2025-12-31-accounts - National Children's Orchestras Of Great Britain

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National Children's Orchestras Annual report 2025 Play together. Be unstoppable.

About National Children’s Orchestras

Trustee	Annual Report 2025	Annual Report 2025	Annual Report 2025
Introduction				06
2025 highlights				07
NCO Young Musicians 2025				09
Auditioned Activities				11
Non-Auditioned		Activities		15
Artistic Development				18
Wellbeing and Environmental				28
Communications				32
Fundraising				34
Future Plans				37
				39
Governance Structure and Management and risk				40
Financial	Sustainability			43
Financial	Review			46
Statement of Trustees'			Responsibilities	49
Independent Auditors Report				50
Annual Accounts 2025				55
Thanks yous				80
Charity information				87

“I never thought I could play Jupiter, but now I can, and my Dad is going to be so proud.”

Orchestral Weeks member, aged 13

“Thank you so much, if ever

know that yesterday was possibly one of his favourite in his almost 12 years. He has waited so long to be involved at a level like this, and absolutely loved his experience with you all.”

Parent of an Orchestral Days young musician

“I can’t thank you enough for the enormous part you and the NCO team have played in the musical journey of our family over the past 6 years. They have played phenomenal music and made friends for life.”

Parent of Orchestral Weeks member

Vision

To be a household name, known for inspiring children nationwide through a vibrant music community that nurtures potential and opens doors.

Purpose

To champion the life-changing power of music.

Mission

Together, we are using the power of music to create a supportive community that enriches lives.

Dare to Dream

We believe no dream is too big. When we’re free to dream, explore, create and play, the world opens up. In music and in life, dream big – you never know what incredible things you’ll discover along the way.

Every Voice Matters

We believe everyone has their own brilliance.

Everyone has a unique potential waiting to shine. In a supportive, inclusive environment, and creativity.

Strength of Spirit

We believe orchestral music shapes skills and hearts. Orchestral music is a wondrous world that nurtures empathy, resilience, and the courage to face whatever life throws our way. It builds strength of spirit, deepening connections to ourselves and the world around us.

The Power of Us

We believe in the power of community.

Our power lies in our unity; we grow together, support each other, and become something greater as one.

Trustee Annual report 2025

It is a pleasure to welcome you to the National Children’s Orchestras Trustees Annual Report 2025. This year has been extraordinary in both scale and spirit, as more children than ever discovered the joy, challenge and transformative power of making music together. Across our auditioned and non-auditioned programmes, 2025 has shown us—again—that when children are given space to explore their creativity, surrounded by support and inspiration, they achieve remarkable things.

We are immensely proud to have reached 2,240 children through our activities this year, with a 37% increase in those experiencing our free, non-auditioned opportunities. Their concert and school halls across the UK, musicians shaping ambitious orchestral performances.

Our commitment to equity and inclusion strategy to nearly double the number of children we reach by 2028 - especially those in state education and through our partnership work to widen access for disabled young musicians.

Musically, 2025 has been a vibrant celebration of imagination and diversity. With 72 works performed, two new commissions, and programming that spanned environmental and orchestral masterpieces, our young musicians embraced every moment with courage and creativity.

We are grateful for the continued trust and generosity of Arts Council England, our supporters, partners, families and the many individuals who make NCO’s work possible. Together, we are building a stronger, more inclusive musical future—one where every be unstoppable.

Louise Mitchell - Chair of Trustees

2025 highlights

2,240 children in total engaged in NCO activities during the year, an increase of 37% compared to 2024.

Of these, 1,574 children aged 4-16 years took part in NCO’s free, non-auditioned activities including schools’ concerts, workshops and Orchestral Days delivered in partnership with Music Hubs and other music education providers.

1,068 online auditions were submitted for 2026 Orchestral Weeks and Weekends, the highest number of total applicants in over a decade, demonstrating the increasing need and value placed on NCO’s programmes by children, parents and teachers across the UK.

Our EDI Action Plan is now fully embedded in our new 3-year growth strategy (20262028), prioritising opportunity and diversity with pledges to nearly double the number of children reached by 2028 and increase representation from children in state school in auditioned programmes.

Our team completed the Accessible Musical Progression Toolkit as a test partner, co-designed with Open Up Music, aiming to increase access for more young disabled musicians to take part in mainstream orchestral experiences.

A huge range and diversity of music was performed across all activities - 72 pieces including two new commissions ( & ) by four composers as part of the diversity-led ABRSM composers’ scheme as well as new orchestral arrangements and body percussion pieces.

Increased focus on environmental responsibility through programming across the year, including concert presented by TV personality and environmentalist Naomi Wilkinson at Manchester’s Bridgewater Hall, four themed concerts by Weekend Orchestras based on , featuring a new body percussion piece by Greg Beardsell -

12 students took part in NCO’s Tutor Experience Placements and 25 took part as Insights Placements, demonstrating NCO’s commitment to supporting the next generation of music educators and enhancing its partnerships across Higher Education.

7 NCO Orchestras performed 15 concerts, in Basingstoke, Birmingham, Bolton, Bristol, Portsmouth, Manchester, Shrewsbury and London, to 4,500 audience members and

Successful launch of our new brand and website, the culmination of a yearlong consultation project with all stakeholders resulting in invitation to present our case study in brand co-creation with Morris Hargreaves McIyntyre at the Arts Marketing Association Annual Conference in Edinburgh.

children aged 8-14 years were part of NCO’s auditioned Orchestral Weeks (previously National programme) and auditioned Orchestral Weekends (previously Projects programme) in 2025.

We celebrate the diversity of our membership because it makes our orchestras and organisation better. In our 2025 auditioned orchestras (Orchestral Weeks and Orchestral Weekends):

392 (59%) are from a global majority background.

We supported 68 children through our Financial Support programme who otherwise would not have been able to take part.

1,574 children aged 4-16 years and 37 students took part in NCO’s non-auditioned activities in 2025 including Orchestral Days, Schools Concerts, partner projects and student placements.

“He has had such an amazing time away with the team… I have never any music residential but you gave him that chance and he has enjoyed every second.”

Parent of Orchestral Weeks member

Children across all our activities in 2025 come from a wide range of schools including home schooling. They might already attend their local music education hub, or a specialist school or junior conservatoire, or they might be brand new to making music in ensembles and orchestras.

We welcome and support children with neurodiversity and those who require additional support, and continually improve our expertise to enable these children to thrive. In 2025 we completed our work with Open Up Music in their development of the AMP toolkit and now have a 3-year plan to improve accessibility at NCO to enable more disabled musicians to take part in the future.

Orchestral Weeks

Our Weeks programme (previously named the National programme) consists of three age-banded orchestras for children in school years 7, 8 and 9.

Through residential activity and public performances, children exceed all musical expectations whilst exploring their creativity and discovering their identity, learning how to support their wellbeing and making lifelong memories and friendships.

319 children aged 11-14 took part in our residential Orchestral Weeks.

They formed 3 orchestras, taking part in:

6 orchestral residentials lasting a week each including more than 200 hours of sectional and orchestral rehearsals.

6 public concerts and 1 family sharing concert.

1 weekend showcase.

NCO Changemakers (see Child Voice) told us that their favourite parts of the residentials were spending time with their friends and learning new things.

As part of our rebrand, we commissioned angles of the NCO experience, celebrating inspiration and creativity, vibrancy and boldness and inclusivity and collaboration.

“According to my daughter, the entire experience was truly fantastic and exceeded all her expectations. The organisation, the guidance from the tutors, and the overall atmosphere were exceptional.”

Parent of Orchestral Weeks member

“My son feels very lucky and proud to be part of NCO, with lots of happy memories of making wonderful orchestral music together! It was a great sense of achievement performing after weeks, months of preparation and dedication!” Parent of an Orchestral Weeks member

Orchestral Weekends

Our Weekends programme (previously named the Projects programme) is designed for children from a wider age range to explore large scale orchestral playing, some of whom are taking part in these activities

Birmingham and London, taking part in: 8 orchestral weekends including

68 hours of sectional and orchestral rehearsals

8 family sharing concerts

345 children aged 8-14 took part in our non-residential Orchestral Weekends.

They formed 4 orchestras in Bolton,

NCO Changemakers (see Child Voice) told us that their favourite parts of the weekends were meeting new people and learning new things in sectionals.

I was stuck on something, they always helped by explaining it to me in a way that I understood. Being part of the orchestra made me feel like I am part of a community.”

Orchestral Weekends member

“I just wanted to feed back what an amazing time my son had! Things can Special Educational Needs/disability so I just wanted to say thank you to everyone for a great weekend and for making him so comfortable.”

Parent of Orchestral Weekends member

Online

All NCO 2025 members of our Weeks and Weekends activities took part in our online programme, which helps children prepare join our in-person activities. Resources and online events also supported musical learning, creativity and wellbeing.

There were:

and presenter Naomi Wilkinson and musician Simmy Singh talking everything environment; stars of sport and wellbeing Claire Bennett & Katy Jones; and guest artists Carol Jarvis & Chris Augustine.

14 orchestra meet ups featuring getting to know each other games, quizzes, musical learning and more.

5 hours of inspiring webinars featuring BBC Young Musician of the Year Finalists; musical presenters and content creators Anna Lapwood and Linton Stephens; TV personality

Children told us that their favourite parts of the online programmes were getting to meet their peers and playing games.

Auditions for Weeks and Weekends

Every year hundreds of children submit a free audition to take part in NCO’s auditioned orchestral programmes. In 2025, we had 1,068 auditions from children interested in taking part in our 2026 Orchestral Weeks

and Orchestral Weekends. Every audition celebrates the joy of playing and love for music from children and young people from all corners of the United Kingdom.

Our expanding non-auditioned activity developed in 2025, and we made plans for growth over three years.

Orchestral Days

Our new and expanding Orchestral Days programme is designed to support young musicians in the earlier stages of their playing, who are not already part of our auditioned orchestras. They often include children who are taking part in large ensemble

80

They took place in Dorset in partnership with Wessex Music, and Devon in partnership with Devon Music Education Hub.

Children took part in:

that helped them get to know each other and the NCO team.

An improvisation-based composition workshop to create their own soundtrack

Rehearsals exploring a specially arranged multi-level ensemble piece to support children at the level they are playing.

A family sharing concert.

“He had an amazing day. The energy and enthusiasm from the conductor and tutors was palpable and the atmosphere was electric! There was a real warmth in the room and the performances were fantastic. I loved the improvisation as well.”

Parent of an Orchestral Days young musician

ensemble but was a bit nervous about it beforehand because I did not know anyone playing with people I did not know.”

Young musician after an Orchestral Day

Our ‘What Happens at an Orchestral Day’ activities to life.

Workshops

NCO was invited to take part in a skills-building Folk Music Day led by Future Talent and in partnership with West of England Music & Arts. We jointly welcomed 17 children to the workshop in Bristol where they explored folk music repertoire and techniques with Tamsin Elliott.

Our Partner Workshop with Young Sounds Connect programme ran alongside NCO North

Orchestra’s summer Weekend activity at Stoller Hall and welcomed 44 children (from Bradford Music & Arts Service, Bolton Music Service and One Education Manchester) and 2 NCO Alumni (now ambassadors with National Youth Orchestra). They took part in a Breathing Techniques workshop with Guest Artist Katy Jones and performed Greg Beardsell’s ’s body percussion piece side by side with NCO North Orchestra.

Schools concerts

1,293 children engaged with our in-school interactive concerts at Newhall Park Primary School and Silsden Primary School in Bradford, St. Mary’s Primary School in Bury and Manley Park Junior School in Manchester.

Based on the Building Blocks of Ensemble Music Making, the children were treated to a performance by NCO Tutors and students from the Royal Northern College of Music. Engagingly presented by Jessie MaryonDavies, the children enjoyed learning about

dynamics, tempo and teamwork through call and response, graphic scores and careful listening. 123 whole-class string learners from these schools were led in a joyful 30 minute workshop by Veronica Urrego supporting their musical progression and experiences of performance.

Our schools concerts were delivered in partnership with Bradford Music & Arts and Greater Manchester Music Hub.

Oak Academy

Members of our Under 14 Orchestra were collaboration with Bristol Beacon and

Cathedral Schools Trust and their involvement in the writing of a new innovative primary

music curriculum, accessible for thousands of children across England. The resources launched in November 2025 and NCO’s involvement provides a valuable peer-to-peer learning opportunity.

NCO children are incredible! Their innate curiosity and joyful enthusiasm bring a freshness to performance that is truly special. After all, making music together means everything to them in that moment.

“I am so grateful for your choosing repertoire that inspired and challenged them and that they had these opportunities with such care and fun along the way.”

Parent of NCO Orchestral Weeks member

In 2025, we showcased a diverse range and our commitment to creative thematic programming.

Young musicians performed everything from classic orchestral masterpieces - from Modest Mussorgsky’s , William Walton’s Suite, and Erich Korngold’s - to Bernard Herrmann’s Suite and Nino Rota’s

Our programming also explored environmental and nature inspired themes. Jean Sibelius’s , Gustav Holst’s ‘Jupiter’ from

, and contemporary pieces such as Debbie Wiseman’s and Rachel Portman’s formed the heart of our programme.

Combined with family-friendly concerts that featured everything from Benjamin Britten’s , Leonard Bernstein and Perez Prado’s through to , and , our 2025 programmes demonstrated the vibrancy of orchestral music balancing tradition, storytelling, innovation and accessibility for performers and audiences alike.

We create a supportive environment where every child can explore their creativity, experiment freely, and take artistic risks.

Through musical activities such as composition, improvisation, body percussion, and spoken word, they are encouraged to express themselves in new and imaginative ways. This creative practice not only nurtures artistic excellence but also builds critical thinking, giving quieter children the space to shine and allowing fresh ideas and bold experimentation to bubble to the surface.

In 2025:

NCO’s Surround Sound programme brought children taking part in Orchestral Weeks together in 42 mixed instrument groups (14 per Orchestra), to improvise, compose and collaborate during in-person sessions, to create and perform new music that they can be proud of having created themselves.

Our online programme gave children access to introductory videos by each of our Creative Leads –Jonathan James, Delia Stevens, Georgina Aasguard, Raph Clarkson and Ed Babar, as well as creative activities including Listening Tasks and Musical Postcards.

The creative compositions for each orchestra were inspired by the themes of each concert programme – one orchestra explored the storytelling techniques central

NCO Changemakers (see Child Voice) scored Creativity as 4.1 out of 5 and enjoyed the opportunities to create new music in Surround Sound and interpret pieces in new ways.

to refuge on Jupiter following environmental apocalypse.

We prioritise children having a voice at NCO – we encourage them to speak up and we respond to them and this dialogue informs change.

104 children were young presenters at our concerts, including 6 who spoke about what the environment means to them at our concert.

Members of our residential weeks orchestras expressed themselves through their creative ideas and composition in their Surround Sound programmes (See ‘Creative children’). All children had multiple opportunities to give feedback about our programmes.

There were:

14 interactive polls during online Orchestra Meet Ups.

35 Changemakers who spent more than 10 focus groups at activity and completion of journals at home.

6 orchestra councils at Weeks orchestra residentials.

471 children expressed an interest in being a Creative Ambassador, with many of those then responding to given themes by creating video content for our social media channels across the year.

NCO Changemakers told us that their favourite parts of being a member of NCO were meeting like-minded people and making new friends, learning from our tutors and the help and support they received from the Support Team. They felt welcomed and happy to be a member of NCO’s orchestras and we motivated to play their instruments more.

NCO Changemakers also expressed that looking to audition for other programmes and ensembles that they would not have before.

In 2025, NCO engaged 121 creative freelancers as tutors, conductors, guest artists, creative and wellbeing leads and instrument support. 37 students also took part in student placement programmes.

Bringing this number of people together through NCO activity is a unique opportunity to support the UK’s freelance creative workforce and inform the future of orchestral training for young musicians. Each person brings their expert knowledge, skills and perspective as well as the curiosity and generosity to learn and share best practice with their peers.

During the year, music tutors and conductors by experts in performance anxiety and mindfulness, the ergonomics of instrumental and team building. Our brilliant creative leads support tutors through in-person training and resources so that they develop their own creative practice and the skills required to facilitate child-led creativity.

10 creative and wellbeing leads 4 guest artists 12 conductors 6 composers/arrangers

Our activity teams in 2025 included:

86 music tutors

4 nurses 9 orchestra/instrument support

59 support team

37 student placements

“My NCO weeks really are a highlight in my year. You are all a really wonderful team to work for and be around, both tutors and management alike. I am always so inspired and uplifted by you all.”

Tutor

“I truly look forward to it every year. Everything is very well organised and prepared so that we can get through the very well supported both by tutors and support team/management.”

Conductor

Student placements

opportunities for students to gain experience and connections in music education and classical music.

12 students took part in our Tutor Experience placements at our Weeks residentials. They shadowed NCO tutors to gain experience in rehearsal planning, coaching styles, engagement and wellbeing, group dynamics and behaviour and creative composition.

25 students took part in our Insights placements, playing in our Weekends orchestras, to provide support and role-modelling, lead some sectionals, assist with child engagement, and manage group dynamics.

Musical diversity

We seek the best representation we can in the artists and musicians we work with and the music we play, to enable a greater diversity of experiences and perspectives in our programmes.

In 2025 there were:

5 female conductors 8 female composers 21 living composers 9 global majority composers

2 female guest artists (of 4)

2 global majority guest artists (of 4)

6 new commissions

1 new full orchestral arrangement

We want to remove barriers for children and adults under-represented at NCO to take part in our activities and be part of our teams. We worked with Open Up Music on their pilot of AMP Toolkit in 2025 to audit NCO’s accessibility and feed into our new 3-year organisational strategy.

7 NCO orchestras performed 15 concerts, in Basingstoke, Birmingham, Bolton, Bristol, Portsmouth, Manchester, Shrewsbury and London to 4,500 audience members.

at The Anvil, Basingstoke sold out.

Open, excited and welcoming audiences rewarded the remarkable playing from young musicians with applause and standing ovations.

Our child-centred and child-led social media content exposed the creativity, vibrancy and inclusivity of NCO young musicians and activities.

“The two girls at the front who were lead violinists in one girl in the second half) were absolutely out of this world – totally sublime.”

Audience Member at Bridgewater Hall, Manchester

Our most engaging piece of content was our Under 13 Bassoon reel achieving 14.8K views, engaging 5,121 accounts and receiving 180 likes.

We had 6.9% more Facebook followers and 17.9% more followers on Instagram, in 2025, than in 2024.

Our YouTube channel was viewed 43,143 times in 2025, with 2,560 hours of NCO footage watched.

What do NCO musicians do next

We believe orchestral music shapes skills and hearts and we use the power of music to create supportive communities that and teamwork learned through music become skills for life, whether children go on to pursue a music career or to take the transferable skills into other careers and enjoy music as a hobby.

Former members of NCO have progressed on to lots of musical opportunities including that NCO alumni make up 51 out of 158 players in National Youth Orchestra 2026.

We believe everyone has their own brilliance and we craft supportive, inclusive environments in all our activities to enable them to discover their unique

We also know NCO power lies in our unity – children (and grown-ups!) grow together, support each other and become something greater through the power of community.

“He had a brilliant, brilliant time on the residential. Thank you so much for helping him to feel safe and secure.” Parent of an Orchestral Weeks member

In 2025 our programmes included:

25 hours of wellbeing sessions at residentials.

Warrior Henry Cookey; teamwork with Commonwealth Games Gold Medalist Fencer Claire Bennett; injury prevention and

posture with physiotherapist Sarah Upjohn; ergonomic use of our bodies with Sophie Till; mindfulness and performance coaching with and connectivity with nature, movement and the world around us with Simmy Singh.

body and mind, as well as 8 familiarisation documents with photos as an introduction to activity venues, and 14 online meet ups (see Online) to meet fellow orchestra members and our Support Team.

6 appreciation boxes, one for each residential, to celebrate each other, the activity or the team.

36 moments to experience an inspiring Thought for the Day.

There were:

Online resources including 11 wellbeing videos, 2 guides and 1 webinar on looking after

Children told us they felt happy and encouraged by the team during their time at NCO, and that they had someone they could easily turn to if they needed support.

“Thank you for your emails before the NCO residential and for keeping an eye out for my daughter - I felt a lot more relaxed knowing she would be so well taken care of. She had an absolutely brilliant time!”

Parent of an Orchestral Weeks member

We are committed to limiting the negative impact of our activities on our natural environment and to empowering the young people we work with to be part of making meaningful change.

We developed our programme further this year. 10 children from our Under 13 Orchestra volunteered to do an environmental project with musician and environmentalist Simmy Singh. In the spring they took part in a mindfulness session where they explored the sounds of their natural world and how human impact changes these sounds change over time. In the summer they thought about the connection between their musical repertoire and the environment and considered how music can open up conversations. Simmy also worked with the whole orchestra during an interactive Thought for the Day.

We welcomed presenter and environmentalist Naomi Wilkinson for our concert. Naomi worked closely with 6 musicians from the orchestra to co-present the concert for audiences at Bridgewater Hall, with Young Presenters preparing their own introductions to the pieces.

The concert programme included music from Debbie Wiseman ( ), Rachel Portman ( ), along with Leonard Bernstein’s and Jean Sibelius’ .

In the interval, children from the audience created brilliant drawings inspired by what they had heard on stage.

All our Weeks and Weekends members had the opportunity to attend and interact with our webinar (see ‘Online programme’) presented by Catherine Arlidge in conversation with Naomi Wilkinson and Simmy Singh.

We focussed on digital marketing wherever possible again this year and launched our new website which is hosted by B Corp and 1% for the Planet member Krystal, whose hosting is 100% renewably powered.

This year, we crafted a new visual brand, new language and messaging, and developed a new website for NCO. This has given our charity a and creative new the organisation’s purpose – to champion the life-changing power of music.

Crafted with The Yard Creative, following substantial stakeholder feedback and the articulation of a new brand framework with Morris Hargreaves McIntyre, the new brand has been created by the young musicians, teams NCO means to them and proudly states our ambition for a future where we provide more opportunities to more children, welcoming young musicians into supportive communities that enrich their lives and give them skills that endure.

the full range of opportunities to get involved with NCO, but a log in area of the website for young musicians is easier to navigate, presenting resources and events to prepare for in-person activity and engage more deeply in musical learning, creativity and wellbeing.

You can read more about how our physical and digital audiences developed this year in the ‘Audiences’ section.

We were grateful to continue receiving multiyear public funding from Arts Council England in 2025 as a National Youth Music Organisation, alongside support from trusts and foundations, corporate partners and individual donors.

supporters and deepening relationships. Our trusts and foundations strategy remained rooted in the generous support of a wide range of small trusts and foundations, while beginning to explore larger, multi-year and unrestricted opportunities aligned with NCO’s growth plans. We would particularly like to extend our thanks to the Cecil King Memorial Foundation for their longstanding support of our activities and public concerts and The Leverhulme Trust for their multiyear grant towards Financial Support. ABRSM renewed its corporate partnership, including the valued composer mentor programme. During the year, NCO also joined the

the launch of NCO’s rebrand and new website, which strengthened supporter communications and helped us better articulate our impact and charitable mission. Fundraising activity focused on deepening relationships and building sustainable income. Total income included £304,826 in statutory Arts Council funding, £111,300 from trusts and foundations, £25,000 in corporate sponsorship, and £24,447 in individual giving. We were grateful to receive legacy gifts from the late Margaret Gilding, a longstanding friend of NCO, and from the late Mary Cordall whose gift will be used in 2026 to support NCO percussionists as per her wishes.

Fundraising Regulator scheme, reinforcing our commitment to transparency, accountability and best practice.

In-person engagement remained a key Club, London, and Bristol Beacon introducing NCO to new audiences, generating valuable follow-up conversations and securing new Friends. Donor receptions at concerts further supported stewardship by thanking

Together, these developments provide strong foundations for the future, while continued income will remain a key priority in the years ahead.

“My daughter was quite nervous going into the workshop but she came out saying that if there is ever another opportunity to attend NCO she would love to go and that it was amazing!!!”

Parent of Orchestral Days young musician

“NCO is a dream come true.”

Orchestral Weeks Member

enough, so welcoming and encouraging of two very nervous kids who’d never participated in anything similar before. So positive, encouraging and friendly, musicians. Really amazing opportunity cannot recommend highly enough.”

Parent of an Orchestral Days young musician

Future plans

3-year growth strategy. During this period, NCO will prioritise children in state education and aims to double the number of children engaged annually by 2028.

Key developments for 2026

in 2026 is 725, the largest number of children since 2020 and with increased representation from children in state education.
Free, non-auditioned Orchestral Days will expand from 2 (2025) to 7 and take place in Dorset, Devon, Wiltshire, NE Somerset, Hull, Lincoln and Lancashire, in partnership with music hubs.
Continued focus on opening access for disabled young musicians – further work to be carried out in relation to venues, communications and the role of youth voice to research partner project with Open Up Music.
Organist Anna Lapwood will perform as guest artist and present NCO’s Under 14 Orchestra concert at Bristol Beacon on 12th April 2026 including a performance of . Wraparound concert day activity
includes a 'Make your Own Dragon’ Art Workshop with a Bristol artist to support family audiences in engaging with the programme.
Primary School on Creative Composition project linking to Under 13 Orchestra performance in Summer 2026 at Bristol Beacon.

Side by Side performance with Royal Liverpool Philharmonic Orchestra’s In Harmony musicians at the Royal Liverpool Philharmonic Hall as integral part of Under 14 Orchestra concert on Saturday 1st August.

Musical performance by 6 NCO alumni at an event at 11 Downing Street hosted by the Association of British youth music in the orchestral sector.

National Children’s Orchestras of Great Britain (NCO) provides high quality orchestral training and creative musical opportunities for children aged 8–14, supporting their personal, social and musical development. Our programmes — auditioned and non auditioned — enable young people from and artistic skills through inclusive, inspiring music making.

pathways designed to remove barriers for children from backgrounds currently under-represented in classical music, including those from state schools, disabled young musicians and those at an early stage of their musical development. Through partnerships with schools, music hubs and music education organisations, we extend opportunities to children who might not otherwise access orchestral experiences.

purposes during the year, they have had regard to the charities in England and Wales.

Governance structure and management

Governance framework

National Children’s Orchestras is a charitable company limited by guarantee, incorporated on 19th February 1990 having acquired the whole of the assets, liabilities and activities of the National Children’s Orchestra, being a charitable trust created by a deed of trust dated 16th August 1978. The company was set up under a Memorandum of Association which established the objects and powers of the company and is governed under revised Articles of Association, adopted by the Board on 14th August 2019. The charity has no subsidiary undertakings.

The Trustees (who are also the charity’s members) meet quarterly to receive management information from various areas of organisational governance and operations and to agree the strategic direction of the charity. Members meet once annually for the AGM. The Finance Committee also meet at least four times a year, prior to each Full Board Meeting, to approve and monitor systems to secure best practice standards of

During 2025 the Board reviewed the Terms of Reference for the Trust Board and the Finance Committee and the Scheme of Delegation from the Trustees to the Executive delegated responsibility and accountability throughout the organisation. All are reviewed annually.

The day-to-day running of the charity is delegated to the Executive Team. However, there are clear areas of decision making retained by the Board (which are outlined in the charity’s governance framework and policies) and established reporting frameworks to allow the Board to make these contain clear thresholds for reporting to the Board in areas such as Health and Safety, Data Protection, Finance and Safeguarding to facilitate robust monitoring by the charity’s Trustees.

Remuneration

NCO has a remuneration policy and a set of annually by the board. A review of pay levels and bands was carried out and approved by the Board in December 2025.

Alongside policy review, the Board reviews salaries on recommendation from the Chief Executive and Finance Committee in relation to % increases to be implemented from 1st January each year. The amount of informal benchmarking with other arts organisations and Real Living Wage guidelines. NCO is a Real Living Wage employer.

Trustee induction and training

Orchestras require references and DBS checks for new Trustees, in line with the charity’s Safeguarding Policy and Safer Recruitment Policy. New Trustees are provided with the Safeguarding Policy, Articles of Association and Code of Conduct upon appointment.

for Trustees. Trustee induction includes a meeting with both the Chief Executive and the Chair of the Board and the assignment of a buddy from the group of existing Trustees.

A Trustee audit was conducted in 2025. The data was used to inform a recruitment process for new Trustees following the retirement of two Trustees. This resulted in 3 new appointments to be approved at the 2026 AGM. NCO’s Chair, Louise Mitchell CBE, is due to retire after 6 years service in May 2026. NCO undertook a recruitment process for her successor and a new Chair, Michael Eakin OBE, will be appointed at the 2026 AGM in May.

Risk management

The organisational risk register is reviewed quarterly by the Senior Management Team and is a standing item at each Board meeting. updated quarterly by the Finance Director and is a standing item at each Finance Committee meeting.

A Risk Management Policy collates and management and the levels of delegated responsibility in relation to risk.

At the close of 2025 these were the four risk areas:

The Risk Management Policy cemented that the most important risk area for NCO is in relation to Child Protection and Safeguarding. The Board undertakes an annual review of safeguarding policy and practice and responsibility. The Safeguarding Policy details appropriate levels of training provided to those who work with NCO.

A Safer Recruitment Policy was adopted by at NCO must have a Disclosure and Barring Service (DBS) check. The Head of Safeguarding and Support maintains exceptional safeguarding of children and supports their wellbeing and happiness through dynamic pastoral care.

There is a Health and Safety Policy in place which details control mitigations in this

area, including specifying the use of Risk Assessments and processes to be followed to ensure the safety of adults and children

The Health and Safety Policy was reviewed in 2025 and the amendments were approved by the Board. A health and safety policy compliance audit was also conducted and shared with NCO’s Health and Safety Lead Trustee.

Uncertainty about the level of Orchestra Tax Relief was partly mitigated through HMT’s decision in 2024 to set the level of relief at 45% permanently. This does not however guarantee this income source in the future. Financial forecasting and budgeting were completed with this risk area in mind.

Again, rising costs were anticipated in forward budgets and regular reforecasting exercises were undertaken by budget holders throughout the year to closely monitor the real impact of the economic landscape on the agreed budget.

We remain deeply grateful for the multi-year public funding we continued to receive in 2025 from Arts Council England as a National Portfolio Organisation, and to the Trusts, Foundations, and individual supporters who make our work possible. The permanent 45% rate of Orchestra Tax Relief also provides vital income, enabling NCO to expand its activities and strengthen its programmes.

In 2024, an extraordinary legacy gift from the late Joyce Fretwell allowed us to create a designated fund to support NCO’s growth over the next three years (2026–2028). This fund ensures that her generosity will help even more children access NCO’s opportunities than ever before.

The cost of delivering NCO’s programmes continues to rise each year—particularly over the past two years - and our future budgets anticipate further increases. At the same time, we are committed to investing more in our programmes and the people who deliver them, so that we can expand our reach and deepen our impact for children across the UK.

This is the money we raise from public and private funders consisting of Arts Council England, Trusts and Foundations, sponsorship and donations from individuals.

This is the money we receive in membership fees and concert tickets.

This is the money we

receive from interest and Orchestra Tax Relief.

----- Start of picture text -----
2024
----- End of picture text -----

		Raised income	£836,058
		Earned income Interest and OTR	£768,335 £396,420
	Total		£2,000,813

This is the money we spend on running our activities.

This is the money we spend covering all or some of the fees for families who need support.

----- Start of picture text -----
2024
----- End of picture text -----

Charitable Activities £1,480,719 Financial Support £89,345 Total £1,570,064

Income 2025

Raised income £469,497 Earned income £845,618 Interest and OTR £357,064 Total £1,672,179

Expenditure 2025

Charitable Activities £1,631,770 Financial Support £63,120 Total £1,694,890

Financial Review

The Statement of Financial Activities for the year is set out from page 55.

comprised £1,599,076 for unrestricted funds (2024: £1,918,113), £73,103 for restricted funds (2024: £82,700).

was £1,624,731 in unrestricted expenditure (2024: £1,471,289) and £70,159 in restricted expenditure (2024: £98,775).

As at 31st December 2025 the reserves of the charity were £1,110,975 (2024: £1,133,686) of which £280,000 are designated (2024: £446,680) and £22,425 are restricted (2024: £19,481).

Income

Total income was down by £328,634 compared to the previous year due to the large legacy gift in 2024.

NCO received £304,826 in statutory funding as a National Portfolio Organisation with support from the Arts Council of England. £111,300 was achieved through Trusts and Foundations, £23,948 in Individual Giving, and £25,000 in corporate sponsorship.

Earned income also increased by £76,357, achieved through a minimal increase in fee Orchestral Tax Relief and £4,423 claim for the year in Gift Aid in the accounting period.

Expenditure

Expenditure increased by £124,826 compared to the previous year. This is due to increasing costs in relation to activity and overheads and investment in NCO’s new brand and website.

Reserves policy

Having reviewed the charity’s reserves and agreed that £700,000 should be retained in unrestricted reserves in line with expenditure and to ensure that the charity is able to continue to deliver essential

of security to support advance planning over longer timescales, and to provide soundly based and funded.

Total unrestricted funds are £737,319, after excluding tangible assets of £71,231.

forecasts. Future planning is fundamental to the charity’s operation, combining the seasonal nature of annual activities with the necessity of planning programmes more than one year ahead. The reserves

A further £280,000 is held in designated funds to ensure NCO’s growth strategy, designed to increase access for young musicians to take part.

These funds are maintained through annual donations and grants from which only explanation of each restricted reserve and the purposes for which it may be expended are given in Section 20 below. Over the next three years, NCO intends to draw down charity’s ongoing mission and objectives.

The board is mindful that NCO may continue the challenges of the ongoing economic situation. This relates to increased costs associated with venues and suppliers driven income streams. The board expects this to

have an impact on both raised income for 2026 and programme expenditure. NCO’s Board and Finance Committee will convene quarterly to review the charity’s Arts Council of England will also review mandatory requirement of the NPO funding arrangement.

Statement of Trustees’ responsibilities

The Trustees (who are also directors of National Children’s Orchestras of Great Britain for the purposes of company law) are responsible for preparing the Trustees’ accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to

company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these required to:

select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP (FRS 102);
make judgements and estimates that are reasonable and prudent; state whether applicable accounting standards have been followed, subject to any material departures disclosed and and

statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the Trustees are aware:

there is no relevant audit information of which the charitable company’s auditor is unaware; and
the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate charitable company’s website. Legislation in the United Kingdom governing the reparation jurisdictions.

Auditors

Following a procurement process, BHP will be proposed for appointment at the forthcoming Annual General Meeting.

2025 accounts

the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the

The 2025 accounts will be approved by the board of Trustees on Thursday 7th May and signed on its behalf by:

L Mitchell

Independent Auditor's Report to the members and Trustees of National Children's Orchestras of Great Britain For the year ended 31st December 2025

Opinion

applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102, the Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

December 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

have been prepared in accordance with the Companies Act 2006.

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in We are independent of the charitable company in accordance with the ethical requirements

appropriate to provide a basis for our opinion.

on the charitable company's ability to continue as a going concern for a period of at least

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other information

The Trustees are responsible for the other information. The other information comprises information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information we are required to report that fact.

We have nothing to report in this regard.

In our opinion, based on the work undertaken in the course of the audit:

the information given in the Trustees’ Annual Report which includes the Directors’ Report

the Trustees’ Annual Report which includes the Directors’ Report has been prepared in

accordance with applicable legal requirements.

In the light of the knowledge and understanding of the charitable company and its misstatements in the the Trustees’ Annual Report.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
or
we have not received all the information and explanations we require for our audit; or the small companies regime and to take advantage of the small companies exemption in preparing the Trustees’ Annual Report and the Strategic Report.

As explained more fully in the Trustees’ Responsibilities Statement set out on page 49, the Trustees (who are also directors of the charitable company for the purposes of company that they give a true and fair view, and for such internal control as the Trustees determine misstatement, whether due to fraud or error.

charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

We have been appointed as auditors under the Companies Act 2006 and report in accordance with regulations made under that Act.

as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material engagement and the extent to which these are capable of detecting irregularities, including fraud are detailed below.

Identifying and assessing risks related to irregularities:

misstatement and how fraud might occur, including through discussions with the Trustees, discussions within our audit team planning meeting, updating our record of internal controls and ensuring these controls operated as intended. We evaluated possible incentives

by discussions with Trustees and updating our understanding of the sector in which the charitable company operates.

include The Companies Act 2006, and guidance issued by the Charity Commission for England and Wales.

In addition, the charity is subject to other laws and regulations that do not have a direct its ability to operate or to avoid a material penalty. These include health and safety and safeguarding for children.

We considered the extent of compliance with these laws and regulations as part of our statement disclosures. We reviewed the charitable company’s records of breaches of laws and regulations, minutes of meetings and correspondence with relevant authorities to identify potential material misstatements arising. We discussed the charitable company’s policies and procedures for compliance with laws and regulations with members of management responsible for compliance.

During the planning meeting with the audit team, the engagement partner drew attention to the key areas which might involve non-compliance with laws and regulations or fraud. We enquired of management whether they were aware of any instances of non-compliance with laws and regulations or knowledge of any actual, suspected or alleged fraud. We addressed the risk of fraud through management override of controls by testing the unusual or outside the normal course of business. We assessed whether judgements made in making accounting estimates gave rise to a possible indication of management bias. At the completion stage of the audit, the engagement partner’s review included ensuring that the team had approached their work with appropriate professional scepticism and thus the capacity to identify non-compliance with laws and regulations and fraud.

There are inherent limitations in the audit procedures described above and the further removed non-compliance with laws and regulations is from the events and transactions risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Michael Strong (Senior Statutory Auditor)

Date: 14/05/26 St Catherine's Court Berkeley Place Clifton Bristol BS8 1BQ

Annual Accounts 2025

the year ended 31st December 2025

	Notes	Unrestricted Funds	Restricted Funds	Total 2025	Total 2024
Income and endowments from:
Donations and legacies	3	£396,394	£73,103	£469,497	£836,058

Charitable activities	4
Concerts		£42,239		£42,239	£42,921
Projects		£137,652		£137,652	£120,148
Membership fees		£662,119		£662,119	£602,584

Other trading activities	5	£3,608		£3,608	£2,682

Investments	6	£34,631		£34,631	£29,896

Other	7	£322,433		£322,433	£366,524

Total income		£1,599,076	£73,103	£1,672,179	£2,000,813

	Notes	Unrestricted Funds	Restricted Funds	Total 2025	Total 2024
Expenditure on:
Raising Funds	8	£125,791		£125,791	£102,256

Charitable activities	9
Programmes (including online)		£1,311,369		£1,311,369	£1,212,521
Auditions		£31,053	£7,539	£38,592	£24,440
Concerts		£156,018		£156,018	£141,502
Bursaries and Scholarships		£500	£62,620	£63,120	£89,345

Total expenditure		£1,624,731	£70,159	£1,694,890	£1,570,064

Net income / (expenditure)		(£25,655)	£2,944	(£22,711)	£430,749

Transfer between funds	20

Net movement in funds	20	(£25,655)	£2,944	(£22,711)	£430,749

Total Funds brought forward		£1,114,205	£19,481	£1,133,686	£702,937

Total funds carried forward	20	£1,088,550	£22,425	£1,110,975	£1,133,686

Balance Sheet

as at 31st December 2025

	Notes	Unrestricted	Restricted	2025 Total Funds	2024 Total Funds as Restated
Fixed Assets
Tangible Assets	15	£71,231		£71,231	£69,448

Current Assets
Debtors	16	£369,421		£369,421	£418,863
Investments	17	£702,579		£702,579	£448,411
Cash at Bank and in Hand		£730,885	£22,425	£753,310	£911,135

Total		£1,802,885	£22,425	£1,825,310	£1,778,409

Creditors: Amounts Falling Due Within One Year	18	(£785,566)		(£785,566)	(£714,171)

Net Current Assets		£1,017,319	£22,425	£1,039,744	£1,064,238

Total Assets Less Current Liabilities		£1,088,550	£22,425	£1,110,975	£1,133,686

Net assets		£1,088,550	£22,425	£1,110,975	£1,133,686

Restricted Funds	20			£22,425	£19,481

Unrestricted Funds	20			£1,088,550	£1,114,205

Total Charity Funds				£1,110,975	£1,133,686

The notes at pages 65 to 79 form part of these accounts

companies subject to the small companies regime.

Approved by the Trustees on 7th May 2026 and signed on their behalf by:

L Mitchell - Trustee

	Notes	2025	2024 As Restated
Cash Generated from operating activities
Cash generated from operations	1	£64,736	£321,539
Net cash provided by operating activities		£64,736	£321,539


Purchase of Tangible Fixed Assets		(£3,024)
Proceeds from Disposal of Tangible Fixed Assets
Proceeds from Disposal of Investments			£15,838
Increase in Current Asset Investments		(£254,168)	(£448,411)
Interest Received		£34,631	£29,896

Net Cash Used in Investing Activities		(£222,561)	(£402,677)

Change in Cash and Cash Equivalents in the Reporting Period	2	(£157,825)	(£81,138)

Cash and Cash Equivalents at the Beginning of the Reporting Period		£911,135	£992,273

Cash and Cash Equivalents at the End of the Reporting Period		£753,310	£911,135

	2025	2024
Net income/(expenditure) for the reporting period	(£22,711)	£430,749

Adjustments for:
Depreciation Charges	£1,241	£772
Interest Received	(£34,631)	(£29,896)
(Increase)/Decrease in Debtors	£49,442	(£101,797)
Increase in Creditors	£71,395	£21,711

Net cash provided by/(used in) operating activities	£64,736	£321,539

2. Analysis of changes in net funds

	At 1st January 2025 As Restated	Cash Flow	At 31st December 2025
Net Cash

Cash at Bank and in Hand	£911,135	(£157,825)	£753,310
Total	£911,135	(£157,825)	£753,310

Accounting policies

1. Statutory information

National Children's Orchestras of Great Britain is a charitable company limited by guarantee and domiciled in England and Wales. The Charity is registered in England and Wales, Registered Company number 2471385, Registered Charity number 803026. The registered

The principal activity of the Charity is to foster and develop the early musical talent of children aged between 8 and 14 years from across the UK, providing world-class opportunities for orchestral training and performance.

the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS Standard applicable in the UK and Republic of Ireland' and the Companies Act 2006. The exception of investments and musical instruments which are included at market value.

Companies Act 2006.

In the application of the Charity's accounting policies which are described above, Trustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if

Assets are written down over their estimated useful lives. The actual lives of the assets may appropriate.

Valuation of musical instruments

Musical instruments are carried at an estimation of their market value, based upon external valuations and the judgement of the Trustees.

Allocation of costs between activities

These costs are allocated to activities based on the key cost drivers and best estimates of

The Trustees have assessed whether the use of the going concern basis is appropriate the ability of the charitable entity to continue as a going concern. The Trustees have made statements. The Trustees have concluded that there is a reasonable expectation that the charitable entity has adequate resources to continue in operational existence for the foreseeable future, and there are no material uncertainties. The charitable entity therefore

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

In particular:

Donations are recognised when the amount of the donation is known and the receipt of funds is probable.

Income from government and other grants is recognised when the charity has entitlement to the funds, any performance conditions are met, the amount can be measured reliably, and in line with the timing implied by any multi-period grant agreements.

Legacies are recognised when the amount is known with reasonable certainty and the receipt of funds is probable. This may be earlier than the date of receipt of funds where

Membership income is recognised in the accounting year the membership relates to. Any advance payments of membership are deferred to the period to which they relate.

Income from Concerts and Projects is recognised once the event has taken place. Any advance payments are deferred.

Income from trading activities is recognised upon sale of the associated merchandise.

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, it is probable that a transfer of be measured reliably. Expenditure is accounted for on an accruals basis and has been

cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Grants relate to bursaries and scholarships for attending the courses run by the Charity. Where a member of the Orchestra awarded a grant does not attend, the associated grant is cancelled.

possible. Where costs incurred relate to a number of activities these are apportioned on the basis of time spent on those activities.

its estimated useful life.

Music - 20% on cost

Fixed assets are stated at cost less accumulated depreciation.

Items purchased for less than £200 are not capitalised and are expensed through the Statement of Financial Activities.

Musical instruments are held at valuation and are not depreciated. These are revalued every Activities in the year of revaluation. Individual instruments valued at less than £200 each are

National Children's Orchestras of Great Britain is registered as a Charity with the Charity Commission under number 803026. Because of its charitable status, National Children's Orchestras of Great Britain is exempt from United Kingdom taxation on its surplus income and capital gains.

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the Trustees.

Restricted funds can be used for particular restricted purposes within the objects of particular restricted purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the

payable to the charitable company's pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

Trade and other debtors that are receivable within one year and do not constitute a net of any impairment.

are recorded initially at fair value less transaction costs and subsequently at amortised costs, net of impairment.

Cash and cash equivalents comprise cash at bank and in hand, demand deposits with banks and other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. In the balance sheet, bank overdrafts are shown within borrowings or current liabilities.

Trade and other creditors are initially recognised at the transaction price and are of discounting would be immaterial, in which case they are stated at cost.

Current asset investments comprise demand deposits with banks with maturities of over three months.

Notes

3	Donations and Legacies	2025	2024

	Donations	£159,203	£193,814
	Legacy Income	£1,045	£337,308
	Government Grants	£304,826	£300,002
	Tax Recovered	£4,423	£4,934
		£469,497	£836,058

	also the Department for Education) to fund charitable activities. The total value of such grants in the contingencies attachingto thesegrants.


4	Income from Charitable Activities	2025	2024

	Concert Income	£42,239	£42,921
	Projects Income	£137,652	£120,148
	Membership Fees	£662,119	£602,584
		£842,010	£765,653

5	Other Trading Activities	2025	2024

	Other Revenue	£3,608	£2,682
		£3,608	£2,682

6	Investment Income	2025	2024

	Investment Income	£34,631	£29,896
		£34,631	£29,896

Notes

7	Other Income	2025	2024

	Orchestra Tax Relief	£322,433	£366,524
		£322,433	£366,524

8	Raising Funds	2025	2024

	Raising Donations and Legacies
		£111,860	£91,501
	Other Costs	£13,931	£10,755
		£125,791	£102,256

Charitable Activities Costs	Direct Costs	Grant Funding of Activities (See note 10)	Support Costs (See note 11)	Totals 2025

Programmes (including online)	£650,625		£660,744	1,311,369
Auditions	£38,592			£38,592
Concerts	£156,018			£156,018
Bursaries and Scholarships	£700.00	£62,420		£63,120
	£845,935	£62,420	£660,744	£1,569,099

Prior Year	Direct Costs	Grant Funding of Activities (See note 10)	Support Costs (See note 11)	Totals 2024
Programmes (including online)	£619,370		£593,151	£1,212,521
Auditions	£24,440			£24,440
Concerts	£141,502			£141,502
Bursaries and Scholarships	£701	£88,644		£89,345
	£786,013	£88,644	£593,151	£1,467,808

Notes

10	Grants Payable	Grants Payable		2025	2024	2024

	Bursaries and Scholarships			£62,420	£88,644

	The total grants paid to individuals during the year was as follows:

	Grant			£62,420	£88,644

	All grants relate to bursaries provided to individuals as a subsidy towards their membership fees and travel costs.

11	Support Costs	Management	Governance			Totals 2025

	Programmes (including online)	£604,801	£55,943			£660,744
		£604,801	£55,943			£660,744

		Management	Governance			Totals 2024
	Programmes (including online)	£542,726		£50,425		£593,151
		£542,726		£50,425		£593,151

12	Net Income/Expenditure			2025		2024

	Net income/ (expenditure) is stated after charging:

	Auditor' Remuneration			£12,960		£11,640
	Auditor's Remuneration for non audit work			£3,360		£3,180
	Depreciation - Owned Assets			£1,214		£772

Notes

----- Start of picture text -----
13
the year ended 31st December 2024, except as disclosed in Note 23.
Trustees' Expenses
Trustees' expenses in respect of attendance at board meetings during the year totalled £162 (2024: £186).
14 2025 2024
Wages and Salaries £454,671 £417,361
Social Security Costs £42,993 £34,482
Pension Costs £10,309 £8,877
£507,973 £460,720
The average monthly number of employees during the year
2025 2024
was as follows:
15 15
between £60,000 - £70,000 (2024: one).
The Orchestras employed 193 freelancers during the year (2024: 183), who worked a total of 2,100 days
(2024: 1,863 days).
The support team provide pastoral support for the members of the Orchestras, whilst tutors help with
the musical elements. These freelancers are paid on a per session basis.
----- End of picture text -----

Notes

Tangible Fixed Assets	Music	Instruments	Fixtures and Fittings	Totals

Cost
At 1st January 2025	£21,720	£169,850	£75,453	£267,023
Additions			£3,024	£3,024
Disposals

At 31st December 2025	£21,720	£169,850	£78,477	£270,047

Depreciation & Impairment
At 1st January 2025	£21,720	£102,325	£73,530	£197,575
Charge for the Year			£1,241	£1,241
Eliminated on Disposals

At 31st December 2025	£21,720	£102,325	£74,771	£198,816

Net Book Value
At 31st December 2025		£67,525	£3,706	£71,231
At 31st December 2024		£67,525	£1,923	£69,448

External valuations were obtained for the musical instruments in 2021, that totalled £67,525. It is the opinion of the Trustees that there has been no material movement to the value of the instruments since the external valuations were obtained, upto the 31st December 2025year end.

Notes

16	Debtors: Amounts Falling Due Within One Year	2025	2024

	Trade Debtors	£5,646	£4,797
	Prepayments and Accrued Income	£37,134	£38,247
	Tax Recoverable	£326,641	£375,819
		£369,421	£418,863

17	Current Asset Investments	2025	2024 As Restated

	Amounts Held on Deposit with Maturities Over 3 Months	£702,579	£448,411
		£702,579	£448,411

18	Creditors: Amounts Falling due Within One Year	2025	2024

	Trade Creditors	£21,689	£3,190
	Social Security and Other Taxes	£2,014	£1,854
	Deferred Income	£734,749	£677,822
	Accurals	£27,114	£31,305
		£785,566	£714,171
	Further information on deferred income is provided in note 24.

19	Leasing Agreements
	Minimum lease payments under non-cancellable operating leases fall due as follows:	2025	2024

	Within One Year	£8,848	£11,185
	Between One and Five Years
		£8,848	£11,185
	Lease payments recognised as an expense in the year amounted to £46,364 (2024: £45,636).

Notes

Movement in Funds	At 1/1/25	Net Movement in Funds	Transfers Between Funds	At 31/12/25

Unrestricted Funds
General Fund	£667,525	£27,345	£113,680	£808,550
Unrestricted - Designated Funds
Rebranding Reserve	£53,000	(£53,000)
Risk Reserve	£210,000		(£210,000)
Organisational Development	£183,680		£96,320	£280,000
	£1,114,205	(£25,655)		£1,088,550
Restricted Funds
Bursary Fund		£13,075		£13,075
E Rorison Winter Award	£3,631	(£200)		£3,431
Access and Progression	£7,539	(£9,931)		(£2,392)
Vivienne Price Memorial Fund	£8,311			£8,311
	£19,481	£2,944		£22,425

Total Funds	£1,133,686	(£22,711)		£1,110,975

Net Movement in Funds, included in the above are as follows:
	Incoming Resources	Resources Expended	Gains and Losses	Movement in Funds

Unrestricted Funds
General Fund	£1,599,076	(£1,571,731)		£27,345
Unrestricted - Designated Funds
Rebranding Reserve		(£53,000)		(£53,000)

Notes

	Incoming Resources	Resources Expended	Gains and Losses	Movement in Funds
Risk Reserve
Organisational Development
	£1,599,076	(£1,624,731)		(£25,655)

Restricted Funds
Bursary Fund	£73,103	(£60,028)		£13,075
E Rorison Winter Award		(£200)		(£200)
Access and Progression		(£9,931)		(£9,931)
Vivienne Price Memorial Fund
	£73,103	(£70,159)		£2,944

Total Funds	£1,672,179	(£1,694,890)		(£22,711)

Comparatives for Movement in Funds

	At 1/1/24	Net Movement in Funds	Transfers Between Funds	At 31/12/24
Unrestricted Funds
General Fund	£410,165	£467,704	(£210,344)	£667,525
Unrestricted - Designated Funds
Rebranding Reserve	£47,216	(£20,880)	£26,664	£53,000
Risk Reserve	£210,000			£210,000
Organisational Development			183,680	£183,680
	£667,381	£446,824		£1,114,205

Notes

	At 1/1/24	Net Movement in Funds	Transfers Between Funds	At 31/12/24
Restricted Funds
Bursary Fund		(£5,944)	£5,944
E Rorison winter award	£3,831	(£200)		£3,631
Access and Progression	£17,470	(£9,931)		£7,539
Vivienne Price memorial fund	£14,255		(£5,944)	£8,311
	£35,556	(£16,075)		£19,481
Total Funds	£702,937	£430,749		£1,133,686

Comparative net movement of funds included in the above are as follows:

	Incoming Resources	Resources Expended	Gains and Losses	Movement in Funds
Unrestricted Funds
General Fund	£1,918,113	(£1,450,409)		£467,704
Unrestricted - Designated Funds
Rebranding Reserve		(£20,880)		(£20,880)
Risk Reserve
	£1,918,113	(£1,471,289)		£446,824

Restricted Funds
Bursary Fund	£82,700	(£88,644)		(£5,944)
E Rorison Winter Award		(£200)		(£200)
Access and Progression		(£9,931)		(£9,931)
	£82,700	(98,775)		(16,075)
Total Funds	£2,000,813	(1,570,064)		£430,749

Notes

Please refer to P48

from which only bursary payments may be made. Distributions are made annually to support the membership of children from lower income families who might otherwise not be able to take up their places. As well as contributions to all or part of orchestra membership fees, for NCO clothing. Awards are made against a sliding scale on the basis of annual household income. Applications are scrutinised, and awards made, by an internal NCO panel. The NCO help as fundraising allows.

Elizabeth Rorison, a former Trustee of NCO, bequeathed £5,000 towards an annual winter concert award.

This fund represents money received to support the engagement activities.

Notes

This fund has been established through donations made to NCO in memory of Vivienne Price MBE, NCO's Founding Patron, and the proceeds of a 'Grade-One-athon' fundraising activity over time at the discretion of the Artistic Director and Principal Conductor towards: scholarships for children who might not otherwise be able to take up their places, an annual prize to a member of Under 13 Orchestra, and the purchase of musical equipment for the

The transfers between funds in the prior year represents the contribution from restricted the donor, for use in core activities.

Analysis of net assets between funds	Analysis of net assets between funds
	Unrestricted Funds	Designated Funds	Restricted Funds	Total
Year to 31st December 2025
Tangible Fixed Assets	£71,231			£71,231
Net Current Assets	£737,319	£280,000	£22,425	£1,039,744

Total Funds	£808,550	£280,000	£22,425	£1,110,975

	Unrestricted Funds	Designated Funds	Restricted Funds	Total
Year to 31st December 2024
Tangible Fixed Assets	£69,448			£69,448
Net Current Assets	£598,077	£446,680	£19,481	£1,064,238

Total Funds	£667,525	£446,680	£19,481	£1,133,686

Notes

21
	Pension contributions amounting to £10,309 (2024: £8,877) were recognised as an expense in the SoFA unrestricted funds.

22	Contingent Liabilities
	The client has an obligation under their rental lease to make good the property at the end of the lease.



23	Related Party Disclosures
	During the year a number of the Trustees made donations to the Charity, condition.	these were made without
	During the year 1 Trustee, L Stott, was paid a total of £450 (2024: £313) for services as a tutor. The fees paid were in line with those paid to other tutors and freelancers providing similar services to the Charity.

Deferred income	2025	2024
Accruals and deferred income includes the following items of income which have been deferred as at 31st December 2025:

Membership deferred at 1st January 2025	£677,822	£644,130
Released to income in the year	(£677,822)	(£644,130)
Grant funding received in advance
Membership deferred at 31st December 2025	£734,749	£677,822
	£734,749	£677,822

Membership relates to the calendar year, places are awarded at the end of the previous year and fees are often received in advance of the start of that year. In accordance with the accounting policy, membershipincome received in relation to the following year is deferred.

Notes

25	Post balance sheet events
	The Trustees have no post balance sheet events to report.
26	Prior Period Adjustments

	Changes to the Balance Sheet	As Previously Reported	Adjustment	As Restated at 31st Dec 2024
	Current Assets
	Current Asset Investments		£448,411	£448,411
	Cash at Bank and in Hand	£1,359,546	(£448,411)	£911,135
	Net Assets	£1,133,686		£1,133,686

	Total Charity Funds	£1,133,686		£1,133,686

Notes

activities
	Unrestricted	Restricted	Total Funds
Income and Endowments from
Donations and Legacies	£753,358	£82,700	£836,058

Charitable Activities
Concerts	£42,921		£42,921
Projects	£120,148		£120,148
Membership Fees	£602,584		£602,584

Other Trading Activities	£2,682		£2,682
Investment Income	£29,896		£29,896
Other Income	£366,524		£366,524

Total	£1,918113	£82,700	£2,000,813

Expenditure on
Raising Funds	£102,256		£102,256

Notes

	Unrestricted	Restricted	Total Funds
Charitable Activities
Programmes (including online)	£1,212,521		£1,212,521
Auditions	£14,509	£9,931	£24,440
Concerts	£141,502		£141,502
Bursaries and Scholarships	£501	£88,844	£89,345
Total	£1,471,289	£98,775	£1,570,064

Net Income/(Expenditure)	£446,824	(£16,075)	£430,749

Transfers Between Funds

Net Movement in Funds	£446,824	(£16,075)	£430,749

Total Funds Brought Forward	£667,381	£35,556	£702,937

Total Funds Carried Forward	£1,114,205	£19,481	£1,133,686

Thank yous 80

Thank you

Trustees

Letty Stott

Thanks also to Trustees who have retired from our board during this year:

Programme and Orchestras Manager

Programme and Orchestras Administrator

Music Librarian

Development Director

Head of Development

Head of Engagement Siobainn Chaplin Head of Safeguarding and Support

Anna Caban Anna Vaughan Anthony Bailey

Connie Tanner

(Deputy

Chair) and

Administrative

Chief Executive

Communications Director

Communications Manager Abby Capern Communications Assistant Tammy Daly Programme and Orchestras Director

Head of Business Administration

Thanks also to colleagues who have moved on to new adventures during this year: and

Freelance team

Elfair Grug

Gabi Swallow

Helen Brew Helen Kuby

Thank you

Tim Barber Tom Highnam

Joanne Green Jonathan Trim

Jonathan Trim Matthew Quinn

Matt Bain

May Halyburton Melanie Martin

Charlotte Hill

Support Team

Anna Gambrill

Ee Ann Ho Eleanor Hall

George Hillier Hannah Seymour

Claire Bennett Henry Cookey Sarah Upjohn Sophie Till

Thank you

Klara Sweeney

Matthew Sutton Mikey Lowe

Sabrina Ko Sam Hill Sam Holburt Sarah Chew

Simmy Singh

Joanna Carnegie Karen Lang

Hannah Spry Milly Deering Torbin Collier

Thank you

We would like to thank our wonderful supporters, partners, and Friends and Patrons, as listed below, for their extraordinary support towards our 2025 programme. Their generous donations, grants, sponsorships and encouragement enables what we do. To each of you – we could not do it without you. Thank you.

We are so grateful for the generosity and support shown to us in donations from NCO families this year. Thank you.

Thank you

NCO is deepening existing partnerships and developing further collaborations across the UK to support a greater diversity of children, young musicians and their families to engage with NCO.

We are committed to providing and supporting access to music making and concerts and look forward to continuing existing and developing new relationships with: ABRSM, Association of British Orchestras, Birmingham Conservatoire, Bradford Music & Arts Service, Bolton Music Service (GMMH), Bristol Beacon, Devon Music Education Hub, Future Talent, In Harmony, Hull Music Hub, Lancashire Music Hub, Lincolnshire Music Hub, Music Mark, Music Masters, Music for Youth, Nucleo, our fellow National Youth Music Organisations, One Education Manchester (GMMH), Open Up Music, Royal Northern College of Music, West of England Music & Arts, Wessex Music, Wiltshire Music Centre, Young Sounds UK.

Thank you to our dedicated supporters for their regular donations through NCO’s Friends and Patrons scheme. They are:

Jonathan Dimbleby

Gillian Kemble

Eun Jung Ha

We were touched to receive a Legacy Gift this year from , who was a dedicated, long-term supporter of NCO, and friend of our

founder Vivienne Price. We were so sorry to hear of her passing and will be sure to put her kind gift to the best possible use in her memory. We were also so grateful to receive a legacy from the late whose gift will be used in 2026 to support NCO percussionists as per her wishes.

Charity information

(Chair)

(appointed 6th May 2025)

(retired 13th Sept 2025) Laetitia Stott

(appointed 6th May 2025)

(Vice Chair, retired 13th Sept 2025)

(appointed 6th May 2025)

(appointed 6th May 2025) (retired 13th Sept 2025)

(retired 13th Sept 2025)

Chief Executive - MBE Artistic and Educational Director (resigned March 2025)

St Catherine’s Court Berkeley Place Clifton Bristol BS8 1BQ

Lloyds TSB Bank PLC 64 High Street Epsom Surrey KT19 8AT

Charity information

The Trustees who are also directors of the charity for the purposes of the Companies Act 2006, present their report with December 2025.

The Trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK

803026

Unit 2.3, Streamline 436-441 Paintworks Arnos Vale Bristol BS4 3AS www.nco.org.uk

2471385 (England and Wales)

@nco_gb @ncogb

@National Childrens Orchestras

Photos by Vernon Nash, Paul Blakemore, Mark Allan, Joey Moxley and Chris Payne Film by Joey Moxley

Report Design by The Yard Creative

Slgnature: Lolliig Mi'&ckEll Email: louise@louisemitchell.org Slgnature.. str Email.. alexandra.momtshan@saffery.com

260415 NCO Trustee Annual Report_compressed Final ALJdil Report 2026-0&14 Created. 20264)5-08 By.. Tammy Daty lt.daly@nco.org.ukl Slalus.. Signe(I Transaction ID.. CBJCHBCAABAADz5wPmvTsQX3iP3d_SElhdA9KOqOdQiN "260415_NCO_Trustee Annual Report_compressed" History Document created by Tammy Daly lt.daly@nco.org.ukl 2026-08- 10..13..46 AM GMT P. Document emailed to louise@louisemitchell.org for signature 2026-054)8- 10'.20.'15 AM GMT Email viewed by louise@louisemitthell.org 2026-08- 11..03..13 AM GMT Signer louise@louisemilchell.org entered name al signing as Louise Mitchell 2026-0&08- 11..06..35 AM GMT Document e-signed by Louise Milthell Ilouise@Iouis8milchell.orgl Signalure Dale.. 2026-05-08- 11'.06.'37 AM GMT- Fime Source.. sePr- Signature Appearartt SeCted.. r(PE P. Document emailed to alexandra.momtahan@saffery.com for signature 2026-08- 11..06..40 AM GMT Email viewed by alexandra.momlahan@saffery.com 2026-0&08- 11'.15.'50 AM GMT Signer alexandra.momtahan@saffery.com entered name at signing as Michael Strong 2026-05-14- 1'.39.'43 PM GMT Document e-signed by Michael Strong lalexandra.momlahan@saffery.coml Signature Date.. 202&05-14- 1".39..45 PM GMT- Time Source.. server- Signature Appearance Sected.. TYPE Agreement completed. 2026-05-14- 1.'39.'45 PM GMT la Adobe Acrobat Slgn

National Children's Orchestras Annual report 2025 Play together. Be unstoppable.

About National Children’s Orchestras

Trustee	Annual Report 2025	Annual Report 2025	Annual Report 2025
Introduction				06
2025 highlights				07
NCO Young Musicians 2025				09
Auditioned Activities				11
Non-Auditioned		Activities		15
Artistic Development				18
Wellbeing and Environmental				28
Communications				32
Fundraising				34
Future Plans				37
				39
Governance Structure and Management and risk				40
Financial	Sustainability			43
Financial	Review			46
Statement of Trustees'			Responsibilities	49
Independent Auditors Report				50
Annual Accounts 2025				55
Thanks yous				80
Charity information				87

“I never thought I could play Jupiter, but now I can, and my Dad is going to be so proud.”

Orchestral Weeks member, aged 13

“Thank you so much, if ever

know that yesterday was possibly one of his favourite in his almost 12 years. He has waited so long to be involved at a level like this, and absolutely loved his experience with you all.”

Parent of an Orchestral Days young musician

Parent of Orchestral Weeks member

Vision

To be a household name, known for inspiring children nationwide through a vibrant music community that nurtures potential and opens doors.

Purpose

To champion the life-changing power of music.

Mission

Together, we are using the power of music to create a supportive community that enriches lives.

Dare to Dream

Every Voice Matters

We believe everyone has their own brilliance.

Everyone has a unique potential waiting to shine. In a supportive, inclusive environment, and creativity.

Strength of Spirit

The Power of Us

We believe in the power of community.

Our power lies in our unity; we grow together, support each other, and become something greater as one.

Trustee Annual report 2025

Louise Mitchell - Chair of Trustees

2025 highlights

2,240 children in total engaged in NCO activities during the year, an increase of 37% compared to 2024.

7 NCO Orchestras performed 15 concerts, in Basingstoke, Birmingham, Bolton, Bristol, Portsmouth, Manchester, Shrewsbury and London, to 4,500 audience members and

children aged 8-14 years were part of NCO’s auditioned Orchestral Weeks (previously National programme) and auditioned Orchestral Weekends (previously Projects programme) in 2025.

We celebrate the diversity of our membership because it makes our orchestras and organisation better. In our 2025 auditioned orchestras (Orchestral Weeks and Orchestral Weekends):

392 (59%) are from a global majority background.

We supported 68 children through our Financial Support programme who otherwise would not have been able to take part.

1,574 children aged 4-16 years and 37 students took part in NCO’s non-auditioned activities in 2025 including Orchestral Days, Schools Concerts, partner projects and student placements.

“He has had such an amazing time away with the team… I have never any music residential but you gave him that chance and he has enjoyed every second.”

Parent of Orchestral Weeks member

Orchestral Weeks

Our Weeks programme (previously named the National programme) consists of three age-banded orchestras for children in school years 7, 8 and 9.

319 children aged 11-14 took part in our residential Orchestral Weeks.

They formed 3 orchestras, taking part in:

6 orchestral residentials lasting a week each including more than 200 hours of sectional and orchestral rehearsals.

6 public concerts and 1 family sharing concert.

1 weekend showcase.

NCO Changemakers (see Child Voice) told us that their favourite parts of the residentials were spending time with their friends and learning new things.

As part of our rebrand, we commissioned angles of the NCO experience, celebrating inspiration and creativity, vibrancy and boldness and inclusivity and collaboration.

Parent of Orchestral Weeks member

Orchestral Weekends

Birmingham and London, taking part in: 8 orchestral weekends including

68 hours of sectional and orchestral rehearsals

8 family sharing concerts

345 children aged 8-14 took part in our non-residential Orchestral Weekends.

They formed 4 orchestras in Bolton,

NCO Changemakers (see Child Voice) told us that their favourite parts of the weekends were meeting new people and learning new things in sectionals.

I was stuck on something, they always helped by explaining it to me in a way that I understood. Being part of the orchestra made me feel like I am part of a community.”

Orchestral Weekends member

Parent of Orchestral Weekends member

Online

There were:

and presenter Naomi Wilkinson and musician Simmy Singh talking everything environment; stars of sport and wellbeing Claire Bennett & Katy Jones; and guest artists Carol Jarvis & Chris Augustine.

14 orchestra meet ups featuring getting to know each other games, quizzes, musical learning and more.

5 hours of inspiring webinars featuring BBC Young Musician of the Year Finalists; musical presenters and content creators Anna Lapwood and Linton Stephens; TV personality

Children told us that their favourite parts of the online programmes were getting to meet their peers and playing games.

Auditions for Weeks and Weekends

and Orchestral Weekends. Every audition celebrates the joy of playing and love for music from children and young people from all corners of the United Kingdom.

Our expanding non-auditioned activity developed in 2025, and we made plans for growth over three years.

Orchestral Days

80

They took place in Dorset in partnership with Wessex Music, and Devon in partnership with Devon Music Education Hub.

Children took part in:

that helped them get to know each other and the NCO team.

An improvisation-based composition workshop to create their own soundtrack

Rehearsals exploring a specially arranged multi-level ensemble piece to support children at the level they are playing.

A family sharing concert.

Parent of an Orchestral Days young musician

ensemble but was a bit nervous about it beforehand because I did not know anyone playing with people I did not know.”

Young musician after an Orchestral Day

Our ‘What Happens at an Orchestral Day’ activities to life.

Workshops

Our Partner Workshop with Young Sounds Connect programme ran alongside NCO North

Schools concerts

Our schools concerts were delivered in partnership with Bradford Music & Arts and Greater Manchester Music Hub.

Oak Academy

Members of our Under 14 Orchestra were collaboration with Bristol Beacon and

Cathedral Schools Trust and their involvement in the writing of a new innovative primary

music curriculum, accessible for thousands of children across England. The resources launched in November 2025 and NCO’s involvement provides a valuable peer-to-peer learning opportunity.

“I am so grateful for your choosing repertoire that inspired and challenged them and that they had these opportunities with such care and fun along the way.”

Parent of NCO Orchestral Weeks member

In 2025, we showcased a diverse range and our commitment to creative thematic programming.

Our programming also explored environmental and nature inspired themes. Jean Sibelius’s , Gustav Holst’s ‘Jupiter’ from

, and contemporary pieces such as Debbie Wiseman’s and Rachel Portman’s formed the heart of our programme.

We create a supportive environment where every child can explore their creativity, experiment freely, and take artistic risks.

In 2025:

The creative compositions for each orchestra were inspired by the themes of each concert programme – one orchestra explored the storytelling techniques central

NCO Changemakers (see Child Voice) scored Creativity as 4.1 out of 5 and enjoyed the opportunities to create new music in Surround Sound and interpret pieces in new ways.

to refuge on Jupiter following environmental apocalypse.

We prioritise children having a voice at NCO – we encourage them to speak up and we respond to them and this dialogue informs change.

104 children were young presenters at our concerts, including 6 who spoke about what the environment means to them at our concert.

There were:

14 interactive polls during online Orchestra Meet Ups.

35 Changemakers who spent more than 10 focus groups at activity and completion of journals at home.

6 orchestra councils at Weeks orchestra residentials.

471 children expressed an interest in being a Creative Ambassador, with many of those then responding to given themes by creating video content for our social media channels across the year.

NCO Changemakers also expressed that looking to audition for other programmes and ensembles that they would not have before.

In 2025, NCO engaged 121 creative freelancers as tutors, conductors, guest artists, creative and wellbeing leads and instrument support. 37 students also took part in student placement programmes.

10 creative and wellbeing leads 4 guest artists 12 conductors 6 composers/arrangers

Our activity teams in 2025 included:

86 music tutors

4 nurses 9 orchestra/instrument support

59 support team

37 student placements

“My NCO weeks really are a highlight in my year. You are all a really wonderful team to work for and be around, both tutors and management alike. I am always so inspired and uplifted by you all.”

Tutor

“I truly look forward to it every year. Everything is very well organised and prepared so that we can get through the very well supported both by tutors and support team/management.”

Conductor

Student placements

opportunities for students to gain experience and connections in music education and classical music.

Musical diversity

We seek the best representation we can in the artists and musicians we work with and the music we play, to enable a greater diversity of experiences and perspectives in our programmes.

In 2025 there were:

5 female conductors 8 female composers 21 living composers 9 global majority composers

2 female guest artists (of 4)

2 global majority guest artists (of 4)

6 new commissions

1 new full orchestral arrangement

7 NCO orchestras performed 15 concerts, in Basingstoke, Birmingham, Bolton, Bristol, Portsmouth, Manchester, Shrewsbury and London to 4,500 audience members.

at The Anvil, Basingstoke sold out.

Open, excited and welcoming audiences rewarded the remarkable playing from young musicians with applause and standing ovations.

Our child-centred and child-led social media content exposed the creativity, vibrancy and inclusivity of NCO young musicians and activities.

“The two girls at the front who were lead violinists in one girl in the second half) were absolutely out of this world – totally sublime.”

Audience Member at Bridgewater Hall, Manchester

Our most engaging piece of content was our Under 13 Bassoon reel achieving 14.8K views, engaging 5,121 accounts and receiving 180 likes.

We had 6.9% more Facebook followers and 17.9% more followers on Instagram, in 2025, than in 2024.

Our YouTube channel was viewed 43,143 times in 2025, with 2,560 hours of NCO footage watched.

What do NCO musicians do next

Former members of NCO have progressed on to lots of musical opportunities including that NCO alumni make up 51 out of 158 players in National Youth Orchestra 2026.

We believe everyone has their own brilliance and we craft supportive, inclusive environments in all our activities to enable them to discover their unique

We also know NCO power lies in our unity – children (and grown-ups!) grow together, support each other and become something greater through the power of community.

“He had a brilliant, brilliant time on the residential. Thank you so much for helping him to feel safe and secure.” Parent of an Orchestral Weeks member

In 2025 our programmes included:

25 hours of wellbeing sessions at residentials.

Warrior Henry Cookey; teamwork with Commonwealth Games Gold Medalist Fencer Claire Bennett; injury prevention and

body and mind, as well as 8 familiarisation documents with photos as an introduction to activity venues, and 14 online meet ups (see Online) to meet fellow orchestra members and our Support Team.

6 appreciation boxes, one for each residential, to celebrate each other, the activity or the team.

36 moments to experience an inspiring Thought for the Day.

There were:

Online resources including 11 wellbeing videos, 2 guides and 1 webinar on looking after

Children told us they felt happy and encouraged by the team during their time at NCO, and that they had someone they could easily turn to if they needed support.

Parent of an Orchestral Weeks member

We are committed to limiting the negative impact of our activities on our natural environment and to empowering the young people we work with to be part of making meaningful change.

The concert programme included music from Debbie Wiseman ( ), Rachel Portman ( ), along with Leonard Bernstein’s and Jean Sibelius’ .

In the interval, children from the audience created brilliant drawings inspired by what they had heard on stage.

You can read more about how our physical and digital audiences developed this year in the ‘Audiences’ section.

Fundraising Regulator scheme, reinforcing our commitment to transparency, accountability and best practice.

Together, these developments provide strong foundations for the future, while continued income will remain a key priority in the years ahead.

“My daughter was quite nervous going into the workshop but she came out saying that if there is ever another opportunity to attend NCO she would love to go and that it was amazing!!!”

Parent of Orchestral Days young musician

“NCO is a dream come true.”

Orchestral Weeks Member

Parent of an Orchestral Days young musician

Future plans

3-year growth strategy. During this period, NCO will prioritise children in state education and aims to double the number of children engaged annually by 2028.

Key developments for 2026

in 2026 is 725, the largest number of children since 2020 and with increased representation from children in state education.
Free, non-auditioned Orchestral Days will expand from 2 (2025) to 7 and take place in Dorset, Devon, Wiltshire, NE Somerset, Hull, Lincoln and Lancashire, in partnership with music hubs.
Continued focus on opening access for disabled young musicians – further work to be carried out in relation to venues, communications and the role of youth voice to research partner project with Open Up Music.
Organist Anna Lapwood will perform as guest artist and present NCO’s Under 14 Orchestra concert at Bristol Beacon on 12th April 2026 including a performance of . Wraparound concert day activity
includes a 'Make your Own Dragon’ Art Workshop with a Bristol artist to support family audiences in engaging with the programme.
Primary School on Creative Composition project linking to Under 13 Orchestra performance in Summer 2026 at Bristol Beacon.

Musical performance by 6 NCO alumni at an event at 11 Downing Street hosted by the Association of British youth music in the orchestral sector.

purposes during the year, they have had regard to the charities in England and Wales.

Governance structure and management

Governance framework

Remuneration

NCO has a remuneration policy and a set of annually by the board. A review of pay levels and bands was carried out and approved by the Board in December 2025.

Trustee induction and training

for Trustees. Trustee induction includes a meeting with both the Chief Executive and the Chair of the Board and the assignment of a buddy from the group of existing Trustees.

Risk management

A Risk Management Policy collates and management and the levels of delegated responsibility in relation to risk.

At the close of 2025 these were the four risk areas:

There is a Health and Safety Policy in place which details control mitigations in this

area, including specifying the use of Risk Assessments and processes to be followed to ensure the safety of adults and children

Again, rising costs were anticipated in forward budgets and regular reforecasting exercises were undertaken by budget holders throughout the year to closely monitor the real impact of the economic landscape on the agreed budget.

This is the money we raise from public and private funders consisting of Arts Council England, Trusts and Foundations, sponsorship and donations from individuals.

This is the money we receive in membership fees and concert tickets.

This is the money we

receive from interest and Orchestra Tax Relief.

----- Start of picture text -----
2024
----- End of picture text -----

		Raised income	£836,058
		Earned income Interest and OTR	£768,335 £396,420
	Total		£2,000,813

This is the money we spend on running our activities.

This is the money we spend covering all or some of the fees for families who need support.

----- Start of picture text -----
2024
----- End of picture text -----

Charitable Activities £1,480,719 Financial Support £89,345 Total £1,570,064

Income 2025

Raised income £469,497 Earned income £845,618 Interest and OTR £357,064 Total £1,672,179

Expenditure 2025

Charitable Activities £1,631,770 Financial Support £63,120 Total £1,694,890

Financial Review

The Statement of Financial Activities for the year is set out from page 55.

comprised £1,599,076 for unrestricted funds (2024: £1,918,113), £73,103 for restricted funds (2024: £82,700).

was £1,624,731 in unrestricted expenditure (2024: £1,471,289) and £70,159 in restricted expenditure (2024: £98,775).

As at 31st December 2025 the reserves of the charity were £1,110,975 (2024: £1,133,686) of which £280,000 are designated (2024: £446,680) and £22,425 are restricted (2024: £19,481).

Income

Total income was down by £328,634 compared to the previous year due to the large legacy gift in 2024.

Earned income also increased by £76,357, achieved through a minimal increase in fee Orchestral Tax Relief and £4,423 claim for the year in Gift Aid in the accounting period.

Expenditure

Expenditure increased by £124,826 compared to the previous year. This is due to increasing costs in relation to activity and overheads and investment in NCO’s new brand and website.

Reserves policy

of security to support advance planning over longer timescales, and to provide soundly based and funded.

Total unrestricted funds are £737,319, after excluding tangible assets of £71,231.

A further £280,000 is held in designated funds to ensure NCO’s growth strategy, designed to increase access for young musicians to take part.

Statement of Trustees’ responsibilities

Company law requires the Trustees to

company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these required to:

select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP (FRS 102);
make judgements and estimates that are reasonable and prudent; state whether applicable accounting standards have been followed, subject to any material departures disclosed and and

there is no relevant audit information of which the charitable company’s auditor is unaware; and
the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate charitable company’s website. Legislation in the United Kingdom governing the reparation jurisdictions.

Auditors

Following a procurement process, BHP will be proposed for appointment at the forthcoming Annual General Meeting.

2025 accounts

the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the

The 2025 accounts will be approved by the board of Trustees on Thursday 7th May and signed on its behalf by:

L Mitchell

Independent Auditor's Report to the members and Trustees of National Children's Orchestras of Great Britain For the year ended 31st December 2025

Opinion

December 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

have been prepared in accordance with the Companies Act 2006.

appropriate to provide a basis for our opinion.

on the charitable company's ability to continue as a going concern for a period of at least

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other information

We have nothing to report in this regard.

In our opinion, based on the work undertaken in the course of the audit:

the information given in the Trustees’ Annual Report which includes the Directors’ Report

the Trustees’ Annual Report which includes the Directors’ Report has been prepared in

accordance with applicable legal requirements.

In the light of the knowledge and understanding of the charitable company and its misstatements in the the Trustees’ Annual Report.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
or
we have not received all the information and explanations we require for our audit; or the small companies regime and to take advantage of the small companies exemption in preparing the Trustees’ Annual Report and the Strategic Report.

We have been appointed as auditors under the Companies Act 2006 and report in accordance with regulations made under that Act.

Identifying and assessing risks related to irregularities:

by discussions with Trustees and updating our understanding of the sector in which the charitable company operates.

include The Companies Act 2006, and guidance issued by the Charity Commission for England and Wales.

Michael Strong (Senior Statutory Auditor)

Date: 14/05/26 St Catherine's Court Berkeley Place Clifton Bristol BS8 1BQ

Annual Accounts 2025

the year ended 31st December 2025

	Notes	Unrestricted Funds	Restricted Funds	Total 2025	Total 2024
Income and endowments from:
Donations and legacies	3	£396,394	£73,103	£469,497	£836,058

Charitable activities	4
Concerts		£42,239		£42,239	£42,921
Projects		£137,652		£137,652	£120,148
Membership fees		£662,119		£662,119	£602,584

Other trading activities	5	£3,608		£3,608	£2,682

Investments	6	£34,631		£34,631	£29,896

Other	7	£322,433		£322,433	£366,524

Total income		£1,599,076	£73,103	£1,672,179	£2,000,813

	Notes	Unrestricted Funds	Restricted Funds	Total 2025	Total 2024
Expenditure on:
Raising Funds	8	£125,791		£125,791	£102,256

Charitable activities	9
Programmes (including online)		£1,311,369		£1,311,369	£1,212,521
Auditions		£31,053	£7,539	£38,592	£24,440
Concerts		£156,018		£156,018	£141,502
Bursaries and Scholarships		£500	£62,620	£63,120	£89,345

Total expenditure		£1,624,731	£70,159	£1,694,890	£1,570,064

Net income / (expenditure)		(£25,655)	£2,944	(£22,711)	£430,749

Transfer between funds	20

Net movement in funds	20	(£25,655)	£2,944	(£22,711)	£430,749

Total Funds brought forward		£1,114,205	£19,481	£1,133,686	£702,937

Total funds carried forward	20	£1,088,550	£22,425	£1,110,975	£1,133,686

Balance Sheet

as at 31st December 2025

	Notes	Unrestricted	Restricted	2025 Total Funds	2024 Total Funds as Restated
Fixed Assets
Tangible Assets	15	£71,231		£71,231	£69,448

Current Assets
Debtors	16	£369,421		£369,421	£418,863
Investments	17	£702,579		£702,579	£448,411
Cash at Bank and in Hand		£730,885	£22,425	£753,310	£911,135

Total		£1,802,885	£22,425	£1,825,310	£1,778,409

Creditors: Amounts Falling Due Within One Year	18	(£785,566)		(£785,566)	(£714,171)

Net Current Assets		£1,017,319	£22,425	£1,039,744	£1,064,238

Total Assets Less Current Liabilities		£1,088,550	£22,425	£1,110,975	£1,133,686

Net assets		£1,088,550	£22,425	£1,110,975	£1,133,686

Restricted Funds	20			£22,425	£19,481

Unrestricted Funds	20			£1,088,550	£1,114,205

Total Charity Funds				£1,110,975	£1,133,686

The notes at pages 65 to 79 form part of these accounts

companies subject to the small companies regime.

Approved by the Trustees on 7th May 2026 and signed on their behalf by:

L Mitchell - Trustee

	Notes	2025	2024 As Restated
Cash Generated from operating activities
Cash generated from operations	1	£64,736	£321,539
Net cash provided by operating activities		£64,736	£321,539


Purchase of Tangible Fixed Assets		(£3,024)
Proceeds from Disposal of Tangible Fixed Assets
Proceeds from Disposal of Investments			£15,838
Increase in Current Asset Investments		(£254,168)	(£448,411)
Interest Received		£34,631	£29,896

Net Cash Used in Investing Activities		(£222,561)	(£402,677)

Change in Cash and Cash Equivalents in the Reporting Period	2	(£157,825)	(£81,138)

Cash and Cash Equivalents at the Beginning of the Reporting Period		£911,135	£992,273

Cash and Cash Equivalents at the End of the Reporting Period		£753,310	£911,135

	2025	2024
Net income/(expenditure) for the reporting period	(£22,711)	£430,749

Adjustments for:
Depreciation Charges	£1,241	£772
Interest Received	(£34,631)	(£29,896)
(Increase)/Decrease in Debtors	£49,442	(£101,797)
Increase in Creditors	£71,395	£21,711

Net cash provided by/(used in) operating activities	£64,736	£321,539

2. Analysis of changes in net funds

	At 1st January 2025 As Restated	Cash Flow	At 31st December 2025
Net Cash

Cash at Bank and in Hand	£911,135	(£157,825)	£753,310
Total	£911,135	(£157,825)	£753,310