2025-03-31-accounts

POLICY CENTRE FOR AFRICAN PEOPLES’ REPORT AND ACCOUNTS FOR THE FINANCIAL YEAR ENDED 31ST MARCH 2025

Policy Centre for African Peoples (PCAP) [e-mail] www.pcap.org.uk Charity Registration Number: 1131139

TABLE OF CONTENTS

Page

3	Legal and Administrative Information
4	Chair’s Statement
5	Executive Director’s Statement
6	Our Vision, Mission and Values
8 8 9 10	Trustees’ Report • The Governing Document • Trustees as of 31st March 2025 • Organisational Structure as of 31st March 2025
11	• Objectives and Activities
13	Our Programmes’ Impact
13	I. Lead4Hope Network
14 15 16 17	II. Hope After Covid III. Youth Innovation Fellowship Programme IV. Widening Participation Project Illustration of Our Impact and Achievements
18	Case Studies from Our Projects’ Participants
23	Fundraising and Thanks to Our Funders
25	Independent Examiner’s Report on the Accounts of PCAP for the Year
	Ended 31st March 2025
27 37	Statement of Financial Activities for the Year Ended 31st March 2024 APPENDIX 1 - Strategic Development Plan and Goals for the Forthcoming
	Three Years (2025 – 2028)
42 45 46	APPENDIX 2 - Operational Team APPENDIX 3 - Advisory Committees’ Volunteers Contact Details

LEGAL AND ADMINISTRATIVE INFORMATION:

Trustees	Chair
Antonique Adriana Afonso	Thelma Okey-Adibe
Eneless Nyoni
Joshua Chukwudi Aghadiuno
Olajide Alabi	Treasurer
Thelma Okey-Adibe	Olajide Alabi
Registered/Kent Office	London Office Registered/Kent Office
Broadside, Leviathan Way	Units 24 & 35 Broadside, Leviathan Way
Chatham, Kent	St Olav’s Court
ME4 4LL	London
	SE16 2XB
Independent Examiner	Charity Registration Number
Tunji Ogedengbe FCCA	1131139
36 Daffodil Close Hatfield
AL10 9FF	Bankers
	HSBC

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CHAIR’S STATEMENT

EXECUTIVE DIRECTOR’S STATEMENT

We look back on the year 2024 – 2025 with pride and delight at PCAP’s enhanced ability to fulfil its mission. For throughout this period, our charity has recorded outstanding strategic achievements including:

I am humbled and grateful to report the following positive progress of PCAP throughout the financial year 1st April 2024 – 31st March 2025:

• Financial growth of over 12% – we are infinitely grateful to funders such as Paul Hamlyn Foundation, City Bridge Foundation, the National Lottery’s Community Fund, and Garfield Weston Foundation for their support. Thanks to their financial contributions, our charity’s turnover increased from £167,986 in 2023-2024 to £189,668 this year.

• Expansion and strengthening of the Operational Team – for the first time since the creation of PCAP in 2008, - the charity has contracted 2 full-time staff members. This facilitates succession planning, and strengthens PCAP’s sustainability. In addition, the number of paid staff members has increased from 3 in 2023 – 2024 to 5 this year. These developments have strengthened PCAP’s capacity to serve more African people and disadvantaged individuals of all ethnic origins. • PCAP’s enhanced capacity to operate nationally – thanks to the aforementioned expansion of its staff members, as well as the opening of the new, bigger London and Kent offices, PCAP was able to o successfully deliver more activities and serve more people throughout the UK. © • Increased focus on projects showcasing PCAP’s core strengths – we were able to implement the main lessons learnt from the projects undertaken by PCAP over the last few years. These involve the need for the charity to focus on its core strengths, namely (qi)S27 leadership training and professional or personal = development through African-inspired motivation, wellbeing and self-improvement techniques. The 8 op successful launch and implementation of the Lead4Hope Network programme in London, and the Hope After Covid project in Medway and Swale, allowed us to achieve this goal.

• Enhanced governance infrastructure – we were delighted to welcome Dr Eneless Nyoni, who holds a Doctorate Degree in Law with a focus on Company Law and Corporate Governance, to our Board this year. In so doing, we fulfilled the strategic objective we set ourselves following the trustees’ skills audit we conducted. In addition, we enhanced our monitoring, evaluation and learning capacity by contracting 2 independent assessors for our programmes. We also strengthened our Safeguarding procedures by appointing a Safeguarding Custodian at Board level.

• Successful strategic expansion – having opened an office in Chatham, Kent, we successfully launched our Hope After Covid project in Medway and Swale. We, therefore, were able to fulfil our strategic goal to enhance our capacity to operate at national level.

We look forward to building on the aforementioned achievements to strengthen our charity’s capacity to use African philosophy, expertise and knowledge to improve the lives of African individuals and disadvantaged people of all ethnic origins through education, leadership development and social engagement.

I am extremely grateful to the Trustees, staff and volunteers for their unwavering support of PCAP, and their dedication to the fulfilment of its objectives. I also take this opportunity to profusely thank our funders, service-users, friends and partners for their trust and backing.

We give huge thanks to our trustees, staff members, volunteers, advisers, projects’ participants, funders, partners and friends, and very much look forward to their continuous support as we strive to fulfil PCAP’s mission.

Dr Thelma Okey-Adibe (PhD) Chair, PCAP

Sylvie Aboa-Bradwell, MPhil Executive Director, PCAP

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OUR VISION, MISSION AND VALUES

Our Vision

We envision a world where personal and collective prosperity, justice and common good stem from better education, leadership and social engagement.

Our Mission

In order to fulfil our vision, our unique offer is our training model in 6 steps inspired by African philosophy, which was originally developed by Sylvie Aboa-Bradwell – Harmonisation, Acceptation, Attenuation, Absorption, Relaxation and Differentiation.

We use this original model to enable African individuals and disadvantaged people of all ethnic origins to improve their lives by implementing projects for them in the areas of education, leadership training and social engagement.

The Policy Centre for African Peoples (PCAP) was founded in the United Kingdom in September 2008 by a group of African Diaspora members and supporters led by Sylvie Aboa-Bradwell.

The registration of PCAP as a charity was approved by the Charity Commission (England and Wales) in August 2009. PCAP’s charity registration number is 1131139.

PCAP is committed to enabling African individuals and disadvantaged people of all ethnic origins to improve their lives through education, leadership development and social engagement

Our Values

• Integrity – PCAP engages with African knowledge and expertise as an inspiration for improving the lives of the disadvantaged and is built upon strong moral principles related to honesty, professionalism, accountability and transparency.

• Justice – PCAP believes that it is the right of all people to have access to, and engage with, processes which develop them as agents of change in their respective communities.

• Respect – in dealings with all people, PCAP believes in the principles of respect towards their feelings, wishes and rights.

Our Motto

Improving lives through education, leadership and engagement.

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TRUSTEES’ REPORT

Structure, Governance and Management

The Governing Document

PCAP is registered at the Charity Commission under the name of Policy Centre for African Peoples under the charity number 1131139.

PCAP’s main governing document is its Constitution as amended on 27th July 2023. As well as its governing document, it has a number of policies and procedures which ensure that the objects of the charity are delivered, and the organisation managed transparently and effectively.

Trustees as of 31st March 2025

Thelma Okey-Adibe, PhD - Dr Thelma Okey-Adibe is a lecturer with the Glasgow Caledonian University, Scotland. She holds a Doctorate degree in Banking and Finance and Master’s degree in Business Administration. She is the founder of Jezreel Consultancy LTD, a company supporting minoritized communities especially, African and Caribbean communities in Scotland. Areas of support include evidencing need, demonstrating impact and learning. She became PCAP’s Chair in 2022 and is spearheading the charity’s good governance and consolidation.

Olajide Alabi, MBA – Olajide (Ola) Alabi holds a Master’s Degree in Business Administration, specialty in Human Resources Management, and a Degree in Business Administration, specialty in Finance and Banking. He is a retired Senior Local Government Officer, and Founder and Director of Choice Global Ltd, a successful Home Care business. Ola is an experienced Trustee, business and community leader. He is PCAP’s Treasurer, and works to strengthen our charity’s financial management and capacity to capitalise on growth opportunities.

Joshua Aghadiuno, BA – Joshua Aghadiuno is a civil servant currently working in community engagement for the Department for Levelling Up, Housing and Communities (DLUHC). He possesses a bachelor’s degree in Economics with French, as well as Level 7 Certificate in Leadership and Management. As PCAP’s youngest Trustee, Joshua is excited to focus on youth engagement as well as supporting the organisation to unlock additional funding opportunities.

Antonique Afonso, BSc – is a Commercial Operations Assurance Manager with the Department for Business and Trade. She joined PCAP as a trustee in 2023 and brings a strong commitment to good governance, accountability, and strategic oversight. Antonique is from South Africa, and holds a Bachelor’s Degree in Politics, Philosophy and Economics and is completing an MSc in Global Political Economy. She aims to support PCAP’s mission through her expertise in project management, finance, stakeholder engagement, assurance and governance.

Eneless Nyoni, PhD – Dr Eneless Nyoni is a lecturer at Middlesex University London, and holds a Doctorate Degree in Law with a focus on Company Law and Corporate Governance. Additionally, she holds an LLM specialising in Commercial Law. She is keen to use her legal expertise to contribute to the advancement of PCAP’s mandate, promoting good governance and identifying opportunities for learning and growth. As of March 2025, she is PCAP’s Safeguarding Custodian.

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Organisational Structure as of 31st March 2025

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Board of Trustees
Eo
ahaa
Thelma Olajide Alabi Joshua Antonique Eneless Nyoni
Okey-Adibe Aghadiuno Afonso
Operational Team
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Objectives and Activities

The objectives of the Policy Centre for African Peoples (PCAP), as recorded by Charity Commission and in its Constitution, are:

1. The promotion of equality and diversity for the public benefit by:

2. (a) promoting knowledge and mutual understanding between different racial groups and genders;

3. (b) advancing education;

4. (c) the elimination of discrimination on the grounds of race or gender;

5. The advancement of education and relief of financial hardship amongst African Communities worldwide.

Executive Director: Sylvie Aboa-Bradwell Programmes Director: Lee-Anne Coe ss UK Engagement and Admin Officer: Zubeir Woozeer Finance Officer: Ahmed Temitayo Ogunrombi

London Training Officer: Abigail Joseph

IT Volunteer: Sonny Hawkins Holistic Support Volunteer: Ian Bradwell 3 Events Support Volunteers 4 Hope After Covid Champions in Kent

In order to realise these objectives, PCAP envisions a world where personal and collective prosperity, justice and common good stem from better education, leadership and social engagement, and works to enable African individuals and disadvantaged people of all ethnic origins to improve their lives through education, leadership and social engagement.

To fulfil this vision, our unique offer is our training model in 6 steps inspired by African philosophy, which was originally developed by Sylvie Aboa-Bradwell: Harmonisation, Acceptation, Attenuation, Absorption, Relaxation and Differentiation.

Advisory Committees’ Volunteers ~~ET~~

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Christopher Buckwell Thomas (Tom) Bamford
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Yeukai Taruvinga
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We use this original model to develop and undertake activities and realise projects in the areas of:

Education

Social engagement

PCAP delivers educational projects as well as coaching and mentoring sessions that enable participants to use education as a tool for personal and collective improvement. Our flagship education project between 2022 and 2025 has been the Youth Innovation Fellowship project, which we were able to successfully implement thanks to the generous support of the Paul Hamlyn pht Foundation.

PCAP trains, nurture and encourages participants to become agents of positive social change. Thanks to funding from the Garfield Weston Foundation and, above all, the National Lottery’s Community Fund, we were able to successfully launch the Hope After Covid project this year. Through this project, PCAP will be working between 2024 and 2026 to improve the wellbeing, mental health and social engagement of up to 100 Medway and Swale residents who have been affected by Covid. We will also aim to organise social engagement events with up to 300 attendees.

Leadership training

PCAP provides participants with the training and nurturing they need to become effective leaders and change-makers using African philosophy as inspiration. Our flagship leadership programme for the foreseeable future will be the Lead4Hope Network, which we successfully launched this year after securing funding from the City Bridge Foundation.

OUR PROGRAMMES’ IMPACT

Lead4Hope Network

Having learnt the l e ss o n s o f t h e Lead4Hope project which ended in 2023, we successfully raised £87,546 from the City FOUNDATIONCITY1 BRIDGE Bridge Foundation (with £43,193 disbursed to PCAP as of 31st March 2025) to create the Lead4Hope Network, aimed at improving the leadership skills and amplifying the voices of African or disadvantaged London leaders. We are delighted to report that we have:

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• Delivered a
very successful
public launch of
the Network. It eee= aeted
was hosted on ”" 8, Nes
11th September : % thee
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2024 at the
House of Lords
by The Rt
;
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Boateng CVO,
who, to our eternal gratitude,
performed a traditional African
endorsement of the programme;
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• Recruited and started training

• Set up a base for the Lead4Hope Network in the London borough of Southwark;

• 10 London leaders, with several completing their training and reporting outstanding outcomes in terms of improved leadership skills, wellbeing, and capacity to achieve their leadership goals;

• Organised 7 Network meetings;

• Harnessed our media contacts to ensure the amplification of the voices of the Lead4Hope Network members for the foreseeable future.

We are committed to training 20 London leaders and enabling at least 12 of them to operate as agents of hope, positive social change, justice and collective advancement by March 2026. In addition, we aim to expand the Lead4Hope Network to other parts of the UK.

Picture above: Traditional African endorsement of Lead4Hope Network by Lord Boateng Picture right: Broadcaster Devon Daley (R) at Lead4Hope Network public launch

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Hope After Covid

We were thrilled to raise £129,809 (with £97,243.5 disbursed to PCAP as of 31st March 2025) from the National Lottery Community Fund first, and later £10,000 from Garfield Weston Foundation, for the Hope After Covid project. This support enabled us to:

• Open an office in Chatham, Kent, which is now PCAP’s registered office;

• Strengthen our charity’s sustainability – We achieved this by contracting a Training Officer, Ms Lee-Anne Coe, who has proved very reliable and has now been promoted to the role of Programmes Director. We also employed 2 Administration and Engagement Officers, in addition to recruiting an additional 7 volunteers, including 5 project champions in Kent.

• Organise 6 social events in Medway and Swale, with a total of 201 participants, 94% of whom reported reduced loneliness and social isolation, and 98% stating that these events have improved community cohesion between African and other communities.

• Deliver 24 one-to-one coaching sessions to 6 Medway and Swale residents affected by Covid through illness, social isolation, or loss of employment. We were delighted that 100% of the coachees reported improved selfconfidence and motivation, and 96% expressed enhanced capacity to achieve their goals.

• Provide 18 group workshops and lunch and learn events attended by a total of 73 participants, with 99% reporting improved wellbeing and enhanced social engagement.

• Recruit and have our Year 1 work assessed by an independent assessor, whose report we will publicly share in April/May 2025.

We are excited at the opportunity we have to carry on implementing the Hope After Covid activities in Year 2. Our foremost goal is to build on this project to strengthen PCAP’s capacity to serve African individuals and disadvantaged people of all ethnic origins for the foreseeable future.

Picture top: Hope After Covid Lunch and Learn workshop in March 2025 Picture above: A Hope After Covid Champion appreciates acknowledgement from PCAP Picture left: Kent-based Pilot and Businessman Alain Mbe addressing guests at HAC launch in June 2025

Youth Innovation Fellowship Programme

The support we received from the Paul Hamlyn Foundation in the form of a £96,058 grant between 2022 and 2025 has been crucial in terms of developing our capacity to serve young people aged 18 – 25 with lived experience of mental health, poverty or discrimination outside London. Furthermore, we are very grateful to PHF because both the duration and flexibility of the funding have given us the space necessary to think strategically, review our approach to working with young people, and design a long-term youth engagement and nurturing action plan based on the lessons learnt. As we conclude this project, we are delighted to report that we have:

• Increased from 0 to 52 the number of our young service-users based outside London throughout the 3-year duration of the Youth Innovation Fellowship programme;

• Received very encouraging feedback from the Youth Innovation Fellows, with 88% reporting positive outcomes in terms of self-confidence, motivation, wellbeing and capacity to achieve their life goals.

• Increased the turnover of our charity by 412% during this 3-year grant period. It is humbling to look back and remember that when we approached PHF back in 2021, our

• turnover was only £37,000 whereas we now have £189,628.

• Conducted an impact assessment of the Youth Innovation Fellowship programme.

• Identified the need to focus on our core strength of leadership training as a result of the aforementioned impact assessment. Rather than seeking to work with all disadvantaged youths as we did with Youth Innovation Fellowship, we will target young people who have leadership aspirations, and nurture them through our Lead4Hope Network programme.

• Decided to create a Youth Advisory Council that will enhance the Lead4Hope Network’s capacity to engage with young people.

We look forward to building on the positive outcomes and lessons learnt from the Youth Innovation Fellowship. More specifically, we will seek to create the Youth Advisory Council that will improve PCAP’s capacity to train young leaders and amplify their voices through the Lead4Hope Network programme.

Picture above: Youth pipeline and youth engagement: girls at a PCAP workshop in January 2025 Picture left: A young PCAP mentee at a social event in Kent in 2024

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Widening Participation in South-East London (SEL) Health and Care Workforce of Black, African and Caribbean People

In April 2024, we received the remaining £4,800 of this grant from SEL Voluntary, Community and Social Enterprise Strategic Alliance, and SEL Integrated Care System to work on widening the participation in health and care workforce of people of Black, African or Caribbean heritage in SEL.

Having worked with 123 participants across the 6 catchment boroughs of Bromley, Bexley, Greenwich, Lambeth, Lewisham and Southwark, we released a final report in May 2024, which is available on our website through the link https://pcap.org.uk/wp-content/ uploads/2024/04/Phase-2-ReportWidening-Participation-of-BlackAfrican-and-Caribbean-People-inSEL-PDF.pdf Highlights included:

• The co-identification of the main barriers as being lack of information on training and opportunities, racial discrimination, childcare, mental health, as well as pay and financial resources.

encouragement of reporting of racial discrimination incidents; the establishment of support networks; childcare assistance and employers’ flexibility; the combating of mental health stigma, and the improvement of growth and progression pathways.

• The co-creation of solutions to these barriers, with proposed solutions including a one-stop- shop for information and resources; training and coaching to improve selfconfidence, application capacity, and personal development;

While PCAP will support any groups and organisations seeking to implement the aforementioned solutions, we will discontinue the activities of this project to work on programmes focusing on our core mission and strengths, Lead4Hope Network and Hope After Covid.

Picture above: L to R: PCAP staff Zu and Sylvie pictured with Amie from VCSE and Yeukai from Active Horizons, at a Widening Participation event in 2024

ILLUSTRATION OF OUR IMPACT AND ACHIEVEMENTS

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Key Performance Year Ended 31st Year Ended 31st Achievements and
Indicator March 2025 March 2024 Increased Impact
i he ae
Turnover has
increased by
12.90%
TURNOVER £189,668 £167,986
No. of new
direct projects’
beneficiaries
NO. OF DIRECT has increased by
BENEFICIARIES OUTSIDE 321 50 400%
LONDON
No. of Safeguarding
Custodians has
2 (1 AT increased by 100%
NO. OF
BOARD LEVEL,
SAFEGUARDING 1
1 IN THE
CUSTODIANS
OPERATIONAL
TEAM)
No. of trustees with
legal expertise has
NO. OF increased by 100%.
TRUSTEES
WITH LEGAL 1 0
EXPERTISE
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Picture left: Widening Participation community meeting in 2024

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CASE STUDIES FROM OUR PROJECTS’ PARTICIPANTS

Throughout this year, we were privileged to be able to fulfil our mission by improving the lives of hundreds of African individuals and disadvantaged people of all ethnic origins through the delivery of our education, leadership training and social engagement projects.

For the sake of concision, we will outline only 3 case studies from our projects’ participants and a few quotes here. More testimonies are available on specific - programme reports such as Trained, Empowered, Heard (https://pcap.org.uk/wp - - - - - - - content/uploads/2025/04/PCAP Report Interviews of Lead4Hope Network Year 1-Graduates.pdf ) which contains the interviews of our Year 1 Lead4Hope Network - Graduates, and on the impact section of our website https://pcap.org.uk/our impact/

Case Study 1:

Sarah – Outstanding Work Placement Experience at PCAP’s Kent Office

Sarah, a young Medway resident of Caribbean descent was completing her GCSE studies at the Dartford Grammar School in spring 2024 when she applied for a work placement at PCAP’s Kent office.

As part of her 1-week work placement in July 2024, Sarah:

• Was assigned 2 PCAP staff members to guide and support her on a full-time basis throughout her work placement;

• Received a thorough induction on the Kent Office administration and IT system;

• Attended PCAP meetings with potential partners, including MHS Homes and Department for Work and Pensions – Chatham Job Centre Plus;

• Attended PCAP meeting at the House of Lords with the Rt Hon the Lord Boateng CVO, who gave her a guided tour of the Palace of Westminster alongside the PCAP staff members;

• Managed and updated PCAP’s social media accounts with new posts outlining her work experience at PCAP;

• Produced an inventory of PCAP’s Kent Office possessions;

• Used Canva to produce an anthology of African proverbs.

• Contributed to the drafting of the Thank You letter to Lord Paul Boateng after PCAP team’s meeting with him in Parliament.

Sarah says: “Great work placement experience, very insightful and enjoyable. Looking forward to helping out in any future events.”

Sarah enjoyed her work placement at PCAP’s Kent Office that she:

• Gave a rate of 5 out 5 when asked in her feedback form how she would you rate her well-being and safety while at PCAP;

• Rated her overall experience at PCAP 5 out of 5;

• Provided a glowing report of her work experience at PCAP to her school. As a result, Dartford Grammar School added PCAP to their list of work placement and employers’ partners.

Picture on page 18: Sarah (L) at the PCAP Kent Office with Lee-Anne, PCAP Programmes Director

Picture above left: In Parliament with Lord Paul Boateng

Picture above right: Sarah (L) at the Palace of Westminster with Sylvie, the PCAP Executive Director

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Case Study 2: “ No sweat, MY – Young Carer no sweet Who Found a Job Following PCAP Ghanaian proverb ~~”~~ Coaching

Barely a month after their enrolment in Hope After Covid, MY went on to:

Back in November 2024, MY, a young carer from Kent, was unemployed. They were very nervous at the prospect of going for a job interview. Furthermore, they doubted that they could combine a paid job with their duties as a carer.

• Apply for a job as a part-time teaching assistant;

• Shine at the interview;

• Secure and accept the position.

After enrolling in PCAP’s Hope After Covid programme, MY received a personalised coaching and support package including:

MY says: “I am very grateful to PCAP for the 1-to-1 support, which I found very effective in terms of helping me find a job.”

• Motivation and encouragement to overcome their doubts;

• Tips and practical exercises to improve their self-confidence;

• CV writing guidance and support;

• Public speaking tips and techniques, as well as practical exercises to confront and overcome their fear of interviews.

“ If you waste time, surely time will waste you ”

Sierra Leonean proverb

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Case Study 3:
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Lionel Best, Founder and Director of Operations, BiG CIC – Improved Leadership Skills Thanks to Lead4Hope Network

Lionel acknowledges that as an extremely busy business leader, prior to joining PCAP’s Lead4Hope Network programme in 2024, he had not really thought about the management of his wellbeing. Furthermore, his initial assessment baseline revealed that he was overburdened with the administration activities, delivery of projects and efforts to secure income for BiG. He was undertaking most of these tasks alone.

By the time he completed his leadership training and became a Lead4Hope Network Graduate 4 months later, Lionel had:

• D e s i g n e d a volunteer strategy and p u b l i s h e d volunteer calls, these were p r o d u c e d

with the help of PCAP’s Lead4Hope Network’s training officer.

• Completed and submitted 2 grant applications, including provisions for additional staff members to deliver BiG’s activities and carry out administration tasks.

PCAP designed a personalised package of 4 coaching sessions for Lionel, with specific advice and practical exercises aimed at enabling him to:

• Developed a self-care and wellbeing routine , which he applying with very satisfactory results.

• Increase his focus by prioritising tasks that will enhance his ability to realise his leadership vision and strengthen his legacy, with a view to helping him manage his workload and avoid burnout.

Lionel received a toolkit from PCAP aimed at enabling him to carry on fulfilling his leadership goals independently. He is now a lifelong Lead4Hope Network member, and says: “It is important to put your health and wellbeing first. Some of the things that we have discussed in PCAP’s coaching sessions have been invaluable in that sense and a big surprise. The programme came at a good time when everything was coming together. I was around the right people that were helping me develop BiG’s capacity and increase funding.”

• Make the most of his contacts and resources, to enable him to find reliable volunteers to diminish his workload.

• Improving his capacity for selfcare and wellbeing, to ensure that he remains healthy and full of positivity while seeking to striving to achieve his leadership goals.

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FUNDRAISING AND THANKS TO OUR FUNDERS

I learnt new ways to use the support infrastructure provided by the Lead4Hope Network

This was so wonderful! I feel motivated and fired up for the rest of the year!”

Nelly, Southwark resident, attended PCAP’s January 2025 community wellbeing and motivation workshop

Serena, 2024 Lead4Hope Network participant

It was very interactive, I loved the cultural aspect of the event. It’s beyond rewarding to hear about the African culture, getting together with like-minded people and networking. I feel very motivated and spiritually relaxed. Wellbeing and motivation aspect is covered very well. Thank you so much!!!

Feedback received at the community wellbeing and motivation workshop PCAP organised in Medway in March 2025 to celebrate National Lottery Open Week

I think that the whole session was truly inspirational in so many ways. Well run with informative content not just for the day but for the future. It would be amazing to see this grows into an even bigger success than it is already. Just amazing!

Question: Can you envision collaborating with PCAP in the future? Tell us briefly why you would?

Answer: Yes, to support our customers to be able to help themselves by building selfconfidence and self-esteem,”

Feedback from PCAP Lunch and Learn session in Medway in March 2025.

MHS Homes employee, attended a PCAP Lunch and Learn session in 2025.

We are extremely grateful to the following funders who have supported and financed our work throughout this year:

City Bridge Foundation

awarded us a grant of £87,546 (with £43,193 disbursed to PCAP as of 31st March 2025) to deliver our Lead4Hope Network programme in London between 2024 and 2026.

National Lottery

£129,809

thanks to the 2-year grant of £129,809 we raised from the National Lottery’s Reaching Communities Fund (with £97,243.5 disbursed to PCAP as of 31st March 2025) PCAP has been able to open an office in Kent, and is now serving hundreds of Kent residents through the Hope After Covid project.

Garfield Weston Foundation

the £10,000

we received from the Garfield Weston Foundation in April 2024 contributed towards the implementation of the activities of our Hope After Covid project in Medway and Swale – with the bulk of these activities funded by the National Lottery’s Reaching Communities Fund.

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Paul Hamlyn Foundation

the 3-year grant of £96,058 PCAP received from the Paul Hamlyn Foundation enabled our charity to deliver motivational, coaching and personal development sessions to 52 disadvantaged young people aged 18-25 as part of the Youth Innovation Fellowship programme between 2022 and 2025.

Furthermore, we are very grateful to PHF because both the duration and flexibility of the funding have given us the space necessary to think strategically, review our approach to working with young people, and design a long-term youth engagement and nurturing action plan based on the lessons learnt.

South-East London Voluntary, Community and Social Enterprise Alliance and SEL Integrated Care System

a grant totalling £48,000

(with the remaining £4,800 received in April 2024) enabled our charity to partner with community organisations and leaders to work between November 2023 and May 2024 on widening the participation in health and care workforce of people of Black, African or Caribbean heritage in SEL.

Thanks to the support from the aforementioned funders, PCAP was able to obtain a turnover of

Thank you

£189,668

this year. We are committed to using the funds entrusted to us in a transparent, strategic, responsible and highly accountable manner as we strive to realise our charity’s vision and mission.

INDEPENDENT EXAMINER’S REPORT ON THE ACCOUNTS OF THE POLICY CENTRE FOR AFRICAN PEOPLES FOR THE YEAR ENDED 31ST MARCH 2025

REFERENCES AND ADMINISTRATIVE DETAILS OF THE CHARITY AND ITS TRUSTEES FOR THE YEAR ENDED 31 MARCH 2025

Charity registration no

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Trustees
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1131139

Dr Thelma Okey-Adibe - Chair 1131139 Mr Olajide Alabi - Treasurer Mr Joshua Chukwudi Aghadiuno Ms Antonique Adriana Afonso Dr Eneless Nyomi Registered /Kent office London Office Broadside, Leviathan Way Unit 24 & 35 Chatham, Kent St Olav’s Court London ME4 4LL SE16 2XB aeae Independent Examiner Bankers Tunji Ogedengbe FCCA HSBC UK 36 Daffodil Close Hatfield AL10 9FF

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INDEPENDENT EXAMINER’S REPORT FOR THE PERIOD 1st April 2024 to 31st March 2025

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I report on the financial statements of Policy Centre for African Peoples for the year ended 31st March 2025 which comprise the statement of financial activities, the balance sheet, and the related notes. These financial statements have been prepared under the historical cost convention and the accounting policies set out therein.

Respective responsibilities of trustees and independent examiner

As the charity’s trustees you are responsible for the preparation of the accounts, you consider that the audit requirement of section 43(2) of the Charities Act 1993 (the Act),as amended by s.28 of the Charities Act 2006 does not apply. It is my responsibility to examine accounts under section 43 of the Act, as amended, to follow procedures specified in the General Directions given by the Charity Commissioners under section 43(7)(b) of the Act, as amended, whether particular matters have come to my attention.

Basis of independent examiner’s statement

My examination was carried out in accordance with the General Directions given by the Charity Commissioners. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently I do not express an audit opinion on the view given by the accounts.

Independent examiner’s statement

In connection with my examination, no matter has come to my attention:

• (i) which gives me reasonable cause to believe that in any material respect the requirements:

• to keep accounting records in accordance with section 41 of the Act; and

• to prepare accounts which accord with the accounting records and to comply with the accounting requirements

of the Act have not been met; or

• (ii) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

Tunji Ogedengbe FCCA

Director DTT Consultancy Ltd 36 Daffodil Close Hatfield AL10 9FF

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Policy Centre for African Peoples 1131139
Annual accounts for the period
Period 1st Apr 2024 To Period 31st Mar
start end date 2025
date
Section A Statement of financial activities
Recommended categories by activity Details Note Unrestricted Restricted Reserve Total this Total last
of own fund contrac- income year year
analysis tually bound funds
to be spent
within a year
£ £ £ £
Incoming resources (Note 3) F01 F02 F03 F04 F05
Incoming resources from generated funds - - - - -
Grants S01 33,439 153,030 3,199 189,668 167,937
Voluntary Income S02 - - - -
Investment income S03 - - - - -
Incoming resources from charitable activities S04 -
Other incoming resources S05 - - - - -
Total incoming resources S06 33,439 153,030 3,199 189,668 167,937
Resources expended (Notes 4-8)
Joseph Rowntree Charitable Trust Lead4Hope S12 - - - - 4,901
Community fund - 69,654 - 69,654 1,578
Lambeth Council Grant - Black Communities Welfare - - - - 14,555
Network
South East London Integrated Care System - 5,896 - 5,896 42,104
City Bridge Foundation 41,037 - 41,037 1,726
PAUL HAMLYN FOUNDATION - YOUTH FUND Revenue 33,439 - 33,439 34,884
Grant
Impact on Urban Health Covid Continuation Grant - - - 23,433
GWF Revenue Grant - Hope After Covid - 10,000 - 10,000 -
PCAP RESERVES - 2,311 2,311 60
Total resources expended S13 33,439 126,587 2,311 162,337 123,242
Net incoming/(outgoing) resources before transfers S14 -0 26,444 888 27,332 44,695
Gross transfers between funds S15 - - - - -
Net incoming/(outgoing) resources before other recognised S16 -0 26,444 888 27,332 44,695
gains/(losses)
Other recognised gains/(losses)
Gains and losses on revaluation of fixed assets for the charity’s S17 - - - - -
own use
Prior Year Adjustment S18 - - - - 50
Net movement in funds S19 -0 26,444 888 27,332 44,745
Total funds brought forward S20 76,710 55,332 - 132,042 87,297
Total funds carried forward S21 76,710 81,776 888 159,374 132,042
Section B Balance sheet as at 31st Mar 2025
Note Unrestricted Restricted Endow- Total this Total last
funds income ment year year
funds funds
£ £ £ £ £
Total funds B20 76,710 81,776 888 159,374 132,042
Signed by Print Name Date of approval
Mr Olajide Alabi - Treasurer Mr Olajide Alabi - Treasurer 13/05/2025
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PCAP’s RESERVES POLICY

PCAP’s Reserves Policy is based on three principles:

Section C Notes to the accounts

Note 1 Basis of preparation

This section should be completed by all charities.

1.1 Basis of accounting

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First, it represents a prudent approach to the management of the organisation’s finances, highlighting key areas in which reserves might be identified and engaged where appropriate.

Second, and reflecting the current financial situation of PCAP, the Policy is largely aspirational and is couched in terms such as “reserves are to protect the continuity of PCAP’s core activities” rather than a normative desire to, for example, ensure that PCAP has “three months of unrestricted funding in the bank account”. The latter is almost certainly impossible to achieve at the present time while the former is a working definition of intent and does not make PCAP a hostage to fortune.

These accounts have been prepared on the basis of historic cost (except that investments are shown at market value) in accordance with:

• Accounting and Reporting by Charities – Statement of Recommended Practice (SORP 2005);

% Accounting Standards;

• and with*

Financial Reporting Standards for Smaller Enterprises

or

(FRSSE);

• and with the Charities Act 1993.

• [** except for the following].

Give details in this box if a different standard has been followed.

* -Tick as appropriate:

• if all relevant disclosures shown in the pack have been given then please tick “Accounting Standards”;

• if disclosures completed in these accounts have been restricted to those required by the FRSSE, then please tick “Financial Reporting Standards for Smaller Enterprises (FRSSE)”.

** - If no departures from the chosen standards have been made then delete these words; otherwise give details of any changes in the boxes.

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Third, PCAP’s funding currently comes from external charitable organisations that, even when they provide core funding, give PCAP a restricted timescale, often a year, to spend that money. Occasionally, PCAP is allowed to keep a few hundred pounds, as unrestricted reserves. As such, the Policy is costed along the following lines –

1.2 Change in basis of accounting

There has been no change to the accounting policies (valuation rules and methods of accounting) since last year.

1.3 Changes to previous accounts

No changes have been made to accounts for previous years.

a. A level of core funding to be spent within a year, which allows PCAP’s core activities to be delivered throughout that year. Aspirational amount: £60,000.

b. A level of unrestricted reserves, with no timescale restrictions, for unexpected opportunities which arise, and risks such as unexpected expenditure or unplanned for loss of income. Aspirational amount: £6,000 by end of 2026.

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28

Section C Notes to the accounts (cont)

EXPENDITURE AND LIABILITIES

Note 2 Accounting policies This standard list of accounting policies has been applied by the charity except for those deleted. Where a different or additional policy has been adopted then this is detailed in the box below.

Grants and donations Tax reclaims on donations and gifts Contractual income and performance related grants Gifts in kind Donated services and facilities Volunteer help Investment income Investment gains and losses These are included in the Statement of Financial Activities (SoFA) when: Grants and donations are only included in the SoFA when the charity has unconditional entitlement to the resources. Incoming resources from tax reclaims are included in the SoFA at the same time as the gift to which they relate. This is only included in the SoFA once the related goods or services have been delivered. Gifts in kind are accounted for at a reasonable estimate of their value to the charity or the amount actually realised. Gifts in kind for sale or distribution are included in the accounts as gifts only when sold or distributed by the charity. Gifts in kind for use by the charity are included in the SoFA as incoming resources when receivable. These are only included in incoming resources (with an equivalent amount in resources expended) where the beneft to the charity is reasonably quantifable, measurable and material. The value placed on these resources is the estimated value to the charity of the service or facility received. The value of any voluntary help received is not included in the accounts but is described in the trustees’ annual report. This is included in the accounts when receivable. This includes any gain or loss on the sale of investments and any gain or loss resulting from revaluing investments to market value at the end of the year. INCOMING RESOURCES	Grants and donations Tax reclaims on donations and gifts Contractual income and performance related grants Gifts in kind Donated services and facilities Volunteer help Investment income Investment gains and losses These are included in the Statement of Financial Activities (SoFA) when: Grants and donations are only included in the SoFA when the charity has unconditional entitlement to the resources. Incoming resources from tax reclaims are included in the SoFA at the same time as the gift to which they relate. This is only included in the SoFA once the related goods or services have been delivered. Gifts in kind are accounted for at a reasonable estimate of their value to the charity or the amount actually realised. Gifts in kind for sale or distribution are included in the accounts as gifts only when sold or distributed by the charity. Gifts in kind for use by the charity are included in the SoFA as incoming resources when receivable. These are only included in incoming resources (with an equivalent amount in resources expended) where the beneft to the charity is reasonably quantifable, measurable and material. The value placed on these resources is the estimated value to the charity of the service or facility received. The value of any voluntary help received is not included in the accounts but is described in the trustees’ annual report. This is included in the accounts when receivable. This includes any gain or loss on the sale of investments and any gain or loss resulting from revaluing investments to market value at the end of the year. INCOMING RESOURCES
	These are included in the Statement of Financial Activities (SoFA) when:
Grants and donations	Grants and donations are only included in the SoFA when the charity has unconditional entitlement to the resources.
Tax reclaims on donations and gifts	Incoming resources from tax reclaims are included in the SoFA at the same time as the gift to which they relate.
Contractual income and performance related grants	This is only included in the SoFA once the related goods or services have been delivered.
Gifts in kind	Gifts in kind are accounted for at a reasonable estimate of their value to the charity or the amount actually realised. Gifts in kind for sale or distribution are included in the accounts as gifts only when sold or distributed by the charity. Gifts in kind for use by the charity are included in the SoFA as incoming resources when receivable.
Donated services and facilities	These are only included in incoming resources (with an equivalent amount in resources expended) where the beneft to the charity is reasonably quantifable, measurable and material. The value placed on these resources is the estimated value to the charity of the service or facility received.
Volunteer help	The value of any voluntary help received is not included in the accounts but is described in the trustees’ annual report.
Investment income	This is included in the accounts when receivable.
Investment gains and losses	This includes any gain or loss on the sale of investments and any gain or loss resulting from revaluing investments to market value at the end of the year.

Liability recognition	Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to pay out resources.
Governance costs	Include costs of the preparation and examination of statutory accounts, the costs of trustee meetings and cost of any legal advice to trustees on governance or constitutional matters.
Grants with performance conditions	Where the charity gives a grant with conditions for its payment being a specifc level of service or output to be provided, such grants are only recognised in the SoFA once the recipient of the grant has provided the specifed service or output.
Grants payable without performance conditions	These are only recognised in the accounts when a commitment has been made and there are no conditions to be met relating to the grant which remain in the control of the charity.
Support Costs	Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, eg allocating property costs by foor areas, or per capita, staf costs by the time spent and other costs by their usage.
ASSETS
Tangible fxed assets for use by charity	These are capitalised if they can be used for more than one year, and cost at least £500. They are valued at cost or a reasonable value on receipt.
Investments	Investments quoted on a recognised stock exchange are valued at market value at the year end. Other investment assets are included at trustees’ best estimate of market value.
Stocks and work in progress	These are valued at the lower of cost or market value.

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Secton C	Notes to the accounts (cont)	Notes to the accounts (cont)	Notes to the accounts (cont)	Notes to the accounts (cont)	Notes to the accounts (cont)
Note 3	Analysis of incoming resources
Incoming resource	s may be further analysed if this would help the reader of the accounts.
	Analysis	Brought Forward	This year	This Year Total	Last year
		£	£	£	£
Restricted	King’s College London – Medway Community Mu- sic-Making Workshops	-	-	-	1,000
	Joseph Rowntree Charitable Trust Lead4Hope	-	-	-	4,901
	Lambeth Council Grant - Black Communites Wel- fare Network	-	-	-	14,555
	Natonal Lotery Community Fund - Hope Afer Covid	30,761	64,905	95,666	32,339
	South East London Integrated Care System/Widen- ing Partcipaton	1,098	4,800	5,898	43,200
	City Bridge Foundaton/ Lead4Hope Network	9,072	32,395	41,467	10,798
	Garfeld Weston Foundaton	-	10,000	10,000
	Total Restricted Fund	40,931	112,099	153,030	106,793
Unrestricted fund contractu- ally bound to be spent within a year	Paul Hamlyn Foundaton – Youth Fund Revenue Grant Income	439	33,000	33,439	35,324
	Impact on Urban Health - Covid Contnuaton Grant		-	-	23,383
	Total Unrestricted fund contractually bound to be spent within a year	439	33,000	33,439	58,707
Reserves Income	Reserves Income	2,376	823	3,199	2,437
	Restricted Funds	40,931	112,099	153,030	106,793
	Unrestricted fund contractually bound to be spent within a year	439	33,000	33,439	58,707
	Reserve Income	2,376	823	3,199	2,437
	Total Funds	43,746	145,922	189,668	167,937

Secton C Notes to the accounts (cont)	Secton C Notes to the accounts (cont)	Secton C Notes to the accounts (cont)	Secton C Notes to the accounts (cont)	Secton C Notes to the accounts (cont)	Secton C Notes to the accounts (cont)
Note 4 Analysis of resources expended
		This year	This year	This year	Last year
		Unrestricted contractually bound to be spent within a year	Restricted	Total	£
	Expenditure
	KCL - Staf costs	-	-	-	625
	KCL - Publicity and Workshop Costs	-	-	-	375
	King’s College London – Medway Community Music-Making Workshops		0		1,000
	JRCT/Lead4Hope - Staf costs	-	-	-	1,777
	JRCT/Lead4Hope - Outreach & Publicity	-	-	-	375
	JRCT/Lead4Hope - Trips	-	-	-	1,150
	JRCT/Lead4Hope - Equipments	-	-	-	182
	JRCT/Lead4Hope - Volunteers	-	-	-	300
	JRCT/Lead4Hope - Miscellaneous	-	-	-	1,057
	JRCT/Lead4Hope - Monitoring & Evaluaton	-	-	-	60
	Total Joseph Rowntree Charitable Trust Lead4Hope Expend- iture	-	-	-	4,901
	Natonal Lotery/Hope Afer Covid - Staf costs	-	48,877	48,877	1,526
	Natonal Lotery/Hope Afer Covid - Monitoring & Evaluaton	-	20,777	20,777	52
	Total Natonal Lotery Community Fund - Hope Afer Covid Expenditure	-	69,654	69,654	1,578
	BCWN - Staf costs	-	-	-	10,655
	BCWN - Miscellaneous	-	-	-	3,900
	Total Lambeth Council Grant - Black Communites Welfare Network Expenditure	-	0	0	14,555
	Widening Partcipaton - Human resources	-	5,639	5,639	34,107
	Widening Partcipaton - Community Conversaton hostngs ; Partners’ expense	-	44	44	1,741
	Widening Partcipaton -IT, Communicaton& Publicity cost	-	160	160	736
	Widening Partcipaton - Transport	-	53	53	210
	Widening Partcipaton - Partcipant Time compensaton	-	-	-	5,310
	Total South East London Integrated Care System/Widening Partcipaton- Expenditure	-	5,896	5,896	42,104

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Section C Notes to the accounts (cont)

Note 4 contd Analysis of resources expended	Note 4 contd Analysis of resources expended	Note 4 contd Analysis of resources expended	Note 4 contd Analysis of resources expended	Note 4 contd Analysis of resources expended
	This year	This year	This year	Last year
	Unrestricted con- tractually bound to be spent within a year	Restricted	Total	£
Expenditure contd	-	75,550	75,550	63,138
City Bridge Foundaton/ Lead4Hope Network - Staf costs	-	29,374	29,374	1,526
City Bridge Foundaton/ Lead4Hope Network - Miscellaneous Project cost	-	1,298	1,298	200
City Bridge Foundaton/ Lead4Hope Network - Equipment costs		1,164	1,164
City Bridge Foundaton/ Lead4Hope Network - Outreach and publicity costs		240	240
City Bridge Foundaton/ Lead4Hope Network - Impact assessment reports & monitoring & evaluaton		1,200	1,200
City Bridge Foundaton/ Lead4Hope Network - Contributons towards infrastructure costs including rent, insurance and safeguarding training		7,761	7,761
Total City Bridge Foundaton/ Lead4Hope Network Expenditure	-	41,037	41,037	1,726
GWF Revenue Grant - Staf Costs	-	8,253	8,253	-
GWF Revenue Grant - Marketng, Outreach & Publicity	-	1,169	1,169	-
GWF Revenue Grant - Training, Monitoring & Evaluaton	-	95	95	-
GWF Revenue Grant - Miscellaneous	-	88	88	-
GWF Revenue Grant - Bookkeeping		288	288
GWF Revenue Grant - Transport	-	107	107	-
Total GWF Revenue Grant Hope Afer Covid - Expenditure	-	10,000	10,000	-
PAUL HAMLYN FOUNDATION – YOUTH FUND Revenue Grant - Staf Costs	28,703		28,703	32,322
PAUL HAMLYN FOUNDATION – YOUTH FUND Revenue Grant - Goverance	2,126		2,126
PAUL HAMLYN FOUNDATION – YOUTH FUND Revenue Grant - Marketng, Outreach & Publicity			-	947
PAUL HAMLYN FOUNDATION – YOUTH FUND Revenue Grant - Materials & Resources	93		93	250
PAUL HAMLYN FOUNDATION – YOUTH FUND Revenue Grant - Training, Monitoring & Evaluaton	1,475		1,475	257
PAUL HAMLYN FOUNDATION – YOUTH FUND Revenue Grant - Transport	511		511	106
PAUL HAMLYN FOUNDATION - YOUTH FUND Revenue Grant - Bookkeeping & Accountancy	288		288	-
PAUL HAMLYN FOUNDATION - YOUTH FUND Revenue Grant - Miscellaneous	244		244	1,002
Total PAUL HAMLYN FOUNDATION - YOUTH FUND Expenditure	33,440	-	33,440	34,884
Impact on Urban Health (Core funding) - Staf Costs	-	-	-	21,037
Bank Charges(Core funding)	-	-	-	30
Subtotal Impact on Urban Health (Core funding)	-	-	-	21,067
Grant Plus (Strategic development)			-	1,772
Grant Plus (Accounts review )			-	300
Subtotal Impact on Urban Health (Grant plus)	-	-	-	2,072
Total of Impact on Urban Health Covid Contnuaton Grant Expenditure	-	-	-	23,139
Miscellaneous	-	2,311	2,311	60
Total PCAP RESERVES Expenditure	-	2,311	2,311	60
Total Expenditure	33,440	128,898	162,338	122,948

Note 5 Support Costs

Please complete this note if the charity has analysed its expenses using activity categories and has support costs.

Support cost type	Fundraising activity £	Charitable Activity £	Governance Activity £	Total Cost £
	-	-	-	-
	-	-	-	-
	-	-	-	-
Total	-	-	-	-

Note 6 Details of certain items of expenditure

6.1 Trustee expenses

Please provide details of the amount of any payment or reimbursement of out-ofpocket expenses made to trustees or to third parties for expenses incurred by trustees. If no expenses were paid,

please enter ‘None’ in the appropriate box(es).

If no expenses were paid, please enter ‘None’ in the appropriate box(es).
	This year	Last year
Number of trustees who were paid expenses
Nature of the expenses
Total amount paid	£	£

6.2 Fees for examination or audit of the accounts

Please provide details of the amount paid for any statutory external scrutiny of accounts and other services provided by your independent examiner or auditor. If nothing was paid please enter NONE in the appropriate box(es).

	This year	Last year
Independent examiner’s or auditors’ fees for reporting on the accounts	590	575
Other fees (for example: advice, consultancy, accountancy services) paid to the independent examiner or auditor

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35

Secton C Notes to the accounts(cont)	Secton C Notes to the accounts(cont)	Secton C Notes to the accounts(cont)	Secton C Notes to the accounts(cont)	Secton C Notes to the accounts(cont)
Note 11 Debtors andprepayments
Please complete this note if the charity has any debtors orprepayments.
Analysis of debtors	Amounts falling due within oneyear		Amounts falling due afer more than oneyear
	Thisyear	Lastyear	Thisyear	Lastyear
	£	£	£	£
Trade debtors		-	-	-
Amounts due from subsidiary and associated	-	-	-	-
undertakings Other debtors		-	-	-
Prepayments and accrued income	-	-	-	-
Total	-	-	-	-
Note 12 Creditors and accruals
Please complete this note if the charityhas anycreditors or accruals.
12.1 Analysis of creditors
	Amounts falling due within oneyear		Amounts falling due afer more than oneyear
	Thisyear	Lastyear	Thisyear	Lastyear
	£	£	£	£
Loans and overdrafs		-	-	-
Accruals and deferred income		-	-	-
Amounts due to subsidiary and associated undertakings	-	-	-	-
Other creditors	590	575	-	-
Accruals and deferred income		-	-	-
Total	590	575	-	-
12.2 Security over assets
If any loan, overdraf or other creditor holds a charge or other security over any assets of the charity please provide details.

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APPENDIX I – STRATEGIC DEVELOPMENT PLAN AND GOALS FOR THE FORTHCOMING 3 YEARS (2025 – 2028)

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PCAP’s strategic development plan and goals over the next 3 years are as follows:

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----- Start of picture text -----
2025
to
Paid full-time 2026 Paid full-time
Executive Programmes
Director Director
1 Kent 1 UK 1 Kent
Engagement & Engagement 1 Accountant Training
Admin Officer Officer @ 3 @ 2 days per Officer @
@ 3 days per days per week week 3 days per
week week
1 London Target no.
Training of direct
Officer @ 3 projects’
days per week participants:
500
Target for Target for London
Independent registered/ Kent Office: become
assessment Office: become a reference for training
target: Have all hub for training and nurturing of
programmes service-users and London leaders
independently Youth Advisory of African or
assessed each year Council’ s
disadvantaged
operations backgrounds
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Target budget: £300,000

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----- Start of picture text -----
2026 2027
to to
Paid full-time 2027 additional Staff Idem + Additional Office – 1 2028 Additional Staff – 4
Executive – 1 Fundraising International International
Director Officer @ 2 days per week Office Office
(Africa) workers
Additional
Increased Kent
Engagement & Minimum Target no. of 1 Kent Training Additional project – Additional Additional Staff
Admin Officer to 90% of staff volunteers: 8 Officer @ 3 volunteers: 10 African Nation Staff – UK – Executive
4 days per week retained days per week Building Director Director’s PA
Academy
1 London Target no. 1 additional Target no of
Training of direct trustee with direct projects’
Officer @ project Africa-focused participants:
3 days per beneficiaries:
insight 1,000
week 600
Target for both
Independent
assessment offices: enhance Independent
community assessment
target: Have all
engagement and target: Have all
programmes
become training and programmes
independently
service-users’ hubs independently
assessed each year
in both Kent and assessed each year
London
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----- Start of picture text -----
Target budget: £400,000
----- End of picture text -----

Target budget: £1,200,000

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38

The strategic objectives and indicators throughout the forthcoming 3 years include:

Indicators

• 1.1.1 To have all required additional staff of the Kent and London offices working by Q3 2026.

• 1.1.2 To have all additional UK volunteers in place by Q1 2027.

Objective 1: To strengthen the staff capacity of the organisation.

• 1.1.3 To have all staff required for the international office in place by Q1 2028.

Indicators

Objective 2: 2.1.1 Mid-term independent assessment reports of To strengthen Hope After Covid and Lead4Hope Network the independent programmes completed by Q4 2025. assessment of 2.1.2 Final independent assessment reports of PCAP’s Hope After Covid and Lead4Hope Network programmes programmes completed by Q2 2026.

• 2.1.3 Independent assessors for any new programme contracted within 3 months of the launch of the programme.

Indicators

Objective 3: To strengthen the financial sustainability of PCAP

• 3.1.1 An updated fundraising plan for 2025 – 2028 with identified institutions and other donors, dates, deadlines, responsibilities, levels of funding, co-financing expectations produced by Q3 2025.

• 3.1.2 A minimum of 25% of the 2025- 2028 budget to be raised by Q1 2026.

• 3.1.3 A minimum of 60% of the 2025-2028 budget to be raised by Q1 2027.

• 3.1.4 100% of the 2025-2028 budget to be raised by March 2028.

Objective 4: To consolidate the programme portfolio of the organisation

Objective 5: To increase the number of programmes’ participants and service-users

Indicators

• 4.1.1 Additional activities of Hope After Covid and Lead4Hope Network, or any other programmes deriving from them, to be fully funded and ongoing by Q1 2026.

• 4.1.2 A minimum of 2 of the UK programmes, to be long-term and established as foundation stone programmes by Q1 2027.

• 4.1.3 The African Nation Building Academy, fully funded, to be launched by Q1 2028.

Indicators

• 5.1.1 To increase the number of programmes’ participants and service-users to 500 by Q1 2026.

• 5.1.2 To increase the number of programmes’ participants and service-users to 600 by Q1 2027.

• 5.1.3 To increase the number of programmes’ participants and service-users to 1,000 by Q1 2028.

40

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APPENDIX 2 – OPERATIONAL TEAM

Sylvie Aboa-Bradwell, MPhil – Sylvie Aboa-Bradwell is an award-winning educator, leader, coach and mentor with a Master’s of Philosophy in Postcolonial Studies from the Complutense University of Madrid, a Diploma in International Development from Birkbeck, University of London, and a Certificate in Science of Wellbeing from Yale University. She founded PCAP in 2008, stepped down as Trustee in 2009 to avoid any conflict of interest, and has been working as its Executive Director since. She is fluent in English, Spanish, French and several African languages.

Lee-Anne Coe, BA – Lee-Anne Coe brings over 15 years of experience in social care and now leads as Programmes Director at PCAP. She holds a BA in Social Science and a Level 6 qualification in Careers, Information, Advice, and Guidance. Her extensive background enables her to provide meaningful support across various capacities. Lee-Anne is passionate about empowering individuals and remains committed to using her skills and experience, in line with PCAP’s mission, to positively impact and enhance the lives of others.

Zubeir Woozeer, MSc – Zubeir Woozeer is currently pursuing a Master’s in Global Governance and Ethics at University College London. He first worked with PCAP in the King’s Civic Challenge where PCAP and King’s students collaborated successfully to develop and concretise the Hope After Covid Project in 2020 - 2021. After 2 years as our Admin Officer, Zubeir was recently promoted to the role of UK Engagement Officer.

Abigail Joseph, MPhil – Abigail Joseph is PCAP’s London Training Officer. She has a BA and MPhil in Sociology from Goldsmiths and the University of Cambridge, respectively. Alongside her work at PCAP, Abigail works as a social impact consultant. Prior to this, she worked at an architectural consultancy as well as founding and managing social enterprises in London and Copenhagen. Abigail is excited about being able to work with PCAP to help people fulfil their potential and become the best version of themselves.

Ahmed Ogunrombi, MSc – Ahmed Ogunrombi has a Master’s in Business with Business Analytics from Northumbria University. He joined PCAP in January 2023 as a part-time accountant. He also has a BSc in Accounting and has worked in different Accounting and Finance roles in the manufacturing Industry, Fintech, and Oil Sector over the course of 8 years’ career. He is originally from Nigeria, and believes in an equal society.

Ayo Aladekomo, BSc – Ayo Aladekomo is an experienced and versatile manager with a demonstrated history of working in the creative, media and fintech industries with special interest in project management. A graduate of the University of Lagos with a BSc in Communication, Ayo worked as PCAP Kent Engagement and Admin Officer between May and July 2024.

Stephanie Papie, BA – Stephanie Papie has a BA in Childhood Studies from the Open University. She possesses extensive experience in Social Services, Community Engagement and work in corporations. She served as PCAP Kent Engagement Officer between November 2024 and January 2025.

Sonny Hawkins – Sonny Hawkins is an outstanding IT Systems Engineer with extensive experience. He is highly skilled in various hardware and software technologies, and has a keen interest on the hardware side of IT, infrastructure design and deployment. Sonny joined PCAP as an IT volunteer in October 2021 and proved to be a mighty knight in shining armour by promptly relieving the team from stressful website-related issues. He is a wonderful example of how societies can hugely benefit from fully embracing neurodiversity.

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Our sincere and huge thanks to the following Volunteers: \ \ a, : Ian Bradwell, who has been providing PCAP with holistic support as a volunteer since 2008;

APPENDIX 3 – ADVISORY COMMITTEES’ VOLUNTEERS

Christopher Buckwell, BA – Christopher Buckwell has been a participant in PCAP’s activities for over a decade, and served as a trustee between February 2018 and September 2021. A lawyer by background, he is in an ideal position : Ian Bradwell, 7 to provide advice, leadership and any relevant input on who has been providing PCAP with holistic support as programmes that have social and legal dimensions. As a long-time community activist, Parish and Borough Councillor a volunteer since 2008; in Medway, Kent, Chris has extensive experience and skills pertaining to community representation, including assessing and advocating community needs. Ken, for helping with the purchase of equipment, management and delivery of events at Yeukai Taruvinga, BSc – Yeukai Taruvinga is the Founder PCAP’s Kent Office; and CEO of Active Horizons, a Bexley-based charity created in 2006, which promotes youth engagement and leadership Nicholaus, development. She has an outstanding track record as a community leader, and a catalyst for the education, training for facilitating the welcoming, registration and seating and empowerment of young adults initially in Bexley, and = of guests at the events of PCAP’s Kent office; now throughout the UK.

Timothy,

for coordinating the welcoming, registration and seating of guests at the events of PCAP’s Kent office. Se Thank you

Tom Bamford, MBA - Tom Bamford is a corporate lawyer and management consultant with over a decade of work experience in the professional services space. He has advised companies on a range of strategic, operational, legal and transactional matters across EMEA and has spent time volunteering in schools and communities in Africa. He is passionate about development and holds a BSc in Politics and Economics from the University of Bath, a graduate LLB and an MBA from IESE Business School.

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CONTACT DETAILS

Email: [e-mail]

Website: www.pcap.org.uk

Kent Office Broadside, Leviathan Way Chatham, Kent ME4 4LL

London Office Units 24 & 35 St Olav’s Court, London SE16 2XB