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

6. 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
1. 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

2. Use Culture Hou8e, London and Dortmund as seloctive demon8trators, not
open-ended expansion projects.
3. 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$iice Board
Loice&itrshiro Counly Councll- Pro1￿13
Arts Connect
Voluntary Acuon Le￿8&18r
ietchworth Garden Clly
H18toric eltolar
Younc LI￿6 vs C8rthr
Craalive Conr*cllons ITel8nd
The Amb?r Fadary- CrÉalrie Future$ Pllol
EMB Llli- Derby Prevent CrealivÈ Mentoring
EN48 Itd- L•cèsi*r 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 IiH*sfj*itsf• 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