Cultural Capital is a social impact organisation delivering mentoring, training and support services throughout the UK. Our service users include adults and 15-24 year olds who are Not in Education, Employment or Training (NEET) and those who are at risk of becoming so. As industry leaders, we work with some of the largest education providers to engage young people who are in the most need of our support.
Since our launch in 2014, we have worked with over 4,000 young people, providing them with over £750,000 in support. This includes equipment, learning and development activities, training and workshops. We are well known for our work in empowering young people, offering them impartial advice and guidance for independent living. We also provide support for adult learners, delivering the Adult Education Budget (AEB) using cutting edge technology, including a state of the art virtual learning platform.
We are passionate about the quality of our service delivery. Our aim is to make a difference by providing tailored support and in turn creating the most impactful outcomes. It is with this focus that we have developed a reputation for our ability to design and deliver innovative programs of training and learning – both for adults who are unemployed or would like to upskill and for young people to become successful contributors to society
We are always willing to go the extra mile to meet the needs of our funders, partners and service users alike. This is why we have an excellent track record of delivering European Social Fund (ESF) and Skills Funding Agency contracts to the highest level. In fact, we have an 83% success rate of getting young people into education and training and a 72% pass rate on functional skills courses.
Our dedicated team include professionally trained tutors and Information, Advice and Guidance (IAG) qualified mentors. Each with experience of supporting people with diverse needs, from hard to reach young people to working mums and the long-term unemployed. We understand the importance of acquiring social assets in assisting social and financial mobility. We also know that sustainability is key, which is why our projects and initiatives focus on long-term goals. These goals are achieved through collaborative working with our partners across the sector.
We are always looking for innovative ways to maximise the impact of our programs and provide our service users with the best opportunities. If you are interested in working with us to do this, contact us.
Our ethos & values
- People to find their own voice and be the best version of themselves
- Each individual is given the right to the same quality of support regardless of their academic background
- Innovative and Inclusive provision of support
- Mutual respect and positive experience with an aim to celebrate talent and diversity in our community
- Equipping and shaping people for lifelong learning
- Building a partnership to create and improve tangible opportunities
Cultural Capital really began in September 1990, on a wet September morning in a CDT workshop in a failing East London secondary School. Where Asad and Nathan first met as class mates. Despite the best efforts of some teachers our experiences of secondary school education did not provide or facilitate any meaningful Qualification, what it did provide is a shared notion of been let down by the system.
We both left this experience disenfranchised and underwhelmed. However, it did not deter us from success in fact it made us more resilient and determined to prove naysayers wrong. We both left school determined to improve our standing in life and recover the learning we missed while in school. we both went to college and then on to university and eventually developed in to careers in education and criminal justice respectively gaining over 30 years collective experience.
However, after years of working in our respective fields we again became disenfranchised and decided that we needed to do something about it. Over the course of many conversations discussing the intricacy’s and nuances of our employment experiences, we each discussed the possibility setting up an organisation and delivering services and training for ourselves. a service that focused on meeting the needs of the services user and not selling them short ensuring that we facilitated the apocopate levels of support and developed an approach responsive to all parties involved in the delivery.
In 2013 we both decided to take a leap of faith and left our jobs to set up Cultural Capital and commit ourselves full time, initially working with faith and community-based groups in order to gain an understanding of the support needs of young people and the organisations and services that aimed to support them while building a track record of successful outcomes.
Strength to strength
In 2014 all our hard work seemed to have paid off, we were given the opportunity to work in partnership with Prospects Services to deliver the Youth Contract. a European Social Funded project targeting at risk 16 to 18-year olds deemed vulnerable or at risk of disengagement from education. We rebranded the program as The Young People’s Plan, going beyond contractual obligations. We extended the duration of support from 6 to 12 months and added the offer of financial support to each young person engaged on to the program.
By the end of the program in March 2016 we had achieved unprecedented success over the course of the program Cultural Capital contribution represented 30% of the overall Youth Contract program delivery in London surpassing large “established” organisations who have been delivering these types of programs for years. We engaged 1053 young people on to the program into full time education or training with 883 staying in education and training for an entire academic year. Provided £220,750.00 of financial support for young people (to facilitate educational and enrichment-based equipment, materials, trips workshop and services. Since 2016 we have continued to grow and have developed a reputation for our ability to continually deliver impactful projects and initiatives.
“We knew that extending the support would make our job more challenging but from the outset we recognized the benefits to young people would outweigh the costs. We wanted to go that extra mile to make it really work remembering all those long discussions we had before starting Cultural Capital and putting it all in to practice”