**For the period ended 31 July 2025** 

Registered charity number 1210483 




## **Contents** 

||Page|
|---|---|
|Trustees’ annual report|2|
|Independent examiner’s report|7|
|Statement of fnancial activities (including income and expenditure)|8|
|Balance sheet|9|
|Notes to the fnancial statements|10|






## **Trustees’ annual report** 

The Trustees present their first report for ChoirBLAST (‘the Charity’) for the period from 15[th] October 2024 to 31[st] July 2025. 

## **Objectives and activities** 

ChoirBLAST’s governing document sets out our key charitable objectives (our aims) which are as follows: 

- To advance, improve, develop, and maintain public education in, and appreciation of, the art and science of music in all its aspects 

- 

- 

- Including through the presentation of public events 

We want to share the joy of music, create connection through inclusivity and champion performing and learning. 

To achieve our objectives, the Charity has two strategic areas of activity: 

- Community choirs – building and growing the ChoirBLAST Community choirs, keeping them free and accessible, and getting everyone singing within a group 

- ChoirBLAST Festival and other events – delivering the annual ChoirBLAST Festival and other events, that are inclusive and diverse, so that choirs of all abilities can perform and share the joy of singing 

During the period to 31 July 2025, the Charity’s work was supported entirely by volunteers coordinated by the CEO. 

ChoirBLAST Festival (‘the Festival’) with up to 50 working together at any one time.  The Festival was held in Godalming but attended by choirs from all over the UK and included one from Australia who came to Godalming to perform at the end of a planned tour. 

There was also a team of 12 volunteers who worked prior to the Festival, meeting weekly with the CEO over several months and organised into di�erent work streams, to ensure that the event was a success, both in terms of ChoirBLAST’s objectives and the Festival’s beneficial impact on the public, local community and all its participants. 

A team of volunteers secured 11 performance stages at outdoor and indoor venues in and around Godalming town centre.  The logistics team worked with the local council and community to make sure that the expected influx of people into the town centre was handled safely and appropriately.  A team of volunteers with expertise in environmental matters ensured that the Festival’s environmental impact was assessed and minimised as far as possible.  The Festival included one stage powered entirely with solar energy. 

2 




## **Trustees’ annual report (continued)** 

To maximise fund raising there were teams responsible for bringing in food and drink vendors, local crafters, sponsors, setting up a ra�le, and organising merchandising. 

Other volunteers were responsible for advertising the event via social media, radio interviews, and traditional printed media.  The volunteers used their personal and professional networks to widen coverage.  Several volunteers loaned their professional artistic and creative skills to design marketing materials.  Decorations were created by volunteers. 

event as well as at the event itself. 

to make financial contributions  – individuals, businesses and members of performing choirs. 

At the Festival itself, the team of over 100 volunteers set up the stages and all facilities, welcomed and supported the choirs, vendors and members of the public, coordinated the stages, ensured the performance schedules ran to time, collected donations, sold merchandise, made sure that all facilities were kept operational, entertained younger visitors, made sure that the environment was safe and secure.  In short, helped stage an inclusive and joyful event.  Many of those volunteers also sang in the choirs. 

The Trustees have worked to ensure that ChoirBLAST has been set up with governance and risk management processes, internal financial controls and operational structures commensurate with the Charity’s size, nature and complexity in accordance with its legal and regulatory obligations. 

As is common with small charities, each of the Trustees has also contributed as a volunteer in the charitable activities as well as providing advice and operational support in their areas of expertise. 

review the Charity’s aims, strategy and activities on an annual basis to ensure that we remain focused on our charitable objectives.  We have due regard to the Charity Commission's published guidance on public benefit, and we are confident that our work in providing Community Choirs and performance opportunities provides public benefit to all our communities in the UK. 

3 




## **Trustees’ annual report (continued)** 

## **Achievements and Performance** 

- Secure registration as a CIO and set up the governance structure 

- Set out the framework for a permanent infrastructure of volunteers to support the general running of the charity 

- Set up and run the annual ChoirBLAST Festival, as described above 

- Commence the Charity’s general fundraising activities 

- Establish the framework for running the Community Choirs 

Several funding and grant applications were made during the period which secured funding for the Festival.  Applications were worked on during the period, and concluded after the period, which secured funding for Community Choirs from the 2026 Autumn school term. 

Net proceeds from the Festival were donated to two local charities supporting community music and wellbeing. 

During the period, ChoirBLAST established Community Choirs in two schools run by volunteer choir leaders with additional volunteer support.  Combined, the two choirs involve 50 to 90 children aged between 3 and 11 years in weekly singing sessions. 

We laid the foundation for our mission and objectives.  By running the Festival and the Community Choirs, we gave group singing opportunities to a diverse range of participants furthering our mission to promote happy minds and healthy communities. 

## **Financial review** 

The ChoirBLAST Festival was run in June 2023 and 2024 by Phoebe Gaydon, one of the Trustees, who is also Managing Partner of a music school ATOMusicality LLP (‘ATOM’), for the benefit of local charities supporting music and wellbeing. 

At the start of the period, ATOM donated surplus funds from the Festivals, after charitable donations, of £2,112 to ChoirBLAST.   At the end of the period, ChoirBLAST held £14,752 in reserves.  The Festival made a small surplus and was self-financing leaving the remaining funds raised to be retained to support the Community Choirs programme.  ChoirBLAST’s policy is to hold an amount of at least 3 to 6 month’s operating expenses in reserves so that the Charity can continue to support the Community Choirs. 

## **Going concern** 

As stated in Note 1.2 the Trustees have concluded that there are no material uncertainties related to events or conditions that cast significant doubt on the Charity's ability to continue as a going concern. 

4 




## **Trustees’ annual report (continued)** 

## **Principal risks** 

As with any business, the Charity is exposed to risk.  The charity sector is experiencing sustained financial pressure due to macro-economic and geopolitical factors leading to rising costs and increased demand.  This creates vulnerability around reserves, sustainability, and the ability to plan confidently.  The Trustees consider the following to be the specific principal risks facing the Charity, and have set out the steps they take to mitigate those risks. 

|**Risk**|**Mitigation**|
|---|---|
|Failure to execute the<br>strategy due to too many<br>competing priorities<br>(execution risk)| Oversight by Trustees with extensive experience in<br>business, governance and fnance<br> Regular Trustee meetings monitoring fnancial and<br>operational plans and performance|
|Cancellation of<br>ChoirBLAST Festival| Event insurance<br> Non-refundable vendor deposits<br> Sponsorship fee income only partly refundable<br> Some costs covered by grants which will be honoured<br>even if the event does not go ahead<br> Event infrastructure supported byunpaid volunteers|
|Failure to secure charity<br>grants| Community Choir(s) set up only once funding secured<br> Communitychoirs are subject to annual contracts|
|Local donor fatigue| Use of online donation platforms gives access to<br>national donors(e.g. Just Givingand similarplatforms)|
|Succession and key<br>person risk| Development of a succession plan<br> The key person risk relates to the CEO – the Trustees<br>have set up the charity alongside the CEO and can<br>provide continuity|



## **Structure, Governance and Management** 

ChoirBLAST is governed by a Constitution which is based on the Charity Commission’s Foundation model for a Charitable Incorporated Organisation. 

The Charity is led by an experienced Board of Trustees.   The Trustees meet regularly to discuss strategy and operations, and review the management accounts, forecasts and cash flow plans.   A formal governance structure has been established which is subject to ongoing review and development, with a framework of policies and procedures, including an internal financial controls policy.  An Executive Committee is included in the governance framework. Recruitment for the key posts will be undertaken in the period ended 31 July 2026. 

out in the Constitution.  Additional Trustees are planned to be recruited during subsequent periods following requirements set out in the Constitution. 

5 




## **Trustees’ annual report (continued)** 

## **Reference and administrative details** 

ChoirBLAST Charitable incorporated organisation Registered charity number 1210483 

## **Registered o�ice and principal address** 

23 Admiral Way Godalming Surrey GU7 1QN 

## **Independent examiners** 

JML Business Services Limited 10-11 Innovation Place, Douglas Drive Catteshall Lane Godalming Surrey GU7 1JX 

## **Bankers** 

The Co-operative Bank p.l.c. PO Box 101, 1 Balloon Street Manchester M60 4EP 

## **Trustees** 

Phoebe Gaydon (appointed 15[th] October 2024) Philip Beck (appointed 15[th] October 2024) Secretary Joanne Fox FCA (appointed 15[th] October 2024) Treasurer Caroline Swaisland-Dyke (appointed 15[th] October 2024) Annabelle Lawrence (appointed 15[th] October 2024, resigned 13[th] February 2026) 

Chair and Chief Executive O�icer Secretary Treasurer 

## **Declarations** 

The Trustees declare that they have approved the Trustees’ report above. Signed on behalf of the Trustees: 


Phoebe Sarah Gaydon Chair 21[st] May 2026 


Philip Beck Secretary 

6 




## **Independent examiner’s report** 

## **Independent examiner's report to the Trustees of ChoirBLAST** 

I report on the accounts of the Charity for the period from 15th October 2024 to 31st July 2025 to the trustees of ChoirBLAST. 

## **Respective responsibilities of Trustees and examiner** 

The Trustees are responsible for the preparation of the accounts. The Trustees consider that an audit is not required for this period under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed. 

responsibility is to examine the accounts under section 145 of the 2011 Act, to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act and to state whether particular matters have come to my attention. 

## **Independent examiner's statement** 

attention in connection with the examination giving me cause to believe that, in any material respect: 

(1) accounting records were not kept in respect of the Charity as required by section 130 of the Act; 

(2) the accounts do not accord with those records; or 

(3) 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. 

Signed: 21/05/2026 


Naveed Mughal (MAAT) JML Business Services Limited 10-11 Innovation Place, Douglas Drive Catteshall Lane Godalming Surrey GU7 1JX 

7 




## **(including income and expenditure) For the period from 15[th] October 2024 to 31st July 2025** 

||||**Restricted**||
|---|---|---|---|---|
|||**Unrestricted**|**income**|**Total**|
|||**funds**|**funds**|**funds**|
||**Note**|**£**|**£**|**£**|
|**Income**|||||
|**Income from:**|||||
|Donations|3|19,768|-|19,768|
|Charitable activities|4,5|25,718|4,171|29,889|
|||---------|--------|---------|
|**Total income**||45,486|4,171|49,657|
|**Expenditure**|||||
|**Expenditure on:**|||||
|Raising funds|6|244|-|244|
|Charitable activities|7,8|24,824|4,171|28,995|
|Governance|9|566|-|566|
|Grants payable|10|5,100|-|5,100|
|||---------|--------|---------|
|**Total expenditure**||30,734|4,171|34,905|
|||---------|--------|---------|
|**Net income being net movement in funds**||14,752|-|14,752|
|||=======|======|=======|
|**Reconciliation of movement in funds**|||||
|Funds carried forward||14,752|-|14,752|
|||========|=======|========|



8 




## **Balance sheet As at 31st July 2025** 

||||**Restricted**||
|---|---|---|---|---|
|||**Unrestricted**|**income**|**Total**|
|||**funds**|**funds**|**funds**|
||**Note**|**£**|**£**|**£**|
|**Current assets**|||||
|Stocks|11|634|-|634|
|Debtors and prepayments|12|3,118|-|3,118|
|Cash at bank and in hand||16,640|-|16,640|
|||---------|---------|---------|
|**Total current assets**||20,392|-|20,392|
|**Creditors: amounts falling due**|||||
|**within one year**|13|(5,640)|<br>-|(5,640)|
|||--------|--------|--------|
|**Net current assets**||14,752|-|14,752|
|||--------|--------|--------|
|**Total net assets**||14,752|-|14,752|
|||=======|=======|=======|
|**Funds of the charity**|||||
|Restricted income funds||-|-|-|
|Unrestricted funds||14,752|-|14,752|
|||--------|--------|--------|
|**Total funds**||14,752|-|14,752|
|||=======|=======|=======|



> [st] May 2026. 

Signed on behalf of the Trustees: 



Phoebe Sarah Gaydon **Chair** 

Joanne Patricia Fox FCA **Treasurer** 

9 




## 

## **1. Basis of preparation** 

## **1.1 Basis of preparation and accounting** 

Standard 102 (FRS102), the Statement of Recommended Practice for Charities 2019 (FRS102 SORP) and the Charities Act 2011.  They have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated. 

The Charity’s presentational currency is pounds Sterling and all amounts have been rounded to the nearest pound. 

## **1.2 Going concern** 

The Trustees have reviewed the prospects of the Charity over the medium term and, having carefully considered the income and liquidity plans, have concluded that there are no are material uncertainties related to events or conditions that cast significant doubt on the charity's ability to continue as a going concern. 

## **2. Accounting policies** 

## **2.1 Income** 

## **a. Recognition of income** 

Income is included in the Statement of Financial Activities (SoFA) when: 

- the charity becomes entitled to the resources; 

- it is more likely than not that the Trustees will receive the resources; and 

- the monetary value can be measured with su�icient reliability. 

funds comprise the accumulated surplus and are available for use at the discretion of the Trustees. 

Donations comprise all donations from individuals, Gift Aid and regular donations.  Other income comprises all other income including sales of merchandise. 

## **b. O�setting** 

There has been no o�setting of assets and liabilities, or income and expenses, unless required or permitted by the SORP or FRS 102. 

10 




## 

## **c. Grants and donations** 

Grants and donations are only included in the SoFA when the general income recognition criteria are met. 

## **d. Government grants** 

The Charity received grants from local authorities during the period which are included in the SoFA on the same basis as for other grants. 

## **e. Tax reclaims on donations and gifts** 

Gift Aid receivable is included in income when there is a valid declaration from the donor.  Any Gift Aid amount recovered on a donation is considered to be part of that gift and is treated as an addition to the same fund as the initial donation unless the donor or the terms of the appeal have specified otherwise. 

## **f. Donated goods** 

Donated goods are measured at fair value (the amount for which the asset could be exchanged) unless impractical to do so. 

Gifts in kind for use by the charity are included in the SoFA as income from donations when receivable. 

## **g. Donated facilities and services** 

Donated services and facilities are included in the SoFA when received at the value of the gift to the Charity provided the value of the gift can be measured reliably.  The value of the gift to the Charity is the amount which the Charity would have to pay on the open market for an alternative item that would provide a benefit to the Charity equivalent to the donated item. 

Donated facilities and services that are consumed immediately are recognised as income with an equivalent amount recognised as an expense under the appropriate category in the SoFA. 

## **h. Volunteer help** 

The value of any voluntary help received is not included in the accounts but is described in the Trustees’ annual report and in Note 5 in accordance with the FRS102 SORP. 

11 




## 

## **2.2 Expenditure and liabilities** 

## **a.  Liability recognition** 

All expenditure is recognised under the accruals basis.  Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the charity to pay out resources and the amount of the obligation can be measured with reasonable certainty. 

## **b. Governance and support costs** 

Support costs are those costs which facilitate an activity but do not change directly as a result of the activity undertaken.  Support costs comprise central costs such as charity insurance, IT, accounting software and promotion costs and have been allocated to activity cost categories based on the proportion of direct expenditure for each charitable activity.  The majority of support costs have been allocated to the Festival. 

Governance costs comprise all costs involving public accountability of the charity and its compliance with regulation and good practice. 

## **c.  Grants payable** 

or output to be provided, such grants are only recognised in the SoFA once the recipient of the grant has provided the specified service or output.  No grants have been made with performance conditions. 

Where there are no conditions attaching to the grant that enables the donor charity to realistically avoid the commitment, a liability for the full funding obligation must be recognised. 

## **d. Creditors** 

Creditors are measured at settlement amounts less any trade discounts. 

## **2.3 Assets** 

## 

Assets are capitalised if they can be used for more than one year, and cost at least £250.  At period end, the Charity had no tangible fixed assets. 

12 




## 

## **b.  Stocks** 

The Charity purchases and sells small items of merchandise to raise funds towards its charitable activities.  Goods provided as part of a charitable activity are measured at net realisable value. 

## **c.  Debtors** 

Debtors, comprising trade debtors, are measured on initial recognition at settlement amount after any trade discounts.  Subsequently, they are measured at the cash or other consideration expected to be received. 

## **3. Donations** 

|**3. Donations**||||
|---|---|---|---|
|||**Restricted**||
||**Unrestricted**|**income**|**Total**|
||**funds**|**funds**|**funds**|
||**£**|**£**|**£**|
|Donations and gifts|16,775|-|16,775|
|Standard Gift Aid|993|-|993|
|Gift Aid Small Donations Scheme (‘GASDS’)|2,000|-|2,000|
||---------|---------|---------|
|**Total**|19,768|-|19,768|
||=======|========|=======|



## **4. Income from charitable activities** 

|**4. Income from charitable activities**||||
|---|---|---|---|
|||**Restricted**||
||**Unrestricted**|**income**|**Total**|
||**funds**|**funds**|**funds**|
||**£**|**£**|**£**|
|Income from ChoirBLAST Festival:||||
|Government grant|70|2,671|2,741|
|Other grants|-|1,500|1,500|
|Donated facilities and services|7,005|-|7,005|
|Advertising and sponsorship income|4,815|-|4,815|
|Other income|13,828|-|13,828|
||---------|---------|---------|
|Total|25,718|4,171|29,889|
||========|========|=======|



Other income comprises income from stallholders, ra�les and sales of merchandise. 

13 




## 

The government grant comprises a local authority grant for the provision of waste and transportation facilities for the 2025 ChoirBLAST Festival.  There are no unfulfilled conditions or other contingencies attaching to the grants which have been recognised in income. 

## **5. Donated facilities and services** 

An analysis of donated facilities and services is as follows: 

|||**Restricted**||
|---|---|---|---|
||**Unrestricted**|**income**|**Total**|
||**funds**|**funds**|**funds**|
||**£**|**£**|**£**|
|Production and technical delivery costs|6,322|-|6,322|
|Premises and facilities hire|683|-|683|
||---------|---------|---------|
|Total|7,005|-|7,005|
||========|========|=======|



The donated facilities and services were related to the provision of the 2025 ChoirBLAST Festival.  They have been immediately recognised as income with an equivalent amount recognised as an expense in the SoFA and included within the expense categories in note 7. 

donated goods or services not recognised in income. 

The above numbers do not include the considerable contribution of ChoirBLAST’s unpaid volunteers.  A team of 12 volunteers formed the 2025 Festival project management team setting up all components of the event.  Over 100 volunteers contributed their time at the Festival. 

Phoebe Gaydon ran the two Community Choirs weekly throughout school term times, with one of the choirs supported by an additional volunteer an additional volunteer. 

## **6. Expenditure on raising funds** 

Expenditure on raising funds relates wholly to unrestricted funds and comprises lottery licence costs and electronic payment fees on donations. 

14 




## 

## **7. Expenditure on charitable activities** 

|**7. Expenditure on charitable activities**||||
|---|---|---|---|
|||**Restricted**||
||**Unrestricted**|**income**|**Total**|
|||**funds**|**funds**|
||**£**|**£**|**£**|
|Expenditure on ChoirBLAST Festival||||
|(including donated facilities and services, see Note 5):||||
|Production and technical delivery costs|15,974|1,500|17,474|
|Premises and facilities hire|997|1,621|2,618|
|Transportation|502|1,050|1,552|
|Marketing|955|-|955|
|Licences and insurance|1,884|-|1,884|
|Merchandise|1,694|-|1,694|
|Support cost allocation|2,430|-|2,430|
||---------|---------|---------|
|Total expenditure on ChoirBLAST Festival|24,436|4,171|28,607|
||---------|---------|---------|
|Expenditure on Community choirs:||||
|Support cost allocation|388|-|388|
||---------|---------|---------|
|Total expenditure on Community Choirs|388|-|388|
||---------|---------|---------|
|Total expenditure on charitable activities|24,824|4,171|28,995|
||========|========|=======|



## **8. Support costs expenditure on charitable activities** 

|||**Restricted**||
|---|---|---|---|
||**Unrestricted**|**income**|**Total**|
|||**funds**|**funds**|
||**£**|**£**|**£**|
|Licences and insurance|1,019|-|1,019|
|Marketing|873|-|873|
|Uniforms|819|-|819|
|Finance|59|-|59|
|IT|48|-|48|
||---------|---------|---------|
|Total|2,818|-|2,818|
||========|========|=======|



15 




## 

## **9. Expenditure on governance** 

|**9. Expenditure on governance**||||
|---|---|---|---|
|||**Restricted**||
||**Unrestricted**|**income**|**Total**|
|||**funds**|**funds**|
||**£**|**£**|**£**|
|Compliance costs|26|-|26|
|Independent examiner|540|-|540|
||---------|---------|---------|
|Total|566|-|566|
||========|========|=======|



## **10. Grants payable** 

Grants were made to the following institutions from net proceeds of the Festival: 

|||**Restricted**||
|---|---|---|---|
||**Unrestricted**|**income**|**Total**|
|||**funds**|**funds**|
||**£**|**£**|**£**|
|The Meath Epilepsy Charity|3,300|-|3,300|
|The halow Project|1,800|-|1,800|
||---------|---------|---------|
|Total|5,100|-|5,100|
||========|========|=======|



Both of the institutions are local charities supporting community music and wellbeing. 

## **11. Stock** 

|Stock for resale used in charitable activities:|**£**|
|---|---|
|Purchases in the period|2,328|
|Less: cost of sales|(1,694)|
||---------|
|Carried forward at end of period|634|
||=======|
|**12. Debtors and prepayments**||
||**£**|
|Gift Aid receivable (including GASDS)|2,993|
|Prepayments|125|
||---------|
||3,118|
||=======|



16 




## 

## **13. Creditors: amounts due within one year** 

|**13. Creditors: amounts due within one year**||
|---|---|
||**£**|
|Accruals for grants payable|5,100|
|Other accruals|540|
||---------|
|Carried forward at end of period|5,640|
||=======|



## **14. Transactions with Trustees and Related Parties** 

Charity or a related entity during the reporting period.  All Trustees are volunteers. 

No trustee expenses have been incurred during the reporting period. 

Phoebe Gaydon, one of the Trustees, is also Managing Partner of a music school ATOMusicality LLP (‘ATOM’).  During the period, ATOM donated £2,112 to ChoirBLAST and also sponsored one of the Festival stages for £750. 

Trustees and their close family members donated £1,600 during the period. 

17