Curious Minds Curious Minds, Registered Offi Studio 15. The Old Courts Gerrard Winstanley House Crawford Street Wigan Greater Manchester WNI INA uri Minds is a Company Limited by uarantee and a Registered Charity Registered Company Registered Charity Number: 06775402 Number: 1130988 Truslees, Annual Reporl and Financial Slatcnienls For the year 1st April 2023 to 31st March 2024 Conlellts Company Information..................................................................................................................................... Chair's Statement............................................................................................................................................ Trustees, AnnuaL Report............................................................................................................................... Our Commitment to Equality, IncLusion and Diversity......................................................................... Our Commitment to Quality......................................................................................................................... Our Commitmentto Climate Change....................................................................................................... Our Values - The 7 Cs.................................................................................................................................... Review of our Achievements and Performance in 2023124............................................................ 10 Methodology................................................................................................................................................... 10 Activity.............................................................................................................................................................. 11 OrganisationaL DeveLopment.....................................................................................................................23 Our Plans forthe Future..............................................................................................................................27 FinanciaL Review............................................................................................................................................ 29 Structure, Governance & Management..................................................................................................31 Statement of Trustees, Responsibilities................................................................................................. 33 Independent Auditor's Report to the Trustees of Curious Minds..................................................35 Statement of Financial Activities for the Year Ended 315t March 2024............................................. .IlncLuding income & expenditure account).. .40 BaLance Sheet as at 31" March 2024.....................................................................................................41 Statement of Cash Flow for the Year Ended 31" March 2024.......................................................42 Notes to the Financial Ststements for the Year Ended 31" March 2024....................................43 Curious Minds Company Informalion IIiLui'i)ui'ation The charitable company was incorporated on 17, December 2008 and commenced trading on I" April 2009. Curious Minds became a registered Charity on 6 August 2009. Trustccs Mrs. Karen Crowshaw- Chair (Retired 9th May 20231 Ms. Kathy McArdle- Chair (Appointed 8th November 20231 Mr. Jonathan Robinson-vice-chair (From 9th May 20231 Ms. Samira Al'obaidi Ms. Eleanor Chapman (Died 22, August 20231 Mr. Mustafa Hassan Mr. Jaffer Hussain (Resigned 24" August 20231 Ms. Janet Madden (Appointed 12" July 20241 Ms. Kar2 Orford (Appointed 12th JULY 20241 Ms. Alicia Smith Ms. Abby Symonds (Appointed 12th July 20241 Mr. David Wearing 14 xcciilii'c Il¢iiiagement 'l'ea Chief Executive Officer Deputy Chief Executive Officer Chief Operating Officer Derri Burdon KelLy AILen Sue LangfeLd Statiitory Auditors & Accoulltants MitchelL CharLesworth (Audit) Limited 3, Floor. 44 Peter Street Manchester M2 5GP IlciiikLI's CAF Bank Limited 25 Kings HILL Avenue Kings Hill West MalLing Kent MA19 4JQ Si)IiLiI()i's Counterculture Partnership LLP Unit 115 Ducie House Ducie Street Manchester Ml 2JW Curious Minds Chair's Statement It is with great pride and optimism that I present the Chair's statement for Curious Minds, 2023-24 Trustees Annual Report This year marked a significant miLestone as our first year as a new Arts CounciL England NationaL PortfoLio Organisation INPOI. Having been funded by Arts Council England as the North West Bridge since 2012, this transitionary year has been both a period of reflertion and forw3rd planning. Securing our core funding untiL March 2026 provided a welcome foundation of certainty. enabling us to engage in robust Long-term planning. However. knowing that a general election was on the horizon, the Curious Minds team were working in an external climate of uncertainty tinged with hope that the next government WILI place greater value on the role of creativity and culture in children's lives. l am delighted to have joined the organisation in November 2023 as Curious Mind's new Chair of Trustees. l am passionate about the value that cultural and creative experiences play in shaping the Lives of chiLdren and young people and hope to bring my experience in that area and a fresh perspective to our board. I have aLso thoroughLy enjoyed working with the fantastic staff team who are the beating heart of the organisation and WILI no doubt power it fonward into its next phase of development locally. regionally, nationally and internationally. We extend our heartfeLtthanks to Karen Crowshaw, our outgoing Chair, for her invaluable contributions over the past six years. Karen's leadership has been instrumental in guiding Curious Minds through significant growth and change. We are also deLighted to welcome three new Trustees to our board.. Janet Madden, Kara Orford and Abby Symonds. Their diverse skills and passion for our mission WILI undDubtedLy enhance our strategic dirertion and governance. Looking ahead, we are thrilled to announce that our appLication to become the ITAC England Hub has been successful. We eagerly anticipate the launch of the Hub later this year, which wilL further our mission to SLJPPOrt and develop teaching artists and cuLtur21 education. AdditionalLy. we are excited about our partnership with Wigan CounciL to establish a new base for Curious Minds. This new national centre of excellence for Cultural Education and Teaching Artists will be a beacon of innovation and collaboration. We will be focussing our minds on establishing the centre in the latter part of 2024 and 2025. Curious Minds As we navigate these changes and opportunities. the future remains bright and full of potential. The spirit of curiosity that drives our work continues to inspire us, and we look forward to another year of growth. creativity, and impact The future remains Curiousl Kathy McArdLe Chair of the Board of Trustees Curious Minds Trustees, Annual Report Our purpose and activities The purposes of the charity are to advance for the public benefit the education of children and young peopLe within EngLand to enabLe them to participate in society as mature and responsible individuaLs, in particuLar by= supporting them to become successfuL learners and responsible citizens by working with others to extend the range, amount, quality and scope of formal and informaL Learning opportunities in the areas of creativity, arts, media. culture. heritage, humanities and science- supporting teachers, practitioners, carers, performers and artists in developing the necessary skills and knowledge to assist them in enabling children and young people both inside and outside formal education to develop and apply their skills and talents and to open up to them cultural and creative activity.. developing programmes, where appropriate, in partnership with others to deliver positive learning outcomes and encourage the recognition, enjoyment and use of culture, media and heritage- empowering them to be involved in the promotion of cultural and Learning activities and enhancing their skilLs, capacities and capabilities., and encouraging them to visit, experience, participate in. initiate and engage in cultural activities, places and performances. Curious Minds aims to improve the Lives of children and young people in the North of England through faciLitating access to arts and culture for alL. It promotes cultural education and enables creative innovation and collaboration between the cultural, educationaL and youth sectors. In shaping our objectives for the year and planning our activities, the Trustees have considered the Charity Commission's guidance on public benefiL including the guidance public benefit.. running a charity IPB21'. Our main beneficiaries are schools, local authorities, cultural organisations and creative practitioners and we are mindful that they all continue to work within a chalLenging social, financial and policy climate. Curious Minds Oiir Vision and Mission Our Vision is for a future where being cre3tive and experiencing briLli?nt culture is a regular partof eve child's life and learning. Powered by curiosity, we work to tackle unequal access to creativtiy and culture for children and young people who are often excluded by social and economic inequalities. Our Commilment to Equality, Inclllsloll and Diversity We want all children and young people to enjoy and contribute to the cultural Life of society. We are ferociously committed to identifying and removing barriers to engagement for children and young people from marginaLised backgrounds. We recognise this can only be achieved by a more diverse, resilien¢ and better-connected workforce. We commit to playing our part to bring about these changes- starting with ourselves. We are a Real Living Wage employer. Our Commitment to Quality We believe that quality and equality go hand-in-hand. Raising the quality of the creative and cultural Learning experiences all children and young people have access to. at school and in the community. is fundamental to'levelLing up opportunity. Developing the workforce is key. Overcoming preconceptions and barriers to engage with previousLy excluded chiLdren and young people is highLy skilled work, yet most practitioners learn on the job with Little support We commit to creating new and cLearer pathways that Lead to the professionaLisation of the CuLturaL Education workforce. Our Commilment lo Climate Change The globaL pandemic which struck in 2020 led to a year in which Curious Minds, and the wider worLd. changed. Our Action PLan and supporting Policy have been developed as we emerge from the pandemic and seize the opportunity to build on these changes to develop our environmental practices for the better. We committo redoubling our efforts to reduce the carbon footprint of our day-to-day operations and be more environmentally responsible. We seek to influence, educate. and Curious Minds advocate for a post carbon future through our day-to-day work and programmes,. including doing whatever we can to ensure children and young people see themselves as global citizens and develop the creative skills they will need to access opportunities arising from the transition to a low carbon economy. Curious Minds Our Values - The 7 Cs The 7C's are seven words beginning with the letter C by which we hold ourselves to account and invite others to do the same. They continue to guide our planning, recruitment and seLf-evaLuation, and provide a framework for performance management. We are CURIOUS We are hopefuL for a fairer future. We explore new possibilities and seek out best and next practice, Listening and responding to the opinions and ideas of others, especially children and young people. We COLLABORATE Partnerships and collaboration are fundamentsl to how we work. In these times of change and uncertainty we understsnd the importance of listening to build meaning and grow colLective impact. We are COURAGEOUS We are reLentLess in our pursuit of fair access to creativity and culture for all, and work to disrupt the status quo. We accept and deliver challenge, especiaLly concerning diversity. incLusion, quality and relevance. We are CREDIBLE We are evidence driven and always learning. We draw expertise from across education and culture to skilfully navigate and connect both worlds. We seek out and build alliances with experts in their field. We are CONSCIENTIOUS We take our leadership roLe seriously and never take for granted the privilege of being trusted by our funders and partners to do the right thing with the resources we hold. We practise Host Leadership, knowing when to step forward and when to step back. We CARE We care deeply about children and young people, the adults who supportthem and the places where they live and learn. We embrace, celebrate and champion diversity in all its forms. We CELEBRATE We celebrate and champion creative and cultural education. the diverse professionals championing and delivering it. and the children and young people it is for. Curious Minds Charging Considerations Our main beneficiarie51stakehoLders are schooLs, local authorities. cultural organisations and creative practitioners, all of whom are working in a challenging financial and policy climate. Affordability and access to our programmes is important to us and remains a key consideration when we are planning our activity. Wherever possible, we provide places on our events and training programmes at low or no cost to participants using the grants we receive as subsidy. The decision whether to provide a service, place on training or at an event or conference is carefuLly balanced to ensure cost does not act as a barrier. but also taking into account our experience of drop-off when offering places for free le.g., peopLe register but don't turn upl. We cost all our traded offers on a full cost recovery basis. Curious Minds Review of our Achievements and Performance in 2023/24 Curious Minds continues to punch above its weight to achieve significant impact with limited resources. We choose to support the sector rather than directly working with young people and it is this strategic approach that enables us to have substantial regional, and more recently, national and international reach and influence as honest brokers and advocates for culturaL and creative education. We target Dur work to benefit children and young people Living and learning in some of the most socio-economicalLy disadvantaged areas of England. We continue to supportthe cultural and education sectors to collaborate so that these children and young people can enjoy Larger, richer cultural lives. We are proud to be part of Arts Council England's National Portfolio. arting as a Field Catalyst Organisation for CuLtural Education.. "We are 'field builders, for cultural education,. creating the conditions and catalysing action to bring about organisational and systemic change - one teacher, one youth worker. one creative practitioner at a time.- In 2020 we worked with Social VaLue Lab to uncover a distinct methodology, which continues to inform how we work and who we work with to achieve our charitable objectives= Melhodology These vr8ani5ation5 In turn Influence other organlsatlons and statutory agencie5 they work wlth. Wè work dlrèctly with creative practltloners. teachers and youth workers. These Indlvidua15 go on to change heir colleagues and the schools ènd organisations they work in. Leading to long" term systemic change in society. io Curious Minds Activity Since April 2023 we have been using the following Strategic Framework to plan and deliver activity.. Through the delivery of... In order to... We will... By focusing on... To achTeve... INNOVATE in the field of creative and cultural education Purwlxful Il¢li.￿1]cL. a future where being creative and experiencing brilliant arts and culture is a regular part VERY child's learning and lrfe. leaming and Leadership tackle unequal access to creativity and culture for children and young people PROGRAMMES & PARTNERSHIPS that bring about indiwiduaL organisationat aT systemic change. IMPACT Social Justice wtromes and'level-up opportunity. INVEST in a diverse cultural education workforce INFLUENCE cultural edvcation partnerships nd policv i. Innovate We innovate in the field of creative and cultural education by coLlaborating with muLti-sector partners to explore and test new approaches to the deLivery of cuLtural learning and Leadership programmes. 1.1. A￿Ec Cultural Leadership Programme We were delighted to be approached by Hong Kong based A￿Ec IArts for Transformative Educational Changel to collaborate on their Jockey CLub funded cuLturaL exchange programme for teachers. Throughoutthe year we navigated the time difference to meet online with the team at A￿Ec to pLan 2 hybrid programme of leadership CPD wtth the Hong Kong based teachers for the 2024125 academic year, including thom visiting London in the Autumn of 2024. 1.2. #Beewell GMCA Youth Health Champion5 Programme Between January and Ortober 2023, Curious Minds were contracted by GMCA to co- ordinate their #BeeWelL informed Children in Need funded 'Youth HeaLth Champions, Programme. 17 schools from 5 Greater Manchester Boroughs- Rochdale. StockporL Tameside, Trafford & Bury were involved in the programme. 17 teachers Completed Youth Health Champions Training to train and support participating young people in their schools to act as #BeeWeLI Youth Health Champions for their schooLs. Using participatory li Curious Minds budgeting practice, the young people had access to a commissioning pot of £5k per school which they used to commission activity with local providers, either on site or in local neighbourhood venues. Curious Minds delivered 'Commissioning with Confidence. training for both schooL staff and participating young people, and we worked with TIPP to develop and impLement youth-led commissioning safeguarding models. We worked with the RoyaL Society of PubLic Health to write a Creative Health Module that forms part of the Youth HeaLth Champions qualification. 1.3. Beewell Artsmark SchooLs We were appointed by the Arts Council England to deliver a pilot project focusing on the impact arts-based activity can have on the health and welLbeing of secondary schooL students. We supported 7 Greater Manchester based secondary schools who took part in the #BeeweLI survey to use their BeeWeLL data to identify areas of welLbeing priority, then plan and commission creative activity to respond to this need. whiLst 31so meeting the Artsmark criteria. Staff from participating schools took part in a range of training opportunities including.. Young Health Champions RSPH Creative Health module 'train the trainer. Commissioning Cultural Partners Arts for Wellbeing Neurodiversity They also received ongoing support from the Curious Minds team to deliver the key milestones of this project.. delivering Youth Health Champions Creative module to 5 pupiLs', a micro-commission., neighbourhood commission of creative heaLth activity. School Quotes: "It means a lot to have excellent support to do this form of work." "Brilliant and supportive as ever - apprecffate the depth of understanding of my personal practice and setting and how this is factored in to the progression of discussions and plans. 1.4. Curious Citizens Programme Inspired by our successful 2017 Cultural Citizens pilot, Curious Citizens supported 4 schooLs in Wigan and 5 schooLs in West Cumbria to create compeLling cuLturaL learning experiences for Key Stage 3 pupils who wouLd not norm2Lly have access to them. With a budget and support by speci?Ily trained Club Leaders, Key Stage 3 students worked in groups of ten to plan and experience five cultural trips. Along the way they engaged with inspiring creative professionals and experienced incredible cultural venues, developed essential life-skiLls, discovered new creative talents, and boosted their cultural capital. 12 Curious Minds The in-house evaluation reported positive outcomes for students- increased confidence to engage with cultural activities a greater sense of agency better social networks, and perseverance. .and for teachers.. greater understanding of pupil barriers to cuLtural education harnessing student leadership increased confidence to lead cultural education activities and trips increased understanding of how cultural education benefits the schooL. TeacherlCLub Leader Quote: "Last weekend, they were comfortably navigating walking to places they hadn't been to before, town squares, walking into a gallery without asking if they were allowed first, some led by the more confident students but feel more comfortable that they can be somewhere like that and not waiting for an adult to show them. 1.5. Early Years Creative Co-Labs Between January and October 2023, Curious Minds worked in partnership with researchers at Manchester Metropolitan University to develop a co-Laboratory to explore how arts- based practices can be used to develop skills for pLayfulness in the early years workforce. Each co-laboratory was made up of a muLti-professional team= artist/cultural organisation., speciaList earLy years artist mentee,. nursery practitioner. The project created 3 mentee artist placements. The model supported and built multi-professionaL capacity in the earLy years, workForce. The co-Labs were based at Manchester Art GalLery's PLatt Hall site. where a lead and mentee artist worked alongside Martenscroft Children's Centre and Stay & Play. Rusholme. Primed for Life dance company worked with a mentee artist at Sandcastles Nursery School, Morecambe. Horse + Bamboo Theatre and a mentee artist collaborated with Bacup Family Centre in Rossendale. Each co-Lab was able to undertake individuaL research, around playFuL practice and explored how mentee artists can benefit from such experiences. Practice was shared during and at the conclusion of the programme through events at Horse + Bamboo. Platt Hall and Manchester Metropolitan University. enabLing a wider field of practitioners in arts and early years to benefit. A network has evolved from these events. Hosted by Curious Minds. artists, researchers and early years practitioners meet online four times a year to continue to share practice and opportunities. The researchers in the MMU Children and Childhood Research Group will publish their report as book chapter in early 2025. 13 Curious Minds The work with Manchester Metropoltian University has contributed to one of our own team beginning a PhD in Education Research. 1.6. Goldsmiths University of London Partnership A bracingly exciting year for the partnership between Curious Minds and Goldsmiths during which an application for a Knowledge Transfer Partnership provided the bulk oftwo further applications resulting in a long term substantial collaborative project to co-supervise a PhD in Creativity Curiosity and Professional Artists in Schools. The opportunity attracted a strong field of 22 applicants. The successful candidate, Saul Argent, will conduct innovative research in the field of educational psychology that will advance Curious Minds, understanding of the special quaLities of Teaching Artists, pedagogy and the impact and outcomes this achieves for chiLdren in the cLassroom. The year ahead WILI involve defining the research question, compiling an extensive and comprehensive review of the existing canon on the subject of Teaching Arbsts and drafting a research methodology. Curious Minds. Head of Evaluation and Learning Steph Hawke and GoLdsmiths' Dr Omigie have plans for further enquiries into the world of creativity in education and plan to submit further proposals and grant applications in 2024-25. 2. Invest We INVEST in a diverse cultural education workforce to develop. celebrate and professionalise the field of cultural education. ARG {Anti-Racism Group) Curious Minds. ARG was established in 2020 to support our Long-term goal.. "Our permanent and extended workforce will be ftsLI of diverse individuals we have nurtured. and people who are very comfortable instigating sophffsticated external conversatffons about inclusion and anti-racism. Our workplace will celebrate diversity and be a proud anti-racism role model for the sector and a conduit for change." The ARG met throughoutthe year to support our operationaL planning and recruitment processes. They pL2yed a v21uablo role in= Supporting the development of the Curious Creatives Network throLJgh targeted outreach to their networks Sitting on the recruitment panels for the new Head of Digital Innovation and Director of Relationships and Marketing 14 Curious Minds Delivering Equality. Diversity and Inclusion training for teachers as part of Leading the Arts in Your School Facilitating sessions at our Cultural Education Summit in Wigan Taking part in judging panels for the Northern CuLturaL Education Awards The ARG has given members the confidence to step up into strategic roles within the cultural sector. with members now sitting on the boards of The Everyman and Unity Theatre. Participant Quotes: "It has given me the confidence to talk about change and anti-racism with other organisations- (Amina Atiq, Poet & Freelance Artist, ARG member) "Connecting to artists from different cultural backgrounds from my owrj, and seeing how other groups do things, has beerj really useful- (Zi L3rJ Lao, Pagoda Arts. ARG member) "Curious Minds are creating safe and welcoming spaces for artlSts of colour, which is really important at thi5 moment in time- {Mahboobeh Rajabi, Creative Producer & Freelance Artist ARG memberj "It's important to keep anti-racism at the top of Curious Minds agenda and the ARG is modelling this for other organisations- (Niparun Nessa, Teacher & Freelance Artistj 2.2. Artsmark Award This year marked the end of our strategic role supporting the delivery of Artsmark Award with North West schools following Arts Council England's decision to tender for one central provider. Following deep consideration, we decided not to bid for the opportunity. In the first quarter of the year, Arts Council EngLand continued to fund us to provide a suite of support options for schooLs in the North West working towards their Artsmark Award. Working with our freeLance Artsmark Associates, we delivered onLine Development Training and support sessions to heLp schooLs progress with the next milestone in their individuaL journeys. Our Artsmark Associates also provided 26 schools with l-l bespoke support on SOC & Sol documents between ApriL and July. School Quote5: "Thank you so much for your generosity with your time.- 'All your advffce was very thorough and I'm extremely grateful for your help." 15 Curious Minds "I want to thank you and Curious Minds for all your sUPPOrt while vve completed our Silver mark. You were amazing - great advice and always at the end of an email or zoom call if needed." Curious Minds, contractfor Artsmark support came to an end in JULY 2023, with the transition of the support offer to the NationaL provider GoLdsmiths. 2.3. Curious About Seminars Across the year we continued to deliver our Curious About sessions with a focus on responding to the professional development needs of freelance practitioners, grassroots, and smaller cultural organisations. We delivered 9 Curious About sessions, working with Leading experts and responding to sector and CYP priorities. 4th October 2023 - Wellbeing Dominoes with Cartwheel Arts 18th and 20th Ortober 2023 - Neurodiversity with Starling CIC 3rd, 9th and 15th November 2023 - Arts and WeLlbeing with Cartwheel Arts 7th March 2024- HAF (Holiday Activities and Food) with Louise Roberts IDfEI and Louise Hesketh (Curious Minds) Ilth March 2024 - Writing a Successful Funding Bid with Dr Steph Hawke ?nd Louise Hesketh (Curious Minds) We engaged 143 participants from across the cultural education sector, 25% of these from NPO'S across the North and 75% freelancers & grassroots organisations. In March 2024, Curious Minds co-hosted a briefing on the Holiday Activities & Food IHAFI programme, with the HAF Team at the Department for Education for freelancers and arts and cultural organisations. 16 individuals attended the online session. from Liverpool. SheffieLd, Greater Manchester. Doncaster. Rotherham and Lancashire. Participant Quote: "The session clarified what things to take into consideration when making a funding bid. I feel more confident in actually writing a bid. I didn't know where to start before.- 2.4. Curious Creatives Network In November 2023 we launched our monthly online Curious Creatives Network. bringing together a wide range of creatives working in creative and cultural education. The network has diversity and inclusion at its heart, featuring diverse speakers who share their valuable experiences and practices with the sector, creating engaging discussions and networking opportunities. Curious Creatives Speakers 2023124: Sameed Rezayan, Head of Learning at Factory International 16 Curious Minds Keith Saha, Artistic Dirertor and CO-CEO at 20 Stories High Adrian Jolly, Research Lead at Collective Encounters, exploring Trauma Informed Practice Sophia Newton, Anti-Racist Cumbria. expLoring Arts and Activism We engaged a total of 138 participants, approximately 4096 were black, brown or ethnically diverse. 10 participants were from NPO'S, 20 from grassroots organisations and 108 freelancers. Participant Quotes: "Inspirational speakers and great energy . "l enjoyed hearing about all the creative opportunities in the northwest" "It was great to see such a diverse range of creative5 come together" "l enjoyed the relaxed feel and the speaker's passion shone through" 2.5. HyperLocaL Partnerships Curious Minds. approach to place-based working has evolved to a preferred approach where we work with partners in a distinct place to improve access to creativity and cuLture for children and young people there. This year we engaged in hyperlocal partnerships in four places across the North of England.. AILerdaLe & Copeland (West Cumbria) Ellesmere Port Iwest Cheshirol Rotherham (North Yorkshire) Wigan (Greater Manchester) In Allerdale & Copeland we supported FRAME (the West Cumbria LCEPI to connect with secondary schools to deliver the pilot Curious Citizens Programme. In Ellesmere Port we continued to work in partnership with the Ellesmere Port CuLturaL Learning Exchange and the C-change Creativity Collaborative, including supporting a range of work-experience pLacements for local young people. In Rotherham we worked in partnership with Rotherham Council and ROSIS IRotherham School Improvement Service) to deliver a series of free online taster sessions which took place between ApriL and July. We WILL continue to liaise with partners in Rotherham as thev plan towards 2025 and their ChiLdren's Capital of Culture year but WILL direct our resource to where it is more needed. In Wigan, our home borough, we are a key member of Culture UnLocked (Wigan's LCEPI and our CEO is Chair of Wigan's Cultural Partnership Board and part of the writing group 17 Curious Minds for the refresh of Wigan's Cultural Manifesto and we began to explore options for a permanent base in Wigan. Wigan schools were prioritised for places on our training and programmes, incLuding the Curious Citizens and Peer Tutor Training pilot programmes. 2.6. LCEP'S Networking Developing a new role with LCEPS (Local Cultural Education Partnerships) and engaging with partnerships across Yorkshire & Humber has been keyto our work this year. In May, all partnerships were sent a welcome email, outlining Curious Minds. new role as an NPO and our offer to LCEPS, including a termLy newsletter, resources PadLet, and online network. In July, we hosted a Partnership Agreement workshop, which was attended by representatives from 4 North West and 9 Yorkshire & Humber LCEPS. We convened in-person gatherings for LCEP Chairs and Coordinators in September and December, with 29 LCEPS represented. Subjects under discussion included youth voice. events for schools. coLlaboration across LCEPS and communication methods. Feedback from meetings has been very positive, with the opportunity to connect and share ideas and information wideLy appreciated, and Curious Minds, support highly vaLued. We invited contributions from across the North to ourfirst LCEPS Connert newsletter. published in September and focusing on inclusion. Articles came from Sheffield. Greater Manchester, Pendle and Cheshire. The Spring issue focused on Youth Voice, with contributions from Wakefield, Warrington, SheffieLd, Burnley, and Bolton. The newsletters have been viewed by over 1000 individuals. 69% of active North West & Yorkshire & Humber LCEPS have attended an online event or meeting. Feedback from LCEPS: "Being connected in to others through a central organisation makes me feel less adrift and i501ated. Our LCEP feels connected to others in a more meaningful way. "It is good to know that Curious Minds are supporting LCEPS and to feel there is someone we can go to with questior)s. Louise has beer) helpful in discussing funding optAons with us and is really supportive of otJr work." 'Appreciate the extension to Yorkshire LCEPS - would love this to continue. 2.7. Leading the Arts Tn Your School Between December 2023 & June 2024. we delivered one cohort of our arts leadership development programme, extending the opportunity to schools in Yorkshire & The Humber. 18 Curious Minds 16 teachers based in schools across the North-west & Yorkshire successfully completed the course, which involved an online induction, three in-person training days, four online themed sessions and self-led learning via our online learning pLatform. Participant quotes: "An exceller)t jourKJey that has supported and enhanced my LeadershNp of the Arts my school setting. Well-resourced and organised, excellently delivered." "The whole course has empowered and motivated me to improve the Arts in my school. It's given me 50 many exciting ideas that I have been able to put into place over the last few months. The chance to meet new. likeminded people who are in the same posltffon as me has been fantastic. It has been great to learn about partnerships. how to set up a pupil voice group and how to increase diversity. Thank youl" 2.8. Let's Craft As part of the national Let's Craft partnership, Led and supported by Crafts CounciL, Curious Minds recoived two despatches of craft packs from sponsors Hobbycraft in 2023-24. In spring 2023 we partnered with FRAME, the West Cumbria LCEP to distribute 480 boxes across AILerdaLe & Copeland. 14 organisations leading HAF activity were able to share boxes with children in receipt of FSM and a further 6 organisations, including Family Action shared boxes with the families they work with. In summer 2023 Rotherham LCEP partner, Rotherham United Community Sports Trust Led the distribution of 480 packs across the city through their faith network connections, to community centres and to Barnados, targeting families and children most in need. Church groups were able to lead craft sessions using the craft materials and provide participant families with boxes to take home. 2.9. LiverpooL's RoyaL Court. Theatre Mentoring Programme We continued to develop our partnership to support young creatives from Black, Asian and other ethnic communities to gain insights into the creative industries, both on and behind the stage. Plans are in place for 6 young mentee5 to work with 6 professionaL mentors, Èxtending the partnership to invoLve Shakespeare North Playhouse and Liverpool Everyman & Playhouse The3tre5. 2.10. Ready Generations Partnership Curious Minds colLaborated with Ready Generations to develop a 'Creative Inter- generationaL Curriculum, at the end of 2022. Based in a residential care village in Chester. Ready Generations have cultivated a unique approach to intergenerational learning. 19 Curious Minds A programme of activity in 2023124 Led to the development and testing of a pioneering and creative intergenerational curriculum called the Mirrored Curriculum Framework, this offers a broad and rich curriculum design that can be used to plan, monitor and evaLuate the impact of intergenerationaL work for use across professional discipLines e.g.. education, social care. health. libraries. museum and creatives. The curriculum design incLuded input from children, elders and their families linked specificalLy with the BeLong Care VilLage and has been tested and triaLled through a bespoke creative programme named the Harmony Wheels Programme and hosted under the intergenerational banner of Living Live5 Together. A range of spoken word and dance groups have been established and are continuing at Belong Chester. These include.. a spoken word history group. Intergenerational choir called the Sankofa Songsters, Sing-a long rambles, Intergenerational Repair Shop, storytelling sessions and an intergenerationaL Stay and Play Session, freeLance creative artists have been involved throughout the project and one has now been commissioned by Ready Generations as a musical director. Richard O'NeiLI. freelance storytelLer is now the resident storytelLer at the Nursery and is co-constructing intergenerationaL stories based around Life in the Nursery with the Ready Generations Team. Ready Generations were shortlisted for the Nursery World Creative Communities Award. In October 2024, Ready Generations hosted an intergenerationaL creativity and learning conference atTheatre Porto in EILesmere Port, supported by funding from Curious Minds. With over 70 delegates from across the UK. incLuding academic researchers and leaders of intergenerationaL practice. workshops and sessions were hosted by a variety of settings. exploring the chaLlenges and possibiLities of intergenerationaL working. with a creative focus. 2.11. Young Associates This year's Young Associates programme saw 7 diverse early career Cultural Educators take part in our bespoke training and professional development programme. Between January and March 2024, they took part in 5 in-person sessions and 10 online sessions focussing on topics such as facilitation skiLls, heaLth and welL-being, and safeguarding. AIL of this was through the lens of changemaking and leadership as they are next generation of the cuLturaL education workforce. 20 Curious Minds Progression and paid work opportunities included- being a Judge on the Northern Cultural Education Awards, Facilitators at the Cultural Education Plan consultation event with the LGA and forming a funding panel forthe Chance to See Fund. We also saw a member of Cohort I returning as a FaciLitator for this year's cohort. Participant quote: "I've learrjt that I have the tools. knowledge and intuition to facilitate and lead in the cultural sector". Facilitator quote: "I can't stress enough how important I feel it is that leaders are able to handle nuance and subtlety in order to successfully negotiate the complexities of the world and the Young Associate5 demonstrated a flexibility of thinkirjg that left me fÈelirJg positive and hopeful for the future of the sector." 3. Influence We INFLUENCE cultural education partnerships. plans and policy by engaging with practitioners, leaders and politicians to galvanize cultural education partnerships and shape the debate about the importance of creativity and culture in childhood and adolescence. 3.1. Case- Studies and Evaluation This year 9 case studies of good practice were shared with the sector in 3 variety of ways. Our successful 5-year National Lottery Heritsge Fund 'Hope Streets, project was featured in English Heritage's report into Young People's Engagement with Heritage. Our evaluation of the Superheroes project for Liverpool-based arts organisation 'Writing on the Wall, was shared online and we produced an impact report for regional infrastructure organisation 'Youth Focus North West,. Our work with schooLs to generate arts interventions in response to the BeeWeLL wellbeing survey was shared in the Local press. Chester Zoo commissioned us to develop their evaluation practice and a case study of the inclusive evaluation work delivered by Associate. Dr Sue CaudLe was shared online and with the LocaL CuLturaL Education Partnerships via the newsletter we produce on their behalf. 3.2. Cultural Education Summit On 25 May 2023, Curious Minds colLaborated with the LocaL Government Association. and Wigan CounciLto host the North West Cultural Education Summit at The Edge Arena. Wigan. This summit broughttogether 122 delegates from across Local government. education. the cultural sector and children's services to discuss the findings of the Commission on Culture and Local Government, and to consider how local government can collaborate with 21 Curious Minds education providers and the cultural sector to support the government's proposal for a national Cultural Education Plan. Speakers on the day included.. Alison McKenzie-Folan- CEO, Wigan Council Steve Moffit- CEO, A New Direction SalLy Bacon- Co-chair, Cultural Learning AILiance Joanna Casson- Senior Policy Advisor, DCMS CLive Fischer- Senior Executive Officer. Df E "How can we NOTinvest [in arts and culture] if we really want to do something about people's health and wellbeing or enrich the lives of children and young people.- [Alison McKenzie-FolanJ 3.3. Northern Cultural Education Awards Throughoutthe year the Curious Minds team were busy behind the scenes planning and gathering nominations for the Northern Cultural Education Awards to be held in Wigan on 24 May 2024. More than 150 nominations were received across 8 different categories. 3.4. The Culture Hub Curious Minds continues to manage The Culture Hub online portal, a legacy from our NW Bridge organisation role. As technology moves on at a pace the site is beginning to look tired and outdated. Its future is being considered within our Transition & Transform programme as part of a wider review of our digital assets and deveLopment plans. 3.5. Thought Leadership & Public Affairs Our partnership with the specialist education team at PR and public affairs agency PLMR continued this year with a focus on positioning the charity as a thought leader in the field of cultural education and increasing its prof ile with relevant politicians. This Led to us pubLishing thought leadership articles in key specialist publications, including- Teach Secondary, Teaching Times, Teach Primary, Education Journal. Basic & WorkpLace SkilLs Bulletin, 14- 19 Learning & Skills Bulletin. The articles covered a range of topics including.. the roLe of arts and culture on young people's mental health.. the importance of schooL trips and visits.. cLosing the skilL5 gap by buiLding cuLtural capital. 22 Curious Minds Organisalional Development Transition and Transform Leaving behind our Bridge organisation status to join Arts CounciL England's National Portfolio proper. meant we were simuLtaneously grappling two significant challenges. As we adapted our plans and programmes to deliver our new role and secure the charity's future.. TRANSITIONING from being a Bridge organisation lappointed by Arts Council England to deliver'sector support, across the North Westl to become an NPO IdeLivering services and programmes across the wider North and nationalLyl. This process requires us to shift deeply ingrained perceptions about what we do, how and where we do it Isee table belowl. A key challenge is to maintain and grow our status as a Strategic backbone organAsatior) now that we are no longer an Arts Council England appointed Bridge organisation. TRANSFORMING our business modeL and operational strurture to manage the 400h cutto our Arts CounciL England IACEI reguLar grantfunding,. having been funded at a similar leveL since 2012. A key challenge is to diversify sources of income to support our charitable objective5. We need to attract new funders and sponsors, and increase Ancome through trading our training. evaluation and facilitatffon services. We are delighted to have been awarded £503,800 Arts Council England Transform Funding from l August 2023 to 31 March 2026. We are matching this directly with £140,000 from our free reserves and have designated an additionaL £160,000 as a strategic development fund across the three-year period. 2023-24 was Phase l of a 3-year Transition and Transform Delivery Plan. During this seven-month 'explore and test, phase we laid strong foundations to be able to deliver the nexttwo phases of this important change programme.. Phase I I" Aug 2023 - 31" March 2024 I" April 2024-31" March 2025 I" April 2025- 31" March 2026 EXPLORE & TEST Phase 2 MARKET & DELIVER Phase 3 REVIEW & EMBED 23 Curious Minds The programme comprises 5 interdependent activity strands.. STRAND I Creating Capacity forTransformation STRAND 2 Digital Transformation STRAND 3 Developing New Products & Services STRAND 4 Leveraging Value from Existing IP STRAND 5 A New Approach to Fundraising Progress made this year includes: STRAND l - Creating Capacity for Transformation We created a new senior post 'Director of Relationships and Marketing b. We facilitated the learning and professional development of our staff team. This included the whole staff undertaking the SAIL Carbon Literacy Training, and operational managers completing ICA Facilitation Training. Individual team members engaged in roLe specific professional deveLopment opportunities, including.. Saphena Aziz, Director of IncLusion & Workforce CLore. Leadership Pulse Teresa Baggaley, Cultural Education Manager- CIPD Level 5 Associate Diploma in Organisational Learning and Development Iwith Development Processes Group Ltd). Derri Burdon, CEO - NationaL Arts Fundraising School. Tom Edwards, Digital Marketing & Campaigns Co-ordinator- CLore. Emerging Leaders STRAND 2- DigitaL Transformation We created a new senior role 'Head of Digital Innovation, and were delighted to welcome BILL Lam into the roLe in March 2024. b. Following BiLI's appointment, we commenced the design and build of a new CRM. We commissioned the expertise of Time Technologies who guided us to scope a new system that WILL meet the needs of the organisation now and into the future. We began the process of scoping a new website, working in partnership with consultants at Creative Nation. STRAND 3 - DeveLoping New Products & Services a. We successfully appLied to become the ITAC Ilnternational Teaching Artists CoLlaborativel England Hub. b. We worked with former UFA Regional Manager Manjit Shellis to redevelop the UFA Peer Tutor Training materials by injecting our expertise in cultural education and curi051ty-driven pedagogy. Between December 2023 and March 2024, 5 partner schools in Wigan and West Cumbria took part in a peer tutoring pilot programme based on the UFA model. Across 2 primary schools and 3 secondary students, 55 24 Curious Minds students received two days of training in peer tutoring methods, to support tutees within their schools. Subject foci included reading, maths, culture and personal achievement, life skills and social skills. Peer tutors began a twelve-week programme with their tutees in April 2024. Teacher feedbaclc "The programme is excellent for placing students out of their comfort zone. It was a privilege to watch them grow ènd develop in confidence." (teacher, secondary schoolj "Most tutors are eager to work with their partners and a general 'yes' sounds out when we have asked the children to get their books out for a sessionl" (teacher. primary school) We plan to further develop the course materials to be able to offer an arts & culture specific Peer Tutoring course that will embed student leadership into curriculum and enrichment offers in primary and secondary schools. STRAND 4- Leveraging VaLue from Existing IP I'm a Teenager Get Me Into there! is our ground breaking training programme aimed at the staff teams of cultural and heritage venues and libraries and developed as part of our 5-year £lm National Lottery Heritage Fund project'Hope Streets,. It aims to support pubLic-facing staff to feeL more confident in their interactions with young people and better abLe to create 2 weLcoming, incLusive environment for the young people they invite into their building. This year we have delivered 7 'in-house' training sessions resulting in 22 venues receiving this training across the country. We have delivered I train-the trainer. session to I venue, and I public, training session engaging 9 different venues from across the country. In total we have directly reached 32 venues nationally including- Birmingham University. National Museums Liverpool, The NationaL Theatre, NationaL Trust YMCA Leicester and various museums and heritage sites across Yorkshire, East Midlands and the East of EngL2nd. The training has been written into 2 funding bids. We have had 454 downloads of the free self-faciLitation packs from 335 different users of the onLine platform. Participant Quotes: "The team from Curious Minds provided a masterclass in how to engage teenagers and tackle unequal access to creativity and culture for children and young people. Their insightful workshop covered a range of areas and 25 Curious Minds activities that built empathy. understanding and provided a wealth of knowledge to work on making practical changes to our practices.- "This is a session relevant to all museum and gallery workers. This session ensures that staff can approach teenagers, engage successfully with them and use an understanding of their development to ensure spaces are safe for thAS audience. "Will be brought up at SMT, will lead to change and internal training." -1 don t think teenagers have been specifically considered before at our venue, I will share this knowledge and bear it in mind for future planning." "Hopefully will offer some staff/vol training. using the free training online or some of the activities we have done today." b. At the start of the year we commissioned NW based designer Noe Baba to refresh our suite of sub-brands to compLement our new brand guidelines and logo. STRAND 5- A New Approach to Fundraising This year marked the Launch of the Chance to See Fund - an exciting collaboration between successful indie band The Lathums and Curious Minds. The partnership aims to bring joy, hope and positivity to the lives of financially disadvantaged children and young people who live in the Wigan Borough. Inspired by a lyric from The Lathums, 202 1 single "How Beautiful Life Can Be, the fund was created in response to the cost-of -living crisis and inspired by the band's own successes having had access to music education as teenagers. Through various fundraising activities at their gigs and festivals, the band raised £20,000. Funds have started to be distributed in the 2024-2025 financiaL year. 26 Curious Minds Our Plans for the Future The Trustees, Executive ManagementTeam and staff of Curious Minds remain ambitious for the charity's future, knowing that our work is still urgent and very much needed. However, we 3re hopefuL that the change of government WILL create more favourabLe conditions for our work and charitable purpose. Speaking at the Labour Party Conference 2024, Lisa Nandy, Secretary of State for DCMS, spoke passionately aboutthe important role creativity and culture play in the learning and lives of children and young peopLe- "We're going to reignite the imagination of the next generation. Because a complete education is a creative education." But we know that pressures on public finances mean we will continue to operate in a cLimate of austerity. WhiLe we are ambitious about increasing levels of generated income into the organisation through selling our courses and services. we are resolved to depending on grant funding from public and charitable sources to be able to deliver our work and programmes for the foreseeable future. Later this year we wilL apply to Arts Council England IACEI to extend our NPO grant to March 2027 and, Looking further ahead, will apply to secure our place within ACE'S NationaL Portffolio long-term. We will continue to nurture relationships with a wider range of funders and supporters and place a greater focus on securing philanthropic support and individuaL giving. It is vitaL therefore that we continue to improve how we measure the impart of our work and how we telL the story of the difference we make for children and young peopLe, their schooLs and communities. To this end, we will take necessary steps to strengthen our approach to marketing and communications 2nd enhance our systems for monttoring and evaLuation. This WILL incLude the implementation of a new CRM system and trialling the 'Most Significant Change, approach to evaluation. We will use our new roLe as the ITAC England Hub to amplify Curious Minds. position as a centre of excellence for creative and cultural education on the national and international stage. At the same time, our hyperlocaL work in neighbourhoods across the North. including our home borough of Wigan. WILI ensure that we remain rooted in our region and connected to the grassroots providers and diverse freelancers who form the bedrock of the cultural education workforce. Most crucialLy, we need to keep listening to, Learning from and ensuring our work and pLans are infLuenced by chiLdren and young people. We are grateful to our partners Youth Focus 27 Curious Minds North West for sharing their expertise with us to embed The Lundy Model as a framework to underpin our approach to Youth Voice & Leadership. As well as improving our own practices, we WILI use the model (Space, Voice, Audience and Influence) to inform how we work with external partners or commissioners to advocate for children and young people to have the best experience possible through the creative and culturaL offers we are involved in shaping and delivering. 28 Curious Minds Financial Review Financial Rcfiiiltfi The Trustees are pleased to report an increase in free reserves to £621,86912023: £500,968) keeping the Charity in a stabLe financial position for meeting our p12ns for the future. We continue to pl?n for a new base and have therefore set aside further funds towards the cost of establishing this in the coming year. Additional funding sources during the year derive from restricted grants, with a total of £219,78812023: £145,060) funds carried forward at the year end to meet the associated programme plans. C,orc fijndill From ApriL 2012 to March 2023. Curious Minds was in receipt of NationaL Portfolio Funding and Department for Education funding from Arts CounciL England in respertof its status as a Bridge organisation. From April 2023 we were awarded National Portfolio Organisation ststus by Arts Council England, securing £2.4 million of funding over three years. Project fundin.g We delivered the Hope Streets projectthrough NationaL Lottery Heritage funding which commenced in 2018 and ran untiL March 2023. Totalfunding for the projertwas £1,127,000. The Charity continues to aim for further diversify in incoming resources in future periods. Within the wider risk management process, the Board of Trustees monitors and assesses Inancial risks to which Curious Minds may be exposed and assesses their potential impact on the Charity. Rcsen"cs pnlic!" The level of unrestricted reserves has been set to meet the costs of retaining sufficient staff and covering overhead costs for six months in order to continue to pursue our objectives, given the pLanned investment in transforming our business model to become more SUStain8ble overthe period 2023 - 2026. The target was reviewed in 2024 and the unrestricted reserves needed to meetthese costs remained at £500,00012023= £500.0001. During the current year. this target was met and at the year-end the free reserves stood at £621,86912023.. £500,968). At the discretion of the Trustees. the surplus above target can be designated to development work. The Trustees review the reserves policy annually. 29 Curious Minds Ini'estment polic!, Our cash assets, over and above those required for day-to-day working capitaL, are invested in appropriate fixed-term and notice cash deposit accounts that yield a greater return than our instant access current accounts. This investment policy is reviewed with reference to a detailed ca5h-flow analysis and a55e55ment of future funding opportunities: however, the scheduLing of cash outgoings lincLuding grant cLaimsl remains difficult to predict with accuracy, as this is largely in the control of our partners and therefore timing is unknown. Financial control and audit The organisation's finances are overseen by the Finance and Operations Team. They use Xero Accounts software for financiaL processing and adhere to finance systems which were developed in partnership with our Auditors and are reviewed annualLy. Relevant staff receive appropriate training for day-to-day financial systems and consistentLy process financiaL information in an accurate and timely manner. To ensure effective financial management within the organisation, management accounts are produced on a quarterly basis for the Executive ManagementTeam and the Board of Trustees. The COO overseas core budgets, whilst programme budgets are reviewed between the Finance & Operations Manager and individual budget holders to ensure that aLI transactions are posted accurately and according to the principles of accruaLs-based fund accounting. The Board of Trustees have a comprehensive overviow of audit requirements. financial policies and procedures. incLuding accounting policies and compLiance with statutory requirements. risk management and financial planning. The Board continues to appoint the external Auditors and approve their remuneration and terms of engagement and responds to any relevant matters relating to annual financial statements raised by the External Auditors as a result of their audit work. 30 Curious Minds Struclure, Governance & Management C7oITernin¥ Dociiment The Charity is a company Limited by guarantee and is governed by its Memorandum and Article5 of Association dated 17th December 2008, as amended by special resoLutions dated 3rd March 2009, 25th June 2009 and 2nd November 2022. The Company is registered as a Charity wtih the Charity Commission. Trustee recruitment Transparent procedures are an important element of good governance. ALI new Trustees to the Board are appointed through a transparent open recruitment process when skills and knowLedge gaps in the Board are identified. A thorough induction to Curious Minds is given to alL newly appointed Trustees and they receive a governance pack which incLudes the organisation's business pLan and current financiaL budget, the organisation's memorandum and articLes of association. the Trustee roLe and description and sub-committee terms of reference, the Charity Commission document'The Essential Trustee,, and the publication 'Good Governance.. A code for the voluntary and community sector,. Curious Minds, Board of Trustees is fortunate to contain a mixture of skills ranging from arts, culture, heritage, public services and education through to human resources and accountancy. This enhances the pLacement of the organisation as a key player within the arts and cultural sector, regionalLy and nationaLIy. Trustees are encouraged to attend events and project activity throLJghout the year to gain first-hand knowledge and experience of the work of Curious Minds. and they are required to attend an annual Board away day with the management team to develop their skills within the Board environment and to discuss key strategic issues for Curious Minds, which in turn informs the business pLanning process for the organisation. RLlcilL'cl Pclrties ajid links Ii'ith ()IlILr oi'.%)ia4 niscilii)ns None of our Trustees receive remuneration or other benefit from their work with the charity. Trustees and members of the Curious Minds paid staff team are required to declare any interest - when considering what interests to decLare, the principal rule is that if members of the general public could reasonabLy conclude that the interests might have an influence on an approach tsken by Curious Minds to an application or contract awarded. to funding received by Curious Minds, or general organisational decisions tsken by Curious Minds, then they must declare them. 31 Curious Minds Due to Curious Minds, recruttment of experienced sector Leaders. it is inevitable that Trustees and Executive Management will have declared interests arising from either executive or non- executive appointments with Public, Cultural and Education Sector organisations. Where Curious Minds engages with a partner organisation in which a decLaration has been made. the interested party must be excluded from the decision making processes. It is considered that these transactions do not represent 'related party transactions, for reporting purposes. Decisioll making The Board of Trustees have deLegated the day-to-day management and decision making of Curious Minds to the Chief Executive. Significant decision5 that impact on, for exampLe, staff employment, business planning, financial stsbilty and the sustainability of the organisation, are brought to the Bo3rd for approval prior to action taking place. Risli management The Trustees have a duty to identify and review the risks to which Curious Minds is exposed and to ensure appropriate controls are in place to provide reasonable assurance against fraud and error. Curious Minds has a thorough risk management procedure wherein risks to which the organisation may be exposed are monitored and assessed as to their potential impact and LikeLihood. Appropriate controLs are then identified and put in pLace to provide reasonable assurance against their occurrence. The executive man3gementteam, Led by the Chief Executive, monttor the risks associated with the organisation regularly and the updated risk register is presented to the Board of Trustees quarterly for discussion and approval. lT]lerllal policies Curious Minds have a range of internaL policies that have been writen in consultation with appropriate professionaLs and that are reviewed annualLy and amended more frequentLy according to new legisLation as appropriate. These include Ibut are not Limited tol the foLlowing areas.. Employment (including weLlbeingl Inclusion Pay poLicy (see note 51 Fund Management and FinanciaL Controls (including procurement) Hoalth & Safety lincluding Covid-191 Safeguarding Environmental sustainabiLtiy. 32 Curious Minds Stalement of Trustees, Responsibilities The Trustees Iwho are also the Directors of Curious Minds for the purposes of company Lawl are responsibLe for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice. Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the chartiabLe company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements. the Trustees are required to.. select suitable accounting policies and then apply them consistentlv observe the methods and principles in the Charity Statement of Recommended Practice ISORPI make judgements and estimates that are reasonable and prudent state whether 2pplicabLe UK accounting standards have been folLowed, subjectto any material departures disclosed and explained in the financial statements. prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial ststements comply with the Companies Act 2006. They are also responsibLe for safeguarding the assets of the charitabLe company and hence for taking reasonabLe steps for the prevention and detection of fraud and other irregularities. The Trustees are responsible for the maintenance and integrity of the corporate and f inancial information incLuded on the charitable company s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may dtffer from legislation in otherjurisdictions. Statement as to disclosure ot'information to Auditors In so far as the Trustees are aware at the time of approving the Trustees, annual report.. there is no reLevant information, being information needed by the Auditor in connection with preparing their report, of which the charitable company s Auditors are unaware, and the Trustees, having made enquiries of fellow Directors thatthey oughtto have individualLy taken, have each taken all the steps that they are obliged to have taken as a 33 Curious Minds Director in order to make themselves aware of any relevant audit information and to estsblish that the chartiable company s Auditors are aware of that information. This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. On behaLf of the Board of Trustees: Kathy McArdle Chair of the Board of Trustees 23/1012024 34 Curious Minds Independent Allditor's Report to the Trustees of Curious Minds Opiiiion We have audited the financial statements of Curious Minds (the 'charitabLe company I for the ye2r ended 31st March 2024 which comprise the Statement of Financial Activities, the Balance Sheet. the Statement of Cash Flow. and the rel?ted notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). In our opinion the financiaL ststements.. give a true and fair view of the stste of the charitable cornpany's affairs as at 31" March 2024 and of its incoming resources and application of resources. including its income and expenditure. for the year then ended., have been properly prepared in accordance with United Kingdom GeneralLy Accepted Accounting Practice., and have been prepared in accordance with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing IUKI IISAS IUKII and applicable Law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our reporL We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, incLuding the FRC'S EthicaL Standard. and we have fulfiLled our other ethical responsibilities in accordance with these requirements. We believe thatthe audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. C;()iiLIIisi(Iiis I'Llaliii% [() ,4w()iiig COiiCLI'II In auditing the financial statements. we have concluded that the Trustees, use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or coLlectiveLy, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. 35 Curious Minds Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report. Otlier infi)rmation The other information comprises the information included in the Trustees, annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contsined within the annual report. Our opinion on the financiaL statements does not cover the other information and. except to the extent otherwise explicitly stated in our report, we do not express any form of assurance concLusion thereon. OLJr responsibiLity is to read the other information and, in doing so. consider whether the other information is materiaLly inconsistent with the financiaL statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we concLude thatthere is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. Matters on which we are required to report by exception We have nothing to report in respect of the folLowing matters in relation to which the Charities IAccounts and Reports) Regulations 2008 require us to report to you if, in our opinion.. the information given in the financial statements is inconsistent in any m2teriaL respect with the Trustees, reporL or the charitable company has not kept adequate accounting records.. or the financiaL statements are not in agreement with the accounting records and returns- or we have not received all the information and explanations we require for our audit. Rc,si)oiisil)ililies of Ti'iislces As explained more fulLy in the Trustees, responsibilities statement the Trustees (who are aLso the directors of the charitable company for the purposes of company lawl are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the f1nancial statements. the Trustees are responsible for assessing the charitable company s ability to continue as a going concern, disclosing, as appLicabLe, matters reLated to going concern and using the going concern basis of accounting unLess 36 Curious Minds the Trustees either intend to liquidate the charitable company or to cease operations. or have no realistic alternative but to do so. Auditor's re5poll3iibilities for the audit of the financial st