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← Plymouth Vcse

2024-03-31-accounts

Annual Report

Reports & Accounts for the annual financial period

April 2023 – March 2024

Quote

"POP ideas has been amazing, the support has helped us so much."

Table of Contents

– 3 OUR YEAR IN NUMBERS 23 24 4 CHAIR’S REPORT 5 POP’S AIMS & OBJECTIVES 8 ACHIEVEMENTS & PERFORMANCE 12 LEARNING AND EVALUATION 16 NURTURING OUR MEMBERS 22 NETWORK SUPPORT & DEVELOPMENT EVENTS 24 FUNDING 27 30 RUNNING A NIMBLE ORGANISATION WITH STRATEGIC IMPACT 33 WORKING STRATEGICALLY

36 OTHER NOTABLE WORK 38 FINANCIAL REVIEW 40 PLANS FOR THE FUTURE

41 STRUCTURE, GOVERNANCE AND MANAGEMENT 44 STATEMENT OF TRUSTEES' RESPONSIBILITIES 45 REPORT TO THE TRUSTEES

OUR YEAR IN NUMBERS 2023 – 2024

211 115 groups 80 groups members supported trained joined 96% of our clients £818,600 of £227,867 have reported the successful funding POP ideas service funding deployed - to is ‘excellent’ or supported 139 groups ‘good’

ALL TIME

54% of our £2.6m Over £1m of 83% of our total spend since funding deployed membership is 2020 has been through under £100k spent on the collaborative and sector and participative turnover outside of POP. methods

Click here to view a map of networks.

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CHAIR’S REPORT

Plymouth Octopus began this year with a reflection of our ten-year anniversary at the last AGM. This gave us a real opportunity to consider the journey we’d been on, where we are now and what we want the organisations future to be.

Over ten years, the work of POP has developed, changed, extended and evolved but the core principles remain of being a means to facilitate and amplify the voices of grassroots voluntary sector organisations from Plymouth and the surrounding areas.

This year moved us into the second year of our second five-year funding cycle from Esmee Fairbairn. We were privileged to have a visit from representatives from the organisation and to have the opportunity to discuss the work that is taking place.

As you read through this report, you will be giving more information of everything that is going on with POP including projects such as Belong in Plymouth, our neighbourhood networks and our thematic networks. Funding opportunities have continued with our POP Collectives, 250 a POP and, more recently, the Suicide Prevention Fund. Some projects, such as the High Street Heritage Action Zone have finished.

We’ve also said some goodbyes to staff, in particular Claire Law and Deborah Penprase who have made a massive contribution to POP in their time with the organisation.

We would like to thank them sincerely for all they have done and wish them well for the future. We have also welcomed those new members of staff who have replaced them, and look forward to seeing them find their place with POP.

As a board, we’d like to thank all staff and associates for their contribution over the last 12 months.

We have also been reflecting on our own position as a trustee board. The original vision for the board was twelve

representatives from the sector to ensure the sector’s voice was at the heart of everything POP does. We still hold true to that idea but, the manner in which that is achieved, perhaps does not sit as well in the “normal channels of ‘power’ and ‘control’ which are at the heart of most charities and organisations. Networks have always been at the heart of everything that POP does and we are coming to see the trustee board as just one more of those networks, made up of people who believe in the organisation and what it can achieve. We’re exploring different kinds of roles and more shared roles to see if we can test the balance of ‘power’ and achieve something more suitable and supportive to the sector as a whole.

If you think you might be able to contribute to this process, we would like to encourage you to consider becoming a trustee and joining us on this journey.

Alan Butler & Slain McGough Davey Co-Chairs of the Trustee Board Date: Signature:

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Dated: 5th November 2024

POP’S AIMS & OBJECTIVES

2023/24 has been an important year for reviewing the direction of POP. We learnt that we had another five years’ worth of support from Esmee Fairbairn Foundation and after 10 years of developing and delivering change, we now feel we must increase our intent to face the significant challenges of the 21st century.

We started the year with our current aims and objectives.

“POP supports and leads real, purposeful and lasting change in Plymouth.”

Our purpose is to build strong grassroots organisations, charities and social enterprises by supporting them; encouraging them to work together and to take a lead role in creating change.

We are driven by the energy, passion and skills of local people who are taking action to make our society and the environment a better place in which to live. A small team of dedicated staff, associates and trustees do this by influencing; connecting; training and creating opportunities. Our values define everything we do: we are committed to building and strengthening trust and relationships; collaborating with others and being innovative. With all our work we strive to learn - and encourage learning - through our actions.

We achieve our aims and objectives by:

nurturing a membership of grassroots groups and organisations through our core offer working strategically

In all areas of our work, we strive to push our three key concerns:

Our Learning Partner In September we selected our Learning Partner: Dark Matter Labs working with Skyspace CIC. In January 2024 we started to create a narrative that would hold our work. Out of this work we will develop our renewed aims and objectives.

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Grant-Making Policies

POP’s grant-making policies align with our core value: to strengthen grassroots organisations; voluntary organisations; charities and social enterprises through collaboration. We continue to test new approaches focusing on trust and collaboration. and in creating, what we believe, is the necessary environment that allows trust and collaboration to flourish.

Our grant-making policies continue to be shaped by our beliefs and values:

We sincerely hope that the examples we have set, and the impacts we have had, when seen by other funders, might lead to a greater change in how funding is used in Plymouth and further afield.

As part of our commitment to experiment, POP is constantly investigating and questioning the methods we employ; seeking feedback from our members and our colleagues so that we continue to evolve.

Current processes can be found here: - https://support.plymouthoctopus.org/pop funding

“As part of our commitment to experiment, POP is constantly investigating and questioning the methods we employ; seeking feedback from our members and our colleagues so that we continue to evolve.”

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ACHIEVEMENTS & PERFORMANCE

At the start of 2021 we carried out a comprehensive review of our work ++ From this work we set the following priorities:

Throughout 2023 and 2024 we continued our commitment to these priorities.

Tell and ‘live’ the story of collective success

Working from the POP Commission ** we are contributing to the discourse within Plymouth via the Belong in Plymouth programme - www.belonginplymouth.org.uk

Part of the Esme Fairbairn grant was an allocation of £100,000 to development work aiming towards larger scale change: system transformation. Starting in February 2023, POP have investigated how we might collaborate with others to build city leadership and resourcing that is organised around networks rather than individual organisations.

In September 2023, connected to a wider discussion about community ownership, we started working closely with Nudge to combine ambitions. This has resulted in a piece of work looking at everything that is great about Stonehouse and is building on those strengths to capture what a regenerative, healthy, economically vibrant neighbourhood could look like in the future. We specifically wish to focus on three critical areas:

ensuring that the way in which we organise ourselves unlocks that which makes us ‘human’ .

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Links from this page

(++) www.plymouthoctopus.org/wp-content/uploads/2021/05/POP-2021-Summary-Learning-Report-FINAL.pdf (**) https://support.plymouthoctopus.org/news-blog-item/pop__take_a_part__plymouth_together/r/rec3sgrAp49zoHzyK_

Champion the grassroots and community development

This year we have started to focus on the major issues that get in the way of the grassroots being recognised: largely this is the value placed on this type of work, how power and control flows in decision making and culture differences between the grassroots sector and the statutory sector.

This also led to our choice to invite Indy Johar to speak at our 2023 AGM, to highlight the significant and shared challenges we all face and to reinforce the message that community and grassroots organisations have a vital role to play in creating the space we desire and need.

We continue to represent the voice of the grassroots at the Local Care Partnership Delivery Group and other strategic forums – but the pressure is so great in the public sector that despite a lot of good intentions, recognition is hard to consistently achieve. In addition to this, POP is a core partner on the Plymouth Health Determinant Collaboration, and this year a Researcher-in-Residence has been appointed to work with POP and reach out to the VCSE sector.

This year we launched our paid membership scheme. This has meant that our membership numbers dropped from 680+ to below 200. Over the year this has since bounced back to 350+ members. On the surface this may look negative, but what this has meant is that we can now be much more confident about the data we have on our members.

Build connections and support effective networks

Our work on neighbourhood network continues to develop. Originally appointing a network coordinator, we then chose to allocate funds to neighbourhood-based organisations to lead the work.

In addition, in February 2024 we launched the Marginalised Voices network. We have started to map the networks members. See live data here:

https://support.plymouthoctopus.org/network-map

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Develop ‘co-design’ expertise

Belong in Plymouth continues to provide learning on how to make decisions and create collaborative action within a distributed, non-hierarchical team. Statutory leaders have come and gone, based on the system requirements that people get pulled into other areas of work at short notice to cope with emergencies. Despite the disruption this causes, BiP has consistently been able to move forwards with its work. Numerous individuals have joined the team from diverse backgrounds; who have not been in fulltime work; are new to the city; have health conditions or are retired. This has benefitted the work by ensuring that decisions are made after listening to many viewpoints. It has led to further work around creating procedures, roles and agreements that allow voices to input without stymieing action. It has also looked closely at the importance of meaningful, respectful honest relationships between stakeholders and how personal growth is necessary for the wellbeing of codesign practice. We all need to change.

The programme is now taking this learning into two areas where co design has struggled: working with young people who feel excluded from services and whom the NHS has identified as less frequently heard, and, secondly, working within a complex existing network of place-based organisations where relationships have badly deteriorated. It's hoped that the vulnerability shown by the team will create different working relationships than have previously been seen.

Belong in Plymouth has trained a variety of individuals from widely different backgrounds within the community to go out and speak to people they know about their experience of belonging and/or social isolation in Plymouth, teasing out specifically what makes it easier or harder for people to feel like they belong in the city. The community has been involved in making sense of this data, developing a map of factors that depicts the aspects of life that make it easier or harder to belong. One of the positive outcomes of this process has been empowering communities with transferable skills of holding conversations and deep listening. Some of the researchers received additional support and training so that they might deliver community researcher training themselves.

The programme has already gathered 130 community conversations, with the aim of collecting at least 200 in total.

More information can be found here: https://belonginplymouth.org.uk/

Statement of public benefit

Our main activities - and who we try to help - are described in this report. All our charitable activities focus on the support for grassroots organisations, voluntary organisations, charities and social enterprises in order to further our charitable purpose.

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Support learning, skills and capacity building

We have redesigned our delivery this year and we are testing new support particularly around coaching and relational practice. The demand from members remains focussed on hard skills around impact reporting, fundraising and technical aspects of running an organisation. We have been gently testing skills development within the ‘softer’ skillset: relationships, collaboration and teamwork. Demand is not as high, but we will continue to develop an offer that starts to reach people as, we believe, this type of ‘capacity building’ will be vital particularly regarding the uncertainty of the future. In addition to this POP has been honoured to be invited onto a national group looking at “many-to-many” governance.

Double down on digital

Digital remains a critical aspect to the work. We have continued to automate our systems, largely focussing on our membership system this year.

Tech skills and application have increased within the Belong in Plymouth project. Websites have been co-created with no coding experience using Obsidian, Notion and Softr. This has led to more collaborative communication platforms, a greater degree of involvement from others in the programme and the opportunity to have a more nuanced and thoughtful reading experience than if the websites had been created using just one person’s writing style. This has meant that any use of AI has included multiple real voices at the start, rather than rely on generic voices taken from across the internet.

Demonstrating our impact

This area of work has been given a much-needed boost through the Learning Partner. We continue to promote our learning here: https://learning.plymouthoctopus.org/ but the narrative work we are currently working on will provide the necessary learning framework to structure this into a clearer picture of impact.

See finance report: https://pop finances.softr.app/

Activity report : https://pop-finances.softr.app/activity-report

Working nationally

POP remains active at a national level, advocating for grassroots activity; the infrastructure this needs and a shift in funding practices so that we might create a culture of collaboration. We are engaging with:

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LEARNING AND EVALUATION

REFLECTIONS ON APRIL 2023 – MARCH 2024 – WHAT HAVE WE LEARNT?

POP builds learning and reflection into all our work. Most important to this is the culture of collaboration and the way in which we work together. The reflective practice, openness and honesty we encourage throughout our work allows all voices and opinions to be shared and explored, which in turn, enables our work to evolve. This learning culture works effectively with the feedback we seek from partners and members and other data and information sources to create an adaptable and responsive organisation.

Collaboration

Collaboration is a non-negotiable part of achieving sustainable social change in Plymouth. Examples of successful collaborations that POP is currently involved with include:

Unify Plymouth

POP has developed a workshop called ‘A Landscape of Collaboration’, which has been delivered twice in 2023-24 in Plymouth. This workshop explores some of the key learning POP has gathered from delivering three years of the Collectives Fund. It also includes insights gathered from a SPINDL project, commissioned by the Blagrave Trust, which investigated key themes around collaborative working.

‘Landscape’ starts with the premise that every collaboration is a bespoke entity that will operate by its own rules, according to its shared values. The conversations and exercises encourage participants to focus on the start-up stages of collective work. It believes that finding answers to frank, transactional questions such as ‘what does every participant bring to the collaboration?’ and ‘what does every participant expect to get out of collaborating?’ is essential to long-term project health. POP has worked to bring this learning back into the Collectives process to support applicants as they develop projects.

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Learning Partner

As part of the new funding offer made by Esmee Fairbairn, POP has £30,000 to invest each year working with a Learning Partner. In September 2023, we appointed a collaboration between Dark Matter Labs and Skyspace to be POP’s learning partner. Since this appointment, we have collaborated to develop ‘the narrative of POP’. This body of work reflects on the breadth of POP’s work placing it in the context of Plymouth’s history; the tangle of ‘meta-crises’ faced by our society; POP’s distinctive worldview and our ambitions for the city’s future.

Parallel to this narrative, work has begun on developing a POP learning framework. This framework will enable POP to strengthen and streamline its learning processes in the next five years.

Strengthening skills and capacity

Following a period of reflection and discussion, the POP ideas team developed the 202324 training offer (workshops and webinars available at https://www.plymouthoctopus.org/training) around three themes:

POP ideas is constantly seeking to improve its training provision and the way in which we deliver it. We know that many of our members have limited resources - particularly regarding their time - so we are always looking for ways to accommodate their needs and provide useful content that is both convenient and of value to them. Responding to this, we continued with our approach of delivering fewer ‘lengthy’ training workshops and, instead, each month delivered an online workshop, of between one and two hours, on a variety of topics including, various digital tools, social media marketing and website building. The uptake and feedback on these shorter skills workshops continue to be positive.

Everything that we do is subject to evaluation and feedback. We are constantly reflecting and looking for ways in which we might improve our provision. We know that it is important to our members, and we want to keep it this way.

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Funding

2023-24 was when POP Funding met the limits of current capacity in finances and administrative resources. Both the Collectives Fund and 250 a POP received more applications than our long-term budget could sustain. POP has since closed the Ideas Into Action fund.

This year, we learned the importance of adapting our processes to ensure we can operate sustainably at full capacity. For the previous three years, POP has been in the privileged position of having the necessary resources to fund any organisation seeking our support. In the original iteration of POP Collectives, more than 90% of projects that submitted an application, made it through our process and received funding. Similarly, 250 a POP was designed to be a fund that says ‘yes’.

We have sought to make changes that maintain the ethos of previous POP funding. We continue to experiment with building open, transparent, and collaborative systems with minimal competition. The biggest change to POP Collectives has been the introduction of a time-bound decision-making and administration process. Previous iterations of the Collectives Fund were not time-bound to encourage organic collaborative working. Collaborations could approach POP when they were ready and take the process at their pace. While this approach was beneficial for flexibility, an increase in the number of applications meant it became increasingly difficult for us to manage.

The Collectives Fund now awards 15 grants a year across 5 separate decision-making processes. There have been some clear benefits to this, for instance, we are noticing collective members are more engaged in the process and we have evidence that advice and support provided by the POP team improves the clarity of intention and detail of Collectives’ applications. Furthermore, we see that having a two-week window to vote for the Collectives increases engagement from POP members in the process and we have also been able to increase the efficiency of administrating the grants after voting has been completed.

There are some predictable downsides to the changes POP has made to the Collectives fund. POP has seen a few examples where collaborations have demonstrated unnecessarily competitive behaviour. We have seen our success rate for those Collectives applying for money drop to 60%. Furthermore, completing a POP Collectives process in eight weeks is challenging for the team even though we are committed to reducing the administrative burdens our members face when applying. All of which can present logistical challenges in ensuring that the Collectives processes are transparent and efficient.

The redesign of the 250 a POP fund presented unique challenges. The original brief for the fund was to have no decision-making process but we knew we had to introduce a decision-making process to stay within budget. Our data suggested that however tightly we restricted access to the fund, it would remain oversubscribed.

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Funding

We have therefore developed a ‘lottery meeting’ approach as the fairest and most objective process available. On the last Wednesday of each month, 250 a POP applicants meet via zoom. Applicants tell each other about their potential projects and how they intend to spend the money should they be successful. Four organisations are allocated grants based on the outcome of a computerised spinning wheel.

POP chose to close the Ideas Into Action (formerly Street to Scale) fund. The fund aimed to deliver high-trust, high-responsibility grants to groups of individuals, often young people, to spend through a pre-paid bank card. As with Collectives, the intention of the fund was to remove administrative barriers that often prevent individuals from acting in their community. However, the level of administrative attention that the fund required in order to work well was greater than the time capacity that the POP team possessed.

One of the models that has inspired the changes to POP’s funding structures is Dr Kate Raworth’s description of system change in the book Doughnut Economics. Raworth explains how sustainable system change requires balance. After three years of amplifying and reinforcing growth in POP funding, this year we learnt to introduce necessary balance to ensure that growth is sustainable. That meant we were still able to fund a Coronation Carnival in Ernesettle; multi-cultural kite flying on the Hoe and trans and youth areas at Pride. And we supported the Street Pastors and the Stonehouse Witches. We helped teenagers in Keyham make Christmas parcels for their community and Eritrean refugees to teach their children Tigrinya. The structures are now in place to continue championing this kind of community work into the future.

Computerised spinning wheel used in 250 a POP lottery

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NURTURING OUR MEMBERS

POP ideas – POP's capacity building service

POP ideas is a service that provides advice for small; large; new or established voluntary, community and social enterprise organisations in Plymouth. It is a partnership service delivered by POP and Iridescent Ideas CIC. http://www.plymouthoctopus.org/

We are proud to have maintained excellent quality of provision this year with 96% of survey respondents saying that the service is ‘excellent’ or ‘good’.

This year, POP ideas revised its services so that we might deliver even greater impact and, in doing so, cemented its role as a vital support system for Plymouth's voluntary and community sector. The POP ideas team is extremely proud to report that we have secured more than £800,000 in grant funding for the city, empowering local organisations to pursue their missions. This impressive sum demonstrates our ability to connect groups with vital resources.

We also saw a surge in POP memberships. This growth reflects the value placed on our workshops and support services by local groups and organisations.

Looking ahead, we're excited about our partnership with the SEAS project. This collaboration expands our reach and allows us to offer even more comprehensive support.

Furthermore, we've broadened our training options by partnering with new organisations and welcoming specialists to member events, such as, how ‘Crowdfunding’ might be an appropriate option for some members to boost their income. These additions empower groups to develop critical skills and navigate the ever-evolving landscape.

The continued support from Esmee Fairbairn Foundation signifies its faith in POP ideas' ability to create a thriving social sector in Plymouth. We remain dedicated to empowering local groups and fostering a more vibrant, inclusive city. We continue to evolve our delivery methods to provide useful content in new ways that fit people’s time and other commitments.

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POP ideas case study Stu Watson from NeuDICE CIC

"POP ideas and the support available are absolutely crucial for organisations like ours." Click here to watch the NeuDICE Case Study.

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POP ideas impact 2023-2024

Outcomes & feedback 2023-2024

Positive comments

Our survey produced many positive feedback comments from members:

Cumulative impact since 2014

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POP ideas case study Julie Widdecombe from Chronic Pain Coaching CIC

"In less than a year, I've made an awful lot of progress, and a lot of that has been with POP ideas' help." Click here to watch the Chronic Pain Coaching Case Study.

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Future Plans

The POP ideas team will continue to improve its service to meet the ever-evolving needs of Plymouth's social sector:

Firstly, we'll refine our training programs based on feedback, ensuring they perfectly align with current challenges and opportunities faced by local organisations.

Secondly, we're delving into the potential positive impact of Artificial Intelligence (AI) on the charity sector. This exploration will uncover how AI can be harnessed to empower local groups.

Finally, we'll build on successful partnerships, like SEAS, to bolster the support network available to our clients.

As we approach our 10th year, we'll celebrate past achievements while setting our sights on an even brighter future for Plymouth's social sector.

POP ideas & Belong in Plymouth

POP ideas has continued to deliver capacity building within the Belong in Plymouth programme. This year, we co-designed and commissioned four skills workshops, these were:

Building Bridges & Pathways Part 1 (27/04/23) and Part 2 (15/05/23)

Building Bridges and Pathways was a focus group delivery of two sessions designed in response to Belong in Plymouth’s key drivers: What makes good collaboration? What makes good collective impact? What makes good network building? Sessions were delivered as stand-alone and covered three themes each time.

Session One - 27th April:

Session Two - 15th May:

Each theme was presented through a facilitated exercise cycle of PRACTICE - REFLECT - SHARE - LEARN - PRACTICE.

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Trauma Informed Practice Training (05/06/23)

This was a three hour in-person workshop delivered by the Plymouth Trauma Informed Network. It was commissioned for the BIP Community Researchers who were gathering community conversations for the programme.

Collaboration Vs Competition Workshop (27/11/23)

The purpose of this workshop was to encourage and equip more groups and organisations in the city to collaborate with each other. The workshop explored how to start looking at their ‘competition’ in a different light, and how collaboration can be mutually beneficial for all whether they were a large or small organisation. Attendee feedback included an increased understanding of who their competitors were and a commitment to talk to them; awareness raised of the pros and cons of collaboration; and the use of tools and language within the workshop to help broach collaborative work was positively received.

Quarter 4 involved a series of review meetings of what had been delivered to date, and co-design conversations on how we would like to take forward the capacity building around skills for collaboration. The outcome of this was producing eight draft workshop outlines with the commissioned trainers to take into the next financial year for delivery.

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NETWORK SUPPORT & DEVELOPMENT

POP has increased its involvement in networks across the city:

There are some in which we participate alongside other members, and other networks in which POP has taken a more instrumental role, establishing specific networks to fulfil local needs. Although there are several networks that we facilitate, it is our aim that all networks should be able to sustain themselves in the future.

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POP has provided support to the Network Facilitators Forum with:

POP ideas training & workshops

POP Bites themed networking events

Other networks in which POP is involved:

Individual (Geographical) Neighbourhood Networks, particularly:

The Ernesettle Community Network

Although a well-established neighbourhood network, those involved carried out a network review earlier this year supported by POP to identify what it is they would like to achieve and how it might work. There are nineteen distinct groups; councillors and residents currently involved in the network.

The Efford Community Network

Consists of more than thirty member organisations and individuals. They have been working with the council on the development of the youth and community centre into a Family Hub. Fund raising for local events for families and older people.

The Mutley & Greenbank Neighbourhood Network

This recent network consists of 20 groups in the area and is based around the Mutley Greenbank Trust and Improving Lives.

The Plympton Network is being led by the Barnados-employed community worker based at the Rees Centre Wellbeing Hub. POP is there to support and provide advice when necessary. It has members, from local community groups; schools; civic association; councillors; police; faith and sports groups

POP is also involved with the following neighbourhood networks: Devonport; Hooe; St Budeaux; Keyham & PL2; Stoke; Whitleigh and Mannamead.

Other emerging neighbourhood networks: Honicknowle, Plymstock, and Southway.

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EVENTS

POP aims to provide a mixture of online and inperson events to offer our services to new groups as well as engaging and educating our members.

The key is for people to come together and share experiences and ideas, usually over tea and biscuits. In October 2023, POP celebrated its 10th anniversary, and we held a week of events during 6th – 10th November to celebrate this, including our AGM and ending in a party for our members and partners.

POP AGM 2023 & ‘THE COMMUNITY OF ‘US’’ EVENT

A highlight of our year was the AGM event held at the venue of one of our members (Plymouth Methodist Central Hall). Matt took us through highlights from the past and plans for the next five years. We had an amazing guest speaker,

Indy Johar co-founder of 00 (project00.cc) and Dark Matter Labs. Indy outlined some of the huge challenges we face globally and locally to meet the climate emergency; talked about the economic and material realities and what we need to do to face this and challenge us to think about how Plymouth can be a place where this transition can become reality. We followed the AGM with a delicious lunch from vegan local independent caterer, Hedgerow Hound and members had the chance to meet new people and catch up with old friends.

Throughout the week, we provided venues for members to showcase their projects and organisations including a revisit to our old ‘POP Thursday’ event where we reconnected with people who have been part of POP’s journey and had stimulating conversations about where POP has been and what’s been important. This also kickstarted a POP history archive. POP also held an exhibition at Leadworks to showcase the POP commission project.

POP BITES

We hold bi-monthly speaker events for our members which are in-person and around a theme. Events generally have two speakers who are members or experts in the topic who present for 20 minutes; we have time for Q&A then there is time for people to network and share ideas.

Our June event was a Climate Fresk workshop held at the Athenaeum where Matilde Zadig - introduced us to the work of Climate Clarity https://climateclarity.co.uk/climate fresk/ and gave our member organisations the opportunity to understand the social issues of climate change and take away some clear ideas about how they can make a difference.

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September’s theme was Anti-racism and structural injustice, and we had two great speakers to open up the conversation:

Jabo Butera, Managing Director at DBI outlined the intricate issue of systemic racism and the critical role of inclusive leadership in combating racism and social injustice in our city. Chi Bennett of WonderZoo told us about the work WonderZoo has done over the years on breaking down barriers and bringing people together to change lives and described two of Wonderzoo’s current projects - Celebrate Respect and Hidden Figures.

January 2024 the theme was Volunteering, here’s our blog:

March 2024 focussed on Cyber Security:

POP CONNECTIONS

POP also held bi-monthly, online (via Zoom) and slightly more informal networking events for our members. We have a discussion around topic and invite one or two of our member organisations to tell us about their projects. We also break up into different ‘rooms’ to encourage networking between the different participants. Topics have included:

Tips for new members about getting the most out of POP membership.

Useful POP links we share:

https://www.plymouthoctopus.org/ News, Jobs, About us

POP OUTREACH

After several popular events last year, we continued taking the POP team out and about around the city on Outreach Days. These allow new and existing members to come and meet us with or without an appointment. People can meet the team, learn about POP and hear about the different ways in which we may be able to support individuals and/or organisations.

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Quote

“POP provides excellent support to the sector, it is so encouraging and motivating.”

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FUNDING

In 2023-24, both POP Collectives and 250 a POP were redesigned, while the Ideas Into Action fund was closed.

Organisations and collaborations funded in 2022-23 through the Mini Systems and Cost of Living Fund delivered their projects and collaborated with POP to reflect and learn from their efforts.

One of the main reasons POP is now a ‘grant provider’ is because we want more of Plymouth’s grassroots organisation to be able to access funding. Since we began funding projects, we have observed an increase in the number of ‘micro’ sized projects receiving funding via Collectives and 250 a POP.

Detailed information about the funding transactions that POP made between April 2023 and - March 2024 can be found at Plymouth Octopus (POP) Open Collective

Detailed information about how 250 a POP was used by our members can be found at · - Plymouth Octopus (POP) Expenses Open Collective

Detailed information about POP Collectives specifications and what projects have been funded can be found at bit.ly/POP_Collectives

POP COLLECTIVES

POP Collectives paid £130,000 to twenty-six collaborations in 2023-24, The successful collectives consisted of seventy distinct organisations of which 36% were ‘micro’ sized (turnover below £10,000 per annum) and almost 50% were ‘small’ (turnover between £10,000 and £100,000 per annum).

The twenty-six successful collectives consisted of seventy distinct organisations of which 36% were ‘micro-sized’ (a turnover of less than £10,000) and almost 50% were ‘small’ (a turnover of between £10,000 and £100,000).

Collectives administer their own grants. It might be that not every organisation involved will receive financial benefit. To ensure that Collectives funding was spread as widely as possible, we began to specify that organisations belonging to a successful collective must wait twelve months before applying again. While we transitioned from the old to the new system, there were still 10 organisations involved in more than one collective application in 2023-24.

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The Collectives Fund continues to deliver social and environmental benefits across the city. One example of this was the Storyteller Festival Collective, led by WonderZoo. The festival provided the chance to enjoy a range of creative workshops and cultural events for free, to create fun, happiness, connection and growth in people’s lives. It took place in five venues around Stonehouse and involved thirteen organisations. Not everything went as planned as some events were cancelled due to ill health or poor ticket sales. However, the events that ran were well received by audiences and there were several positive ripple effects.

As the Storyteller festival has developed through being able to access POP Collectives repeatedly, WonderZoo have created a collaborative model for running a festival: WonderZoo acts as a platform organisation, doing much of the central administration of the festival; it selects event organisers to work with and gave them artistic freedom and a budget to run their events as they saw fit. This enabled artists to be paid for their work and spread responsibility for the festival’s success. A similar model was employed by the Plymouth Poetry Festival, another collaboration funded through POP Collectives in 2023-24. As a result of these collaborations, Wonderzoo now has close working relationships with four event organisers all of which will help to strengthen future collaborative projects.

250 A POP

250 a POP paid 126 grants to 115 different POP members in 2023-24 worth approximately £31,500. That represents an increase of approximately £9,000 on the previous financial year. Of the 115 organisations who received funding, 61% were micro sized and 37% were small. Eleven organisations received two rounds of funding. (Organisations must now wait 12 months before reapplying.)

The 250 a POP fund is distributed to members for all manner of reasons: For example, YGrowers purchased compost and soil to make raised beds; The Primrose Foundation used funds to create donation stations where people can donate mastectomy bras for breast cancer patients; Soul Singers paid for venue hire; Tamar View Community Centre hosted a community sports day and used the 250 a POP to pay for inflatable and medals for the children.

IDEAS INTO ACTION (Formerly Street-To-Scale)

Before the Ideas into Action fund closed in 2023-24 it awarded five grants of £1,000 each to groups of individuals to start their projects which included:

28

MINI SYSTEMS

The innovative Mini Systems Funding Process took place between 2022 and 2023. A joint venture between POP and Plymouth City Council, it was available to projects across the city who were willing to work together around the theme of “community wellbeing and suicide prevention”.

Using a computerised lottery system to select recipients, one project received £40,000 and four others £5,000 each. Four of the five pilot projects continued the work started with Mini Systems through other funding sources. Tales to Live By, the recipient of £40,000, received additional funding from the National Lottery. Two projects successfully applied to the Collectives fund and a third found funding from another source.

The collaboration between Plymouth City Council and POP has continued and another round of funding for projects intended to tackle suicide prevention has been planned for 2024-25.

COST OF LIVING FUND

Fifteen projects were funded in March 2023 to tackle issues relating to the Cost-of-Living increases. Social benefits to the city included subsidised youth camps; support for families completing disability benefits applications; advice for people to reduce their heating costs and the ability for a CIC to stay open longer to offer community craft opportunities. The funding typically paid for between three and six months of activities/support.

29

RUNNING A NIMBLE ORGANISATION WITH STRATEGIC IMPACT

Reflective Practice - the Evolving Story

Reflective practice has been developed with the POP team ethos very much in mind i.e., working horizontally so that the process is inclusive. The team is encouraged to shape the reflective practice itself, mirroring the ever-evolving practices and nature of POP. The framework includes the solidity and boundary of a regular scheduled time, currently in the shape of quarterly reviews. Outside of that solid and grounded framework, a fluid and adaptive process has emerged. The review sessions are in-person, and three hours long. Within this reporting period, four reviews have taken place.

Reflective Practice in Action

Review invitations are extended beyond the core staff team to POP associates and trustees. The agenda contains the regular features of beginning with a short meditation, and a group download of what has happened, and key decisions made.

The POP team has covered the following topics for reflection:

June 2023: Plans for the future; Network building; Capacity building; Advocating for citizen led action; Working systematically: grassroots up and system down; Grant making. September 2023: Grassroots Networks

December 2023: All things Data (presentation and run through of Softr and other software platforms). Reflecting on new POP Roles: Core Lead/Admin/Social Media.

March 2024: Internal Equality, Diversity and Inclusion.

We tried something a little different for our March review... Walking on Dartmoor followed by discussion/reflection over coffee at a Dartmoor venue. This was an experiment to see if the spaciousness offered by nature was reflected in the clarity and creativity of the team input. It also offered a social element - a chance for the team, associates and trustees to spend some relaxed time together.

Our intention in holding these reviews is, in part, to capture our work and processes, and foster further cohesion within the team. We hope by doing so, we carry this way of working quite naturally in our collaborations with our VCS colleagues and our strategic partners. It also feels pertinent to note here that reflective practice within our team is commonplace, not confined to quarterly reviews.

30

Equality, Diversity and Inclusion (EDI)

POP’s approach to EDI can be summarised on two levels:

In addition to this we look beyond our organisational boundary into the surrounding system and by doing so, we have identified the need for the Marginalised Voices network to take a role to help this work cascade across the city.

SPINDL – trading arm with Torbay Community Development Trust

Towards the end of 2021 we started exploring the potential of a partnership with Torbay Community Development Trust which would aim to offer training, support, advice, coaching and mentoring and 2022-23 has been its first year of trading.

31

Photo - Plymouth Pride

“We designed an engagement methodology based on the conversation collected by Community Researchers on their experiences of belonging in Plymouth.”

32

WORKING STRATEGICALLY

Belong in Plymouth - Healthy Communities Together

Belong in Plymouth has done significantly more in 2023-24 than it had previously. BiP appeared in a video commissioned by the Kings Fund to demonstrate the “I, We, Us” framework of collaborative action and to be part of a Future Learn Course on partnering for ‘Change in Health and Care’. The team of young people we were working with became stars of the screen with their clear communication about needing to be part of the decisionmaking process. We organised a giant networking party to kickstart better relationships across sectors and 100% of those who gave feedback stated they had begun a working relationship with someone new that was likely to continue.

We interviewed for three new associates to support the work in Barne Barton with Community Researchers and to support the operations of the Core Team. This has resulted in great learning shared by the whole team on how to facilitate meetings to ensure all voices are meaningfully heard and to create good shareable practice for collaborative work.

We designed an engagement methodology based on the conversation collected by Community Researchers on their experiences of belonging in Plymouth, creating opportunities for collaborative work between active citizens and organisations and bringing the conversations into a format that put citizen voice at the heart of learning. We tested this approach in six different settings with different stakeholders and received very positive feedback that the voice of citizens, often with little voice or ability to express themselves, was heard and heard well.

We have continued to network across the city building relationships and bringing ourselves as participants to support other collaborative work led by health and statutory partners – the PMHC, ABCD learning programmes led by PCC, Compassionate working with weight management led by Public Health, 100 Day Challenge, Food SequAL Project, SALT, Thrive, Healthwatch, FUSE, Livewell, Chamber of Commerce, Transitions Matrix for young people, Mobile Research Unit, Volunteering, Ageing Well and Digital Inclusion working parties. This has been part of distributed networking for a wider city movement to champion working in participatory ways.

We created a new training programme, ‘Train the Trainer’, creating a pathway for two people who were not in work, and trained thirteen new Community Researchers. This process helped bring a better structure to our participatory research, ensuring quality control, proper safeguarding and consent and ease of learning new things.

33

Diverse community members were encouraged to go on the training which has resulted in more than 150 new conversations being recorded. We also trained Youth Leaders to adapt and deliver this training to seventeen young people who have recorded further conversations with their peers. This has resulted in the development of further work to ensure Young People have a meaningful voice at the table of decision making in the city, through film and facilitated workshops. We have supported all our researchers with regular updates, meet ups, advice and feedback and several of them have transitioned into key team members.

We have begun co-design work with two specific groups who would historically have felt unheard, or too difficult to engage to see what actions can happen taken this relationally focussed approach.

We have designed and delivered four capacity building workshops to 32 attendees. We have undertaken extensive learning from other organisations outside the city on what steps, procedures, roles, agreements and contracts are needed to work in this distributed way enabling us to be accountable to each other, steward the budget fairly, make decisions based on consensus and consent and are documenting our processes for others to follow. This is feeding into other systemic change projects with which POP is involved. We have 248 members on our online forum and a regular newsletter sent to more than 400 individuals.

Plymouth continues to be one of five projects nationwide exploring how to best tackle complex health inequalities, funded by The National Lottery Community Fund and The Kings - - Fund: https://www.kingsfund.org.uk/projects/healthy communities together. We have been part of health initiatives seeking to follow a person-centred, co-design process including working with the Older Citizens partnership; Mayflower PCN; The Frailty Team; Plymouth Mental Health Collaboration; Action Learning Sets on Public Health Management; Quarterly meetings with Healthwatch Plymouth and as part of Public Health’s work in specific neighbourhoods. We have been advocating and demonstrating how the voices of lived experience are a crucial and often missing part of these meetings and have run pilot meetings of our own in which have participated representatives from Health; Statutory Services and; VCSE organisations along with citizens with lived experience of health inequalities.

In addition to health collaborations, we have been reporting to the LCP, meeting with the HDRC and generally building cross sector relationships to amplify the call for the person to be at the centre of any work done to support their needs.

Our online networking site is transparent and accessible and has grown from 98 to more than 200 members since June 2022.

We have trained more than 60 community researchers and collected more than 80 stories from local people on how the feel like they ‘belong’ in Plymouth, based on their own lived experience. These stories have been split into fragments from which factors are being drawn out to make this qualitative data more easily accessible by commissioning services.

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High Street Heritage Action Zone

The High Street Heritage Action Zone (HSHAZ) was a nationwide initiative aimed at revitalising historic high streets across England. Plymouth has been one of the sixty historic high streets that have been unlocking their potential over the past four years. The program has celebrated and engaged people in its unique post-war city-centre, with its rich architectural style and modern buildings.

To do this, the HSAZ Community Engagement plan (CEP), was delivered in partnership between POP and The Box, and has celebrated and engaged people in its unique post-war city centre, with its rich architectural style and modern buildings.

The aims of the CEP were:

This year was the last year of a four-year programme and in partnership POP and the Box delivered the following over the four years:

Our goal was always to deliver a reactive programme beyond traditional community engagement models, through an innovative partnership approach, that involved and informed citizens of the heritage under their feet. This we believe has been achieved. The future for the Plymouth Heritage landscape within the city centre and beyond has a secure future bolstered by the work over the past four years. Relationships, partnerships, and people have grown in confidence and skills. In addition, we have produced many valuable resources that will live on through the generations.

35

OTHER NOTABLE WORK

Attendance at key meetings

POP continues to represent the grassroots sector and wider VCSE sector at the Inclusive Growth Group and the Local Care Partnership Delivery Board. This year Imogen, our Capacity Building Manager, was a judge on the West Country Women Awards as part of a panel drawn from the Inclusive Growth Group and the Get Involved Awards run by Plymouth University.

Plymouth Partners & Funders Forum

POP has continued to host this forum which brings funding providers together in partnership every quarter to share strategic and creative dialogue.

Public Relations

Our associate, Caroline Blackler, continues to write a steady stream of content for the monthly POP page featuring, for example, POP’s own work; the service we provide to our members along with our relationship with our members; the wonderful efforts of our members and the many ways in which we are all making a difference across the city. The content is also included in the monthly mailings; on our social media channels and, where it has been possible, on community noticeboards.

Caroline has promoted the different funds which POP is involved with or delivering: The Collectives Fund; 250 a POP and Ideas Into Action providing information and contact details encouraging people to apply. We have reported on achieving ten years of POP; the Esmee Foundation’s ongoing commitment to our work and last year’s successful AGM. Through our communication channels we have profiled the work of many POP members including, for example, Plymouth Central Methodist Hall’s Christmas Angels Project; Bikespace’s Trail Therapy initiative; Vacancy Atlas taking over a shop in the town centre; Ocean Publishing Library opening in the Royal William Yard; Plymouth City Council’s Climate Connections initiative and many other wonderful stories.

POP continues to send a weekly Monday newsletter to its members. The newsletter contains a wealth of news and information, not just from POP, but also that of our members, partners and funders. What’s more it is a portal through which anyone can send in material about their own projects and news which can be shared with all our contacts.

Social Media

POP continues to have a strong presence on social media for both the Plymouth Octopus and POP ideas branded accounts. Millie Lepic also started the POP Community Guru pages on Facebook & Instagram to help establish collaborative community connections, which was then maintained by Madina Ibrahim.

36

Our Reach

Over 8,000 followers to date across all platforms: 2,100 Plymouth Octopus Facebook

1,200 POP ideas Facebook

2,622 Plymouth Octopus Twitter 1,707 POP ideas Twitter

646 Community Guru Instagram

FINANCIAL REVIEW

This Section is a Financial Overview

B r e a k d o w n o f F u n d I n c o m e & E x p e n d i t u r e

Income Expenditure

==> picture [570 x 525] intentionally omitted <==

----- Start of picture text -----
600000
400000
200000
0
-200000
-400000
POP has had another positive year.
Income
Much of the surplus is held in
£834,394
restricted reserves.
Positive People Healthy Communities TogetherEsmeeFair Shares grants High Street HeritageKeyham FundNAVCA Cost of LivingPower to ChangeSuicide prevention fund UnifyUnrestrictedWellbeing Grants
----- End of picture text -----

Expenditure £699,796

We increased our Contingency fund to £25,000 to cover redundancy payments.

38

FINANCIAL REVIEW

Our income came from Positive People (£15k), Esmée Fairbairn (£475k), and Healthy Communities Together (£219k). Unrestricted grants from Plymouth City Council were £30k from the Health Determinant Research Collaboration and £30k from Fair Shares. In line with previous years, we continued to deliver the Highstreet Heritage Action Zone, finalised the Keyham Community Sparks awards, Power to Change and Unify Plymouth. We also continue to hold just under £4,000 as a designated reserve for work that will bolster grassroots connection into strategic work as a result of the work we did on the VCS Emergencies Partnership.

RESERVES POLICY

The reserves policy specifies that in the event of POP having to cease its activities, sufficient funds should be available to pay for the cost of two to three months of charitable operation to cover the wind-down period and the redundancy costs of any remaining staff. The financial position against the policy is reviewed every quarter.

For designated reserves on occasion of funding reducing/stopping

The Trustees have decided to to reduce this reserve of £70,638 to zero, based on the fact we regularly have to use this fund and going into the next few years, we will need to use it further.

For redundancy payments should the charity cease to trade

To provide for the payment of redundancy in the event of our funding ceasing. The trustees consider that a designated fund of £25,000 would be required. This fund has been increased to meet this figure. The fund currently stands at £25,000 (2023: £21,000).

VCS Emergencies Partnership

To provide for funding that will bolster grassroots connection into strategic work as a result of the work we did on the VCS Emergencies Partnership. The fund currently stands at £3,772 (2023: £3,822)

39

MONEY HELD ON ACCOUNT

The charity has held funds on account for the Hoe Neighbourhood Forum of £1,699.

RISK MANAGEMENT

The trustees have examined the major strategic, business and operational risks which the charity faces and confirm that systems have been established that enable regular reports to be produced so that the necessary steps can be taken to lessen the risks. Internal control risks are minimised by the implementation of procedures for authorisation of all transactions and projects. Procedures are in place to ensure compliance with health and safety of staff, volunteers and clients. External risks such as over reliance on one funding source is a matter of significant focus with continued development of the rationale and description of POP’s work and, more generally the role of infrastructure, in ensuring strong and healthy communities.

Over the next year this will continue to develop and be used to secure greater diversity in income.

PLANS FOR THE FUTURE

Our priorities for 2024/25 are:

40

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document and objects

Plymouth VCSE (POP+) was approved by the Charity Commission on 7th June 2016 and is a registered charity No. 1167515, CIO Number CE007437. The objects of the charity are to promote the voluntary sector and to promote the efficiency and effectiveness of other charitable organisations for the benefit of the public in Plymouth and its environs.

Governance and trustee appointments

New trustees are elected and appointed at POP’s Annual General Meetings. They are also co-opted during the year as opportunities arise, to then be elected for a full term at the AGM. 10% of members are required to attend the AGM as are the new elected trustees. Trustees meet every month avoiding the need for sub committees to be formed. The trustees who have served during the period under review are set out below.

Trustee training and induction

All new trustees are welcomed onto the Board and an informal induction process starts. Trustees are given access to all organisational documentation and encouraged to integrate into the team.

Related party transactions and trustees’ expenses and remuneration

All trustees gave their time freely and claimed no expenses or remuneration in the year.

Legal and administrative information

Charity Name and Number Plymouth VCSE (POP+): registered charity number: 1167515 . Charitable Incorporated Organisation registered on 7th June 2016.

41

Staff

Associates

Trustees

The role of a trustee is vital for POP. They form the heart of the connection back into the grassroots sector as well as bringing much valued skills and experience to the work. Over the last year we have said goodbye to existing trustees and welcomed in new trustees.

A very special thanks goes to Andi and Jo, both of whom joined in 2018 and

supported POP for more than five years with their wisdom and deep experience from working within the grassroots communities of Plymouth. Their support is very much missed.

We also said goodbye to our wonderful Chair, Lesley who held POP and the Trustee Board very ably and with great 42 humour for the last three years.

Plymouth VCSE (POP+) Accounts

Charitable Incorporated Organisation Information

Charity number 1167515

Company registration number CE007437

Trustees
Alan Butler
Martin Eric Mills
Sally Walker
Peter Spencer Davey - Appointed 8 November 2023 -
Tania Nana - Appointed 8 November 2023 -
Emma Handley - Appointed 8 November 2023 -
Jon Dingle - Appointed 8 November 2023 -
Stu Watson - Appointed 8 November 2023
Lesley Coulton - Resigned 8 November 2023
Andi Higginson - Resigned 10 August 2023
Josephine Bussell - Resigned 8 November 2023
Tracey Ann Naismith - Resigned 2 August 2023
Louise Barnes - Resigned 8 November 2023
Kiven Emmanuel - Resigned 15 May 2023
Chair Persons
Lesley Coulton - Resigned 8 Novemeber 2023
Current joint Chair:
Peter Spencer Davey - Appointed 8 November 2023
Alan Butler - Appointed 8 November 2023

Principal Office Box No. 48 HQ Building 237 Union Street Plymouth Devon PL1 3HQ

Independent Examiners Wills Accountants Ltd 2 Endeavour House Parkway Court Longbridge Road Plymouth PL6 8LR

Bankers CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent

43

Plymouth VCSE (POP) Accounts

Statement of Trustees' Responsibilities

The trustees 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).

The law applicable to charities in England & Wales 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 charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charities (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

This report was approved by the board of trustees on 8th January 2025

……………………………………………….. Alan Butler Trustee

44

Plymouth VCSE (POP) Accounts

Independent Examiner's Report to the trustees of Plymouth VCSE

Report of the Independent Examiner to the trustees on the accounts of the Charity for the year ended 31 March 2024

I report to the charity trustees on my examination of the accounts of the company for the year ended 31 March 2024 which are set out on pages 46 to 63

Respective responsibilities of trustees and examiner

As the charity's trustees you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act').

I report in respect of my examination of the charity's accounts carried out under section 145 of the Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiner's statement

Since the company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Association of Chartered Certified Accountants, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Mr Philip Wood Soutter FCCA for and on behalf of Wills Accountants Ltd Chartered Certified Accountants 2 Endeavour House Parkway Court Longbridge Road Plymouth PL6 8LR

The date upon which my opinion is expressed is :- 8th January 2025

45

Plymouth VCSE (POP) Accounts Statement of Financial Activities for the year ended 31 March 2024

10
10
Notes
Other Incoming Resources Total
income and endowments
Expenditure on
Costs of charitable activities
Other costs
Total expenditure
Net Income/(net (expenditure)
before transfers between funds
Gross transfers between funds
Net income/(net (expenditure)) before
Other recognised gains and losses
Other recognised gains and losses
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total Funds carried forward
Income and endowments from: Incoming
resources from generated funds
Donations and legacies
Other trading activities
Investment Income
Charitable activities		 84,971
6,269
880 -
-
Unrestricted Restricted
Funds
Funds
2024
£
2024
£
742,274
- - -
-
Total
Funds
2024
£
827,245
6,269
880 -
-
Last Year
Total Funds
Restated
2023
£
646,927
7,790
499 -
-
92,120
742,274
834,394
655,216
80,858
2,105
615,676
1,157
696,534
3,262
774,105
3,359
82,963
616,833
699,796
777,464
9,157
(155)
125,441
155
134,598
-
(122,248)
-
9,002
125,596
134,598
(122,248)
-
-
-
-
95,460
9,002
161,844
125,596
257,304
134,598
379,552
(122,248)
104,462
287,440
391,902
257,304

The net movement in funds referred to above is the net incoming resources as defined in the Statement of Recommended Practice (The SORP) and is reconciled to the total funds as shown in the Balance Sheet on page 48 as required by the SORP.

All activities derive from continuing operations

The notes on pages 50 to 58 form an integral part of these accounts.

46

Plymouth VCSE (POP) Accounts

Statement of Total Recognised Gains and Losses for the year ended 31 March 2024

Statement of Total Recognised Gains and
Losses for the year ended 31 March 2024
2024 2023
Excess of Expenditure over income before realisation of assets 134,598 (122,248)
Loss per Profit and Loss account Grants for the acquisition of 134,598 (122,248)
fixed assets - -
Net Movement in funds before taxation 134,598 (122,248)

Movements in revenue and capital funds for the year ended 31 March 2024

Movements in revenue and capital funds
for the year ended 31 March 2024
Restated
Revenue accumulated funds Designated Unrestricted Restricted Designated Unrestricted Restricted Designated Unrestricted Restricted Total Last year
Funds Funds Funds Funds Total Funds
2024 2024 2024 2024 2023
£ £ £ £
Accumulated funds brought forward 95,460 - 161,844 257,304 379,552
Recognised gains and losses before transfers (50) 9,207 125,441 134,598 (122,248)
Dividend payments made - - - -
95,410 9,207 287,285 391,902 257,304
Transfers between restricted and unrestricted funds - - - 155 - - - -
Transfers (to)/from designated funds (66,638) 66,483 287,440 - -
Transfers (to)/from revaluation reserve - - - - - -
Transfers (to)/from fixed asset funds - 75,690.00 - 257,304
Closing revenue accumulated funds 28,772 391,902
Designated revenue funds Total Last year
Funds Total Funds
Restated
2024 £ 2024 £ 2023
95,460 £
At 1 April Recognised gains and losses before transfers 103,000
Transfer (to)/from revenue accumulated funds (50) (178)
Transfers (to)/from revaluation reserve (66,638) (7,362)
Transfer (to)/from designated fixed asset funds - - -
At 31 March - 95,460
28,772

The purposes for which the designated funds have been established are described in the notes to the accounts

Summary of funds Designated Unrestricted Restricted Designated Unrestricted Restricted Designated Unrestricted Restricted Total Last Year
Funds Funds Funds Funds Total Funds
Restated
2024 2024 2024 2024 2023
Issued share capital - - - - -
Revenue accumulated funds - 75,690 287,440 363,130 161,844
Revenue designated funds 28,772 - - 28,772 95,460
Total funds 28,772 75,690 287,440 391,902 257,304

The notes on pages 50 to 58 form an integral part of these accounts.

47

Plymouth VCSE (POP) Accounts

Balance Sheet as at 31 March 2024

Notes 2024 2024 2023 2023 2023
Fixed assets £ £ £ £
Intangible assets - -
Tangible assets 6 3,954 4,347
Investments :-
Total fixed assets 3,954 4,347
Current assets
Debtors 7 12,844 11,484
Cash at bank and in hand 398,424 276,116
Total current assets 411,268 287,600
Creditors:-
amounts due within one year 8 (23,320) (34,643)
Net current assets 252,957
387,948
Total assets less current liabilities 391,902 257,304
Creditors:-
amounts due after more than one year - -
Net assets excluding pension asset / liability 391,902 257,304
Net assets including pension asset / liability 391,902 257,304
The funds of the charity :
Unrestricted income funds
Unrestricted revenue accumulated funds 10 75,690 -
Designated revenue funds 10 28,772 95,460
Total unrestricted funds 1 04,462 95,460
Restricted revenue funds Restricted
revenue accumulated funds Restricted 10 2 87,440 161,844
fixed asset funds
Total restricted funds 2 87,440 1 61,844
Total charity funds 391,902 257,304

The financial statements were approved and authorised for issue by the Board on 8th January 2025 Signed on behalf of the board of Trustees

Alan Butler Trustee

The notes on pages 50 to 58 form an integral part of these accounts.

48

Plymouth VCSE (POP) Accounts

Cash Flow Statement for the year ended 31 March 2024

Notes 2024 2023
£ £
Cash flow from operating activities 13 122,497 (51,414)
Interest paid Net cash flow from operating - -
activities 122,497 (51,414)
Cash flow from investing activities
Payments to acquire intangible fixed assets - - - -
Receipts from sales of intangible fixed assets (1,069) (3,144)
Payments to acquire tangible fixed assets - - - - - -
Receipts from sales of tangible fixed assets
Payments to acquire investments
Receipts from sales of investments
Interest received 880 499.00
Net cash flow from investing activities (189) (2,645)
Cash flow from financing activities
Receipts from issue of new long term loans - - - - - - - -
Repayment of long term loans
Interest paid
Net cash flow from financing activities
Net increase / (decrease) in cash and cash equivalents 122,308 (54,059)
Cash at bank and in hand less overdrafts at 1 April Cash at 276,116 330,175
bank and in hand less overdrafts at 31 March 398,424 276,116
Cash and cash equivalents consists of:
Cash at bank and in hand Overdrafts Cash 398,424 276,116
and cash equivalents at 31 March - -
398,424 276,116

49

Notes to the Accounts for the year ended 31 March 2024

Plymouth VCSE (POP) Accounts

Basis of preparation of the accounts

Plymouth VCSE (POP+) is a Charitable Incorporated Organisation registered in England / Wales . The address of the principle office is given in the charity information on page 43 of these financial statements.

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011 and UK Generally Accepted Accounting Practice as it applies from 1 January 2019.

The financial statements are prepared on a going concern basis under the historical cost convention, modified to include certain items at fair value. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £.

Advantage has been taken of Section 396(5) of The Companies Act 2006 to allow the format of the financial statements to be adapted to reflect the special nature of the charity's operation and in order to comply with the requirements of the SORP.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

Incoming Resources

Incoming resources are accounted for on a receivable basis deferred as described below where appropriate. Except as described under the 'Deferred Income' accounting policy all grants, including grants for the purchase of fixed assets , are recognised in full in the Statement of Financial Activities in the year in which they are receivable.

Investment Income

Income from investments is included in the year in which it is receivable.

Deferred income

In accordance with the SORP grants received in advance and specified by the donor as relating to specific accounting periods or alternatively which are subject to conditions which are still to be met, and which are outside the control of the charity or where it is uncertain whether the conditions can or will be met, are deferred on an accruals basis to the period to which they relate. Such deferrals are shown in the notes to the accounts and the sums involved are shown as creditors in the accounts.

Recognition of liabilities

Liabilities are recognised on the accruals basis in accordance with normal accounting principles, modified where necessary in accordance with the guidance given in the SORP.

Resources Expended

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates:

In particular the policy for including items within costs of generating funds, charitable activities and governance costs is

50

Notes to the Accounts for the year ended 31 March 2024

Plymouth VCSE (POP) Accounts

Costs of generating funds Costs of generating funds comprise the costs associated with attracting voluntary income and the costs of trading for fundraising purposes. Charitable activities

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Fundraising costs

Fundraising costs are those incurred in seeking voluntary contributions and do not include the cost of disseminating information in support of the charitable activities.

Governance costs

Governance costs shall include all expenditure directly related to the administration of the charity including expenditure incurred in the management of the charity's assets, organisational administration and compliance with charitable and statutory requirements.

Other Costs

Other costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to the strategic management of the charity and those items not falling into the categories above.

All costs are allocated between the expenditure categories of the SoFA on a basis designed to reflect the use of the resource.

Charitable giving: As a charity Plymouth VCSE (POP+) are proud that, when funds allow, they bless other charities. Such donations are shown under "Grant disbursements " within these accounts.

Fixed assets and depreciation

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

Leasehold improvements – Straight line over the life of the lease
ICT equipment – 5 years straight line
Office Equipment – 5 years straight line

Taxation

As a registered charity, the organisation is an exempt charity within the meaning of schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

Value Added Tax is not recoverable by the company, and is therefore included in the relevant costs in the Statement of Financial Activities.

Funds structure policy

The charity maintains a general unrestricted fund which represents funds which are expendable at the discretion of the trustees in furtherance of the objects of the charity. Such funds may be held in order to finance both working capital and capital investment.

Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

There is no formal policy of transfer between funds or on the allocation of funds to designated funds, other than that described above.

Any other proposed transfer between funds would be considered on the particular circumstances.

51

Plymouth VCSE (POP) Accounts

Notes to the Accounts for the year ended 31 March 2024

Surplus/(deficit) for the financial year 2024 2023
£ £
This is stated after crediting :-
Depreciation of owned fixed assets 1,462 1,727
Independent Examiner's Fees 1,800 1,632
3,262 3,359
2024 2023
These deferrals are included in creditors £
1,190		 £ -

The deferrals included in creditors relate to those grants and donations specified by the donors as relating to specific periods and represent those parts of the grants or donations which relate to periods subsequent to the accounting year end and are treated as grants in advance, or alternatively where there are conditions which must be fulfilled prior to entitlement or use of the grant or donation by the charity.

Resources received and paid as intermediaries for third parties

Received as principals and included in the Statement of Financial Activities

Opening Received Released Closing
Funds in year in year Funds
The equivalent total last year was £
1,699		 £ - £
(1,699)		 £ -

The opening and closing funds above are represented by the assets and liabilities held by the charity as a intermediary.

Staff Costs and Emoluments 2024 2023
£ £
Gross Salaries 201,021 244,746
Employer's National Insurance 10,959 15,024
Pension Contributions 3,994 5,544
Consultancy & Associates fees 176,889 125,141
392,863 390,455

There was no remuneration or expenses paid to the Trustees in the year (2023 - £Nil) The average number of staff in the year totaled 16 (2023 : 10) There were no employees with emoluments in excess of £60,000 per annum

52

Plymouth VCSE (POP) Accounts

Notes to the Accounts for the year ended 31 March 2024

Tangible functional fixed assets

Tangible functional fixed assets
Debtors
Trade debtors
Prepaid expenses
Trade creditors Accrued expenses
Funds held for third parties Deferred
income and grants in advance
Analysis of the Net Movement in Funds
Creditors: amounts falling due within one year
Asset cost, valuation or revalued amount At
1 April 2023 Additions At 31 March 2024
Accumulated depreciation and impairment provisions At 1
April 2023 Depreciation on revaluation Charge for the year
At 31 March 2024
Net book value At
31 March 2024 At
31 March 2023
See note 4
Net movement in funds from Statement of Financial Activities
Net resources applied on functional fixed assets Net
movement in funds available for future activities
2024
£
7,554
5,290
12,844
2024
£
12,928
9,202
-
1,190
23,320
2024
£
134,598
(1,069)
133,529		 9
11,176
1,069
12,245
6,829
-
1,462
~~8,291~~
Office
Equiprment
£
3,54
4,347
2023
£
8,397
3087
,
11,484
2023
£
22,662
10,282
1,699
-
34,643
2023
£
(122,248)
(3144)
,
(125,392)

53

Plymouth VCSE (POP) Accounts

Notes to the Accounts for the year ended 31 March 2024

10 Analysis of Individual Funds and of assets and liabilities representing funds

At 31 March 2024 Unrestricted Designated Restricted Total
funds funds £ funds £ Funds
£ £
Tangible Fixed Assets 500 - 3,454 3,954
Current Assets 78,595 28,772 303,901 411,268
Current Liabilities (3,405) - (19,915) (23,320)
75,690 28,772 287,440 391,902
At 1 April 2023 Unrestricted Designated Restricted Total
funds £ funds £ funds £ Funds
£
Tangible Fixed Assets 806 - 3,541 4,347
Current Assets 2,982 95,410 189,158 287,600
Current Liabilities (3,788) - (30,855) (34,643)
- 28,772 287,440 257,304
The individual funds included above are :-
Funds at Movements Transfers Funds at
2023 in Funds as Between 2024
below funds
£ £ £ £
Unrestricted:
Free Reserves (General Fund) - 9,207 66,483 75,690
Designated Reserves:
Contingency Fund - Redundancy 21,000 - 4,000 25,000
Contingency Fund - Working Capital
VCSEP		 70,638
3,822		 -
(50)		 (70,638)
-		 -
3,772
Restricted funds
Esmee Fairbairn 58,138 124,944 - 183,082
HDRC 302 (14) - 288
Power to Change 3,000 (3,000) - -
Fair Shares 45,000 (30,000) - 15,000
NHS - (65) 65 -
National Lottery Community Fund - BBO - - - -
Suicide Prevention - 4,900 - 4,900
NAVCA 6,000 (6,000) - -
Plymouth City Council - HSHAZ 455 (455) - -
Unify Plymouth (PCC CMF) 22,066 (11,091) - 10,975
National Lottery Community Fund - (HCT) 14,769 58,426 90 73,195
Keyham Fund 3,122 (3,212) - -
WG 8,992 (8,992) - -
257,304 134,598 - 391,902

54

Plymouth VCSE (POP) Accounts

Notes to the Accounts for the year ended 31 March 2024

Analysis of movements in funds as shown in the table above

Incoming Outgoing Gains & Movement
Resources Resources Losses £ in funds £
£ £
Unrestricted: Free Reserves
(General Fund) 92,120 (82,913) - 9,207
Designated Reserves:
Contingency Fund - Redundancy - - - -
Contingency Fund - Working Capital -
-		 - -
-		 -
VCSEP (50) (50)
Restricted funds
Esmee Fairbairn 475,000 (350,056) - 124,944
HDRC - (14) - (14)
Power to Change 14,000 (17,000) - (3,000)
Fair Shares - (30,000) - (30,000)
NHS - (65) (65)
National Lottery Community Fund - BBO 15,391 (15,391) - -
Suicide Prevention 5,000 (100) - 4,900
NAVCA - (6,000) - (6,000)
Plymouth City Council - HSHAZ
Unify Plymouth (PCC CMF)		 13,684
-		 (14,139)
(11,091)		 -
-		 (455)
(11,091)
National Lottery Community Fund - (HCT) 219,289 (160,863) - 58,426
Keyham Fund
WG		 (90)
-		 (3,122)
(8,992)		 -
-		 (3,212)
(8,992)
834,394 (699,796) - 134,598

55

Plymouth VCSE (POP) Accounts

Notes to the Accounts for the year ended 31 March 2024

11 Grant Allocation
Organisation Funding Amount
Source £
A.R.E Home FS 5,263.16
Activating the Athenaeum EFF 5,263.16
Big Sis Empowerment Collective EFF 526.32
Bury The Giant Club EFF 526.32
Community Wellbeing FS 5,263.16
Confidence Booster Workshops EFF 526.32
Connecting Youth Boat Trip EFF 1,000.00
Connecting Youth CIC HCT 5,000.00
Connectors Collective Plymouth EFF 526.32
Connectors Collective Plymouth EFF 5,263.16
Creative Roots Action Team EFF 1,000.00
Devon and Cornwall Refugee Support NAVCA 500.00
Diversity Business Incubator CIC EFF 4,000.00
Eritrean Language School EFF 1,000.00
Ernesettle Community Network EFF 526.32
Ernesettle Launch Pad EFF 5,263.16
Exim Dance Company CIC HCT 5,000.00
Follow The Dragons : An Interactive Disability Map EFF 5,263.16
Food Plymouth CIC G 300.00
Food Plymouth CIC NAVCA 500.00
Freedom community festival EFF 5,263.16
Friends and Families WG 5,000.00
Front Page / Back Page / Centrefold EFF 526.32
Ideas Into Action EFF 57.60
Ideas Into Action EFF 500.00
Jabulani 2.0 EFF 5,263.16
Jumpers 4 Goalposts EFF 1,000.00
Keyham Green Places EFF 526.32
Keyham Green Places NAVCA 500.00
Keyham Trauma Informed Group FS 5,263.16
Life after lockdown EFF 526.32
Marine Edibles EFF 5,263.16
Mindful Art Club EFF 526.32
Mindful Marbles at Moments FS 5,263.16
NeuDICE Plymouth EFF 5,263.16
New4You & JCs Youth EFF 526.32
Nudge Community Builders PTC 3,000.00
Nudge Community Builders PTC 14,000.00
Ocean Publishing Partnership EFF 526.32
Ocean Publishing Partnership EFF 5,263.16
Our Devonport Network EFF 1,000.00
Our Devonport Network UP 210.53
Our Devonport Network UP 3,000.00
Peace Of Mind EFF 5,263.16
PL2 Voices EFF 1,000.00
Plymouth Community Climate Centre EFF 263.16
Plymouth Community Climate Centre EFF 526.32
Plymouth Community Climate Centre EFF 5,000.00
Plymouth Community Events EFF 5,263.16
Plymouth Community History Festival EFF 5,263.16
Plymouth Eco Collective EFF 5,263.16
Plymouth Hope NAVCA 500.00
Plymouth Mental Health Recovery and Empowerment Group EFF 5,263.16
Plymouth Methodist Central Hall NAVCA 500.00

56

Plymouth VCSE (POP) Accounts

Notes to the Accounts for the year ended 31 March 2024

ymouth VCSE (POP) Accounts
tes to the Accounts for the year ended
March 2024
Funding Amount
Source £
Plymouth Social Enterprise City EFF 5,263.16
Plymouth Poetry Festival EFF 5,263.16
Precious Plastic Collective EFF 526.32
PREP21 EFF 526.32
Pride Communities Working Together EFF 5,263.16
Ptown Radio CIC EFF 526.32
Respect International Kite Flying Festival EFF 5,263.16
Retreat Days FS 5,263.16
Setting Sail Together EFF 5,263.16
Stoke Youth and Community Centre EFF 588.00
Storyteller Festival 2023 EFF 5,263.16
Supporting Men's wellbeing FS 5,263.16
Tamar View Community NAVCA 500.00
The Breast Cancer Care Collective EFF 5,263.16
The HeARTlands EFF 526.32
The Hundred Hands EFF 526.32
The Storytelling Collective EFF 526.32
The Storytelling Collective EFF 5,263.16
The Village Hub G 2,500.00
Community Timeline of Change EFF 526.32
Trauma Informed Collective EFF 526.32
Various EFF 5,000.00
Various EFF 5,000.00
Various EFF 5,000.00
Various EFF 5,000.00
Various EFF 5,000.00
Various EFF 5,000.00
West Devon Junior Netball League EFF 526.32
Wildlife Corridor Makers EFF 263.16
Wildlife Corridor Makers EFF 526.32
Wildlife Corridor Makers EFF 5,000.00
Window of Opportunity EFF 526.32
Window of Opportunity EFF 263.16
Window of Opportunity EFF 5,000.00
Wolseley Community Economic Development Trust KEY 1,000.00
WonderZoo EFF 526.32
Youth Music Initiative EFF 5,263.16
Less Accrued grants in prior year
CROPS Ltd NAVCA (500.00)
Devon And Cornwall Refugee Support NAVCA (500.00)
Food Plymouth CIC NAVCA (500.00)
Plymouth Hope NAVCA (500.00)
Plymouth Methodist Central Hall NAVCA (500.00)
261,709

Funding Source key

EFF - Esmee Fairbairn KEY - Keyham Community Sparks HSHAZ - High Street Heritage Action Zone WG - Plymouth City Council Wellbeing Grants NAVCA - NAVCA Cost of Living HCT - The National Lottery Community Fund FS - Plymouth City Council Fair shares PTC - Power to Change through the SIMPL project G - General Fund UP - Unify Plymouth

57

Notes to the Accounts for the year ended 31 March 2024

Plymouth VCSE (POP) Accounts

12 Purpose of Restricted Funds Received

Esmee Fairbairn

To contribute to the running of the organisation and the support it provides to the voluntary sector in Plymouth.

SIMPL

Social Investment Made Simple (SIMPL) project to bring together investors, commissioners and service providers to explore transformative impact of social investment across Devon - specifically focus on supporting people to age well, including supporting community businesses.

Big Lottery - Building Better Opportunities

This funding is to support and help people back to work project. The funding stream is over three years.

Keyham Community Sparks

Grant making and support for grassroots groups and projects in the Keyham community in response to the Keyham shooting.

Plymouth City Council - CMF

This funding is to support the coming together of diverse communities

High Street Heritage Action Zone

This funding is to support communities to learn about the city centre's historic post-war plan for Plymouth.

Grants to improve wellbeing and develop approaches to suicide Plymouth City Council Wellbeing Grants prevention.

Grants for local grassroots groups to support the impact of the NHS Cost of Living cost of living.

small grants for grassroots groups to cover associated costs of NAVCA Cost of Living increased cost of living.

The National Lottery Community Fund - Healthy Healthy Communities Together: to improve collaboration

Plymouth City Council Fair shares

For making grants to grassroots groups to improve health & wellbeing outcomes.

contribution to a 16 month programme of work that will support POP’s development as a VCSE infrastructure organisation, Power to Change catalyst of community initiatives and democratic small grant distributor. It is funding both for projects on the path to becoming community businesses and for local support infrastructure in Plymouth.

13 Reconciliation of net income/(expenditure) to net cash flow from operating activities

Reconciliation of net income/(expenditure) to net cash flow from operating activities
2024 2023
£ £
Net Income/Expenditure 132,838 (123,246)
Interest Receivable 880 499
Depreciation and Impairment of Tangible Fixed Assets 1,462 1,727
Amortisation of goodwill and intangible assets - -
Increase in debtors (1,360) 42,152
Decrease in creditors (11,323) 27,454
122,497 (51,414)

58

Plymouth VCSE (POP) Accounts

Appendices to the Statement of Financial Activities for the year ended 31 March 2024

The following appendices are attached to detail the activity analysis required by the 2019 Revision of the Statement of Recommended Practice for Accounting and Reporting issued by the Charity Commissioners for England & W ales.

  1. Analysis of Total Incoming & Outgoing Resources by Activity 2. Analysis of Total Support Costs by Activity 3. Analysis of charitable expenditure by activity

59

io Illi

15 y) YJ 888 o(00 il'lllk, Z(0￿{L<

Plymouth VCSE (POP) Accounts

Schedule to the Statement of Financial Activities for the year ended 31 March 2024 Status of this schedule to the Statement of Financial Activities

Unrestricted Restricted Total Prior Period
Funds 2024 Funds Funds Total Funds
£ 2024 £ 2024 2023 £
£
£
Incoming Resources Income from
Donations and Legacies
Non government and non public bodies
Incoming resources of a revenue nature - grants, donations and legacies
Training / Workshops Donations Training / - - -
Workshops Lottery Funding 80,075 520,720 600,795 5 40,929
Total Donations & Legacies Received 4,896
-		 2 ,265 2
19,289		 7,161
219,289		 1 1,548
9 4,450
84,971 ~~742,274~~ ~~827,245~~ ~~646,927~~
Activities for generating funds
Other activities for generating funds 6,269 - 6,269 7,790
Total of Other Trading Activities 6,269 - 6,269 7,790
Investment Income
Bank deposit interest received 880 - 880 499
Total Investment Income 880 - 880 499
Total Income 92,120 742,274 834,394 655,216
Charitable expenditure
Support costs of charitable activities
Direct support costs
Net wages and salaries - charitable activities 46,092 154,929 201,021 244,746
PAYE and NI 5,081 5,878 10,959 15,024
Pension contributions charitable employees 1,643 2,351 3,994 5,544
Consultancy & Associates fees 8,149 168,740 176,889 125,141
60,965 ~~331,898~~ ~~392,863~~ ~~390,455~~
Indirect employee costs
Training and welfare 325 - 938 325 -
Travel and subsistence 1,576 1,579 2,514 2,084
Staff Expenses 3,404 2,517 4,983 10,247
5,305 7,822 12,331
Premises Costs
Rent & Rates 120 2,095 2,215 3,163
Event Costs and Venue Hire 3,591 12,806 16,397 12,401
3,711 14,901 18,612 15,564

62

Plymouth VCSE (POP) Accounts

Schedule to the Statement of Financial Activities for the year ended 31 March 2024 Status of this schedule to the Statement of Financial Activities

Unrestricted Unrestricted Restricted Total Prior Period
Funds 2024 Funds Funds Total Funds
£ 2024 £ 2024 2023 £
£
General administrative expenses:
Telephone and Internet Admin 44 2,267 2,311 2,438
(Printing/Stationery/Postage) 305 325 630 417
Membership & Subscriptions IT & 1,197 1,227 2,424 2,175
Software Support Bad debts
Insurance Advertising & Marketing
Bank charges Sundry expenses		 2,288
-
1,847
1,311		 3,375
- -
200
15 14		 5,663 -
1,847
1,511
145 14		 6,076
306
1,295
1,693
130 - 7,423 14,545 72 -
7,122 14,472
Professional fees in support of charitable activities
Professional fees 955 28 983 7,004
955 28 983 7,004
Total costs 78,058 356,767 434,825 439,826
Grantmaking to achieve the objects of the charity
Grants paid including Gift Aid payments
Grant disbursements 2,800 258,909 261,709 329,269
Grant returned to funder - - - 5,010
Total Expended on Charitable Activities 80,858 615,676 696,534 774,105
Other costs Independent
Examiner's Fees Depreciation 1,800 - 1,800 1,632
of fixed assets 305 1,157 1,462 1,727
Total Other costs 2,105 1,157 3,262 3,359
A detailed breakdown of the grants paid can be found in note 11 of these financial statements
Analysis of transfers between funds
Transfer to/(from) unrestricted Transfer to/(from) 66,483 - 66,483 3,444
restricted to be analysed further Transfer to/(from) - 155 155 3,918
designated (66,638) (66,638) (7,362)
(155) 155

63

Issuer

Wills Accountants Limited

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Parties involved with this document

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Audit history log

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