|**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.|
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|**Trustees and organisational structure/management**
Reviewed & updated:
Health & Safety Policy & Procedures
Finance Protocols
Travel Abroad Guidelines
Environmental Policy
Equality, Diversity & Inclusion Policy
Redundancy Policy
Maternity, Adoption & Paternity Policy
Board Terms of Reference
Trustees Conflict of Interest Policy
Board Scheme of Delegation
New:
Social Media Policy
Staff Code of Conduct
The Board met 4 times during the year for official business, with 2 meetings conducted online and 2
as a blend of in person and online. A Board Away Day was held in September 2024 and gave
Trustees the opportunity to explore the Arts Council’s Environmental Sustainability Investment
Principle and review our Vision, Mission and Values in preparation for a new Business Planning cycle
from 2025-26.
The board of directors who are also the charity trustees, establish policies and procedures which are
implemented by the leadership team led by the Joint CEOs. The following were reviewed or
introduced in 2024-25:
At 31 March 2025 we had 8 Trustees who have been recruited through a mixture of open call and
long-term relationship building, including 1 Young Trustee (under the age of 25). 2 Trustees left
during the year and 1 new Trustee joined.|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.|
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
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).
27
**----- 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.|
|---|---|
**----- 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 -----**
||**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.|
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|