2025-03-31-accounts

Annual Report and Financial Statements 2024-25

Project Possible, 3 Manor Courtyard, Hughenden Avenue, High Wycombe HP13 5RE 01494 433170 www.projectpossible.org.uk [e-mail]/ / Registered Charity: 1069608 / Project Possible is a company limited by guarantee Company No.:3524732 First registered at Companies House, Cardiff, March 1998

Contents

04			Welcome	34	Compliance and Public
			from our Chair		Benefit
05			Welcome
			from our Chief Executive	34	Structure, Governance and
					Management
06			About us
07			What we do Vision, Mission and Values ~~——_——~~	36	Trustees’ responsibilities in relation to the financial statements
		~~—_—~~			~~ooo~~
08			New Partnerships	37	Statement as to disclosure to
					our auditors, Auditors
09			Impact in 2024/25		Re-appointment ~~OO~~ ~~eesSsS(Cese~~
				37	Approval
10			Our Strategic Priorities, Reflections on 2024-25,
			and Future Plans	38	Reference and Administrative Details
12	14		Activities and Achievements Building Partnership Resilience 39		Independent Auditor’s Report
	16		Access to Education
	18		Faith and Restoration	43	Statement of Financial Activities
	20		Community Strengthening
	24		Health and Wellbeing	44	Balance Sheet
	26		Livelihood Building	45	Statement of Cash Flows
30			Fundraising 46 ~~ee~~		Notes to the financial statements
32		Financial Review and Sustainability

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A message from our Chair of Trustees

“Just as we encourage our partners to become more sustainable, we too, as Project Possible, are seeking to meet that challenge ...”

I want to extend my heartfelt gratitude to our committed staff team and warmly welcome a new Trustee, Andrew Patterson, a local church leader with a keen interest in international development.

It is a delight to look back on this year and see how Project Possible has helped empower families and communities to restore their dignity and build a sustainable future.

During the year, the Trustee Board and our dedicated staff have been prayerfully seeking God’s guidance to shape a 5-year strategic plan. Just as we encourage our partners to become more sustainable, we too, as Project Possible, are seeking to meet that challenge as we aim to strengthen our long-term sustainability and impact.

Finally, I express my sincere thanks to the individuals, churches, and Trusts and Foundations whose loyalty and generosity have been instrumental in our work this year. We are especially touched by the remarkable legacies from four supporters, whose gifts of compassion will create lasting change.

On behalf of everyone at Project Possible, thank you for being part of this journey. I hope you will be inspired and encouraged as you read about the transformative impact of our work around the world.

Our commitment to sustainability runs deep. It’s not merely a buzzword; it is a biblical principle that reflects the enduring mission of the Church over the past two millennia. At Project Possible, we believe it moves people away from the shame of not being able to provide for their families and communities to the dignity of being able to build a secure and flourishing future.

Jonathan Goldthorpe Chair of Trustees

We are already seeing the fruits of this focus, such as our new partner Konédjé in Chad, which is enhancing farm productivity to ensure profits fund the farming training programme for local community members and churches. This is transforming people's land use so that farms, which were struggling to provide enough for their families, are now yielding sufficient food to last them until the next harvest.

A message from our CEO

“Each [new] partnership extends our mission of strengthening communities through empowering local organisations to be robust ...”

We are thrilled by the new opportunities this year has brought. 2024-25 has seen new partnerships, strategic development, and a clarification of our messaging.

Fundraising and Marketing team as they hone our communication and lay the foundations for a complete refresh of the website in 2025-26.

A significant milestone, and an operational leap forward for us, has been our transition to a new CRM system. Already, it has enabled us to streamline dayto-day operations, strengthen our supporter stewardship, and increase efficiency across the team.

At the start of the year, we planned to welcome two additional organisations to our project portfolio; by the year’s end, we are delighted to have added four. Each partnership extends our mission of strengthening communities through empowering local organisations to be robust, building strong foundations as a springboard to growth that they can sustain without external funding.

We have also valued every opportunity to promote our work and engage with our supporters face-toface during the year. This included events like Love Wycombe, a local inter-church celebration, and hosting a stall at the Amersham Christmas Fair.

One highlight was our new partnership with Word Alive in Malawi. This inspiring organisation works with rural churches to mobilise local communities in overcoming challenges together. Their commitment to holistic support reflects the values we celebrate.

All of this is made possible by the passionate and dedicated donors who generously support what we and our partners do with overlooked communities. Together, we are opening doors of possibility and building resilient communities.

Alongside growing our partnerships, we have continued to learn and develop as an organisation. Throughout this year we have focused on developing our organisational strategy for the next 5 years. It has been an enriching and insightful process, and we aim to embed and share it in the year ahead.

As our strategy has clarified, so has the need to clarify our messaging based on the strategic priorities. This has been one of the key tasks of the

Dave Pepper Chief Executive Officer

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About us

Our Vision

To see lives lived in fullness and hope with lasting transformation in small and disadvantaged communities.

Our Mission

We partner with Christian communities around the world to open up opportunities where doors have been closed due to social disadvantage.

We join forces to make their projects possible, working to spark a lasting impact, which restores people’s sense of value and vocation.

Holistic Approach We care about the people we ~~ai~~ serve and want them to develop and thrive as a whole person, not just in one aspect.

Prayer

Sustainable Change

We recognise that our words, actions and efforts are limited, but God is powerful and able to achieve immeasurably more than we could on our own.

We prioritise building resilient partnerships and ensuring that the change we help make happen, keeps happening even after we’re gone.

Our Values

Our five commitments shape and guide everything we do.

Compassion We approach our work and our partners from a place of love and understanding.

Accountability We are open and transparent about our work- what we say, is what we do.

What we do

Vulnerable communities around the world live with constant uncertainty about how to provide for their needs, and can’t see any doors of opportunity opening to them. Many feel shame and powerlessness.

Community-led Projects

Together with our partners, we come alongside 31 disadvantaged communities to open up opportunities where doors have been closed due to social disadvantage. This means we assist individuals in realising their worth and God-given potential and then equip them to become selfsufficient.

At Project Possible, we work with local Christianled organisations based in Africa, South Asia, and Latin America to equip communities to restore their dignity and break free from poverty and dependency.

Stronger Communities - thriving without us

Success is not about ongoing support. It’s about communities that no longer need us. Our goal is to work ourselves out of the picture, so that communities continue to strengthen, long after we’re gone.

Partnership - local leaders are the drivers

We partner with local organisations, uplifting their work with financial contributions, support and guidance to help build the longevity of their work.

As lives are transformed, they become the spark for others in their community, helping to build resilient communities from the inside out.

Our work is rooted in the belief that lasting change comes from small beginnings.

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Annual Report and Financial Statements 2024-25

New Partnerships

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Maghreb
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Chad
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Superfoot

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Konédjé
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SFBA operates in a region of North Africa where child malnutrition is common, quality education is limited, and unemployment rates are high.

Many young people in Doba leave the land to seek work in towns, as their family farms are struggling to provide for them.

Young people receive holistic football training that supports their physical and social development, while also learning teamwork and decision-making skills. All participants gain the confidence, education, and resilience needed to build a sustainable future.

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Our partner trains young people in regenerative
farming, turning infertile land into food and income.
Through a 4-month internship, participants gain
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In Malawi, rural villages are vulnerable to droughts and floods, leaving families struggling when harvests fail.

Unemployment is high in Malawi, and schools and families often struggle to equip young people with the soft or entrepreneurial skills needed for work.

Our partner combines leadership and skills training through apprenticeships, training young women according to their interests and equipping them to find employment or start their own enterprises.

Partnering with Word Alive, we equip four churches to mobilise their communities, building strong groups that can face ongoing challenges and respond to crises.

Impact in 2024-25

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Our Strategic Priorities

Investing in the innovators and the journey

We understand that creating change in marginalised communities is a gradual process. Our commitment is to deliver local initiatives that are aimed at making a long-lasting impact on individuals and encouraging a multiplier of change. We have seen that when these individuals undergo a transformation, it creates a ripple effect that spreads throughout the entire community, leading to a cumulative process of positive change.

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Outcome
focused
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Over the past few years, Project Possible has been working with partners to transition from reporting on activities to focusing on outcomes, where desired outcomes are clearly identified in the workplan at the start of each project year. This transforms the impact of our work, which we measure through practical assessments or indicators. A simple reporting framework is used to help us assess progress and provide transparent accountability for our supporters.

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Building
equitable
partnerships
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Our work with partners is seeking to shift from a mindset of dependence on grants to one of empowerment and growing equity in the partnership relationship. We work with partners to develop a road to sustainability which focuses on building, over time, six key areas: work opportunities for participants, participant leadership development, organisational succession planning, local church engagement, local income streams, and good governance and management.

Reflections on 2024-25

We highlighted four key future priorities in last year’s annual report and we are delighted to share the outcomes for each of those areas.

dialogue and explored principles to ensure that we shared the same vision.

These steps were essential for building mutual trust and ensuring a strong foundation for working together.

Growing our portfolio of partnerships:

This year, we are very encouraged to have established agreements with four new partners, two in Malawi, one in Chad and one in North Africa. All of these partnerships are time-bound to 3-5 years, which fosters their independence from the beginning.

Implementing a new CRM system:

A significant milestone during this period was our transition to a new Client Relationship Management (CRM) system, Donorfy. For a small organisation like ours, a modern CRM has been transformative.

To establish partnerships that are working towards equity, we ensured that before we signed agreements and sent grants, we conducted in-depth

We carefully researched a number of CRM systems

in order to identify our final choice. In November 2024, we began transferring our data from our old system to the new one. This also included customising the new system to manage the data and processes required for our operations.

Strengthening supporter engagement and communication:

During the year, we focused on refining and clarifying our communications. This was achieved by developing our case for support, which enabled the fundraising team to convey our message with confidence and consistency.

Since the change, the new CRM has allowed us to streamline day-to-day operations, strengthen our supporter stewardship, and increase efficiency across the team. As we continue to explore the system’s capabilities, we are already seeing the impact of improved processes.

Additionally, we conducted a survey to understand why people support Project Possible. The response rate was significant, demonstrating high engagement and a clear willingness to shape the charity’s development. The insights gathered have been instrumental in improving our stewardship and highlighting areas for improvement, for example, the website, which we planned to refresh in 2025-26.

Developing an organisational strategic plan

Building on the insights and learning gained since our rebranding in 2021, we began work this year on our new organisational strategy. This five-year plan will define Project Possible’s direction, priorities, and ambitions, ensuring we are positioned for long-term sustainability. It will guide how we continue to grow our impact and resilience in an increasingly challenging environment for UK charities.

Our engagement was not just digital but in-person too. Having just moved to High Wycombe, one of the events we attended was Love Wycombe, an inter church event aimed at engaging with the wider community. We had a stand there, which led to many good conversations and some sign-ups for further information.

Future Plans 2025-26

Streamlining how we measure our impact:

Refreshing our website:

We will rebuild our website to give us greater inhouse control and ensure it fully reflects our strategy and identity. This will include improving the clarity of messaging and restructuring the navigation so that visitors can more easily understand Project Possible’s approach, activities, and impact.

We will review and develop our Theory of Change and strengthen our reporting framework to ensure our impact measurement is consistent and meaningful. Insights from this review will guide future improvements in how we track both individual progress and wider community outcomes.

Publish our new organisational strategy:

We will continue developing our new five-year organisational strategy and, once finalised, publish it to our community. This strategy will provide clear direction for our work and outline the outcomes we aim to achieve in partnership with the organisations and communities we collaborate with.

Deepening our thinking and learning: Across the entire Project Possible community, we will engage in shared reflection and learning. Our focus will be to deepen our understanding of the factors that create and sustain dependency. This learning will shape practical actions, together with our partners, to support long-term resilience. We will also develop ways to track and evaluate the effectiveness of these actions over time.

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Activities and Achievements

Throughout the year, we continued to work closely with local Christian organisations which serve vulnerable communities. Our commitment to addressing disadvantage and dependency around the world remained at the heart of everything we did. To achieve our mission we used a multi-faceted approach, which we’ve structured into six key areas of support.

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Building
Partnership
Resilience
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Recognising the risks and vulnerability of relying on external funding, we work with our partners to mobilise and build a local resource, so the impact of their work can continue long into the future.

Access to Education

We advocate for and provide primary, secondary, and further education opportunities, ensuring that children and young people have access to quality learning regardless of their background.

Faith and Restoration Community We support those who feel Strengthening forgotten in rediscovering their worth and purpose. While all our partners work We empower communities toward restoration, some also to identify and address the offer spiritual care through needs amongst them, hope in Jesus Christ.

We empower communities to identify and address the needs amongst them, building resilience, independence, and lasting change from within.

Health and \il Wellbeing = We provide life-changing healthcare, counselling and rehabilitation for individuals Livelihood impacted by exploitation, Building addiction, and illness. We empower individuals with skills and resources to break free from the constraints of disadvantage and exploitation, fostering entrepreneurship and self-sufficiency.

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Highlights from 2024-25

Improving the productivity of a regenerative farming project

Building Partnership Resilience

During this period, we started a new partnership with Konédjé, in Chad, which is a model organic farm that offers training in regenerative farming. We are working with Konédjé to increase the productivity of the farm so that the profits generated can sustain the training programme for local community members.

Initially, we have done this through investing in a solar pump for irrigation and a vehicle to transport produce to market. Additionally, Project Possible has helped build simple classrooms for those who will come to the farm to learn.

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The tricycle takes produce
to market, and is also
shown here bringing .
back the sesame
harvest ready
to dry.
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Building sustainability beyond partnership in Bangladesh

What we do

The locally-led organisations we partner with are working hard to make a lasting difference in overlooked communities. To provide these vital services, they rely on external funding, leaving them exposed and dependent on others.

We think it is crucial to strengthen the organisations we partner with so that they are robust and the impact of their work can be sustained long into the future. We work with partners to clarify their vision and objectives, embed good governance, improve their follow-up with participants, monitor and reflect on their work, develop their team’s capacity, cultivate new leaders and build their financial sustainability.

Achievements from this year:

5 24 4 partners worked together to new partners demonstrated community based assess the Spark projects, mindset change by organisations mobilised local exchanging insights and including sustainability in resources to support their work developing recommendations. their planning

For more than 30 years, Project Possible partnered with Dhaka Assemblies of God (DAG) to support a student hostel in the Chittagong Hill Tracts enabling children and young people from very remote areas to access education. Our support came to an end in December 2023 to help end the dependency which we and DAG agreed had been created.

Since then, the hostel has appointed a tutor and entrepreneur who has started income-generating

activities to replace the support Project Possible provided. Furthermore, there has been a ripple effect as the associated churches have embarked on a process of developing their self-reliance to meet their own needs.

We are delighted by this example of success beyond partnership. Sometimes, when financial contributions are stopped, it can help kick-start the journey to building organisational resilience.

In February 2025, we attended their mission conference and were invited to facilitate a workshop to reinforce the concepts of selfreliance.

We intend that our partnership and support, as Project Possible, will simply be a push start for community-led projects that in time are sustained by local resources.

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Annual Report and Financial Statements 2024-25

Highlights from 2024-25

Creative thinking and problem solving development

During this period, our partner, Asha Kiran Society in India, introduced a new element to their multilingual education curriculum aimed at developing children’s confidence in creative thinking and problem-solving.

Access to Education

A key aspect of the programme was to encourage curiosity and fun, allowing children to think innovatively, explore ideas, take risks, and learn from things that go wrong. The programme was designed to present children with challenges related to their daily lives.

One of the challenges they were given in 2024/25 was to find a solution for the difficult task of pulling water from a well. In response, some of the children created motorised machines to draw water.

Students created an automatic clothes line.

Our partners reported that both the children and teachers greatly benefited from the programme, particularly in terms of thinking outside the box and bringing innovation to the problems they encountered in their everyday lives.

Tikrapada’s Story

What we do

Despite global progress in education, many still lack access to quality, inclusive learning. Language barriers, financial constraints, and difficult home circumstances prevent children from attending school consistently, often causing them to fall behind or drop out.

That’s why we work to ensure that children, regardless of background, can access quality, inclusive education. Our programmes overcome barriers faced by marginalised communities by offering mother-tongue learning, supporting family livelihoods to cover school costs, and providing tailored catch-up support for children who have missed school, helping them get back on track.

Achievements from this year:

444

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women in Pakistan and Nepal were supported to attend further education

young care-leavers in Naivasha, Kenya were supported in further education

primary school children in India were able to learn in their own language

"We didn't have the opportunity to get an education, so we want to change that for our children."

-Parent and Village Education Committee member, Tikrapada

The community of Tikrapada is deeply committed to ensuring their children receive quality education, while also working to build resilience and sustainability for their school.

On their journey of generating income for their school, they faced many challenges but never lost hope. When their first attempt to grow coffee and pepper failed due to a harsh summer and lack of water, the community felt discouraged.

Yet, leaders like Mr. Dhangdamajhi and Mr. Kamulaichan inspired everyone to persevere. Together, they replanted the crops and sought a lasting solution.

At the beginning of 2025, they discovered a nearby waterfall, and the community members united to channel water to their plantation. They carried heavy pipes up the hill, connecting them with determination and teamwork.

When the water finally flowed, joy and laughter filled the air. Their success symbolised not just renewed crops, but the community’s unbreakable spirit and commitment to education and sustainability.

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Annual Report and Financial Statements 2024-25

Highlights from 2024-25

Deepening their faith

In 2024-25, our partner, Change Makers, ran a Bible School for 20 alumni who have gone through a drug rehabilitation programme. The Bible School is an opportunity for men to continue their discipleship and maintain strong relationships with one another.

Faith and Restoration

What we do

All the projects we support are carried out to witness to the love of Christ. Where it is possible, our partners support individuals to discover the Christian faith, by providing regular bible studies, discipleship programmes, and fostering a culture of prayer.

For those who welcome Jesus into their lives, a profound transformation begins. They discover their worth as God’s children, each uniquely made in his image and saved through his Son. They also learn that God has gifted them with talents and a purpose to use these gifts for his glory and in service to others.

Achievements from this year:

22 3 women in DRC chose to people regularly attend declare their weekly bible studies in faith and publicly commit to South Africa Jesus Christ by getting baptised

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20
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women in the DRC who have been sexually exploited in the past took part in ongoing discipleship

Through this, our partners have seen the men grow deeper and more established in their faith. Additionally, the men have become more consistent and stable in their behaviours and mental health. This is incredibly significant as they continue to be sober.

Their stories of restoration are a witness to others in their community, as well as participants who are going through the drug rehabilitation programme.

Learning to forgive others and offer friendship

In El Alto, Bolivia, we collaborated with Project Suma, which supports mothers affected by sexual exploitation and their children. Their holistic programme for children and young people includes after-school tuition, counselling, and a safe space to play and build community.

Learning about Jesus’ love and acceptance, and developing the important but challenging ability to forgive others, helps children to overcome or lessen the effects of past hardships.

In 2024-25, twenty-seven children and young people participated in monthly Bible studies, exploring different stories throughout the year.

Two key themes for the year were friendship and forgiveness, which Jesus offers to them. Children in this programme come from challenging backgrounds, with some having witnessed or experienced domestic abuse or neglect.

These traumatic events can impact their relationships, making it difficult to form friendships. In this context, learning about Jesus’ love and acceptance, and developing the important but challenging ability to forgive others, helps children to overcome or lessen the effects of past hardships.

Through these sessions, our partners observed the children start to put this into practice, forgiving others and offering friendship.

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Highlights from 2024-25

Church and community mobilisation in Malawi

In Dickson, Malawi, we partner with Word Alive, an organisation which supports four churches to mobilise and through this be salt and light in the community, encouraging them to address the needs amongst them.

Participants attended workshops where they identified resources they had access to and how to improve their livelihoods.

During the year, participants attended workshops where they identified resources they had access to and learned how to improve their livelihoods. For example, one lady had a dog that had puppies. She sold some of the puppies and bought chickens so she could start getting eggs. In this way, the community starts to recognise and utilise what they already have.

Community Strengthening

What we do

All of our communities—neighbourhoods, schools, churches, or clubs—are powerful when we unite skills, creativity, and resources to face challenges together. Yet disadvantaged groups may feel powerless or ashamed, making it harder for them to realise and use their potential.

We work with local partners to help communities identify their strengths and resources to tackle challenges and lead their own development. Through trained community mobilisation facilitators, people come together to recognise assets, skills, and ideas, then create action plans that use their strengths to overcome obstacles and build sustainable solutions

Achievements from this year:

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11

participants in Western Kenya who have started their own businesses have formed peer support groups

founder members of ASDID in communities in India are Cameroon, ran litter pickup campaigns generating income to and mentored young people to set up support their community their own income generation activities school teacher.

Additionally, as these individuals grew their livelihoods, they also organised as a group and planned actions to develop their church and serve vulnerable people in their congregations and wider communities.

Community coming together to litter-pick

Impact of ‘Changing the Way we Take Action’ workshop in north Cameroon

On the border between Chad and Cameroon, we ran a workshop on community mobilisation, and as a result, a group of seven delegates formed a small association to tackle key issues in neighbourhood.

Ruth, a mum of two young girls, was concerned about the health hazards of huge amounts of litter piling up in the streets.

They have met regularly to plan and test their ideas and have used their membership contributions to run a litter-clearing campaign, bringing the community together to improve their environment.

They also ran a workshop for young people and women on how to plan and develop incomegenerating opportunities.

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Annual Report and Financial Statements 2024-25

A heartbreaking choice

As the warm glow of dusk settles over a small rural town in Western Kenya, inside one modest home, the air fills with rich aromas as a mother finishes preparing dinner.

Outside, playful shouts and the pitter-patter of feet can be heard. Mercy calls to her three children, and they come rushing in with wide smiles, eager to eat.

It wasn’t long ago that life looked very different for this family. Mercy’s youngest child suffered from a painful foot deformity. In a community where disability is seen as a curse, her family faced rejection, and Mercy carried the weight of shame and guilt.

Through our partner’s work and Mercy’s resilience, everything changed. Her son is now walking for the first time, and Mercy has found freedom through her faith in Jesus Christ.

Mercy’s Journey of Possibility

Each year, about 1,600 children in Kenya are diagnosed with club foot, which causes the foot to twist inward.

Dreamland Mission Hospital provides orthopaedic care to low-income families, offering hope and healing while empowering parents to build sustainable livelihoods and strengthen their communities.

Mercy’s son, Prince, after his clubfoot surgery

When baby Prince was born, Mercy and her husband celebrated his arrival with great pride. But soon, Mercy noticed his right foot was not growing correctly. Sadly, her husband blamed her for the disability.

Mercy suffered emotional abuse from her husband and her in-laws, and her marriage began to fall apart. Eventually, she made the hard decision to leave, taking her children with her, even though she had no family to lean on.

Mercy sharing her experience with new Spark participants

Hope awakened

Mercy managed to secure a low-paid job in a hair salon, earning just enough to support herself and the children.

equips vulnerable families to start their own businesses.

One day, she confided in a customer about her son’s condition. The lady told her that Dreamland Mission Hospital could treat young Prince. Mercy was overjoyed by the news and booked an appointment straight away.

Having gained experience as a salon assistant, Mercy decided to open her own salon. With your Spark investment, Mercy purchased styling tools and products and found a shop to rent.

Over the last year, Mercy’s business has flourished, and the income enables her to provide for her children. She no longer has to skip meals.

Life-changing surgery

During the consultation, the doctor confirmed that corrective surgery could realign her son’s foot. Your support and our partner’s incredible work has meant that Prince can now stand without pain and is learning to walk. Mercy is ecstatic, and crucially, has learned that Prince’s health condition was not her fault.

Spreading hope

Mercy was so inspired by the help she received from Dreamland that she now actively gives back to others. She trains young women in her salon, acts as an ambassador for the hospital, and mentors other parents in the Spark programme.

She shared: “I’m at a loss for words to express how grateful I am. My son can walk, and you helped remove the shame I carried. Thank you.”

Thanks to our incredible supporter community and Mercy’s resilience, she is now spreading hope in her community and helping other families to thrive.

Getting her Spark

She said, “I have become a better version of myself. My children are so happy, and there is life in the house.”

Following her son’s successful treatment, Mercy was invited to participate in our Spark programme, which

“I’m at a loss for words to express how grateful I am. My son can walk, and you helped remove the shame I carried.”

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Highlights from 2024-25

Health and Hygiene training in DRC

Our partner, BOMO, works with women who have escaped sexual exploitation and offer training in tailoring, literacy, numeracy and life skills to equip them for a dignified, safe and healthy life.

Equipping the women with knowledge about hygeine and safety improves their own health and wellbeing, as well as their children’s.

One of the topics covered in their training course is health and hygiene. This includes learning about cleanliness, food hygiene, and sexual and reproductive health.

Health and Wellbeing

What we do

Marginalised communities often can’t afford quality healthcare, leaving many without essential treatment. Many face trauma from violence, abuse, or poverty, while constant stress and exclusion harm mental health, leading to low self-esteem, depression, anxiety, and other serious challenges.

We contribute to healthcare services that provide vulnerable, low-income families with life-changing treatments and offer a vital lifeline for those who fall through the gaps. Our partners walk alongside individuals on their journey of mental healing, delivering tailored programmes that help them process trauma, restore hope, and awaken new possibilities for their lives.

Achievements from this year:

69

198

38

children received people enrolled in a government corrective orthopaedic health insurance scheme via surgeries, some being Dreamland Hospital’s outreach, multiple surgeries gaining support for healthcare costs.

children and young people in Bolivia received trauma informed therapy to support them to heal.

A couple of the women shared that this was the most useful topic they learned in the course. Knowledge is empowering, and equipping women with the knowledge about how to stay healthy and safe improves their own health and wellbeing, as well as their children’s.

New Health Insurance in Kenya

For many years, our partner, Dreamland Mission Hospital, has been promoting the National Health Insurance Fund (NHIF) to its patients. This scheme, which has a small

annual cost, enables whole families to access healthcare services like our partners.

However, NHIF has had its challenges, with a slow application process and delayed releases of funding to our partners as examples. It has meant that the full effectiveness of the scheme was not reached.

In 2024-25, Kenya introduced and began implementing a new health insurance scheme called SHA. Initially, there were some challenges; however, the new system seems to be significantly smoother than NHIF.

As a result, in early 2025, the team were ahead of their target number of surgeries.

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Annual Report and Financial Statements 2024-25

Highlights from 2024-25

IT Business Hub for alumni in Bolivia

Our partner, Project Suma, supports mothers who have been trapped in sexual exploitation to learn their worth and equip them with skills to develop a pathway out of sex work.

Livelihood Building

What we do

In overlooked communities, limited employment opportunities make it difficult for families to earn a stable income and break free from poverty. Many rely on seasonal work or unpredictable incomes, leaving them vulnerable to crises.

By focusing on livelihood development, we empower individuals to use their talents and resources to build resilience and foster long-term economic stability. We support people to gain skills through training and apprenticeships, helping them earn a stable income. Participants can find employment or start small businesses with our start-up grants and revolving micro-loans.

Achievements from this year:

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men in South Africa who had completed the drug rehabilitation programme, were supported with their apprenticeships

care-leavers in Naivasha, Kenya, received toolkits to gain work experience and earn income while pursuing vocational courses.

families in Western Kenya received startup grants and have built stable businesses

Project Possible and Project Suma have been supporting graduates to set up small enterprises, harnessing the skills they have developed to provide for themselves and their families.

This year, we have collaborated with Project Suma to develop an IT Business Hub, enabling alumni to access online resources and grow their businesses, such as creating a website or promoting their business on social media.

Equipping young women for the workplace in Malawi

In Blantyre, Malawi, 10 young women from villages across the country have received training in a practical skill of their choice to help them find employment or start small businesses.

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We have collaborated with Project Suma to develop an IT Business Hub, enabling alumni to access online resources and grow their businesses.

Some of the women chose to study mechanics, others IT or tailoring. They learned how to plan for their future and to protect themselves from harassment or exploitation in the workplace.

By the end of 2024-25, all ten women had graduated from the 6-month vocational training programme. They have established plans to provide for themselves and are starting to develop their long-term plans.

With these newfound skills, the women will return to their villages and put their plans into action. We believe that as they set up their businesses and enter employment, they will inspire and help other women in their communities to improve their livelihoods.

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Annual Report and Financial Statements 2024-25

The hidden struggle

In the stunning landscape of the Western Cape, Alrick is setting up for the day.

He and his colleagues laugh and share stories as they prepare freshly made street food in their mobile kitchen. Their camaraderie is obvious, it is warm, genuine and deeply rooted in shared experiences.

A couple of years ago, this moment would have been unimaginable for Alrick. His life was spiralling through the grip of addiction, isolation and despair.

But today, thanks to your support and Alrick’s determination and faith in Jesus Christ, he is thriving and an inspiration to others in his community.

Alrick’s Journey of Possibility

In Worcester, South Africa, gang violence and substance abuse affect many youth, making them vulnerable to domestic violence and drug use.

Change Makers, our local partner, supports these young men by guiding them from rehabilitation to employment, providing hope and healing from addiction and crime.

Alrick’s story begins at just 12 years old, when he started smoking. It wasn’t long before he delved into alcohol and Tik (crystal meth). Despite his growing dependency, Alrick managed to hide his addiction.

After school, he moved to Worcester to be closer to his girlfriend, Abigail. But instead of building a future, he fell in with the wrong crowd. “I failed multiple drug tests at work,” he admits. “But I always made excuses. I was ashamed. I didn’t want anyone to know I was addicted.”

Alrick is now an assistant manager for a catering business

Rock Bottom

Eventually, the façade crumbled. Abigail, heartbroken, asked Alrick to leave. He returned to his parents’ home, but his behaviour grew volatile. “I became aggressive,” he says. “To me, it felt normal. But after yelling at my mum and fighting with my dad, they asked me to leave too.”

A journey of restoration

In February 2021, Alrick began the 6-month rehabilitation programme with Change Makers. “It was there that I realised how God had answered my prayer,” he says. “I began to pray for many things … for recovery, forgiveness, and reconciliation with my parents. Gradually, God answered them all!”

“I lost everything,” Alrick recalls. “My job, my car, and my home. I started sleeping in my parents’ car, sneaking into their garage and leaving before they woke up.”

Free in Christ

The turning point

Today, Alrick is an assistant manager at Change Makers’ catering business, which provides employment and apprenticeships for other young men in recovery.

It was during one of those nights, lying in the back seat of the car, that everything changed. “I remembered learning about prayer when I was younger. I asked God, ‘Father, show me how to pray, for I want to be saved.’

He also volunteers with a local Mountain Club, mentoring youth from disadvantaged backgrounds and sharing the gospel as they hike the mountain range.

I heard a voice in my heart say, ‘Pray in the name of Jesus.’ So I did, I asked for Jesus’ help.”

Best of all, Alrick has rebuilt trust with his parents and with Abigail. The two are now married and are building a future rooted in faith and new hope.

The very next day, Abigail messaged Alrick unexpectedly. She had seen one of Alrick’s old friends who told her that he had been completely transformed after attending Change Makers’ rehabilitation programme. That was all the encouragement Alrick needed. He asked her to book him in.

Thanks to your support, Alrick’s story is no longer one of addiction and shame, but of redemption and restoration.

“I began to pray for many things… for recovery, forgiveness, and reconciliation ... gradually, God answered them all!”

Alrick and his wife, Abigail on their wedding day.

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Annual Report and Financial Statements 2024-25 | 29

communicate the general need and impact of Spark Projects, ensuring that individuals who gave to the appeal were supporting all our Spark Projects rather than specific ones.

The campaign raised over £10,000, demonstrating strong interest in this new method and highlighting the continued generosity of our supporters. The appeal also provided valuable learning that will help shape how we design, promote, and deliver future campaigns.

Fundraising

This financial year focused on reinvigorating our fundraising initiatives and strengthening capacity. With a new staff member, the team reintroduced activities paused last year and pursued new opportunities for growth.

Case for Support

During the year, we developed our Case for Support, which has become an essential tool in enhancing our communications and fundraising efforts.

Its creation has enabled us to communicate with more confidence and consistency, especially when engaging new supporters or applying for funding. As of November 2025, it supported a major website update that better reflects our work with partners and communities and highlights our impact through clearer messaging and stronger storytelling.

Legacies

We would like to honour and give a special thanks to the four supporters who left incredibly generous legacies in their Wills. In 2024-25, these individuals

left £267,785. Their support of our work is humbling and deeply moving, and their extraordinary gifts will transform lives for generations to come.

Every Gift in a Will, whatever the size, helps bring hope and spark lasting change for generations to come, and we remain committed to stewarding this support with integrity, care, and gratitude.

Spark Appeal

At the beginning of the financial year, we ran our first Spark Appeal using our new approach, having transitioned away from crowdfunding individual Spark Projects. This new method has allowed us to

The Case for Support has enabled us to communicate with more confidence and consistency, especially when engaging new supporters or applying for funding.

It supported a major website update that better reflects our work with partners and communities.

Community events and reaching new audiences

In 2024-25, we hosted two event stalls designed to introduce our work to new audiences and strengthen our presence within the local community. These events enabled us to have meaningful, face-to-face conversations with members of the public, share stories of the people we support, and raise awareness of the work we do with our partners.

As a result of these activities, we grew our supporter base through 30 new email sign ups and secured around £300 from individuals learning about us for the first time.

Supporter survey

In July 2024, we conducted a survey to understand why people support Project Possible, how connected they feel to the charity, and what improvements they would like to see. Nearly 100 people responded, giving a 9% response rate that shows high engagement and a clear willingness to help shape the charity’s development.

The insights we gathered were extremely valuable. Supporters shared their motivations for giving, highlighted the areas of our work they care about

Melissa hosting a tea party to raise funds for our Spark Appeal

most, and offered constructive ideas to strengthen our communications and stewardship.

The survey also clarified how Project Possible is perceived among other charities and what sets us apart. We’ve already begun integrating this feedback to ensure our fundraising and communications align more closely with what our supporters value.

Volunteers

We were grateful to have the support of one volunteer this year, who contributed a few hours each week to assist with essential administrative tasks. Her main role was organising and maintaining our Digital Asset Management system, which stores our photography and video content.

Her contribution significantly improved the accessibility of these materials, supporting stronger fundraising storytelling. By ensuring partner images and videos were properly stored, tagged, and easy to find, she helped the team create more effective materials and maintain a consistent visual identity. We deeply appreciate the time, skill, and commitment she brought to the organisation.

Thank you to our supporters

We are incredibly grateful for the dedicated support of our community, including our generous donors, churches and the Trusts and Foundations that partner with us.

Your support makes our mission of empowering overlooked communities to thrive a reality. We truly appreciate your generosity and prayers.

Annual Report and Financial Statements 2024-25 | 31

30 | Annual Report and Financial Statements 2024-25

Financial Review and Sustainability

Income and Expenditure

maintain grant making at levels which incur an operating loss, to continue the transformative work being done by partners and the full provision for our commitments made with respect to the Brighter Futures children’s homes.

Project Possible’s total income for the year, excluding legacies, was £359,483, which is lower than the previous year’s income of £376,404. Donations from individuals, churches and trusts also decreased to £287,815 (£300,353 2023/24).

Balance Sheet and Reserves Policy

In the financial year 2017/18 and on the passing of our founder, Michael Wood and his wife, Project Possible (then ROPE) received an incredible gift of £3.8m which we refer to as the Acorn gift. This gift was made up of the assets of the Acorn Foundation, a separate Trust established by Michael Wood, and a legacy from his wife. Our intention is to use these funds to support the road to sustainability, both for our partners and Project Possible.

After carrying out a full review of our fundraising in 2023/24, we recruited a new member of staff to join the team. This increased our fundraising resources and enabled us to respond to the learnings of the fundraising review. Although income has declined slightly, we had some positive outreach from new activities in 2024/25 which we will focus on going forward. We are, as always, so grateful to our committed supporters who continued their support both financially and in prayer.

Our intention to support our Brighter Futures children’s homes has been reviewed and the provision reduced this year to £119,896 (£183,349 in 2023/24). This reduction is due to a full review of reports from all the homes, their current needs and in some cases a reduction in the number of children needing support.

The income and expenditure statement shows a deficit of £22,717. This deficit is much lower than in 2023/24 (£242,677) mainly due to the legacies we received in the year. Legacies received in 2024/25 totalled £267,785 and we are so humbled by the generosity of our supporters who remembered us in their Wills.

A review of our Designated funds in 2024/25 has led to Our investment portfolio continued to perform well in a reduction of the Development Fund. A fund of 2024/25 with a net gain of £79,134. £400,000 remains to enable the Trustees to make investments that support the running and sustainability Total grant payments made in the year were £312,630. of Project Possible. Funds that were previously held in This includes payments made to Brighter Futures this designated fund are now in general funds and children’s homes which were provided for in a previous available to be used for support costs, maintaining staff accounting year. The provision for the Brighter Futures levels and to carry out all planned overseas trips to our children’s homes was fully reviewed and reduced to partners. £119,896. This reduction in the Brighter Futures children’s homes and the payments previously provided Project Possible is placing a significant emphasis on for means that the net amount for Grant funding in the sustainability, seeking to reverse dependency created ~ So accounts was £249,177. historically with partners and mitigate against this in the future. The road to sustainability is the journey that The allocation of grant funding and support costs made we are now taking with partners to enable their work this year were: Africa 61.0%(2024: 52.8%), the Americas with individuals and communities to move away from a 17.9%(2024: 19.0%) and Asia 21.1% (2024: 28.2%). mindset of dependency on external support and to see f ’[“a] transformation last long into the future. A At the year end, total funds amounted to £2,593,415 ‘sustainability and climate change fund’ has been (2024: £2,536,998) reflecting the policy of the Board to designated to support this work. This will be used to

make grants towards initiatives that assist our partners and participants to build their capacity to be financially more resilient with reduced dependency on external funding. This may involve building the human resource capacity and asset base that will enable them to establish and run income-generating activities (and other fundraising activities) to provide reliable future income streams for their work, allowing us to progressively reduce their grants.

Recognising that as an organisation we wish, where possible, to respond to climate change, this “sustainability and climate change” fund will be made available to support our partners and project participants, who have a long-term plan for building the sustainability of their work, and who can benefit from a capital investment to support them, for example, to reduce their fossil fuel consumption by investing in solar power, or solar based income generating activities.

In 2024/25, we replaced our outdated customer relationship management (CRM) system. The costs were significantly less than we had forecast, with much of the work carried out by our own staff, reducing the need for external consultancy. The New Technology fund was used for these costs and is no longer required.

A positive outcome from the work of building the sustainability of the projects is that we are investing time and funds to develop and build a pipeline of new projects with current partners and new partners according to our new approach. We have found that we have been able to carry out this work without significant additional cost, incorporating trips to visit new projects in trips to existing projects and using resources already available to us. It has been recognised that the project development fund is no longer required but this vital work will continue.

Each year, the Trustees set aside sufficient reserves to ensure a balance between spending to meet the immediate needs of our programmes and protecting our future work, by allowing time to adjust to any unexpected operational challenges in our overseas work or to a large or unexpected reduction in the amount of income we receive.

The target level of reserves is between six and nine months of grant expenditure for projects funded from unrestricted giving, which equates to approximately £400,000. The charity has been able to maintain the planned level of reserves throughout the year. The basis for determining the target level of reserves is kept under review by the Trustees.

Free (or Operating) reserves, which is money available to the Trustees to run the charity on a day-to-day basis, at the year-end stood at £1,761,840. The Board has put in place a financial strategy to disburse the Acorn gift funds within the next 5-10 years.

Investment Policy

The Trustees have a general power to invest and disinvest the charity’s funds in furtherance of the Charity’s objects. The charity’s investment policy is reviewed annually by the Finance and Fundraising Committee with the objective being to maintain high liquidity while ensuring maximum security, meeting the ethical standards set by the Board and achieving a balance of capital growth and income. Funds available to meet grant payments are kept in short-term bank accounts so that payments can be made when required.

Rathbones act as our investment managers, managing the portfolio against the benchmark agreed by the Trustees in November 2017 of the WMA Income, ARC Charity Index and the Consumer Price Index (plus an appropriate return) over a current time horizon of 10 years.

The charity’s ethical investment policy specifically excludes companies whose principal business is in armaments, gambling, pornography, tobacco and alcoholic drinks, child labour and their exploitation.

Our portfolio holds a mixture of equities, fixed interest (gilts and bonds) and diversified assets as well as cash. We view the return to date as satisfactory and will continue to monitor performance against the benchmark and against the overall objective of generating an income return of up to £100,000 per annum.

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Annual Report and Financial Statements 2024-25 | 33

Compliance and Public Benefit

of Ireland (FRS 102) effective January 2019.

The board of Trustees of Project Possible presents its report with the financial statements for the year ended 31 March 2025, which are also prepared to meet the requirements for a Directors’ report and accounts for Companies Act purposes.

We have referred to the Charity Commission’s guidance on reporting on public benefit as we prepared this Annual Report. Project Possible and its partners work with forgotten communities of vulnerable and marginalised people around the world, and our public benefit is delivered through our focus on these needs, regardless of race, religion, ethnicity, ability, age, gender, sexuality or nationality. The Trustees ensure that the activities undertaken contribute to the aims and objectives of the charity and are therefore confident that Project Possible meets the public benefit requirements.

The financial statements have been prepared in accordance with the accounting policies set out later in this report and comply with the Charities Act 2011, the Companies Act 2006, Project Possible’s Memorandum and Articles of Association and Accounting and Reporting by Charities: Statement of Recommended Practice 2015, applicable to charities preparing their accounts in accordance with the Financial Reporting Standard in the UK and Republic

Structure, Governance and Management

encouraged to access the Charity Commission website for details of Trustee responsibilities, governance guidelines and legalities. An induction process has been devised to ensure new Board members become fully familiar with the workings of the Charity following their appointment and includes the opportunity to meet with the Chief Executive and other staff.

Organisation

The Trustees who served during the year ended 31 March 2025, who are also the directors for the purpose of Company law, are listed in the Reference section and are responsible for the governance of the Charity. None has any beneficial interest in the Company, all are members and each one guarantees to contribute £1 in the event of a winding up. They met on four regular occasions to formally discuss and progress the activities of the Charity and additionally met together regularly for prayer. The Board has established two subcommittees dealing with (a) International affairs and (b) Finance and Fundraising, which met between the formal meetings of the Trustees.

Grant making policy

Project Possible does not implement projects directly, it provides support, capacity building and grants to small and locally managed partners that are recognised, and government registered non-governmental organisations (NGOs). Our partners must meet minimum standards in terms of financial controls, reporting capacity, safeguarding and governance.

The Chief Executive is appointed by the Trustees to manage the day-to-day operations with delegated authority within terms approved by the Trustees. Trustees are appointed at General Meetings of the Charity following recommendations by existing Trustees. A third of directors are required to retire by rotation at each Annual General Meeting.

Grants are made by distributing donations received, usually on a quarterly basis, to partners who have submitted a proposal for funding and agreed the basis of a Partnership Agreement between them and the Charity. Project Possible partners are required to submit reports and budgets regularly to the Charity in order for ongoing grants to be made.

New Trustees are provided with details of the Charity’s Memorandum and Articles of Association, Trustee reports and financial statements and a full background on the Charity’s activities. They are also

The Chief Executive, with the Programmes and Partnerships Manager, will decide the number and

level of grants to be provided to the charity’s partners, based on the approved annual strategy and budget. The International Committee will review and approve the annual programme and any additional or urgent grant proposals identified by staff or the committee as requiring a higher level of governance scrutiny. The Finance and Fundraising committee also review the actual spend against Budget and are provided with A explanations on any financial variances.

Safeguarding

Part of our mission is to restore a sense of value and vocation to vulnerable people, and our Christian values commit us to treating everyone with dignity, care and respect. In order to keep all the people we reach through our work safe – partners, individual

beneficiaries, staff and volunteers - we have invested a significant effort in developing a set of safeguarding policies and implementing them via a strict set of systems to ensure that these are followed. A suite of tools and training materials have also been developed and we continue to revise and improve these as annual reviews are undertaken with our partners. The Board of Trustees receives a report on an annual basis and considers emerging best practice and guidance to ensure that good safeguarding practice is being embedded in our own and our partner’s organisations.

We actively encourage our staff, partners and members of communities in which we work to report safeguarding concerns and incidents should they occur, as well as to report any allegations of historic incidents they may become aware of.

Risk management

The Trustees have a risk management strategy which comprises:

• A regular (quarterly) Board review of the risks faced by the Charity; and

• established procedures to mitigate the risks identified.

The senior management team are responsible for ensuring that day-to-day risks are managed through agreed systems and procedures.

Risks identified include:

1) Movement of funds overseas - this is mitigated by using Convera (formerly Western Union), who are a leading worldwide provider and also by paying money

direct to the Project Possible Partners who submit . budgets and quarterly expenditure updates. 2) Use of funds overseas - this is mitigated by visits to the projects, Zoom/WhatsApp calls to gain updates and FF quarterly reports and expense budget analysis. Clear objectives are set on every project and budgets submitted prior to the commencement of the project for scrutiny.

• 3) IT system operation - information and files are stored on a secure cloud-based system and we have an IT support company who maintain the systems.

• 4) Data protection - our donor database is secured and is never shared with any other organisations and has a limited access, only used by key personnel.

• 5) Staff turnover and unfilled vacancies, particularly the challenge of recruiting fundraising staff – mitigated by actively seeking to recruit excellent staff.

The Trustees are satisfied that appropriate steps are being taken to manage these risks, and that sufficient procedures are in place to enable management and Trustees to assess the effectiveness of risk management.

Fundraising

Project Possible does not use professional fundraisers or commercial participators. The Charity nevertheless observes the relevant fundraising regulations and codes. During the year there was no non-compliance of these regulations and codes and Project Possible received no complaints relating to its fundraising practice.

Remuneration Policy and Performance Management

Project Possible seeks to pay all of its staff a fair and appropriate salary, while making sure it exercises good stewardship and has the ability to do so. Staff pay levels including that of the Chief Executive, are reviewed on an annual basis by the Board, which then endorses the overall annual pay settlement for all staff during the annual Budgeting Planning and Approval process.

We actively invest in the learning and self-development of our staff and ensure that Staff Performance Reviews identify these needs. Budget provision is made for this purpose.

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Trustees’ responsibilities in relation to the financial statements

The Trustees (who are the directors of Project Possible for the purposes of company law) are responsible for preparing the Annual Report and the Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial period which give a true and fair view of the affairs of the charitable company and of its incoming resources and application of resources, including the income and expenditure, of the charitable company for that period.

In preparing these financial statements, the Trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities Statement of Recommended Practice;

Statement as to disclosure to our auditors

In so far as the Trustees are aware:

There is no relevant audit information of which the charitable company’s auditors are unaware The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The Trustees are members of the charity, but this entitles them only to voting rights. The Trustees have no beneficial interest in the charity.

• make judgments and estimates that are reasonable and prudent;

• state whether UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The Trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and which enable them to ensure that the financial statements 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.

Auditor reappointment

In accordance with section 485 of the Companies Act 2006, Summers Morgan was reappointed as the charitable company’s auditors during the year and has expressed its willingness to continue in that capacity.

Approval

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

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Reference and Administrative Details

Project Possible is a company limited by guarantee and is registered with the Status Charities Commission for England and Wales. At first registration the organisation was named “Rope Charitable Trust”. This was changed to Project Possible in April 2021. Governing Document Project Possible is governed by its Memorandum and Articles of Association, first incorporated 10th March 1998 then amended by special resolution 11th December 2008 and amended again by special resolution 22nd April 2021. This second amendment was for the name change to Project Possible, and to bring some clauses into line with current employment legislation. Company Number 03524732 Charity Number 1069608

Registered Office and 3 Manor Courtyard Operational Address Hughenden Avenue High Wycombe HP13 5RE

Independent Auditor’s Report – To the Trustees of Project Possible

Opinion

We have audited the financial statements of Project possible (the ‘Charity’) for the year ended 31 March 2025 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and the notes to the financial statements, including a summary of significant accounting policies. 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 statements:

give a true and fair view of the state of the Charitable company’s affairs as at 31 March 2025 and of its incoming resources and application of resources, 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

Trustees	Trustee Name Philip Derbyshire (Chair from 28/01/2021 to 25/04/2024) Antony Houghton Kaye Lillycrop Jonathan Goldthorpe (Treasurer) (Chair from 25/04/2024 to present) Illia Djadi Andrew Patterson Ruth Hamption Kate Forbes	From 17/01/2014 09/01/2009 23/03/2018 05/05/2023 18/05/2023 25/04/2024 15/05/2025 06/11/2025	To 25/04/2024 Present Present Present Present Present Present Present

Chief Executive	Dave Pepper
Bankers	Lloyds Bank plc, 70-71 Cheapside, London EC2V 6EN
Investment Managers	Rathbone Investment Management, 8 Finsbury Circus, London EC2M 7AZ
Auditor	Summers Morgan – Chartered Accountants
	Sheraton House, Lower Road, Chorleywood WD3 5LH

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of financial statements section of our report. We are independent of the Charity 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 that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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 Charity’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.

Our responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.

Other information

The Trustees are responsible for the other information. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.

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In connection with our audit of the financial statements, our 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there 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

In the light of the knowledge and understanding of the Charity and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 require us to report to you if, in our opinion:

adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditors/audit-assurance/auditor-s-responsibilities-forthe-audit-of-the-fi. This description forms part of our auditor's report.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.

the financial statements are not in agreement with the accounting records; or

certain disclosures of Trustee’s remuneration specified by law are not made; or

we have not received all the information and explanations we require for our audit or

the Trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies’ exem

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

the information given in the Trustees’ report which is also the directors’ report for the purpose of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

the Trustees’ report has been prepared in accordance with applicable legal requirements. Responsibilities of Trustees As explained more fully in the statement of Trustees responsibilities, the Trustees, who are also the directors of the Charity for the purpose of company law, are responsible for the preparation of the financial statements and i for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is Va necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the Charity’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 the Trustees either intend to liquidate the Charity or to cease operations, or have no realistic alternative but to do so.

Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows:

the engagement partner ensured that the engagement team collectively had the appropriate competence, capabilities and skills to identify or recognise non-compliance with applicable laws and regulations;

we identified the laws and regulations applicable to the charitable company through discussions with trustees and other management, and from our knowledge and experience of the sector;

we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements or the operations of the charity, including the Companies Act 2006, the Charities Act 2011, taxation and employment legislation;

we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management and inspecting any reading the minutes of the board of the trustees; and

identified laws and regulations were communicated within the audit team and the team remained alert to instances of non-compliance throughout the audit.

We assessed the susceptibility of the charitable company’s financial statements to material misstatement, including obtaining an understanding of how fraud might occur, by:

making enquiries of management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud; and

considering the internal controls in place to mitigate risks of fraud and non-compliance with laws and regulations.

In response to the risk of irregularities and non-compliance with laws and regulations, we designed procedures which included, but were not limited to:

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agreeing financial statement disclosures to underlying supporting documentation;

reading the minutes of meetings of the board of trustees; and

enquiring of management as to actual and potential litigation and claims.

To address the risk of fraud through management bias and override of controls, we:

Statement of Financial Activities (including income and expenditure account)

performed analytical procedures to identify any unusual or unexpected relationships;

reviewed journal entries to identify unusual transactions;

tested the authorisation of expenditure as part of our substantive testing thereon; and

assessed whether judgements and assumptions made in determining the accounting estimates set out in the accounting policies were indicative of potential bias.

There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions, the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the members and management and the inspection of regulatory and legal correspondence, if any.

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Balance Sheet

Statement of Cash Flows (for the year ended 31 March 2025)

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1.5 Pensions

Notes to the financial statements

The Charity provides contributions to the personal pension funds of all staff. The pension costs charged in the financial statements represent the contributions payable by the Charity during the period.

Financial Activities when receivable and legal entitlement has been established and can be reliably measured. The value of services provided by volunteers has not been included in the financial statements because that value cannot be reasonably quantified in financial terms.

1. Accounting Policies

Project Possible is a private company limited by guarantee no. 3524732 incorporated in England and Wales. The registered office is 3 Manor Courtyard, Hughenden Avenue, High Wycombe, HP13 5RE. The company is registered with the Charity commission no. 1069608. The company was formerly named Rope Charitable Trust until it changed its name on the 16th June 2021.

1.6 Tangible fixed assets and depreciation

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:

Restricted funds are subject to specific conditions by donors on how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

Fittings - life of the lease, up to six years Equipment - Straight line over three years

1.1. Basis of preparation

Income tax recoverable in relation to donations received under Gift Aid is recognised at the time of the donation.

These accounts have been prepared in accordance with Accounting and Reporting for Charities: Statement of Recommended Practice, applicable to charities preparing their accounts in accordance with the Financial Reporting Standards for the UK and Republic of Ireland (FRS102) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charities Act 2011 and the Companies Act 2006.

1.7 Investments

Listed investments are stated at market value and other fixed asset investments are stated at maturity value which is their best estimate of their market value. Realised and unrealised gains and losses are reflected through the Statement of Financial Activities.

Legacies from a person’s death estate are recognised when we have been notified and probate has been granted before the year end, the estate has been finalised and the executors are able and ready to make the distribution.

1.4 Expenditure

Investments which mature within twelve months are

The accounts have been prepared in sterling, which is the functional currency of the Charity. Monetary amounts in the financial statements are rounded to the nearest £1.

included within current assets.

Support costs are allocated to individual charitable activities on a pro rata basis. Staff and related costs incurred in liaising with Project Possible partners abroad, reviewing claims for grants and assessing the effectiveness of grant making is allocated directly to individual charitable activities as set out in note 3 to the financial statements.

1.8 Fund accounting

The funds held by the Charity are:

The Charity meets the definition of a public benefit under FRS102. Assets and liabilities are initially recognised at historic cost or transaction value unless otherwise stated in the relevant accounting policy.

• Unrestricted general funds - these are funds which can be used in accordance with the objects of the Charity at the discretion of the Trustees; Unrestricted designated funds – these are funds set aside by the Trustees out of unrestricted general funds for the purposes noted in the financial statements; and Restricted funds - these are funds which can only be used for particular purposes within the objects of the Charity, usually to support particular projects or needs. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes. Gift Aid related to restricted donations is treated as restricted income.

Grants payable are recognised when paid, unless 1.2 Going concern there is an earlier unconditional obligation to make payments. Where the charity has made a firm In reaching the conclusion on application of the going commitment to provide grant funding to a concern basis, Trustees have had regard to the beneficiary over a number of years without cashflow and projections for the forthcoming 12 significant conditions attaching to the grant and the 4 ~ month period. The Trustees consider there are no commitment has been communicated directly to the material uncertainties about the charities ability to grant recipient, the charity recognises a constructive continue as a going concern. The Trustees have made obligation. The full amount of the commitment is this assessment in respect to a period of one year recognized as a grant in the SoFA and a provision from the date of approval of these accounts. made in the balance sheet for amounts unpaid at the f’[“a] restricted income. year end, apportioned between amounts due within 1.3 Incoming resources one year and after more than one year.

1.9 Cash and cash equivalents

Voluntary income is received by way of gifts and donations and is included in full in the Statement of

All expenditure is inclusive of irrecoverable VAT.

Cash and cash equivalents include cash in hand,

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deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

1.10 Financial instruments

The company only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost. As noted in 1.7 above investment realised and unrealised gains and losses are reflected through the Statement of Financial Activities.

1.11 Taxation

The Charity is not subject to Corporation Tax. It is entitled to claim from HM Revenue & Customs the tax associated with income received under Gift Aid.

1.12 Foreign currency transactions

Foreign currency transactions are translated to sterling at rates ruling at the date of the transaction.

1.13 Operating lease rentals

The costs of operating leases are charged to expenditure as they are due and payable.

1.14 Critical Accounting estimates and judgements

In the application of the charities accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

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Notes to the Accounts

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Will you be the spark? Every gift is a small beginning filled with possibility.

Inspired by the stories you have read?

To find out more about our transformative work and how to support us, visit projectpossible.org.uk or call our friendly team at 01494 433170.

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weareprojectpossible
Project Possible
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Contact us: a 3 Manor Courtyard, Hughenden Avenue, High Wycombe HP13 5RE

Tel: [phone] Email: [e-mail] Web: www.projectpossible.org.uk

Project Possible is a company limited by guarantee. Company No: 3524732. First registered at Companies House, Cardiff, March 1998. Registered Charity No: 1069608

We are fully compliant to the Code of Fundraising Practice.