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, li￿n$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.
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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"
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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.
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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
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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.
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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 ne￿orkS 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
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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
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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 ne￿orkS.
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 ne￿OrkS 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
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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
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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
s￿nce 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 perfOrMan￿S
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
be￿een
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