## 20 21 

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

Photos: Gringo Cardia 

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TABLE OF
CONTENTS
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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. 

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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). 

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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. 

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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


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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. 

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## 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. 


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Donations<br>Donated Services from QMUL 0.3%<br>16.2%<br>Co-Production Income<br>3.2%<br>**----- End of picture text -----**<br>



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Public Funding<br>78.5%<br>**----- End of picture text -----**<br>


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. 

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## OUR EXPENDITURE 

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


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




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


## 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 

- CA TRIN JOHN 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 

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## 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 

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## 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 

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## 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. 


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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. 

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## 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. 

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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. 

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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. 

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## 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. 

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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 

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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. 


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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. 


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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). 


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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. 


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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 



































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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 

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## 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. 

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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. 

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Photos: PPP archive<br>**----- End of picture text -----**<br>


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: 

- To identify and respond to urgent contemporary issues via a programme of activities that integrates art, research, and debate; 

- To undertake and disseminate practice-based research into the ways in which the arts can support people to develop resistance and resilience in their lives, transforming themselves and their world; 

- To move and inspire people living in the face of extremity and risk (including social, political, and ecological); 

- To build capacity amongst artists, researchers, agencies, and individuals seeking to engage with social challenges and progress social justice through the arts; 

- To disseminate knowledge of Brazilian culture in the UK and of British culture in Brazil; and to help British artists, researchers, and institutions to establish creative links with Brazil. 

37 



## STRATEGIC DEVELOPMENT 

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

- To conceive and produce collaborative, multi-faceted arts projects that stimulate discussion of important social justice issues and inspire and effect individual, institutional, and community transformation; 

- to create our work with artists who celebrate and strengthen lives vulnerable to extremity and risk; 

- to create international cultural exchanges that enrich UK and international artists, audiences, and communities of interest grouped around the themes of our work; 

- to promote original research/enquiry and disseminate new learning about socially engaged arts practices in the UK and abroad, through workshops, exchanges, training, performances, seminars, lectures, forums, reports, publications, websites, advice, support, facilitation, and consultancies; 

- to involve young people in developing our practice and understanding of the arts; 

- to provide opportunities for a wide range of artists, researchers, and producers to develop their skills and advance their thinking; 

- to develop networks and structures of collaboration between individuals, institutions, and agencies in the UK and abroad, establishing relationships and dialogues across disciplines; 

to focus activities on a diversity of participants and audiences; 

- to be entrepreneurial in creating opportunities to advance our aims and maintain a resilient and sustainable organisational model with regular funding to support core costs. 

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: 

- PPP committed to maintain the whole multidisciplinary team's salaries (32 people working on the project) during the most critical period of the pandemic, even if work had been shifted/adapted 

- Development of three sub-studies within the research timeline to capture the impact of the current pandemic on the mental health, wellbeing and overall quality of life of residents of Maré. The research took the same multidisciplinary approach as the main research, gathering evidence from a Culture, Health and Social Sciences Perspective. The qualitative part of the research also included in-depth interviews and focus groups. 

- All arts activities related to the project were switched to an online medium and seven 

- artists were offered stable part-time employment two days per week on an artistic workshop. Arts teams also launched a photographic project where residents of Maré could send their photos and texts about their daily lives during the pandemic for publication on a website: and a music album was created based on the poems and writings of young artists involved in the creative workshops. 

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: 

- select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP; 

- make judgments and estimates that are reasonable and prudent; state whether applicable UK Accounting Standards have been followed; and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business. 

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: 

- there is no relevant audit information of which the charitable company’s auditor is 

- unaware; and 

- the Trustees have taken all steps that they ought to have taken to make themselves 

- aware of any relevant audit information and to establish that the auditor is aware of that information. 

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

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 properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including Financial Reporting Standard 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”; and 

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

We have audited the financial statements which comprise: 

- the statement of financial activities; 

- the balance sheet; 

- the statement of cash flows; and 

- the related notes 1 to 16. 

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: 

- reviewing financial statement disclosures by testing to supporting documentation to assess compliance with provisions of relevant laws and regulations described as having a direct effect on the financial statements; 

- performing analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud; 

- enquiring of management and legal counsel concerning actual and potential litigation and claims, and instances of non-compliance with laws and regulations; and reading minutes of meetings of those charged with governance.. 

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: 

- the information given in the trustees’ report, which includes the strategic report and the directors’ report prepared for the purposes of company law for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements. 

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•ti*g 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 of*he 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.
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