2026-03-31-accounts

Annual report and financial statements for the year ended 31 March 2026 Company number 06652046 Charity number 1129006 Page 1

i8kb/ Annual report and financlal statements FOR THE YEAR ÈNOED 31 MARCH 2026 Pages DirectOl8 arKI advisers Forward from our Chalr of Trustees Operallonal review 8-15 DSreGtors' report Ir￿ePendent Examiners, report Slalement of financial acllvilies 22 23 Balance sheet 24 statomenl of cashflow8 25 Notes lo the financial statemerbls 26-34 P808 2

CONSTITUTION The Mighty Creatives I"TMC"} is a company limited by guarantee and a registered charity governed by its memorandum and artlcles of association dated 27 October 2021. In the avenl of the organisation being wound up each Iruslee agrees to contribute £1 towards th8 costs of dissolution. The Company is also registered with the Charity Commission for England & Wales. Charity numb8r 1129006. Company number 06652046. DIRECTORS The directors of the charitable company are its trustees for the purposes of charity law. The directors servlng dLrring the year 8nd since the year end were a$ follows.. Prof C Vvhile (Chairl Mr E Robinson-Green Ireslgned 18 September 20251 Ms V K@Ily (resigned 29th October 2025) Ms J Dennis Mr J Farnhlll-Baln (Vice-chairl Ms M Roblnsorb Ms C Robey-Turnèr Mr K Tennant (appointed 231d Aprll 2025, resigned 1 Oth March 20261 Mr C Mellies {appoinled 23rd April 20251 M8 E Leaman lappoinled 23￿ April 20251 Ms R Bradshaw lappoinled 23ri April 20251 Mr T Dammer lappoinled 23rd April 20251 M$ W Jeglinska (appointed 2314 Aprll 20251 SECRETARY Dr R N Owen MBE SENIOR LEADERSHIP TEAM (Management positions rather than Directors in Company lawl Chiéf Executive Officer Dr R N Owen MBE REGISTERED OFFICE AND OPERA TIONAL ADDRESS LCB Depot 31 Rutland Street Lei¢esler LE11RE INDEPENDENT EXAMINER RWB CA Limited Northgate House North Gate New Basford Nollingham NG7 7BQ Pa￿2

Forward from our Chalr of Truste8S As Chair cf Trusle8S, it is my privilege to reflect on the work, impact, and purpose of The Mighty Creatives over the past year-a year marked by profound challenges and equally profound opportunllie81o serve children and young people through creativity. We operate in a world where many young people are growing up amid disruption, confllcl. uncertainty, ar7d fear. From those affected by war and di5placemenl, to communities facing economic hardshlp, climate anxiety, and soci81 fragmentation, the rea11118S Shaping childhood today are complex and often deepty Iroubllng. In this context, the mi$sion of The Mighty Crealives-lo ensure all children and young people Can thrive through arts, culture, and imagination-has never been more relevant nor more urgent. A Chang•d Global Context Across the globe, millions of young people are experiencSn9 interrupted edu¢ation, 1088 of safe spa¢&s, and limited a¢¢e8S to the cultural and creative opportunitles that support wellbelng. agency. and Idenlily. Even within our own communities, children face rising pressures linked lo inequality, mental health challengés, and diminished aC￿sS lo creallvé enrlehmenl. These conditions are not dlstanl,, they are Inlerconnecl&d. The expèriences of a yOLtng person in Leicesler, Skegness or London resonate wllh those of a young p$rson in Kylv, Gaza, Sudan, or elsewhere-&ach navSgaliTrg their own v$rsion of uncer181nly. Creativity is recognized as a human right that encompasses artistic expression, ¢ullural parllcipalion, and the fundamental freedoms necessary for indlvidual$ lo engage In creative a¢livltie$. Protecting these rights is essential for fostering a vlbranl cultural landscape and ensuring that all individuals can contribute to and benefit from the arts and culture in their communf(ies. Creativity, in these contexts, is not a luxury. It Is a lilellne.. a means of expression, resllience, connection, and hope. Our Response: Croatlvlty as a Right The Mighty Creatives has remained steadfast this year, In115 belief th81 access lo arts and ullure is a fundamental entillemenl for all children and young people, not a privilege for the few. Over the past year, w& hava.. Expanded programmes that reach marginalised and underrepresented young people Strengthened partnerships across education, cultural organisalions. and Community group5 Continued to 8dvocale nalianally for the role of creativity in learning, wellbeing, 8nd future ski115 Invested In inclusive approaches that ￿ntre the voi¢es and eXperIen￿S of young people themselves Our worf( is guided by a simple but powerful principle.. that every child, regardless of circumstan¢&, deserves the opportunity lo imagine, create, and be heard. Paoe 4

l8kEy Standlng wlth Young People In Crisis and Conflict This year, we have been particularly mindful of the millions of children living with the realities of conflict and forced displacement. While we are not a humanitarlan organisalion, we r&cognise our responsibility lo sland in solidarity and lo integrate global awarene9s irilo our work. Through our programmes, we have.. Created opportunities for young people lo explore theme8 of identity, belonging, and global citizenship Supported cr8alive projects that allow young voices to respond to global events Encouraged safe dialogue and slorylelling, hel￿'n9 children process complex emotions and eXperIen￿S Connected communities through shared creatlve practiGe, building empathy and under8tanding We belleve that cultural and creatlve engagement can play a vllal role In healing, resilien¢8, and the rebuilding of Ilves disrupted by ¢onllicl. Impaet and Learnlng Throughout this year, of restructure and r&balan¢ing, we have seen insplring examples of the transformative power of creativity.. Young people gaining confidence, voice, and a sense of ag8ri¢y through our Youth Voice Projects Educators redlscovering the value of creatlve pedagogy, through our work with Vlrlual Schools Communities coming together in shared cultural experiencès including work In Germany, Ireland and London. Partnershlps generating innovatlvè reswn885 to local and global challenges through our contlnued &ngagement8 of Creallve Mentoring. Al the sam tlme, we remaln reflective and ￿Mmitted lo what we can do as an organisallon, Ihlnking and operating creatively lo sustain our mls$lon. Between April 2025 and April 2026, The Mighty Cr•alives strengthened ils position as a leading creative youth Gharily, delivering measurable impact at SC21e while deepening SIS commitment to soclal justi￿, youth volce, and long-lerm transformation for disadvantaged children and young people. With the launch of the new Nallonal Youth Strategy in December 2025, il is clear that The Mighty Creatives, work is closely aligned with the National Youth Slralegy's long-lerm vi8ion for young people., a shift towards local decision4maklng, stronger collaboration, and young people belng ernpowered to shape the services and opportunities around them. Through Creative Mentoring, youth voice, co-deslgne(J programm8s, enrichment activity in underserved communities and cross-S8clor partnerships, TMC is already delivering against the slralegy's prlorities around trusted adults, richer lives, workforce development, and young p￿Iple'S role in decision-maklng. Pa￿5

l8kty The Scale of ne8d continues to grow, and we know that We must deepen our reach, which we expect to do over the next year, as is set out in thls plan. We welcome your thoughts and help with our mission. Prof Chrlstinè White Chair of Trustees Signed on behalf of the Trustees Page 6

Il8kty INTRODUCTION Our Vision, Mlsslon and Case for Support It is crystal clear that the arts, creativity and cultural education have a fundamental role in supporting young people in countering the impa¢t of social injustice. That need has become more demanding in recent years, and we now need to ensure that this is expressed al the heart of our refreshed and reinvigorated vision.. Social Ju8tlGe tor young people throu9h art8, culture and cr•ativity To achieve this vislon, our mlssion has four strategic objeclves ISO) and associated SMART aulpuls over the five years of this business plan as f¢llows'. SO No. S01 strate 1¢ Ob-gctlves To transform the lives of our beneficiaries through one-lowone and group- ba8ed Creative Mentorin 8ervlces. To provide support, advice and opportunltie5 to employers which assist our beneficiaries, Èmployment prosp8cl$ and enlerprlse opporlunilies through our Creatlve Futures Servlce8. To inspire our beneficiaries to express themselves through the p0￿r of crealivily and to work with other stakeholders lo support best practice, youth- led approaches whlch foster meaningful ¢ultures that place youlh volce al the heart throu our Youth Volce services. To sustain and grow inve8lm&nl in our work from across the UK and inlernalionall S02 S03 S04 Our Vlsion and Mis51on allgn strongly with the UK'S National Youth Strategy because our core story already reflects the strategy's Ihrge shifts.. natlonal lo local, fragmented lo collaborative, and excluded lo ￿powered. Our strongest areas of alignment are.. 1. Trustèd adult8 and mentorlng The strategy priorilises young people having access lo trusted adults outside the home, including mentors, youth workers and professionals in local communitie5. TMC'S Creative Mentoring offer aligns directly with thls. arts and cultural professionals act a5 trusted adults. supportin9 young people through creative relationships safeguarding-aware practi¢8 and tailored guidance, Creative M8nloring is a direct conlribullon lo the slralegy's "People Who Care" agenda. 2. Workforce development The strategy highlights investment in youth workers, volunteers and trusted adults, with an emphasis on recruiting, training and retaining skilled people. TMC'S work PBgfy 7

L8k+y around Creative Mentor CPD, safeguarding In cultural contexts, and support for creative practitioners maps well lo this priority. 3. Creative enrichment and acce88 TMC'S enrichment programmes in underserved communities align ¢learty wllh the strategy's ambition lo close participation gaps in culture, sport and youth provision. Our creative learning, CLrltural partlclpalion and place-based work are evidence of delivering the strategy'8 enrichment agenda. 4. Youth voice, CO￿roductIon and declslon-maklng TMC'S Youth Volce gives young people a platform to influence what TMC does. It also notes that young people already sil on pane18 influencing arts commis8ioning We are already operatlng in the way the National Youth Strategy now expects funded organisalions lo work. 5. Collaboratlon and place-based partnershlp TMC'S work with schools, coun¢lls, charltles, cultural organisations and local parlnors Is hlghly aligned wlth th& strategy's collaborative, p18ce-ba8ed model. We are a national regional connector., an organisatlon that brings culture, youth voice, education and local systems together. Opgratlonal Rfyvlèw 012025128 The 2024125 Annual Report sel out an ambitious plan for 2025126.. grow reach, expand Creative Mentoring geographlcally, bulld Creative Futures and Youth Voice, launch campaigning aclivily, strengthen youlh-led communicallons, win awards, diversify Income, maintain reseNes alld begin thinking about a £10m endowment. In pracll¢e, 2025126 was year of partlal delivery, significant adaplaiion and organisalional re-baslng. TMC delivered strongly on some core areas - especially Cre8tlvè Mentoring demarld, CPD youth voice projects. income diversification and flnancial control - but scaled back or paused others. psrticularly Mlghly Employer8, campaign activity, communlcallons capaclly, and some elements of nationaliint8rnational growth. 1. KPI ambltlons versus actual dellv8ry The Annual Report's planned largels for 2025126 w&re ambitious.. re8¢h 2,500 children and young people, grow the Creative Mentor pool lo 200, deliver Creative Mentoring in fourlten regions. recruit 50 employers, deliver 120 CPO sessions, support Youth Board representation, deliver bmo youth-voice projects, diversify income so no one funder exceeded 804kn, maintain six months, reserves, and prepare a £10m endowment str¥tegy. P*ge 8

4l8kfy By Q4, TMC had almost met the reach largel, engaging 2,472 children and young people, or 990/0 of the target. CPD subslanlially exceeded target, with 157 opportunities against a target of 120, or 1310A. Youth Voice projects also mel target. wth two projects delivered, and income diversification was strong, with 84 sources and no more than 30D/D from one souice. Reserves were maintained. The main shortfalls were Creative Mentor pool growth, reglonal exparnslon and employers. The mentor pool reached 113. However, the tracked 2025126 target had been revised down to 120, against which this represented 940k', this is materially different fiom the Annual Report's original ambition of 200. Creative Mentoring remained in three regions, not the fourllen-region 8xpansion described in the Annual Report. Mighty Employers remained paused, with 12 èmployers against a target of 50. In 8ummary, the KPI story b posFtlve In dellvery temis but leg5 Positive in strat6gic- growth terms. TMC performed well against tho revlsod, more realist1¢ 2025126 framework, but not agalnst thg orlglnal growth ambltlon 88t out In the 2024125 Annual Report. 2. Creatlve Mentorlng: strong dollvery, 81ovMr oxpanslon The Annual Report described Creative Mentoring as central to th8 GroWch Plan, with an intention to expand Into further nallonal and international market8. What actually happened was strong demand and Strong evldence of impact, but limlled geographic expansion. By Q4, Créative Mentoring had recelved 83 referrals in that quarter alone, representing 1,790 hour8 requested. The Q4 oulcomgs data also showed progress in motivation. teamwork, resi118nce, relalionship-bulldlng, communlcation, emotional wellbeing and self-belief. There was also national prospe¢ling.' early 2025126 reports noted new partnership development wllh Virtual Schools in North NortharTTrPtonshlre, Bristol, Wolverhampton, Rotherham and Pelerborough, plus Prevent Service5 in Derbyshire, But by year-end thè forrllal reglonal KPI remained at three regions- East Midlands, Wesl Midlands and South East. In summary: Creatlvè Mentoring remained TMC'S strongest product and Clearest impact engine. However, the yearwas more about consolldatingi evld¢nclng and preparlng growth than achleving the broader geographlc expansion originally Implied. 3. Creatlve Futiire8: planned portlolio balanclng became cautiOU8 pilotlng The Annual Report said TMC would balance Ils programme portfollo by developing Crtrative Futures setvlces. In pra¢llce, Creative Futures did move forward, but through small-scale pilots rather than a fully developed programme. The Q1 programme report explicllly described Creative Futures Page 9

Nl8kty as being in growth and development. and noted that pllots were small scale. partly because the programme was bsing funded by TMC'S own funds and partn@r contribution8, cr@aling risk and capacity pressure. In summary: thls was a 8uGGessful proof-of-concept year rather than a full programme-growth year. The Annual Report's d1￿ctIon was right, but actual delivery nocessarily mor8 cautious because capac5ty and funding were constralned. 4. Youth Voice: ono of the strong•st areas of allgnmgnt The Annual Report positioned youth volce as Central to TMC'S mission 8nd planned lo refocus Youth Voice into a more foGused Creative Soclal Action programme. Thls broadly happened, though agaln through adaplalion. Q1 reported a re88arch project reviewing Youth Voice through the lens of Creative Social Action, includlng a Youth Board member undertaking a Illeralure review. By Q4. Youth Board memb8rs had shaped recruitment materials, supported recruitment campaigns, helped shorllisl and interview applicants, produced videos. contributed lo onboardlng, and published a blog about Ignlle Creatives. Successful youth voice drlven projects had been delivered in Staffordshlre (Our Home. Our StDrfes, funded by English Herllagel.. Letchworth (Great P18¢8 lo Grow Up in, commlssioned and funded by Lelchworth Garden City Herftage Foundation. By Q4, Creative Futures project wllh Voluntary Aellon Leicester IVALI pllol had generated useful learning around r81alional safety, group identity, ¢onfidence, self-expression and Irauma-infc<med pracli¢e. The project alsc compl8t8d 11 Silver and 24 Bronze Arts Awards. The youth voice projects were successful because they did not Ireal young people as single audience. Each project responded lo a different need.. Our Home, Our Stori08 gave s8paraled young people a way lo connect wlth place and be vislbl& wllhin local heritage. Lgtchworth helped an Institution build the structures needed lo take young people seriously In decision-making. VAL supported young people lo gain creative quallflcations and lake sleps toward confldence, skills and progression. TMC'S Youth Voice work in 2025126 showed both depth and range.. depth because the projects worked with young people facing real barriers., range because the work moved across heritage, governance, accredilalion, place-making and creative futures. Ils nexi challenge is to capture more consislenl outcome eviden￿ across all projects, so that the richer qualilalive success is matched by clearer longitudinal data. The Youth Voice Ne￿rk also developed toward international learning, campaigning and policy influence, with plans for inlemational guest speakers and a Youth Voice Think Tank. P89e 10

In summary: Youth Voice nol Just dellvered as a programme., It bgcame more embedded in organisational practice. Thls Is one of the clearest examples where the Annual Report's strateg1¢ intent translated Into real action. S. Change Campaign: planned launch dld notfully happen The Annual Report committed to implementing a Change Campalgn to identify young people's concerns and create long-lasling social change. The marketing strategy also planned to execute a five-stage campaign launch pro¢e58. Early activity did take place. In Q1, campaign surveys were dlslribuled and meetlngs with Youth Board members were arrangad., however, the marketing report el$0 noted conflicting decisions around the campaign, including a p051ponemenl that was later reversed. creating fr)ur-week delay. By Q2. the campalgn-related objectlvè had a'decision to disconllnue, and the Youth Voice Toolkit campaign was paused. In summary, thls18 one of the clearest dlvergences b&tween plan and reality. The campaign ambltion was strategically coherent, but It appears to have been overtaken by capaclty, doc181onqnaklng and restructuro pressur08. 6. Marketlng and communlcallon8'. strong 8tart, then 10$8 of capa¢lty The Annual Report planned a strong markellng year.. awards, good-news slorl88, youth-led conlenl, impact storytelling, e-news, the Mlghly Gallery and campaign devolopmenl. The year started well. Q1 markellng aelivity included w8b$lte updates, award enlrles, continuation of youlh-led sooial media, the launch of the •-newsleller, Mighty Gallery development, new content, Mailchimp integrallon and campaign surveys. Social media reach in Aprll-M8y was 236,750, and three award entries were submilled. However, momentum rgduced later. Q2 reported lower Social media reach, fewer ads, paused activlly and unsuccessful Third Sector Awards results. Then the Markgting & Communications Manager left in December 2025 and the role was not replaced because it had been identified for redundancy. In summary". marketing delivered somo of the planned buildlng block8, but not tho full strateglc communications programmo envigaged. The loss of the marketing role makes the Annual Report's origlnal ambitions around campaigningi profile and gtorytelllng harder to sustaln without a differenl operatlng model. 7. Awards: actlvlty happened. butthowin did not Th6 Annual Report planned to conts'nue winning nallonal awards lo support credibility and investment, Page11

18kEy TMC did submit entries.. tTho Third Sector Awards entries and one CYP Now Awards entry were submitted in Q1. The organisation became a finallsl in iwo Third Sedor Awards categories bul did not win. In summary: the awards strategy was pursued, but the planned outcome- at least one sector award win - was not achieved. That Is not necessarily A 8trateglc fallure, but it weakens one of the planned credlbility-buildlng routes. 8. International grobvth: more plpg1in8 than dellvèry The Annual Report highlighted International ambition, partlcularly Krefeld, Germany, and noted an 18-monlh Ireland evaluation contract, the SPROCKET consortium. and a planned year-long Go-funded Creativ& Mentoring pilot in Krefeld. By Q3 and Q4 Income reports, international opportunities r&mained live bul largely prospective with potential Creative Mentoring pilots in Krefeld, Dortmund., Lellrlm, Ireland,. Creative Ireland evaluation work,. and wider AHRClcreative sector opportunltles. In 2025126, TMC completed Nfilhout Walls, an International Cultural Brldge ex¢hange wfjlh Werkhaus in Krefeld, bullding on the long-standing cfvic ￿l￿nIng relatlonship be￿een Leicester and Krefeld. The project brought ltrgelher care-experienced young people, artlsls and cultural professionals from the UK and Germany lo explore creallvlly, belonging and youth voice through shared maklng and cultural exGhange. The project demonstrated the power of relational, partlcipant-led praclts in an inlernallcnal ¢olllexl. Young people who began the exchange feeling nervous and Un￿rtain developed friendships, conlidence and creativ& self-belief, They descrlbed the exparionce as more personal and relaxed than a s¢hool Irlp, valulng the chanc& to build genuln8 relalionshlps with German peers rather than simply visit another country as tourists. Creative acllvity gave the group a shared language, hslping young people experlm$nl, lake rlsks and recognlse that their work dld not have lo be perfect lo be meanlngful. The project also generated Important organlsalional learnlng. TMC and Werkhaus reflécted on different approaches lo youth voice, eultural education, funding and accountability, while a150 building practical knowledge about the realities of inlèrnalional youth exchange after Brexlt. The project was highly successful in its impact on young people and professional learning, but also resourceNinlensive, with significant adminislratlve and logistical demands. Looking ahead lo 2026127, TMC will maintaln the relationship wlth Krefeld and Werkhaus but 11 not pursue further unfunded developmernl work unless a ¢lear funded opportunity emerges. The learning from Without Walls will inform future Int$malional planning, inclLKling possible practilloner exchange, mutual CPD, and emerging conversations with Theater Dortmund about a potential Creative Mentoring pilot. In IhSs sense, Wilhoul Walls has Created a strong foundation.. not a finlshed international programme. but a tested relationship, a body of learning, and a clearer understanding of what future European collaboration would require. Pag8 12

l8kky In summary.. internatlonal dovelopment remained strateglcally allv8, but 2025126 appears to have ljeen a plpeline-buildlng ygar rather than a delivery year. 9. Incomo generatlon: more mixed, but strategically stronger than expected In traded income The Annual Report recognised a difficult fundlng climate, noting much lower successful bld Income in 2024125 and warning that rellance on deslgnaled reserves was not sustainable. In 2025126, income generation did diverslfy. Grant appllcations increased in number and value. bul 8uc¢ess remained uneven. The big shift was traded income.. by Q4, traded services had grown from £1 $6,562 In 2024125 10 £383,254 In 2025126. Individual giving and corporate donations remained small. so the four-slrarnd strategy was r*ot evenly developed. Bul the traded-income growth strongly supports the Annual Report's aim of dev61oplng a mor8 Sustalnable and dlv8rsifled model. In 8ummary, TMC dld not8olvo thefundlng challenge, but It dld make mèanlngful progr088 toward a mixed-lncome model. The new risk Is that traded Income brlngs deliveryj Staffing and reforral-volume 8xpo8ure, a8 shown by tho Derbyshlre Vlrtual School contract $hortfall. 10. Flnanclal 8UStalnablllty: bettfrr than feared, but partly becau80 actlvlty and stafflng changed The Annual Report said organisalional review8 would be needed in 2025126 to maintaln long-term fi'nancial stsbllily, bgcause drawSng on r¢seNes was not 8uslalnable. That review and Correction effeGllvely happened. By April 2026, TMC expected the unrestricted deficll lo be around £70,000, rather than the originally forecast £356,543. The reasons Included new restricted projects conlributlng lo staffing and overheads, staff departures not belng replaced, salary ¢08ls falling from a budgeted £420,584 to £307,177, and addillonal contributions from DfE projects. In Summary., financlally, the organisatlon pertonned mu¢h better than the origlnal budget suggested. But part of that Improvement came from contraction, vacancy savlngs and postponed actlvity, rather than purely from growlh. Thls strengthen8 the short-t&rm base but raises questions about capaclty. 11. Organlsatlonal structure: the plan a88um9d capaclty that did not fully remaln The Annual Report described a leadership structure consisting of the CEO supported by the Business Manager, Head of Programmes and Marketing & Communioations Manager. By the end of 2025126, that structure had changed significantly. The Head of Programmes had left, th8 Marketing & Communicaltons Manager had left and was not replaced. Pag8 13

Partnership Development Manager role had been brought forward. the Impact & D8ta rola was reshaped, and the Business Manager role was reduced and remained al risk. In summary: thls 18 Central to understanding the year. The Annual Report'8 plan8 were written from the perspective of a growth stwcture. the year that followed became a Trstructure and 8tabilisatlon year. Overall Asse8$rnent The 2024125 Annual Report was dlrectionally right.. il correctly identifled the r)eed to grow Creative Mentoring, rebalan￿ the programme POrtFolio, develop Creative Futures embed Youth Volc8, diversify Income, strengthen partnerships, and address financial sustainability. What actually happened was more constrained and pragrnalic, TMC delivered strongly whefft il had establlshed demand and capability - Creative Menlorlng, CPD, Youth Voice projects, traded Income and financial management. 11 made progress. bul more Slowly, wher8 the work was newer or more capacily-dependenl - Creative Futures, nationallinternalional expansion, campaigning and strategi¢ maiketing. The most Important Contrast Is thls.. th& Annual Report anliclpaled managed gromrth.. 2025126 became a year of managed adaptsllon. That adaplalion was largely succe58ful - the organi$alion ended the year flnancially stronger than expected and with strong evidence of impact- but the ¢081 was a scaling back of some ambitions, a revl$•d KPI framework. and increased relSance on a smallor, reslruclured team. In Summary, TMC dld not simply déliver the plan as wrillen,. il l&sled the plan against reallty, protected Ils strongest work, re-based ils ambitions, and entered 2026127 with a more realistic but still ambitious platform for growth, PLANS FOR 2026127 Proposed 2026127 plan.. from managod adaptatlon to focusgd growth For 2026127, TMC'S plan wll be framed as a year of focused, evldence-led growth. The e￿stIng Business Plan stlll provides the strategic spine., social justice for young people through arts, culture and Qrealivily, delivered IhroLtgh Creative Mentoring, Creative Futures, Youth Voice, and income growth. Bul the experience of 2025126 Suggests that the next year should avold over-extension and ¢oncentrale on a smaller number of high-value priorities that ar& deliverable within the stsffing and financial reality. 2026127 will consolldale TMC'S core model, grow through carefully chos&n demonslralor siles, and build the parlnershlps and ovidenee needed for larger-scale expansion from 2027 onw8rds. l. Strateglc frame for 2026127 Page 14

The Business Plan Identifies four strategic obje¢tives'. transforming benefi¢laries' lives through Creative Mentoring,. supporting employment prospects through Creative Futures., embedding youlh-lod practice Ihrou9h Youth Voi¢e', and sustaining and growing investment across the UK and inlernalionally. For 2026127, those objectives should remain, bul the ernpha8is will shift slightly.. Strategic objective 2026127 8mpha818 Creative Mentoring Ccnsolldale the mod61. protect quallly, expand only where funded and operationally viable Creative Futur&& Move from pilot learnlng to defined progression pathways Youth Voice Income and Make Youth Volts slruclural in partner settings, not just prolecl-based growth Priorllise sustainab16 traded and partnership income, while managing delivery risk This would allow u8 to stay allgned with the Business Plan while recogni$Sng that 2025126 became a year of restructure and re-b881ng rather than linear expan810n. 2. Proposed KPI dellvery for 2026127 The revised post-restructure targets glve the clearest framework for 2026127. They sel targets of 3,000 children and young p￿PIe engaged, 350 Cr6alive Mentors supported, delivery across six region8, 30 employers, 180 CPD opportunities, Youth Board representation from three regions, bmo youth-voice projects. Income diversificatlon wllh no one funder above 700/0, re5eNes malntalned at three months, and continued development toward the endowment arnbilion. We see these as slret¢h targets, wllh some belng more 8chlevable than othérs. 2026 127 dellv•ry targets Aroa 2026127 target Sugg98ted plan Achieve through Creative Menlorlng, Youth Voice, Creatlve Futures, Culture Hous￿ske9ness if secured, and campaignslGommunicalions where measurable Treat as a phased r8cruilmenl and engag8menl target., focus on active, trained, deplDyable mentors rather than total names on a Ilst Prioritise regions linked lo real funded opporlunilies.. Midlands, South EasULondon. East of England, YorkshirelHumber, North East, and an international pllol prqeot Chlldren ar young people rèached 3,000 Creative Mentor pool 350 Regional delivery 6 regions Psge 15

Area 2026127 tsrget Suggested plan Reframe from Mighty Employers into Creative Futures partners, placemen18, progression hosts and yOLtth-friendly creative workplaces Continue strong performsnce, but link CPD more dlrectly to in¢ome, mentor qLtality, and partner dèvelopment 3 regSons and2 Build Youth Voice through Youth Board, Culture House project$ Youth Cablnel, and Youth Voic8 Network No funder Maintaln,. the 2025126 position was already strong with 84 above 700k sources an¢J no more than 30°k from one SOLrrce Three months M&lntaln prudent rfr￿e$ while avoldlng unnecessary drawdown Produce a praGlical feasibllily paper rather than launching a full campalgn prematurely 3. Cr8atlva Mfrntorlng: protect quallty whlle growlng 861oCtlvely Cr6alive Mentorlng should remain the lead programme In 2026127.11 is TMC'S strongest evldenced model, the clearest income￿enerating servic8, and the programme most Ilkely lo open new geographlc markets, The plan is lo deliver Creatlve Mentoring through three layers.. Core dollvery: maintain and strengthen exisllng local aulhorlly, Vlrtual School and Prevent relationships, with particular attention lo Derbyshire, Leieestershirfj, Rutland, Slaffordshire and current réferral partners. Employer5 1 Grealive Futur&s 30 CPD opportunlties 180 Youth Board I Youth Voice Income diverslficallo Reserves Endowm8ril TBC New funded growth: pursue London, Newcastle, Cambridgeshire, Skegnesslculture House and other prospects only where there is a funcled route, clear referral pathway and sufficient mentor Gapaclty. Model development: continue testing group-ba8ed, resldential home, 5chool-based and place-based Creative Mentoring approaches, parlicularfy where they create Sy8lemlc Impact beyond individual sessions. The London opportunlly should be Irealed as a strategic markel-enlry project, not a general expansion camp8ign. London has been hard lo enter because TMC lacks track record and presen￿ there, bul Redbridge, Waringey and Barking and Dagenham may offer more realistic routes because of existing links or emerging relalionshlps. Haringey is especlally important because of the SPROCKET connection, which is now expected to continue for further five years. Pagè 16

2026127 Creatlve Mentorlng priorities 1. Secure contir*uity or replac8ment for th6 Derbyshlre Virtual School contract, budgeting prudently against realistic referral volumes. 2. Develop one London pilot, preferably Ilnked to Haringey, Redbridge or Barking and Dagenham. 3. 8uild a mentor recrullmenl and Induction plan that priorilises quality, safeguarding. geography and specialism. 4. Produce a ¢learer"Crealive M•nloring offer pack. for local authorities. Prevent, NHS- 1Snked partners, residential homes and cultural Inslilutions. 5. Use th8 10-poinl Measure of Progress consislenlly to produce a stronger annual evidence base. Thé main risk is over-promising d81ivery before mentor Supply, staffing and refgrral systems are ready. 4. Creatlve Future8: movè from pllot8 to pathways Creative Future8 should be r&posltioned In 2026127 as a progression and employability pathway, not simply an employ&r re¢rullment largel. Thls would beller r8flecl the learning from 2025126, where Creative Futures showed promise in confidence, group Identity, self- expression and next slep8, but was not yel a mature employar-facing programme. The Business Plan frames Creallve Futures as support, advlce and opportunltles that improve beneflciarles, employment prospe¢ls and enterprise opportunities. The practlcal next 81ep Is lo make thls tangible through a small number of progression routes. 2026127 Cr8atlv8 Futureg prlorltl98 TMC should aim to create three vi8ible progression routes.. Pathway What It delivers Creative Confidence Group-based creallve actlvlly that bullds self-belief, agency and communication Skills laslers, sector encounters, mentorlng Into next steps, and local opportunity mappiNJ Youlh-led micro-commissions. paid assistant roles, Supported vofunteering and progresslon into work-like responsibilities The Culture House proposal gives a strong model for this. It suggests rnapping the local crèative ecosystem with young people, id&nlifying "first rung" roles such as assislanls, ushers, tech 5UPPOrt and content reporters, and shaping enlry-level youlh-friendly roles into Opening plans. Creativè Routes Creative Responsibility Thls gives Creative Futures a more concrete role.. not a generic employabillly programme, bul a way lo design youlh-friendly progression inside real cultural infrastructure. P8ge17

1. Youth Voice: make it structural in places and systsms Youth Voice should be one of the strongest growth areas in 2026127 be¢ause il allgns with TMC'S misslorn, is alr8ady embedded in the organisallon. and can support income, governance, programme design and advocacy. The Business Pl8n stales that Youth Voice should help beneficlaries express themselves through crealivily and support be81 practice. youlh-led approaches wlh other stakeholders. The 2028127 opportunlly is lo turn that into partner-facing products and dgmonslrators. 2026127 Youth Volce priorltl88
2. M8lntain and develop the TMC Youth Board, vlth clearer Ilnks into trustee deci5ion- maklng. 2, Deliver at least two youlh-voi¢e focuséd projects.
3. Develop tho Youth Voice Creative Neknrk around campaignin9, policy influence and international learning.
4. Package Youth vol￿ consultancy as a clearer axl&rnal offer.
5. Use Culture House as a potential flagship example of structural youth voic8. The Culture House Youth Cablnel proposal Is particularly strong bec8use It moves beyond consullalion.11 proposes a small group of young people with a formal role in shaping the dentily, programme and culture of the new venue before il opens, advlsing on welcome, access, safely and relevan¢e, then Iransllioning Into a $18ndlng Youth Cabln8t ￿th d&fined influence over programming and commisslonlng. That 8hould be a prlorily if th6 Sk8gnes8 I Culture House opportunity lands. It fils TMC, slrenglhs.. governance, mentoring, progression and youth-led institutional deslgn.
6. Culture House I Skegn88S: treat a8 a flagshlp demon8trator The Culture House proposal could become the clearest 2026127 demonstrator of TMC'S comblned model.. Youth Voice, Creative Mentoring and Creativ& Futures working logelher In one place. The phased appr08ch is compelling.. Phase 2026127 relevance Shadow Youth Cabinet, micro-pllot Creative Mentoring, local creative ec05yslem mapping Opening year Standing Youth Cabinet, 24 young people mentored, skills tasters and micro- commisSlOnS Consolidation Scale to 50 young ￿ople, progression map, paid youth producer roles Legacy Culture House b6comes a youth-shaped inslllullon and replication model Pre-openlng P898 18

The proposal's strongest feature is that it posltions TMC as a foundational partner, not a delivery 8dd-on. 11 also explicitly says the model works because Youth Voice can shape th& institution before legacy pracliees are fixed, Creative Mentoring can build trust before doors open, and Creative Futures can be designed around real role8 rather than hypothetical opportunities. For 202S127. a realistlc firsl-year obleclive is to establish Culture House as TMC'S fir81 place- based demonstrator for embedding youth volce, Creative mentoring and creallve progression into a new cultural inslllution. Deliverables would include a Shadow Youth Cablnel, 8-10 young people recruited, up to 12 young people involved in micro-pilol mentoring, a Cr8alive Fulures'first rung" roles map, and a short l&aming report. 7. Gemiany and Intematlonal v￿rk. pause Krefeldi pursue Dortmund carèfully The GermanylLondon update 18 Gl8ar that Krefeld should be paused because matched funding has not been secured. That should be accepted as a dis¢ipllned decision. It prole¢ts TMC from Investlng further capacity inlo an unfunded opportunity, However, Dortmund may be more promising. A possible collaboration with Thealer Dortmund and the city admlni8lration has been identified, Initially focused on Creative Menlorlng, wllh potential future links lo a Youth Hub, local heritsge. dance, vlsual arts and even Borussia Dortmund-linked youth engagement. The plan for 2026127 Should therefore be.. 1. Close the Krefeld development phase respectfully. 2. Ring-f¢nce, but do not spend. th& £20,000 international investment pot untll a viable Dortmund proposal is agreed. 3. Provide a proposal lo the Board by July 2026, as racommended. 4. Require any pilot lo meet four tests.. mission fil, f￿nded or malch-funded viability, operation81 capa¢ily, and clear evidencellearning value. 5. Avoid describing EU expansion as achlevgd unlll there is a signed, funded delivery agreement. This k6eps the internation81 amblllon alive wilhoul repealing the Kr8feld risk. 8. London: dfrvelop a focused market-entry plan London could be Important slralegically, bul engagement in seven boroughs Ss a significant workload and should be reflned. The 2026127 plan will therefore priorllise two or three @ntry points. Recommgnded London prloritieg Priority Haringey Rationale Existing SPROCKET link and NHS-related networks PagB19

Priority Rationale Redbrldge Trustee presence and relationship-bullding opportunlty Barking and Dagenham or East Potential fil with community cohesion. vlolen¢e London Prevent prevention and Creative Mentoring The aim for 2026127 is not lo'deliv8r across London" bul lo secure one London foothold through a funded Creative Mentoring, Youth Voice or Creative Futures pllol, and use it lo build track record. 9. NHS and rg8earch partnershlps: build evldence and credlblllty The SPROCKET opportunity should be treated as slrategic8lly important, even if il doe8 not immediately produce income. For 2026127, this should 8UPPOrt'. 1. Stronger evidence of TMC'S soclal pedagogical modèl. 2, Links into London and heallh-related systems. 3. Exploration of Creatlve Mentoring'3 relevance for young adu118 UP to 25, whlle balng clear that TMC Is not a therapy or cllnical mental health provider. 4. Potential university collaborations around longlludlnal Impaot, portraiture, youth voic&, and Greative pedagogy. Other posslble HE links In London, includlng wllh the Institute of Education, and suggest8 academic groundlng could 5UPPOrt future AHRC, ESRC or olhef research council fundlng. A practical 2026127 output would be a resoarch and evldonce prospectus.. a short document selling out what TMC wants lo l$arn, what data il can provide, and what research partnership5 It is seèking. 10. Income gen•ratlon: prlorltl80 conver81on and su8talnablllty The 2026127 income plan should be realistic about the mlxed piGture from 2025126.. traded income grew strongly, but grants were uneven and indivlduallcorporale giving remained very small. The Business Plan's income strategy Is built around four strands.. institutional I Irust i foundation grants, individual giving, corporate partnérships and traded services. For 2026127, TMC wlll prioritise-. Income strand 2026127 approach Focus on fewer, better-aligned bid8 with strong evidence and full-c05t recovery Grow Creallve Mentoring and consultancy, but budget prudently against actual referrals Link to Creallve Futures, Culture House and youlh-fliendly employers Grants and Iru8ts Traded services Corporate partnerships P8ge 20

Income strand Individual giving 2026127 approach Keep low-cosl, supporter-led activity, but do not rely on it malerially The key principle 18 lo focus on funded growth only. New reglons, pllots and programme lines should not be allowed to create unfunded staffing pressure. The endowment should remain a long-term ambttion, bul 2026127 shoLtld probably deliver 8 feasibility plan rather than a public Campaign. The revised KPI table also leaves the 2026127 endowment target as TBC, wllh 8 £5m ambition appearing by 2028129. 11. Operations, Staffing and governance: bulld capaclty bofore scale Th@ biggest lesson from 2025126 is that TMC Gan adapt well, but capacity Is fr8gile. The 2026127 plan must ther8for8 Include owrational foundations. 2026127 operatlonal prlorltle8 1. Stabili$6 the senlor and programme structure following departure8 and role changes. 2. Recruit and onboard the replacement Programme Manager carefully. 3. Clarify decision-maklng between CEO, Partnership Development Manager, Programme team, 8u8iness Manager, trustees and Youth Board. 4. Maintain quarterly safeguardlng reporting and trustee overslght. 5. Implement SORP-relaled system8 for leases and Income rècognition, especlally Creative Mentoring deferred income. 6. Rebuild proportionate communicallons reporting after the loss of the MaTketing & CDmmunicallons Manager role. 7. Protect the Impact & Data function so evldènce keeps pace with growth. 12. Suggested 2026127 mlle8tones Q1: April-Jun• 2026- stabllise and declde Confi'rm Derbyshire I successor Creative Mentoring contract position. Recruit or progress recruitment for the Programme Manager role. Finalise 2026127 operalic*nal delivery plan against revised KPIS. Decide whether to proceed with Dortmund proposal. PriDritlse ￿ or three London borough entry points. Confirm Culture House I Skegness role if funding lands. Implement SORP and income-recognition tracking changes. Q2: July4eptemb9r 2026 launch priority pilots Launch or prgpare Culture House Shadow Youth Cablnel if confirmed. Begin targeted Creative Mentor recruitment in prlorily geographies. Submit or convert priorily funding bids. Begin London r8lalion$hip-building through Harlngey / Redbridge / East London. Develop Creative Future$ progresslon framework. PEge 21

Prcmjuce a refreshed external offer pack for Creats've Mentoring, Youth Voice and Creative Futur&s. Q3: October-Dgcember 2026- gvldenc8 and adjust Review Creative Mentoring referral volumes and mentor capacity. Review first six months of Culture House l London l Dortmund development. Publish or prepare one impacl learnir7g report. Assess whether the 3,000 CYP reach taryel Is on track. Refresh income pipeline for 2027128. Rebulld communlcalions and audience reportlng. Q4: January-march 2027- consolldate and prepare scale Produce annual impaGI evidence acr088 Creativ& Mentorlng, Youth VeSce and Creative Futures. Confirm which pllol8 should contlnue, scale or stop. Agree 2027128 growth priorllies. Produce endowment feaslbilily note. Prepare annual report narrative around focused growth and demonstrator slle8', 13. What SUCC988 would look Ilko by March 2027 By the end of 2028127, a strong bul reallslic success picture would be.. TMC reaches or comes close lo 3,000 childron and young people, Cr$allve Menlorlng is active In more places, bul only where quallly and fundlng are secure. The mentor pool has grown, wllh a clearer dls1inc16on between reGruited, trained and active mèntors. At least one new pla¢e-based demonstrator 18 underway, Ideally Culture Hou8e I Skegness. At least one London foothold has been secured or is close to contract stage. Krefeld has been closed responslbly, and Dortmund has either beGome a vlable pilot or been paused. Creative Futures ha8 moved from con￿pt to a small number of named progre$$lon pathways. Youth Voice is embedded slruclurally in al least one partner setting. Inoome remains dlversified and no major new unfunded delivery commitments have been taken on. TMC has better evidence, clearer products, and stronger systems for Scaling in 2027128. Summary The 2026127 plan wfll deliver the BuBlness Plan through three disclplined priorities.. 1. Protect and grow Creatlve Mentorlng carefully, because il is the strongest Impact and income engine. Page 22

1. Use Culture Hou8e, London and Dortmund as seloctive demon8trators, not open-ended expansion projects.
2. Turn Youth Voi¢e and Creative Futures Into practical, fundable models that can be replicated in future years. That would make 2026127 a bridge year.. not a retreat from ambition, but a more mature form of growth and one that Is evidence-led, finanGially controlled, and rooted in TMC'S dislinclive strength.. relational, cr&akn've, youlh-centred social change. Who's the team? We are governed by a Board of Truste68. who are a180 the dlrectors of the limited company. Trustees can serve from the age of sixteen. The Board is responsible for the scrutiny and examination of organisalional performance. Trustees meet quarterly to monltor risk, agree strategic direcllon, approve budgets and finance reports and endorse new and review existing policies. The Board ensLJres The Mighty Creatives reporting obligations to the Charity Commission ar)d Companies House are met. Sub-Commlttee8, Pollc508 and Pro¢988efy Our policles and proc88ses are réviewed In line wlth our pollcy matrlx al￿ $lgned off by the Board. We have a measured and thorough approach to safeguarding, en8urlng all staff and Board receive Irainlng from NSPCC and regular briefings. Safeguardlng and EDI lequaltty, dlverslly and inclusion) are slandlng Items on our agenda and are overs8•n by a designated memb8r of the Board, as is our assessment of rlsk$. The Mighty Creatives Operations and Flnance sub-commillee scrullni88s the charity's approaoh lo finance, staffing and operations. The committee meets separately, feèding into the main Board for sign off on a quarterly basis. Led by Professor Chrfstlne White, Chair of Trustees, Jack Farnhill-Bain, Vice Chair and MelanSe Robinson, Chair of Operations & Finance, our Iruslee8 havo extensive axperience and expertise In the arts and cultural sector, education, local authorllies and private sector and bring a wide range of governance skills to bear.. leadership. fundraising and financial Control, marketing, ￿dago9Y, innovation, cultural educational practice, artist development, collective impact modelling, heritage. theatre and produGI development. They also reflect the geographical diverslly of the reglon which the company serve5. The Trustees de18gate the authority of runnlng the company to the Chief Executlve, Dr. Nick Owen MBE. Concluslon As we look ahead to 2027, The Mighty Creatives remains steadfast in its mission lo create positive, lasting change in the lives of children and young people. The immediate future Page 23

presents both significant chall8nges and valuable opportunities. and our Growth Plan lays a clear and confident path fo￿ard. By refining and expanding our programmes, entering new markets, amplifying youth vorce, and slrengthenillg strategic partnershlps, we are posilionlng the organisalion for impact al both a national and inlernalion8118vel. Early progress already reflects the strength of our strategy and the commitment of our team. with key partnerships secured and innovative projects underway. Our marketing strategy further supports thls growth by in¢reasing visibility. deepgning engagement, and ensuring our Impact is both seen and understood. Wllh robust governance, a dedicated leadership team, and the unwavering support of our Board of Trustees, The Mlghly Creativès is well-equlpped lo navigate the complexiti85 of the present while building the foundation for a resilient and Ihrivlng future. Prof Chrlstlne Whlto Chair of the Board of Trustees Slgned on behalf of the Trustees on 81h July 2028 Paue 24

l8k+y DIRECTORS. REPORT The directors, who are also the trustees, pre$enl their report and ac¢ounts for the year ended 31 March 2026. LEGAL AND ADMINISTRATIVE INFORMATION TMC is a company Ilmiled by guarantee, without share capital and incorporated on 1 st July 2008. We were also granted charitable slalu8 on 3rd Apnl 2009 as an educational charity registered in England and Wales. Our goveming documents are included within our Memorandum and Articles of A8SOGiation. The company is led by a strong group of Tru51ees who have extensive Èxperience and expertlge in the cultural. education and commercial sectors and together bring a wide range of governance skills lo bear,. leadership, fundraising and financial control, marketing, pedagogy and innovallon. Th8y also reflect the geographical diversity of tha region whlch the company aims to serve The Trustees are led by th8 Chair, Christine While, Vice Chair. Jack Farnhill-Bain and Chair of Operations & Financ8, Melanie Robinson. We are grateful lo all the Trustees, Ilsled on page 3, who held office durlng the year. Our Trustees meet qU8rterly lo agree strategic direcllon, recelve report8 from Staff, approve budg81s and finance reports and endorse and review pollcies. The Operations and Finance CDmmillee, a sub-commlttee of the Boarol, meets al least four times a year. Ils function is to scrulinise budgets and flnance reports in detail to safeguard the finances of the organisation, manage and review rlsks. The Committee also deals with Issues such as pay levels alld child protection. The Commlllee rep￿tS lo, and makes r8¢omm8ndalion5 to. the Board of Trustees. At the end of March 202S, there w•re 10 s8rving Trustees on the Board. Under tha leTms of the artlcles of assoGialion, Trustees may sèrve for two terms of three years, with the 808rd having digcr$tion to agree lo a furth&r Ihree-year term. brillging the maximum term to three terms of three years duration. Trustees regularly address skllls and knowledge gaps wllh appointménts open to any suitably qualified member of the public. Trustees are appolnted through Board recommendation or a formal reoruilment process comprlsing advertising and awar8ness through social media, similar lo that used for the recruitment of staff. All newly appointed Trustees receive instruction on the activities of the charity and their responsibilities as a Trustee. They also have opportunities to see work in the field, and we have proacliv8ly built this into the meetings structure. All Trustees glve of their ts'me freely and no Trustee remunaralion was paid In the year. Details of Trustee expenses are disclosed in note 8 of the annual accounts. Trustees are required to dlsclose all relevant interests and register them with the Company Secretary and, in accordance with our policy, withdraw from decisions where a ¢onflicl of interest arises. pa￿ 26

STATEIIENT OF PUBLIC BENEFIT Our Trustees and senior staff are responsible for making sure everything we do is focused on achieving lasting public benefll, as defined by the Charity Commission. Our governing document$ d8fine our core objectives as To promot6 SUGh ch8rilabl8 objects and ptsrposes forthe publK b&n6fit as the Trustees think lit, in particular 8nd without 1lm1t8t￿n, to the generality of the forgoing words to advance the education of children andyoung p8ople and those who work with them th￿gI? creative and cultural a¢tivities. We review our publi¢ benefll and charitable purpose on an annu81 basls. RESERVES POUCY Our Trustees review our reserves policy and levels on 8n annual basls, in the context of an ever-changing organisallon and ils worklng capital requirements. The policy slal&s that a minimum of three month's staffing and Infraslruclure costs should be held in reserve, We have Ilmlled Scope to put money lo ￿Serves, wllh most of our Income coming from re51ricled funding. This year TMC surpa$sed Ils minlmum reserve$ largel and al 31 March 2026 hold8 £923,747 of unrestricted fund812025 - £868.4511. The Board of Trustèes allocaled £590,384 of these unreslrlGted fund8 to be designated funds to support the organlsalion unlll 31&l March 2027 as part of il's tr8nsillon plan followlng the unsuccessful NPO Arts Councll England bid. GRANT MAKING POLICY TMC makes grants lo schools and other organlsatlons working In the field of culture, ¢reativily and 8nlerprise. The nature and sizé of the grant is solely dependent on the size and nature of the funding that TMC received from funding bodies lo distribute. MANAGEIIIENT AND ORGANISATION The dally responsibllily for leadership of The Mlghty Creatives rests with our Chlef Executlve Dr R N Owen MBE The Chief Executive Is supported by the Business Manager.. Caroline Frankland, Partnershlp Development Mana9er'. Ang8la Hind and the Programrne Manager., James Blyth. Key management personnel remuneration is delemlned with referenGe to the marketplace. 11 Is also determined by assessing the overall salary Costs of the organisalion and ensurlng that salaries reflect the nature of the Work, the organisational structure, and sectoral expectations. Remuneration is agreed at Board level. Paae 26

RISK MANAGEMENT The Trustees have a risk register in place which addresses the major govemance, operational, financial, reputational, legal and regulatory risks that might impact up the core purposes and key Objectlves. These risks are managed by a comprehensive sel of policies Isubjecl to review) and long-standing practices, sel out in our Employee Handbook. The most significant risks we faced in 2025126 were of a financial or operallon81 naturé. They are summarised, along with the relevant mlligatlon measures, below. P89e 27

•iiCuntlnWIV..Anhthl ¢WW5V5Iem￿s￿OIIOtrriVtINVt4jct•uthv uth ulUr*(￿ ndkq 1Sw4inÈnro IKP4W1￿Te￿￿bl1tyl Iffl¢oMè P8p 28

i8kEy STRATEGIC REPORT TMC receives income through grants and contracts for services which are based on funding agreements for variable lengths Df lime. Activities are planned over the lif@ of the individual project whi¢h ensure that all anlicipaled incom8 18 sFenl, &xcept for retaining a prudent amount in reserves if the grant permits this. In order to preserve the liquidlty of the organisation we do not currently invest in¢ome for more than one year. The strategy therefore is lo relain funds as cash and place them in bonds or other bank deposit8 at the best rate obtainable. Having been through an intensive period of organlsalional development over thè last 12 months, th6 charity has determined that il is currently in a strong position to develop Its income generation activits'es to diiecl the future growth and suslainabilily of work the region. The charllies Incom¢ Generallon Strategy is a fundam8nlal component of The Mlghly Creative's ongolng slralegiG development. The key aims of the Income Generation Strategy are lo diversify the charity's Income, lo improve Ils financial su818inabillly., and to pul proc¢dures in place for effective long-lerm fundralsing management. 4 core strands of income generation activity have been identified as the key area8 to focu$ the CharSly's income generalfron efforts.. 1. In8tilutlonal, Trust and Foundation Grant Funding 2. Indivldual Giving Icampalgn and Major Donalionsl 3. Corporal& Partnershlp5 4. Traded Services (Sales) TRUSTEES, RESPONSI8ILITIES FOR THE ACCOLINTS The trustees (who are also the directors of The Mighty Creatives for the purposes of company lawl are responsible for preparing the Iruslees, report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 "The Finanoial Reporting Standard applicable in the UK and Republi¢ of Ireland,: Company law requires the Iruslees to prepare flnancial statements for each financial year. Under company law the Irusle85 musl not approve the financial statements unless Ih8y are sallsfied that they give a true and fair view of the slate of affairs of the charitable company and of the incoming resources and application of resources. including ils incom¢ and expenditure, of the charitable company for that perlod. In preparing those financlal statements. the trustees are required lo.. select suitable accounting pollcres and 8pply them ¢onsislently', obseNe the methods and princlples in the Chariti85 SORP.. make Jud9ements and eslimales that are reasonable and prudent. P*ge

l8kiy slate whether applicable &counling standards, comprising FRS 102 have been followed subject to any malerlal departures disclosed and explained in the financial statements,. and prepare the financial slalemenls on the going con￿rn basls unless11 is inappropri8t6 to presume that the charitable company will continue in business. The trustees are responsible for keeplng proper accounting records that can disclose with reasonable accuracy al any lime the financial position of the charitable company and enable them to ellsure that the financial slalemenls comply with the Companies Act 2006. They are also responsible for gafeguarding the asset5 of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The Iruslees are responsible for the Maintenan￿ and inlegrlly of the corporate and fi'nancial information inclLJded on the charitable company's webslle. Legislation governing th$ preparation and disseminallon of financial slalemgnlg may dlffer from legislation in other jurlsdiclions. GOING CONCERN After maklng enqulri6S, Ihe directors have a reasonable expectslion that the Company ha8 adequate resources lo conllnue in op&ralional existence for the foreseeable future. Accordingly, they contlnue lo adopt the going concern basis in preparing the flnancial 8lalemenls. Further details regarding th& adoption of the going concern ba8is Can be found In note 1 of the financlal slatemenl8. Approved by the Trustees of the Charlty on 81h July 2026 and sign$d on its behalf by.. /{ Prof. C Whlte Director Paoè 30

INDEPENDENT EXAMINER'S REPORT to the trustees of The Mlghty Creatives I report to the Charlly tru51ees on my examination of the accounts of the Company for th6 year ended 31 March 2026. Respon$ibllltig8 and basls of report As the Charity's Iruslees of the Company land also ils dlreotors for the purposes of company lawl you are responsibl$ for the preparation of the accounts in accordance wlth the requirements of the Companies Act 20061'the 2006 Acl'l. Having satisfied myself that the accounts of the Company are not requlred to be audlted 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 I'lhe 201 1 Act'l. In Carrying out my examin8llon I have followed the Direcllons giv6n by the Charlly Commission under section 14515}{bl of the 201 1 Act. Independent examln&r'8 8tatement I have completed my examination. I confirm that no mallers have come lo my allentlon in connection with the examlnation glving me ¢ause lo bellev8.' l. a¢counllng records were not kept in resp8Ct of Th8 Mighty Creatives as requlrèd by secllon 386 of the 2006 Act,. or 2. the arxounls do not accord with those re¢ords,' or 3. the accounts do not comply with the a¢¢ounllng requlrements of section 396 of the 2006 Act other than any requlrement that the accounts give a 'lrLre and falr view which is not a matter ¢on8idered as part of an independent examination., or 4. the accounts have not been prepared In accordance ￿th the methods and prlnclples of the Statement of Recommended Pracllce for accounting and r8POrting by charlli88 lapplicable lo charities preparing their accounts in accordance wlh thè Fir)anclal Reporting Standard applicable in the UK and Republic of Ireland IFRS 10211, I have no concerns and have come across no other mallers in Connection wllh the examination lo whlch attention in order to enable a proper understanding of the accounts lo be reached, N W Bonnello FCA Northgate House North Gale New Basford Nottingham NG7 7BQ 811 July 2028 P8ge 31

Stateme17t of financial activities Incliiding Incon?e and Exp61?diture Account for the year ended 31 Marth 2026 Unm¥trfcted Tot•1 2D26 Total 20X INCOW Inwm• from charitsblè acllvlti 256,280 494,736 751,016 702,572 Incojne from othor Cons￿lan￿ & Fundra1811VJ lTrveBlmemt Incomo 1.993 1,993 12,303 21,961 21,981 28,850 Tot•llncom• 280,234 743 726 ExPeNDI￿RE Charltablo •CUvltles Gr8nls made & a¢fiville8 u￿ert*￿￿ dlrecuy Supwrt C08 Gov8m4llce TDi41 exgonditiir• 210,939 2.328 617.972 57,497 828,911 89,825 785,923 52.464 214,939 676 469 690 40B Netlncom• 65 295 Li80,732L...___1115 437I ..(76,815j.. Net Ir8rn5ier8 b?Iwean hind5 NETiiovepiEtIT IN FiINO$ è5 295 _l180 734. _j116 4371,....__..-.. L76,8151.. Fund b•k9nc65 858,462 220,219 I.OB7.eYO 1.164,48B FUND PALANCEB CAMRIED POAYIARD 923 747 972 234 1087 670 Page 32

BALANCE SHEET as at 31 March 2026 202fj 202S Fixed assets Tangib18 885ets 690 CURBENT ASSETB Debtors BHnkand cesh bal¥￿9 08,712 978.926 1.067,6J 109,416 1,031.848 CftED170RS.' amwnts falllog dua wilhln on& ye8r 196.11fr41 NETCURRINT ASSET8 971,544 1,086,5S2 TOMI 45S8lJ Kg58cuTreni Ilibllllles 972,234 1,087,670 CREf¢TORS.' •mounts f&llt¥ du8 oftormgr• ltt•n on8 year 972,234 1,087,670 INCOMBFUNDS Unreslrl¢¢eLI general Deslgn818d fund8 Resèl Restri￿8d fund8 14 333,364 214,OLID 276,384 48.4B6 72,234 IS5.OSS 428.939 274.458 *9,219 i.ii87.670 For the flnancial year ended 31 March 2026 the charity was entitled lo exemption from audit under section 477 of the Companies Act 2006 relatlng lo small companies. Dlreclors, responslbili1188., 14 The members have not required the charlly lo obtain an audit of its accounts for the year in question In accordan¢e with se¢lion 476., and The clirectors acknowledge their respon8ibililies for complying with the requirements of the a¢t with respect lo accounting records and the preparation of accounts The financial 51alements were approved by the Trustees, and authorised for i88U8 on 81h July 2026 and slgned on their behalf by-. Christine While Dlreclor 81h July 2026 F&98 33

Stateme17t of cashfjows for the year ended 31 March 2026 R8conclli&tlon ol net Movement In funds til net cashflgwlroin oi>Èrotlng acllvltle6 el movgmèrtln Depreciaiion Profil on disp09al offixed 358&ts Inièresl rEceiwéd IlncrÉas8lItt￿rease In d2blors Increas￿ide¢rease)_l￿ creditors Net ¢ash Inllowl outTIow 2020 2025 1118.4371 42 795 IZl.g6ti 20,704 128.8601 132,420 -L38 394). 10.854 eralin Ivlllè$ Cashflows from Investl￿g activltlB¥ Purcha59 of tarolbltr fixed 89S8ts Inter651 r8cplved Nat inflowl from investln 21,961 11,2861 In¢rea8widecrea8tr1 In cash Sn yèar Cash ai Ih? b.ealnning.of Iheytrar C••h thttho and of the 152,9271 1031,848 978 926 18,710 1,015.138 1031.U6 P8gB 34

18kfy NOTES TO THE FINANCIAL STATEMeNrs at 31 March 2026 AccouNTING POLICIES Company and charitable status The Mighty Creatives, a publtc beneflt entity, 1$ incorporated in England and Wale$ as a company Ilmiled by guarantee not having a share capital. Each member has undertaken lo contribute to the assets in the event of winding up a sum not exceedlng £1, The Company Is registered charity. The registered office Is given on page 3. 8asls of preparatlon and assessment of going concem The financial statements have been prepared in accordance with Accounting and Reportlng by Charilie8.' Statement of Recommended Practice lappli¢able lo charities preparing their accounts in accordance with the Flnancial Reporting Standard applicable In the UK and Republic of Ireland IFRS 10211 Iissu6d in October 20191- (Charities SORP IFRS 102)), the Flnancial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 and the Companies Act 2006. The Dir&ctors consider that there 8r6 no material unc8rtainlies about the Charity's abillty to continue as a going Concern. Free unreslrict6d re88rves of TMC 81 the year-end amount lo £485,895. After consldeolion of the current business plan and wlth a balanced budget planned for the next two financial years, thè Trustees Consider Ihore is 8 reasonable expectation that TMC has adequate resources to continue in operational existence for the foreseeable future. The Trustees are also satisfled with the ¢onlrols in place for monlloring and flexlng the b￿d981 throughout the ye&r. Ther8 are no material uncertainties that would impact on the charlly's abillty to contlnue. Accordingly, we conllnu6 lo adopt the going concern ba8is in preparing thls annual report and flnanclal 8t81ements. Funds er Ll faund are unreslrlcled funds whl¢h are availabl6 for use al the discretion Df the Dlreclors in furtherance of the general objectives of the charity and which have not been designated for other purposes. Desi na ed funds are unrestricted funds set aside by the Dlreclors out of unreslricled general funds for specific future purposes or prolecls. eserve are funds designated lo ensu￿ the charity can meet it's 6 months reserves pollcy. Restricted funds are funds which are lo be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for partlcular purposes. The costs of raising and administering suGh funds are charged again81 the specific fund. Incomlng resources Incoming resources are included in the Statement of Financial Activities when recelvable and when the arnounl ¢an be quantified with reasonable accuracy. Grants received for specific purposes are accounted for as restricted funds. Resource8 expended Resources expended are recognised in the perlod in which they are incurred under heading8 th21 aggregate all costs related lo that category. Mere costs cannot be direcuy attributed to Pag9 35

18kFy particular headings they are allocated to &tivilles on a basis consistent ￿th usg of the resources. R8sources expended include attributable VAT which cannot be recovered. Taxation TMC is a registered charity and 1$ not sublecl to taxation on Ils income so long as this is used for ils Charitable aclivitles. Flxed assets and depreclafion All fixed assets are initially recorded al Cost. Dep￿cIatIOn is provlded on all fixed assets al rates calculated lo write off the c081, less @slimaled residual value based on prices prevailing at the date of acquis11ion, of eaGh as5el evenly over Its expected useful life as follow8.. Offlce equipment 3 years 8lralght Ilne CRITICAL AccouNTING JUDGEMENT$ AND KEY Sou￿Es OF ESTIMATION UNCERTAINTY In th8 applicallon of the ¢harity's accountlng policies, which are descrlbed in note 1, the Dlrectors a￿ required lo make judgements, &stimales and assumptions about the Carrying amounts of assets and Ilabililies that are nct readily apparent from other sources. The e8timale$ and associated a88urnplions arè b8$ed on histoncal experience and olh$r factors that are considèred to be relevant. Actual results may differ from these eslimales. Th8 eslimales and underlying 8Sgumplions ar? reviewed on an ongoing basi8. Revisions to acGounllng estlmales are recognised in the period In whi¢h the gslimale 1$ revised If th8 revision affe¢l8 only that period, or in the perlod of the revision and future periods if the r8vl8lon affects both current and future period$. The Directors do not conslder there are any crtli¢al judgem$nl8 or sources of e81imation unc6rtainly requirlng disc105ure beyond the accounting policies listed above. Page 36

INCOME FRC41 CHARITABLE AQTIVITIES G&ieial unre&M￿s 2026 2028 Qranis r￿8￿e¢l (sè& note 41 Dona￿￿8 Fundraislng 256,?80 494,736 7Oi,Q16 339 702,572 294 11,924 714,875 1.654 258,273 1,8S4 491,736 GRANTS RECEIVED Genetii Unreslrfc ft?￿￿¢11d 2026 2025 Jqlrtland ￿unc11-VditUal sctiool ACE Virtual SchooL8 Prol8CI Ci8abve MènlorirKJ Nolllnpham City Coundl- Include Derby5hlie County Counthl- Cre&tlve M6rlerfny L8lc68tsrshSr8 Cgunty cDun￿l- Youlh Vdce Prelacl RLrtlgnd Council- DfE Project SLglfordBhlr8 C￿r&I1- DfE ProJ8Bt Arts Connect Volunlsry Athon L61ce81or Lelchwtsth Garden Clty Historrc Eno18nd- Our Hom¢, Our Slodos Young Uves w$ CanLxr Cre81ive Conn8Ctiong- Ireland ThOAmbw Factory- Cr￿1¥9 Future¥ pifot EMB Limited- Derby Prevent ¢wllve Mgntoiing EM8 Llrnlled- Lelce81er Prev8ni Creallve Merbtortno KPMG Foundhb"o 69,257 4.SOD 69,25T 1,810 117.958 10,285 129,990 8.291 142.769 174,865 13,995 18,223 53.689 14,994 3,7$0 1,479 162,023 162,023 1,218 119,001 193,036 1,100 1,218 193.036 f,SOO 43,118 22.940 11,2SO 43,118 22.940 11,280 19,899 20,ODO 33,800 19,760 19MP6 20,OQO 33,800 19,760 25.ODO 25,000 4g4 736 781016 702 572 P8ge 37

ExpENDITURe Charltablg aclivities Fun F￿￿￿1￿ 2026 2025 Grants madè 8 actlvlt1è8 undeitakon dlwctly enditure urce Ifun O SI•II8rt- SEND Anniv&t53ry shown Rullantj Councll_ Vlrtual Sthool Ciealive Mwioth ACÉ lfjrtu81 S¢tK)ris Proj8Ct Stalfordshire Ctyjnly Couneil-Vlrtu81 School- U Prajeca Nollingham Clty Coun¢il- IrKiitd8 staffordyhire County Councll- ReSIden￿al Home$ Fr4gcl Notllnoham Clty Counol- Short 8reaks Dgrtysfvif¢ County Councll- Cr8aUve Men￿rr Rullan(i Councll- DIE Prjacl 8iqiioriJshirg County CLwncil_ DE Proleet CDeihe In511tute-Culiurql Bridga Youth JD$iice Board Loice&itrshiro Counly Councll- Pro1￿13 Arts Connect Voluntary Acuon Le￿8&18r ietchworth Garden Clly H18toric eltolar Younc LI￿6 vs C8rthr Craalive Conrcllons ITel8nd The Amb?r Fadary- CrÉalrie Future$ Pllol EMB Llli- Derby Prevent CrealivÈ Mentoring EN48 Itd- L•cèsir Prevent Cre811ve Mèniodrig Inve¥lmerit& Growth Plan (ither Prtioramme 388 16.596 7fj,525 3,679 3,8Y# 56,629 56,629 3,02Y 121.129 101.963 131,111 St•ifc45ts 88sorJ•ted wli h above expenditure 190,576 20,2e3 210,939 331,157 286,815 617.972 621,73J 307,178 82B,911 322,156 765,923 Support ¢ost8 Conlrtbuliens ￿ Supm C08ts Trainino SIBff wefa Recruitrner Trnvoi TelephDne8 & IT Leg41 & prOfe9￿oNal Bank ch4rgEs DepreGlallen Incthne generaiion BU￿ne$S Oevebpmqnl Rent Pft and communicBllon5 Local tsff￿e adminislralon In5uisnca IB7,4971 2,298 3,019 57,497 2,298 3.019 3,580 2,825 622 I9,￿5 81 622 19,346 81 1,646 14,273 429 7,861 1.716 11,822 4,743 3.806 1,761 420 7,a61 1,716 11,822 4,Y43 3,806 1,761 785 1.737 1.322 11,453 .1YO 2,050 888 P£g¢ 38

ILgkky ,Cwe'rffr,iv., . Audit aN* Examlnaiion FeB5 1,674 1,K14 3,000 F￿¢ 2026 202S Governanc TIus18B tra￿ c05t$ Trustee meÉUng ce$t& Tru$iee InsurBnca 29 925 718 215 92S 718 Total exp•ndlture 214,939 675,469 890,408 620.540 STAFF COSTS 2026 2025 Wagès 8fKI 8glarl?s 8ociBI #e¢ufjly costa Oihgr pen81on costs 258,152 4f,793 7,239 307,17B 292.743 29.909 9,504 322,166 The average numb8r of employees, Including part-llme. durlng fftè year wa8 1012025.. 111. Ono employee oarned In excess of £60,00012025- 11. The Company opgrales a dellned contribution pension scheme. The charge for the perlod wa$ £7,23312025- £9,504). There were outstanding contrlbutions of £NII at the ye8r end12025 - £Nill. NEf INCOME FOR THE YEAR Thls i55lated$ftercharylno'. Operailw le4sg cobts- property Auditors. r8mw8rnll¢)ft S 8LKJilors Ex8iDlner Itè¥ D2prgdBtlon 2028 2025 1,674 429 3,000 785 DIRECTORS, REMUNERATION No remuneration was paid lo Dlrectors for their servl¢es. Pag& 39

TANGIBLE FIXED ASSETS equipm COBI or valuatlon.. Al 1 Aprll 2025 Addibons Disp.08818 Al 31 March 2028 S5.438 Dopraciiiion.. At l Apiil 2025 Chaf9E lor the year Eliminated olypo8￿8 Al 31 March 2026 84,319 429 Net book valuo At 31 M8rch Z026 Al l Apiil 2025 10 Debtors 2028 202$ Amounts fallln9 du• wlthln on4 y•or Trsdo deblLY& PrepaymoN$ Ind aGcNed IncL¥n¢ Olherdebiors a6.064 107,9S2 2,148 1,464 11 CREDITOR8.' AMOLINTS FALLING DUE WITHIN ONE YEAR Tradect¢dllor8 Olher taxes and s¢d81 S￿rItY hercrediiorB Deferred intrune IiHsfjitsf• 121 Accmed expen 2026 2025 7,834 7,894 25,637 7.538 12 cRE￿rORs. AMOUNTS FALLINf4 OUE AFTER MORE THAN ONE YEAR C)8lerrèd Income 2026 2023 DEFERREOItI¢OlAE Al i Apdl 2025 Inc0ffl8 defeired In yeEr- forf*e568 wlhln yèar IncomèdelwrEd Ill year-for rde28è after mDre than offt yeor Atnounlrelea5ed In year At31 MarGh 2026 Page 40

l8k+y 13 FUNDS ANALYSIS General Uni*$lrfc fund Re$￿Cl￿d1u￿d 2026 2025 Tangibl6 fixed assets Qurrent Esgets 810.3S8 122,8461 788.432 257.950 173,4481 184,502 1,067,638 196,0941 972,234 Nel ￿Sets 1,141,264 I,iJ87.e70 14 MovEThENT IN FUNDS 202 In￿mInI rwourc4$ Ataf Morch 2026 Roslrlcttrd fun¢is Rulland Council Virtval Scho SlaffordshlrE C￿ntY Councll-Resldeniial Home Sialiofdshlre County C￿nd1- DIE projeri Rulland Councll-OFÉ Goelhp Inglitult- Curturai erldp LeSc881arshiNe Cowly CouncM- Yoiith iiTh¢e ATts Conneci Voluni£ryAcbon Loké8i8r Letcthwtsith Gard8n Clty Hi8lork En(Tl8nd ACE-VirtJal Schcp)1s Creative Connoclion8 Ireland Thè A4nber Factoty-creolva fulure$ Pihii EMB Lid- Dèrby Prevei)t ¢r9allv8 Mentoring EMB LliJ- Leice8ier Pr6venlCreailve Menionr 14,461 4.717 117.2721 1,906 1318,903) 1173,6621 115,4951 3,7861 j2,58ej IiS,4731 ji4.266j 33,800 R¢¥trlctqd B•lantg Unr•¥lrl£ted lun GeMr81 Cjeslgniied fund8- Res?rv88 DeFi9naled Funds- Tranyliion 1675,469) 1S6,055 274,458 426.939 1,087,670 176.309 101,926 33J,364 376,384 214,009 972,234 1214,9391 j89(1,4081 774,971 Page41

V4l8kty 15 DESCRIPTION OF FUNDS Rutland Virtual S¢hool- To support the Council with development of young people's stories to help communlcate the different services av8ilable to young people. Stsffordshire County Couneil- R08identlal Home Project- a project to deliver ¢reallve mentoring within residential homes. Staffordshlre County Councll - DfE ProjoCt- To deliver 1..1 Creative Monloring for Looked After Children In Staffordshire. Rutland Counell- DIE Project- To deliver 1..1 Creative Mentoring lo Unaccompanled Asylum-seeking Children In the Rulland afea. Goethe Institute- Cultural Brldgo- an •xchange programme with Werkhau$, an organisalion based in Krefeld, Gemiany to 8hare expertisé and knowledge. Lolce8tershlre County Councll- Youth Volce - a prolect to explore and demonstrate the arts and cultural offer that LCC'S Vlrtual S¢hool has to offer for their children and young people, advocate for engagement in Ih8se aGtlvitles, and also advoealing for the arts a8 a means to work meaningfully wllh them. Arts Connect- lo lead a rang8 of action resfra￿h actlvllies wllh East and We81 Mldlands Vlrtual Schools and cultural partners to develop arts ar)d cultural actlvlly for children in care. Voluntary Actlon Lelcestèr- lo work with young people lo develop Ihelr arts skllls and experiances lo improve acce$s lo Creative caroers. Let¢hv￿rth Garden City- to work alongside the Lelchworth Garden City Heritage Foundation lo develop a youth engagemanl and consultation plan, that inspires young people and families and makes Lelchworth a Great Place lo Grow Up. Hlstorl¢ England - lo work with Un Accompanled Asylum Seeking Children and young people In Slaffordshlre, uslng crealivlly as a way lo connect lo thelr surroundlngs to dèvelop a Sense of belonging through local history. ACE Wirtual Schools ProJeGt. To support Vlrtual School$ with the delivery of Artsmark in virtual school's context. Creatlve Connections Ireland - To provide con5ullancy and evaluation support lo a cultural education programme working with schools and creative practitioners across the shared border of the island of Ireland. The Amb&r Factory - To work wllh Derbyshire County Council to deliver a pilot Creative Futures programme with up to 8 young people to develop their skills and further education and ¢areer opportunities. P8u8 42

EMB Ltd - Derby Prevent- To dellver Creative Mentoring lo young people referred to the Prevent scheme wthin Derby and Derbyshire. EMB Ltd- Lelcester Prevent- To deliver Coative Mentoring lo young people referred to the Prevent scheme within Leiceslgr. Oeslgnated Funds - To support the organisalion as part of its transition plan following thé unsuccessful NPO Arts Council England bid. PaoÈ 43