REGISTERED CHARITY NUMBER.. 1151321 REPORT OF THE TRUSTEES AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 FOR THE PEOPLE'S ORCHESTRA E R Grove & Co Limited Grove House Coombs Wood Court Steel Park Road Halesowen West Midlands B82 8BF
THE PEOPLE'S ORCHESTRA CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Pa9e Report of the Trustees 1 10 15 Independent Examinerfs Report 16 ststement of Financial Activities 17 Balance Sheet 18 Cash Flow Statement 19 Notes to the Cash Flow Statement 20 Notes to the Financial Statements 21 to 27 Detailed Ststement of Financial Activities 28
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 The trustees present their report with the financial statements of the charity for the year ended 31 March 2025. The trustees have adopled the Provisions of Accounting and Reporting by Charities. Statement of Recommended Practice applicable lo charities preparing their accounts In accordance with the Financial Reporting Standard applicable In the UK and Republic of Ireland IFRS 1021 (effective l JanLtary 20191 CEO'S Executive summary l am delighted lo present the annual report 2024125 The People's Orchestra (TPOI has continued lo hamess the transformative power of music to drive social change, tackle local skills shortages. and rebuild fractured commL4nilies across Sandwell and beyond since its inception, significantly increasing activities and impact throughout this reporting year. Through collaborative music-making. we create Inclusive spaces where Individuals from all walks of life develop essential skills, grow In confidence, make positive life choices, and feel a renewed sense of purpose and pride. Since inception our phenomenally successful volunteer and work placement programmes have assisted 2.000+ unemployed people into wotk or trainin9, providing valuable skills and training to many embarking Into creative careers Our accessible and positive ethos breaks down barriers., In our performances we celebrate the music of OLJr everyday lives by integrating film, games and TV score5. show and popular music into our performances. alongside premiefes and newly commissioned work Through these recognisable access points, we attract and delighl audiences of all ages and backgrounds. We harness the power and joy of making music. lo inspire. educate and provoke positive change in settings ranging from local care homes lo inlemational exchange programmes. In an area gf high socio-economic disadvantage. where arts provision in minimal. our work is urgent and importanl. Our programmes go far beyond the arts actively combating poverty, reducing isolation and loneliness, and loslering peer-lo-peer networks that offer ongoing community SUPPOrt and connection Participants gain not only musical ability bul also the transferable skills and resilience and knowledge needed lo lake control of their futures and improve their averall wellbeing. Working in close partnership with local organisalions such as Jobcentre Plus and The Change Consortium CIC, we provide tailored pathways into employment, training. and financial independence through our Positive Futures prograrn. These partnerships ensure our support Is holistic and responsive. enabling participants lo overcorne barriers and build sustainable futures. Rooted in Sandwell. an area facing some of the highest unemployment rates nationally. TPO is proLtd lo be the only music-based National Portfolio Organisation INPO} in a region of just five NPOS delivering sustained measured long term social change. All social impact Is significant, Including over the last 13 years supporting over 2000 unemployed people Into work. with every £1 invested into TPO £27 15 invested back into the community (independently verified) We are Pfoud to deliver our impact directly lo the comrnunily through the creation and performance of live events. which serve as a vibrant plarform for skills development. mentoring, and specialist support. These performances not only showcase local lalenl bul also increase visibility of our work, engaging new audiences and reinforcing the value of long-lerm, accessible arts programmes In an area whefe cultural opportunities remain limited. Our mission is clear.. to provide local. accessible. and meaningful support that empowers people lo thrive mmunily-led music making as a calalysl for lasting social and economic change. using This year we reached 10.940 participants and live audiences, and a digital engagement of over 7,200,000 through. TPO (main orchestral" working with 18 professional and 60 pro-am musicians and singers a year. Providing over 460 group training sessions and 200+ individual 110 1 support sessions Rusty Players Orchestra and The People's Show Choirs. working with 900+ people across 24 music groups with long term music engagement. Commissioning New pieces and new arrangements are commissioned each year from wodd-class composers such as John Koulselinis. as well as giving opportunities lo emerging cornp05ers. all with a focus on film and games music to attract target audiences Live performances. 50+ community events reach 10,000+ live audiences each year across the Wesl Midlands, with focus on reaching audiences in Sandwell and beyond, alongside 100,000 +online audiences Our first international tour was a success, with 3 packed outdoor performances in Kracow. Poland for over 100 participants from across the UK Positive Choices.. supporting 150 people per year towards work and financial stability through on-the-job training delivered through our supportive community environment and benefits a(Jvice Digital Conlenl Creation. over 500 pieces of original art. podcasts and recordings shared across social media. Page 1
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 Over the last 3 years we have considerably grown the ach of our programmes. adding 12 new grDups and now reaching 1.050 people with regular weekly community music making, empowering people to make and discovef music where they are. Increase their social networks and build stronger communities. whilst continuing lo support people in Ouf community Last year alone. families in crisis were £150.000 better off because they came lo us I would like lo thank all our hard-working staff and volunteers who have made this year such a success Sarah Marshall, CEO OBJECTIVES AND ACTIVITIES Objectives and aims To advance. improve. develop and maintain the public education, health and appreciation of the arts and music in all aspects by any means the Iruslees see fil, including though the presentation of public concerts. events and the maintenance of musical ensembles To further such charitable purpose or purposes al the trustees in theii absolute di5crelion shall think fil particularly through bursaries. Significant activities The People'5 Orchestra has successfully provided opportunilies to local communities lo appreciate and participate In live orchestral music and choral performances The Orchestra has placed significant Importance on ils role in providing volunteering opportunities and these have provided tangible employment outcomes In recognition of this seNice the People's Orchestra was awarded the Queen's Award for Voluntary SeNice In 2021 and became a National Portfolio Organisation in 2023. By developing a new way in which orchestras and choirs are organized, structured and perfomed we offer more amateur musicians the opportunity lo continue lo develop IheiT skills and perform. Our structure also supports the employment of a wider number of arts professionals across a numbef of disciplines thus contributing to their ongoing development and creating sustainable financial models to enable them lo remain working within the arts In Sandwell, whilst al the same lime expanding around the whole ol the United Kingdom. including South Wales and the northern Highlands of Scotland. The organisations model of using a number of volunteer placements creates further opportunities for arts managers and adminislralofs lo get involved in a live orchestra or choir and gain important experience of all aspects ol orchestra and choir life This Strengthens their CVS and opens doors lo further employment opportunities The chanty also seeks lo create a nLtmber of legacies and archives through the creation of new compositions, lin$Ing and the capture of performances which can be released on a number of digital and media plaffofms. The evidence base relating lo the positive effects of music making and music education has grown exponentially. Working alongside our partners. The Peoples Orchestra is helping to change the landscape of amateur music making in the Midlands a5 academic inslitulions, government departments and a range of researchers around the world. publish studies showing how music can transform lives. 11 is a fact that rnusic making, and the power of creative expression can change lives frjr the better. Page 2
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 OBJECTIVES AND ACTIVITIES Public benefit The primary objective of The People's Orchestra is to advance. improve. develop and maintain public education, and appreciation of the arts and music. including public concerts, recitals and the maintenance of musical ensembles To further such charitable purpose or purposes as the Iruslees, in their absolute discretion shall think fit. particularly through the making of grants. bursaries and donations The trustees confirm that they have referred lo the Charity Commission's general guidance on public benefit when reviewing the Trust's aims and obieclives and in planning future activities and setting the grant making policy for the year In line with this guidance. The People's Orchestra Charity has always aimed lo support any member of the public who can play any Instrument lo a grade 7 standard or above and who wishes lo loin. The charity provides a music plafform lo allow these musicians to continue to perform and learn and awards grants, bursaries and donations lo musicians with low Income should funds be available Monies may be made available lo musicians lo cover membership fees, travel costs and other educational costs The charity also provides musicians with educational opportunities lo increase their creative learning This may be through workshops and courses, to increase musicians learning. performance skills and includes specialist leaching as required. hosting public concert. recitals and other events for the benefit of Players and members of the public The charity also increases awareness of orchestra playing lo reduce elitism by working with and support other Gharilies with similar purposes {music and arts) Charity trustees have a duly lo report in the Trustee's Annual Report on their charity's public benefit. They should demonstrate that". The people who receive support a entitled lo do so according lo criteria set out in the charity'5 objects. All The People's Orchestra's projects are cenlered on adults and young people. Trustees have therefore satisfied themselve5 that The People's Orchestra meets the public benefit requirements, and they confirm that they have taken due regard of the Chanty Commission's general guidance on public benefit. A number of quotes from volunteers demonslrale the value The People's Orchestra has added lo volunleerfs lives.. Since leaving The People's Orchestra. I went on to set up my own community Interest company, MAIA Creatives. a creative agency sourcing work. training and exhibition plafforms I have learnt a lot during my lime at The People's Orchestra, but the most important of all has probably been learning the process behind turning an initial marketing idea into a reality '1 have learnt the important concepts of employment, responsibility, organizing and working hard" Page 3
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 OBJECTIVES AND ACTIVITIES The need Operating al the heart of commtsnilies facing significant social and economic challenges including areas of low arts engagement. high deprivation, povety, and social isolation we harness the powef of large-scale cornmunity music-making lo bring people logelhef We use music as a unifying force. breaking down barriers and helping participants lake their first steps toward5 meaningful connection. improved wellbeing. and community belonging In places where fractured neighbourhoods and loneliness prevail. our programmes create accessible. joyful spaces for individuals lo build friendships. boost confidence. and experience the mental and emotional benefits of shared crealivily. However. lo deepen our impact. we upskill our music leaders In community engagement and effective communication. ensunng they can inspire, support. and ernpower participants. Research con51Stenily shows that people in deprived areas engage less in community activities - precisely why we focus our efforts on those who sland lo gain the most. providing not just companionsh1p and cultural experiences, but also pathways lo mental health support. back-to-work and benefits advice that our participants need Research shows that". People who are lonely were likely lo be aged 16 to 24. be widowed. have poor health. a long-lerm Illness or disability, have caring responsibilities andl or be unemployed. 30°/o of 8rilons surveyed said they would be embarrassed lo say they fell lonely. making Il harder lo seek support. UK unemployment is currently at 4 2.10, the highest it's been since the peak of the pandemic, rising 1.2010 since last year 510/0 of families in the UK received slate support, such as Slate Pensions or Child Benefit. in the 3 years lo March 2021 ,' families from the Bangladesh5 and black ethnic groups (both 24 /ol were the most likely lo receive Income-related benefits In an increasingly fragmented society. where daily interactions are all too often confined lo screens, the profound benefits of making music together are becoming ever clearer through growing research Our networked music groups amplify these benefits, offering far more than Individual groups alone can achieve By uniting people In a shared. ioyful pursuit, we create vibrant communities that directly tackle the loneliness and isolation voice(J by many of our members including parents, careTS, older of retired individuals Through collective music-making. we offer not only a creative outlet but also a safe space and a vital social lifeline, helping participants feel seen, heard, and valued within a supportive and Inspiring environment. Sandwell Is ranked 2nd of 333 local authorities on the Centre for Progressive Policy's Cosl of Living Vulnerability Index and ranks eighth across In the Index of Multiple Deprivation and second specifically on income deprivation. Almosl a quarter of households in Sandwell receive help with council tax and fifth of Sandwell households experience fijel poverty. with nearly a quarter reporting food insecurity. We are based in a corridor of severe deprivation running IhroLtgh the Wesl Midlands. Sandwell is the only rnetropolitan borough outside London that does not adjoin a rural district so does not benefit from the income this can bring. Some of the social and economic challenges faced by our participanls include." High deprivation (ranked lowest 12th of the 317 local authorities in England). 35 /0 of Sandwell residents have no qualifications, compared lo 29 /0 in the West Midlands and 23U/o across England and Wales. 68¥0 global majority Cofnpared lo 21 Q/0 nationally. 460/0 AsianlAsian British. 22010 BlacklBlack British. 30 /) economically inactive and 6.3010 unemployed, against 4.20/0 nationally. These challenges are directly ieflected in the people asking us foT Irilo work and benefits advice, including.. 950/0 have at least one signifier of disadvantage. includin9 mental ill-heallh or living on low Incomes. 64 /0 from Global Maiorily and LGBTQ+ communities. 62Q/4 fear aCkno¥edgIng their multiple physical and mental he21ih issues due to discrimination. Alongside the above, the young people we work with have additional challenges that include.. - 400/0 from global majority, low socio*conomic and LGBT+ communities compared lo 330/0 locally 35Vo find limited English. Maths, IT or communication skills a barrier lo work. Page 4
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 OBJECTIVES AND ACTIVITIES We use co-creative methods that help participants lake ownership and become more involved in communily-led activities Our management team supports members. needs and requests, organising national and International exchanges. communily-led events, and large concerts where all groups are welcome, helping lo build new friendships and Gonnections across the country through shared experiences Page 5
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 ACHIEVEMENT AND PERFORMANCE Charitsble activities We believe that if people challenge themselves. reach for their goals and believe in what they are doing, they can change their lives and the lives of those around them for the better. 8y providing positive sellings. we are able lo build self-confidence and skills, whilst supporting wellbeing We accomplish this through hosting great live music performances. Our aclivilies which fall under the following streams.. TPO Main Orchestra.. Continues lo deliver our main weekly orchestra. using re-imaginings of electronic and synlhesizer-based pieces of popular music and video game rnusic, to bring new audiences and participants lo live orchestral music focusing on those who have the least access lo arts engagement. Our main orchestra activilies include. Performing up lo 12 new works and arrangements by young composers working in the film and game industry today. alongside works by eminent composers such as John Koulselinis 400 hoLtrs of orchestra sessions engaging a total of 80 participants Five performances live or online for up la 40.000 audience members nationwide Venues include Symphony Hall, Birmingham Town Hall and RCM'S Dukes Hall, London Creation of 12 professional-level recordings. creating quality product lo enhance social media reach. Rusty Players Orchestras and Big Band.. We now have four Rusty Players Orchestras for musicians looking lo improve their playing. in the Wesl Midlands and in South Wales. and one 8ig Band In the Wesl Midlands. These groups have successfully slrenglhened our offer for community musicians, reflecting how we're evolving our practice and uptake Increasing male participation remains a priority. these groups address a pressing need to engage more men in arts activities lo address underrepresentalion and tackle growing social iso131ion Developments lo our practice with these groups include Creating new compositions especially for Rusty Players with flexible arrangements that enable players of a range of levels lo lake part. using adaptable instrumentation lo suit the instruments we have Placing a professional accompanist into each Rusty Players session. bringing these groups in line with both TPO Main and The People's Big Band, and growing the quality of these groups. The People's Show Choirs." This proiecl creates access lo music participation at grass-roots level across the country. targeting areas of low arts engagement, with over 1.000 people now participating in long-lerm meaningful grassioots music engagement each week through a national network of 20 groups across England. Scolland and Wales. Having undergone significant growth over the last five years. we aim lo maintain steady growth. including.. Creating 2 to 4 new groups per year, continuing to largel areas of low arts ersgagement whilst remaining responsive to places where people request that we start groups Adding approximately 120 members per year. increasing earned income and reducing reliance on an increasingly precarious fundraising landscape Performances and Events Through all our music programmes. we host over 50 community led events acros5 the UK. Our model of co-crealing performances gives performers confidence, through creating events in spaces that they are familiar with, giving every member the opportunity lo perform if they choose lo Events and concerts are co-¢reated with all our groups. Events are held in public spaces, including squares. bandstands. parksl feslivals and in community cenlres, removing barriers to engagement and reaching people who do not usually attend choral events and inclLtde West Midlands Safari Park, Priory Park Bandstand in Malvern and Coalbrookedale Fountain in Weslon-super-mare Three massed events per year, with two in the Midlands. at venues such as Millennium Point and Symphony Hall, and at least one event in London or Scotland, in renowned vonues such as Dukes Hall and Inverness Cathedral. Page 6
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 Walking Choirs Co-crealed with TCC. TPO members. and in partnership with Sandwell and Dudley Councils, our programme unites people across Sandwell and Dudley through walking. talking, and singing. sparking soy and belonging among participants and their wider communities. It fosters local pride by offering Inclusive, accessible walking sessions that weave together physical activity and choral singing, opening doors lo cultural experiences In areas of high deprivation and historically low arts engagement By deepening community connections. the programme actively combats Sonelines5 and declining mental health, building supportive neorkS for vulnerable groups such as older adults. carers. new parents, those living alone. and individuals facing mental health challenges or neurodiversity. "Vlalking group Is good for mental health It's a mindful activity especially for Ihose who are shy ' Positive Futures.. The project is ongoing and reaches 170 people per year. all at crtlical moments. with interventions that include.. Ai least 50 long-term unemployed people with flexible approaches that can last from 6 months lo 4 years. creating meaningful support for each person Working closely with our Employment Liaison. Marian. participants create support plans. plotting their own paths through the project. 120 people each year our Benefits Advice Centre IBACI. delivering phone. online and in-pefson support to navigate the benefits system Intemal and external factors study by the German Socio-Economic Panel In 2013. staled the following "Music improves cognitive and non-cognilive skills more than twice as rnuch as Sports. theatre or dance ' In addition. the study found that children who lake music lessons "have better school grade5 and are more conscientious, open and ambitious In addition to the sheer joy of playing music, there are so many additional benefits It improves reading and verbal skills, and helps children gel good marks in exams. It raises IQ, encourages listening and helps children leam languages more quickly. 11 strengthens the motor cortex and improves working memory and long-term memory for visual stimuli. It helps people lo manage anxiety, enhances self-confidence. self-esleem and social and personal skills It slows the effects of ageingl That's gol to be gooo newsl It also encourages creativity no surprises there. Music also improves mathematical and spalial-temporal reasoning. Research has shown that there a differences in the brains of children raised in impovefished environments that affect their ability lo learn. While more affluent students do better in school than children from lower income backgrounds. we are finding that musical training can aller the nervous system lo create a beller leamef and help offset this academic gap" Dr Nina Kraus, North Western University By encouraging musicians already laughl lo Grade 7+ by local educational seryice provision to continue playing and performing. new generations learn music and so becoming beller learners. The People's Orchestra was established lo fill a gap which exists in the lack of opportunities lo play orchestral music for accomplished musicians who had left education and were not intending to become professional musicians Traditionally most opportunities lo play orchestral music are linked to education such as via local music hubs and educational authorities. schools, colleges and universities Once an individual had left education. where they may have been playing orchestral music for many years. opportunities to be part of an orchestra may no longer exist For many students leaving school. college or university meant their access to music provision from local authorities and music hubs. including leaching. the availability of opportunities lo play as part of an orchestra and sometimes access to instruments can be cul off abruptly So while Government and schools reduce the amount of music leaching available to young people we feel The People. Orchestra should begin lo posilion itself lo fill the gap and encourage music playing in the home, especially if not provided elsewhere Page 7
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 ACHIEVEMENT AND PERFORMANCE Impact and achievements By taking music to wider communities. through fegular sessions. community-led events and social inlervenlions TPO leaves a long lerm positive change in the social fabric of the cornmunities It serves Music Groups Impact: OLtr music groups unite people through music, enabling those who don't usually engage in arts activity lo reap all the benefits of high-quality choral singing Alongside this. our work promoles friendships. happiness, health and wellbeing. with our cuffenl data taken from a membef survey in October 2024 reflecting. 850/0 of participants will make more friends, both locally and across the UK, reducing loneliness and isolation, especially among vulnerable groups. 98 /0 of participants feel happier and more connected to their cornmunities. 80'/tr feel less stressed after coming to natter and join in with activities. 30Q/o have reduced their personal barriers lo accessing slalutory and community provision 30 /0 or more have reduced their visits lo the doctor. of these 20°/0 will stop going to the doctors at all. Our music groups create a nelmork of UK-wide connected communities. with groups embedded in areas from Scollantl lo Wales lo reach those who need Il most. connecting people from different communities through new adventures and shared memories, with recent feedback including.. "I have visited places I had never been before, sang lo big, responsive audiences and made memories that will last a long time. Every week is so much fun. and the fn.ends I have made are like family lo me I love ill" .1 have had cancer this year and choir members have visited me al hospital, in the care home and at my home. Amazing support. Couldn't want for more." Positive Futures Impact: Our employability programme, Positive Futures. continues to be impacrful. wilh impact including.. 1000/0 increase confidence, wellbeing and transferable skills. 100°A learn skills and tools needed lo enter the job market. 100°/o develop transferable skills. - 88 /0 develop new networks to support their careers. 70010 feel supported to start portfolio or arts-based careers. 400/0 gain employment. Beneficiaries.. We operate in communities primarily in areas characterised by low engagement and high deprivation across the UK. Our work focuses on marginalised groups often underserned by mainstream arts provision, including.. Global majoflty communities. People from low socio-economic backgrounds. Young people Individuals experiencing loneliness and isolation le.g.. older people, carers, new parents) Those with mental health issues andl or neurodiveisity. People facing barriers lo accessing statutory and community provision. Key groups reached through our employability programmes include.. 75°/0 have a long-lerm disability or health problem. 119/0 of these describe a combination of physical and mental health issues Page 8
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 ACHIEVEMENT AND PERFORMANCE 54)/o have caring responsibilities. Ihe majority (three qLoartersl of these are lone mothers. 590/0 recognise themselves as female. 700/0 are from global majority groups. 790/0 have been unemployed longer than 6 months and in some cases 10+ years Measured Success: We measure the successful outcomes across a range of planes For TPO and the art form.. Enhanced community cohesion in our areas of operation. radiating from our base In Sandwell. Developing the classical music sector al grass-r¢)Ots level lo enable diverse people across the UK to engage with music iri a supportive environment. More high-qualily compositions and arrangements for TPO. and for other community choirs nationally, enhancing community music provision on a national scale. Expectations of whal Ofchestfal music is and who can make il are challenged. engaging a richer diversity of people in this form For community musicians, artists. participants and audiences.. Increased opportunities for communities lo lake part in high quality music making Increased opportunities for people from diverse backgrounds lo engage in live choral and orchestral music. as artists, participants and audiences Reduced loneliness and isolation through Incrèased and stronger communities and Social neorkS. Increased mental health and stronger sense of wellbeing. Diverse emerging professionals have opportunities and support lo sustain careers in music. Artists and participants have Increased skills, knowledge and neOrkS in orchestral music Professional arrangers, conductors and composers gain skills In working with community music makers. Orchestral and choral music is more relevant for audiences in areas of low arts engagement. Audiences have more opportunities lo engage with music outside of formal venue settin95. Making better use of public green spaces and giving people access lo outdoor exercise. Improved mental and physical health For participants In employability programmes.. Improved chances of finding long-lerm employmènt of their choice. Increased opportunities lo access training and volunteering. Increased skills in presentation and locus. leading lo increased confidence. Greater understanding of job search websites and application processes. The work of our employability program 15 backed up with results that include 90D/o of participants thought that their choices of getting a job had been improved as a result of taking part Sn the programrne there were 4 main areas where respondents said they had been helped representation presentation employment confidence and focus 61 D/0 of participants gained paid work. 150/0 progressed into training and 8.10 into volunteering Page 9
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 ACHIEVEMENT AND PERFORMANCE Over 12 years of competing programmes with TPO paid employment includes roles in retail leisure business administration rnafkeling and media with former participants now working al Riot. Wolverhampton Council Media Communications. ITV and the BBC Development of arts organisalions such as Shopping The Square, Charlotte Clarke Designer Maker and Maia Our Legacy of Successes The People's Orchestra has a huge social impact. including.. Providing 4000+ WQfk placement days per year for unemployed people Helped 1200+ unemployed people closer into work, education or training since inception Raised awareness and support of good causes including suicide, blood cancer and the donor register. unemployment and social welfare. mental health. male For every £1 Invested in The People's Orchestra, £27 is invested back into the community{independently vefifiedl Our artistic impact is also impressive Supported new composition held in the Dream Works Library Provide over 1.000 hours profes510nally led training sessions each year for up lo 250 musicians and almost 1,000 choral performers World and UK premiere performances and commissions by award winning composers Live to film performances with musicians composinglperforming original scores Award winning music students gain marks in excess of 920/0 in final year projects Audience Feedback Audience feedback showed strong satisfaction with the standard of the perfomances. with 900/D believing that the perforrnance was 'very good. Ilhe highest possible ralingl and the remaining 100/0 believing the performance was good. There was no negative feedback other than one location where access was restricted and lighting poor for the audience. Audience feedback conducted independently by Cloud Chamber, showed The majority of fespondents1860/4} had seen a live performance from The People's Orchestra. and on average rated the orchestra's performance 9 out of 10 (where 10 is the best possible scorel In lem)s of overall salisfaclion, the vast majority of respondents (980/0) would recommend The People's Orchestra lo a friend Highlights include The orchestra was chosen by the BBC as one of the best and most inspirational orchestras in the UK recording al Maida Vale Studios and Halle St Petefs for the BBC series All Together Now.. The Great Orchestra Challenge. Enabling 120 musicians lo perform music live by providing up tg 120 hours of professionally led rehearsals and 16 live performances Creating work experience opportunities for 124 unemployed people with 81°/o gaining paid employment Performing in venues across the Midlands including a Flash Mob on a Virgin Train and again at the NEC. The Orchestra and Choirs have also now performed at Ihe Ton Hall, in Birmingham and The Symphony Hall Both of these venues are recognized as some of the best and most presligioLrs venues in the whole country. Helping create 6 new works and compositions Increased its musical instrument bank Growing a library of music in excess of 240 pieces Working with professionals Including conductors, composers and choirs Page 10
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 ACHIEVEMENT ANO PERFORMANCE Audiences enjoyed themselves. and the concerts brought orchestral music lo a significant proportion of the local population who would not olhetwse have attended such a concert. Some notable comments from the verbatim responses from players Included the following 'Ii gives me great joy being part of such a vibrant group of dedicated musicians I've made new friends and done lols of exciting and varied gigs - concerts, flash mobs, a summer Ball. TV programmes, recording sessions, elc. "Being with like-minded individuals that have a mutual passion for film music 11 has massively helped improve my 51ghl-reading skills which used lo be a major Issue for me and would put me off from getting Involved with things due lo my lack of confidence In that area. Il's given me a real interest In 3 new genfe of music which has led lo having an Idea of what I want lo do with my career in the future. 'Gained more experience In orchestral work. meeting new people that I can musically associate with and playing viider varieties of repertoire. 'I've mel and conversed with people who make music fun and enjoyable. The People's Orchestra is a great way for people who wouldn't normally be exposed to playing in an ensemble thè opportunity to play in Concerts and have the experience wiihout any problems." Respondents were asked about the wider skiSls The People's Orchestra has helped them develop. 29 verbatim responses were received. Many respondents reported a stronger sense ol self-confidence.. "Il gave me a big confidence boost in many ways from Iravelling about more lo more confidence leaching the flute11 has built my confidence and introduced me lo other like minded people who are now some of my closest Iriendsl I -The People's Orchestra continues lo help me lo develop my confidence, which l Can lake into other aspects of my life. I enjoy the friendly and supportive atmosphere of the orchestra" The People's Orchestra was also cited as building leam.working skills. given ils emphasis on collaboration within the Orchestra. "Playing in an orchestra helps you relate lo othèrs and helps you see the Importance of team work. Patience. hard work. understanding, having fun and relating to other5. All very useful life skills Playing lo audiences has Improved my onfidence "When having general meetings, I learnt how lo appropriately air my views" 8uilding on the emphasis on collaborative work of The People's Orchestra, improved communications skills were cited as an importanl skill developed by players. For two participants. the proiect was important in helping them lo deal with mental health issues.. "Speaking as a sufferer of depression, I have found my mood swings are less frequent I've had a bad time personally including a suicide attempt...The People's Orchestra l...1 have really kept me going" The unique experience of The People's Orchestra was a highlight for some, in particular the opportunily to record professionally was valued.. "The unique opportunities that we gel al The People's Orchestra, being on TV, being an on-stage band al events, flash mobbing and recording music for composers all help distinguish us from "just anolhef inslrumenlalist" and I think this shows we have commitment which is beneficial whether looking for work or experience Inside or outside of the music industry ' Recording for the BBC allowed me to experience what it would be like If l ever recorded a music video or went into a professional orchestra in the future I have also improved In my orchestral playing. working with other musicians Other skills and experiences expressed Included being able lo inspire others le.g. students of music teachers). development of friendships and the importance of socialising within the orchestra Page11
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENOED 31 MARCH 2025 FINANCIAL REVIEW Financial position The results for the year 10 31 March 2025 and the preceding financial year are sel out In the Statement of Financial Activities attached In summary. Income was £668.076 lan Increase from £497,195 - 20241 Grant funding for the year ended March 2025 was almost identical lo 2024, al £356.441 1£356,3691 with the main funder being ACE through the NPO programme 1£200.0001. Other grants and funders are listed within the accounts, without whom we would not be able to continue with our core charitable activities and grateful thanks are expressed lo them The main increase in funding came from members rising lo almost 1.000 members and an income of £244.754 for March 2025 1£122,7591. There was also a large increase in concert and merchandise income. from £18.067 in 2024 10 66,881 in 2025 Charitable activities rose in direct correlation lo the increasing number of members. with the lolal cost rising to £630.560 in March 2025. from £449,807 In 2024 Support costs also rose slightly from £21.649 in 2024 10 £29,125 In 2025. The end result was a slight lolal deficit of £20,266 (surplus 2024 - £4.2931 as of 31 sl March 2025 The lirning of certain grant receipts and Increased depreciation on new assets. following a burglary in August 2024, impacted on this figure creating the deficit. however this situation wi11 be rectified by July 2025 11 Is anlicipaled that by March 2026 we will show a reasonable surplu5 as membership numbers and Ifading continue lo increase over the coming year. Principal funding sources Total income received during the year amounted lo £668.076 12024 £498.7821 and total expenditure £688,342 12024 £497.7841 The nel decrease in funds was £20.266 12024 '. increase £9981 The decrease in funds Is totally due lo the 'loss on sale of tangible fixed assets" which was the result of a burglary ffom the Head Office of the business. (value £23.233) Income included donations and grants from the following organisalions, withoL¢t who the charity would not be able to continue with the volume of charitable work achieved on an annual basis. Arts Council England National Porrfolio Grants Arts Council England National Lottery Project Grants Henry Smith Rank Organsialion 29th May 1961 Charitable Foundation D'oyly Carte Turner Trust Heart of England Sutton SCCT HRS Solicitors Highland Trust Village Voices £200.000 £48.406 £36.000 £30.000 £6.000 £4.320 £3,000 £3.000 £2.000 £1.000 £1.000 £500 The People's Orchestra has learnt a lol about how lo manage an orchestra and has become a much more expefienced. successful and well-run organisalion cieating a strong foundation for the fLtlure. The charity still faces the sarne key common challenge that affects so many other orchestras and similar artistic enterpnses, and that is the ability to raise sufficient funding lo cover its costs. The map of sustainable income generation for The People's Orchestra will look very varied In the long term, because il is not a traditional orcheslra. and for the many reasons which are Cofe to its ethos and success le.g. volunteer Involvement, amateur players. open access. focused on performing to non-tradilional audiences) The rapid growth In the number of Choirs has also added lo the range of performances that are now offered, from the Global Majority Orchestra. playing more traditional Ofcheslra music. thfough the Big Band to fvll Orchestra and choir ensembles with over 500 performers on stage at once. The People's Orchestra earns 469/0 of its income (up from 28°/0 20241 (this increased sustainability is iud ed encouraging result given the unique nature of a relatively new Ofganizalionl and is the norm for orchestra chanties of its type This proportion of sustainable income will continue to increase now that the charity is more established, and ltte choral programs conlintse lo grow The People's Orchestra continues to seek out its own new streams of income generation. Reserves policy As a registered charity. The People's Orchestra does not attempt lo generate profits. The majority of ils funding, from Arts Council England. from grants and charitable donations. is received in advance of expenditure". the Interest defived from investment of these funds remains a Source of income for the charity The People's Orchestra Is reliant on Income streams over which il has limited control and therefore needs lo ensure that its core operational costs can be covered for an appropriate period. should any of the income streams be unexpectedly reduced or delayed. Page 12
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 FINANCIAL REVIEW Going concern The Challenges We Face The continuing lack of grant funding lor the arts In the last few years. since Covid and the Increase In mass migration project funding. has had a significant impact on the ability lo develop new projects and Initiatives The charity has enhanced and developed existing Pfoiecls. making them, and the organization, mofe self-sufficienl financially Being National Portfolio Organisalion has provided us with core funding bul lo grow and develop we have had lo grow existing projec15, at some nsk. However, internally generated funds have increased by over £170.000 this last financial year (more than double the amount in 20241 Further challenges could be forced upon the charity through changes in legislation around employment costs. laxalion and general labour fights and benefits The Charity has demonslraled resilience and flexibility Ihrough recent global challenges and will continue lo be proactive lo protect the inte$t$ of the people who benefit most from our work. Equality, Diversity & Inclusion (EDII Our approach lo EDI is directly informed by our participants and by the lived experience of participants. staff and volunteers. We are a diversel femalel disabled-led charity that directly reflects the communities we serve, our staff learn include.. 800/0 have disabililiesl neurodiversity andl or mental health issues. 800/0 are former participants in our music or employability programmes. 910/0 have lived experience of the issues we tackle through our progfammes. Our Board are drawn from membership, past back-to-work programme participants & the music sector We develop our staff team by providing on-the-iob training and a community of interest that supports people who would otherwise not have access lo long-term careers In the arts Coupled with long-lerrn co-creation this mean5 thal, praclice, we work with participants lo ensure we are continually adapting and revising our programmes and working practices lo meet their requirements We are working with a wheelch31r using choir member lo support us to adapt OLtrr EDI policy and practices lo be more wheelchair friendly across all Our programmes In addition, we.. Target areas of low engagement when developing new groups. delivering activity In areas where there is high demand lor our work, through direct Inleraclion with local people. Ensure our sessions are Inclusive and cater to a range of needs. with free mental health support available for all members and onward signposting for those who need longer-tefm help. Using disabled accessible venues for our rehearsals and perfomances. Provide support for our disabledl neurodiverse participants based on individual needs. Support people from marginalised groups, including global majority and low socio-economic groups lo access and maintain participation. In addition. our pricing structure is accessible, benchmarked at 50Yo below market cost for this type of activity, l Qolo of places are offered as bursaries and free places are available lo those who need Ihem. meaning no-one is excluded from TPO on ground5 of Gosl Remuneration Policy The remuneration of the CEO is delemined by Trustees by giving due consideration to market rales within the sector, performance and affordability FUTURE PLANS The organisation is priorilising the generation of new income streams over Ihe next 12 months. reducing the finance of new projects and inilialives in light of the reduced number of grant funding options and funders available lo those of us in the creative sector and music particularly. However. by growing Internal funding. il is predicted that excess funds will become available in the next couple of years, enabling our organisalion in the future to build on what we have achieved and expand into new, related areas with a fimi financial footing. STRUCTURE, GOVERNANCE AND MANAGEMENT Goveming document The charity Is controlled by ils goveming document. a deed of trust and conslitules an unincorporated charity. Page 13
THE PEOPLE'S ORCHESTRA REPORT OF THE TRLISTEES FOR THE YEAR ENDED 31 MARCH 2025 The charity is controlled by its goveming document, a deed of trust. and conslitules an unincorporated charity The chaiily is a registered Charity registered with the Charity Commission in England and Wales from the 21 sl March 2013. Recruitment and appointment of new trustees Appointment of Trustees Mosl trustees are appointed by the Board. with reference lo a skills audit and on the recomrnendalion. In the recnjitmenl of new Iruslees, the charity seeks lo promote an appropriate balance of age. gender and elhnicily so that the overall profile of the Board becomes more represenlalive of the communities that Il serves Trustee Induction and Training New Iruslees undefgo an induction to brief them on their legal obligations under charity and company law. the content of the Articles of Association. the committee structure and decision-making processes. and the mission. budget and financial performance of the charity. Durir)g the induction process they meet key employees and other Iruslees. Throughout their lerrn Iruslees are provided with regular updates on their duties as a trustee and general charity governance They are also encouraged lo. broaden their understanding of the charity's activities by spending lime with key staff. attending concertslolher events and participating In project and other working groups". attend appropriate external training which will 8SSlSt them in carrying out their duties Liability Insurance The charity holds Trustee Liability insurance on behalf of its Oirectors and Officers lo a value of £10,000 Public Liability Insurance lo a value of £10 million Induction and training of new trustees Trustees are in regular contact with recognized sources of training and professional development. Key management remuneration The organisalion attempts lo reward key management with benefits commensurate with their skill, experience and knowledge of the are85 within which we work. However, this is sometimes reslricled by the overall financial constraints around grant funding and general funds available The 8oard of Trustees has the ultimate decision on management remuneration, taking all aspecls of the organisalion Into consideration. Staff retention is extremely high with commilmenl and enthusiasm in abundance. Risk management The Iruslees are aware of the need to assess the risks faced by Ihe charity and respond in such a way as to manage those risks appropriately A Register of Risks. developed in line with government guidance. Is maintained in which risks are scored for probability and Impact. and appropriate risk management strategies are established Individual senior managers are responsible for monitoring the register, which Is formally reviewed by the charity's Board on a regular basis. All major risks a constantly reviewed. and appropriate corrective action is taken by members of the Senior Management Team. TPO has a strong system of internal control and comprehensive management reporting processes which include A robust slralegic planning and annual budgeting system, which is approved and reviewed by the Iruslees, Regular reviews by the Iruslees of financial reports which monitor financial performance against approved budge forecast and prior period, Governance for the Board and leadership team is supported by our partners at Peninsula 2417 for all HR, Health and Safely, Training and Wellbeing needs. Including Safeguarding requirements, keeping us up to dale and In line with all new legal requirements. TPO Is a Living Wage employer. Page 14
THE PEOPLE'S ORCHESTRA REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025 STRUCTURE. GOVERNANCE AND MANAGEMENT Main Risks Charitable fundraising becoming Increasingly competitive posl-covid due lo cost of living crisis. Mitigation The organization became a National Portfolio Organisalion from the 1 sl April 2023 and has also has two trainee bid writers working alongside the existing resources. The aim is lo develop these resources further to maintain external funding levels The organization has always kept the number of salaried staff at a minimum and offers work placements and volunteering opportunities lo students In related educationa5 environments The organizaiion was awarded the Queens Award fof Voluntary Service and has an ex1ended track fecord of successful work placements The salaried staff are complimented by self-employed specialists in certain areas of the business, such as Finance. Health and Safety and HR. REFERENCE AND ADMINISTRATIVE DETAILS Registered Charity number 1151321 Principal address Town Hall Lodge Road Wesl 8romwich B70 8DY Trustees Mrs S Marshall Ms A Sohal Mr A Sandham Mr J Powell Mr M Wood {appoinled 1.4 241 Mrs Tour lappoinled 14 251 Independent Examiner E R Grove & Co Limited Grove House Coombs Wood Court Steel Park Road Halesowen Wesl Midlands B62 8BF Approved by order of the board of Iruslees on 3 June 2025 and signed on its behall by.. Mrs S Marshall - Trustee Page 15
INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF THE PEOPLE'S ORCHESTRA Independent examinees report to the trustees of The People's Orchestra I report lo the charity trustees on my examination of the accounts of The People's Ofcheslra Ilhe Trust) for the year ended 31 March 2025 Responsibilities and basis of report As the charity Iruslees of the Trust you are responsible for the preparation of the a¢counts In accordance with the requirements of the Chafilies Act 2011 ('the Acl'l I report in respect of my examination of the Trust's accounts Carried out under Section 145 of the Act and In carying out my examination I have followed all applicable Directions given by the Charity Commission undef Section 1451511bl of the AGI. Independent examinerfs statement snce your charity's gross income exceeded £250.000 your examiner musl be a member of a listed body I can confirm that l am qualified lo undertake the examination because l am a member of the Association of Chartered Certified Accountants. which is one of the Iisled bodies I have completed my examination. I confirm that no matenal matters have come lo my attention in connection with the examination giving me cause lo believe that In any material respect". accounting records were nol kept In respect of the Trust as required by Section 130 of the Act. or the accounts do not accord with those records". or the accounts do not comply with the applicable requirements ¢onGerning the form and conlenl ol accounts set out In the Charities (Accounts and Reports) Regulations 2008 other than any requifemenl that the accounts give a true and fair view which is not a matter considered as part of an independent èxamination. I have no concerns and have come across no other mallers in connection with the examination lo which attention should be drawn Is report In order lo enable a proper understanding of the accounts to be reached. Steven Lomas E R Grove & Co Limited Grove House Coombs Wood Court Steel Park Road Halesowen Wesl Midlands B62 88F 3 June 2025 Page 16
THE PEOPLE'S ORCHESTRA STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025 2025 Total funds 2024 Total funds Unrestricted fund Restricted funds Notes INCOME AND ENDOWMENTS FROM Donations and legacies 270,392 330,803 601.195 480.865 Other trading activities 66.881 66.881 17.917 Totsl 337.273 330,803 668.076 498,782 EXPENDITURE ON Raising funds 1,958 1,958 29,231 Charitable activities Concerts and performances Staff costs Marketing and developing audiences 15.551 207.675 81,877 254.701 93.101 270.252 300.776 81,877 152,096 263,791 34,467 Other 27,044 6,435 33,479 18.199 Totsl 334,105 354,237 688.342 497,784 NET INCOMEIIEXPENDITUREI 3.168 (23.4341 120.2661 998 RECONCILIATION OF FUNDS Tolal funds brought forward 158,316 77,471 235,787 234.789 TOTAL FUNDS CARRIED FORWARD 161,484 54,037 215,521 235.787 The notes form part of these financial statements Page 17
THE PEOPLE'S ORCHESTRA BALANCE SHEET 31 MARCH 2025 2025 Total funds 2024 Total funds Unrestricted Restricted fund funds Notes FIXED ASSETS Tangible assets 50,986 37.036 88,022 82.214 CURRENT ASSETS Stocks Debtors Cash al bank and in hand 10 2.832 78,643 80.126 2.832 78.643 97.126 2,832 114.421 97,186 17.000 161,601 17,000 178.601 214.439 CREDITORS Amounts falling due within one year 12 (51,103) 151,1021 {60.866) NET CURRENT ASSETS 110,498 17.001 127.499 153.573 TOTAL ASSETS LESS CURRENT LIABILITIES 161,484 54,037 215.521 235.787 NET ASSETS 161.484 54.037 215.521 235.787 FUNDS Unrestricted funds Restficled funds 13 161,484 54,037 158.316 77,471 TOTAL FUNDS 215.521 235.787 The financial statements were approved by the Board of Trustees and aulhonsed far issue on 3 June 2025 and were signed on ils behalf by". Mrs S Marshall - Trustee The notes form part of these financial slatements Page 18
THE PEOPLE'S ORCHESTRA CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 Notes Cash flows from operating activities Cash generated from operations Interest paid 13,6701 186 {34.039} Nel cash used In operating activities 13.4841 134,0391 Cash flows from investing activities Purchase of tangible fixed assets Sale of tangible fixed assets (31,0041 34.428 156.6261 Nel cash provided byllused in) investing activities 3,424 {56.626) Change in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period {60) 190,6651 97,186 187,851 Cash and cash equivalents at the end of the reporting period 97,126 97.186 The notes form part of these financial statements Page 19
THE PEOPLE'S ORCHESTRA NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31 MARCH 2025 RECONCILIATION OF NET {EXPENDITUREIIINCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES 2025 2024 Net lexpenditurellincome for the reporting period las per the Statement of Financial Activities) Adjustments for.. Depreciation charges Profit on disposal of fixed assets Interest paid Increase in stocks Decreasellincreasel in debtors {Decreasellincrease In creditors (20.2661 998 14.001 123,233) 1186) 11,222 {2.8321 190.6411 47.214 35.778 19.7641 Net cash used in operations 13.6701 {34.039} ANALYSIS OF CHANGES IN NET FUNDS At 14.24 Cash flow At 31 3.25 Net cash Cash at bank and in hand 97.186 1601 97.126 97.186 160) 97.126 Totsl 97,186 1601 97 126 The notes form part of these financial statements Page 20
THE PEOPLE'S ORCHESTRA NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 ACCOUNTING POLICIES Basis of preparing the financial statements The financial statements of the charity, which is a public benefit enlily under FRS 102. have been prepared in accordance with the Charities SORP IFRS 1021 'Accounling and Reporting by Charitie5 Slalemenl of Recommended Practice applicable lo charities preparing their accounts in accofdance with the Financial Reporting Standard applicable In the UK and Republic of Ireland IFRS 1021 (effective 1 January 20191,. Financial Reporting Standard 102 'The Financial Reporting Standard applicable in Ihe UK and Republic of Ireland, and the Charities Acl 2011. The financial slalements have been prepared under the historical cost convention Income All Income is recognised In the Statement of Financial Activilies once the charity has enlillement to the funds, It is probable that the income will be received and the amount can be measured reliably. Expenditure Liabilities are recognised as expenditure as soon as there is a legal or conslruclive obligation committing the charity lo that expenditure. it is probable Ihal a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category Where costs cannot be directly attnbuted to particular headings they have been allocated lo activities on a basis consistent with the ¢Jse of resources Tangible fixed assets Depreciation Is provided at the following annual rates in order lo wnle off each asset over ils eslimaled useful Fixtures and fittings Motor vehicles Computer equipment 100/0 on reducing balance 25./4 on reducing balance 20.10 on reducing balance Stocks Stocks are valued 81 the lower of cost and nel realisable value. after making due allowance for obsolete and slow moving items. Taxation The charily is exempt from tax on ils charitable activities. Fund accounting Unrestricted funds can be used in accordance with the charitable obieclives at the discretion of the trustees. Reslricled funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular reslricled Pufposes Further explanation of the nature and purpose of each fund is included in the notes lo the financial statements. OONATIONS AND LEGACIES 2025 2024 Membership fees Donations Gran15 244,754 7.639 348.802 113.796 10.700 356.369 601.195 480,865 Grants received. Included In Ihe above, are as follows.. 2025 2024 Other grants 348,802 356,369 Page 21 continued
THE PEOPLE'S ORCHESTRA NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025 OTHER TRADING ACTIVITIES 2025 2024 Ticket sales and merchandising 86,881 17.917 RAISING FUNDS Other trading activities 2025 2024 Support costs 1,958 29.231 CHARITABLE ACTIVITIES COSTS Support costs (see note 61 Direct Costs Totals Concerts and perfOrManS Staff costs Marketing and developing audiences 264.707 300.776 5.545 270.252 300.776 81,877 81,877 565,483 87.422 652.905 SUPPORT COSTS Governance costs Management Depreciation Other 2 Totals Other trading activities Other resources expended Concerts and performances Marketing and developing audiences 1,958 23,280 5,737 1,958 33,479 5,545 19.232) (1861 19,617 (1921 81.877 81,877 112,852 {9.2321 1186) 19,425 122.859 TRUSTEES, REMUNERATION AND BENEFITS Trustees, expenses There were no trustees, expenses paid for the year ended 31 March 2025 nor for the year ended 31 March 2024 COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES Unrestricted Restricted fund funds Total funds INCOME AND ENDOWMENTS FROM Donations and legacies 155,866 324.999 480,865 Olher trading activities 17,917 17,917 Total 173.783 324.999 498.782 EXPENDITURE ON Raising funds 192 29.039 29,231 Charitable activities Concerts and performances Staff costs Marketing and developing audiences 40,700 790 1,487 111.396 263.001 32,980 152,096 263.791 34,467 Page 22 continued...
THE PEOPLE'S ORCHESTRA NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025 COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - continued Unrestricted fund Restricted funds Total funds Other 5.293 12,906 18.199 Totsl 48.462 449.322 497.784 NET INCOMEIIEXPENDITURE) Transfers between funds 125.321 194 {124 3231 11941 998 Net movement in funds 125,515 1124.5171 998 RECONCILIATION OF FUNDS Total funds brought forward 32,801 201.988 234.789 TOTAL FUNDS CARRIED FORWARD 158.316 77.471 235,787 TANGIBLE FIXED ASSETS Fixtures and fi'ttings Motor vehicles Computer equipment Totals COST Al 1 April 2024 Additions Disposals 13.556 54,353 52,813 31,004 123,4021 120.722 31.004 126,288) 12.886) At 31 March 2025 10,670 54.353 60.415 125,438 DEPRECIATION Ai 1 April 2024 Charge for year Eliminated on disposal 5,366 588 1581) 4,529 4.152 28.613 9,261 114,512) 38.508 14.001 115.0931 Al 31 March 2025 5.373 8.681 23.362 37.416 NET BOOK VALUE At 31 March 2025 5,297 45.672 37,053 88.022 At 31 March 2024 8,190 49.824 24.200 82,214 10. STOCKS 2025 2024 Stocks 2,832 2,832 Page 23 continued.
THE PEOPLE'S ORCHESTRA NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025 11. DEBTORS.. AMOUNTS FALLING DUE WITHIN ONE YEAR 2025 2024 Trade debtors Other debtors VAT Prepayments 19,398 4.363 55,415 21.186 38.059 54.643 78,643 114.421 12. CREDITORS.. AMOUNTS FALLING DUE WITHIN ONE YEAR 2025 2024 Trade creditors Taxation and social secunly Other creditors 10.742 2.315 38,045 4.816 1.454 54.596 51,102 60,866 MOVEMENT IN FUNOS Net movement in funds Al 31 3.25 A11.424 Unrestrlcted lunds General fund 158,316 3,168 161,484 Restrlcted fund8 Kickslart Designated Henry Smith Small Trusts Garfield Weston Projects Clothworkers Rank 2.877 17,282 9,000 6,000 19,000 9,562 13.750 {1 ,936) (1,440) 15,842 9,000 3,000 {3,0001 {19,0001 11,9121 11,1461 5,000 7,650 12.604 5,000 77.471 (23.4341 54.037 TOTAL FUNDS 235.787 120.266) 215.521 Page 24 ontinued...
THE PEOPLE'S ORCHESTRA NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025 MOVEMENT IN FUNDS - continued Nel movement in funds, induded In the above are as follows.. Incoming resources Resources expended Movement In funds Unrestricted funds General fund 337.273 {334,105) 3,168 Restrictod funds Kickslart Designated Henry Smith Small Trusts Garfield Weston Projects ACE General Clolhworkers ACE NPO Rank 11,937> 11.440} 118.0001 137.3961 119,0001 {1.9121 148,4061 {1,146) (200,000) 125.000) 11.9361 11.4401 18.000 34 396 13.0001 {19.0001 11.9121 48.406 (1,146) 200,000 30,000 5,000 330,803 (354.237) 123,4341 TOTAL FUNDS 668.076 (688.342) {20.266) Comparatives for movement in funds Net movement In funds Transfers between funds At 31 324 At 1.4.23 Unrestricted funds General fund 32,801 125,321 194 158,316 Restricted funds Lottery grant Kickslart Designated Henry Smith Small Trusts Garfield Weston Projects Clolhworkers 48,738 3,790 20.000 18,000 15.220 21.113 75.127 148,7381 17191 (2,7181 19,0001 19.2201 12,113) {65.565} 13.750 11941 2.877 17.282 9,000 6.000 19,000 9.562 13,750 201,988 1124.3231 1194} 77.471 TOTAL FUNDS 234,789 998 235.787 Page 25 continued
THE PEOPLE'S ORCHESTRA NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025 13. MOVEMENT IN FUNDS - continued Comparative nel movement In funds, Included in the above are as follows.. Incoming resources Resources expended Movement in funds Unrestricted funds General fund 173,783 (48.4621 125,321 Restricted funds Loltery grant Kickslart Designated Henry Smith Small Trusts Garfield Weston Projects ACE General Clolhworkers ACE NPO 23.000 {1} 1717381 148,7381 17191 {2,7181 {9.0001 (9.220) 12.713) {65.565) (2.718} {45.000} {12.220) (27.1131 165.5651 123,0001 11,250) (200.000) 36.000 3,000 25,000 23.000 15.000 200.000 13.750 324,999 1449.322) {124.323) TOTAL FUNDS 498.782 1497.784} 998 A current year 12 months and prior year 12 months combined position is as follows. Net movement in funds Transfers beeen funds At 31325 At 1.4.23 Unrestricted funds General fund 32,801 128,489 194 161.484 Restricted funds Lottery grant Kick51art Designated Henry Smith Small Trusts Garfield We51on Projects Clolhworkers Rank 48,738 3,790 20.000 18.000 15.220 21,113 75,127 {48.7381 {2.6551 14,1581 19,0001 (12,2201 (21,1131 167,4771 12.604 5.000 (194) 941 15,842 9,000 3,000 7.650 12.604 5,000 201.988 1147.7571 11941 54.037 TOTAL FUNDS 234.789 (19.268) 275.521 Page 26 continued.
THE PEOPLE'S ORCHESTRA NOTES TO THE FINANCIAL STATEMENTS - continued FOR THE YEAR ENDED 31 MARCH 2025 13. MOVEMENT IN FUNDS - continued A current year 12 months and prior year 12 months combined nel movement in funds. included in the above are as follows". Incoming resources Resources expended Movement in funds Unrestricted funds General fund 511,056 (382,5671 128.489 Restricted funds Lottery grant Kickstart Designated Henry Smith Small Trusts Garfield Weston Projects ACE General Clothworkers ACE NPO Rank 23,000 171,7381 12,655) 14.158) 163.000) 149.6161 146.1131 167.4771 171,4061 12,3961 {400,0001 {25,0001 148.7381 12.6551 14 158) Ig.000) 112,2201 121 1131 167,477} 54.000 37,396 25,000 71,406 15.000 400,000 30.000 12,604 5.000 655.802 1803,559) {147.757) TOTAL FUNDS 1.166,858 11,186.126} (19,268) 14. RELATED PARTY DISCLOSURES There wefe no related party transaclions for the year ended 31 March 2025. Page 27
THE PEOPLE'S ORCHESTRA DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 INCOME AND ENOOWMENTS Donations and legacies embership fees Donations Grants 244.754 7.639 348,802 113,796 10.700 356.369 601.195 480.865 Other trading activities Ticket sales and merchandising 66.881 17,917 Total incoming sOUrceS 668,076 498.782 EXPENDITURE Charitable activities Concert and event costs Staff - choir Staff - artistic Staff - social impact 445.230 106.625 13,628 62,762 98,467 209 487 45,171 565.483 415.887 Support costs Management Rent Insurance Postage and stationery IT and Telephone Motor expenses Marketing Travel expenses 4,763 1.958 14.584 22.523 2.083 61,204 5,737 7.664 857 4,456 6,232 1.361 34,467 112,852 55.037 Depreciation Fixtures and fittings Motor vehicles Computer equipment Loss on sale of tangible fixed assets 588 4.152 9.261 {23,2331 881 4,529 5.812 {9.232) 11,222 Other 2 Other interest 11861 Governance costs Accountancy Book-keeping costs 858 18.567 1.512 14.126 19,425 15,638 Total resources expended 688,342 497,784 Net lexpenditure)lin¢ome 120,2661 998 This page does not form part of the statutory financial statements Page 28