2025-03-31-accounts - Pavilion Dance South West Limited

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

Company number 03231304	Charity number 1111641	Pavilion Dance South West Registered office and	Westover Road operational address	Bournemouth	Dorset	BH1 2BU	Trustees Trustees, who are also directors under company law, who served	during the year and up to the date of this report were as follows:	V Brand appointed 7 May 2025	M J Cleaver	O Girling	E Hooks appointed 7 November 2024	J Joy resigned 28 May 2024	Q A T Le appointed 8 May 2025	H Malone resigned 9 October 2024	T Marden	M H Nabirye	E Nixon Co-Chair from 26 April 2024	N Player Co-Chair from 26 April 2024	P Preselo resigned 29 January 2025	R Rolph appointed 7 May 2025	J Ward	Chief Executive Officers Victor Fung Artistic Director and Joint CEO	Helen Keall Executive Director and Joint CEO	Bankers United Trust Bank Limited Aldermore Bank plc	One Ropemaker Street 1st Floor	London Block B	EC2Y 9AW Western House	Lynch Wood	HSBC UK Bank plc Peterborough	62 Commercial Road PE2 6FZ	Bournemouth	Dorset	BH2 5LR	Auditors Godfrey Wilson Limited	Chartered accountants and statutory auditors	5th Floor Mariner House	62 Prince Street	Bristol	BS1 4QD

The trustees present their report along with the financial statements of the charity for the year ended	31 March 2025.	Reference and administrative information set out on page 1 forms part of this report. The financial	statements comply with current statutory requirements, the Memorandum and Articles of Association	and the Statement of Recommended Practice - Accounting and Reporting by Charities (effective from	January 2019).	WELCOME FROM THE CO-CHAIR AND JOINT CEOS	Looking back over the year, there has been a lot to celebrate despite the continuing external	economic pressures faced by our sector and the UK as a whole. We were able to grow our earned	income from classes & workshops by 39%, topping £100k for the first time thanks to the hard work of	the team. Venue hire also grew by an impressive 51% to just short of £80k. A concerted effort to	apply to Trusts and Foundations for support saw us double our success rate to 14%, securing £99k	for a range of projects and core funding. We were also pleased to be awarded Public Health funding	for the first time, in support of our work to improve children and young people’s mental and physical	health through dance.	We reaffirmed our commitment to transforming communities through dance with a refresh of our	Vision, Mission and Values that was informed by input sought from our communities, staff and	Trustees – the updated versions can be found immediately below this section. Building on this	experience of co-design, we have recruited a diverse group of people who engage with us in different	ways across the span of our services to form a Community Steering Group. Their first task is to help	to set priorities for our 2026-30 Business Plan, which they have set about with gusto! The revised	Vision, Mission and Values are also at the heart of our new website, due to launch in August 2025	and designed to remove barriers and encourage engagement with dance no matter your age or level	of experience.	Our Wellbeing work continues to go from strength to strength, including a new partnership with	Bournemouth-based Health Sciences University to adapt our leading Parkinson's Dance Science	model for adults with persistent lower back pain, an area of major challenge for the NHS. In another	first for Pavilion Dance we undertook our first ever international tour, taking two works to Denmark	and testing innovative ways to reduce our touring carbon footprint along the way. The crisis in	creative education provision in state schools is becoming more widely recognised, and in the first	stage of our response we have been focussing on rebuilding delivery in primary schools. Over the	year we have gone through a rigorous process of R&D to create LEAP – a Primary School Dance	Toolkit designed to give teachers the confidence and tools to integrate dance into their lesson plans.	Following extremely positive feedback from in-school pilots, we will be rolling out the Toolkit to	schools across Bournemouth, Christchurch & Poole next year.	We would like to extend our grateful thanks to our funders – in particular Arts Council England and	Bournemouth Christchurch and Poole (BCP) Council – our trustees, our loyal band of volunteers and	the dedicated staff team whose commitment and passion has enabled Pavilion Dance to bring	extraordinary experiences to audiences, participants and our local communities throughout the past	year.	Eddie Nixon & Natasha Player Victor Fung Helen Keall	Co-Chairs of the Board Artistic Director Executive Director

OBJECTIVES AND ACTIVITIES	Purpose and priorities	Vision: A world in which dance is celebrated as an integral part of life.	Mission: Transforming communities through dance by opening doors, deepening connections and	embracing diversity.	Values: Kind. Inclusive. Innovative. Empowering.	Strategic Objectives: Strengthen our national sector leadership role through collaboration and partnership; and Deepen our impact locally, delivering empowering dance experiences for people across Bournemouth, Christchurch and Poole; Transform our regional role to focus on supporting artists and the development of dance in the South West; Nurture an inclusive, sustainable and resilient organisation.	Public benefit	The trustees confirm that they have had regard to the guidance contained in the Charity	Commission's general guidance on public benefit when reviewing the charity's aims, objectives, and	planning its activities.	ACHIEVEMENTS AND PERFORMANCE	Performance programme	An annual target in our 2023-26 business plan is the development of international collaborative	projects. We achieved a major milestone this year with our first ever international tour, presenting	Plastic Paradiso and Fault Lines as part of the Arts Council England-funded International Touring and	Environmental Responsibility (ITER) programme. Through partnership with Aarhus Festival, Askonas	Holt, and Bora Bora, we delivered two environmental-themed productions by our Associate Artist Lila	Dance and dance artist Claire Benson to audiences and participants in Denmark. We also brought	world-class dance experiences to our own audiences through the presentation of dance productions	from South Korea, Belgium, and Iceland alongside UK-based companies in our theatre.	We continued to embed Deep Touring ethos in our work and extended it to our international work this	year. Through placing emphasis on creating deep, impactful connection with local communities, we	created cross-cultural interactions that enriched the artistic experience for both the artists and the	audience. The productions we presented in Denmark included workshops with local children and	collaboration with Danish professional dance artists. Productions we hosted in our venue such as	Binary Opposition by Belgium/UK company Reckless Sleepers and When the Bleeding Stops by	Icelandic choreographer Lovisa Ósk Gunnarsdóttir featured local community casts. The participants	engaged with the international companies through co-creation processes and online engagement	activities prior to their participation in the respective productions.

The Management Accounts and quarterly budget reforecasts are scrutinised by the Finance &	Operations Committee before being signed off by the full Board. We were able to grow our earned	income from classes & workshops by 39%, topping £100k for the first time thanks to the hard work of	the team. Venue hire also grew by an impressive 51% to just short of £80k, helping to offset the	decline in income as Arts University Bournemouth phase out their Dance Degree. Our performance	programme did not perform as well, with average ticket sales down by 40% on 2024-25 – the ongoing	cost-of-living squeeze is impacting on our audiences’ discretionary spend. However, the figures	involved are relatively small and the impact on our overall income insignificant. A concerted effort to	apply to Trusts and Foundations for support saw us double our success rate to 14%, securing £99k	for a range of projects and core funding. We were also pleased to be awarded Public Health funding	for the first time, in support of our work to improve children and young people’s mental and physical	health through dance. Controlling our costs remains as important as growing our income, and so we	took the difficult decision to pause our annual fundraiser Business Come Dancing for the coming year	and make the Events Producer role redundant as the income raised doesn’t cover the delivery costs	when staffing is included. We will be rethinking our approach to cultivating business relationships	with the support of the Dorset Chamber of Commerce in the coming year.	The strong financial performance achieved this year gave Trustees a firm basis from which to	approve the Real Living Wage increase to relevant staff and a 2% increase for the rest of the team.	Trustees also agreed a draw-down of £40k to invest in a complete overhaul our website to ensure it	is fit for purpose for the next 5 years – the new site will launch in August 2025.	Summarised Income and Expenditure Account for the year:	£	Income	Donations and legacies 211,093	Charitable activities 800,530	Other trading activities 107,845	Investments 11,039	Other income 2,338	Total income 1,132,845	Expenditure	Raising funds 123,918	Charitable activities 957,351	Total expenditure 1,081,269	Net income 2024-25 51,576	Total funds brought forward from 2023-24 325,030	Total funds carried forward into 2025-26 376,606	We made a modest surplus of £51.6k, of which £37.9k was unrestricted. The accounts show a carry	forward figure into 2025-26 of £376.6k (made up of £343.7k unrestricted funds, and £32.9k	restricted).

Through prudence and careful financial management during 2024-25, monitored and supported in	the regular Board meetings through the year, we have a retained a financial buffer to help us weather	the impact of the ongoing pressures of inflation and plan for some modest investment for growth as	we enter 2025-26.	Senior Leadership Team salaries are set by the Board and benchmarked against organisations of a	similar size and remit in the cultural sector.	Reserves policy	Pavilion Dance South West’s cash reserve should be sufficient to cover three months total	operational costs (less marketing and contingency). The Board of Trustees examines the level of	reserves each year when setting the following year’s budget, and this reserves policy is reviewed	every three years.	For the year 2024-25 the operational costs (less marketing and gift in-kind premises costs) were	£948k, leading to a required unrestricted reserves value of £237k based on the current reserves	policy. Through prudent financial management and support from our funders, our free reserves at the	end of 2024-25 were £307k, therefore exceeding the target figure.	Fundraising	Pavilion Dance has been registered with the Fundraising Regulator, as a small charity, since 2017.	We don’t currently contract any professional fundraisers. An annual fundraiser, Business Come	Dancing, has been held in November each year for several years. This popular 'Strictly' style	competition invites local businesses to compete for a glitterball trophy whilst raising funds for our	community projects and raised £8,536 after costs this year. Applications are made to trusts and	foundations where we meet the criteria of that foundation and the signposting to these can come	from contacts, networks or newsletters. We were successful in securing a number of grants from	local and national Trusts this year, bringing a total of £98,927 towards project delivery and core costs.	Donate buttons are used on our website and on social media to encourage donations and we have	also run campaigns with Givey.com and Give as You Live as donation platforms. In addition, we have	individuals contacting us to make personal contributions usually for a specific programme of work.	We adhere to data protection protocols including in keeping information linked to fundraising. The	charity received no complaints in respect of fundraising practices in the year.	STRUCTURE, GOVERNANCE AND MANAGEMENT	Governance	The charity is controlled by its governing documents and constitutes a limited company, limited by	guarantee, as defined by the Companies Act 2006. It was incorporated on 30 July 1996 with	amendments by special resolution on 8 August 2002, 21 April 2005, 29 November 2021 and 1 May	2025.	It was registered as a charity with the Charity Commission on 11 October 2005 under the name	Dance South West.	The name of the company was amended to Pavilion Dance South West with Companies House on	21 October 2013 and this was confirmed by Charities Commission on 25 October 2013.

M Nabirye 4/4 MCleaver 3/4 T Marden 3/4 O Girling 2/4 N Player 4/4 J Ward 4/4 E Nixon 4/4 L Hooks 1/1 Trustees’ attendance at board meetings 2024-25 The Co-Chairs and Joint CEOs met regularly through the year to discuss key operational decisions and Board actions and meetings. The Co-Chairs also carried out Performance Development Reviews with each of the Joint CEOs and reported back to the full Board in a closed session. All Trustees are inducted and provided with full information on the organisation’s policies, past and current programmes and future aspirations and plans. Trustees are able to attend training programmes or professional development as appropriate. The Board supports the executive Leadership Team, led by the Artistic Director and Executive Director as Joint CEOs. They in turn are supported by a Senior Management Team which meets weekly and consists of: Artistic Director, Executive Director, Marketing & Communications Manager and Venue Manager. This allows collective deputising for the Joint CEOs and spreading knowledge and risk. The Joint CEOs take ultimate responsibility.	M Nabirye 4/4 MCleaver 3/4 T Marden 3/4 O Girling 2/4 N Player 4/4 J Ward 4/4 E Nixon 4/4 L Hooks 1/1 Trustees’ attendance at board meetings 2024-25 The Co-Chairs and Joint CEOs met regularly through the year to discuss key operational decisions and Board actions and meetings. The Co-Chairs also carried out Performance Development Reviews with each of the Joint CEOs and reported back to the full Board in a closed session. All Trustees are inducted and provided with full information on the organisation’s policies, past and current programmes and future aspirations and plans. Trustees are able to attend training programmes or professional development as appropriate. The Board supports the executive Leadership Team, led by the Artistic Director and Executive Director as Joint CEOs. They in turn are supported by a Senior Management Team which meets weekly and consists of: Artistic Director, Executive Director, Marketing & Communications Manager and Venue Manager. This allows collective deputising for the Joint CEOs and spreading knowledge and risk. The Joint CEOs take ultimate responsibility.	M Nabirye 4/4 MCleaver 3/4 T Marden 3/4 O Girling 2/4 N Player 4/4 J Ward 4/4 E Nixon 4/4 L Hooks 1/1 Trustees’ attendance at board meetings 2024-25 The Co-Chairs and Joint CEOs met regularly through the year to discuss key operational decisions and Board actions and meetings. The Co-Chairs also carried out Performance Development Reviews with each of the Joint CEOs and reported back to the full Board in a closed session. All Trustees are inducted and provided with full information on the organisation’s policies, past and current programmes and future aspirations and plans. Trustees are able to attend training programmes or professional development as appropriate. The Board supports the executive Leadership Team, led by the Artistic Director and Executive Director as Joint CEOs. They in turn are supported by a Senior Management Team which meets weekly and consists of: Artistic Director, Executive Director, Marketing & Communications Manager and Venue Manager. This allows collective deputising for the Joint CEOs and spreading knowledge and risk. The Joint CEOs take ultimate responsibility.	M Nabirye 4/4 MCleaver 3/4 T Marden 3/4 O Girling 2/4 N Player 4/4 J Ward 4/4 E Nixon 4/4 L Hooks 1/1 Trustees’ attendance at board meetings 2024-25 The Co-Chairs and Joint CEOs met regularly through the year to discuss key operational decisions and Board actions and meetings. The Co-Chairs also carried out Performance Development Reviews with each of the Joint CEOs and reported back to the full Board in a closed session. All Trustees are inducted and provided with full information on the organisation’s policies, past and current programmes and future aspirations and plans. Trustees are able to attend training programmes or professional development as appropriate. The Board supports the executive Leadership Team, led by the Artistic Director and Executive Director as Joint CEOs. They in turn are supported by a Senior Management Team which meets weekly and consists of: Artistic Director, Executive Director, Marketing & Communications Manager and Venue Manager. This allows collective deputising for the Joint CEOs and spreading knowledge and risk. The Joint CEOs take ultimate responsibility.	M Nabirye 4/4 MCleaver 3/4 T Marden 3/4 O Girling 2/4 N Player 4/4 J Ward 4/4 E Nixon 4/4 L Hooks 1/1 Trustees’ attendance at board meetings 2024-25 The Co-Chairs and Joint CEOs met regularly through the year to discuss key operational decisions and Board actions and meetings. The Co-Chairs also carried out Performance Development Reviews with each of the Joint CEOs and reported back to the full Board in a closed session. All Trustees are inducted and provided with full information on the organisation’s policies, past and current programmes and future aspirations and plans. Trustees are able to attend training programmes or professional development as appropriate. The Board supports the executive Leadership Team, led by the Artistic Director and Executive Director as Joint CEOs. They in turn are supported by a Senior Management Team which meets weekly and consists of: Artistic Director, Executive Director, Marketing & Communications Manager and Venue Manager. This allows collective deputising for the Joint CEOs and spreading knowledge and risk. The Joint CEOs take ultimate responsibility.	M Nabirye 4/4 MCleaver 3/4 T Marden 3/4 O Girling 2/4 N Player 4/4 J Ward 4/4 E Nixon 4/4 L Hooks 1/1 Trustees’ attendance at board meetings 2024-25 The Co-Chairs and Joint CEOs met regularly through the year to discuss key operational decisions and Board actions and meetings. The Co-Chairs also carried out Performance Development Reviews with each of the Joint CEOs and reported back to the full Board in a closed session. All Trustees are inducted and provided with full information on the organisation’s policies, past and current programmes and future aspirations and plans. Trustees are able to attend training programmes or professional development as appropriate. The Board supports the executive Leadership Team, led by the Artistic Director and Executive Director as Joint CEOs. They in turn are supported by a Senior Management Team which meets weekly and consists of: Artistic Director, Executive Director, Marketing & Communications Manager and Venue Manager. This allows collective deputising for the Joint CEOs and spreading knowledge and risk. The Joint CEOs take ultimate responsibility.	M Nabirye 4/4 MCleaver 3/4 T Marden 3/4 O Girling 2/4 N Player 4/4 J Ward 4/4 E Nixon 4/4 L Hooks 1/1 Trustees’ attendance at board meetings 2024-25 The Co-Chairs and Joint CEOs met regularly through the year to discuss key operational decisions and Board actions and meetings. The Co-Chairs also carried out Performance Development Reviews with each of the Joint CEOs and reported back to the full Board in a closed session. All Trustees are inducted and provided with full information on the organisation’s policies, past and current programmes and future aspirations and plans. Trustees are able to attend training programmes or professional development as appropriate. The Board supports the executive Leadership Team, led by the Artistic Director and Executive Director as Joint CEOs. They in turn are supported by a Senior Management Team which meets weekly and consists of: Artistic Director, Executive Director, Marketing & Communications Manager and Venue Manager. This allows collective deputising for the Joint CEOs and spreading knowledge and risk. The Joint CEOs take ultimate responsibility.	M Nabirye 4/4 MCleaver 3/4 T Marden 3/4 O Girling 2/4 N Player 4/4 J Ward 4/4 E Nixon 4/4 L Hooks 1/1 Trustees’ attendance at board meetings 2024-25 The Co-Chairs and Joint CEOs met regularly through the year to discuss key operational decisions and Board actions and meetings. The Co-Chairs also carried out Performance Development Reviews with each of the Joint CEOs and reported back to the full Board in a closed session. All Trustees are inducted and provided with full information on the organisation’s policies, past and current programmes and future aspirations and plans. Trustees are able to attend training programmes or professional development as appropriate. The Board supports the executive Leadership Team, led by the Artistic Director and Executive Director as Joint CEOs. They in turn are supported by a Senior Management Team which meets weekly and consists of: Artistic Director, Executive Director, Marketing & Communications Manager and Venue Manager. This allows collective deputising for the Joint CEOs and spreading knowledge and risk. The Joint CEOs take ultimate responsibility.	M Nabirye 4/4 MCleaver 3/4 T Marden 3/4 O Girling 2/4 N Player 4/4 J Ward 4/4 E Nixon 4/4 L Hooks 1/1 Trustees’ attendance at board meetings 2024-25 The Co-Chairs and Joint CEOs met regularly through the year to discuss key operational decisions and Board actions and meetings. The Co-Chairs also carried out Performance Development Reviews with each of the Joint CEOs and reported back to the full Board in a closed session. All Trustees are inducted and provided with full information on the organisation’s policies, past and current programmes and future aspirations and plans. Trustees are able to attend training programmes or professional development as appropriate. The Board supports the executive Leadership Team, led by the Artistic Director and Executive Director as Joint CEOs. They in turn are supported by a Senior Management Team which meets weekly and consists of: Artistic Director, Executive Director, Marketing & Communications Manager and Venue Manager. This allows collective deputising for the Joint CEOs and spreading knowledge and risk. The Joint CEOs take ultimate responsibility.
Trustees’ attendance at board meetings 2024-25	4/4	3/4	3/4	2/4	4/4	4/4	4/4	1/1
	M Nabirye	MCleaver	T Marden	O Girling	N Player	J Ward	E Nixon	L Hooks

Risk management
The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure
appropriate controls are in place. The Risk Register is a standing agenda item for Board meetings
and is updated in advance of every meeting.

Key risks in 2024-25
Mitigations
Equality, diversity and inclusion
We firmly believe in being an organisation where peoples’ differences are respected and considered,
and where varying views and ideas are listened to. This informs how we commission and programme
dance, and also in how we look after our artists, staff, volunteers and members of the public who
come to experience dance.
Government
austerity
measures
impact on ability to raise funds.
Developing and articulating an innovative, quality offer
with evidenced outcomes and impact.
Continuing robust financial planning and budgeting.
Inflation
and
cost
of
living
increases
put
pressure
on
overheads and salaries.
Increasing and diversifying income base, including
earned income generation, philanthropy and new grant
sources.
Continuing robust financial planning and budgeting.
Arts
University
Bournemouth
decision to withdraw their Dance
Degree
and
‘teach
out’
current
students over 2 years from 2024-
25 resulting in a significant loss of
regular earned income.
Lease
formalising
PDSW’s
occupancy of part of the Pavilion
Theatre building remains unsigned.
In recognising the value of diversity in enriching our arts and cultural offer as well as ensuring that all
artists have access to the opportunities and resources to create truly excellent work, our approach is
underpinned by the principle of ensuring that we reflect the communities in our conurbation in the
work that we do.
Continue
to
engage
in
and
support
discussions
between BCP Council and BH Live (landlord) to
resolve outstanding fixtures & fittings issues.
Earned income targets not met
due to slow return of customers
post-covid
and
cost-of-living
pressures
Close monitoring of data around income targets,
enabling corrective action in a timely manner.
Classes & performances income stabilised and now
building steadily, with capacity in studios & theatre
meaning there is good potential to increase income
further.
Develop Venue Hires Strategy with aim to develop
new sources of hire income, capitalising on the newly
available weekday space in the building.

At Pavilion Dance:	We recognise equality as providing the platform where no one is discriminated or treated unfairly	based on their age, disability, gender, marriage and civil partnership, pregnancy and maternity,	race, religion or belief, sex, and sexual orientation;	We see diversity as the respect and appreciation of peoples’ differences and any intersectional	combination of protected characteristics; and	We recognise inclusion to mean the creation of respectful and safe spaces for our audiences,	staff, artists and companies to feel valued and welcomed at Pavilion Dance.	Our equality, diversity and inclusion objectives are:	To broaden representation in our team, including cultivating a work force that better reflects	above and beyond the 9% of global majority communities that live in our conurbation;	To support our staff in increasing their awareness around EDI through development opportunities;	To diversify our programming and engage with a diverse range of people in widening participation	to our programmes;	To ensure our marketing and communications capture and reflect our ethos around equality,	diversity and inclusion;	To ensure our progress in EDI is monitored and assessed through effective reporting and	evaluation.	Progress achieved in 2024-25 included:	Performance programme included works by LGBTQIA+, global majority, older, and young	graduate companies. 66% of our visiting artists selected via open calls identify as female;	Relaxed performance conditions introduced for all Family performances;	Partnership established with Dorset Blind Association and funding secured to support a monthly	dance class and to upgrade our Audio Description provision;	Partnership established with International Care Network and funding secured to support monthly	dance classes for male and female refugees/migrants;	Funding secured to extend our work in Priority Neighbourhoods (in top 10% of English indices of	deprivation) to two new areas;	Achieved Disability Confident Employer status (progression from Disability Committed); and	Working with Visually Impaired community training delivered to all staff.	Our Joint CEOs are diverse in gender, age, race, sexuality & socio-economic background. We have	a gender-split of 83:17 female:male across the staff team. 22% of the staff team identify as	LGBTQIA+ (BCP population = 4% in 2021 Census), 6% as from the Global Majority (BCP: 9%), 22%	have a disability (BCP: 19%) and 17% are from a lower socio-economic background. 25% of our	Trustees are of Global Majority ethnicity, ages range from 20-65, with representation from	neurodivergent, queer, & lower socio-economic backgrounds.	Environmental responsibility	We recognise the power of the arts to inspire and imagine a positive future and to help people	transition to a low carbon world, and we recognise our responsibility to reduce our negative	environmental impact on the world that generation will inherit.	Our Environmental Policy and Action Plan was rewritten in 2021, and in recognition of the urgency of	the climate issue we joined with others in the Cultural Sector to declare a Climate Emergency.

==> picture [555 x 448] intentionally omitted <==

CLC E O E rJ)

2025 2024 Restricted Unrestricted Total Total Note £ £ £ £ Income from: Donations and legacies 3 8,927 202,166 211,093 182,864 Charitable activities 4 32,564 767,966 800,530 734,056 Other trading activities 5 - 107,845 107,845 80,001 Investments - 11,039 11,039 2,452 Other income - 2,338 2,338 -	Total income 41,491 1,091,354 1,132,845 999,373	Expenditure on: Raising funds - 123,918 123,918 124,905 Charitable activities 22,864 934,487 957,351 880,347	Total expenditure 7 22,864 1,058,405 1,081,269 1,005,252	Net income / (expenditure) 18,627 32,949 51,576 (5,879) Transfers between funds (5,000) 5,000 - -	Net movement in funds 8 13,627 37,949 51,576 (5,879) Reconciliation of funds: Total funds brought forward 19,275 305,755 325,030 330,909	Total funds carried forward 32,902 343,704 376,606 325,030	All of the above results are derived from continuing activities. There were no other recognised gains	or losses other than those stated above. Movements in funds are disclosed in note 19 to the	accounts.

r¢D*C )(nmO <0 a) (o O) <1) r ¢71 LL CC

2025 2024	£ £	Cash used in operating activities:	Net movement in funds 51,576 (5,879)	Adjustments for:	Depreciation and amortisation charges 10,682 12,728	Dividends, interest and rents from investments (11,039) (2,452)	(Increase) / decrease in debtors (7,875) 2,336	(Decrease) / increase in creditors (22,820) 53,633	Net cash provided by operating activities 20,524 60,366	Cash flows from investing activities:	Dividends, interest and rents from investments 11,039 2,452	Purchase of tangible fixed assets (23,325) (16,606)	Net cash used in investing activities (12,286) (14,154)	Increase in cash and cash equivalents in the year 8,238 46,212	Cash and cash equivalents at the beginning of the year 433,437 387,225	Cash and cash equivalents at the end of the year 441,675 433,437	Analysed as:	Cash at bank in hand 351,376 347,603	Current asset investments 90,299 85,834	441,675 433,437	The charity has not provided an analysis of changes in net debt as it does not have any long term	financing arrangements.

1. Accounting policies (continued)	e) Interest receivable	Interest on funds held on deposit is included when receivable and the amount can be measured	reliably by the charity: this is normally upon notification of the interest paid or payable by the	bank.	f) Funds accounting	Unrestricted funds are available to spend on activities that further any of the purposes of the	charity. Designated funds are unrestricted funds of the charity which the trustees have decided at	their discretion to set aside to use for a specific purpose. Restricted funds are donations which	the donor has specified are to be solely used for particular areas of the charity's work or for	specific projects being undertaken by the charity.	g) Expenditure and irrecoverable VAT	Expenditure is recognised once there is a legal or constructive obligation to make a payment to a	third party, it is probable that settlement will be required and the amount of the obligation can be	measured reliably.	Irrecoverable VAT is charged as a cost against the activity for which the expenditure was	incurred.	h) Allocation of support and governance costs	Support costs are those functions that assist the work of the charity but do not directly undertake	charitable activities. Governance costs are the costs associated with the governance	arrangements of the charity, including the costs of complying with constitutional and statutory	requirements and any costs associated with the strategic management of the charity’s activities.	These costs have been allocated between cost of raising funds and expenditure on charitable	activities on the following basis:	2025 2024	Raising funds 19.5% 20.1%	Charitable activities 80.5% 79.9%	i) Intangible fixed assets	Intangible assets relate to the charity's website and are measured at cost less amortisation.	Amortisation is provided on a straight line basis over 3 years.	j) Tangible fixed assets	Depreciation is provided at rates calculated to write down the cost of each asset to its estimated	residual value over its expected useful life. The depreciation rates in use are as follows:	Dance equipment 25% straight line	Fixtures and fittings 25% straight line	Office equipment 25% straight line	Computer equipment 33% straight line	Items of equipment are capitalised where the purchase price exceeds £500.

1. Accounting policies (continued)	s) Accounting estimates and key judgements (continued)	The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to	accounting estimates are recognised in the period in which the estimate is revised if the revision	affects only that period, or in the period of the revision and future periods if the revision affects	both current and future periods.	The key sources of estimation uncertainty that have a significant effect on the amounts	recognised in the financial statements are described below.	Depreciation and amortisation	As described in notes 1i and 1j to the financial statements, depreciation and amortisation are	provided at rates calculated to write down the cost of each asset to its estimated residual value	over its expected useful life.	Gift in kind	As described in note 1d to the financial statements, the charity recognises donated facilities as	part of its lease arrangements with BCP Council and BH Live. These are recognised on the basis	of the value deemed by the landlord of the maintenance and provision of services at the	premises.	2. Prior period comparatives: statement of financial activities	2024	Restricted Total Unrestricted	£ £ £	Income from:	Donations and legacies 1,890 180,974 182,864	Charitable activities 10,396 723,660 734,056	Other trading activities - 80,001 80,001	Investments - 2,452 2,452	Total income 12,286 987,087 999,373	Expenditure on: Raising funds - 124,905 124,905 Charitable activities 63,169 817,178 880,347	Total expenditure 63,169 942,083 1,005,252	Net income / (expenditure) (50,883) 45,004 (5,879) Transfers between funds (527) 527 -	Net movement in funds (51,410) 45,531 (5,879)

3. Income from donations and legacies 2025 Restricted Total £ £ £ Donations 8,927 15,369 24,296 Donated services and facilities - 186,797 186,797 Total income from donations and legacies 8,927 202,166 211,093 Prior period comparative: 2024 Restricted Total £ £ £ Donations 1,890 3,579 5,469 Donated services and facilities - 177,395 177,395 Total income from donations and legacies 1,890 180,974 182,864 4. Income from charitable activities 2025 Restricted Total £ £ £ Artistic income - including performances and classes 3,567 189,588 193,155 Collaboration income - Arts University Bournemouth - 49,005 49,005 Grant income: Arts Council NPO - 393,322 393,322 BCP Council 5,000 114,000 119,000 Arts Council - Other 1,047 178 1,225 The Talbot Village Trust 8,200 - 8,200 Children in Need 9,800 - 9,800 NFU Mutual - 6,509 6,509 Other grants (under £5,000) 4,950 15,364 20,314 Total income from charitable activities 32,564 767,966 800,530 Unrestricted Unrestricted Unrestricted * As part of the charity's lease arrangements with BCP Council, BH Live donated facilities valued at £186,797 (2024: £177,395) to the charity in respect of the premises at Westover Road.	211,093 2024 Total £ 5,469 177,395	182,864 2025 Total £ 193,155 49,005 393,322 119,000 1,225 8,200 9,800 6,509 20,314 ities valued ad.	800,530

Income from charitable activities (continued)	Income from charitable activities (continued)	Prior period comparative:	Prior period comparative:	2024	Restricted Total Unrestricted	£ £ £	Artistic income - including performances and classes 10,396 127,138 137,534	Collaboration income - Arts University Bournemouth - 58,081 58,081	Grant income:	Arts Council NPO - 393,322 393,322	BCP Council - 114,897 114,897	Arts Council - Other - 8,122 8,122	The Valentine Charitable Trust - 10,000 10,000	Alice Cooper Dean Charitable Trust - 5,000 5,000	Other grants (under £5,000) - 7,100 7,100	Total income from charitable activities 10,396 723,660 734,056	Income from other trading activities	2025 2024	Total Total	£ £	Merchandise 108 122	Bar sales 9,724 9,788	Corporate events 19,048 17,909	Venue hire income 78,965 52,182	Total income from other trading activities 107,845 80,001	All income from other trading activities in the current and prior period was unrestricted.	Government grants	The charitable company receives government grants, defined as funding from Arts Council	England and Wales and BCP Council to fund charitable activities. The total value of such grants	in the period ending 31 March 2025 was £513,547 (2024: £516,314). There are no unfulfilled	conditions or contingencies attaching to these grants in either period.
4.																	5.										6.

Pavilion Dance South West Limited

Notes to the financial statements

For the year ended 31 March 2025

7. Total expenditure

Staff wages (note 9) Artistic activity Premises cost Marketing and development Other staff costs and expenses IT systems Sundry General expenses Depreciation and amortisation Legal and professional costs Insurance Merchandise and hire expenses Communications Sub-total Allocation of support and governance costs Total expenditure	Raising funds £ 90,229 - - - - - - - - - - 4,218 - 94,447 29,471 123,918	Charitable activities £ 371,569 200,415 186,797 37,284 29,758 9,868 - - - - - - - 835,691 121,660 957,351	£ 70,097 - - - 713 19,007 24,088 11,351 10,682 7,274 4,735 - 3,184 151,131 (151,131) - Support and governance costs	2025 Total £ 531,895 200,415 186,797 37,284 30,471 28,875 24,088 11,351 10,682 7,274 4,735 4,218 3,184 1,081,269 - 1,081,269	Raising funds £ 82,850 4,470 - - - - - - - - - 6,615 - 93,935 30,970 124,905	Charitable activities £ 329,877 184,384 177,395 39,289 15,997 10,291 - - - - - - - 757,233 123,114 880,347	£ 71,578 - - - 1,157 19,551 22,552 12,135 12,728 6,820 3,947 - 3,616 154,084 (154,084) - Support and governance costs	2024 Total £ 484,305 188,854 177,395 39,289 17,154 29,842 22,552 12,135 12,728 6,820 3,947 6,615 3,616
								1,005,252 -
								1,005,252

Total governance costs were £8,310 (2024: £7,920).

==> picture [547 x 487] intentionally omitted <==

----- Start of picture text -----
2024 £ 12,187 541 5,834 2,065 352 6,600 5 2024 £ 438,553 33,252 12,500 484,305 & 2024 No. 19
(2024: Director
preparation
the
£ - £
2025 10,682 5,834 Nil 97 6,925 of2trustees with 2025 481,118 37,199 13,578 531,895 Artistic 2025 No. 18
assist
to Trustees,
respect the
in
auditors
£352) our comprise
use
(2024: we company
£97
nature
total
and
charitable
size
the
our of
expenses
of
travel
personnel
for charities
other
Statutory audit (excluding VAT) with
reimbursed
management
key
common
Net movement in funds This is stated after charging: Depreciation Amortisation Operating lease payments Trustees' remuneration Trustees' reimbursed expenses Auditors' remuneration: Trustees trustees). In of the financial statements. Staff costs and numbers Staff costs were as follows: Salaries and wages Social security costs Pension costs No employee earned more than £60,000 during the current or prior year. The Joint CEO, Executive Director & Joint CEO, Venue Manager and Marketing & Communications Manager. The total employee benefits of the key management personnel were £193,871 (2024: £182,467). Average head count
For the year ended 31 March 2025 8. 9.
----- End of picture text -----

Notes to the financial statements
For the year ended 31 March 2025

10. Taxation
11. Intangible fixed assets
Website
£
Cost
At 1 April 2024 and at 31 March 2025
14,021
Amortisation
At 1 April 2024 and at 31 March 2025
(14,021)
Net book value
At 31 March 2025
-
At 31 March 2024
-
12. Tangible fixed assets
Dance
equipment
Fixtures
and fittings
Office
equipment
Computer
equipment
Total
£
£
£
£
£
Cost
At 1 April 2024
51,449
13,227
1,712
28,119
94,507
Additions in year
9,524
10,321
-
3,480
23,325
At 31 March 2025
60,973
23,548
1,712
31,599
117,832
Depreciation
At 1 April 2024
34,611
11,811
1,379
22,675
70,476
Charge for the year
7,123
1,356
178
2,025
10,682
At 31 March 2025
41,734
13,167
1,557
24,700
81,158
Net book value
At 31 March 2025
19,239
10,381
155
6,899
36,674
At 31 March 2024
16,838
1,416
333
5,444
24,031
The charity is exempt from corporation tax as all its income is charitable and is applied for charitable
purposes.

==> picture [655 x 128] intentionally omitted <==

----- Start of picture text -----
2024 £ 691 2024 £ 12,966 7,718 3,552 24,236 2024 £ 85,834 2024 £ 29,871 23,729 87,694 8,869 4,154 3,048 157,365 2024 £ 45,281 87,694 (45,281) 87,694
2025 £ 691 2025 £ 23,698 5,213 3,200 32,111 2025 £ 90,299 2025 £ 27,828 19,923 64,200 14,532 2,583 5,479 134,545 2025 £ 87,694 64,200 (87,694) 64,200
----- End of picture text -----

==> picture [655 x 356] intentionally omitted <==

	Total	funds	£	36,674	474,477	(134,545)	376,606	Total funds	£ 24,031	458,364	(157,365)	325,030
	General	funds	£	36,674	441,575	(134,545)	343,704	General funds	£ 24,031	439,089	(157,365)	305,755
	Restricted	funds	£	-	32,902	-	32,902	Restricted funds	£ -	19,275	-	19,275
18. Analysis of net assets between funds				Fixed assets	Current assets	Current liabilities	Net assets at 31 March 2025	Prior period comparative	Fixed assets	Current assets	Current liabilities	Net assets at 31 March 2024

	Transfers	At 1 April between At 31 March	2024 Income funds 2025 Expenditure	£ £ £ £ £		3,839 2,480 (2,520) - 3,799	3,699 - - - 3,699	7,992 - (7,456) - 536	4,792 9,800 (9,698) - 4,894	(1,047) 1,047 - - -	- 13,150 (3,190) - 9,960	- 3,567 - - 3,567	- 5,000 - (5,000) -	- 1,887 - - 1,887	- 4,560 - - 4,560	19,275 41,491 (22,864) (5,000) 32,902		305,755 1,091,354 (1,058,405) 5,000 343,704	305,755 1,091,354 (1,058,405) 5,000 343,704	325,030 1,132,845 (1,081,269) - 376,606		Funds raised by individual giving and the participants of the PDSW	Parkinson's Dance class in Bournemouth to ensure the longevity of	the class alongside extra curricular activities for the participants and	training opportunities for the teachers.	A fund supported by Arts Council "Ambitions for Excellence"	programme, Esmee Fairbairn Foundation, Jerwood Foundation, Arts	Council Wales and Creative Scotland (plus sponsorship from Arts	University Bournemouth and Mayflower Theatre Southampton). Surf	the Wave was a three year project created to provoke a change in	how dance is toured in the UK. Remaining funds are being used to	maintain the STW & SW Dancing websites as a legacy of the	project.	A multi strand project which includes a new dance programme, in	conjunction with Dorset Mind, to work with children aged 13-16 who	have disengaged with school as a result of the impact their mental	health has had on their daily lives.	Funding to deliver weekly street and hip hop performance workshops	to children and young people from low income families.
19. Movements in funds					Restricted funds	Parkinson's Dance	Surf The Wave	RIO Challenge Fund	Children in Need	Le Club Social	SHIFT	Dance for LBP	Decarbonisation grant	Dance Along the South Coast	Rhythms of Belonging	Total restricted funds	Unrestricted funds	General funds	Total unrestricted funds	Total funds	Purposes of restricted funds	Parkinson's Dance				Surf The Wave								RIO Challenge Fund				Children in Need

19. Movements in funds (continued)	Purposes of restricted funds (continued)	Le Club Social Funding received in arrears related to the delivery of a community	dance project celebrating the clubs and dance halls of Bournemouth,	Christchurch & Poole from the 1950s onwards.	SHIFT Funding to deliver dance and mental health classes for young	teenagers in school settings.	Dance for LBP Funding to research, develop and test a new dance intervention for	persistent lower back pain in older people in a non clinical setting.	Decarbonisation grant UKSPF funding via BCP council to replace a number of theatre spot	lights with low energy LED equivalent.	Dance Along the South Coast A contribution from The Mayflower Theatre to pay for freelance	support to develop this partnership between PDSW, The Mayflower	and Lighthouse Poole.	Rhythms of Belonging Funding to provide dance classes for refugees within the local area	to explore and share their cultural heritage.	Transfers between funds The transfer out of the Decarbonisation restricted fund represents	fixed asset additions in line with the grant's purpose.	Funds in deficit Funds in deficit will be topped up by income in future periods.

19. Movements in funds (continued)	Prior period comparative	Transfers	At 1 April between At 31 March	2023 Income Expenditure funds 2024	£ £ £ £ £	Restricted funds	Parkinson's Dance 3,709 1,823 - (1,693) 3,839	Surf The Wave 4,123 - (424) - 3,699	RIO Challenge Fund 19,956 - (11,964) - 7,992	Children in Need 10,407 67 (5,682) - 4,792	Le Club Social 16,339 670 (21,208) 3,152 (1,047)	Plastic Paradiso 11,151 9,726 (18,891) (1,986) -	Dance Along the South Coast 5,000 - (5,000) - -	Total restricted funds 70,685 12,286 (63,169) (527) 19,275	General funds 260,224 987,087 (942,083) 527 305,755	Total unrestricted funds 260,224 987,087 (942,083) 527 305,755	Total funds 330,909 999,373 (1,005,252) - 325,030	20. Operating lease commitments The charity had operating leases at the year end with total future minimum lease payments as follows: 2025 2024 £ £ Amount falling due: Within 1 year 2,808 3,279 Within 1 - 5 years 5,616 8,855	8,424 12,134	21. Related party transactions	The aggregate of trustee donations during the year were £nil (2024: £70).	Trustee Natasha Player received remuneration for her role as a Facilitator in 2024 amounting to £1,700	(2025: £nil). Rates of pay were at market rate and agreed with other trustees.	Trustee Hannah Malone received remuneration for running workshops in 2024 amounting to £365 (2025:	£nil). Rates of pay were at market rate and agreed with other trustees.