Company Registration Number: 06600739
Charity Registration Number: 1125841
CREATIVITY, CULTURE AND EDUCATION
(A COMPANY LIMITED BY GUARANTEE)
REPORT AND ACCOUNTS
For the year ended 31 March 2024

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
As the Board of Trustees, we present our report and financial statements for the year to 31 March
2024.
Company Number
06600739
Registered Charity Number
1125841
Registered Office
Ground Floor
20 Portland Terra
Newcastle upon Tyne
NE2 1QQ
Board of Trustees
For the purposes of the Companies Act 2006, the Board of Trustees is the Board of Directors of
the charitsble company and is referred to as the Trustees throughout this report. The charity is
referred to as CCE throughout this report.
The Trustees of CCE during the period and to the date of signing this report are as follows".
Jane Robinson
Johanne Clifton
Lucy Gray
Emma Hodgson
Fiona Mactaggart
Laurence Newman
Stephan Vincent-Lancrin
Resigned 20 September 2023
Appointed 12 June 2023
Appointed 12 June 2024
Director
Diane Fisher-Naylor (to 30 June 2023)
Nia Richards (from 1 July 2023)
Company Secretary
Denise Keane
Bankers
Santander. Bootle. Merseyside L30 4GB
Investment Managers
Rathbones, Earl Grey House. 75-85 Grey Street,
Newcastle upon Tyne NE16EF
Independent Examiner
Simon Brown BA ACA DChA, Azets Audit Services,
Bulman House. Regent Centre, Henry Street,
Newcastle upon Tyne NE3 3LS

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
STRUCTURE, GOVERNANCE AND MANAGEMENT
Governing Documents
CCE is a charitable company limited by guarantee, incorporated on 22 May 2008 and registered
as a charity on 11 September 2008. It was established under the Memorandum of Association
which established its objects and powers and is governed under its Articles of Association.
In accordance with Charity Commission consent received on 12 January 2010 in respect of
changes to the Company's objects, the Memorandum and Articles of Association were amended
by Special Resolution of the Directors of the Company on 21 January 2010. In addition. on 21
January 2010 all the provisions of the Company's Memorandum of Association were deleted and,
by virtue of section 28 of the Companies Act 2006, are now treated as the provisions of the
Company's Articles of Association.
Charitsble Objects and Main Activities
CCE'S objects are to advance for the public benefit the education of children and young people in
order to enable them to participate in society as mature and responsible individuals. in particular
by:
supporting them to become successful learners and responsible citizens by working with
others to extend the range. amount, quality and scope of fomal and informal learning
opportunities in the areas of creativity, arts. media, culture, heritage, humanities and
science;
empowering them to be involved in the promotion of cultural and learning activities and
enhancing their skills. capacities and capabilities.
encouraging them to visit. experience, participate in, initiate and engage in cultural
activities, places and perfomances.
supporting school leaders, teachers, practitioners, carers, performers and artists in
developing the necessary skills and knowledge to assist them in enabling children and
young people both inside and outside formal education to develop and apply their skills and
talents and to open up to them cultural and creative activity,.
developing programmes, where appropriate, in partnership with others to deliver positive
learning outcomes and encourage the recognition. enjoyment and use of culture, media
and heritage. and
supporting the professional development of staff within our partner organisations around
the world so that their internal capacity is developed to the point at which the skills.
knowledge and expertise CCE brings is firmly embedded within their own organisations.
Structure and Governance
CCE is structured as a charitable company limited by guarantee, pursuant to its Articles of
Association.
We, as the Board of Trustees, are responsible for the governance, strategic direction and policy of
CCE. We currently have six members from a variety of different backgrounds and meet 4 times a
year. One of these is an extended Board meeting or an Awayday, at which we are able to give
greater consideration to the future strategic direction of the organisation. Individual members also
meet regularly with the Director outside of formal meetings to exchange views and receive updates
on the organisation's progress.

CREATIVITY, CULTURE AND EDUCATION {A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
STRUCTURE, GOVERNANCE AND MANAGEMENT (CONTINUED)
Structure and Governance (Cont.)
We delegate operational responsibility for the provision of CCE'S services to the Director who is
responsible for ensuring that the charity develops and delivers services that meet the strategic
objectives of the charity and that these are efficiently and effectively managed. This also includes
the individual supervision of the staff team and ensuring that the team continue to develop their
skills and working methods in line with good practice. The Director is also responsible for the
management of CCE'S team of Associates.
As the Board of Trustees, we are also the only company law members of the charitsble company.
Recruitment and Appointment of Board of Trustees
We. as Directors of the company, are also charity Trustees for the purpose of charity law and under
the company's Articles of Association are known as Members of the Board of Trustees.
As set out in the Articles of Association, we nominate the Chair of the Trustees from within the
current membership.
We have discussed the optimum size of the Board and aspi￿ to a membership of no more than 12
Trustees, but, in reality, feel that a smaller Board allows for a better degree of engagement with
the issues currently faced by the charity. In seeking any additional members, we will always seek
to maintain a balance of relevant skills and experience and will target individuals who have the
requisite mix. Candidates are then interviewed by the Chair of the Board of Trustees to determine
their suitability.
Each year, one-third of us will retire from office.
In the year to 31 March 2024 Johanne Clifton and Fiona Macttagart. being eligible, were re-elected.
Trustee Induction and Development
A Trustee Induction Pack. which carries all the relevant infonnation for Trustees about both the
charity and their duties and responsibilities as Trustees, has been produced and forms part of an
induction process for any new Trustees which also includes an induction meeting.
We are also encouraged to attend appropriate external events and conferences, including visits to
CCE programmes and partners where these will facilitate the undertaking of our role.
Board meetings also include presentations about the work of CCE from the staff and from
representatives from partner organisations which provide us with the opportunity to learn more
about the organisations work and its impact.

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
STRUCTURE, GOVERNANCE AND MANAGEMENT (CONTINUED)
Remuneration of Key Management Personnel
The Board, who give their time freely and have received no remuneration in the year, have
considered who are the Key Management Personnel (KMP) ofthe charity. Together with the Board,
these KMP are those in charge of directing and controlling, running and operating the activities of
the charity on a day-lo-day basis.
The pay of the KMP is reviewed annually. The Trustees benchmark against pay levels of other
charities and similar organisations within the sector and the region. Pay levels are set using this
information together with the budget and forecast information, ensuring that the charity can afford
any proposed increases. The Board then agrees any uplift to remuneration.
Risk Management
As Trustees. we have examined the major governance, operational and financial risks which the
charity faces as part of the annual business planning process and confim that systems have been
established to mitigate these risks.
We have a risk management strategy in place which comprises:
An annual review of the strategic risks the charity may face via the business model
The establishment of systems and procedures to mitigate those risks identified
The implementation of procedures designed to minimise any potential impact on the charity
should those risks materialise.
We are satisfied that appropriate financial systems and controls and employment policies and
practices are in pla￿. but we continue to test and refine these processes. using the Resources
Committee of the Board to examine these issues in detail.
As Trustees, we consider the key risks facing the charity at this time to be the loss. either
temporarily or permanently of the Director and other staff members.
The charity has significant unrestricted reserves and in response to this the Board has continued
to commit to drawing down its charitable reserves to support its activities. The charity has also
reviewed its reserves policy to ensure that it continues to retain enough reserves so that in the
event of closure it is able to wind down its charitable activities in an orderly fashion whilst meeting
all its financial commitments.
Nia Richards commenced her role as Director of CCE in July 2023 and during the year has been
supporting the delivery of the existing strategy agreed by the Board. The Board will consider a new
three-year strategy during the early part of 2024.
As Trustees we continue to manage the potential impact of risks within the Risk Management Plan
by ensuring that..
We have a strategic plan which sets out our charitable activities
The staff team and its capacity can support the delivery of the strategic plan
We have a pool of experienced freelance associates able to support the delivery of key
programme areas
The Staff Performance Review framework includes ongoing health checks to support the
ongoing wellbeing of staff

CREATIVITY, CULTURE AND EDUCATION (A Company Llmited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors. Report)
STRUCTURE, GOVERNANCE AND MANAGEMENT (CONTINUED)
Risk Management (Cont.)
We have in place contracts for services to support core functions including bookkeeping,
accountancy, payroll and IT.
Given the high level of unrestricted reserves the charity has no key financial risks to manage.
However. the Trustees continue to ensure robust financial planning and reporting by ensuring that:
Budgets have been set for the next financial year
We continue to explore potential new income streams, particularly from investment in
existing partnerships. from the continued exploitation of CCE'S existing programmes and
intellectual property. from the development of new partnerships and relationships and
through the design of new programmes which benefit children and young people
We manage the effective delivery of our programmes. providing professional development
to those responsible for delivering the programmes and evaluating their impact
The costs to the charity of delivering those programmes are minimised
Regular management accounts are provided showing the performance against budget
Contingency plans are in place for the actions which would be taken if there were significant
changes in the charity's operational capacity or financial position
Reserves policies provide an appropriate amount of uncommitted Reserves which will
always enable the charity to meet all its liabilities.
In April 2023, £50,000 was drawn down from the investment portfolio held by Rathbones, CCE'S
investment managers and a further £150,000 was drawn down in October 2023, both sums
increased cash flow to support the delivery of the charities. three-year strategic plan. The financial
markets remained turbulent with a need for caution in relation to CCE'S investment portfolio.
Nevertheless, the overall value of CCE'S investment portfolio during the 2023124 financial year
increased by £93,510, despite the cash drawdown of £200,000 during the year. Investment income
was also higher than originally anticipated. Rathbones continue to report regularly to the Board to
ensure that in this turbulent economic climate we understand the investment approach and are
made aware of current and anticipated market trends. The Board will continue to keep a close eye
on the performance of the charity's investment portfolio. The value of the portfolio as at 31 March
2024 was £1,858,107.
OBJECTIVES AND ACTIVITIES
Public Benefit
As Trustees, we understsnd and have discussed the implications of the provisions of the Charities
Act 2011, which stste that all charities must demonstrate that they are established for public benefit
and have had due regard to the public benefit guidance issued by the Charity Commission. We
believe that the charity meets both of the key principles.
Principle 1- There must be an identifiable benefit. or benefits
CCE believes that, in addition to the knowledge pupils acquire in school, it is important that their
core skills are developed and embedded. CCE has defined these skills as having the capacity to
be inquisitive, persistent, imaginative, disciplined and collaborative, skills that are known
collectively as the 'Creative Habits of Mind,.

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
OBJECTIVES AND ACTIVITIES (CONTINUED)
Public Benefit (Cont.)
In the 2024 Linkedln survey on the most in-demand skills companies require, creative thinking skills
continue to be in significant demand with teamwork and problem solving appearing in the top 10.
The most in-demand skill being adaptability which is closely related to the Creative Habits of
persistence and discipline. Insights from the survey also highlighted "In a world Gontinuously
transformed by artificial intelligence, the enduring value of uniquely human skills should reinforce
a fundamental truth.. that the changing world of work needs people who are more thoughtful, more
curious, and more skilled at navigating Ghange than ever before".
Over the years, many other influential bodies have reported on the importance of developing
creative thinking skills. One of the most significant reports is The World Economic Forum Future of
Jobs Report 2023 (which is the fourth edition of the survey with the widest coverage thus far by
topic, geography and sector bring the perspective of 803 companies - collectively employing more
than 11.3 million workers). The survey looks at the needs of businesses across the 2023-27
timeframe and the report again highlighted the high demand for creative thinkers from businesses
across the globe stating that "Analytical thinking and creative thinking remain the most important
skills for workers in 2023. Analytical thinking is considered a core skill by more companies than any
other skill and constitutes, on average, 9% of the core skills reported by Gompanies. Creative
thinking, another cognitive skill, ranks second, ahead of three self-efficacy skills
resilienGe,
flexibility and agility," motivation and self-awareness," and curiosity and lifelong learning
in
recognition of the importance of workers ability to adapt to disrupted workplaces"
This illustrates the fundamental need to ensure that creative thinking skills must form part of the
education of all children and young people.
ECONOMIC
FORUM
75 % of businesses say
creative thinking will rise
over the next 5 years

CREATIVITY. CULTURE AND EDUCATION (A Company Llmited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
OBJECTIVES AND ACTIVITIES {CONTINUED)
Publlc Benefit {Cont.)
Since 2018 the need for creativity in education has been consistently endorsed by the Organisation
for Economic Co-operation and Development (OECD) who slate "Creative thinking can have
positive influence on students, academic interest and achievement, identity and socio-emotional
development by supporting the interpretation of experiences, actions and events in novel and
personally meaningful ways. Beyond the classroom, creative thinking can help students adapt to a
constantly and rapidly changing world. Supporting students. creative thinking can help them to
contribute to the development of the society they live in, today and as future workers: organisations
and societies around the world increasingly depend on innovation and knowledge creation to
address emerging and complex challenges, giving urgency to innovation and creative thinking as
collective enterprises.
The OECD is responsible for the Programme of International Student Assessment (PISA), the most
authoritative international comparative measure of student achievement. The cause of creativity in
education has been given a significant boost and a rise in its status by the decision of the OECD
to make Creative and Critical Thinking the focus of its PISA 2022 test the results of which will be
published in 2024. This is a powerful indicator of the growing status of creativity in education
globally and we anticipate that this will act as the impetus to policy makers. school leaders and
teachers to embed creative thinking skills into all aspects of school life.
CCE continues to explore the connection of its programme interventions to the improvement of
executive functions in children which is defined as working memory, cognitive flexibility and
inhibitory control. Academic research has long associaled the development of executive functions
in a child as being linked with academic achievement. CCE believes that the interventions it designs
and implements in schools has a direct impact on improving executive functions. Cultural and
creative learning interventions in Scotland. Norway and Chile evaluated the executive functions of
pupils before and after the interventions. In all cases. it showed that the executive functions had
developed faster than those of similar children who had not experienced the same interventions.
CCE supports programmes focused on researching the impact of its work on executive functions.
During the 2023124 financial year we continued to work on a two-year programme in schools with
long term partners Innlandet County. NonNay and T-Tudok in Hungary. The Art of Leaming
programme reached its conclusion in Autumn 2023 with the final report highlighting the
improvements made in the pupils executive functions compared to pupils in control schools
expected in summer 2024 and an event to share the findings planned later in the year. In early
2024, with existing partners in Norway and Hungary and new higher education and cultural
partners, an application was submitted to the Horizon European funding programme call: A
sustainable future for Europe: arts and cultural awareness and expression in education and
training. If the bid is successful, the programme aims to further develop the Art of Learning concept
and shape and influence policy and practice in teacher education focused on cultural awareness
and creative thinking under the project title TREACLE.

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
OBJECTIVES AND ACTIVITIES (CONTINUED)
Public Benefit (Cont.)
During the year CCE continued to work in partnership with lead schools Duchess's Community
High School in Alnwick, Northumberland and Cragside Primary School in Newcastle on the North
East Creativity Collaborative Network (NECCN). NEECN is a professional learning community of
13 schools across the North East and one of 8 across England which are networks of schools
supporting the development of teaching for creativity. This directly supports the ambitions of the
Board in the 3-year strategy agreed in the Autumn of 2021 for CCE to raise its profile in the UK.
One of the highlights of the work with the NECCN this financial year was the Imagine if...
"Hackathon (which is an event where people come together to explore and solve problems) which
took place in November 2023. Young people. educators, practitioners, stakeholders and
organisations from the region came together to explore the following key challenges".
How do we sustain and continue to grow the collaborative?
How do we cultivate the conditions across the North East to support every school to value
creative thinking and teaching for creativity, drawing on the experiences of the NECCN?
Young people played a key part in the event and each school in the NEECN has a group of Young
Creative Champions. Some of which had this to say about the hackathon and their role in it: "Overall
for myself, and from talking to the other students, the enthusiasm of the teachers to both listen to
our perspectives on creative thinking in education and to even try it out themselves was a really
enjoyable experience for us. It's especially important that students can feel their voices are heard,
when today much of the business and political world feels ostracised from us I think this event really
helped to bridge the gap, and showed how valuable the collaboration between students and
teachers can be in the evolution of education in the UK."
A key priority this year was CCE'S work in raising its profile in the UK focusing on supporting
leadership for creative thinking. The growing body of international evidence of the importance of
creative thinking has led to school leaders needing support with this priority. As part of a
Memorandum of Understanding with the Centre for Real-world Learning at Winchester University
and in partnership with colleagues from Arts Council of Wales. CCE co-authored a book titled
Creative Thinking in Schools: A Leadership Playbook which was launched in summer 2023.
The playbook is a practical guide that brings together understanding about school leadership with
a deep experience of cultivating creative thinking in all aspects of school life and promoting creative
learning habits in the classroom. Underpinned by research and analysis of practice in hundreds of
schools across the world. and more recently by an in-depth study of fifty schools in
England, Creative Thinking in Schools provides a range of accessible resources, planning tools
and practical examples. These support leaders to reflect on their core purposes, understand the
changes needed to embed creative thinking, develop leaders across their staff, facilitate the
development of their teachers, plan, teach and assess creative thinking, and work with external
partners. all the while developing a vibrant professional learning community.

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
OBJECTIVES AND ACTIVITIES (CONTINUED)
Public Benefit (Cont.)
CREATIVE
THINKING
IN SCHOOLS
A LEADERSHIP % I
PLAYBOOK r
A*h¥th Slm
During this financial year CCE also developed a professional learning community for school leaders
and a dedicated website to complement the Creative Thinking in Schools book. The website
contains additional downloadable materials and case studies and it. and the professional learning
community, are connecting creative thinking leaders around the world to share experiences.
supporting CCES objectives to develop, spread, extend and evaluate creative thinking within and
across schools. There are future plans to translate and print the book in Welsh and Thai.
Principle 2 - Benefit must be to the public. or a section of the public.
All of these benefits are clear, evidenced and relate directly to CCE'S aims. In addition. as Trustees,
we do not consider that any significant detriment or harm flows from CCE'S work.
CCE programmes continue to target schools in areas with higher levels of deprivation. This is
evident in our work in Pakistan, where we are working with schools serving communities with
extreme levels of poverty and deprivation. in the Czech Republic and in Hungary where our
programmes focus on schools working with Roma communities which are generally located in the
most disadvantaged communities.
Since 2015 CCE has been working in Thailand supporting the work of the Equitable Education
Fund (EEF) and its partners in line with its priority to improve education for the most disadvantaged
children and young people. CCE'S work in Thailand has supported skills development and capacity
building of the team within EEF and its partners. During this financial year CCE'S completed the
two significant contracts signed last year with EEF, and continued to support capacity building in
the country.

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
OBJECTIVES AND ACTIVITIES (CONTINUED)
Public Benefit (Cont.)
CCE has been supporting the Arts Council of Ireland's Creative Schools programme as Project
Lead over a six-year period since 2017. In this financial year this contract came to a planned
conclusion with a Director and full team now in place. During the year an evaluation report of the
first four years of the programme (2018- 22) by Dr. Regina Murphy and Dr. Eemer Elvers of Dublin
City University was published. It provides information on the experience of children and young
people, teachers. educators, arts practitioner and artists.
The reports highlighted that:
Participants in schools and centres, including children, students, teachers, School
principals, Creative Schools Coordinators and their supporting Creative Associates have all
been overwhelmingly positive in their overall attitudes towards the programme and in their
reports of experience.
99 % of partlGipating schools said they WOLJld recommend the programme to other schools.
Schools from every county in Ireland have participated in the programme and all school
types including 26 Youthreach Centres, have been well represented. The Creative Schools
programme has successfully prioritised participation by DEIS (Delivering Equality of
Opportunity) Schools, small rural schools. special schools, Irish Language medium schools
and Youthreach centres in response to interim findings from this report. Notably. over 380/0
of all Special Schools
The Creative Schools initiative has been successful in promoting and infusing creativity in
schools and drawing attention to the increasing importance of creativity in education. Within
each school children and young people have engaged in dialogue about creativity, have
been listened to, have been taken seriously and have had their ideas acted upon.
CCE'S beneficiaries are therefore entirely appropriate to its aims and the public as a whole benefit
from its work.
The principles of our work and the impact we believe it to have - are derived from the CCE'S
original Creative Partnerships (CP) programme and have been evidenced and proven via the
extensive programme of research and evaluation CCE has commissioned.
Our current work remains faithful to the implementation of these principles, applying the learning
from CP to the design and delivery of creative learning programmes for children and young people
around the world.
Our charitable work encompasses:
The professional development of teachers, school leaders and other professionals who
work directly with children and young people. to develop their practice for the benefit of
children and young people, and to support them in the application of their learning in the
classroom and their school
Designing and supporting the delivery of programmes which have a strong beneficial impact
on children and young people in various countries in the world
Supporting officials with responsibility for education to change policies so that the
programmes they implement directly benefit children and young people
10

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
OBJECTIVES AND ACTIVITIES (CONTINUED)
Public Benefit (Cont.)
Promoting the benefit of CCE'S approach to learning, through appearances at international
conferences and events and publishing evidence of their effect on the CCE website and
through other media
Developing the capacity of teams delivering creative learning programmes by transferring
CCE'S knowledge and expertise and supporting them to embed this.
In 2023124 our work had the following reach:
We were involved in the design andlor delivery of programmes modelled on CP in 7
(2022123 - 10) countries (Australia, England, Hungary. Pakistan, Republic of Ireland.
Thailand and Wales). In total 1,347 (2022123 - 1,455) schools were enrolled in the
programmes and the projects involved over 1,840 (2022123 - 3,337) teachers directly and
impacted upon more than 47,622 (2022123 - 59,731) children and young people.
Through professional development programmes, workshops and seminars designed and
delivered by CCE for Creative AgentslAssociates, Creative Practitioners. Teachers and
School Leaders we reached over 1,586 (2022123 - 2.641) participanls in 7 (2022123- 10)
countries (Australia, England. Hungary. Pakistan, Republic of Ireland, Thailand and Wales).
The programmes we advise and manage are frequently of a considerable scale and reach and are
generally of a significantly higher financial value Ihan the value of CCE'S own work on the contract.
In 2023124 CCE worked on programmes in Australia. England, Hungary, Pakistan, Republic of
Ireland. Thailand and Wales with a combined programme value in excess of £5,601,213.
In addition, our consultancy work is intended to influence and produce changes in policy at regional,
national and international level. We do this by working with key officials responsible for educational
policy. It encourages continued investment in creative education, which can have a substantial
impact over a long period of time on the life chances of millions of children and young people.
For instance, the Welsh Government and the Arts Council of Wales have continued over a nine
year period to invest in Ihe Creative Learning Through the Arts - An Action Plan for Wales - four
years more than the original 5 year plan launched in 2015. CCE helped to design and deliver the
Lead Creative Schools programme which continues as a core part of the future plan for Wales. In
the Republic of Ireland we have continued. through our work with Creative Ireland and its Creative
Youth Programme 2017-22, to contribute to the design of changes to education practice to ensure
that the Government's investment in its education programmes benefits over the long-term every
child and young person in the country. This is further evidenced by the Irish Govemment extending
for a further 5 years the Creative Youth programme. CCE supported Creative Ireland with the
development of this plan which ensures a long-temi legacy of CCE'S work in Ireland and
demonstrates both our ability to inform national education policy and to embed and sustain creative
learning programmes. During the year CCE secured an additional contract with Creative Ireland
to support professional learning of practitioners working in stakeholder and partners organisations.
11

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
OBJECTIVES AND ACTIVITIES (CONTINUED)
Public Benefit (Cont.)
CCE has been actively participating in the BIC Foundations Community of Practice since its
In￿PtIon and in January 2024 secured a contract with them to design and facilitate an online
professional learning course for teachers around the globe which is been named Curious
Classrooms: Unleashing Creativity in Education. The course will commence in April 2024.
Our international work typically involves the formation and capacity building of local teams to
manage the programme within the country or region concerned. This ensures that skills are
developed and embedded through the development of a cohort of professionals who have been
immersed in the theory and practice of our work. There are very strong teams now established in
Australia, Chile, Czech Republic, Germany, Hungary, Republic of Ireland. Norway, Pakistan,
Thailand and Wales who make our international work possible. In addition, our work often reaches
wider stakeholders who have influence on policy and decision-making.
In expressing the benefits that CCE has brought to their work or to education in their region,
partners said:
'During 202312024 it has been my pleasure to serve as Vice Chair of the North East Creativity
Collaborative advisory board. During this time, it has been fantastic to see existing schools deepen
their engagement and commitment to creative habits of leaming in the classroom, and observe
new schools - serving notably different cohorts of pupils from a variety of backgrounds - begin
their journey.
In late 2023 it was inspiring to hear from teachers and pupils at the Imagine If.. presents Teaching
for Creativity: Connect. Collaborate. Cultivate conference. Network schools and those yet to
engage in the collaborative shared stories. insight and lived experience- it really did feel as though
we were catalysing a collective endeavour.
The work of the collaborative continues to thrive in the North East, and the impact is evident across
all of our schools. wherever they are on their creativity journey.,
Adrian Dougherty, Head of Public Service Innovation. North East Combined Authority.
'CCE has provided me with both the confidence and skills to lead whole school change. It has
also taught me the power of distributed leadership and that through the cultivation of professional
learning communities we can inspire, change and sustain creative teaching and learning.
Lisa Hall, Assistant Headteacher, Cragside Primary School. NE7 7EL.
'1 came across CCE 9 years ago when l applied to be a Creative Agent with the Wales Arts
Council's Lead Creative Schools Programme. The training by CCE. together with becoming a
part of the Lead Creative Schools (LCS) programme as a creative agent, practitioner and trainer
was not only eye opening for me but also life changing. It taught me the value of the five habits of
mind (being imaginative, inquisitive, disciplined. collaborative and persistent) and how to self-
evaluate and nurture my own strengths and ability, as well as those of the learners and teachers I
work with. It gave me confidence when Confiden￿ was lacking, and I shall be forever grateful.
Rhian Cadwaladr, Author and Performer, Freelance, Wales.
12

CCE also plays an important coordination and ne￿OrkIng role in bringing together the international
teams it has SUPPOrted as part of the CCE International Community of Practice (COP). This COP
comes together regularly to share practice. to reflect and to plan activities and events to increase
the profile and reach of creative learning programmes globally.
CCE also participates in other communities of practice to further strengthen and maximise the
impact of its work including the BIC Corporate Foundation Creativity Community of Practice. This
brings together educators, researchers, charities, foundations and creative practitioners to
exchange practice, research and ideas.
CCE also uses a wide range of measures to assess the impact and outcomes of its interventions
in schools. This has enabled us to show that all the outcomes for pupils are positive, particularly in
the area of their capacity to learn (executive functions), their attainment levels, their attendance
and in the acquisition of new knowledge and skills.
13

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
OBJECTIVES AND ACTIVITIES (CONTINUED)
Public Benefit (Cont.)
The logic model below illustrates potential outputs, outcomes and impacts of CCES work (though
not all will be evidenced on every programme):
Logic model depiclin8 the impacl of the CCE PTogrammes on schi)ols
Inouls
Activities
Outputs
Outcomes
Irp. parts
5¢hools
Inty¢ised awK¥olwwls
Teathe￿derS
Inut￿edCOnftdtfitt S
Pupils
Creative
. Prnctltlone
￿￿tr5
r4
Imwthyd bthblpw & •ttll¥dcs
Fundin8
ProJ•¢t
' MJnaBémtnt
pFryskal¢rAqrenmefi¢
thltyl (omfflwm4ty
Pro8rarnme
dewtltspment
Professlon
development
de¥dOP￿ itrniplans&
iOnl•¢lerfftW•r*for
Urthstth￿ryQf
Communities of
practice
Gre•trt*ryyT*ertln
F*ln*J•Cw￿ m•kt
JtsnititotoPminTt•m
*it5¢5ry •rts& cultu
Sh1￿1￿4ve&
In delivering the above work, we have met the following Key Performan￿ Indicalors for 2023124.
Continued the implementation of a three-year strategic plan
Increased our reach in the UK
Reviewed and developed as appropriate the capacity of the organisation to deliver its
objectives
Controlled costs within the budget agreed by the Board.
ACHIEVEMENTS AND PERFORMANCE
Financial Review
The financial out-turn forthe year is an unrestricted deficit of £164,084 {2022123: unrestricted deficit
of £80,457). before transfers of funds and the net movement on investments.
After a net gain on investments of £93,510. (2022123.. loss: £108,522) the net movement on
Unrestricted Funds is a decrease of £70,574 (2022123.. decrease £188,979).
The Trustees consider this result to be satisfactory.
14

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors. Report)
ACHIEVEMENTS AND PERFORMANCE (CONTINUED)
Financial Revlew (Cont.)
Following settlement of the significant liability owing to the Arts Council Retirement Plan in 2019120
and the subsequent release of the remaining Restricted Funds held for that purpose into
Unrestricted Funds (in accordance with the terms of the original funds awarded), CCE now holds
significant Unrestricted Funds in excess of those required for known liabilities plus a reasonable
level of contingency.
In response the Trustees agreed a three-year strategic plan intended to begin reducing these
reserves by investing in an agreed programme of work supporting CCE'S charitable purpose with
funds anticipated to be available to support work over a further 6-year period. This 'spend down.
strategy is reflected in the revised Reserves Policy detailed below.
Reserves Policy
As Trustees, we have reviewed the charity's needs for reserves in line with the guidance issued by
the Charity Commission.
The Trustees seek to retain sufficient Unrestricted Reserves to cover all known liabilities and to
provide for six months, running costs to ensure an orderly winding-down of the organisation, should
that ever prove necessary.
At present. the Trustees estimate that the Unrestricted Reserves required for the purposes outlined
above amount to c£120,000. In addition, the Trustees prefer the charity to hold an additional level
of contingency to enable the charity to respond flexibly lo appropriate initiatives which might be
identified outside of its annual budgeting prO￿sS or to provide appropriately for any additional
liabilities identified. This contingency is estimated at £65.000. such that total Unrestricted Funds
required amount to £185,000.
CCE currently holds Unrestricted Reserves of £1,927,471, including £50,000 Designated Funds.
Free Reserves. defined as non-designated Unrestricted Funds. minus the value of Tangible Fixed
Assets. are £1.925.672.
In addition, at 31 March 2024, £16,357 is held as Restricted Funds, representing as yet unspent
funding from the Arts Council of Wales.
The Trustees agreed a strategic plan every three years which is reviewed annually. The Trustees
intend to reduce these reserves by investing in an agreed programme of work supporting CCE'S
charitable purpose with the expectation that there will be reserves available for 4-5 years. The
plan will involve an average annual net spend from Unrestricted Funds of c£250,000 - £350,000.
This policy is reviewed by the Trustees on an annual basis as part of the charity's budgeting
processes.
15

CREATIVITY. CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT {including Directors, Report)
ACHIEVEMENTS AND PERFORMANCE (CONTINUED)
Fundraising Policy
The charity is required to report how it deals with fundraising from the public. The charity does not
use a professional fundraiser or commercial participator to raise funds. Any monies raised direct
from the public follows all guidelines set out by the Charity Commission and UK law in every
respect. We respect the privacy and contact preferences of all public donors.
Investment Policy
CCE'S Board takes a long-term view in terms of the investment of its cash reserves. Investment
managers were appointed in March 2014 following a tendering process.
The charity has wide investment powers which are specified in its Articles of Association and all
Trustees are involved in setting investment policy.
The inveslment objective is a balanced return be￿een income and capital growth with a medium
risk. The income yield was set a 3% and this was reviewed down as capital was withdrawn to
support the organisations operating costs.
The Trustees are mindful of ethical considerations and seek to avoid direct investment in any area
which might directly cause harm to CCE'S key beneficiaries of children and young people.
The intention is to build a conservative asset mix not overly dependent on any single economic
scenario or asset class.
Funds are invested in such a way that. if required, sufficient capitsl can be liquidated to meet the
charity's liabilities and commitments.
16

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2023
TRUSTEES, REPORT (including Directors. Report)
PLANS FOR THE FUTURE
Following the retirement of Diane Fisher-Naylor as Director of CCE in June 2023, Nia Richards
was appointed and commenced the role in July 2023. The Board Gommitted to continue with its
current strategic plan for the duration of 2023124 and agreed that a new plan strategic plan would
be developed for the three financial years from 2024 - 2027.
This strategic plan aims to build on the organisation's acknowledged reputation and experience
gained from the many years of involvement in the Creative Partnerships programme in offering
consultancy support, programme design and professional development to those interested in
developing creative learning programmes for the benefit of children and young people around the
world. CCE has developed significant expertise in the design and delivery of digital and face-to-
face professional learning in the field of creative learning which it intends to continue to exploit and
develop as a core part of its future strategy providing potential reach for its work nationally and
intemationally.
The delivery of the strategic plan is supported by the charity's unrestricted funds.
The Board will continue to re￿1ve regular reports from Rathbones, CCE'S investment managers
as to Ihe perf0rrnan￿ and value of the charity's investment portfolio. It will also continue to review
the ongoing financial performan￿ of the organisation against the budget agreed by the Trustees.
Our Key Performance Indicators for 2024125 are to have:
To develop a new three-year strategic plan
Continue to increase our reach in the UK
Reviewed and developed as appropriate the capacity of the organisation to deliver its
objectives
Controlled costs within the budget agreed by the Board.
Going Concern
We, as Trustees, have considered and approved a business model and budget and have agreed
a long-term strategic plan. We believe that the plan is robust and that sufficient Reserves remain
to meet any costs and liabilities arising.
We, as Trustees, have always taken steps to ensure that, throughout the life of CCE, the charity
only makes financial commitments which can be met from within agreed existing funding, reserves
or within a level of earned income which is realistically likely to be generated.
In addition, we have continued to adopt a prudent approach to generate a level of Reserves which
ensures that all potential liabilities which might arise (including redundancy liabilities) can be met,
even in the unlikely event that no further income can be secured.
Consequently, the Trustees believe that it is appropriate for the financial statements to be drawn
up on a going concern basis.
Independent Examiner
A resolution proposing that Simon Brown BA ACA DChA Azets Audit Seniices be re-appointed as
independent examiner for the ensuing year will be put to the Members.
17

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
TRUSTEES, REPORT (including Directors, Report)
STATEMENT OF TRUSTEES, RESPONSIBILITIES
As the Trustees (who are also directors of Creativity. Culture and Education for the purposes of
company law), we are responsible for preparing the Trustees. Report and the financial statements
in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom
Generally Accepted Accounting Practi￿).
Company law requires us to prepare financial statements for each financial year which give a true
and fair view of the state of the affairs of the charitable 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 financial statements, we, as Trustees, are required to:
select suitable accounting policies and then apply them consistently;
observe the methods and principles in the Charities SORP..
make judgements and estimates that are reasonable and prudent.
state whether applicable UK Accounting Standards have been followed. subject to any material
departures disclosed and explained in the financial statements;
prepare the financial statements on the going concern basis unless it is inappropriate to presume
that the charitable company will continue in business.
As Trustees, we are responsible for keeping adequate accounting records that disclose with
reasonable accuracy at any time the financial position of the charitable company and enable them
to ensure that the financial statements comply with the Companies Act 2006. We 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 we. as Trustees. are aware..
there is no relevant information of which the charitable company's independent examiner is
unaware. and
we have taken all steps that we ought to have taken to make ourselves aware of any relevant
information and to establish that the independent examiner is aware of that information.
We, as Trustees. are responsible for the maintenance and integrity of the corporate and financial
information included on the charity's website. Legislation in the United Kingdom governing the
preparation and dissemination of financial statements may differ from legislation in other
jurisdictions.
This report was approved by the Board of Trustees on 18 September 2024 and signed on its
behalf by:
Laurence Newman
Trustee
18

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
YEAR ENDED 31 MARCH 2024
INDEPENDENT EXAMINER'S REPORT
I hereby report to the Trusteeslmembers of Creativity, Culture and Education (Charity
Registration Number 1125841) on my examination of the accounts for the year ended 31 March
2024.
Responsibilities and basis of report
As the charity's Trustees (and also its directors for the purposes of company law). you are
responsible for the preparation of the accounts in accordance with the requirements of the
Companies Act 2006 ('the 2006 Act.).
Having satisfied myself that the accounts of the Company are not required to be audited under
Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my
examination of your charity's accounts as carried out under section 145 of the Charities Act 2011
('the 2011 Act,). In carrying out my examination I have followed the Directions given by the
Charity Commission under section 145(5) (b) of the 2011 Act.
Independent Examiner's Statement
Since the Company's gross income exceeded £250,000, your examiner must be a member of a
body listed in section 145 of the 2011 Act. I confirm that l am qualified to undertake the
examination because l am a member of the Institute of Chartered Accountant in England and
Wales, which is one of the listed bodies.
I have completed my examination. I confirm that no matters have come to my attention in
connection with the examination giving me cause to believe:
accounting records were not kept in respect of the Company as required by section 386 of
the 2006 Act; or
the accounts do not accord with those records. or
the accounts do not comply with the accounting requirements of section 396 of the 2006
Act other than any requirement that the accounts give a 'true and fair view, which is not a
matter considered as part of an independent examination" or
the accounts have not been prepared in accordance with the methods or principles of the
Statement of Recommended Practice for accounting and reporting by charities (applicable
to charities preparing their accounts in accordan￿ with the Financial Reporting Standard
applicable in the UK and Republic of Ireland (FRS102)).
I have no concerns and have come across no other matters in connection with the examination to
which attention should be drawn in this report in order to enable a proper understanding of the
acco
nt
tobere
ed.
Simon Brown BA ACA DChA
For and on behalf of
Azets Audit Services
Regent Centre
Gosforth
Newcastle upon Tyne
NE3 3LS
Date: /* 2024
Azets Audit Services is a Trading Name of Azets Audit Services Limited.
19

CREATIVITY, CULTURE AND EDUCATION (A Company Limited By Guarantee)
STATEMENT OF FINANCIAL ACTIVITIES
(incorporating a summarised Income & Expenditure Account)
YEAR TO 31 MARCH 2024
Note Unrestricted
Funds
Restricted
Funds
Total
2024
Total
2023
Income
Income from Charitable Activities
204.114
204,114
271,646
Income from Investments
49.863
49,863
52,558
Income from Grants, Donations &
Legacies
50.000
50,000
75,000
Other Income
685
685
130
Total Income
254.662
so,000
304,662
399,334
Expenditure
Expenditure on Raising Funds
9.307
9,307
9,702
Expenditure on Charitable Activities
409,439
58,643
468,082
445,089
Total Expenditure
418,746
58,643
477,389
454,791
Net Incomel{Expenditure) before
Gainsl(Losses) on Investments
(164,084)
(8,643) (172.727)
(55,457)
Net Gainsl(Losses) on Investments
93.510
93.510
{108,522)
Net movement in funds
(70,574)
{8.643)
(79,217) (163,979)
Balance brought forward
1.998,045
25,000
2.023,045
2,187.024
Balance carried forward
17
1.927,471
16,357
1,943,828
2,023,045
The notes on pages 22 to 32 form part of the financial statements.
There are no recognised gains and losses during the year other than as shown above.
All the activities for the year are continuing activities.
The Statement of Financial Activities also complies with the requirements for an Income &
Expenditure Account under the Companies Act 2006.
20

CREATIVITY CULTURE AND EDUCATION (A Company Limited By Guarantee)
BALANCE SHEET
At 31 MARCH 2024
2024
2023
Notes
Fixed Assets
Tangible Fixed Assets
Fixed Asset Investments
12
13
1.799
1,858,107
3,207
1,964,597
1,859,906
1,967,804
Current Assets
Debtors
Cash at Bank and In Hand
14
46.069
61,957
108,026
32,186
74.023
106,209
Creditors:
Amounts Falling Due Within 1 Year
15
24.104
50,968
Net Current Assets
83,922
55,241
Total Net Assets
1,943,828
2,023,045
Represented By:
Unrestricted Funds
Restricted Funds
17
17
1.927.471
16,357
1.943,828
1,998,045
25,000
2,023,045
The notes on pages 22 to 32 form part of the financial statements.
For the financial year ended 31 March 2024 the charity was entitled to exemption from audit under section
477 of the Companies Act 2006 relating to small companies.
Trustees. Responsibilities..
The Members have not required the charity to obtain an audit of the financial statements for the year in
question in accordance with section 476 of the Companies Act 2006
The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect
to accounting records and the preparation of financial statements.
These financial statements have been prepared in accordance with the provisions applicable to companies
subject to the small companies regime.
The financial statements were approved by the Board, and authorized for issue, on 18
September 2024 and signed on its behalf by:
I4Vo
Laurence Newman
Trustee
Company Registration Number: 06600739
21

CREATIVITY CULTURE AND EDUCATION (A Company Limited By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
1. Accounting Policies
Charity Information
Creativity, Culture and Education is a private company, limited by guarantee, incorporated in
England and Wales. The registered office is 20 Portland Terra￿. Jesmond, Newcastle upon
Tyne NE2 1QQ.
The charity is a public benefit entity.
Basis of Accounting
These financial statements have been prepared in accordance with applicable United
Kingdom accounting standards, including Financial Reporting Standard 102 - 'The Financial
Reporting Standard applicable in the United Kingdom and Republic of Ireland, {'FRS 102,).
and with the Companies Act 2006 and the Statement of Recommended Practice (Charities
SORP FRS 102) "Accounting and Reporting by Charities" and the Charities Act 2011.
The financial statements have been prepared on the historical cost basis, modified to include
certain financial instruments at fair value.
Advantage has been taken of the provisions in the SORP for Charities applying FRS 102
Update Bulletin 2 not to prepare a statement of cashflows.
The financial statements are prepared in sterling, which is the functional currency of the
charity.
Going Concern
The charity's Trustees have concluded that there is no associated material uncertainty in
respect of Going COn￿M.
Consequently, we, as Trustees, have considered and approved a business model and budget
through which the charity is seeking to develop new income streams to support its planned
activities in 2024125 and beyond after reviewing the latest management accounts and
forecasts.
We believe that the plans are robust, but also that, in the events of the plans for income
generation not coming to fruition, sufficient Reserves remain to meet any costs and liabilities
arising.
Since its inception, we, as Trustees. have taken care to ensure that the organisation has not
entered into any material Commitments beyond the end date of whatever funding has been in
place or in eX￿sS of the income realistically likely to be generated, whilst a prudent approach
has been taken to generate a level of Reserves which ensures that all potential liabilities which
might arise at that date (including pension and redundancy liabilities) can be met should no
further income be secured.
Consequently, the Trustees believe that it is appropriate for the financial statements to be
drawn up on a going COn￿M basis.
22

CREATIVITY CULTURE AND EDUCATION (A Company Llmlted By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
l. Accounting Policles (Continued)
Estimation Uncertainty and Judgements
The preparation of the financial statements requires management to make judgements,
estimates and assumptions that affect the amounts reported.
Management have approved depreciation, prepayments, accruals and other Gut-off
adjustments. Whilst management believe that these estimates and judgements are accurate,
there is every likelihood that they will not be exact.
The Trustees include an investment portfolio at market value and annually consider the market
value.
These estimates and judgements are continually reviewed and are based on experience and
other factors, including expectations of future events that are believed to be reasonable under
Ihe circumstances.
Income
All income, including grant income. is included in the Statement of Financial Activities (SOFA),
net of VAT, when the charity is legally entitled to it after any performance conditions have been
met. the amounts can be measured reliably, and it is probable that income will be received.
Such income is only deferred when the donor orfunder has specified that the grant or donation
can only be used in future accounting periods or where the donor or funder has imposed
conditions which must be met before the charity has unconditional entitlement.
Tumover is measured at the fair value of the consideration received or receivable and
represents amounts receivable for services provided in the nonnal course of business, net of
discounts, VAT and other sales related taxes.
Income from Investments
Dividends are included on a receivable basis. Interest receivable on fixed interest securities
and bank deposits is included on an accruals basis.
Expenditure
All expenditure is accounted for on an accruals basis and is recognised when a liability is
incurred.
Costs of Raising Funds are those costs of seeking potential funders and applying for
funding.
Charitable activities include expenditure associated with the provision of grant funding,
research. advocacy and the direct provision of creative learning-related activities. This
includes both the direct costs and support costs relating to these activities.
Support or Indirect costs are those costs incurred in support of the charitable
objectives. These have been allocated to the resources expended on a consistent
basis that fairly reflects the true use of those reSoUr￿S within the organisation, such
as allocating staff costs by time spent and other costs by their usage.
Govemance costs are those incurred in the g0Veman￿ of the charity and its assets
and are primarily associated with constitutional and statutory requirements.
23

CREATIVITY CULTURE AND EDUCATION (A Company Limited By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
1. Accounting Policies (Continued)
Irrecoverable VAT
All resources expended are classified under activity headings that aggregate all costs related
to the category. Irrecoverable VAT is charged against the category of resources expended for
which it was incurred.
Operating Leases
The charity classifies the lease of ￿rtain printing equipment as operating leases as the title to
the equipment remains with the lessor. Rental charges are charged against income on a
straight-line basis over the period of the lease.
Tangible Fixed Assets and Depreciation
Depreciation is provided on the fixed assets at rates calculated to write off the assets over
their remaining useful lives as follows..
offi￿ Equipment
Computer Equipment
Furniture & Fittings
200/0 per annum straight line
330/0 per annum straight line
25 % per annum straight line
A full year's depreciation charge is applied in the year of acquisition and no charge is made in
the year of disposal.
Impairment of Fixed Assets
At each reporting end date. the charity reviews the carrying amounts of its tangible assets to
determine whether there is any indication that those assets have suffered an impairment loss.
If any such indication exists, the recoverable amount of the asset is estimated in order to
determine the extent of the impaimient loss (if any).
Cash and Cash Equivalents
Cash and cash equivalents include cash in hand. deposits held at call with banks, other short-
temi liquid investments with original maturities of three months or less. and bank overdrafts.
Bank overdrafts are shown within borrowings in current liabilities.
Fixed Asset Investments
Fixed asset investments are initially measured at transaction price excluding transaction costs,
and are subsequently measured at fair value at each reporting date. Changes in fair value are
recognised in net incomel(expenditure) for the year. Transaction costs are expensed as
incurred.
Fund Accounting
The charity has a number of restricted income funds to account for situations in which a funder
requires that a grant must be spent on a particular purpose or where funds have been raised
for a specific purpose. The aim and use of each restricted fund is set out in Note 16 to the
financial statements.
All other funds are considered Unrestricted Funds and are available for use at the discretion
of the Trustees in furtherance of the general objectives of the charity.
24

CREATIVITY CULTURE AND EDUCATION (A Company Llmited By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
1. Accounting Policies (Cont.)
Pensions
CCE contributes to a defined contribution scheme, as detailed in Note 11.
The amount charged to the Statement of Financial Activities in respect of pension costs is the
contributions payable in the year. Differences between contributions payable in the year and
contributions actually paid are shown as either accruals or prepayments in the balan￿ sheet.
Taxation
Creativity, Culture and Education is a registered charity and, as such, is not liable to taxation
on its income in the current year.
Foreign Currencies
Assets and liabilities in foreign currencies are translated into sterling at the rates of exchange
ruling at the balance sheet date. Transactions in foreign currencies are translated into sterling
at the date of the transaction. Exchange differences are tsken into account in arriving at the
surplusldeficit.
Financial Instruments
The charity has elected to apply the provisions of Section 11 'Basic Financial Instruments, and
Section 12 '0ther Financial Instrument Issues. of FRS102 to all its financial instruments.
The charity only has financial assets and liabilities of a kind that qualtfy as basic financial
instruments. Basic financial instruments are initially recognised at transaction value and
subsequently measured at their settlement value.
2. Legal Status
The charity is a company limited by guarantee and has no share capital. The liability of each
member in the event of winding up is limited to £1. The company law members of the charity
are the members of its Board of Trustees for the time being.
25

CREATIVITY CULTURE AND EDUCATION (A Company Limited By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
Income from Charitable Activities
Unrestricted
Funds
Restricted
Funds
2024
2023
Programme Design & Consultancy
Speaking Fees
204,114
204.114
269,299
2,347
271,646
204,114
204,114
The 2023 total of £271,646 was wholly attributable to Unrestricted Funds.
Income from Investments
Unrestricted
Funds
Restricted
Funds
2024
2023
Interest on cash deposits
Interest on l Dividends from
Investments under fund management
4,593
4,593
45.270
2,711
49,847
45,270
49,863
49,863
52,558
The 2023 total of £52,558 was wholly attributable to Unrestricted Funds.
Income from Grants, Donations & Legacies
Unrestricted
Funds
Restricted
Funds
2024
2023
Grant - Arts Council of Wales
Donation - Anonymous
50,000
50,000
25,000
50,000
75,000
50.000
50,000
Of the 2023 total of £75,000, £50,000 was attributable to Unrestricted Funds and £25.000
to Restricted Funds.
Other Income
Unrestricted
Funds
Restricted
Funds
2024
2023
Other Income
685
685
685
685
130
130
The 2023 total of £130 was wholly attributable to Unrestricted Funds.
26

CREATIVITY CULTURE AND EDUCATION (A Company Limited By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
Expenditure on Raising Funds
Unrestricted
Funds
Restricted
Funds
2024
2023
Investment Management Costs
9,307
9,307
9,307
9,307
9,702
9.702
The 2023 total of £9,702 was wholly attributable to Unrestricted Funds.
Expenditure on Charitable Activities
Unrestricted
Funds
Restricted
Funds
2024
2023
Cultural & Creative Learning
Programmes
Associates, Travel & Subsistence
Staff Costs (see Note 10)
107,120
244,265
351,385
58,643
165,763
244,265
410,028
170.003
226.795
396,798
58,643
Support Costs
Legal & Other Professional Costs
Depreciation
Other Overhead Costs
1,213
2,303
46,680
50,196
1,213
2,303
46,680
50,196
1.213
2,005
37,343
40,561
Governance Costs
Independent Examination Fees
Other Accountancy Services
2,250
5,608
7.858
2,250
5,608
7,858
2.250
5,480
7.730
409,439
58,643
468.082
445,089
The 2023 total of £445,089 was wholly attributable to Unrestricted Funds.
Net Incomel(Expenditure)
2024
2023
Net incomel(expenditure) is stated after chargingl(crediting):
Independent Examiner's Remuneration
Operating Lease payments in the year
Depreciation of Owned Fixed Assets
2.250
6,720
2,303
2,250
6.720
2,005
27

CREATIVITY CULTURE AND EDUCATION (A Company Limited By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
10.
Staff Costs
Unrestricted
Funds
Restricted
Funds
2024
2023
Gross Salary Costs
Social Security Costs
Employer's Pension Contributions -
Defined Contribution Scheme
196.132
16,461
31.672
196.132
16,461
31,672
165.163
12,814
48,818
244,265
244,265
226,795
The average monthly number of staff employed during the year. was
as follows:
2024
No.
2023
No.
Cultural & Creative Learning Programmes
The number of the above staff expressed as full-time equivalents was 4 (2023.. 3)
The following employees received remuneration, including
employer's pension contributions, in excess of £60,000 in the year.
2024
2023
No.
£60,001 to £70.000
The total paid to key management personnel, defined as the members of the Senior
Management Team. was £72,031 {2023: £59,243)
The Senior Management Team during the year to 31 March 2024 comprised Diane
Fisher-Naylor- Director (to 31 July 2023) and Nia Richards - Director (from 1 August
2023)
Contributions totalling £31.672 (2023.. £48.818) were incurred during the year in respect of
the defined contribution pension scheme operated by CCE in respect of the above staff.
Pension contributions of £2.561 were outstanding at 31 March 2024 (2023: £4,251).
28

CREATIVITY CULTURE AND EDUCATION (A Company Limited By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
10.
Stsff Costs (Cont.)
No remuneration was paid to or waived by TrusteeslDirectors in the year, but Trustees are able
to claim re-imbursement at cost for any out-of-pocket expenses they incur in the course of their
Trustee duties. Travel and subsistence expenses of £204 (2023." £304) were reimbursed to 2
Trustees in respect of their attendance at meetings of the charity.
The charity has purchased third paty insurance for all serving Trustees and Officers of the
charity against liability arising for wrongful acts in relation to the charity.
11.
Pension Scheme
Pension benefits are provided through a Group Personal Pension Scheme, which is
defined contribution scheme. The assets of the scheme are held separately from those of
the company in a separately administered fund. CCE make an employerfs contribution of
10 % of pensionable pay, provided that the employee makes a minimum contribution of 3 %.
These amounts a￿ paid over to the Fund on a monthly basis.
12.
Tangible Fixed Assets
Fixtures &
Office
ICT
Fittings Equipment Equipment
Totsl
Fixed
Assets
Cost
At 1 April 2023
Additions
Disposals
At 31 March 2024
13,654
2.300
32,377
895
48,331
895
13,654
2,300
33,272
49.226
Depreciation
At 1 April 2023
Charge for year
Disposals
At 31 March 2024
13.654
2,300
29,170
2,303
45,124
2,303
13,654
2,300
31,473
47,427
Net Book Value
At 31 March 2024
£1.799
£1.799
At 1 April 2023
£3,207
£3.207
29

CREATIVITY CULTURE AND EDUCATION (A Company Limited By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
13.
Fixed Assets - Investments under Fund Management
2024
2023
Market Value at 1 April
Cost of Investments Purchased
Market Value of Investments Sold
Unrealised Gainl(Loss)
1,819,100
346.436
(340,197)
66,822
1,758,517
99,590
1,858,107
2,113.243
164,312
(364,377)
94.078
1,819,100
145,497
1,964,597
Cash
Market Value at 31 March
The market value has been provided by the charity's investment managers.
Geographical analysis of investments under fund management..
2024
2023
Fixed Interest
UK Equities
Overseas Equities
Alternatives
Cash
403,374
502,832
684,742
167.569
99.590
1,858,107
266,549
599.855
657.857
294,839
145,497
1,964,597
The Historic Cost of Investments held is £1,573,367 (2023.. £1,726,946).
The following holdings are greater than 5 % of the portfolio..
SPDR Series Trust S&P 500 ETF (GBP) - £103.760
JP Morgan Asset Mgrs (UK) - US Equity Income C2 Net Inc - £125,433
14.
Debtors
2024
2023
Trade Debtors
Prepayments & Accrued Income
Other Debtors
Value Added Tax Debtor
4,058
38,658
530
28.886
753
2,017
32,186
3.353
£46,069
All sums are due within 1 year.
30

CREATIVITY CULTURE AND EDUCATION (A Company Limited By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
15.
Creditors . Amounts Falling Due Within One Year
2024
2023
Trade Creditors
Deferred Income (see below)
Other Creditors
Other Taxes & Social Security Costs
Accruals
9,100
9.692
2,561
5,245
7,198
24,104
16.305
4,655
20,316
50.968
Deferred Income
Deferred Income brought forward
Income deferred in the year
Income released in the year
Deferred Income carried fomard
25.000
25,000
16.
Analysis of Charitable Funds
Fund at 1
April 2023
Income for Expenditure
Fund at 31
Period &
for Period March 2024
Gain on
Investments
Movement on Unrestricted
Funds
Unrestricted General Fund
Designated Fund
Total Unrestricted Funds
1.948.045
50.000
1.998,045
348,172
(418,746)
1,877,471
50,000
1,927,471
348,172
(418,746)
Movement on Restricted Funds
Restricted Fund - Arts Council of
Wales
25,000
50.000
(58,643)
16,357
Total Funds
2,023,045
398.172
(477,389)
1,943,828
Name of Designated Fund
Description, Nature & Purpose of the Designated Fund
Anonymous Donation
Towards the cost of supporting creative learning in schools in
the North East
Name of Restricted Fund
Description, Nature & Purpose of the Restricted Fund
Arts Council of Wales
Towards the cost of the Leading for Creativity Playbook
project with the Centre for Real World Learning and
associated website development
31

CREATIVITY CULTURE AND EDUCATION (A Company Llmlted By Guarantee)
NOTES TO THE ACCOUNTS
At 31 MARCH 2024
17.
Analysis of Net Assets between Funds
Unrestricted
Funds
Restricted
Funds
2024
2023
Fixed Assets
Investments
Net Current Assets
1,799
1,858,107
67.565
1,927,471
1,799
1,858.107
83,922
1,943,828
3,207
1,964,597
55.241
2.023,045
16,357
16,357
18.
Operatlng Lease Commltments
At 31 March 2024 the charity had total commitments under non-cancellable operating
leases as follows
Category
Property
Equlpment
Operating leases which expire:
Within one year
Within two to five years
6,720
6,720
13.440
19.
Flnanclal Commitments
No material financial commitments have been made in respect of future financial periods.
other than the operating leases disclosed in Note g.
20.
Related Party Transactions
The Trustees confinned there were no Relaled Party Transactions,
Transactions with Trustees are included in note 10.
32