for the Period Ended 31 December 2024
| Directors report | |
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 December 2024
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 June 2024
to
31 December 2024
The director shown below has held office during the period of
2 September 2024
to
31 December 2024
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
| 31 December 2024 | 31 May 2024 | |
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£ |
£ |
| Turnover: |
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| Cost of sales: |
(
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(
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| Gross profit(or loss): |
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| Administrative expenses: |
(
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(
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| Operating profit(or loss): |
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| Profit(or loss) before tax: |
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| Tax: |
(
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| Profit(or loss) for the financial year: |
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As at
| Notes | 31 December 2024 | 31 May 2024 | |
|---|---|---|---|
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£ |
£ |
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| Current assets | |||
| Debtors: | 3 |
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| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 4 |
(
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(
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Total net assets (liabilities): |
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| Members' funds | |||
| Profit and loss account: |
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| Total members' funds: |
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 December 2024
Basis of measurement and preparation
Turnover policy
Other accounting policies
for the Period Ended 31 December 2024
| 31 December 2024 | 31 May 2024 | |
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 December 2024
| 31 December 2024 | 31 May 2024 | |
|---|---|---|
| £ | £ | |
| Prepayments and accrued income |
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| Total |
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for the Period Ended 31 December 2024
| 31 December 2024 | 31 May 2024 | |
|---|---|---|
| £ | £ | |
| Taxation and social security |
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| Accruals and deferred income |
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| Total |
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The STARTS Award is a programme that develops creative talent within the UK military community. The Award level provides tailored mentoring to highly talented individuals who are looking for professional creative development. The Open Sessions offer free professional skills workshops to anyone within the community, with no obligation to enter the Award. This ensures that creative ambitions are nurtured and that a career in the Arts feels possible to all within this underrepresented group. Key Results: Professional Development: The programme provides exceptional creative tuition, insight and experience to ignite change. Addressing Disadvantage: A lack of opportunity, professional experience, and self-belief, rather than a lack of talent, often holds back individuals from the military community. The Award programme builds confidence as well as professional skills. Making a Difference: Through participation in our programme, a growing number of the community now recognise their creative talent and visualise a clear pathway to developing their practice. They are motivated to pursue new creative opportunities and believe there is a place for them in the arts. Creating Role Models: Award winners are a vital source of inspiration for the broader military community. The successes of the Creative Collective in the Arts illustrates that there is a place for others from a similar background, helping to dismantle the feeling that they are not welcome in the industry. Filling a Vital Gap: The programme offers a unique professional experience that the military community has identified as much-needed but currently unavailable. Sustainability: the programme is built on a 3 tiered pyramid structure, with the Open Sessions and the Award accessible to anyone connected to the military. The Open Sessions at the pyramid base are crucial in ensuring a sustained flow of creative talent. This leads to an increase in the number and quality of submissions for the Award, and continuous growth for the Creative Collective, and together this strengthens representation of the military within the Arts.
We have built a robust database of contacts and continue to reach out to military and arts organisations to develop our knowledge and extend our reach. We also continue to gather feedback from the military participants, including the applicants who applied but were unsuccessful, from all the creative practitioners, as well as from partners, veteran volunteers and team members. And we gathered feedback from audiences at the live events. As the project moves forward, we have expanded our learning through further R&D, consultation and collaboration, continuing to respond to the needs and demands of our community and continuing to test and build our skills as a team. We collate both qualitative and quantitative data, and anecdotal feedback. Feedback Forms are distributed to all participants, creatives, volunteers and team members. We also learn from individual conversations, group discussions, and informal feedback sharing.
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
24 September 2025
And signed on behalf of the board by:
Name: Sue Brodie
Status: Director