OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2021-07-31-accounts

20 21

Annual Report PE OP LE ' S P AL ACE P ROJE CT S Company Limited by Guarantee

Photos: Gringo Cardia

1

TABLE OF CONTENTS oeooles ooloce ooojects Queen Mary University of London 01. Review of Developments. Activities & Achievements 02. Headline numbers 03. People 04. Project Activity 05. Partners & Funders 06. Social Media & Website development 07. Strategic Development 08. Structure. Governance & Management 09. Statement of Trustees, Responsibilities 10. Independent Auditor's Report to the Members of People's Palace Projects Financial Statements 11.

REVIEW OF DEVELOPMENTS, ACTIVITIES & ACHIEVEMENTS

2020-21 has been a year of unprecedented global challenges, from the immediate impacts of the COVID-19 pandemic (COVID) on the arts, vulnerable communities, healthcare provision and individual wellbeing, to the ongoing ravaging effects of climate change, to widespread instances of systemic racism, anti-immigration, xenophobia and violence.

Throughout it all, People’s Palace Projects' (PPP's) activity has been at the forefront of some of the most urgent social, political, and cultural issues facing communities, artists and researchers in the UK and across the globe. Our achievements this year reflect the growth, adaptably, and integrity of PPP as an organisation, its team members, and our global partnerships.

This has resulted in an increase in active funded projects (from 17 in 2019-20 to 29 in 2020-21). This has, in turn, seen a significant increase in our scholarly outputs, including publications and public events to promote research, global partnerships and networks, and impact at both local, national, and international levels.

Crucial to our development this year has been a willingness to embrace the creative potential of online working both within the core PPP team and on our projects with external partners and communities. Many of our creative research projects, for example, pivoted to online workshops that provided opportunities for creative expression, problem-solving, activism, advocacy, and connection during a time of isolation and uncertainty.

Beyond our artistic and research-led initiatives, this year PPP has mobilised its networks and audiences to provide vital, life-saving support to the Kuikuro people of the Xingu Indigenous Territories in Brazil. In a year where many borders and opportunities have been closed, we have been proud to see our ongoing collaboration with this and other global and UK communities grow stronger than ever, demonstrating the powerful, positive interventions that our work and arts and culture more broadly can continue to make.

As part of this work, we have expanded our mission to create new ways for artists and arts organisations to produce evidence to inform local, regional, and national decision-making in relation to the creative economy, mental health, and cultural heritage’s role in preventing natural disasters.

3

----- Start of picture text -----
Summary
----- End of picture text -----

Photo: Takumã Kuikuro

RESPONDING TO COVID-19

At the time of our last Annual Report, we – like so many in the arts, culture, and Higher Education sectors – hoped to be reporting on the seismic impact of COVID for the first and last time. Instead, 2020-21 has seen PPP continue to work almost entirely online since staff began working from home on Monday 16th March 2020. Restrictions were lifted in September 2021, when PPP staff began a hybrid mix of working in the office and working from home.

Structural Impact and Changes

PPP's depth of experience and agility in our international work, which served us so well in the initial months of adapting to remote working, have gone from strength to strength, becoming integral to the running of our core activities and our ability to sustain UK and international collaborations. As described in the Project Activities section below, it has also given us the opportunity to explore new and innovative ways of creating art together while apart. After last year’s initial investment, a further £1,578 (2019-20 £1,138) has been spent on providing IT and office equipment to all staff to make their home working environment safe and comfortable.

The UK Government’s introduction of its furlough scheme was welcomed by PPP. Although none of the core team were furloughed on a long-term basis, 14 members of staff were able to go on furlough. From April 2020 the Stages project had completed its work with its group of 30 asylum seekers, and the project director and coordinator were both put on furlough while new work was sought. Museum of Colour (MoC) was severely affected when cultural and heritage project funding pots closed to new entrants in 2020 as the sector sought to stabilize existing grantees: as a project of PPP, which was not itself in danger of insolvency, MoC was not eligible for Cultural Recovery Funding and its key staff had to be furloughed in 2020, delaying its strategic development. We are grateful to two funders in particular who have, together, invested in more than one phase of MoC’s work to enable the team to rebuild its momentum - Paul Hamlyn Foundation (£11,635 in 2020 for Respect Due Phase 1) and National Lottery Heritage Fund (£69,400 for Respect Due Phase 2).

4

Original photo: PPP archive.

Flexible furlough meant that employees could continue to do some work, secure in the knowledge that furlough was protecting their employment. This allowed PPP to furlough staff who were not able to work on funded projects, enabling us to employ new staff to support our seven COVID-related research projects. PPP will continue to make use of the furlough scheme until its cessation at the end of September 2021. PPP received £42,110 in 2020-21 (2019-20: £11,378).

Team meetings have continued to take place weekly via Zoom and offer a valued space to come together and reflect on how team members are coping with the realities of COVID in their immediate context, and its global aftershocks. Earlier in the year through the dialogues at these team meetings we identified that staff felt unable to take their holidays due to heavy workloads, and that a greater sense of urgency concerning the need to deliver this work was shared by many. To address this, all staff were given 3 extra days' holiday.

This ushered in a new organisational structure in which project teams were given more autonomy and no longer needed to communicate with the whole team on small operational details. This restructure was also precipitated by the success of PPP’s COVID emergency grants (UKRI funded research grants for research looking at impacts of Covid, 4 grants awarded to PPP for a total of £448,211 - Communicating through Covid, Heartbeat, Far Apart Latin America and Far Apart UK), which saw staffing requirements increase as a new team of employees were recruited and inducted.

We now divide our project teams into four ‘ocas’ – an Indigenous term that refers to a housing structure – each aligned with one of the four key areas of work outlined in the Project Activity section below.

Then, as the months of Zoom meetings continued to take their toll, a decision was made to reduce the number of whole-team meetings.

5

2020-21 HEADLINE NUMBERS 77% ACTIVITY AS ONLINE TURNOVER £1,167,87:7 1,250.000 1.000.000 750.000 500.000 PPP ENGAGED WITH 1,731 PEOPLIE IN AN EDUCATIONAL WORKSHOP, SE,MINAR OR TALIK 250,000 £°"/ WORKIED IN TEN COUNTRIES: ARGENTINA, BRAZIL, COLOMBIA. ENGLIAND, ITALIY, INDIA, P.AKISTAN, PERU, SCOTL,AND AND WALIES SH RED OUR RT WITH AN AUDIENCE OF 180,000 PEOPLE

----- Start of picture text -----
Summary
----- End of picture text -----

Image: PPP archive

Impact on Research Funding

PPP has worked closely with its Board throughout the year to continue to assess and respond to the impacts of COVID-19, particularly in relation to our major funded research projects. An economic downturn as a result of the pandemic led to a devastating cut in the UK government’s Official Development Assistance (ODA) budget. In March 2021, UK Research and Innovation (UKRI) sent a letter to all grant holders informing them of a £125m budget and a £120m gap between allocations and commitments, which in turn necessitated the reduction or termination of certain grants. This led to an immediate threat to funding for some of PPP’s research projects including MIDEQ (migration project in which we are partners on the Haiti/Brazil corridor), OLA (Building Resilience, mental health project in Latin America), PIECEs (mental health project in India/Pakistan), and Far Apart Latin America (project looking at the impact of COVID on arts organisations working with young people in Latin America). PPP's project grants are made up of core and project elements. Project elements fund project activity and core elements fund staffing posts.

Where project elements to grants are cut, PPP can reduce project activity but cuts to core project staffing costs are more damaging. This represented a risk to core funding, supporting the employment of PPP's staff team, of £13,040.

Cuts to project funding materialised for OLA and MIDEQ, but PPP did not suffer any cuts to core funding.

7

OUR INCOME, CASH FLOWS & RESERVES

Total Incoming Resources for the year: £1,167,877 (2019-20: £840,844).

PPP made a small surplus on unrestricted funds of £1,137 in 2020-21

(2019-21: (2,875).

Incoming and outgoing resources are explained in detail by project in note 13 to the financial statements which form the final part of this report. Much of the increase in activity was due to the COVID-19 pandemic.

----- Start of picture text -----
Donations
Donated Services from QMUL 0.3%
16.2%
Co-Production Income
3.2%
----- End of picture text -----

----- Start of picture text -----
Public Funding
78.5%
----- End of picture text -----

Public Trusts & Funding Foundations % increase % increase from 67% to from 0.4% 79% to 1.5%

Reserves

The charity’s unrestricted reserves at 31st July 2021 were £67,432 (2019-20: £66,295).

The charity’s reserves policy, reviewed annually, is to have sufficient free reserves to meet three months’ salary costs including the statutory entitlements of all permanent staff support costs set for the financial year 2020-2021 at a level of £59,547 (2019-20 £56,295). The charity has achieved this in 2020-21, with free reserves of £67,432 (2019-20: £66,295). Any additional unrestricted reserve is designated against arising risks or for seed corn investments in new work.

8

OUR EXPENDITURE

Total resources expended in the year: £1,098,630 (2019-20: £840,250).

----- Start of picture text -----
Donated Office Costs
5.8%
Direct Staff Costs
30.9%
Production & Technical
47.1%
Fees for Artists & Arts Practitioners
12.9%
----- End of picture text -----

----- Start of picture text -----
Travel costs down by 79%
(2020-21: £16,077, 2019-20: £74,841)
----- End of picture text -----

Core Funding

The core contributions of QMUL (in-kind support of £189,545 (2019-20: £196,957)) and Arts Council England (London) (2020-21 £132,145, 2019-20: £134,576) through its NPO grant were critical to PPP's organisational sustainability in this very difficult year. This stable base allowed the charity to manage the additional demands on our project teams and core staff.

Revenue funding from PPP's key core funder Arts Council England (London) has been confirmed until 31st March 2022 at £134,576 and the Arts Council is currently processing renewal applications from its portfolio for 2022-23. 9

PPP PEOPLE

T RUS TEE S

W HO S ERVED FOR THE FI NA NC IAL P E RIOD ENDI NG 31S T JU L Y 2 02 1:

A MY CA STERTON C HAI R

P E NNY GRE EN TRUS T EE

MAG GI E IN CH LEY TRUS T EE

SE NIO R MANAGE MENT T EAM

PAUL HERI TAGE ART IS TIC DI RECTOR & C HI EF EXEC UTI VE

ROSI E HU NT ER EXEC UTI VE DIRECTOR & DEP UT Y CE O

THIA GO JES US S E NI OR PROJ E CT M AN AGER

YULA ROC HA C OMM UN IC ATION S M ANA GER

POP PY S POW AGE RESEARC H & DEVE L OPM EN T A SS OC IATE

10

PPP PEOPLE (UK)

MICHAEL AMANING DARREN DOUGLAS THE VERBATIM THE VERBATIM FORMULA FORMULA

MOLLY MCPHEE SAM MOLONEY POSTDOCTORAL GENERAL MANAGER RESEARCHER

ALFIE KINGSNORTH SHALYCE THE VERBATIM LAWRENCE-BELL FORMULA THE VERBATIM FORMULA

GERMMA ORLEANSRENATA PEPPL THOMPSON PROJECT MANAGER MUSEUM OF COLOUR PROJECT COORDINATOR

HUSSINA RAJA THE VERBATIM FORMULA

PEDRO ROTHSTEIN PROJECT MANAGER

KALINA TODOROVA STAGES PROJECT MANAGER

SAMENUA SESHER MUSEUM OF COLOUR DIRECTOR

SHANA SWISS STAGES DIRECTOR

LEANDRO VALIATI ASSOCIATE RESEARCHER

11

PPP PEOPLE (BRAZIL)

The following people were employed by PPP's sister organisation in Brazil, PPPdoBrasil, to work on our collaborative research projects in Brazil and Latin America.

NATÁLIA AGUIAR RESEARCH ASSISTANT

BRENNO ERICK PROJECT MANAGER

GUSTAVO MÖLLER PROJECT MANAGER

MAYRA MOTA PROJECT COORDINATOR

ALINE NAVEGANTES PROJECT COORDINATOR

ESTER PINHEIRO COMMUNICATIONS ASSISTANT

MARIANA STEFFEN PROJECT MANAGER

12

PROJECT ACTIVITY

Despite the practical and financial challenges of COVID, from the UK to Latin America, to India and Pakistan, our work this year has continued to adapt and thrive. The introduction of the 'oca' structure has helped us to further refine the four key areas of our research and activity: Indigenous Exchange & Climate Action, Cultural Value & Heritage, Arts, Mental Health and Wellbeing, and Arts, Resistance & Transformation.

INDIGENOUS EXCHANGE & CLIMATE ACTION

Featured projects in this area include: OCA RED | Natural Future Museums | Indigenous Research Methods

Photo: Multiplicidade Festival

Since our first collaboration with filmmaker, researcher and activist Takumã Kuikuro in 2014, our partnership with the Indigenous communities of the Upper Xingu in the Brazilian Amazon has gone from strength to strength. This year, we continued to sustain our creative collaborations, showcasing the stories and knowledge of the Kuikuro people to audiences, stakeholders, and politicians from around the world, and established a global research network of Indigenous and non-Indigenous researchers. 13

Working in collaboration with ACASAGRINGOCARDIA studio, the first of our international exhibitions this year took the Brazilian Amazon to the heart of the 17th International Architecture Exhibition, La Biennale di Venezia (the Venice Biennale). Our immersive audiovisual installation, OCA RED, invites the world to connect to the Xingu way of life, celebrating Indigenous, communal ways of living in harmony with the earth, and sharing a vision for all our futures that recognises and empowers the voices and knowledge of Indigenous people in the fight against climate change.

----- Start of picture text -----
Photo: Myllena Araujo
----- End of picture text -----

Concurrently, PPP was one of eight entries selected to display work as part of the 'Reimagining Museums for Climate Action' exhibition, on display at Glasgow Science Centre from June-November 2021 when it will become part of the official ‘green zone’ for COP26, the United Nations’ Climate Change Conference. The result, Natural Future Museums, is a 13-minute film that draws from Takumã’s intimate archive of over 10 years of filmmaking in the Xingu Territory. It is a call for museums and cultural institutions to radically rethink their engagement with Indigenous communities in the Amazon as a critical part of the fight to protect our future from the climate crisis. 60,000 had visited the exhibition by the end of summer 2021.

In addition to previous grant funding from the AHRC, ESRC and GCRF, and QMUL Centre for Public Engagement, these projects were made possible by financial support from Queen Mary University of London’s (QMUL's) Impact Accelerator 14 Fund.

As part of our newly established Indigenous Research Methods network, this year PPP hosted two international webinars on Indigenous research methods on behalf of the ESRC/AHRC with participation from Indigenous and non-Indigenous researchers in 12 countries across four continents. This has led to the publication of nine short videos about Indigenous Research Methods on YouTube.

That these creative and research-led initiatives have continued – and will continue – despite the challenges posed by COVID is a huge success. However, we also recognised the urgent and important role that PPP could play in supporting these vulnerable communities in ways that go beyond our research to include life-saving support to during the pandemic.

As part of this effort, PPP led a collaboration between UK and US researchers and arts organisations to support the Kuikuro people of the Xingu through the provision of food and vital medical supplies in a safe, sustainable, and culturally sensitive way. The JustGiving

campaign established to collect donations raised a total of £35,964. This early, decisive action to support the community’s lockdown and avoid exposure to external contamination prevented the virus entering the Kuikuro villages for four months and made it possible for the community to create an appropriate health structure to treat confirmed cases within their own villages.

15

CULTURAL VALUE & HERITAGE

Featured projects in this area include: Museum of Colour’s Respect Due | Counting Culture | Roots of Resilience

This ongoing strand of work reflects PPP’s mission to work with people who face social injustice or are otherwise marginalised, and to find innovative, creative, and equitable ways of creating dialogue, celebrating culture, and effecting change for those communities.

Our partnership with the Museum of Colour (MoC) brings race to the forefront of our work in the UK, creating an online gallery to celebrate the cultural legacy of Britain's creative people of colour.

Last year, MoC launched its pilot gallery, People of Letters, a collaboration with Oxford University Gardens, Libraries, and Museums Group (GLAM). Following this, MoC was awarded funding by Paul Hamlyn Foundation for These Things Matter, also in partnership with GLAM, centring on an exhibition to open in late 2022 and tour during 2023.

A pause in the availability of project funding due to COVID interrupted MoC's fundraising strategy for 2020-21. However, a grant from Paul Hamlyn Foundation and funds raised via JustGiving enabled MoC to run a separate, timely project called Respect Due.

During 2020, it became clear that COVID was claiming the lives of people over the age of 70 at an alarming rate, with a disproportionately high death amongst people from African, Caribbean, and Asian backgrounds. Because these demographics pertain to many of the people featured in MoC’s galleries, the challenge of capturing interviews and images of creative elders became time critical. Respect Due's first featured profile, of poet and fabulist Suniti Namjoshi, was launched online in 2021.

The next stage of this project is being funded by National Lottery Heritage Fund. Now a CIC, but still being incubated by PPP, MoC’s continued organisational growth – despite the challenges of COVID – is a testament to the urgency and relevance of this work.

16

In line with PPP’s mission to measure the positive impact of culture, Dr Leandro Valiati of NECCULT (UFRGS) completed a two-year British Academy Newton Advanced Fellowship with PPP at QMUL with Paul Heritage from September 2018 - March 2021 (inclusive of COVID extension). During this time, Dr Valiati’s work focused on developing a research study, Counting Culture, on the British policy model for Creative Industries and undertaking a comparative analysis of the sectoral policy adopted by Brazil.

Despite considerable UK/Brazil investment in facilitating knowledge transfer in the area of the creative economy, very little attention has been paid to how the cultural industries in both countries address urgent social questions such as creating frameworks for equitable income distribution, reversing gender and ethnic exclusion, encouraging sustainable territorial socio-economic development and delivering short/long-term benefits to health and wellbeing. Counting Culture, therefore, focuses on mutual and shared learning opportunities between the UK and Brazil, looking beyond the unilateral replication of known models to seek new understandings about policies and practices in creative economy that deliver human and social development in fragile communities in both countries.

17

In Brazil, PPP’s ARHC funded Roots of Resilience focuses on one of the richest cultural, environmental, and historical regions of Brazil – Minas Gerais’s Quadrilátero Ferrífero (Iron Quadrangle), home to two UNESCO World Heritage towns and also the site of Brazil’s largest iron ore reserves. The region offers centuries of cultural history through its architecture, monuments, archaeological sites, culinary traditions, rituals, handcrafts, religious festivals, and natural resources. Despite this, its local communities, natural environment, and rich cultural heritage are at imminent risk from catastrophic natural and humanitarian disasters resulting from industrial mining. The closure of some of these sites due to recent major dam failures has not only contaminated of the environment, but also led to the loss of thousands of jobs, affecting directly or indirectly almost one million people. This 12-month pilot project is part of a joint initiative by DCMS and AHRC to address what it means to respond effectively to threats to cultural heritage (tangible and intangible) resulting from natural disasters and climate change, including local hazards such as dam failures.

The project aims to address the need for a broader assessment of the heritage value and cultural reference points present in the Brazil’s Iron Quadrangle to mitigate environmental risks and prevent further disasters. Furthermore, it explores the resilience of local communities and focuses on the creative potential of local artists and their traditional practices. Another key goal is to enhance the role of cultural heritage in political and educational agendas and influence decisions by policymakers. This community-based collaborative research project is being undertaken in partnership with the Inhotim Institute, Latin America’s largest outdoor art collection and one of Brazil’s most prestigious contemporary art galleries, serving as a cultural hub.

18

MENTAL HEALTH & WELLBEING

Featured projects in this area include: Building the Barricades | PIECEs | OLA: Building Resilience | Far Apart Latin America | Far Apart UK | Heartbeat | Communicating Through COVID | With One Voice |

PPP remains committed to exploring how the arts can respond to different kinds of urgent social crises. The arts and culture sector was hit hard by COVID all over the world, trigging mental distress particularly to young people. In 2020-21 PPP worked with a range of global partners to assess the impact of COVID on young people in Latin America and in the UK.

In Latin America, a region that accounts for 30% of all global COVID cases, art-based organisations committed to social transformation have shown to be quick to respond to these challenging circumstances. Far Apart Latin America worked with five such community-based organisations: Crear Vale La Pena in Buenos Aires, Argentina; Redes da Maré in Rio de Janeiro, Brazil; Fundación Nacional Batuta and La Familia Ayara, both in Bogotá, Colombia; and Teatro La Plaza in Lima, Peru. This 10-month research project aimed to understand how these community-based organisations adapted their activities and explore how these changes were experienced by arts workers and participants.

19

Far Apart UK similarly focuses on the impacts of COVID and its social restrictions, and how arts organisations in the UK have adapted their activities by using online platforms and other means to support the mental health of young people (aged 16-24). Combining semistructured interviews, surveys and artistic workshops, this project is due to run through to December 2021 and brings together PPP and the Unit for Social and Community Psychiatry at QMUL with five arts organisations in the UK: Battersea Arts Centre, Contact Theatre Manchester, National Theatre Wales, Dirty Protest Theatre, and Theatre Royal Stratford East.

Photo: Paula Siqueira

20

PPP’s partnership with QMUL’s Unit for Social and Community Psychiatry (USCP) led to a further three interdisciplinary projects (four in total), which either continued or started in this year: Building the Barricades (including Follow on Funding), OLA: Building Resilience, and PIECEs. These interdisciplinary projects have allowed us to bring psychiatric and arts expertise together in ways that allow us to measure the impact of this work in terms of improvements in mental health.

In Brazil, Building the Barricades focused on the impact of armed conflict and urban violence on the mental health and well-being of 140 thousand people living in Maré, one of the largest favela complexes in Rio de Janeiro. As part of this project, over the first five months of the COVID pandemic, six poets from Maré took part in creative writing workshops using digital platforms led by Paul Heritage and Welsh theatre director Catherine Paskell (Dirty Protest). These young artists collaboratively produced 'Becos' ('Alleyways'), an audio drama in four acts which is available on all podcast platforms. The story is about joy, opportunities, violence, racism and injustice and the resilience built by poor Brazilian communities every day; PPP is extraordinarily proud of this work.

As a continuation of this work, QMUL granted a further £5,000 from the Brazil Accelerator Fund to PPP for a case study of Manguinhos (Rio de Janeiro), working with FGV/FIOCRUZ, looking at cultural strategies as a tool for social inclusion of vulnerable populations in the field of public policies on mental disorders and drugs. 21

Similarly focused on the mental health of young people in Latin America, OLA: Building Resilience is a 5-year research project aiming to identify resilience factors that are linked to recovery from and/or prevention of mental distress among adolescents and young people living in Latin America. PPP is leading the arts activities which comprise one part of the study with the involvement of four of our Latin American partner organisations: Crear Vale La Pena (Buenos Aires, Argentina), Fundación Nacional Batuta (Bogotá, Colombia), La Familia Ayara (Bogotá, Colombia) and Teatro La Plaza (Lima, Peru). The wider project is also composed of a Randomised Controlled Trial (RCT) and a longitudinal study to be carried out by the USCP alongside three Latin American universities.

The initial arts activities of the project included a set of online workshops between August-September 2020 to address young people’s experiences of mental distress and the resources they access to overcome it. Workshops took place via Zoom, with each of the four partner arts organisations recruiting participants and conceiving their own workshop plans.

Photo: Elisangela Leite

A series of online meetings supported these workshops, with a strong exchange of information, expertise, and support between the partner organisations.

After the completion of this first stage of the project, arts activities within OLA paused and are expected to resume in mid-2022. However, recruitment and screening for the other core studies of the project continue, led by the USCP and partnering local universities. Far Apart Latin America was born directly from the exchange promoted within OLA in the face of the pandemic.

----- Start of picture text -----
22
----- End of picture text -----

Thanks to the strong networks it has established, OLA has generated several other projects and initiatives. Fundación Nacional Batuta and Crear Vale la Pena have partnered up for two actions: an international music video promoting peace (led by Batuta) and membership of International Teaching Artists Collaborative association (ITAC). Teatro La Plaza, in turn, has developed a whole area of work dedicated to conducting research projects, mainly due to their involvement with PPP.

23

The final collaborative project jointly developed with USCP expanded our global reach to Pakistan and India and included new, local collaborators: Schizophrenia Research Foundation (SCARF – Chennai, India) and International Research and Development (IRD – Karachi, Pakistan).

----- Start of picture text -----
Photo: Ather Jehania
----- End of picture text -----

PIECEs (Pakistan and India: Enhancing the Effectiveness of Community-based care), involves testing and adapting a low-cost app DIALOG+ (developed by USCP’s Professor Stefan Priebe), exploring how it can be used to benefit people with psychosis in India and Pakistan. As part of this work, PPP led participatory arts work with local partner organisations in India and Pakistan to better understand and improve the lives and wellbeing of people with psychosis. These arts interventions have engaged local communities, opening up important conversations about mental illness.

----- Start of picture text -----
Image: PPP archive
----- End of picture text -----

Returning to our collaborators in Latin America, PPP’s relationship with Teatro La Plaza (Lima, Peru) was further strengthened through a further AHRC funded project, Heartbeat, that brought together UK-based Flute Theatre Company and La Plaza to create a new collaborative version of Shakespeare’s 'The Tempest' for young people on the autistic spectrum. This work was delivered online in participatory workshops in SeptemberNovember 2020 and February-July 2021. We are delighted that this project has been funded by the AHRC via its Disability Under Siege GCRF programme. 24

A further AHRC-funded project, Communicating Through COVID, directly sought to address the challenges faced by NHS workers in the UK. Awarded to Clod Ensemble’s Artistic Director, Dr Suzy Willson, PPP is a proud partner organisation on this important project that explores creative ways to help doctors and other healthcare professionals communicate with patients whilst wearing Personal Protection Equipment (PPE).

Photo: PPP archive

25

As the projects listed above attest, the challenges of communicating, gathering, creating and enduring during COVID have been widespread and keenly felt by many. One of our ongoing projects, With One Voice, has experienced particular challenges with regards to its central activity: singing as a choir. While communal singing is still not recommended during COVID in Brazil, our community groups are continuing to meet for creative sessions of percussion, photography, poetry writing, and movement and funds have been guaranteed to continue this work until the end of the year. Despite this time of global uncertainty, our partnerships with the Museum of Tomorrow and Rio de Janeiro City Council to deliver workshop sessions for all 28 choir members have also continued.

Photo: Paulo Cesar de Almeida

26

RESISTANCE & TRANSFORMATION

Featured projects in this area include: Social media takeovers | The Verbatim Formula: Cradle of Learning | Stages (including Stage 3) | Violence Against Women and Girls

PPP’s ongoing mission is to bring artists, activists, academics, and audiences together for projects that address a wide range of social justice and human rights issues. We want to make changes not just to people’s lives, but also to public policy, and to add our voice to wider social, political, and cultural movements that are calling for radical change and a more equitable, inclusive and just world.

For example, in the wake of global outrage following the murder of George Floyd and the efforts of the Black Lives Matter movement, PPP published a statement on our website (active between 9-30 June 2020), with a further plan outlining the steps we as an organisation are committed to taking in the future (available on our website). In both statements, we re-commit ourselves to challenge and fight against all forms of structural and institutional racism and discrimination, and to work in and through our projects for the dignity, safety, liberty, and self-determination for people who experience discrimination, inequality and intersecting inequalities, particularly Black, Asian, Indigenous, Deaf and disabled people, women and girls, trans and Queer people.

In acknowledging our weaknesses, keeping ourselves accountable, engaging in listening more, taking simple, immediate steps towards change, we continue to strive for a different future, both as an organisation and for many of our partners, participants, and collaborators. Part of this work has involved using our platforms and resources to continue to amplify marginalised voices. In October 2020, for example, we undertook a radical revision of our communication strategies, commissioning Black artists from the UK and Brazil to take over our social media channels at regular intervals. This has been key to encouraging new and more diverse audiences for our work, and that better reflects our networks of collaborators, team members, and QMUL’s students and staff community.

27

Many of our recent and long-standing projects continue to advocate for and work in support of marginalised communities in the UK and the Global South. Through the growth of the Museum of Colour, we continue our commitment to equity and fairness for underrepresented artists within the British cultural and heritage sectors. This year, we also initiated a new research project addressing violence against women and girls – funded by QMUL's Brazil Accelerator Fund – which explores dignity as a form of resilience.

The Verbatim Formula (TVF), a participatory applied arts research project which aims to change public policy in the UK around how we look after children within the care system, first began in 2015 funded by QMUL’s Access funds. A three-year AHRC research grant was then awarded in 2017, which was given an extension in 2020 to be completed during 202021. Using verbatim theatre and other creative methodologies, TVF centres young people’s voices to develop their sense of confidence and security, and work with them as creative evaluators of the services that are responsible for their education, care and wellbeing. The team has since been commissioned and partnered by local authorities, universities in England and Scotland, to run creative verbatim workshops. The need for engaged listening, particularly to the voices of young people, has become even more urgent in the context of COVID-19. In response, TVF worked with QMUL students who had been locked down on campus at the beginning of the pandemic, working with a poet to produce their own poetry about how it felt to be locked down at university.

28

----- Start of picture text -----
Photos: PPP archive
----- End of picture text -----

This year, TVF has welcomed the opportunity to engage with a new collaborating organisation, Articulate, a charity based in Glasgow which supports arts access and participation for children, young people and adults who are least likely to engage in creative activity, or who face significant barriers to taking part, and yet have the greatest potential to benefit from doing so.

Articulate contacted the TVF team for a collaborative project with a group of young people, called A Cradle of Learning, which was funded by QMUL’s HSS Fund and was a great success. Workshops with care-experienced participants took place in-person in COVID-secure spaces in May 2021 (which involved a comprehensive risk assessment process approved by QMUL and Articulate).

QMUL then asked the TVF team (including two young people acting as facilitators) to help plan and run its careers day in July 2021, in order to improve its offer to young people who have care experience, and to encourage them to apply to QMUL to study.

29

Photo: PPP archive

Stages brings together theatre directors and their local communities to inspire a passion for activism in young people through participatory theatre. These interactive performances reflect local realities and are influenced by the ‘Ten Stages of Genocide.’ The activities in 2020-2021 were funded primarily by the Peace Development Fund, and project team members were also able to be furloughed during periods when the work could not continue. Fundraising activities for this project will resume in 2021-22.

Stages continued its support and creative engagement with Stage 3 Company through online meetings and smaller group meetings throughout the pandemic. This group of (former) QMUL students became an Associate Company at PPP, engaged in peer mentoring, collaborated on an open-source Theatre for Social Change Toolkit), and used their creative practice to amplify and extend the activism inspired by commemorating events. Stage 3 Company was shortlisted for a QMUL Public Engagement Award in the Interact category in June 2021.

Several of our regular project facilitators were able to be furloughed during parts of 2020-21. This was especially valuable to individuals including young artists, who did not always have other work to fall back on between funded phases of projects.

30

PARTNERS AND FUNDERS As always. the breadth. quality. and impact of our work this year has been enabled and sustained by our key partnerships. This year, these partnerships were especially critical.. the challenges of COVID were acute. but when we couldn't physically be there. often our partners could. We, in turn, have striven to support our partners both to face current challenges, and to achieve their long-term goals. Redes de Desenvolvimento da Maré. a civil society institution. is the result of a long-term engagement of its founders with the community movement in the Maré complex of favelas. in the city of Rio de Janeiro. PPP has worked with Dr Eliana Sousa Silva. Director of Redes dam ré. since 015. As a result of this partnership over a long period of time, we hove collaborated on a series of interdisciplinary research projects across countries, financed by UKRI, and focusing on the development chollenges within Mare, including surveys related to public safety issues, gender-based violence and the creative economy in peripheral areas of Rio de Janeiro. Redes da Mare is the main centre for the research project Building the Borricades. The realization of this wide range of projects has allowed Redes da Mare to develop new partnerships and ongoing collaborations - for example, the Brazilian version of the 'Women of the World, Festival IWOWI - which would not have been possible without the support and facilitation of Professor Poul Heritage and the People's Polace Projects team. Our collaboration hos allowed Redes da Mare to not only collect data but also anolyse and interpret it, enobling us to influence the creation of public policies and social development initiatives that benef it the local community. For example, based on the work developed in the Relative Values project, we were able to seeure an investment by Funda*ao Itau Cultural to create a cultural resilience program for cultural initiatives in response to COVID-19 in Maré. In addition, we used data generated from our collaboration with Professor Heritage, on the effects of police actions in Maré, as evidence to secure an injunction requiring the police to implement a set of safety protocols before making armed incursions into the Maré favelas. DR ELIANA SOUSA SILVA DIRECTOR. REDES DA MARÉ 31

P A R T N E R S A N D F U N D E R S

The Museum of Colour CIC (MoC) is a heritage and creativity social enterprise currently incubated at People’s Palace Projects. It is building a digital museum to explore the contribution made by people of colour to the nation's culture, specifically in film, television and the arts from 1766 – 2016.

32

PARTNERS AND FUNDERS QJ Queen Mary University of London 66 'The ongoing collaboration behveen People's Palace Projects (PPP) and the Kuikuro Indigenous Association of the Upper Xingu (AIKAX) represents the Queen Mary ethos at its very best. In fulf ilment of our strategy, the project has created new partnerships befvleen a diverse community of scholars, both Indigenous and non- Indigenous. These unique collaborations have, in turn, created new narratives about the importance of the arts in addressing urgent questions of socio-economic development., PROFESSOR ANDREW LIVINGSTON VICE-PRINCIPAL IRESEARCHI, QMUL 99

P A R T N E R S A N D F U N D E R S

AIKAX (Kuikuro Indigenous Association of the Upper Xingu) is a local institution from the Xingu region in Brazil that carries out extensive work on documenting and valuing the Kuikuro intangible heritage.

34

The Board would like to express its deep gratitude to those organisations that generously support PPP’s work and to thank the following funders and partners who made our work possible:

35

ANNUAL TOTAL ENGAGEMENT In an increasingly digital world, a dynamic. accessible and mobile-compatible website is essential for a ny organisation. This year has impressed upon us the need to cultivate an online presence across our website and social media accounts that is a true reflection of the dynamic work we produce and which communicates the evolving story of our work and practice. 1,973 (+231) In addition to increasing our presence on social media platforms, our Communications Manager has prioritised creating a new website with better and more intuitive navigation. beautiful visuals and a new narrative. The process of creating this new online presence has also afforded us a moment to look back and reflect on the 3A61 (+175) 1,963 (+801) history of PPP, on what has been achieved since it was established and what our future ambitions are as we approach our 25-year anniversary. Tube YoufjD 280 (+Mb) The website presents PPP'S four main strands of work.. Indigenous Exchange and Climate Action., Cultural Value and Heritage,. Arts, Mental Health and Wellbeing., and Arts, Resistance and Transformation. in 441 (+441) Our hope is that by reflecting upon and i nvesting i n the digital platforms we use to tell our story. we will be able to fully capitalise on this significant landmark in our organisation's history next year.

STRATEGIC DEVELOPMENT

PPP is an arts charity which undertakes practice-based research to advance the practice and understanding of art and social justice. In particular, it uses the medium of theatre and performance to promote social welfare and to facilitate development projects for the benefit of the public, whether directly or partnership with governmental organisations and others.

Our mission is to channel the power of the arts to enrich lives through cultural projects, enquiry, and advocacy. Our work is rooted in a belief in the capacity of people to discover positive transformation through art and is based on a strong commitment to social justice. Focusing on participants and communities perceived as being at risk or on social

peripheries, it works to strengthen opportunities for people to lead creative and expressive lives.

The main aims adopted by PPP to achieve its charitable objects are:

37

STRATEGIC DEVELOPMENT

To realise its aims, PPP's strategies and objectives are:

to focus activities on a diversity of participants and audiences;

38

STRATEGIC DEVELOPMENT

FUNDRAISING

In 2020-2021 we continued our investment in PPP’s fundraising capacity, with a dedicated part-time Research Grants Coordinator (Cat Fallow) and Research Development Associate (Poppy Spowage). Throughout the year this small team supported the Executive and Artistic Director in making the most of fundraising opportunities, which were particularly prolific in regard to UK research funding due to the ongoing COVID-19 situation.

Throughout the year PPP submitted 18 grant applications. This resulted in a total of £540,339 funding to support 10 new projects. The particularly high success rate is testament to this strategic investment made, which has enabled PPP to grow exponentially despite a very uncertain funding context. Currently, a Future Leaders Fellowship application (£1,388,676) and a NIHR Global Mental Health Research Unit application (£7,242,403) submitted with Stefan Priebe and Victoria Bird are still under consideration alongside various smaller funds.

INCOME GENERATION

PPP has traditionally had four main income streams: research grants, Arts Council England and other public funds such as local councils, earned income in the shape of production fees/contributions, and Trusts & Foundation funding.

During the pandemic, PPP has been able to reshape project plans and maintain financial stability without recourse to Cultural Recovery Funding to date. Earned income from production & consultancy fees has naturally declined, but PPP countered this with a strategic investment from reserves in research grant writing that enabled us to raise grants supporting five new projects beginning from December 2021. PPP’s established area of expertise in working with Indigenous people also enabled us to raise two grants to support this area of work (both led by our sister organisation, PPPdoBrasil).

PPP ensures that its portfolio of arts activities funded by Arts Council England are carried out to a high standard of quality and engagement. PPP continues to enjoy an excellent relationship with Arts Council England and was recently assessed as making a 'Strong' contribution to ACE's Creative Case for Diversity.

Trust and Foundation grants have become even more competitive. We are delighted to have secured several key grants to advance the work of Museum of Colour during 2021-22 and 2022-23. Funders have recognized the importance of Museum of Colour’s mission and the high quality of the work it has produced so far.

PPP’s trustees assess our income generation against target on a quarterly basis.

39

STRATEGIC DEVELOPMENT

DEVELOPING BUSINESS MODELS

PPP’s increasing competence in making successful funding bids to research councils – particularly cross-departmental and interdiscipinary bids – has given us an opportunity to develop our capacity to support and partner with other academics. As UK Higher Education Institutions find themselves under increased financial pressure, many are developing incentives for their academics to raise research funds; PPP sees this as an opportunity to generate income in future years.

Alongside this, PPP is also conscious of additional funding opportunities specific to particular projects. For example, The Verbatim Formula (TVF) has continued to generate income from local authorities and other universities to run its Verbatim toolkit to enable better listening. This toolkit is flexible, versatile, and proving popular, and we aim to make this project self-sufficient as an income generating model, able to fund staff to run the scheme. This reflects the successful model and processes which have developed and continue to sustain the Museum of Colour. The latter was incorporated as a Community Interest Company on 22nd July 2020.

40

STRATEGIC DEVELOPMENT

CULTURE DECLARES EMERGENCY

Since its foundation, People’s Palace Projects has investigated how people from fragile territories transform their worlds through creativity and the arts.

The climate crisis is a defining moment in history. We can no longer afford to frame specific contexts as isolated worlds, disconnected from one another.

The harsh realities that our partner artists and community organisations are fighting to transform, in urban or rural settings, in Brazil, in the UK, and in many countries around the world, do not result from social and economic inequalities alone. They are also tangible consequences of environmental policies. Environmental injustice impacts lower-income communities the most and makes them even more vulnerable to the climate crisis. Social justice and environmental justice are indivisible to achieve a far-reaching systemic change, and PPP strongly believes the cultural sector has an essential role in effecting the change we need to achieve sustainable development. Our declaration of a Climate and Ecological Emergency is just the beginning of our commitment to rethink how we operate locally and globally, our systems, structures, values, partnerships and projects, and how we can support and inspire artists, communities and cultural organisations to respond to one of the greatest challenges of our time.

Our Environmental Policy and Action Plan has become a central pillar in our organisational planning. Going forwards, PPP project managers will monitor and plan for the carbon use of their projects as part of their project planning.

41

STRATEGIC DEVELOPMENT

HOW DO WE MEASURE SUCCESS?

PPP is a reflective organisation, whether that be as part of a specific project, partnership, initiative, or as a whole. We believe that a commitment to organisational self-reflection not only enhances and improves our working practices across all areas, but gives our projects the strongest chance of success at every stage, from initial conception, to securing funding, to administration and execution.

We use various methods to assess our performance, including external evaluation and internal evaluation, feedback from partners and participants, and clear, effective financial management. We have also developed a set of Key Performance Indicators (KPIs) in collaboration with Arts Council England, and use these to monitor performance on a regular basis, with PPP’s Board monitoring performance directly against KPIs annually. For an excerpt from our SMART objectives document that illustrates how we use the KPIs and how we report to Arts Council England, please see Appendix 1.

PPP’s business model is such that Arts Council England pays for 2.6 staff members. All other staff are paid for by project funding. Recovering core costs from project funding is a key goal for any arts charity. Our position based within a Higher Education Institution, QMUL, and led by a QMUL Drama researcher means that PPP is in the fortunate position of being able to access research grants, which fund staff members to increase the team.

The most important measure of financial success at PPP is the unrestricted reserve balance. The Board monitors the unrestricted balance on a quarterly basis to ensure that PPP remains a going concern. As noted earlier in this report, PPP has an excellent relationship with Arts Council England and has no reason to fear any cut to its core funding. This does not, however, make us complacent and we try to develop ways to diversify our income streams, such as fundraising consultancy, and drama workshops using verbatim theatre techniques, which we have used over several years with great impact.

42

STRUCTURE, GOVERNANCE AND MANAGEMENT

GOVERNANCE

People’s Palace Projects (referred to subsequently as PPP) is a registered charity and a company limited by guarantee. It is governed by its Memorandum & Articles of Association dated 27th January 1999. Queen Mary University of London (QMUL) is the sole member of the charity.

Reference and administrative information

Company registration number: 03705562 Charity registration number: 1085607 Registered address and principal office: Queen Mary University of London, 327 Mile End Road, London, E1 4NS

ORGANISATIONAL STRUCTURE

The Board of Trustees sets the charity’s main policies and strategic objectives, including approving the Business Plan, which was refreshed during the year reported on. The Board normally meets two to four times a year to receive reports from senior staff, review financial and other performance against objectives, and approve future plans and annual and project budgets. Trustees delegate the day-to-day management and operation of PPP to its paid staff, who make approaches, commitments, and decisions on future projects in line with agreed strategic objectives.

The charity has offices in the UK, based in the Arts Research Centre at QMUL’s Mile End campus. The offices and most of the charity’s infrastructure costs are provided without charge by QMUL. The close association with QMUL, especially its significant cash and inkind support, is vital to the charity’s ability to operate in its current manner towards its charitable objectives, undertaking high quality practice-based arts research and delivering public engagement and knowledge exchange outcomes. The salary of the charity’s Artistic Director and Chief Executive, Professor Paul Heritage, is paid by his employer, QMUL; in 2019-20 Paul’s teaching replacement was confirmed as a permanent post.

During the main part of the year reported on, the charity had two full-time employees (Executive Director and Project Manager) and three part-time employees (General Manager, Communications Manager and Research & Development Associate). It employed key freelancers and short term employed staff, such as project managers, project coordinators, research assistants, consultants, and ad hoc support, as required.

Reflecting its commitment to social justice, the charity meets the requirements of a Living Wage Employer and has regard to the wage differential between its highest and lowest paid employees, a figure which is reported regularly to the Board. Occasionally, short-term (under eight weeks) volunteering opportunities are offered unpaid. There were no voluntary positions in 2020-21.

43

STRUCTURE, GOVERNANCE AND MANAGEMENT

RELATED PARTIES

PPP is a charitable subsidiary of QMUL, which is an Exempt Charity and the sole Member of People’s Palace Projects; Professor Penny Green is the representative of QMUL at General Meetings. The charity’s Artistic Director/Chief Executive and two trustees (Professor Penny Green and Dr Margaret Inchley) are employees of QMUL. The parent charity provides PPP with essential support via the in-kind provision of office and administrative facilities, services, accounting support and audit costs. It also gives financial support to PPP at various times through a number of funds. No financial remissions are made by PPP to QMUL other than reimbursements for expenditure incurred by QMUL on PPP’s behalf (e.g., reimbursements for internal catering supplies, event portering etc.). The practice-based research undertaken at PPP was submitted for quality assessment in the Research Excellence Framework 2021 (previously submitted in 2014) and an Impact Case Study submitted on Paul Heritage's research as part of QMUL’s institutional submission.

Paul Heritage is an Associate Professor at the Institute of Population Health Sciences, QMUL, a member of AHRC’s Strategic ODA Peer Review College, and a member of AHRC GCRF Strategic Advisory Group.

People’s Palace Projects is recognised by QMUL’s Centre for Public Engagement as a flagship for engagement activities within the College. It received both the Influence Award (for The Verbatim Formula) and the Lucy Hawking Award for Developed Understanding of Public Engagement at the 2017 QMUL Public Engagement and Enterprise Awards, and the Alliance Award for Impact in 2021 for their work with the Kuikuro Indigenous Association of the Upper Xingu (Brazil) raising urgently needed funds to provide infrastructure, food and vital medical support to the Kuikuro people affected by COVID-19.

Paul Heritage is Executive Director of People’s Palace Projects do Brasil, a separate NGO established in Brazil. People’s Palace Projects do Brasil has no constitutional link to People’s Palace Projects, but has similar aims and objectives; a bilingual Partnership Agreement signed in 2012 sets a framework for the two organisations to carry out joint actions aimed at promoting exchange between Brazil and the UK and developing joint cultural projects, such as With One Voice/Uma Só Voz and Building the Barricades.

During the year reported on, Rosie Hunter, Executive Director, was a Trustee of Invisible Palace, a local charitable arts organisation in South London and a Director of Museum of Colour CIC, along with Samenua Sesher, MoC Founder and Director, and Germma OrleansThompson.

The Charity’s Memorandum & Articles of Association permit it to engage Trustees for work which needs to be carried out, and at no more than a normal market rate; not more than half of the Trustees may be engaged in this way, and no Trustee may vote on any matter connected with their engagement or remuneration. No Trustee was paid a fee for work carried out for the Charity during this year (2019-20: £0).

44

STRUCTURE, GOVERNANCE AND MANAGEMENT

TRUSTEES’ OTHER INTERESTS

Professor Penny Green – (none)

Catrin John – Trustee, Daedalus Theatre Company; Director, 16 Barry Road (Dulwich) Management Limited

Dr Margaret Josephine Inchley – Director, Comedians Theatre Company Limited Amy Casterton – (Director, Graviola Limited, Executive Director, Homes England)

Arts Council England London is sent copies of Board papers, and is permitted to observe Board Meetings on an occasional basis, but does not appoint a trustee.

RISK MANAGEMENT

The Trustees review the major risks to which the charity is exposed at least annually as part of the following year’s budgeting process. Risks of a changing nature, or pertinent to specific projects, are reported and discussed quarterly at Board meetings. Trustees agree actions, systems and procedures to mitigate these risks, and monitor the staff’s progress on agreed actions. PPP assigns each risk a number, based on the likelihood of the risk

occurring and the impact if the risk were to occur. A maximum score would be 25. Any risks over 20 place the risk into a red category (green: low risk, amber: medium risk and red: high risk).

After mitigation, none of PPP's risk are categorised as red. The main risk this year has been Covid, as discussed below.

COVID-19 RISK MANAGEMENT

2020-21 has introduced a new level of risk to the organisation and its partners. PPP’s trustees and executive met on 6th March 2020 at its London office. The pandemic was looming. A COVID-specific risk assessment was discussed, which identified a series of risks.

Of these, three key risks were identified: risk of infection to Takumã or Yamalui Kuikuro via travel to London/Venice; the risk of onward transmission to Indigenous Kuikuro people if Takumã or Yamalui Kuikuro were infected due to low immunity; and the risk of a COVID outbreak in a key area leading to research being delayed (e.g., Maré fieldwork interviews) or major events being cancelled or delayed (Venice Biennale, Multiplicidade Festival).

Any plans for Takumã or Yamalui to travel outside of their village were quickly cancelled. The organisers of the Venice Biennale chose to postpone. For projects in Maré, the work was interrogated with our partners and funders. Of these projects, the most affected in terms of adapting its research methods and focus in response to COVID was Building the Barricades.

45

STRUCTURE, GOVERNANCE AND MANAGEMENT

As discussed in the Project Activity section of this report, Building the Barricades is an international research project aiming to understand the impact of armed conflict on the mental health and wellbeing of people living in the Complex of Maré, a conglomeration of 16 peripheral communities in Rio de Janeiro with a population of over 140,000 people. In the absence of funding or state structures to develop, evaluate and maintain complex mental health interventions in peripheral communities subject to multiple stress factors (socio-economic exclusion, high levels of violence, limited access to cultural networks and institutions, etc), civil society organisations utilise existing personal, social and cultural resources.

Led by People's Palace Projects, Queen Mary University of London, Redes da Maré, Federal University of Rio de Janeiro and Federal University of Rio Grande do Sul, the project has been partly reframed to adapt and respond to the immediate actions related to the COVID19 pandemic, implementing new sub-studies that respond to the current situation in the territory, and also supporting organisation Redes da Maré while they act on the front line supporting the most vulnerable members of the Maré community:

The following changes took place:

46

STRUCTURE, GOVERNANCE AND MANAGEMENT

PPP DO BRASIL & CASA RIO

Paul Heritage is Executive Director of People’s Palace Projects do Brasil, a separate NGO established in Brazil. People’s Palace Projects do Brasil has no constitutional link to People’s Palace Projects, but has similar aims and objectives, and the two organisations regularly work on joint projects under a bilingual Partnership Agreement signed in 2012.

Casa Rio is PPP do Brasil’s artistic residency centre in Rio de Janeiro. It is also Paul Heritage’s base when he is in Brazil undertaking research work. It would be detrimental to PPP UK if Casa Rio were to shut down permanently.

On 13th March, the State Culture Secretary for Rio de Janeiro announced the closure of all its venues as part of the COVID-19 lockdown. The 3 month-contract for PPP do Brasil to carry on managing Casa Rio due to expire on 11th June 2020 has been automatically extended and PPPdoBrasil's General Manager has requested a formalization of this and the signing of a new contract. The launch of the Public Call is planned for after the end of the lockdown. PPP do Brasil plans to apply and hopes to run Casa Rio for another 3 years.

PPPUK provided a sum of £1,600 to support Paul’s ongoing accommodation needs in Brazil to ensure he was able to supervise PPPUK’s research project commitments, which he continued to do despite the lockdown, running meetings and workshops online from Casa Rio.

47

STATEMENT OF TRUSTEES' RESPONSIBILITIES

The Trustees (who are also Directors of People’s Palace Projects, a company limited by guarantee for the purposes of company law) are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including FRS 102 'The Financial Reporting Standard applicable in the UK and Ireland'.

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the 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:

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and 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.

In so far as the Trustees are aware:

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.

48

STATEMENT OF TRUSTEES, RESPONSIBILITIES GOING CONCERN STATEMENT The charity continues to receive the support of Queen Mary. University of Londo specifically the English and Drama department. The contribution made by PPP is recognised by the wider University in both preparations for the Research Excellence Framework and in extensive publicity material. PPP is a one of the National Portfolio Organisations funded by the Arts Council until March 2022 which provides a guarantee of funding for core costs. Because of the Covid emergency the current NPO program of support for organisations in the existing Portfolio has been extended to March 2023. After making appropriate enquiries, and based on cash flow forecasts covering the 12 months from the signing of the accounts. and reviewing the Charity's and project funder response to the Covid pandemic. the Trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future and that current projects will continue to receive support from funders despite any delays caused by the pandemic. For these reasons. they continue to adopt a going concern basis. INDEPENDENT AUDITOR The contract to provide audit services to QMUL. the Ultimate Parent. and its subsidiaries has been appointed to BDO for 2021-22. Approvedlauthorised for issue by the board of directors on 5th April 2022 and signed on behalf of the directors by Ms. Amy Casterton Trustee Dr. Margaret Inchley Trustee.

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF PEOPLE'S PALACE PROJECTS

Opinion

In our opinion the financial statements of People’s Palace Project (the ‘charitable company’:

·give a true and fair view of the state of the charitable company’s affairs as at 31 July 2021 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

have been prepared in accordance with the requirements of the Companies Act 2006.

We have audited the financial statements which comprise:

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).

Basis for opinion

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 the financial statements section of our report.

We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the Financial Reporting Council’s (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 charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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 other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other

50

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF PEOPLE'S PALACE PROJECTS

information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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 course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude 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.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purpose of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

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 FRC’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Extent to which the audit was considered capable of detecting irregularities, including fraud 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.

We considered the nature of the charitable company’s industry and its control environment, and reviewed the charitable company’s documentation of their policies and procedures relating to fraud and compliance with laws and regulations. We also enquired of management about their own identification and assessment of the risks of irregularities.

51

INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF PEOPLE'S PALACE PROJECTS

We obtained an understanding of the legal and regulatory frameworks that the charitable company operates in, and identified the key laws and regulations that:

· had a direct effect on the determination of material amounts and disclosures in the financial statements. These included, UK Charities Act and UK Companies Act; and

· do not have a direct effect on the financial statements but compliance with which may be fundamental to the charitable company’s ability to operate or to avoid a material penalty. These included the Charity Commission for England and Wales (Charity Commission) regulations and Fundraising regulations.

We discussed among the audit engagement team regarding the opportunities and incentives that may exist within the organisation for fraud and how and where fraud might occur in the financial statements.

As a result of performing the above, we identified the greatest potential for fraud or non-compliance with laws and regulations in the following areas, and our specific procedures performed to address it are described below:

· Cut-off of grant and donation income: This has been addressed through detailed testing to ensure income is recognised in the appropriate accounting period.

In common with all audits under ISAs (UK), we are also required to perform specific procedures to respond to the risk of management override. In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments; assessed whether the judgements made in making accounting estimates are indicative of a potential bias; and evaluated the business rationale of any significant transactions that are unusual or outside the normal course of business.

In addition to the above, our procedures to respond to the risks identified included the following:

Report on other legal and regulatory requirements

Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit:

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified any material misstatements in the directors’ report included within the trustees’ report.

52

INDEPENDENT AUDITOR'S REPORTTOTHE MEMBERS OF PEOPLE'S PALACE PROJECTS Matters on which we are required to report by exception Under the Companies Act 2006we are required to report in respect ofthe following matters if, in our opinion: adequate accounting records have not been kept or returns adequate forour audit have not been received from branches not visited by us., or the financial statements are not in agreementwith the accounting records and returns,. or certain disclosures of trustees. remuneration specified by law are not made., or we have not received all the information and explanations we require for our audit., or the trusteeswere not entitled to take advantage ofthe small companies, exemption in preparing the trustees, report and from the requirement to prepare a strategic report. We have nothing to report in respect of these matters. Use of our reF)ort This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matterswe are required to state to them in an auditorfs report and for no other purpose. To the ftjllest extent permitted by law.we do not accept or assume responsibility to anyone otherthan the charitable company and the charitable company's members as a body, for ouraudit worlL for this report. or for the opinions we have formed. Michelle Hopton FCA (Senior statutory auditor) For and on behalf of Deloitte LLP StatutoryAuditor Bristol, UK 5 April 2022

People's Palace Projects Financial Statements Statement of Financial Activities (including income and expenditure account) for the year ended 31 July 2021 Year ended 31 July 2021 Restricted Year ended 31 July 2020 Unrestricted Total Unrestricted Total funds fvnds 2021 fvnds 2020 Note Income and endowments from.. Donation$ and leg¥¢ies 3.129 802,577 321.720 40,451 324.849 843.028 16.667 475,625 331.833 16,719 348.500 492,344 415 Total 805,706 362,171 1,167,877 492,292 348,552 840,844 Expendftureon- 737,596 269,424 91,710 1.006.920 91,710 452,525 328,704 59,021 781,229 59,021 RaisingfuDds Totsl 737.596 361,034 1,098,630 452,525 387.725 840,250 Net incomelldefiutl 68,110 1,137 69.247 39,767 139,1731 594 Transfers between funds 13 136.2981 36.298 Net movement in funds 68,110 1,137 69,2117 3,469 594 Reconciliation of funds-. 13 Total funds brought forward 37,020 66,295 103,315 33,551 69,170 102,721 Total funds ¢•rried fo￿ard 105.130 67.432 172,562 37.020 66.295 103.315 All gains and losses recognised in the year are included in the Statement of Financial Activities. There is no material difference between the net Notes I to 16form part of these financial statement5 54

People's Palace Projects Financial Statements Icontinuedl Balance Sheet as at 31 July 2021 Re#rlrted Fund5 ilnresirlcted Funds Totsl Funds Total Funds 2021 2020 Note Currentassets.. Debtors li 247.507 7,056 20,847 70,948 268,354 78,004 98,909 44,596 Cash at bank and in hand Total turrent Assets 254,563 91,795 346.358 143,505 Creditor5.' amounts falling due within oneyear 12 1149.4331 124,3631 1173,7%) 140,1901 Net Current Assets 105,130 67,432 171562 103,315 Total assets lesscurrent Ilabllltles 105,130 67,432 irnS62 103,31S Totsi net assets 105.130 67.432 In.562 103.315 The Funds of the char￿tY Restricted in¢ome funds 13 105.130 105.130 67.432 37.020 66,295 13 67,432 Total Charty Fund5 105.130 67.432 In.562 103.315 Notes I to 16 form part of these financial statements. The financial statements of People's Palace Projects, company number 03705562 and registered chariiy number 1085607, were approved by ihe Board ol Trustees on Sth April 2022 and Signed on its bÈhalf by.. M5Amy Ca5terton Trusteè Dr Margaret Inchley Trustee 55

People's Palace Projects Fi nancial Statements (continued) Statement of cash flows for the year ended 31 July 2021 Totsl Funds Total Funds 2021 2020 Note Net in¢ome to thet cash flowfrom oper•tig artivities Net in¢omelldefi¢itl forthe year 69,247 594 Adjustmentslor.. li 1169.4451 133.606 117,S871 Nei Cash lused Inl operatlng aaivifies 33.408 128.0311 (Decreasel in cash in the reporting period 33.408 128,0311 C35h at the beginning of the period 44,596 72.627 Cash atthe end ofhe period 78,l¥J4 44.596 56

People's Palace Projects Fi nancial Statements (continued) Notes to the financial statements for the year ended 31 July 2021 I Principal accountin8 policies 1.1 Basls of preparatlon of the financial statements exercises control of the rharitywè the rightto appoint remove trustee5 1.2 Income donated Services are provided bYQueen Mary Universityof London. All valuationsare based on Bctual cosis incurred durin8lhe year. 1.3 Expenditure Production c05tS are represented by costsdirectly incurred in ￿lat10Th to a project Orproduction. Support costs consist of administtstwe stdfFsdl£rie5, office Quoen Mary Universityol Londo￿ are alloc3tod based on timo sponton PPP 3ctivitie5. 1.4 Golng Concern Thecharity contlnuestD recelvethe SuppDrtof Queen Mary. Unlversltyof London. speclllcally the En8llsh and Orama depèrtment. The contribution n)adeby emergencytho curront NPO piogram of supportfor oiganisations In the omisting Portfolio has boen exlonded to March 2023 After rn3kingappropriate enqviries. and based on ￿5h flowfore¢asis covering ihe 12 months Irorn the signing of the accounts, and reviewing the Charl￿S operationèl existenceforthefore5eeible future and that current projectswill continueto reCe￿e SUPPDrtfrom funders despiteinydelayscaused by the pandemic. Forthese rea50llS. theycontinue to adopt a going concern b15iS. 1.5 Funds Structure Restrfctedfunds-. these are fundswhich can only be used forthe purposeor purposesstipulated by thelr donor orwhlch are ralsed speclficaltyfor Unre5trirted incLsmE fvnds.. these are lund5which can be used in actord3nce with the objects of thecharity atthe di5tretion oftheTrustees. 1.6 Taxation categorie5covered by5ection 287of ITA 2￿9￿rnd sections 471ind 478488 2010or Section 156of the Tixation of ChargeableGainsAct 1992tothe nyof its activitie5duringthe yeèr. The cOmP3ny is not registeredftsrvèlue Added TaxlVATI è5 it doe5 llDt mèketÈNable Supplies. 1.7 Financial instruments 1.8 Cash Cash inJvdesall cash in hand and depogts repayable demand 1.9 Trade debtors and other receivables Short term trade debtors and other re￿IVable5 are measured attransèctlon prlce, less any Impairn)ent 57

People's Palace Projects Fi nancial Statements (continued) Notes to the financial statements for the year ended 31 July 2021 (continued) I Principal accountin8 policies Icontinuedl 1.10 Creditors and provisions 1.11 Pensions as3t 31 July 2021 were £1.034131July 2020.. £8221- 1.12 Critical accounting judgements and key sources of estimation Un￿rtaintY 111 Key$our¢es of estlmation Unce￿Inty.'ThQesI1m41e5￿nd underlying assumptions are reviewed on ongoing bas15. Revisions to accounting estimates revislon 3ffects both current and future periods TheTrustEe&do not considerthere arE any sour￿5 01 estimation uniertainty requiring di5t105ure. lill Critical ètc4untinB judAemEnts.. Th2Tru5tee5 dD nOtCOn5iderthere to beanycritical judgement5 requiringdisclosure. 2. Donations and legacies 2021 2020 Arts Countil England las a Regularly Funded/Natlonal Portfolio OrganiS3tionl Donated servites lQueen Mary University of London) suppori in kind Donations received 112,145 IB9,545 3,159 134,576 196.957 16.967 Total 124,849 348,500 3. Oonated Services from Queen Mary University of London 2021 2020 Statutory audit Fee 8.315 117.836 63.394 8,073 iai,196 57,688 Office Costs 189.545 196,957 4. Income from Charitable Activltles 2021 2020 Fees and production Contributions Restricted income grants (note 51 40.451 80Z.577 16,719 475,625 Totsl 843,028 492,344 58

People's Palace Projects Fi nancial Statements (continued) Notes to the financial statements for the year ended 31 July 2021 (continued) 5. Restrlcted Income 8rants from Charltable Actlvltles 2021 2020 Batter5ea Arts CeDtre IBig Lottery Fund) The AgEDcy Arts & Humanities Research Council- Beyond Exchange Boal Archive- Digltal Theaire Britlsh Atadèmy Newton Fund Countlng Culture 2,000 37,496 2.198 24.021 31,175 210,221 34,827 3,815 34,098 9.000 3.259 3.480 21.265 Z7.897 159.348 ESRC Buildin8 the Barricades Mental Health Heritage Lottery Fund Museum of Colour.. People of Letters No Feedback- Peace Development Fund The Verbatim FDrmula 5.842 4,758 Stages CAR￿ proled.. LB Wandsworth VAWfj-. Dignity.. Kings College London Vèrbatim Click.- LB Wandsworth 2.562 Verbatim Law-. Central School of Speech and Drama Art5 Council.. MOC.. Avery British Rhythm Lois Weaver Public Engagement Fellowship Queen Mary Univer51ty of London Green Screening Queen Mary Univer51ty of London HEIF Collaboration Fund Arts & Humanities Re*arch Council- Kamukuwaka 876 18,310 3,507 18,218 6,865 9.877 21.410 J.848 7.432 Indigenous Researth Mèthods Respect Due Part I 29.110 11.6a5 8.98Z 14.934 Queen Mary Univer51ty of LoThdon- H5S Cradle of Learning Museum5 for Climate Action.. University Colle£e London Art5 & Humanities Research Council- Roots of Resilience 32,575 72,522 8,401 1.092 85.4ZI Arts & Humanities Research CouDcil- Far Apart Brazjl Arts & Humanities Research Council- Far Apart UK Arts & Humanities Relearch Ctsuntil Clod Arts & Humanities Research Countil- Flute Art5 & Humanities Research Council- 8uildin8 the Barricades Follow On Fund Queen Mary Univer51ty of London- BAF Manguinhos Queen Mary Univer51ty of London- BAF VAWG National Lottery Heritage Fund Respect Due Part 2 VAWG.. Slingshot. Kings College London 48.56Z 5,LX)2 10,161 34,7 Total 802,577 475.625 Z021 2020 Wlthin the above are grants recelved from the following government orgovernmeni ￿lated bodies.. Arts and Humanities Research Countil 401.073 159.348 58,906 210,221 Economic and Social Research Council Heriiage Lottery Fund British Academy 34,827 24,021 21,265 In each Case the grants are re¢eivedlre¢eivable subject to the performance of Conditions stated in the respettive agreements The research countll grants are made direttly to Queen Mary Vnlversity of London from whom PPP dr3wsdown the fundlng The British Academy is not a government body but for the Newton projett it Was disiribuiing government funds. 59

People's Palace Projects Fi nancial Statements (continued) Notes to the financial statements for the year ended 31 July 2021 (continued) 6. Analysis of expenditure Chafftable Total Activities Fund5 20ZI 2020 271,683 79.485 31.264 16.077 508,294 2,033 98,084 50,110 29.523 321,793 109,008 31.264 16.077 508,294 2,033 110.161 241,502 124,378 58.071 74,841 232,174 9,446 99,838 Donated staff services Travel, accommodation and subs1Stence Website costs Support and governance Costs 12,077 Total 1.006.920 91,710 1,098.630 840,250 7. Analysis of support and governance costs Support Governance Total Total activities 2021 2021 2021 2020 ACtI￿ty Dirett 5tBft ¢¢st5 9.804 3.407 77,554 4.397 1.136 14,201 4.543 77.554 5.53S 13 9.911 2.538 74,670 4.538 Donated staff services Donated staff services-Accountanry 5,535 13 108 Statutory auditfee 8,315 8,315 8,073 Totsl support and 8overnance costs 90.765 19.396 110.161 99.838 Support Costs have been allocated acr055 the c3te8ories in proportion to the direct staff costs. 8. Staff Costs 2021 2020 Wages and salaries 31Z.531 19,384 234,711 13,160 3,542 Pension Costs Total emoluments to Staff 335,994 251,413 A¥er•Ee monthlynumberof employees ND employee earned more than £60,(￿ during thè year12019-20.- Nil) and pension payments totalled £4.079 In the year12019-20-. £3,542). The Trustees received no remuneration in respect of their services to People's Palace Projects in the current or prioryear. 60

People's Palace Projects Fi nancial Statements (continued) Notes to the financial statements for the year ended 31 July 2021 (continued) 9. Dlrectors. Remuneratlon No dire¢tor5' remuneration was paid to or rèteivable by directors in the year in rt5P?tt of their5ervice5 to the charitable ¢ompany1202fy21.. £Nill. No travel c05tswere reimbursed to member5 of the board(202￿2l.. £Nill. 10. Net income is stated after charging: 2021 2020 Statutory audit fee 8.315 8.073 11. Debtors.. amounts falling due within one year 2021 2020 Trade debtors 8.813 65.149 Amounts owed byQueeD Mary University of London Other Debtors 241.113 Prepayments and accrued Income 19.941 24,947 Total 268.354 98,909 The amount dueto Queen Mary Unlversity of London is a tradlne balance payable under standard ¢redit terms. 12. Creditors: amounts falling due within one year 2021 2020 Taxation and social security Pension 10,5B2 5,793 822 Other Creditors 2,268 159,912 2.550 31.025 A¢¢ruals and deferred in¢ome Total 173.796 40,190 61

People's Palace Projects Fi nancial Statements (continued) Notes to the financial statements for the year ended 31 July 2021 (continued) 13. Movement of funds Balance Income Expendirure TBnsfe Balance Jljul 2021 Currentyear olA￿2020 ilnrearlrted funds UndÈslgn3ted Designated 56,295 10,OOD 362,171 1361,0341 57,4J2 10,000 Totsl 66.295 362.171 1361.0341 67,432 Restrfrted In¢omefunds 13,280 1.463 21,265 British Academy Newton Fund Counting Culture 27,897 159,348 7,342 166 119,4431 1159,3481 8.454 ESRC Building the Barricades Mental Health No Feedb8¢k- Peace Development Fund 5treetWise Opera- With One Volte The Verbatlm Formula 4.758 2.562 876 14.7581 11.5071 VAWG-. Dignity.. Kings College London Verbatim Law-. Central Sthool of Speech and Dram3 Art5 Council.. MOC.. Avery British Rh￿hM Loi5 Weaver Public Enga8ement Fellowship Queen Mary Univer51ty of London- Green Screening Art5 & Humanities Research Council- Kamukuwaka 1,055 18,a83 14321 7,432 2,012 853 16,907 14321 7,432 6,065 14,0531 111,6471 19.4031 12,500 29.110 11.635 8.982 14,934 2,500 32,575 72,522 148,401 1.092 85.421 50,000 Indigenou5 Research Method5 Resped Due Part I 19,707 1,200 1.200 18,9821 112,9461 I2,5￿) 132,5751 Queen Mary University of London- HSS Cradle of Learning Museums for Climate Action.. University College London Art5 & Humanities Research Council- Roots of Resilience 1.988 Art5 & Humanities Research Council- Far Apart Brazil Arts & Humanities Research Council- Far Apart UK Arts & Humanities Research Council Clod Arts & Humanities Research Coun¢il- Flute 6,354 1148,4011 11.0921 185.4211 133,4121 16,588 Art5 & Humanities Research Council- BuildinB the Barricades Follow OD Fund 48,S62 148,5621 Queen Mary University of London- BAF Manguinhos Queen Mary University of London- BAF VAWG National Lottery Heritage Fund Respect Due Part 2 South-south Migration for Development and Equality.. Conventry University VAWG.- Slingshot. Kings College London 5.002 10.161 34,700 15.(M)21 17.9551 119,8581 2,206 14,842 4,500 4,500 Totsl 37,020 805.706 1737,5961 105,iao All funds 103,315 1,167,877 11,098,630) 172,562 Transfers from restricted to unrestricted funds represent residual surpluseson restncted projects where the funders have agreed thatthe surplus may be used against core c05ts. The Trustees of PPP designated EIO,000 of the unrestricted reserves as contingency fundsto ensure that the charity can meetthe costs of accommodation and travel in Brazil that are not possible to include within project budgetsfunded by restricted grant5, in orderfor PPP projectsto be carried out. 62

People's Palace Projects Fi nancial Statements (continued) Notes to the financial statements for the year ended 31 July 2021 (continued) 13. Movement of funds Icontinuedl Prlor year to 31 July 2020 Balance Income Expenditure Tran5few5 8alance 01 Aug 19 Jljul 20 Unrestricted fund5 Undeslgnated 55,735 348,552 1387,7251 39,733 56,295 Designated 13,435 10,000 Total 69,170 348,552 1387,7251 36,298 66,Z95 Restrftted Intomefunds Battersea Art5 Centre IBI8 Lottery Fund) The Agency 2.000 Arts & Humanities Research Coun¢il- Beyond Exchange 632 37.496 13,280 13.280 2,198 British Academy Newton Fund Counting Culture 24.021 124.0211 31,175 127,SYJ91 210,221 1194,7961 Heritage Lottery Fund Museum of Colour.. People of Letters 11,187 34.827 141,8031 No Feedb3Èk- Peate Development Fund 8,708 3,815 QueeD Mary Univer51ty of London SEO SRI Fund 3,999 12,5491 Sta8es 9,025 19,0251 Streetwise Opera-with One Voice 881 18811 The Verbatim Formul 34,098 129,5981 14,5001 Stages CAR￿ project.. L8 Wand5worth 9,000 I9,(￿) VAWG-. Dignity.. Kings College London 3.259 Verbatim Click.. LB W3ndsworth 3,480 13,4801 Vprbatim Law.. Central khool of Speech and Dratn 18,310 11,4031 16,907 Art5 Council.. MOC.. A Very British Rhythm 4,813 14321 Lois Weaver Public Engagement Fellowship 18.218 117.8681 Queen Mary University of London- Green Screening 6,865 18(KJl 6,065 Queen Mary Univer51ty of London HEIF Collaboration Fund 9,877 19,8771 Art5 & Humanitie5 Research Council- Kamukuwaka 21.410 120.7061 17041 Indigenous Rese8r¢h Merhods 1,848 16081 Respect Due Part I 1,200 I,zoo Total 33,551 492,292 1452,5251 136,2981 37,02 All funds 102,721 840,844 1840,2501 103,315 Transfersfrom restritied to unrestricted funds represent residual surpluses Dn restntted projects where the funders have agreed that ihe surplus rna¥ be used a8ain5tcore costs. 63

People's Palace Projects Fi nancial Statements (continued) Notes to the financial statements for the year ended 31 July 2021 (continued) 14. Related Party Transactlons Transactions between members of the PPP board and PPP or other institutions in which they have an interest are given below.. Debtor B•lan¢e Creditor Balante Name Related Parry Income Expend6ture at 31July 2021 at 31 July 2021 Paul Heritage Executive Oire¢tor. PPP Do Brasil 3,800 173,693 33,358 frameworkfor the two Drgani52tionstD tarry outjoint attions. Income and expenditure relates to co-produttion costs Incurred by PPP and PPP do Brasil respe¢tivelyand re¢harged as appropriate. The credltor balan¢e relatesto Invoiced Costs In¢Jrred by PPP do Brasll not yet relmbursed. IS. Ultimate Parent Undertaking The Ch3ritVs results are tonsolidated in the group finantial statements of Queen Mary University of Londtsn whith is the ultimate parent undertaking. Queen Mary is a university incorporated by Royal Charter. The University isthe largest and smallest group into which the charity is Whilst Queen Mary University of London does not have an equity holding in Peoples. Palace Projects. it istreated as a Subsidiary in the Universitls tonsolidaièd financial staiements on the basis ihat the University as sole member of ihe charity can appoint trustees and by virtue of this relationship, Queen Mary University of London is ableto govern the financial and operating policies of the charity and obtain beThefit5 from it5 The consolidated financial statement5 of the University are availablefrom the Director of Finance, Queen Mary University of London, Mile End Road, London El 4NS lihe registered offitel. 16. Post Balance Sheet Events There are no post balance sheetevents. 64