Annual 2024-25 And Financial Statements 30 September 2024 - 1 October 2025
Autin Dance Theatre CIO Registered Charity Number: 1210281
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TABLE OF CONTENTS
| TABLE OF CONTENTS | 2 |
|---|---|
| CHAIR’S REPORT | 4 |
| REPORT OF THE TRUSTEES | 5 |
| PUBLIC BENEFIT | 5 |
| CHARITABLE OBJECTS | 6 |
| ACHIEVEMENTS AND PERFORMANCE | 7 |
| STRUCTURE, GOVERNANCE AND MANAGEMENT | 10 |
| FINANCIAL REVIEW | 12 |
| PLANS FOR FUTURE PERIODS | 15 |
| INDEPENDENT EXAMINERS REPORT | 17 |
| STATEMENT OF FINANCIAL ACTIVITIES | 19 |
| BALANCE SHEET | 20 |
| CASH FLOW STATEMENT | 21 |
| NOTES TO THE FINANCIAL STATEMENTS | 22 |
| DETAILED INCOME STATEMENT | 30 |
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AUTIN DANCE THEATRE CIO
Trustees’ annual report for the year ended 30 September 2025
Charity name: Autin Dance Theatre CIO
Registered charity number: 1210281
Principal office and correspondence address:
STEAMhouse (Birmingham City University)
9 Belmont Row, Birmingham, B4 7RQ
United Kingdom
Registred address:
Penthouse 2 Millennium Apartments, 95 Newhall Street, Birmingham, B3 1BA United Kingdom
Constitution and legal form:
Autin Dance Theatre CIO is a Charitable Incorporated Organisation (CIO), registered in England and Wales. It is governed by a foundation model CIO constitution, under which the only voting members are the charity trustees.
The charity was registered with the Charity Commission on 1 October 2024. Autin Dance Theatre CIO is now the sole active vehicle for Autin Dance Theatre’s charitable work.
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CHAIR’S REPORT
It is a pleasure to present my first Chair’s Statement for Autin Dance Theatre CIO following my appointment in May 2025. This has been an important year for the organisation, our first full year operating as a CIO, and one marked by creativity, reflection and steady progress.
What has impressed me most is the dedication of the people behind the work. The artists, staff and freelancers bring remarkable energy and care to everything they do, ensuring that the charitable trust’s ambitions are matched by professionalism and integrity.
Autin Dance Theatre continues to demonstrate real artistic confidence. Its outdoor work connects powerfully with audiences in shared public spaces, while new creative developments show a charity willing to innovate and evolve. At the same time, this year has prompted thoughtful conversations about sustainability and how we balance ambition with capacity, and growth with resilience.
As trustees, we have focused on strengthening governance and supporting the executive team through a period of high activity. Clearer processes, improved oversight and attention to board development are helping to ensure that creative ambition is underpinned by strong organisational foundations. These may be quiet changes, but they are vital for long-term stability.
Access remains central to our purpose. The organisation exists to make high-quality dance theatre genuinely reachable, financially, geographically and culturally. Artistic excellence and public benefit go hand in hand, and we remain committed to protecting both.
We are equally conscious of our broader responsibilities: to operate sustainably, to care for our workforce and to reflect the communities we serve. These values shape our decisions and our direction of travel.
Looking ahead, our priority is consolidation and clarity, focusing on core strengths, deepening partnerships and building resilience for the future. The goal is purposeful, values-led development rather than expansion for its own sake.
My thanks go to Johnny Autin for his creative leadership, to the staff team and freelancers for their dedication, and to my fellow trustees for their thoughtful stewardship. I also wish to acknowledge Heather McLaurin for her leadership as outgoing Chair and Clare Lee Davis for her invaluable contribution as interim co-chair.
Autin Dance Theatre stands at an important juncture: artistically confident, socially purposeful and increasingly strategically focused. I am honoured to serve as Chair as we guide the organisation into its next phase.
Dharmesh Rajput Chair of Trustees
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REPORT OF THE TRUSTEES
For the year ended 30 September 2025
The Trustees are pleased to present their Annual Report and Financial Statements for the year ended 30 September 2025.
Public Benefit
Autin Dance Theatre is an award-winning interdisciplinary touring organisation based in Birmingham. The charity is a collaborative ensemble of creatives who devise and produce aspirational, socially engaged and mass-participatory movement projects regionally, nationally and internationally.
The organisation’s distinctive artistic voice draws on contemporary social issues, including environment, community, relationships and identity, to create engaging, accessible and relevant performance work. Its aim is to inspire, educate and instigate positive social change through responsive, multidisciplinary art presented in theatres, outdoor spaces and non-traditional settings. With the support of funders including Arts Council England, local authorities, trusts and foundations and commissioners, the charity presents world-class performances across the United Kingdom and worldwide.
Access is a core principle of the charity’s work. Performances are designed to benefit a wide spectrum of people, including children and older people, low-income families, people from the LGBTQIA+ community, people from culturally diverse and ethnic minority backgrounds, and people who are disabled or neurodivergent. Many performances include BSL interpretation, where it is beneficial to do so. The Trustees are committed to ensuring that cost does not prohibit access to Autin Dance Theatre’s work. At least 85% of performances were provided to the public on a free-to-access and free-to-participate basis. Outdoor performances bring high-quality dance theatre directly into communities at no cost to audiences, enabling work to be experienced in unusual and unexpected settings.
An extensive education and community programme runs alongside performances. Through participatory projects, participants are taught, inspired and challenged, developing new skills, creating original material and, in some cases, performing and sharing their work publicly.
The charity also delivers continuing professional development (CPD) for teachers and local creatives, artistic commissions for professional artists and vocational students across the UK, and large-scale, mass-participation community-led projects. Autin Dance Theatre’s collaborative approach and organisational culture are people-focused, inclusive and socially conscious, underpinned by five core values: creativity, education, quality, passion and integrity.
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Charitable Objects
The CIO’s charitable objects, as set out in its Constitution, are for the public benefit:
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The advancement of the art of dance and theatre, in particular through commissioning and producing public performances and related material using film, music, visual arts and other theatre-related art forms, as well as workshops and training that encourage high standards in the arts; and
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The advancement of education in the arts in England and Wales through formal and community education, training, dance sessions, workshops and educational events.
In practical terms, during its first year as a CIO the charity focused on:
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Creating and touring contemporary dance, outdoor arts and aerial performance works that are non-verbal and accessible to diverse audiences;
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Delivering participatory projects and workshops with children, young people, families and local communities, including those in areas of high deprivation or low cultural provision;
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Building partnerships with local authorities, festivals and cultural organisations across Birmingham, the Black Country, Warwickshire and beyond; and
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Strengthening governance, policies and systems following the transition to CIO status.
The Trustees confirm that, in planning and delivering the charity’s activities, they have had due regard to the Charity Commission’s guidance on public benefit.
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Achievements and Performance
The year to 30 September 2025 was the first full reporting year for Autin Dance Theatre CIO. It combined major touring activity, extensive community engagement, organisational transition and significant investment in infrastructure.
Touring and Productions
The charity continued to tour Parade – The Giant Wheel in its third year, presenting performances in urban and rural locations across the UK. Engagements included Wandsworth Arts Fringe (Alton and Winstanley Estates) as part of Wandsworth London Borough of Culture, RiverLight Festival in Sleaford, Crewe Day and Freedom Festival in Hull, often involving large community casts of local residents performing alongside professional artists.
The organisation also developed and premiered Chronos – The Giant Wheel, a new static spin-off commissioned by Green Man Festival, broadening the artistic use of the giant wheel structure and extending its lifespan.
Evaluation completed during the year for the 2024 touring season recorded 60 live performances across 30 tour dates in 22 locations, reaching 371,809 live audience members and 1,839 community participants. A televised performance in Macau reached an estimated 150 million viewers, indicating the scale and reach of the programme now overseen by the CIO.
The year marked the fifth and final UK touring season of Out of the Deep Blue, a large-scale outdoor work featuring a 13-foot sea giant puppet and dancer. Performances took place across the UK and Europe, including Hull, Spain and Belgium, and locations such as Stroud, Swansea, Bristol, Wyre, Cornwall and Cambridge. The final tour strengthened the charity’s international profile and left a strong legacy in environmental storytelling.
Research and development were completed for Up in the Sky, a new outdoor aerial dance and physical theatre work using a bespoke 7-metre circular truss. Creation residencies took place in Bristol and at The Whirligig (with Wild Rumpus), followed by test and preview performances at Basingstoke Festival, Dancin’ Oxford, WOW! Fest, Birmingham Weekender and with Awen Cultural Trust in Wales. Feedback from audiences and promoters was positive, with strong interest for further touring in 2026 and beyond.
Other touring repertoire included Brimstone and Street Games at festivals such as Wilderness and SIRF. A rural touring commission was secured through Applause for a new duet, Zig Zag!, with rehearsals at Midlands Arts Centre (MAC) and FABRIC and delivery planned for 2026. This work will broaden the charity’s portfolio with smaller-scale, affordable touring suitable for rural and local authority contexts.
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Community Participation and Outreach
Community engagement remained central to the CIO’s work. Community casts associated with Parade – The Giant Wheel enabled hundreds of local residents to participate in performances, building skills, confidence and a sense of ownership over major public events.
The Get Dancing in the Library programme with Warwickshire Libraries concluded with an International Dance Day celebration, embedding creative movement in library settings and reaching children, families and older residents.
At least 16 workshops were delivered with schools and community groups in Basingstoke and Deane linked to Up in the Sky, including a mass-participation curtain-raiser (Mawimbi) and earlystage development of SEN-inclusive activity in Birmingham.
Outreach projects were delivered in partnership with two mid-scale festivals, WOW! Fest and Light Up Fest. These community-led events featured lantern processions, school collaborations, and creative projects with local community groups, creating a vibrant cultural and participatory programme in public outdoor spaces at Cannon Hill Park and Walsall Arboretum. Together, these festivals have laid the foundations to become flagship events, offering a high-profile platform for regional community groups and national companies to perform, present new work, and reach diverse audiences.
The charity collaborated with partners including Birmingham Hippodrome, Imagineer Productions and Micro Rainbow to deliver movement, puppetry and aerial dance workshops for diverse communities, including LGBTQ+ refugees, young people and families.
Several major grants and programmes completed their evaluation during the year, including Heart of England inclusive communities projects, a Without Walls action research programme, and Arts Council England–funded activity linked to Parade – The Giant Wheel.
Environmental Sustainability
Environmental sustainability is embedded within the charity’s artistic practice and operational decision-making. Works such as Out of the Deep Blue explore environmental themes through accessible outdoor performance. The charity seeks to reduce environmental impact by reusing and repurposing major structures and equipment, including the giant wheel and aerial rig, extending their lifespan across multiple productions and tours. Touring schedules are planned to maximise efficiency where possible, and the use of outdoor and non-traditional spaces reduces reliance on energy-intensive venues.
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Organisational development and infrastructure
Key organisational achievements included:
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The CIO becoming fully operational as the primary vehicle for Autin Dance Theatre’s work, with governance and financial monitoring structures under development.
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Recruitment of administrators and coordinators to support touring and festival delivery, improving communication with artists, partners and festivals.
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Significant investment in aerial and rigging equipment, including auto-belays, rigging gear and structural engineering reviews, to ensure that Up in the Sky and other aerial work meet LOLER and festival requirements.
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Establishment of systems for LOLER compliance and logging, and an increase in public liability insurance to £10 million to reflect the level of risk and expectations from commissioning partners.
Challenges and learning
The trustees recognise that the year also exposed vulnerabilities.
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Capacity and workload: Multiple weekends of simultaneous shows, significant travel and the layering of new festivals (WOW! Fest, Light Up Fest) and touring placed considerable strain on staff and freelancers. The organisation is learning to be more selective about opportunities and to match ambition with realistic capacity.
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Cashflow risk: Delays in Arts Council England payments due to Grantium system outages created short-term cashflow pressure, although all artists and partners were paid in full. This highlighted the importance of free reserves and diversified income.
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Board effectiveness: Trustees noted that some action points and policy development items were rolling over between meetings. Processes around minute sign-off, skills audit follow-up and policy sub-groups have been tightened to improve follow-through.
The trustees take assurance from the quality of artistic work, depth of community engagement, strong festival feedback and the emerging strategic focus on sustainability rather than growth at all costs.
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Structure, governance and management
Trustees who served during the year and up to the date of approval
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Dharmesh Rajput – Chair (appointed Chair 7 May 2025)
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Clare Lee Davis – Trustee (and interim co-Chair until 7 May 2025)
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Matthew Peters – Trustee
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Donna Makins – Trustee
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Amelia Clarke – Trustee (ex officio)
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Heather McLaurin – Chair (until February 2025)
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Devon Nelson – Trustee (until February 2025)
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John Miles – Trustee (until February 2025)
Key staff (non-trustees)
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Johnny Autin – Artistic Director and Chief Executive Officer
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Annalise McIntyre – Associate Producer / Project Manager
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Natasha Boyes – Education / Learning and Participation Coordinator
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Paulina Ozynska – Marketing and Administration Officer
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Richard Tuck – Development and Fundraising Lead
Autin Dance Theatre CIO is a charitable incorporated organisation whose only voting members are its trustees, as set out in the CIO constitution. The trustees are therefore responsible for the overall governance of the charity.
Trustees are appointed in accordance with the provisions of the constitution. New trustees (other than the first trustees named in the constitution) are appointed for a term of 4 years by resolution at a properly convened meeting of the charity trustees. One trustee, Amelia Clarke, currently serves on an ex officio basis under arrangements agreed by the board, consistent with the CIO’s power to set reasonable rules for its own governance.
New trustees are recruited through a mixture of targeted approaches and open calls, then interviewed by existing trustees and appointed by board resolution following eligibility checks. On appointment, trustees receive an induction that includes the constitution, the latest trustees’ annual report and accounts, key policies, and an overview of current programmes and partnerships.
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The board met formally at least 4 times during the year and held a facilitated Board Away Day on 10 February 2025 to clarify the 5–10 year vision, priority communities and organisational values. Board meetings follow a standing agenda that includes programme and participation, finance and operations, risk, fundraising and policy development. Actions are monitored between meetings by the Chair and Artistic Director / CEO. Day-to-day management is delegated to the Artistic Director / CEO, supported by the core staff team. The trustees have agreed a developing scheme of delegation setting out which decisions are reserved to the board and which are delegated to staff.
The remuneration of the Artistic Director / CEO and core staff is set by the trustees, who consider sector benchmarks, affordability and the financial position of the charity.
No trustee received any remuneration for acting as a trustee during the year, although reasonable expenses are reimbursed in line with the charity’s policy.
The board recognises current gaps in finance and legal expertise and has begun targeted approaches to potential trustees with these skills, alongside seeking external professional advice on reserves and business planning.
The charity maintains a register of interests which is reviewed at least annually. Trustees declare interests at the start of each meeting and withdraw from discussions and decisions where appropriate.
The CIO does not act as custodian trustee for any other charity.
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Financial Review
Total income for the year was £433,325 , with total expenditure of £430,150 resulting in a net surplus of £3,175 . At 30 September 2025, total funds amounted to £15,353 of which £15,353 were unrestricted and £0 were restricted.
Income
The CIO’s income derived from a mix of:
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grants from public bodies, trusts and foundations, including Arts Council England, Sport England, Trusts and Foundations, local authority partners and others;
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earned income from performance fees, commissions and workshop delivery for festivals, venues, schools and community organisations in the UK and overseas; and
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crowdfunding, donations and small amounts of sponsorship, for example around WOW! Fest and other specific projects.
Expenditure
The majority of expenditure related directly to charitable activities, including:
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costs of creating, rehearsing and touring work such as Parade – The Giant Wheel, Out of the Deep Blue, Up in the Sky, Brimstone and other projects, including artist and crew fees, travel, accommodation and production costs;
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costs of community and participation programmes in libraries, schools, youth centres and outdoor festivals;
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investment in infrastructure, including approximately £42,000 in the new aerial rig and associated equipment, treated as a strategic asset to support long-term programme sustainability; and
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support and governance costs, including salaries for core staff, administration, board development, insurance, memberships and professional fees.
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Reserves policy and position
Following detailed discussion and external advice, the trustees formally adopted a reserves policy in October 2025. The policy sets a target of £11,500 in free reserves, representing:
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approximately £8,000 (two months of core running costs, including core team salaries); and
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approximately £3,500 (freelance contract liabilities in the event of closure).
There are currently no designated or restricted reserves targets. The policy will be reviewed every two years, and reserves are now reviewed as a standing item at each board meeting.
At 30 September 2025, free reserves stood at £15,353 , which is above the target range. Where reserves are below target, the trustees intend to rebuild them through planned operating surpluses, better overhead recovery on project budgets and diversification of income. Where reserves are above target, trustees will agree how best to deploy surplus funds in line with the charity’s objects while maintaining an appropriate buffer.
The trustees consider the current reserves level prudent given the volatility of project funding, the scale of operational commitments and the concentration of income in a limited number of touring and festival contracts.
Cashflow and going concern
The board monitors cashflow through regular forecasts and scenario planning. During the year, cashflow was temporarily squeezed due to delayed payments from Arts Council England linked to Grantium system outages. The charity honoured its commitments to artists and partners and expects all outstanding grant income to be received.
The trustees have reviewed budgets and income forecasts for at least the 12 months following approval of these accounts, including the pipeline of confirmed and likely bookings for Parade – The Giant Wheel, Up in the Sky, Zig Zag and other projects, and the schedule of grant applications in development. On this basis they consider that the charity remains a going concern.
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Principal risks and uncertainties
The trustees maintain a risk register which is updated at least annually and reviewed at board meetings.
Key risks identified during the year included:
Financial sustainability and cashflow
Dependence on time-limited project funding, irregular tour payments and a relatively small number of major festivals creates vulnerability to delayed payments or unsuccessful bids. Mitigations include diversifying grant and commissioning income, exploring commercial use of the rig, building reserves and seeking external business planning support.
Capacity and workforce wellbeing
The scale and complexity of touring (often multiple shows in different locations on the same weekend) can overstretch a small core team and freelance workforce. Mitigations include simplifying programmes where necessary, reviewing workload, improving recruitment and induction, and stepping back from non-charity-critical roles such as external training programme management.
Governance capacity and skills gaps
Mitigations include targeted recruitment of trustees with finance and legal backgrounds, use of external advisers and the introduction of standing agenda items for charity reporting and reserves.
Health, safety and regulatory compliance
Aerial and outdoor work carries inherent health and safety risks. The CIO could face serious consequences in the event of an accident or regulatory breach. Mitigations include comprehensive risk assessments, LOLER-compliant rigging practices, engagement of external rigging consultants, investment in appropriate equipment, increased insurance cover and training for staff and freelancers.
Reputation and artistic quality
The charity’s reputation rests on delivering high-quality work and meaningful community engagement. Overstretch or under-resourcing could affect artistic quality or participant experience. Mitigations include careful project selection, regular feedback from partners and participants and realistic planning of scale and complexity.
The trustees are satisfied that, while risks remain significant for a growing organisation of this size, appropriate actions are underway to monitor and manage them.
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Plans for future periods
Looking ahead to 2025–26 and beyond, the trustees’ priorities are to:
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Consolidate the CIO’s structure and systems, including completing and implementing a pay policy, strengthening financial reporting and embedding the reserves policy and risk management framework
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Stabilise and focus the artistic and participation programme , concentrating on work that clearly serves the charity’s purposes and is financially sustainable, with Parade – The Giant Wheel, Chronos – The Giant Wheel, Up in the Sky and Zig Zag! forming the core touring portfolio
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Grow participation and co-creation in priority localities , particularly the Black Country, Birmingham and Warwickshire, including projects such as the Caldmore Community Garden Festival of Lights and further WOW! Fest and Light Up Fest iterations, subject to funding
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Secure multi-year funding and partnerships , including larger Arts Council England project grants, local authority partnerships and potential co-commissions with festivals and cultural organisations interested in using the rig as a stage
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Strengthen the board , by recruiting at least one trustee with finance expertise and one with legal or governance experience, and by improving follow-through on board actions and statutory reporting.
These plans depend on successful fundraising and the capacity of the team, and the trustees will adjust scope and pace as necessary.
Exemptions from disclosure
No exemptions from disclosure have been applied in this report.
Funds held as custodian trustee on behalf of others
The CIO does not hold funds as a custodian trustee for any other charity.
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Statement of Trustees' responsibilities and approval
The trustees are responsible for preparing the trustees’ annual report and financial statements in accordance with applicable law and United Kingdom accounting standards, including the Charities SORP (FRS 102).
Charity law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of its incoming resources and application of resources for that period.
In preparing the financial statements, the trustees are required to:
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select suitable accounting policies and then apply them consistently;
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observe the methods and principles in the Charities SORP (FRS 102);
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make judgements and estimates that are reasonable and prudent;
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state whether applicable UK accounting standards have been followed; and
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prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the CIO and enable them to ensure that the financial statements comply with the Charities Act 2011 and the Charities (Accounts and Reports) Regulations 2008.
They are also responsible for safeguarding the assets of the CIO and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Approved by the Trustees and signed on their behalf:
Name: Dharmesh Rajput Role: Chair of Trustees Date: 17 July 2026
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AUTIN DANCE THEATRE CIO INDEPENDENT EXAMINERS REPORT
I report to the charity trustees on my examination of the accounts of ‘Autin Dance Theatre CIO’ for the year ended 30 September 2025
Respective responsibilities of trustees and examiner
As the charity trustees of the Trust you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act').
I report in respect of my examination of the Trust's accounts carried out under Section 145 of the Act and in carrying out my examination I have followed all applicable Directions given by the Charity Commission under Section 145(5)(b) of the Act.
Basis of independent examiner’s report
My examination was carried out in accordance with the general directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a ‘true and fair view’ and the report is limited to those matters set out in the statement below.
Independent examiner’s statement
I can confirm that I am qualified to undertake the examination as I am a member of the Association Of Accounting Technicians which is one of the listed bodies in section 145 of the 2011 Act.
In connection with my examination, no material matters have come to my attention, which give me reasonable cause to believe that, in any material respect:
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The accounting records were not kept in accordance with section 130 of the Act; or
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The accounts did not accord with the accounting records; or
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The accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination
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I have no concerns and have come across no other matter in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Name: Andy Clewlow (M.A.A.T & Licensed M.I.P)
Address: Office 42 IMEX Business Centre, Oxleasow Road, Redditch, Worcs, B98 0RE
Signed:
Dated: 17[th] July 2026
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AUTIN DANCE THEATRE C.I.O
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STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 30 SEPTEMBER 2025
| 2025 2025 2025 |
2025 2025 2025 |
|---|---|
| Unrestricted Funds Restricted Funds Total Funds |
|
| Notes £ £ |
£ |
| Income from: | |
| Donations 2 19,771 - |
- |
| Charitable activities income 3 280,835 - |
280,835 |
| Other Operating Income 4 132,719 - |
132,719 |
| Total Income 433,325 - |
433,325 |
| Expenditure on: | |
| Charitable activities 5 (430,150) - |
(430,150) |
| Total expenditure (430,150) - |
(430,150) |
| Gross Gain / (Loss) 3,175 - |
3,175 |
| Net income / (expenditure) 3,175 - |
3,175 |
| Fund balances brought forward - - |
- |
| Funds carried forward 3,175 - |
3,175 |
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AUTIN DANCE THEATRE CIO STATEMENT OF FINANCIAL POSITION FOR THE YEAR ENDED 30 SEPTEMBER 2025
| ~~BALANCE SHEET~~ | ||||
|---|---|---|---|---|
| 2025 | 2025 | 2025 | ||
| Unrestricted Funds | Restricted Funds | Total Funds | ||
| Notes | £ | £ | £ | |
| Fixed assets | ||||
| Tangible assets | 6 |
6,227 | - | 6,227 |
| Current Assets | ||||
| Debtors | 7 | 8,472 | - | 8,472 |
| Investments | 8 |
1,000 | - | 1,000 |
| Cash at bank and in hand | 17,428 | - | 17,428 | |
| Total Current Assets | 26,993 | - | 26,993 | |
| Creditors: amounts falling | 9 | 17,866 | - |
17,866 |
| Net Current assets | 9,127 | - | 9,127 | |
| Net Assets | 15,354 | - | 15,354 | |
| Funds Introduced | 12,179 | - | 12,179 | |
| Unrestricted funds | 3,175 | - | 3,175 | |
| Total Funds | 15,354 | - | 15,354 |
The financial statements were approved by the board trustees and authorised for issue on 17 July 2026 and were signed on its behalf by
Dharmesh Rajput Chair of Trustees Charity Number 1210281
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AUTIN DANCE THEATRE CIO CASH FLOW STATEMENT FOR THE YEAR ENDED 30 SEPTEMBER 2025
| Account | 2025 |
|---|---|
| Operating Activities | |
| Receipts from customers | 332,395 |
| Payments to suppliers and employees | (475,887) |
| Cash receipts from other operating activities | 124,661 |
| Net Cash Flows from Operating Activities | (18,831) |
| Investing Activities | |
| Proceeds from sale of property, plant and equipment | 3,463 |
| Other cash items from investing activities | (99) |
| Net Cash Flows from Investing Activities | 3,364 |
| Financing Activities | |
| Other cash items from fnancing activities | (10,493) |
| Net Cash Flows from Financing Activities | (10,493) |
| Cash and Cash Equivalents | |
| Cash and cash equivalents at beginning of period | 43,481 |
| Net change in cash for period | (25,959) |
| Cash and cash equivalents at end of period | 17,521 |
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AUTIN DANCE THEATRE CIO NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 30 SEPTEMBER 2025
Statutory information
Autin Dance Theatre C.I.O is a private charity, registered in England and Wales, registration number 1210281. The registered office is STEAMhouse (Birmingham City university) 9 Belmont Row, Birmingham, B4 7RQ
Compliance with accounting standards
Accounting policies
Basis of accounting.
These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) of these accounts. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) and with the Charities Act 2011.
The charity constitutes a public benefit entity as defined by FRS 102.
Going Concern
The trustees are satisfied that there are no material uncertainties about the charity’s ability to continue.
Incoming resources
All incoming resources are included in the Statement of Financial Activities (SOFA) when the charity becomes entitled to the resources, if it is more likely than not that the trustees will receive the resources and the monetary value can be measured with sufficient reliability.
Grants and donations
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Grants and donations are only included in the SOFA when the charity has unconditional entitlement to the resources. Where grants are related to performance and specific deliverables, they are accounted for as the charity earns the right to consideration by its performance.
Expenditure and liabilities
Expenditure is recognised on an accrual basis as a liability is incurred. Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the charity to pay out the resources and the amount of the obligation can be measured with reasonable certainty.
Taxation
As a charity the organisation benefits from rates relief and is generally exempt from income tax and capital gains tax but not from VAT. Irrecoverable VAT is included in the cost of those items to which it applies.
Tangible Fixed Assets
Tangible fixed assets costing more than £100 are capitalised and included at cost including any identical expenses of acquisition. Gifted assets are shown at the value to the charity on receipt. Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost on a straight-line basis of their expected useful economic lives as follows:
Motor Vehicles 20%
Computer Equipment 20%
Fixture & Fittings 20%
Fund Accounting
Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity
Restricted funds are subject to restrictions on their expenditure imposed by the donor or through terms of an appeal.
Further explanation of the nature and purpose of each fund is included in the notes to the accounts.
Leases
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Rents under operating leases are charged on a straight line basis over the lease term or to an earlier date if the lease can be determined without financial penalty.
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.
Presentation currency
The accounts are prepared in £ sterling.
Donation of Goods, facilities and services
As a result of the conversion from Autin Dance Theatre CIC, Autin Dance Theatre CIO received donated assets of £9,690.
The assets were valued at the closing NBV held within Autin Dance Theatre CIC as of 30[th] September 2024.
2. Donations and legacies
| 2025 | 2025 | 2025 | |
|---|---|---|---|
| Unrestricted Funds | Restricted Funds | Total Funds | |
| £ | £ | £ | |
| Grants for charitable activities | |||
| Space Hive | 16,696 | - | 16,696 |
| Optimax | 750 | - | 750 |
| Other donations below £500 | 2,325 | - | 2,325 |
| 19,771 | 19,771 | 19,771 |
3. Charitable activities income
| 2025 | 2025 | 2025 | |
|---|---|---|---|
| Unrestricted Funds | Restricted Funds | Total Funds | |
| £ | £ | £ | |
| Sales | 280,835 | - |
280,835 |
| 280,835 | - |
280,835 |
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4. Other operating income
| 2025 | 2025 | 2025 | |
|---|---|---|---|
| Unrestricted Funds | Restricted Funds | Total Funds | |
| £ | £ | £ | |
| Government grants | |||
| ACE Arts | 64,350 | - | 64,350 |
| Birmingham City Council | 15,000 | - | 15,000 |
| ESC Lottery Funding | 6,570 | - | 6,570 |
| John Feeney | 3,995 | - | 3,995 |
| MAC | 10,000 | - | 10,000 |
| Smarter Society | 1,311 | - | 1,311 |
| Teesdance Ltd | 5,000 | - | 5,000 |
| The Foyle Foundation | 10,000 | - | 10,000 |
| The Grantham Yorke | 1,000 | - | 1,000 |
| Walsall Council | 2,000 |
- | 2,000 |
| Wandsworth Borough Council | 5,000 | - | 5,000 |
| Without Walls | 3,000 | - | 3,000 |
| WMCA Grant | 5,243 | - | 5,243 |
| Other Grants & Donations | 250 |
- | 250 |
| 132,719 | - | 132,719 |
5a. Support Costs
| 2025 | 2025 | 2025 | |
|---|---|---|---|
| Unrestricted Funds | Restricted Funds | Total Funds | |
| £ | £ | £ | |
| Salaries and NIC Pensions | 45,870 | - | 45,870 |
| Staff Training & Welfare | 1,613 | - | 1,613 |
| Direct Expenses | 6,254 | - | 6,254 |
| Insurance | 6,150 | - | 6,150 |
| Telephone & Fax | 871 | - | 871 |
| Printing & Stationery | 277 | - | 277 |
| IT Support | - | - | - |
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| Repairs & Maintenance | - | - | - |
|---|---|---|---|
| Accountancy | - | 1,728 | 1,728 |
| Legal & Professional | - | - | - |
| Consultancy | - |
- | - |
| Subscriptions | 2,063 | - | 2,063 |
| Other Expenses | - | - | - |
| 53,737 | 1,728 | 55,465 |
5b. Charitable activities expenditure detail
| 2025 | 2025 | 2025 | |
|---|---|---|---|
| Unrestricted Funds | Restricted Funds | Total Funds | |
| £ | £ | £ | |
| Cost Of Sales | |||
| Purchases | 31,895 | - | 31,895 |
| Other direct costs | 267,524 | - | 267,524 |
| 299,159 | - | 299,159 | |
| Administrative expenses | |||
| Wages and salaries | 45,870 | - | 45,870 |
| Staff training and welfare | 1,613 | - | 1,613 |
| Travel and subsistence | 25,009 | - | 25,009 |
| Motor Expenses | 14,970 | - | 14,970 |
| Entertaining | 676 | - | 676 |
| Rent | 4,963 | - | 4,963 |
| Telephone and fax | 1,095 | - | 1,095 |
| Postage | 415 |
- | 415 |
| Stationery and printing | 143 | - | 143 |
| Subscriptions | 4,889 | - | 4,889 |
| Bank Charges | 57 | - | 57 |
| Insurance | 6,709 | - | 6,709 |
| Equipment expensed | 12,482 | - | 12,482 |
| Software | 343 | - | 343 |
| Repairs and maintenance | 474 | - | 474 |
| Depreciation | 3,463 | - | 3,463 |
| Donations | - | - | - |
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| Sundry expenses | 488 | - | 488 |
|---|---|---|---|
| Accountancy fees | 1,728 | - | 1,728 |
| Consultancy fees | - |
- | - |
| Advertising and PR | 5,343 | - | 5,343 |
| 130,730 | - | 130,730 |
6. Tangible Fixed assets
| 2025 | 2025 | 2025 | |||
|---|---|---|---|---|---|
| Plant & Machinery |
Motor vehicles | Computer Equipment |
TOTAL | ||
| £ | £ | £ | |||
| At Cost | At Cost | At Cost | |||
| Cost or Valuation | |||||
| At 1 October 2024 | 1,204 | 6,360 | 2,126 | 9,690 | |
| Additions | - | - | - | ||
| At September 2025 | 1,204 | 6,360 | 2,126 | 9,690 | |
| Depreciation | |||||
| At 1 October 2024 | - | ||||
| Additions | 300 | 2,120 | 1,043 | 3,463 | |
| At September 2025 | 300 | 2,120 | 1,043 | 3,463 | |
| Net Book Value | |||||
| At | 30 September 2025 | 904 | 4,240 | 1,082 | 6,227 |
7. Debtors
2025 £ Amounts falling due within one year
Amounts falling due within one year
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| VAT | - | |
|---|---|---|
| Amounts falling | due after more than one year | |
| Trade Debtors | 8,472 | |
| Other Debtors | - | |
| 8,472 |
8. Investments held as current asset
| 2025 | |
|---|---|
| Unlisted investments | 1,000 |
9. Creditors: amounts falling due within one-year
| 2025 | |
|---|---|
| £ | |
| VAT | 3,970 |
| Trade Creditors | 5,054 |
| Taxes and social security | 2,515 |
| Other Creditors | 6,274 |
| 17,813 |
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Average number of employees
During the year the average number of employees was 2
Disclosure of trustee remuneration, expenses and benefits
None of the trustees have been paid any remuneration or received any other benefits from an employment with their charity or a related entity.
No trustee expenses have been incurred.
Related Party Transactions.
There have been no related party transactions in the reporting period that require disclosure.
Disclosure of audit, independent examination and other financial service fees.
During the 2024/25 period, amounts were paid to AC Counts & Service Ltd for accountancy services totalling £1,728.
Disclosure of staff costs and employee benefits.
Wages & Salaries £45,870
Social Security Costs £0
Employers Pension Contribution £0
Liabilities after the year end.
Paye & N.I £2,515
Wages Payable £6,127
There are no employees who received employee benefits (excluding Employer National Insurance Contributions and employer pension costs) of more than £60,000.
The number of employees whose total employee benefits (excluding Employer National Insurance Contributions and employer pension costs) for the reporting period fell within each band of £10,000 from £60,000 upwards.
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AUTIN DANCE THEATRE CIO DETAILED INCOME STATEMENT FOR THE YEAR ENDED 30 SEPTEMBER 2025
| 2025 | 2025 | |
|---|---|---|
| Unrestricted Funds | Restricted Funds | |
| £ | £ | |
| Income | ||
| Charitable income | 174,040 | - |
| Reimbursed expenses | 126,567 | - |
| 300,607 | - | |
| Cost Of Sales | ||
| Purchases | 31,895 | - |
| Other direct costs | 267,524 | - |
| 299,419 | - | |
| Gross Surplus / (Defcit) | 1,188 |
- |
| Administrative expenses | ||
| Wages and salaries | 45,870 | - |
| Staff training and welfare | 1,613 | - |
| Travel and subsistence | 25,009 | - |
| Motor Expenses | 14,970 | - |
| Entertaining | 676 | - |
| Rent | 4,963 | - |
| Telephone and fax | 1,095 | - |
| Postage | 415 |
- |
| Stationery and printing | 143 | - |
| Subscriptions | 4,889 | - |
| Bank Charges | 57 | - |
| Insurance | 6,709 | - |
| Equipment expensed | 12,482 | - |
| Software | 343 | - |
| Repairs and maintenance | 474 | - |
| Depreciation | 3,463 | - |
| Donations | - | - |
| Sundry expenses | 488 |
- |
| Accountancy fees | 1,728 | - |
| Consultancy fees | - |
- |
| Advertising and PR | 5,343 | - |
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| 130,731 | - | |
|---|---|---|
| Other operating income | ||
| Government grants | 132,719 | - |
| Net movement of funds | 3,175 | - |
| Interest Receivable | - | - |
| Interest receivable | - | - |
| Total funds carried forward | 3,175 |
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Page 32 tsf33
Autin Dance Theatre CIO Registered Charity Number: 1210281 hello@autindt.co.uk
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