Into Opera
Report and Financial Statements For the Year ended 30 September 2025
Charitable Incorporated Organisation Registered no: 1183225
Into Opera
Year ended 30 September 2025
| Contents | Page |
|---|---|
| Legal and administrative information | 1 |
| Report of the Trustees | 2 - 9 |
| Report of the Independent Examiner | 10 |
| Statement of Financial Activities | 11 |
| Balance Sheet | 12 |
| Notes forming part of the financial statements | 13 - 18 |
Into Opera
Year ended 30 September 2025
Legal and administrative information
Charitable Incorporated Organisation (CIO) name: Into Opera
Registered Charity number: 1183225
Trustees :
Jaime Morgan Hitchcock Frances Ludden John Nicholas Simpson David Walker (Chair) Professor David Waugh
Principal office : 23 Carnoustie Norwich, NR4 6AY Independent examiners : I A Barlow FCCA Sexty & Co Chartered Certified Accountants 124 Thorpe Road Norwich, NR1 1RS Bankers : National Westminster Coventry City Branch 24 Broadgate Coventry, CV1 1NE Solicitors : Hansells Cambridge House, 26 Tombland Norwich, NR3 1RE
Clintons 55 Drury Lane London, WC2B 5RZ
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Into Opera
Year ended 30 September 2025
Report of the Trustees
The Trustees have pleasure in presenting their Report and the financial statements of the Charity for the year ended 30 September 2025.
Objectives and activities
The Constitution of Into Opera, dated 18 September 2018, adopted by the Charitable Incorporated Organisation (CIO) on its registration by the Charity Commission as a Charity on 2 May 2019, states that its Objects are:
‘To advance education in, and to promote and increase the enjoyment and appreciation of, opera and the arts (including music, drama, dance, design, film, the written word) for public benefit. Through so doing, the CIO aims to improve the accessibility of opera as an art form, nationally and internationally, seeking to get more people into opera as audience members and/or participants. This will be achieved by:
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developing opera experiences (including productions, projects, residencies, concerts, festivals, collaborations, resources, online media), which look to increase the accessibility of opera and the arts.
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bringing opera and the arts to communities and individuals that do not regularly access it.
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devising education projects and staging productions specifically for young people, family audiences and segments of the population that have had little previous access to the arts.
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creating new associations and, therefore, attitudes towards the art form to show that opera can be consumed in many different ways, by many different people.
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developing employment and training opportunities for individuals within opera and the arts
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increasing opportunities, advancing knowledge and sustaining interest in opera and the arts for individuals that have already identified themselves as active audience members and/or participants.’
Achievements and Performance: Strategic Reflections & Impact Overview
In 2024 - 25, Into Opera deepened its role as a champion for creativity, cultural access and artistic innovation. This year’s achievements reflect a charity that is not only delivering transformative work in schools and communities, but also shaping national conversations about the future of opera and arts education. Across artistic development, educational consultancy, sector partnerships and public advocacy, Into Opera continued to demonstrate how opera can inspire confidence, imagination and belonging.
Public Advocacy: The Fight to Protect Music and the Arts in Norfolk’s Schools
In May 2025, Into Opera co-hosted a landmark event with Anguish’s Educational Foundation at The Forum, Norwich. Local MPs, funders, educators and cultural leaders gathered to confront the escalating crisis in arts education funding. The event showcased
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Into Opera
Year ended 30 September 2025
Report of the Trustees
the transformative impact of Anguish’s £200,000 grant across three schools and amplified the voices of children like Henry, whose speech moved the room and underscored the urgency of protecting creative learning. This event positioned Into Opera as a leading advocate for arts education in Norfolk.
An 11-year-old boy from the Bawburgh School delivered a speech that became the emotional centrepiece of the event - a living testament to why arts education matters:
“I am here today to talk about something that really matters to me and lots of other children - the importance of arts and music in schools. Can you imagine a world with no music, no painting, no drama, and no dance? I can't. It would be dull, boring, and a little bit sad. But sometimes when budgets get tight, art and music are the first things to be cut from school timetables. That doesn’t make sense because the arts aren’t just for fun - they help us learn, grow, and express who we are.
Music teaches us rhythm, teamwork, and discipline. You have to practise, listen, and work with others, like in any job. Art helps us see the world differently and sparks our imagination. Drama builds confidence, communication skills, and empathy… understanding how other people feel.”
“I go to the Bawburgh School, and we were lucky enough to get Into Opera funding. Because of that, we have been able to do amazing things, like going to see several live West End theatre productions, something many of us had never done before. We had a resident music teacher from Into Opera who worked with us every week. We learned how to sing properly, how to listen to music, and he even provided piano lessons. It made a huge difference. It was exciting and fun.
“Not every child loves maths or science, and that’s okay. Some children find their spark in drawing, singing, or performing. When we take arts and music away, we take away the chance for some children to shine. We send a message that creativity isn’t important, when it’s what makes us human.”
When I do art or music, I feel proud, I feel calm, I feel like I belong. So today, I’m asking you to protect and support the arts in schools. Don’t let music rooms go quiet. Don’t let paint brushes dry out. Give all children a chance to be creative, feel confident, and discover what they are capable of. Because the arts don’t just make better students - they make better people.”
Henry’s words moved the room and became a defining moment of the event. His testimony demonstrated, more powerfully than any statistic, the profound impact of Into Opera’s work on children’s confidence, wellbeing and sense of identity.
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Into Opera
Year ended 30 September 2025
Report of the Trustees
Our Growing Commitment to Schools: The Into Opera Primary Arts Network
June 2025 marked the launch of the Into Opera Primary Arts Network - a new initiative bringing schools together to share practice, build confidence and champion the arts.
Initiated and funded by St Francis of Assisi Catholic Primary School, Sprowston Junior School and Barford Primary, Into Opera was invited to lead and coordinate the network. It represents a significant step towards long-term cultural resilience in Norfolk’s schools, and we are actively seeking ongoing funding to sustain and grow this vital initiative.
National Partnerships and Sector Leadership
Our Artistic Director’s role as Visiting Opera Director at Chetham’s School of Music culminated in the development of a new production of Ravel’s L’enfant et les sortilèges , bringing together current students, alumni and conductor Lee Reynolds. This collaboration strengthened pathways for young artists and embedded Into Opera’s educational ethos within a leading conservatoire.
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Report of the Trustees
At the National Opera Studio, Genevieve began her role as Education and Engagement Consultant in November 2024, championing the importance of equipping opera singers with the skills to work confidently in schools and community settings. She was subsequently invited to design a new training course, Delivering Opera in Education and Community Settings, which completed its inaugural year and has been recommissioned for 2026 in recognition of its sector-wide impact. Her research into pathways into singing is now informing NOS’s national training strategy.
Artistic Development: The Nightingale
A major artistic development this year has been the early work on The Nightingale , an Into Opera-led idea exploring new ways to build audiences for opera through partnership working. The project builds on our previous exploration of Hans Christian Andersen’s story and its historic connection to Jenny Lind, whose celebrated concerts in Norwich in 1847 and again in 1849 at St Andrew’s Hall raised the funds that established the Jenny Lind Infirmary for Sick Children - one of the earliest children’s hospitals in England. This local heritage continues to shape our thinking about how opera can speak meaningfully to children, families and communities today.
After developing the initial concept, Into Opera approached Norwich Puppet Theatre to explore it with us, and together we are now in the fundraising and idea-development phase, working towards a 2027 performance. The collaboration aims to unite opera and puppetry in a way that feels imaginative, accessible and rooted in Norwich’s cultural
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Year ended 30 September 2025
Report of the Trustees
history. It marks a bold expansion of Into Opera’s artistic reach and reinforces our commitment to interdisciplinary storytelling and new audience pathways.
Educational Impact: Cultural Consultancy & School Partnerships
Our cultural consultancy work has continued to empower schools to build sustainable, ambitious arts offers. We have collaborated with schools to develop their curriculum around music, drama, art, dance and nurturing creativity across the whole curriculum. We have organised theatre trips for pupils which for many young people has been their first experience of live performance. We have also sustained our Musician-in-Residence programme - a cornerstone of musical development in our partner schools. As part of this children learn to sing and develop healthy voices, compose, listen deeply and perform with confidence, while teachers reported increased creativity and renewed enthusiasm for arts-rich learning.
Financial review
Both the income and expenditure of the Charity in 2024/254 were lower than in the previous year because there were no major performances staged. Income exceeded expenditure by £31,084 (2024: -£12) as funds were received for continuing projects or those commencing in the following year. 44% (2024: 54%) of income came from donations and grants, whereas 54% (2024: 44%) , came from charitable activity – a reversal from the prior year. A small balancing amount of Theatre Tax Relief (Note 4) was received, the major part having been received in 2022/23.
The Charity has no investments from which it derives benefit and has no pension fund liabilities.
As at 30 September 2025, the total reserves of the Charity are shown in the table below:
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Total funds | 127,467 | 96,383 |
Of these, £32,547 (26%) (2024: £4,865, 5%) were ‘Unrestricted’. However, the amounts are not comparable as Trustees decided at the end of the year to create a ‘Designated’ fund (£26,590), as part of the total Unrestricted pool, to meet salary and employer’s pension contributions, (see Note 10) . Within each project for which we have been given Restricted funding, there is a contribution costed for the related CEO’s salary and pension costs. These amounts have been transferred from the respective Restricted funds to the Designated (Unrestricted) fund.
Currently, the Board’s Reserve Policy is to maintain reserves sufficient to meet the ongoing costs of employing the Artistic Director / Chief Executive on the terms set out in her Contract of Employment. At the time of signing these Accounts, sufficient Unrestricted and Restricted Funds are available to meet this commitment, (see Notes 10 and 11) .
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Report of the Trustees
Looking Ahead: 2025-2026
During 2025/26 we intend to pursue the following objectives:
Grow the Primary Arts Network & Champion Arts in Schools
Expand the Network to 20 schools by June 2026, strengthen its identity as a countywide creative education movement, provide meaningful support to this network and lead advocacy for the arts in schools. This will also involve building and training a core group of artists to work with us in education settings.
Strengthen Local Partnerships and Corporate Engagement
Build deeper relationships with Norfolk-based organisations, develop a corporate engagement strategy, and grow local investment in creative education and community arts.
Strengthen Inclusive and Engaging Digital Communications
Improve the inclusivity, clarity and appeal of our communications so that first encounters with Into Opera, especially through our website and digital channels, to highlight that the experiences we provide care welcoming, accessible, imaginative and compelling. This includes refining brand messaging, enhancing user experience, showcasing impact through stories and visuals, and ensuring our digital presence reflects our values, our work with schools and young people, and the breadth of opportunities we offer.
Strengthen Organisational Resilience and Business Development
Engage with specialist business development support to refine our business plan, strengthen organisational resilience and grow earned income. This includes developing new revenue-generating strands, improving financial planning, and building the internal capacity needed for sustainable long-term growth. As part of this work, we will explore options for establishing a physical base for Into Opera in Norwich to support delivery, visibility and organisational stability.
Setting Up the Next Phase of Artistic Growth
We will focus on fundraising and planning activity in 2025–2026 to prepare for a more event-rich programme in 2027 and 2028. This includes early development work on The Nightingale (an Into Opera collaboration with Norwich Puppet Theatre) and moving forward with Gobbolino the Witch’s Cat (an Into Opera commission from composer Patrick Hawes) , strengthening relationships with funders and partners, and building the organisational capacity needed to support increased concerts, new commissions and in-house productions.
Going concern
Taking account of income and expenditure so far in 2025/26, Trustees are of the opinion that Into Opera remains ‘a going concern’.
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Year ended 30 September 2025
Report of the Trustees
Structure, governance and management
The Charity is a Charitable Incorporated Organisation registered with the Charity Commission on 2 May 2019, with the registration number 1183225. The CIO has no subsidiary organisations.
The CIO must maintain at least three Trustees in post at all times, all of whom must be at least 16 years of age and at least one of whom must be over the age of 18 years. New Trustees are appointed by the Board taking account of the needs of the organisation and the ‘skills, knowledge and experience’ of eligible individuals. They are appointed for a period of three years and are eligible for further periods of service.
At the time of signing this Report, there are five Trustees. New Trustees are inducted by a nominated member of the Board and the Chief Executive. The Chair is elected by the Board. At the time of signing this Report, the Chair is David Walker.
Decisions on the CIO’s principal policies, strategic direction, the approval of significant projects, annual plans and budgets, regular financial monitoring and formal agreements and contracts are considered and approved by the Board. Trustees seek and consider appropriate professional advice as they consider appropriate. The Artistic Director / Chief Executive is authorised to take all day-to-day decisions within approved policies and plans. She reports to the Chair of the Board.
The Board has approved the Contract of Employment of the Artistic Director / Chief Executive, Genevieve Raghu, who is the only employee.
The Charity collaborates with a number of other institutions, including schools, universities and other charities, to further its charitable objects but has no formal relationship with any other organisation.
The policy of the Trustees is to use an accountant in practice to act as Independent Examiner of the Accounts and Report.
Reference and administrative details
The reference and administrative details of the Charity, including the list of Trustees, are shown on page 1. The CIO holds no funds as a Custodian Trustee.
Trustees’ responsibilities
The Trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
The law applicable to charities in England & Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the Trustees are required to:
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select suitable accounting policies and then apply them consistently;
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observe the methods and principles in the Charities SORP (FRS 102) Second Edition - October 2019;
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make judgements and estimates that are reasonable and prudent;
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state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
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prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011 and the Charities (Accounts and Reports) Regulations 2008. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Thanks
Trustees would like to express their thanks to all those who contributed to the work of the charity in whatever way during the course of the year.
The Chair would like to express his personal thanks and appreciation to his fellow Trustees for their many and diverse contributions and wise counsel during the period.
Finally – but by no means least – Trustees thank Genevieve Raghu, our Artistic Director and Chief Executive. She remains an inspiration to us and to those with whom the Charity works and has contact. Her vision, creativity, determination, perseverance and sheer hard work are an example to all. Thank you!
This report and the financial statements were approved by the Trustees on 26 July 2026 and were signed on their behalf by
David J Walker, Chair
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Independent Examiner's Report to the Trustees
I report to the Charity’s Trustees on my examination of the accounts of the Charity for the year to 30 September 2025, which are set out on pages 14-21.
Responsibilities and basis of report
As the Charity’s Trustees, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).
I report in respect of my examination of the Charity’s accounts carried out under section 145 of the Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
Independent Examiner's statement
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
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accounting records were not kept in respect of the charity as required by section 130 of the Act; or
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the accounts do not accord with those records; or
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the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair view’ which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
I A Barlow FCCA Sexty & Co Chartered Certified Accountants and Registered Auditors 124 Thorpe Road Norwich NR1 1RS
Date:
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Into Opera
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Statement of Financial Activities
| Notes Income and endowments from: Donations, legacies and similar 2 Charitable activity 3 Other income 4 Total income and endowments Expenditure on: Charitable activities Governance costs 5 6 Net movement in funds Reconciliation of funds: Fund balances brought forward Transfer between funds Fund balances carried forward 10-12 |
Unrestricted Funds Restricted Funds Total 2025 Total 2024 £ £ 4,263 30,950 35,213 46,253 2,316 40,810 43,126 37,768 1,435 - 1,435 1,373 |
|---|---|
| 8,014 71,760 79,774 85,394 |
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| 37,240 1,680 9,770 - 47,010 1,680 83,456 1,950 |
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| 38,920 9,770 48,690 85,406 |
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| (30,906) 61,990 31,084 (12) 4,865 58,588 91,518 (58,588) 96,383 - 96,395 - |
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| 32,547 94,920 127,467 96,383 |
The Notes set out on pages 13 - 18 form an integral part of these financial statements.
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Balance Sheet
| Notes Fixed assets Tangible fixed assets Current assets Cash at bank and in hand Debtors due within one year 8 Stocks Creditors due within one year 9 Net current assets Net assets Represented by: Restricted funds Unrestricted funds Total funds 10-12 |
2025 £ £ - 125,080 625 3,500 129,205 1,738 127,467 127,467 94,920 32,547 127,467 |
2025 £ £ - 125,080 625 3,500 129,205 1,738 127,467 127,467 94,920 32,547 127,467 |
2024 £ £ - 9,652 84,816 3,500 97,968 1,585 96,383 96,383 91,518 4,865 96,383 |
2024 £ £ - 9,652 84,816 3,500 97,968 1,585 96,383 96,383 91,518 4,865 96,383 |
|---|---|---|---|---|
| 129,205 1,738 |
97,968 1,585 |
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| 127,467 | 96,383 | |||
| 94,920 32,547 |
91,518 4,865 |
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| 127,467 | 96,383 |
The financial statements on pages 11 - 18 were approved by the Trustees on 26 July 2026 and signed on their behalf by:
David J Walker – Chair of Board of Trustees
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Notes forming part of the financial statements
1 Accounting policies
(a) Basis of preparation
The Charity constitutes a public benefit entity as defined by FRS 102. These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant Notes to these accounts. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011 and UK Generally Accepted Accounting Practice.
(b) Fund accounting
General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.
Designated funds comprise unrestricted funds that have been set aside by the Trustees for particular purposes.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund.
(c) Incoming resources
- All incoming resources are included in the statement of financial activities on an accruals basis. They are classified on an activity basis.
(d) Resources expended
All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributed to particular headings, they have been allocated to activities on a basis consistent with use of the resources.
(e) Going concern
The financial statements have been prepared on a going concern basis as the Trustees believe that no material uncertainties exist. The Trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the Charity to be able to continue as a going concern.
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Notes forming part of the financial statements
| 2 | Donations, legacies and similar income | Donations, legacies and similar income | |||||||
|---|---|---|---|---|---|---|---|---|---|
| 2025 | 2024 | ||||||||
| £ | £ | ||||||||
| Trusts and foundations | 31,290 | 43,750 | |||||||
| Individual donors (Gift Aid) | 3,686 | 2,467 | |||||||
| Individual donors (non-Gift | Aid) | 237 | 36 | ||||||
| Corporate donors | - | - | |||||||
| Total | 35,213 | 46,253 | |||||||
| 3 | Income from charitable activity | ||||||||
| 2025 | 2024 | ||||||||
| £ | £ | ||||||||
| Schools’ contributions | 41,576 | 24,973 | |||||||
| Ticket sales | - | 8,215 | |||||||
| Education consultancy | 1,550 | 4,259 | |||||||
| Programme sales | - | 321 | |||||||
| Total | 43,126 | 37,768 | |||||||
| 4 | Other income | ||||||||
| 2025 | 2024 | ||||||||
| £ | £ | ||||||||
| Gift Aid | 983 | 1,373 | |||||||
| Theatre Tax Relief | 452 | - | |||||||
| Other | - | - | |||||||
| Total | 1,435 | 1,373 | |||||||
| 5 | Expenditure on charitable | activities | |||||||
| Unrestricted | Restricted | Total | Total | ||||||
| Funds | Funds | 2025 | 2024 | ||||||
| £ | £ | £ | £ | ||||||
| Accommodation | - | - | - | - | |||||
| Trustees’ expenses | - | - | - | - | |||||
| Artistic Director / CEO | 31,749 | 363 | 32,112 | 30,217 | |||||
| Bar costs | - | - | - | - | |||||
| Staff costs | - | - | - | 12,395 | |||||
| Production costs | 3,660 | - | 3,660 | 22,995 | |||||
| Educational settings costs | 700 | 6,341 | 7,041 | 15,027 | |||||
| Sundry | 30 | - | 30 | 909 | |||||
| Related support costs | 1,101 | - | 1,101 | 684 | |||||
| Professional subscriptions | - | - | - | - | |||||
| Advertising | - | 3,066 | 3,066 | 1,229 | |||||
| Total | 37,240 | 9,770 | 47,010 | 83,456 |
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Notes forming part of the financial statements
| 6 Governance Independent Examination of Accounts Total |
2025 £ 1,680 1,680 |
2024 £ 1,950 1,950 |
|---|---|---|
7 Trustees’ expenses
No Trustee payments were made. No Trustee received any remuneration from the Charity during the current financial period.
| 8 Debtors and prepayments Theatre Tax Relief Other prepayments and accrued income Total 9 Creditors and accruals Trade creditors - falling due within one year Total |
2025 £ - - - 2025 £ 2,017 2,017 |
2024 £ 84,800 16 84,816 2024 £ 1,585 1,585 |
|---|---|---|
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Notes forming part of the financial statements
10 Funds reconciliation
| At | Incoming | Outgoing | At | |||
|---|---|---|---|---|---|---|
| 01/10/24 | Resources | Resources | Transfers | 30/09/25 | ||
| £ | £ | £ | £ | £ | ||
| Unrestricted funds | 4,865 | 8,014 | (38,920) | 31,998 | 5,957 | |
| Designated | - | - | - | 26,590 | 26,590 | |
| Restricted funds | ||||||
| - Breaking the Cycle | 39,443 | - | (21) | (30,943) | 8,479 | |
| - Barford School | 6,317 | 30,350 | (256) | - | 36,411 | |
| - Backstage Trust | 4,375 | - | (3,038) | - | 1,337 | |
| - Bawburgh School 2 | 20,328 | 1,460 | (5,181) | - | 16,607 | |
| - Freemen’s Grant | 21,055 | - | - | (21,055) | - | |
| - The Nightingale | - | 2,000 | - | - | 2,000 | |
| - Sprowston School | - | 9,000 | (136) | - | 8,864 | |
| - Primary Arts Network | - | 19,300 | (1,138) | (6,590) | 11,572 | |
| - Finance Support | - | 2,000 | - | - | 2,000 | |
| - Freemen’s Grant | ||||||
| Community Chorus | - | 7,650 | - | - | 7,650 | |
| Total | 96,383 | 79,774 | (48,690) | - | 127,467 |
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Notes forming part of the financial statements
11 Restricted funds’ purpose
The purpose of the Restricted funds is as follows:
FUND
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Breaking the Cycle
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Barford School
PURPOSE
To work with schools in the greater Norwich area and in collaboration with the University of Durham to provide life-changing experiences derived from greater exposure to the arts and creative thinking and practice.
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To promote music and the appreciation of music within the School’s curriculum
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Backstage Trust Towards the costs of an external Fundraising & Development Consultant
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Bawburgh School 2 To continue to promote music and the appreciation of music within the School’s curriculum
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Freemen’s Charity
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To fund the costs of employing the Charity’s Artistic Director and ancillary staff
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The Nightingale
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Towards the funding of a collaborative creation and production with Norwich Puppet Theatre of Hans Christian Andersen’s story
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Sprowston School To continue to promote music and the appreciation of music within the School’s curriculum
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Primary Network To fund a collaborative network with local primary schools aimed at strengthening the arts content of their curricula
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Finance Support To facilitate the strengthening of the financial management processes of Into Opera
Freemen’s Grant: To fund the development of a local community choir Community Chorus associated with Into Opera
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Notes forming part of the financial statements
12 Analysis of net assets between funds
| Current assets Current liabilities Total |
Unrestricted funds £ Restricted funds £ At 30/09/2025 £ 34,285 94,920 129,205 (1,738) - (1,738) |
|---|---|
| 32,547 94,920 127,467 |
13 Independent Examiner’s remuneration
The Independent Examiner’s remuneration amounts to an independent examination fee of £1,400 plus VAT.
14 Related party transactions and donated facilities
Such costs have not been included in the financial statements as their value cannot be quantified. During the year, David Walker made donations to Unrestricted Funds of £3,405.
15 Ultimate controlling party
The CIO is controlled by the Board of Trustees.
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