or 64 of the constitution may be made if the effect would be that the association would cease to be a charity.

Interpretation

67. For the purposes of this constitution, “charitable” shall be interpreted as charitable within the meaning of section 505 of the Income and Corporation Taxes Act 1988 (including any statutory amendment or re- enactment of the provisions of that section); “charity” shall be interpreted accordingly.