Rebecca Eastmond is one of a number of directors to transfer valuable skills from the private sector to the third sector. The former Allen & Overy lawyer hadn't intended to give up her corporate career, but the appeal of helping children experience the arts "in a high quality, sustained way" was too worthwhile to pass up.

The director of the Prince of Wales Art & Kids Foundation explains: "I was meant to spend six months writing an application for a lottery grant (for the Arts & Kids pilot run by creative network Arts & Business) and thought I'd go back [to Allen & Overy]. But what we do is so amazing that I stayed.

It was a major lifestyle change, but my corporate background helped."
The organisation's aim is to improve the self-esteem of children and develop their intellectual, social and emotional skills by exposing them to exhibitions and performances at cultural venues, from museums and art galleries through to dance and opera. As the charity's patron, the Prince of Wales says: "Every child, whatever his or her circumstances, should have the chance to experience the artistic excellence of our cultural heritage." Eastmond adds: "We work with children who wouldn't otherwise have the opportunity. We're looking at unlocking talent and raising personal aspirations. It's not so much about skills as changing attitudes."

Eastmond has been its director since it spun out from Arts & Business to become an independent charity in January 2006. She still only manages a small team of six, but the charity's impact is felt across the UK. "I love the way we work. We are set up based on the 80/20 model, so we have a small central team and operate locally to keep costs down," she says. "The regional hubs work closely with the venues, which are then linked into schools. We have 35 venue partners, which are linked to over 200 schools."

October marks the organisation's highlight, its Arts & Kids week, an opportunity to demonstrate that the arts are there to be enjoyed—and perhaps support the organisation, where fundraising remains a challenge. "Because we're new, we're a start-up, we have to make sure we have funding a year in advance of our activity. When you're coming from a standing start it is difficult," she says.

So how does Eastmond suggest a business would benefit from a relationship with a charity like Arts & Kids? She points to its creative projects, which give businesses a chance to invest in their local communities, engage their employees and nurture the employees of the future in a fun way. "There is a marketing element to it because what we do is so creative," says Eastmond. "But businesses do it with a responsible approach. 'We're investing in our community; we hope in time they [the children] will invest in us'."

She says spirits are high among the team: they expect to hit £1m turnover next year. And although it's "hard work", Eastmond has a pool of ambassadors and trustees working alongside her team to promote the cause. "The great thing about working in the charity sector is that people work hard because they really believe in what they're doing," she says. "That buzz is hard to beat."

www.artsandkids.org.uk