2022-03-31-accounts

P3 Charity Group

P3 (THE OPERATING NAME OF PEOPLE POTENTIAL POSSIBILITIES) (A company limited by guarantee)

GROUP REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

Company No: 02495423 Charity No: 703163

PEOPLE POTENTIAL POSSIBILITIES YEAR ENDED 31 MARCH 2022

CONTENTS	Page
Legal and Administrative information	1
Trustees' report	2 -��
Independent auditor's report	3�
Consolidated statement of financial activities	3�
Consolidated Balance Sheet	3�
Charity Balance Sheet	3�
Consolidated statement of cash flows	3�
Notes forming part of the financial statements	��- 6�

PEOPLE POTENTIAL POSSIBILITIES

LEGAL AND ADMINISTRATIVE INFORMATION

FOR THE YEAR ENDED 31 MARCH 2022

Trustees	AJP Hackett (Chair of Trustees)
	J Bowen (Resigned 17 November 2021)
	CA Carter
	D Lane
	DI Simon CBE (Resigned 17 November 2021)
	M Terry
	W RJ Cock (Appointed 14 January 2021)
	A Lindo-Cozzella (Appointed 14 January 2021)
	N Scott (Appointed 14 January 2021)
	Y Thomas (Appointed 15 September 2021)
	R Bowley (Appointed 17 November 2021)
	T Hinde (Appointed 17 November 2021)
	S Appleby (Appointed 17 November 2021)
Company Registered Number	02495423
Charity Registered Number	703163
RegisteredOffice	Eagle House
	Cotmanhay Road
	Ilkeston
	Derbyshire
	DE7 8HU
CompanySecretary	KathrynKozlowski
Chief Executive Officer	Mark Simms
Auditors	Price Bailey Chartered Accountants
	24 Old Bond Street
	London
	W1S 4AP
Bankers	Lloyds Bank plc
	89 Church Street
	Bilston
	Wolverhampton, WV14 0BJ
	CAF Bank Limited
	Kings Hill
	West Malling
	Kent, ME19 4JQ
Solicitors	Freeth Cartwright LLP
	2nd Floor, West Point
	Cardinal Square
	10 Nottingham Road
	Derby, DE1 3QT
	Bates Wells Braithwaite
	10 Queen Street Place
	London, EC4R 1BE

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

PEOPLE POTENTIAL POSSIBILITIES

The period covered by this Trustees’ Report marks the gradual transition from the third UK coronavirus lockdown, into a period of adjustment as we “live with the virus” after the Covid rules were removed in England in February 2022. Charting these uncertain times has required many operational changes in service delivery, and it has reinforced our organisational view that we must be bold and ambitious to play our part in rebuilding the country for everyone, everywhere.

This report is written and should be understood within this context.

The Trustees, who are the Directors for the purposes of the Companies Act 2006, present their report and financial statements for People Potential Possibilities (“the Charity”/“P3”) for the year ending 31 March 2022. The Trustees confirm that the annual report and financial statements of the Charity comply with current statutory requirements, the requirements of the Charity’s governing document and the provisions of the Statement of Recommended Practice “Accounting and Reporting by Charities” (SORP 2019).

SUMMARY FROM ADAM HACKETT, CHAIR OF THE P3 BOARD OF TRUSTEES

“P3 Charity continues to relieve the cycle of despair through our deep commitment to vulnerable people, growth in the quality of our services and a strengthened financial position.

P3 is all about people. Our colleagues and volunteers have performed extraordinarily over the last twelve months. There have been many internal promotions, training opportunities, job swaps and team building, all with the same purpose: to improve the lives of the people we work alongside.

We shall continue to urge that the Government fulfils the promise made in July 2019 by the then incoming Prime Minister to deliver a Social Care Policy.

Like many organisations, we face multiple and unique challenges posed by the global pandemic. Our performance is strong and improving. The golden thread of our purpose runs through our strategy and subsequent delivery, supported by a group of committed Trustees, outstanding leadership, and devoted staff. I am utterly confident that we will continue to deliver our objective to transform people’s lives.”

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

PEOPLE POTENTIAL POSSIBILITIES

ABOUT P3

Founded 50 years ago in 1972, P3: People, Potential, Possibilities is a national Charity and social enterprise operating across the UK and delivering services for socially excluded and vulnerable people.

P3 is a ‘people first’ organisation; our mission is to work alongside people to improve lives and communities: to unlock potential and open up new possibilities. We are committed to sustainable transformation and work to establish the trust needed to facilitate genuine and lasting change for the long-term.

From April 2021 to March 2022, the P3 Group — worked alongside 28,152 (26,635) people.

Right across England someone, somewhere talks to a P3 worker every 15 (23) seconds.

P3 specialises in homelessness services, supported housing, preventative support for people experiencing and recovering from mental ill-health, advice and community support, helpline support and services for young people.

Our vision is for every person to be recognised as a valued member of society, where social injustice no longer exists. It’s that simple!

OUR YEAR

Our financial performance remained strong throughout 2021/22.

This was guided by a refreshed strategy for the next five years; developed through the work delivered over recent years and in response to the impact of Covid-19 on the people we work alongside and their communities.

Our purpose is not monetary—yet we do need sufficient financial strength to allow us to make the right strategic choices to help us reach more people who are struggling financially, emotionally and educationally.

Our purpose is one which draws on 50 years of charitable experience and aspires for everyone to have a safe home to live in, positive relationships in their lives and something meaningful to do.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

Together we enabled 2,331 (3,195) people experiencing homelessness across England to exit the streets and access safe and comfortable temporary accommodation.

• Following on from the UK Government’s ‘Everyone In’ and ‘Everyone In For Good’ campaigns our new P3 strategy continues to develop housing and support solutions for people going through a tough time.

Therefore, our new strategy: Somewhere to Live, Someone to Love and Something to Do recognises P3’s core strengths and allows us to face the future with the confidence to achieve even more.

We know we are a Charity and Social Enterprise made up of passionate people, who care about people. It is this resilience and dedication, plus the sheer graft of the P3 team which has provided the foundation to enable the organisation to weather such uncertain times. Our colleagues’ tireless energy has grown our reputation through a global pandemic and we have been recognised as a modern, trusted, award-winning national charity. We have never been better placed to reach more people, to grow our services and impact entire communities as we move forwards.

P3 Housing, our Registered Social Landlord, now offers almost 900 (over 750) places to live and over the past year 1,928 (1,551) people have made a home in P3 accommodation.

Weathering this acute crisis led to the rapid scaling-up of our services for people who are homeless, and the need to reach more people who continue to struggle financially, emotionally and educationally. For many in the communities we work alongside, the past year has once again been marked by increasing levels of polarisation and social exclusion as the cost of living has continued to rise and wages have reduced.

Sadly, for far too many people, the success of the previous year and the government’s ‘Everyone In’ campaign (where we supported an additional 1,000 people who were street homeless into emergency accommodation) proved to be a short-term experience with their return to the streets as the crisis lulled and funding was withdrawn.

Even today so much about the future remains uncertain. Yet this period has reinforced our view that we must be bold and take up the challenge to design the future, continuing as an agent for social change, not only in individual people’s lives, but also on a much larger scale to have an impact for entire communities and regions.

We know P3 has an important role to play in the national effort to rebuild society following Covid-19, and it is against this widening gap of social inequality that we are seeking to deliver the greatest impact.

Guided by our new strategy we want to remove the struggle faced by the people we work alongside to find somewhere affordable and sustainable to call home for the long-term. We

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

Over the past year we purchased 117 properties:

• 10 apartments in the Forest of Dean. This is the first local accommodation-based service for people experiencing homelessness in the area.

• 35 apartments in Wolverhampton for people who have complicated lives and are waiting to move on from temporary accommodation.

• 19 new properties in

Wolverhampton, for people ready to move on from temporary accommodation

• 9 new properties in Lincolnshire for people who need support to live independent lives.

• 6 new properties in

Gloucestershire for people ready to move on from hostel accommodation.

• 12 new properties for people experiencing homelessness in Gainsborough, Lincolnshire.

• 26 new properties in Gainsborough, Lincolnshire as part of the regeneration of the town.

And for the year ahead we already have plans to purchase 133 homes for the people we work alongside comprising 39 properties in Wolverhampton, 55 in Lincolnshire, 27 in Gloucestershire and twelve in Derbyshire.

want to bring stability back into their lives by providing safe homes to live in, reconnection through positive relationships and meaning through access to education, employment and volunteering. We don’t want the people we work alongside to just survive we want them to thrive.

Drawing on these aspirations for long-term social change while levering our reputation and operational experience we have set out to deliver on this bold plan.

Our Registered Social Landlord, P3 Housing now offers almost 900 (over 750) places to live and is continuing to build a property portfolio to deliver more and better homes for people experiencing homelessness. Plus, we are actively investing in our existing properties to create brighter, modern spaces and refurbishing many of our larger 24-hour services, installing ensuite facilities and redesigning spaces to meet our aspirations for people experiencing homelessness.

Plans for P3 premises in West Bromwich, Wolverhampton, Swadlincote and Derby are already underway, as major works are undertaken to transform larger, shared spaces into well-appointed studio and self-contained apartments.

By working closely with Homes England (the UK Government’s housing delivery agency), Local Authority partners and Social & Sustainable Capital (a UK fund manager and social enterprise, with aligned values), as well as releasing finance from our charity reserves and securing grant funding we have been able to raise £20 million in investment—all much-needed funds to complete this cycle of refurbishment alongside the creation of new housing ecosystems.

These ecosystems will see us provide the best homes for the people we work alongside to live

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

P3 advice services offered life changing advice and support to 9,625 (14,479) people.

• Our Cambridgeshire services launched an enhanced floating support service providing intensive support for people who have experienced homelessness.

• Our Derbyshire services expanded to offer a new out-of-hours helpline offering support for people experiencing homelessness.

At P3 we want to ensure the people we work alongside are equal partners in shaping the services we deliver. People Shaping P3 creates this opportunity, encouraging people to help us to improve and shape P3 at every level.

• Our People’s Board continues to shape P3 to deliver impact and excellence across all services.

• Our new People’s Standards have been developed to convey the ‘feel’ a quality service.

and grow, delivering stability for people to successfully access education and employment and thrive.

Our staff have shown remarkable resillience. They are our most valuable asset and have continued on through every challenge presented in these unparalelled times, and once again they have not stopped!

Their dedication has continued to ensure all our services remained open, and was formally recognised by winning the UK Social Enterprise Team of the Year in December 2021.

Our colleagues do a remarkable job, making good things happen for the people we work alongside—here we are talking about the contribution of everyone, that’s every single person who works and volunteers at P3! Collectively, we have continued to have a huge impact on the lives of people who turn to P3 for support. So, whether it’s P3 core services, maintenance, teaching, fundraising, young people, street outreach or support work it all matters, because it’s all connected. It’s a collective effort to end social injustice and one that doesn’t just happen on the frontline at P3.

Furthermore, the year also saw P3 act as a ‘gateway’ organisation for eight charities and CICs to access the Government’s Kickstart scheme which aimed to provide young people aged 16–24 with employment and skills training. Together we were able to create 118 placements, comprising 60 placements within P3 and a further 58 placements across the partnership—always with the goal of offering permanent job opportunities to some of the young people taking part, and the result is 75 young people now have jobs, including 40 internally with P3, which is fantastic.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

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CHILDREN & YOUNG PEOPLE

Our vision for children and young people is to rebuild lives by providing facilities, skills, activities and guidance that promote stability within communities.

• 1,284 (1,401) children and young people have benefitted from weekly homework support, play activities, football coaching, employment advice, youth work (supporting mental, physical and emotional wellbeing) and parenting skills at RPT.

• 283 (388) young people have found a place to live, feel safe and call home—even after they’ve left—offering stability, guidance and most importantly, people they can rely on after spending time in the care system.

In another unprecedented year the young people we work alongside continue to face some of the greatest challenges for generations, particularly around education and employment.

At P3’s Rugby Portobello Trust (RPT) we had to continually readjust our approach to support the young people we work alongside, adapting and evolving services to be in line with ever-changing government guidelines. Each of our bespoke services took a different approach as we refined processes to be able to continue safely. During periods of relaxed restrictions, RPT’s services were delivered face-to-face, albeit with restricted numbers—with our clubs, football academy, creative arts programme and mental wellbeing programmes supporting 1,284 (1,401) children, young people and mums across the year.

Such agility was made possible by the generosity of our donors, volunteers and staff team who all remained committed to ensure we were able evolve our approach—sometimes on a daily basis!

We also listened to the North Kensington community which led to changing the way some programmes are run, including our ‘Magic Mums’ parents and carers support group and our Amplify creative arts programme to re-engage people through video sessions. We embraced the benefits of digital technology, leading to the permanent provision of an online Homework Club and the continuation of our digital-inclusion work to ensure the parents, children and young people we work alongside have the skills needed to access the benefits offered by digital technology.

In short, the pandemic taught us to trust our instincts; we can and do understand the needs of the communities we work alongside and by placing quality at the centre of all we offer we can be proud of all P3 services.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

GROWTH & CHANGE

Today we run 83 (63) services, where we are highly regarded by commissioning partners, aligned organisations and the people we work alongside. P3 is financially stable, our revenue covers all of our costs, and our fundraised income is used to ‘add value’ to our services. We are now one of the largest and most successful charities and social enterprises in our field.

Organisationally we have continued evolve, both in terms of the scope and development of our service delivery, while navigating further operational changes.

In 2021, our five regional justice services were transferred back to the National Probation Service after six years of offering bespoke, choice-led support for people with multiple contacts with the criminal justice system.

During this period, we were able to prove the value of what we set out to deliver, getting fantastic feedback from staff and the people we worked alongside. The quality of our colleagues was exceptional as they supported countless numbers of people who had failed to engage with anyone previously. Without doubt we have saved lives and given people options, hope and a future.

New P3 services have supported 13,428 people living with mental ill-health over the past year. We offer hope for people experiencing distress or anxiety—or feeling that they cannot cope—by giving the space to talk through practical issues that may be causing concern.

• Working in partnership with Derbyshire Healthcare NHS Foundation Trust, the P3 team at the Derbyshire Mental Health Helpline receive an average of 3,000 calls every month from people needing mental health advice and support.

The year also saw expansion of P3’s homelessness services as we scaled-up some of our provision and expanded into new areas.

In Peterborough we launched an enhanced floating support service providing intensive support for people with complicated lives who have experienced homelessness; in Derbyshire a new out-of-hours helpline began offering support for people experiencing homelessness; and with funding from the Rough Sleeping Accommodation Programme, we joined with Stoke-on-Trent City Council to offer 15 places to stay across the city with link worker support for people who have been homeless.

In closing it should be stated that the P3 team, is a united staff team. It is the energy and dedication of each colleague, which stregthens our collective purpose across the country and builds our resillence to support one-another and continue to do remarkable things—all pushing together to change lives.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

PEOPLE POTENTIAL POSSIBILITIES

STRUCTURE, GOVERNANCE AND MANAGEMENT

CONSTITUTION

The Charity is a charitable company limited by guarantee and was set up by a Memorandum of Association on 24 April 1990. People Potential Possibilities, known on a day-to-day basis as P3, has no share capital and is a registered Charity with the Charity Commission.

METHOD OF APPOINTMENT OR ELECTION OF TRUSTEES

P3 is governed by a Board of Trustees which comprises a Chair and up to nine Trustees. The Chair is appointed by the Board from the existing Trustees. Trustees are recruited with regard to the balance on the board of people with relevant skills, experience, knowledge and qualifications. As well as looking for individuals with business, health/social care and governance backgrounds we aim specifically to include people who have lived experience of accessing services and carers. Prior to inviting nominations and applications for Board membership a skills audit review of existing members is undertaken in order to attract prospective members with the required experience, skills and knowledge.

The Board of Trustees meets a minimum of four times a year and is responsible for the overall direction and control of P3’s activities. The Board also has an annual Away Day and sub-committees of the Board (with delegated authority) meet regularly to review and agree performance in key areas of operation. The Board is responsible for taking decisions on the strategic direction of the Charity, approving major expenditure, major developments and through the Chair giving support and supervision to the Chief Executive.

POLICIES ADOPTED FOR THE INDUCTION AND TRAINING OF TRUSTEES

On appointment each Trustee signs a code of conduct and completes a register of interests. They are given a Trustee Induction Pack that includes the Charities Governing Document: the Memorandum and Articles of Association, a range of relevant policies and procedures, including conflict of interest and other guidance. The pack contains a Trustee job description and a copy of Charity Commission Guidance Leaflet CC3, The Essential Trustee: what you need to know. New Trustees meet with the Chair and Chief Executive to discuss:

• Their role and responsibilities

• Key documents including the Memorandum and Articles of Association and the P3 Strategic Plan

• Funding including the latest published accounts and current position

• The organisation’s focus on outcomes

• Safeguarding

• Future plans

Trustees are also invited to an induction tour of projects and services, and Trustee training needs are assessed, and training provided as appropriate.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

PEOPLE POTENTIAL POSSIBILITIES

Summary of the Work of Sub-Committees 2021-2022

Sub-Committees of the Board of Trustees meet throughout the year, over the course of the year following activities took place:

1.0 Summary of activities: People Board Members: Dorothy Lane (Chair)

Over the course of the 2021/2022 financial year the People Board sub-committee has approved the People Shaping P3 Strategy for 2022, approved the work plan of the officers, approved the new P3 People Standards, and overseen the recruitment of 21 peer reviewers. The sub-committee has also revised and implemented exit surveys for all community-based support services in addition to reviewing all complaints submitted to P3 by people who access our services. The sub-committee has also been successful in recruiting a person we work alongside to sit as a member of the People Board. The subcommittee has reported its progress and fed into the Board of Trustees.

2.0 Summary of activities: Audit, Risk & Assurance Sub-Committee Members: Mark Terry (Chair) Sarah Appleby William Cock Richard Bowley

Over the course of 2021-2022 financial year the Audit, Risk and Assurance sub-committee has regularly reviewed and scrutinised the corporate risk register and scrutinised mitigations against emerging or high-level risks. Additionally, the committee has approved a new format and policy for the corporate risk register including a graphic ‘heat map’, which provides a robust process for identifying, measuring, managing risk. The sub-committee has appointed and reviewed the progress of the external auditor, Price Bailey, which will conclude in May 2022. The sub-committee has also scrutinised all serious incidents reported to the Charity Commission on their behalf by the executive. The sub-committee has also overseen the compliance of P3 to its contractual KPIs through regular review of operational reporting. The sub-committee has also appointed new members to the sub-committee and appointed Price Bailey as external auditors for financial year 22/23.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

3.0 Summary of activities: Finance & General Purposes Sub-Committee Members:

Mark Terry (Chair) Adam Hackett Yvonne Thomas Thea Hinde Richard Bowley

Over the course of the 2021-2022 financial year Finance and General Purposes subcommittee reviewed and redrafted the P3 Financial Strategy for recommendation to the Board of Trustees. The sub-committee has also recommended the 2022/23 budget to the Board of Trustees following review by the chair and members of the sub-committee. The sub-committee has also overseen the management accounts of the organisation and recommended these to the Board and ensured that financial reporting and compliance regulations are satisfied. It has approved the liquidation of University of the First Age, which is part of the P3 Charity group. Additionally, the sub-committee has reviewed and scrutinised all bids and tenders for contracts made by P3 Charity and had oversight of the management accounts of P3 Charity. The sub-committee has also welcomed new members.

4.0 Summary of activities: HR, EDI & Safeguarding Committee Members: Aquilla Lindo-Cozzella (Chair) Thea Hinde Nancy Scott

Over the course of the 2021/2022 financial year the Safeguarding sub-committee widened its scope to become the Human Resources, Equality, Diversity and Inclusion, and Safeguarding Committee. Appointing a new chair to this sub-committee following the resignation of the previous chair. New Terms of Reference for this sub-committee were drafted and approved by members to reflect the wider scope of the sub-committee. The sub-committee approved the new P3 People Strategy that will guide the work of the HR and operational departments. In addition, the committee has reviewed all serious safeguarding incidents and deaths that took place in P3 services and reviewed all disciplinary actions taken against P3 Charity staff. The sub-committee has reviewed the safeguarding trends on a bi-annual basis via reports provided to them by the executive. The committee continues to grow in numbers with two new trustees joining: adding further to the committee’s diversity of thought.

5.0 Summary of activities: Governance, Remuneration & Nominations Sub-Committee Members: Carol Carter (Chair) William Cock

Yvonne Thomas

Over the course of the 2021/2022 financial year the Governance, Renumerations and Nominations Committee reviewed, revised, and agreed its Terms of Reference. Members of the sub-committee have undertaken benchmarking of staff salaries to be submitted to the Chair of Trustees for consideration and recommendation to the sub-committee. The subcommittee recommended and approved pay increases for P3 staff in October 2021 and April 2022.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

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ORGANISATIONAL STRUCTURE AND DECISION MAKING

The Chief Executive leads the day-to-day management of P3 on authority delegated by the Board of Trustees. He and the executive officers of the Charity form the Executive Leadership Team, and each has clearly defined areas of responsibility and accountability. The Executive Leadership Team meets on a two-weekly cycle, to discuss and implement strategic and operational issues and to monitor and control the performance of the Charity against the Strategic Plan and Strategy Implementation Plan. This work is reported on at General Meetings of the Board.

OBJECTIVES AND ACTIVITIES

WHO WE ARE

People Potential Possibilities: P3 deliver a variety of effective and innovative services to improve lives and communities. All our services put people first, working to create opportunities and positive life chances for vulnerable people. We work alongside people to overcome the challenges that the public sector can no longer tackle alone—transforming the lives of people experiencing social injustice—people who have nowhere to call home, are experiencing mental ill-health or are in contact with criminal justice services.

We can trace parts of our organisation back to the 1800s and the constant over all these years of history is that P3 has always been a diverse and enterprising organisation with services tailored to meet the needs of our communities and the people who live in them.

Our vision is to act as the catalyst in the development and delivery of services that are linked up across whole systems such as health, housing, social care, criminal justice, employment, education and training. That means services that are centered on the needs of the people who use them, services that deliver solutions and a positive way forward to a better life. We are focused on outcomes, impact and achieving a good Social Return on Investment.

OBJECTS

The objects of P3 are:

• To promote social inclusion for the benefit of the public by the provision of advice, education, employment and housing services for young people and those who are homeless.

• The advancement of health; and

• The relief and care of the poor, including people who are homeless and socially excluded.

MISSION

To tackle social exclusion by creating opportunities for vulnerable and disadvantaged people:

“We work alongside people to improve lives and communities, to unlock potential and open up new possibilities.”

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

PEOPLE POTENTIAL POSSIBILITIES

STRATEGIES FOR ACHIEVING OBJECTIVES

Responsive strategic planning meant trustees approved a new five-year strategy in 2021 rather than remain tied to a strategic cycle that didn’t reflect the operational challenges posed by Covid-19.

Our new strategy and ‘theory of change’ is centered upon:

Somewhere to live, someone to love and something to do.

Somewhere to live : Somewhere safe to live has an evidenced positive impact on all life outcomes.

Someone to love: We know that being part of a community and healthy relationships are the key building blocks to improved wellbeing.

Something to do: Access to education, developing skills for employment and volunteering can all improve life chances and wellbeing.

P3 now has 11 strategic priorities – five that focus on our impact for people and six that enable us to achieve this in line with our values.

Our impact priorities are:

1. We will ensure that P3 is for everyone, promoting inclusion and equity of access.

2. We will develop the education, life skills and employability of our staff, volunteers and the people we work alongside.

3. We will increase the number of homes P3 provides and the number of places to stay that we manage.

4. We will provide activities and programmes that promote and support wellbeing and encourage people to take their own action.

5. We will work right across the different sectors of the community to learn from and with each other.

Our impact enabling priorities are:

1. We will provide a quality offer.

2. We will work with transparency.

3. We will work with a focus on the experiences of the people we work alongside.

4. We will excel in both digital and offline services so that everyone can access our support.

5. We will recognise the risks to the environment, and to the world and its population are both real and immediate.

6. We will set a strong example—in how we use our assets and how we behave.

All the above objectives are undertaken with the aim of enabling P3 to provide more highquality services for socially excluded people.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

ACTIVITIES FOR ACHIEVING OBJECTIVES

Current activities include:

• Direct access homeless accommodation

• Supported accommodation for people with mental ill-health

• Complex and chaotic needs service

• Floating support for people with mental ill-health

• Floating support services to help people keep their home

• Floating support services for people with addiction issues

• Hospital discharge support for people with mental ill-health

• Street outreach work

• Mental health crisis accommodation for women

• Navigator general advice services for young people

• Jobshop training/job advice services for young people

• Registered Social Landlord

• Supported accommodation for young homeless people

• Link worker services to people with chaotic lifestyles and complex needs

• Youth services including alternative education and youth clubs

• After school and play services

• Specialist hoarding services for people

• 24-hour mental health helpline support for people

• Out-of-hours helpline support for people who are homeless

PUBLIC BENEFIT

The Trustees have complied with the duty in Section 17 of the Charities Act 2011 and given their careful consideration to the Charity Commission’s general guidance on public benefit when reviewing our aims and objectives for the year. In particular the Trustees consider how planned activities will contribute to the aims and objectives they have set.

The Board has agreed that the best way to meet the needs of the people we work alongside is through contracting for specialist services while also influencing the way that services are provided and shaped through our expertise and knowledge. To this end, we continue to maintain our independence as an organisation in relation to public policy issues that are relevant to the people who are accessing our services and we will continue to put forward our views on how services could be improved.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

STRATEGIC REPORT

ACHIEVEMENTS AND PERFORMANCE

Over the last financial year, P3 has again become a bigger, stronger and more diverse organisation. In 2021/22, across the group an average of 720 (650) staff and almost 300 (300) regular volunteers supported over 28,000 (27,000) people across towns and cities over seven regions in England—the South East, the South West, the North West, London, East Midlands and West Midlands—helping people to achieve their goals and aspirations.

These are some of the main achievements that have helped take us to where we are today. Many of them cross over two or more objectives.

OUR IMPACT PRIORITIES

At P3 we already know what we are doing is impactful, however we want to reach more people and a broader range of people.

Our impact is greatest when we develop deeper relationships with people, so our services are only ever relational, focussed on the person and never transactional, focussed on the process.

Our quality is good, but it can be developed—particularly for those things that we currently do as incidental, accidental and at a lesser scale.

OBJECTIVE 1

We will ensure that P3 is for everyone, promoting inclusion and equity of access:

• We have continued to grow organisationally throughout 2021-22 and now work alongside:

• 12 (20) counties

• 46 (45) local districts and boroughs

• 45 (45) different commissioners

• 83 (63) services across the country

• We have worked with people at risk of homelessness across all the regions we serve and prevented 2,187 evictions. (zero in 20/21 as evictions not permitted during the pandemic)

• We have delivered in excess of 6,000 (3,000) food parcels to some of the most socially excluded and vulnerable people we work alongside.

• We have worked to overcome digital poverty and exclusion throughout the pandemic, providing tablets and mobile phones for people cut off from their community and recruiting an IT Community Coach to build IT confidence and offer digital support for people accessing remote learning at P3 Rugby Portobello Trust.

• We have completed our Gender Pay Gap Report (based on a snapshot of data for 2021) and were pleased to report 73 per cent (71 per cent) of our staff are female, 27 per cent (29 per cent) of our staff are male and our average mean gender pay gap is -0.7 per cent (-0.8 per cent).

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

OBJECTIVE 2

We will develop the education, life skills and employability of our staff, volunteers and the people we work alongside:

• We have refined our values-based recruitment processes—recruiting for values and training for skill—ensuring our colleagues are dedicated and committed. This is key to our success.

• We have upgraded ‘iRecruit’ our online recruitment portal to streamline and speed up the recruitment process for key roles.

• We have continued to embrace our employees lived experience , building on people's life experiences—as well as professional skills—to ensure a real and genuine passion and aptitude for the work we do.

• We have acted as a ‘gateway’ organisation for eight charities and CICs to access the Government’s Kickstart apprenticeship creating 118 placements, leading to 75 jobs for young people.

• We have also continued to focus on our Wellbeing Strategy throughout the pandemic to sustain our workforce, keep them connected, motivated and most importantly remain well. This is now formally recognised by our certification as a Mindful Employer.

• We now offer a hardship fund and salary advance scheme for colleagues who are struggling and going through a tough time.

OBJECTIVE 3

We will increase the number of homes P3 provides and the number of places to stay that we manage:

• We have continued to build our property portfolio to deliver more and better homes for people experiencing homelessness.

• We now offer almost 900 places to live (over 750) through our Registered Social Landlord, P3 Housing.

• We have purchased 117 properties over the year for people we work alongside to have safe and comfortable places to stay for the long-term:

• 54 properties in Wolverhampton

• 47 in Lincolnshire; and

• o 16 in Gloucestershire.

• We have purchased 26 properties in Gainsborough, Lincolnshire (one of the most deprived areas in the UK) where we are working in partnership with West Lindsey District Council as part of an ambitious urban regeneration project to deliver 110 homes, improve streetscapes and rejuvenate the local economy.

• We have invested in our local authority partnerships and celebrated our success as a social landlord with #StartsAtHomeDay , joining the Homes England campaign to celebrate supported housing and the positive impact it has on thousands of lives by showcasing P3 Housing to its local MPs and Mayors.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

OBJECTIVE 4

We will provide activities and programmes that promote and support wellbeing, and encourage people to take their own action:

• We have worked in partnership with the Derbyshire Healthcare NHS Foundation Trust and the Derbyshire Federation for Mental Health to develop the scope of Derbyshire’s new Mental Health Helpline to become a 24/7 service with the P3 team receiving an average of 3,000 calls every month from people needing mental health advice and support.

• We have launched an enhanced floating support service in Peterborough providing intensive support for people with complicated lives who have experienced homelessness.

• We have been able to extend our homelessness provision in Derbyshire with funding from the Rough Sleeping Accommodation Programme through the introduction of a new out of hours helpline offering support for people experiencing homelessness.

• We have joined with Stoke-on-Trent City Council to offer 15 places to stay across the city with intensive strengths-based link worker support for people who have been homeless and lead complicated lives.

• We have secured the continuation of Cambridgeshire Street Outreach team after its initial pilot phase.

OBJECTIVE 5

We will work right across the different sectors of the community to learn from and with each other.

• We have continued to achieve greater impact through collaboration, partnership working and alliances with like-minded organisations.

• We have developed strong, positive local relationships within the communities where P3 Housing development is taking place; we have formed the right partnership links, been visible, approachable and accountable, and now we are seeing the positive outcomes for people as each new property comes on line.

• We have worked to understand local residents’ needs in Gainsborough as part of our regeneration project to deliver 110 homes (see objective 3 above). Here our tenyear partnership with West Lindsey District Council will not only improve street scenes, support community initiatives and rejuvenate the local economy, it will reduce exploitation by absent landlords, increase the availability of affordable homes and incentivise local landlords to improve their properties and rent them through the partnership.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

“I have been sleeping on and off the streets for 20 years, I was using drugs and alcohol for most of that time to get through it and I have been in and out of prison …

“My relationships with my family have been a struggle because of my lifestyle. My kids didn’t want to know me, and I just went on self-destruct. I was so sick of it, I just wanted to sort myself out as I knew if I carried on the way I was going I wouldn’t be here very long.”

“That’s why I cannot thank you enough for the support I get, having this safety net has been a lifesaver.”

– Person living in P3 Housing

“To be honest, without you guys and the support of friends and someone believing in me I would not have achieved what I have achieved. At the time I didn’t believe in myself, and you gave me the means to believe in myself, you spurred me on. I am one of your success stories and I cannot thank you enough. You have supported me, not just financially but also emotionally and helped me to believe in myself. You didn’t let me down and knowing there was someone behind me that believed in me made all the difference. I was desperate, cold and alone and made to feel that people like me deserved to be there. In that situation you start to believe it, that this is my lot … It took people like P3 to say no one deserves this.”

– Person supported by Cambridgeshire Street Outreach Team

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

OUR ENABLING PRIORITIES

At P3 we will enable the people and communities we work alongside by ensuring our services support the improvement of people’s mental health and wellbeing, through access to good housing, good relationships and education and development opportunities.

Organisationally we are much greater than the sum of our parts, and the P3 Charity Group will continue daily to maintain the highest standards of accommodation and customer service.

Furthermore, we will deliver on our Climate Emergency Plan and contribute to the protection of the natural world.

OBJECTIVE 6

We will provide a quality offer:

• P3 Charity have once again made it onto the NatWest SE100 Index, the annual list of the UK’s leading 100 social enterprises, compiled by Pioneers Post in partnership with NatWest Social & Community Capital. The index recognises social impact and business performance: leadership, resilience and storytelling alongside turnover, growth and surplus to determine the quality of an organisation’s purpose.

• P3 was awarded the 2021 Charity Times Property Innovation Award for our direct action and innovative approach to finance properties to meet the needs of people who have experienced homelessness during the pandemic.

• P3 Wolverhampton Hospital Discharge service won the 2021 Homeless Link ‘Prevention Into Action Award’ at their annual Excellence Awards. The award recognises quality partnership working with the NHS to deliver a service committed to preventing homelessness from occurring in the first instance.

• P3 Chief Operating Officer Jo Summers and Director of Strategy and Innovation Gemma Bukel were named on the UK’s list of the 100 most influential women in social and mission-driven organisations, the WISE 100.

• P3 was also named as the 2021 Social Enterprise Team of the Year. This award recognised P3’s collective effort to end social injustice through UK lockdowns, a one team approach which saw every colleague from core to frontline services united in meeting the needs of the people we work alongside.

• P3 is ‘one team’ working together – locally, regionally, organisationally.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

OBJECTIVE 7

We will work with transparency:

• We have an effective governance structure; the P3 Board of Trustees work closely with our Executive Leadership Team to oversee the Charity’s strategic performance, management and administration.

• We have a Board who meet regularly and are clear about our charitable purpose, working to ensure these aims are being delivered with the values, integrity and organisational culture to achieve public benefit.

• We are a trusted UK Charity, with a reputation spanning over 50 years and we are aware of the importance of the public’s confidence and trust in P3. Our Trustees, Executive Leadership Team and wider staff group are all trained to undertake their duties accordingly.

• Our work is guided and informed by best practice; we are committed to being a learning organisation where our services are informed by the experiences of the people we work alongside not remote processes.

OBJECTIVE 8

We will work with a focus on the experiences of the people we work alongside:

• We have continued to work in equal partnership with the people we work alongside by actively involving them in ‘People Shaping P3’ . This group enables the lived experience of people we work alongside to inform appropriate elements of planning, auditing, training, development, policy review and consultation, providing a continuous cycle of service improvement, impact and growth.

• Our People Standards have been produced and training has been delivered to the people we work alongside to ‘peer review’ services. Their aim is to establish the feel and vibe of services with the people we work alongside at the services, the support staff and managers to identify our successes and any possible improvements.

• Our People Shaping P3 Board continued to meet regularly online, this team are visible to all people who use our services and continued to engage with everyone digitally and through P3’s wider communications.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

OBJECTIVE 9

We will excel in both digital and offline services so that everyone can access our support:

• We have continued to refine and develop our digital offer across the P3 Charity Group, capitalising on how digital technology can help us to meet the support needs of people at greater risk or in more vulnerable circumstances remotely.

• We have enabled every member of staff to work from home over the past two years, providing equipment, online and offline support while upgrading all of the digital hardware across the charity.

• We embraced the benefits of digital technology to connect the entire organisation, hosting our 2021 staff celebrations and awards for 720 people remotely.

• We have implemented further software solutions and introduced collaborative IT/digital processes to better facilitate remote working across P3’s geography, this in turn has improved the user experience for our colleagues, supporting P3’s impact.

OBJECTIVE 10

We will recognise the risks to the environment and to the world and its population are both real and immediate.

• P3 declared a Climate Emergency and published its Climate Emergency Plan in December 2019, over the past year we have begun to develop the next phase of this strategy, defining how our purpose can be delivered in a sustainable way.

• We have appointed Auditel an expert in cost, procurement and carbon solutions to support P3 with developing our first Carbon Reduction Plan amidst a dynamic and evolving environmental context.

• We will establish baseline for our Greenhouse Gas emissions and use this information to agree organisation-wide carbon reduction targets.

• We will continue to champion the best interests of our planet , working to increase awareness and staff participation in our plans to make P3 a sustainable organisation.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

OBJECTIVE 11

We will set a strong example—in how we use our assets and how we behave.

• We have worked strategically to maximise our resources and reserves management.

• We have developed robust and financially efficient asset management processes.

• We have worked closely with our Trustees to ensure strategic clarity informs our business development and operational processes.

• We have an agile corporate structure; prudent financial management and all of our core systems and services are focussed on the delivery social value to fulfil our charitable purpose.

• We have robust, regulatory financial compliance and governance.

“In what has been an incredibly challenging year social enterprises have given us a real sense of hope. They’ve shown us what it means to put people and communities first, showing real resilience and strength without compromising on their values, integrity and impact.

"From taking on the injustices in the food system and using technology to support people experiencing homelessness to being on the frontline of supporting communities through the pandemic—this year’s winners represent not just the best of business but the future of business.”

– Chief Executive of Social Enterprise UK Peter Holbrook

The national SE100 Awards, organised by Social Enterprise UK (SEUK), recognise excellence and outstanding achievements by social enterprises, businesses set up for a social or environmental purpose that reinvest or donate the majority of their profits to meet their mission.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

PEOPLE POTENTIAL POSSIBILITIES

VIABILITY STATEMENT

The Executive have assessed the prospects of the Charity up to 31 March 2024. We believe that this period is appropriate for P3 since it reflects the fact that the Charity has limited visibility of contract bidding opportunities beyond this time frame and that approximately 40% (40%) of current year revenue relates to contracts where the contract term comes to an end within three years.

During the year we continuously examined the principal risks facing the Charity, including those that would threaten the execution of its strategy, business model, future performance, solvency and liquidity.

Management and mitigations of those principal risks have been included when considering the future viability of the Charity. The Charity’s principal risk review considers the impact of these principal risks and the mitigating controls that are in place.

In forecasting our financial results, we assume that contracts will end at their contractual date. What we actually experience is 85% (85%) contract renewal rates and frequent contract extensions. Our projections are therefore the most prudent possible and still protect our healthy cash balance and strong reserves’.

The Charity is delivering on the strategic priorities it set out and continues to embed these into the business. Our base projections indicate that our cash levels, debt facilities and projected headroom are adequate to support the Charity over the next three years.

The Charity’s financial plan has been stress-tested against severe but plausible scenarios, on their own and in combination, to evaluate the future viability of the Charity.

It is highly unlikely, but not impossible, that the crystallisation of a single risk would test the future viability of the Charity; however, unsurprisingly—and as with many organisations—it is possible to construct scenarios where either multiple occurrences of the same risk, or single occurrences of different significant risks, could put pressure on the Charity’s ability to meet its financial obligations.

At this point, the Charity would look to address the issue by exploring a range of options including, amongst others; cost saving restructuring of central teams, disposals of parts of the Charity’s operations to reduce net debt; and/or raising additional capital in the form of equity, subordinated debt or other such instruments.

Subject to these qualifications, and on the basis of the analysis undertaken, the Executive have a reasonable expectation that the Charity will be able to continue in operation and meet its liabilities as they fall due over the three-year period of their assessment. In doing so, it is recognised that such future assessments are subject to a level of uncertainty that increases with time, and therefore, future outcomes cannot be guaranteed or predicted with certainty.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

VIABILITY STATEMENT continued …

The Executive have made the following key assumptions in connection with this assessment:

• There is no significant UNEXPECTED contract attrition and bid conversion rates are not significantly lower than anticipated.

• The Charity is able to execute its new strategy and deliver the forecast margin.

• The Charity is not subject to any material penalties or direct and indirect costs and/or losses.

RESERVES POLICY

The Trustees have examined the Charity’s requirements for reserves in light of the main risks to the organisation. They are committed to generating sufficient reserves to support current organisational activities/growth and to meet the following requirements:

• Maintaining the organisation’s assets in a good state of repair.

• Investing in new property to improve the standard of our estate, and grow the organisation

• Providing a financial cushion against risk and future uncertainties.

• Resourcing the research and development of new services and initiatives.

Designated reserves are held by the Charity that represent the net book value of the tangible fixed assets after deducting loans in respect of freehold properties. Designated reserves that have been used to meet a specific liability would not need to be replenished, having served the purpose for which they were originally established.

To this end, the Trustees have established a reserves policy that is reviewed annually to ensure that the appropriate levels of reserves are maintained. Our General Fund Reserves are £12.9m (£10.0m) and required contingency as per our Reserves Policy is £4.5m (£3.9m 2021), our capital investment program is £3.3m leaving £1.4m (£2.9m 2021) in free reserves.

FINANCIAL REVIEW

The consolidated financial statements comprise the results of the charity together with those of the wholly owned subsidiaries The Academy of Youth (in liquidation) and P3 Housing Limited. The consolidated Statement of Financial Activities is set out on page 35.

Total income for the year was £29.7m (2021; £32m). Total expenditure for the year was £26.8m (2021: £27.8m) including net gains/(losses) on investment. Net income for the year was £2.9m (2021: £4.3m). As 31 March 2022 the net assets shown in the Consolidated Balance Sheet amounted to £12.9m (2021: £10m).

P3’s primary funding stream is the former Supporting People budget that passed over to Local Authority control from the Department of Communities and Local Government.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

FINANCIAL REVIEW continued …

Since its inception in 2003, the Supporting People programme has been the subject of a series of reviews and seemingly on-going consultations as to its future course, purpose and level of funding. P3 aims to continue to provide services funded by Supporting People whilst at the same time looking to attract alternative complementary funding streams for our services in order to develop a balanced financial portfolio.

The Charity also continues to seek out more collaborative working partnerships with other compatible like-minded organisations.

FUTURE DEVELOPMENTS

The world around us is changing and therefore the needs of people and communities are changing. P3 recognises this and we are committed to building on our strengths of needsled, customer-focused quality delivery, partnership working, innovation, enterprise and a business-like approach.

Our goal is to further build and sustain P3’s strength and capacity so that we can offer a positive way forward to the people we work alongside now and in the future.

We plan to further develop our services to meet the continuing demand for high quality, high impact services that overcome social injustice and support people toward independence.

We have a strong service development focus. We are actively engaged in tendering for new service developments that complement and build on our current work.

There is evidence of continued significant increased demand across a range of P3 services.

Our focus in 2022/23 will be to deliver what we are best at across the health and social care, education and welfare arenas as the transformational public service delivery agenda unfolds.

To this end we have entered into a partnership with Social And Sustainable Capital (SASC), we have deployed £5 million Social Investment to purchase homes for people who are experiencing homelessness, as well as a further 40 homes in Lincolnshire for social rent. We want to ensure we can provide the best homes for the people we work alongside to live and grow.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

RISK MANAGEMENT AND MITIGATION

The Board and Executive Leadership Team actively review the risks that the Charity is exposed to across seven broad areas:

• Strategic planning and direction

• Operational

• Finance

• Legal

• Human resources

• Reputation

• Information management and information technology

We have continued to use this matrix as Covid 19 has impacted on all areas of our work and increased or decreased its impact in each of the areas.

Through the P3 Risk Management Team an annual review process assesses all identified risks for likelihood of occurring and potential impact using a risk assessment matrix. This work informs the development of an annual Risk Management Statement. The statement pays particular attention to updating and extending existing controls in the case of known risks becoming more serious, as well as managing and controlling newly emerging risks and where possible anticipating and mitigating future risks. The key risks are shown in the table below:

Risk	Mitigation
Impact of Government legislation changes on income	Presence on and at key government forums, regulatory bodies and conferences to try to influence policymaking
Loss of income—impact on cash flow	Diversification plans to minimise reliance ononeincome
Compliance with legislation and regulations	Robust auditing of services, activities, policies and environment to ensure compliance with latest legislation and regulations
Mobilisation costs impacting on cash flow	Strong reporting mechanisms to identify impact on existing cash flow forecasts
Impact on reputation from activities	Implementation of robust monitoring and reporting of activities to minimise risk to reputation

The Risk Management Statement informs the development of the P3 Strategic Plan and the development of the annual targets over the three-year cycle of the Strategy Implementation Plan.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

RISK MANAGEMENT AND MITIGATION continued …

In relation to P3’s financial control procedures, the Charity maintains a comprehensive business planning system with an Annual Budget Exercise producing an Annual Budget for approval by the Board of Trustees. Actual results against budget are reported to Board meetings, together with updated year-end projections, which the Executive Leadership Team review regularly. The Charity’s day-to-day financial processes are governed by financial regulations through a system of financial controls and delegated authorities approved and monitored by the Board.

KEY MANAGEMENT PERSONNEL

The Remuneration & Nominations Committee meets twice each financial year to cover the following areas relating to Key Management Personnel:

• Nominations Policy & Strategy

• Remuneration Policy & Strategy

• Pension arrangements

• Employee incentive plans

• Performance evaluations for the Chief Executive and Trustees

The remuneration of the Key Management Personnel will be set in line with market guidelines to ensure the organisation remains competitive in the sector.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

PEOPLE POTENTIAL POSSIBILITIES

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The Trustees (who are also directors of People Potential Possibilities for the purposes of company law) are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and regulations.

Company law requires the Trustees to prepare financial statements for each financial year. Under that law the Trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the group and of the incoming resources and application of resources, including the income and expenditure, of the group for that period. In preparing these financial statements, the Trustees are required to:

• Select suitable accounting policies and then apply them consistently,

• Observe the methods and principles in the Charities SORP,

• Make judgements and accounting estimates that are reasonable and prudent,

• State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

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

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy, at any time, the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as each of the Trustees are aware at the time the report is approved:

• There is no relevant audit information of which the charitable company's auditors are unaware; and

• The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS’ & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2022

CHARITIES GOVERNANCE CODE

The Trustees are working towards the Charities Governance Code (Third Edition). We have taken the decision to integrate these into the organisational strategy and delivery plan. These are routinely reviewed by the Trustees.

SERIOUS INCIDENT REPORTING

The Trustees have made 6 serious incident reports to the Charity Commission this year:

• Incident one was reported on 15 April 2021; it concerned a safeguarding matter.

• Incident two was reported on 25 June 2021; it concerned the unexpected death of a person we worked alongside which was initially thought to have occurred following an assault but was eventually concluded to be an accident.

• Incident three was reported on 10 November 2021; it concerned a safeguarding matter.

• Incident four was reported on 30 December 2021; it concerned a fire in a P3 hostel and the death of a resident.

• Incident five was reported on 4 March 2022; it concerned a safeguarding matter.

• Incident six was reported on 12 March 2022; it concerned a fire in a P3 hostel and the death of a resident.

These incidents are all closed with the Charity Commission.

FUNDRAISING STANDARDS

P3 has adopted and implemented in full the Fundraising Code of Practice.

Fundraising standards information CA 162A.

P3 raises some funds from the public. We are registered with the Fundraising Regulator and are committed to good fundraising practice:

• i) P3 undertakes fund-raising through our internal resources and we do not commission a professional fund-raiser/commercial participator for these,

• ii) P3 is not subject to an undertaking to be bound by any voluntary scheme for regulating fund-raising, or voluntary standard for fund-raising in respect of activities on behalf of the charity,

• iii) P3 monitors fund-raising activities via a board sub-committee (Marketing and Donor Development) and via the CEO board report,

• iv) P3 received no complaints about activities for the purpose of fund-raising,

• v) P3 has adopted principals of GDPR legislation and also has safeguarding policies to protect the data of vulnerable people and other members of the public from:

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INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2022

Opinion

We have audited the financial statements of People Potential Possibilities (the ‘parent charitable company’) and its subsidiaries (the ‘group) for the year ended 31 March 2022 which comprise the Group Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheet, the Group Cash Flow Statement and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including FRS 102 ‘‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’’.

In our opinion the financial statements:

• give a true and fair view of the state of the groups and parent charitable company’s affairs as at 31 March 2022, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

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

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the groups or parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

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INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2022

Other information

The other information comprises the information included in the trustees annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves.

If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

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

• the information given in the Trustees’ Annual Report, incorporating the Strategic Report and the Director’s Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• The Strategic Report and the Directors’ Report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Strategic Report and the Directors’ Report.

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

• adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or

• the parent charitable company’s financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees’ remuneration specified by law are not made; or

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

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INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2022

Responsibilities of trustees

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

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

Page 33

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR 31 C 2022

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and report in accordance with this Act.

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

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

We gained an understanding of the legal and regulatory framework applicable to the charitable company and how it operates and considered the risk of the group and the parent charitable company not complying with the applicable laws and regulations including fraud in particular those that could have a material impact on the financial statements. This included those regulations directly related to the financial statements. In relation to the group and the parent charitable company this included employment law, financial reporting and health & safety.

The risks were discussed with the audit team and we remained alert to any indications of noncompliance throughout the audit. We carried out specific procedures to address the risks identified these included the following:

• We reviewed systems and procedures to identify potential areas of management override risk. In particular, we agreed the financial statements to underlying records and we carried out testing of journal entries and other adjustments for appropriateness.

• We reviewed accounting policies for evidence of management bias and ensured that the accounting policies were correctly applied to the financial statements.

• We reviewed minutes of Trustee Board meetings and agreed the financial statement disclosures to underlying supporting documentation.

• We have made enquiries of management and officers of the parent charitable company regarding laws and regulations applicable to the organisation.

• We have reviewed any correspondence with the Charity Commission and reviewed the procedures in place for the reporting of incidents to the Trustee Board including serious incident reporting of any such matters if necessary.

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INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR

Auditor’s responsibilities for the audit of the financial statements (continued)

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission, or misrepresentation as to what extent the audit was considered capable of detecting irregularities, including fraud.

A further description of our responsibilities is available on the FRC's website at: https://www.frc.org.uk/auditors/audit-assurance/auditor-s-responsibilities-for-the-audit-of-thefi/description- of-the-auditor%E2%80%99s-responsibilities-for. This description forms part of our auditor’s report.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Use of this Report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members, for our audit work, for this report, or for the opinions we have formed.

Helena Wilkinson (Senior Statutory Auditor) For and on behalf of

PRICE BAILEY LLP

Chartered Accountants Statutory Auditors

Tennyson House Cambridge Business Park Cambridge CB4 0WZ

Date: 30 November 2022

Page 35

PEOPLE POTENTIAL POSSIBILITIES

P3 CHARITY CONSOLODATED STATEMENT OF FINANCIAL ACTIVITIES

(Incorporating Income and Expenditure account)

FOR THE YEAR ENDED 31 MARCH 2022

			Restricted	Unrestricted	Total Funds 2022	Total Funds
			Funds 2022	Funds 2022		2021
	Note		£	£	£	£
INCOME FROM
Donations		2	264,615	25,078	289,693	968,017
Other trading activities			628,360	41,367	669,727	451,295
Investments			-	363	363	1,047
Charitable activities			-
Social Inclusion		3	3,831,093	24,836,863	28,667,956	29,901,898
Other		4	22,410	33,556	55,966	723,550
TOTAL			4,746,478	24,937,227	29,683,705	32,045,807
EXPENDITURE ON
Raising Funds
Costs of generating voluntary			-	66,946	66,946	16,907
income
Charitable expenditure:
Social Inclusion		7	3,575,392	23,111,118	26,686,510	27,826,938
TOTAL			3,575,392	23,178,064	26,753,456	27,843,845
Net income before gains on investments			1,171,086	1,759,163	2,930,249	4,201,962
Gains on investment		12	-	-	-	23,360
Transfers		17	(1,106,198)	1,106,198	-	-
NET MOVEMENT IN FUNDS			64,888	2,865,361	2,930,249	4,225,322
RECONCILIATION OF FUNDS
TOTAL FUNDS BROUGHT FORWARD			636,012	9,379,175	10,015,187	5,789,865
TOTAL FUNDS CARRIED FORWARD			700,900 £	12,244,536 £	12,945,436 £	10,015,187 £

All of the above results are derived from continuing activities.

The Statement of Financial Activities includes all gains and losses recognised in the year. The notes on pages��������� form part of these financial statements

Page 36

AT31114RCH 2022 10 &487,323 9.SX094 5,487,323 13 1987. 1595224 Cash* 12M9A80 131451 10,057,39B 7.456.529 12.943.852 16 71Q £ 12.94SA 10.D15,187 ¢HARrrYFU￿S 17 f7 636.012 9,379.175 10.015.187 thdrtshalfby. Jldwn Haek•tt F8ga 37

S AT31 MARCH 2022 10 8J44.74D 4.914.170 S￿.740 4914,170 13 1874.378 11.rn769 14A7I147 a586.1&5 822A75 12.4LY 15 9075.ns 7525.4&8 12839.659 16 710.OS6 t 11.510.469 9.510.994 ¢F14RttYfUNDS 17 17 10,814514 8.980.741 £ 11.51Q Page 38

PEOPLE POTENTIAL POSSIBILITIES

CONSOLIDATED STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 MARCH 2022 Cash from operating activities Cash flows from investing activities Purchase of tangible fixed assets Proceeds from the sale of tangible fixed assets Purchase of investments Proceeds from sale of investments Investment income Net cash (used in) investing activities Cash flows from financing activities: Repayment of borrowings Cash inflows from new borrowing Net cash provided by (used in) financing activities Increase in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reporting period

2022 2021 £ £ 2,561,335 6,458,747 (4,408,799) (1,988,781) 7,442 8,913 - (21,434) - 174,879 363 690 (4,400,994) (1,825,733) (155,779) (257,971) 3,896,000 500,000 3,740,221 242,029 1,900,563 4,875,043 9,994,756 5,119,713 11,895,319 9,994,757

Reconciliation of net movement in funds to cash flow from operating activities

Net movement in funds Depreciation of tangible fixed assets Surplus on disposal of tangible fixed assets Investment income Investment (Gains) / Losses Reduction /(Increase) in debtors Reduction / (Increase) in creditors Other Operating Activities Net cash flow from operating activities Analysis of cash and cash equivalents Cash in hand Total cash and cash equivalents	2022 2021 £ £ 2,930,249 4,225,322 306,545 207,738 (5,959) (8,913) (363) (1,047) - (23,360) (392,384) 2,319,349 (276,752) (265,286) - 4,943 2,561,335 6,458,747 2022 2021 £ £ 11,895,319 9,994,756 11,895,319 9,994,756

Page 39

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

1 ACCOUNTING POLICIES

Statement of compliance

The financial statements are prepared under the historical cost convention as modified to include the revaluation of investments. The format of the financial statements has been presented to comply with the Companies Act 2006. Charities Act 2011, FRS102 the Financial Reporting Standard applicable in the UK and Ireland and the Statement of Recommended Practice Accounting and Reporting by Charities (“SORP 2019”). The charity is a Public Benefit Entity as defined by FRS 102.

Judgements made by the Trustees, in the application of these accounting policies that have significant effect on the financial statements and estimates with a significant risk of material adjustment in the next year are deemed to be in relation to the valuation of investments and are discussed below.

The Trustees are satisfied that the charity has sufficient reserves to continue as a going concern for the foreseeable future.

Basis of consolidation

The financial statements consolidate the results of the charity and its wholly controlled subsidiaries, P3 Housing Limited and The Academy of Youth Limited (now in liquidation), on a line by line basis. A separate Statement of Financial Activities and Income and Expenditure Account for the charity has not been presented because the charity has taken advantage of the exemption afforded by section 408 of the Companies Act 2006.

Income

All income is recognised once the charity has entitlement to income, it is probable that income will be received and the amount of income receivable can be measured reliably.

Gifts in kind donated are included at valuation and recognised as income when they are provided. Donated facilities are included at the value to P3 where this can be quantified and a third party is bearing the cost. No amounts are included in the financial statements for services donated by volunteers.

Income tax recoverable in relation to investment income is recognised at the time the investment income is receivable.

Dividend income is accounted for in the statement of financial activities in the period in which the charity is entitled to receipt.

Page 40

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

Expenditure

All expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activities. Where costs cannot be directly attributable salaries are allocated on an actual basis to the key areas of activity.

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

Support costs are those costs incurred directly in support of expenditure on the objects of P3 and are allocated on the basis of staff costs.

Governance costs are those incurred in connection with enabling P3 to comply with external regulation, constitutional and statutory requirements and in providing support to the Trustees in the discharge of their statutory duties. Governance costs are now allocated in line with other support costs

Company status

People Potential Possibilities (P3) is a company limited by guarantee. The members of the charitable company are the Trustee members named on page 1. In the event of P3 being wound up, the liabilities in respect of the guarantee is limited to £1 per member of P3.

Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of P3 and which have not been designated for other purposes.

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 which have been raised by P3 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.

Capital grants

Grants for capital purposes are credited to income in full when received. A designated or restricted fund is set up to match the asset value and an amount is charged each year against the designated fund representing the annual charge to depreciation over the life of the asset.

Page 41

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

Tangible fixed assets and depreciation

All assets costing more than £1,000 are capitalised.

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value over their expected useful lives on the following bases:

Freehold property - 50 years straight line Long term leasehold property - 3 to 5 years straight line (see also note 10) Motor vehicles - 3 years straight line Fixtures and fittings - 3 years straight line

Investment assets

All investments in shares and securities were valued at their market value at the year end.

Both realised and unrealised gains and losses on the disposal and / or revaluation of the investment assets are included in the Statement of Financial Activities.

Leasing and hire purchase

Assets obtained under finance leases are capitalised as tangible fixed assets. Assets acquired by finance lease are depreciated over the shorter of the least term and their useful lives. Finance leases are those where substantially all of the benefits and risks of ownership are assumed by the company. Obligations under such agreements are included in creditors net of the finance charge allocated to future periods. The finance element of the rental payment is charged to the SOFA so as to produce a constant period rate of charge on the net obligation outstanding in each period.

Pensions

P3 offers a defined contribution stakeholder pension scheme to its staff and the pension charge represents the amounts payable by the charity to the fund in respect of the year.

In addition to the above the trading subsidiary, The Academy of Youth Limited (now ceased trading from November 2021), also offered a teachers pension scheme.

VAT

The charity registered for VAT within the year due to taxable supplies between our organisations exceeding allowable thresholds. This is under constant review and we will seek to deregister if appropriate.

Page 42

PEOPLE POTENTIAL POSSIBILITIES NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2022

Financial instruments

Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost with the exception of investments which are held at fair value. Financial assets held at amortised cost comprise cash at bank and in hand, together with trade and other debtors. A specific provision is made for debts for which recoverability is in doubt. Cash at bank and in hand is defined as all cash held in instant access bank accounts and used as working capital. Financial liabilities held at amortised cost comprise all creditors except social security and other taxes.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments.

Creditors

Creditors are recognised where the charity has a present obligation resulting from a past event that will result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Employee benefits

Short term benefits

Short term benefits including holiday pay are recognised as an expense in the period in which the service is received.

Employee termination benefits

Termination benefits are accounted for on an accrual basis and in line with FRS 102.

Page 43

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

2 INCOME FROM DONATIONS, GRANTS AND CORE FUNDING

Donations Donations 2021 Comparative 3 SOCIAL INCLUSION Grenfell Funding Grant Income/SLA Supporting People/Housing Benefit Play Session Income Tenent Charges Personalisation budgets Sandwell NHS Trust Income NHS Trust Income National Citizenship Services Rugby Portobello Trust Grants Capital Grants	Restricted Funds 2022 Unrestricted Funds 2022 £ 264,615 25,078 289,693 348,750 619,267 968,017 Restricted Funds 2022 Unrestricted Funds 2022 £ £ - - 1,123,406 1,654,516 2,777,922 591,808 21,181,982 21,773,790 19,216 278,469 297,685 - 534,613 534,613 - 596,664 596,664 124,918 - 124,918 558,813 590,619 1,149,432 - - - 298,820 - 298,820 1,114,112 - 1,114,112 3,831,093 £ 24,836,863 £ 28,667,956 £ Funds 2022 Funds 2022	£ 968,017 £ 74,764 4,745,071 21,026,943 62,103 465,540 431,174 125,157 647,882 2,150,179 173,085 - 29,901,898 £ Funds 2021 Funds 2021

During the year the charity received £3,113,232 (2021: £3,629,381) in government grants. There were no unfillfullfilled conditions at the year end and £12,822 (2021: £31,241) is recognised in funds carried forward as shown in note 17

3 SOCIAL INCLUSION 2021 COMPARITVE Grenfell Funding Grant Income/SLA Supporting People/Housing Benefit Play Session Income Tenent Charges Personalisation budgets Sandwell NHS Trust Income NHS Trust Income National Citizenship Services Rugby Portobello Trust Grants	Grenfell Restricted Funds 2021 Restricted Funds 2021 Unrestricted Funds 2021 £ £ £ 74,764 - - 74,764 - 1,700,367 3,044,704 4,745,071 - 21,901 21,005,042 21,026,943 62,103 62,103 - - 465,540 465,540 431,174 431,174 - 125,157 - 125,157 - 647,882 - 647,882 - - 2,150,179 2,150,179 - 173,085 - 173,085 74,764 £ 2,668,392 £ 27,158,742 £ 29,901,898 £ Funds 2021

4 Other income Other income Profit on disposal of fixed assets	2022 2021 £ £ 50,007 714,637 5,959 8,913 55,966 £ 723,550 £

Other Income consists of £22,410 (£Nil:2021) of restricted Income

Page 44

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

5 NET MOVEMENT IN FUNDS

This is stated after charging:

This is stated after charging:
	2022	2021
	£	£
Depreciation of tangible fixed assets:
- owned by the charity	278,527	207,738
- owned by the Subsidiaries	28,018	-
Auditor's remuneration - Parent Company	22,356	15,244
- Subsidiaries	15,115	28,648
Operating Leases - Parent Company	3,576,793	4,518,801
- Subsidiaries	1,708,866	1,966,490
Profit On Sale Of Assets - Parent Company	5,959	8,913
- Subsidiaries	-	-
Pension costs	593,052	665,943

This is stated after charging:
Depreciation of tangible fixed assets: - owned by the charity - owned by the Subsidiaries Auditor's remuneration - Parent Company - Subsidiaries Operating Leases - Parent Company - Subsidiaries Profit On Sale Of Assets - Parent Company - Subsidiaries Pension costs	2022 2021 £ £ 278,527 207,738 28,018 - 22,356 15,244 15,115 28,648 3,576,793 4,518,801 1,708,866 1,966,490 5,959 8,913 - - 593,052 665,943
CHARITY STAFF COSTS AND NUMBERS Staff costs were as follows: 2022 2021 £ £ Wages and salaries 15,435,282 16,392,937 Social security costs 1,231,230 1,355,424 Pension costs 593,052 665,943 Settlement & Redundancies Paid In Year 59,881 35,140 17,319,445 £ 18,449,444 £ The number of staff in receipt of Redundancy & Settlements in the year was 27 (2021-16) 2022 2021 The average number of employees during the year was as follows: No. No. Social Inclusion 677 721 Support 40 37 Governance 5 5 722 763 The number of higher paid employees was: In the band £60,001 - £70,000 2 2 In the band £70,001 - £80,000 1 1 In the band £80,001 - £90,000 - 1 In the band £90,001 - £100,000 2 1 In the band £110,001 - £120,000 1 1 6 6

6 CHARITY STAFF COSTS AND NUMBERS

The key management personnel of the Group comprise of 6 members (2021: 5). The total employee benefits of the key management personnel of the charity were £606,132 (2021: £604,164)

During the year no trustees received any remunerations (2021 - Nil) During the year no trustees received any benefits in kind (2021 - Nil) During the year 5 (2021 - 1) trustees were reimbursed travel expenses amounting to £601 (2021 - £80)

Page 45

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

7 SOCIAL INCLUSION Salaries and pension Other staff costs Premises/Property costs Office Costs Vehicle Costs Catering and Welfare Depreciation Insurance Equipment Repairs and servicing Redundancy Cost Legal and professional costs Bad debt provision Bad debts written off Supporting People Costs Other Social Inclusion costs National Citzenship Programme Delivery Inter Company Grant Support costs allocation (Note 8) Irrecoverable VAT Total Grenfell Grants Total 8 SUPPORT COSTS COMPRISE OF: Salaries and pension Other staff costs Premises/property costs Office costs Vehicle costs Catering and welfare Depreciation Insurance Equipment repairs and servicing Legal and professional costs Other costs Redundancy Cost Auditor's fees Trustees expenses reimbursed Corporation Tax Total

2022 2021 £ £ 14,614,098 15,677,428 504,758 424,858 3,485,160 3,174,274 742,947 970,103 327,545 437,393 54,299 47,659 197,193 141,320 114,594 127,051 1,243,511 840,999 55,556 17,927 382,160 377,489 (39,143) 142,061 9,030 147,510 - 256,043 631,888 41,404 - 64,367 - 490,000 4,520,654 4,288,351 42,260 85,937 26,886,510 £ 27,752,174 £ - £ 74,764 £ 26,886,510 £ 27,826,938 £ £ £ £ £ 2,599,182 66,148 2,665,330 2,737,777 259,877 - 259,877 148,764 110,569 - 110,569 101,614 212,878 - 212,878 155,200 343,536 - 343,536 290,427 15,563 - 15,563 6,190 109,397 - 109,397 66,417 32,859 - 32,859 20,661 489,985 - 489,985 508,085 37,680 68,162 105,842 154,228 132,421 - 132,421 41,119 4,325 - 4,325 17,213 - 37,471 37,471 42,130 - 601 601 80 - - - (1,554) 4,348,272 172,382 4,520,654 4,288,351 2021 Social Inclusion Governance (see Note 9) 2022

Support costs, which includes governance costs, are allocated on the basis of staff costs

COMPARATIVE 2021 SUPPORT COSTS: Salaries and pension Other staff costs Premises/property costs Office costs Vehicle costs Catering and welfare Depreciation Insurance Equipment repairs and servicing Legal and professional fees Other costs Redundancy costs Auditor's fees Trustees expenses reimbursed Corporation Tax Total	£ £ £ 2,672,805 64,972 2,737,777 148,764 - 148,764 101,614 - 101,614 155,200 - 155,200 290,427 - 290,427 6,190 - 6,190 66,417 - 66,417 20,661 - 20,661 508,085 - 508,085 56,912 97,316 154,228 41,119 - 41,119 17,213 - 17,213 - 42,130 42,130 - 80 80 - (1,554) (1,554) 4,085,407 202,944 4,288,351 Social Inclusion Governance (see Note 9) 2021

8 COMPARATIVE 2021 SUPPORT COSTS:

Page 46

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

9 GOVERNANCE Auditors fees Legal and Professional fees Trustees expenses reimbursed Salaries and pensions	2022 2021 £ £ 37,471 43,892 68,162 97,316 601 80 66,148 64,972 172,382 £ 206,260 £

10 TANGIBLE FIXED ASSETS GROUP Cost At 1st April 2021 Reclassification Of Assets Additions Disposals At 31st March 2022 Depreciation At 1st April 2021 Reclassification Of Assets Charge for the year On disposals At 31st March 2022 Net Book Value At 31st March 2022 At 31 March 2021 10 TANGIBLE FIXED ASSETS CHARITY Cost At 1st April 2021 Reclassification Of Assets Additions Disposals At 31st March 2022 Depreciation At 1st April 2021 Reclassification Of Assets Charge for the year On disposals At 31st March 2022 Net Book Value At 31st March 2022 At 31 March 2021

Total £ £ £ £ £ 5,610,924 1,094,226 134,658 929,647 7,769,455 25,690 (10,199) - (15,491) - 3,581,277 654,204 6,294 167,024 4,408,799 - - (25,736) (310,277) (336,013) 9,217,891 1,738,231 115,216 770,903 11,842,241 1,017,766 525,407 113,004 625,955 2,282,132 27,379 (11,888) - (15,491) - 104,035 19,305 13,544 169,661 306,545 - - (25,736) (308,794) (334,530) 1,149,180 532,824 100,812 471,331 2,254,147 8,068,711 1,205,407 14,404 299,572 9,588,094 4,593,158 568,819 21,654 303,692 5,487,323 Total £ £ £ £ £ 5,610,924 526,310 134,658 846,162 7,118,054 25,690 (10,199) - (15,491) - 3,581,277 - 6,294 121,526 3,709,097 - - (25,736) (232,789) (258,525) 9,217,891 516,111 115,216 719,408 10,568,626 1,017,766 523,453 113,004 549,661 2,203,884 27,379 (11,888) - (15,491) - 104,035 3,286 13,544 157,662 278,527 - - (25,736) (232,789) (258,525) 1,149,180 514,851 100,812 459,043 2,223,886 8,068,711 1,260 14,404 260,365 8,344,740 4,593,158 2,857 21,654 296,501 4,914,170 Freehold Property L/Term Leashold Property Motor Vehicles Furniture, fittings and equipment Freehold Property L/Term Leashold Property Motor Vehicles Furniture, fittings and equipment

Page 47

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

11 SUBSIDIARY UNDERTAKINGS

The charity has two wholly owned and fully controlled subsidiaries, The Academy of Youth Limited (now in liquidation) and P3 Housing Limited, both of which are incorporated in the Great Britain. The registered office of both organisations is the same as that of the charity.

The principal activities of The Academy of Youth are focussed on transforming learning through leadership opportunities available to young people.

The principal activity of P3 Housing Limited is the provision of social rent accommodation to people in need.

Audited financial statements for P3Housing have been filed with the Registrar of Companies.

The Academy of Youth Limited (Group) Summary of Profit and Loss Account Turnover Expenditure Retained profit Reserves Brought Forward Reserves caried forward The Assets & Liabilities Fixed Assets Current Assets Current Liabilities Total net assets P3 Housing Limited Summary of Profit and Loss Account Turnover Expenditure Retained profit Reserves Brought Forward Reserves caried forward The Assets & Liabilities Fixed Assets Current Assets Current Liabilities Total net assets

2022 2021 £ £ 3,500 2,403,471 50,285 (1,135,217) 53,785 1,268,254 (53,791) (1,322,043) (6) (53,791) £ £ - 1,483 - 85,677 (6) (140,953) (6) (53,793) 2022 2021 £ £ 2,273,554 1,134,341 (1,683,763) (870,899) 589,791 263,442 231,301 (32,141) 821,092 231,301 £ £ 1,243,354 571,670 420,559 296,686 (842,821) (637,055) 821,092 231,301

Page 48

PEOPLE POTENTIAL POSSIBILITIES NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

12 Listed Investments - Group & Charity

No Listed Investments (2021: NIL), Gains on Investments £Nil (2021: £23,360)

Listed Investments - Group & Charity (2021 Com UK Govt Bonds Corporate Bonds Foreign Government Bonds Unit Trusts Overseas Property Funds Cash Benchmarked Mixed Assdet Funds 13 DEBTORS Due within one year Trade debtors Social security and other taxes Debtor Other debtors Housing Debtor Prepayments Amount due from group undertakings 14 CREDITORS: Bank Loans Trade creditors Other Creditors Social security and other taxes Accruals and deferred income Amount due to group undertakings 15 Deferred income reconciliation Brought Forward Amount deferred in year Amounts Released 16 CREDITORS: Amounts falling due after more than one year Long Term Creditors due after more than one year Bank Loans falling due after more than one year Repayable by instalments Loans reconciliation Lender Maturity Date Lloyds 25/03/2023 Lloyds 16/11/2032 Lloyds 18/12/2022 Lloyds 31/03/2031 Lloyds 22/08/2031 Lloyds 17/10/2031 Lloyds 28/02/2033 Lloyds 10/12/2032 Lloyds 26/10/2034 Lloyds 25/03/2035 Lloyds 23/03/2035 Lloyds 22/07/2036 Future Builders 30/11/2036 Future Builders 31/01/2036 Future Builders 30/09/2035 Future Builders 31/07/2034 Social & Sustainable Capital 31/08/2021 Social & Sustainable Capital 31/03/2031 Social & Sustainable Capital 31/03/2031 Creditors include amounts not wholly repayable with	parative) Annua Interes Charge 173 710 139 1,251 425 724 3,891 757 602 1,495 1,191 7,062 3,598 4,214 14,933 11,710 - - - 52,875 in five years	Opening Bal Additions Disposals 2020 2021 2021 - - - 29,536 5,035 (38,201) - 4,280 (4,280) 19,120 2,040 (25,278) 32,916 2,210 (45,622) 5,693 2,360 (8,491) 16,315 4,162 (21,186) 26,505 1,347 (31,821) 130,085 21,434 (174,879) Group 2022 2021 £ £ 1,274,720 1,451,448 139,971 - 387,562 295,985 568,600 239,711 616,755 608,080 - - 2,987,608 £ 2,595,224 £ Group 2022 2021 £ £ 112,783 153,953 961,865 686,310 123,430 154,062 444,501 339,463 3,172,950 3,799,663 - - 4,815,529 £ 5,133,451 £ Group 2022 2021 £ £ 1,849,254 2,685,178 714,766 2,590,818 (1,478,885) (3,426,742) 1,085,135 1,849,254 Group 2022 2021 £ £ 4,886,000 990,000 1,824,056 1,938,665 6,710,056 2,928,665 6,165,704 2,373,905 l t Balance 31/03/2022 Due 1 Year Due 1 to 5 Years 9,684 9,684 - 58,268 5,105 20,424 7,011 7,011 - 99,758 10,453 41,810 34,244 3,425 13,698 59,100 5,800 23,200 316,231 27,050 108,202 62,535 5,439 21,756 26,639 1,825 7,300 59,531 3,803 15,212 47,457 3,079 12,315 214,990 11,676 46,703 58,913 2,852 11,410 69,113 3,130 12,518 496,515 27,998 111,993 356,850 24,453 97,811 2,442,000 - - 1,454,000 - - 990,000 - - 6,862,839 152,783 544,352 as follows:-	Real/Unreal Gain/(Loss) Closing bal 2021 2021 - - 3,630 - - - 4,118 - 10,496 - 438 - 709 - 3,969 - 23,360 - Charity 2022 2021 £ £ 1,107,748 1,441,047 139,971 - 370,689 244,550 568,600 124,967 570,658 574,677 116,712 200,924 2,874,378 £ 2,586,165 £ Charity 2022 2021 £ £ 112,783 153,953 923,856 665,339 123,430 148,856 444,501 305,343 3,098,792 3,609,561 - - 4,703,362 £ 4,883,052 £ Charity 2022 2021 £ £ 1,825,194 845,704 700,692 2,240,136 (840,854) (1,260,646) 1,685,032 1,825,194 Charity 2022 2021 £ £ 4,886,000 990,000 1,824,056 1,938,665 6,710,056 2,928,665 6,165,704 2,373,905 Due Over 5 Years - 32,739 - 47,495 17,121 30,100 180,979 35,340 17,514 40,516 32,063 156,611 44,651 53,465 356,524 234,586 2,442,000 1,454,000 990,000 6,165,704

There are 16 loans, provided by Lloyds Bank PLC and Futurebuilders England Ltd, secured by fixed and floating charges on the charity's properties. In addition, fixed and floating charges are held over a Rental account for proceeds from Rental Properties in relation to 2 loans from Social and Sustaintable Capital. There are no interest charges on the Social And Sustainable Capital loans, a yield per property is paid to the funder.

Page 49

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

17 STATEMENT OF FUNDS 2022 Group

STATEMENT OF FUNDS 2022 Group
					Transfers
					in/(out) and
	Balance at				Investment	Balance at
	1 April 2021				gains	31 March
			Income	Expenditure		2022
UNRESTRICTED FUNDS:		£	£	£	£	£
DESIGNATED FUNDS
Fixed assets fund People Potential Possibilities		1,832,415	-	-	(310,514)	1,521,901
Fixed assets fund P3 Housing		572,291	-	-	671,063	1,243,354
Hardship fund - Staff					100,000	100,000
Hardship fund - People We Work Alongside					100,000	100,000
St Marys Bay Subtotal GENERAL FUNDS People Potential Possibilities P3 Hosuing Academy Of Youth Limited GROUP ADJUSTMENTS P3 Housing - Designated fund P3 Housing - P3 Charity Capital Grants to P3 Housing (Acorn & NSAP) P3 Housing-Homes England Grant - Acorn Hosue P3H Capital Grants 2021-22 P3H Inter Company Grant from P3 Charity RSAP P3H - Movement of Capital Grants from Restricted to cover depreciation General Funds Total unrestricted funds General Funds-Accounting treatment Differences between company and group financial statements.		20,000 2,424,706 7,128,326 231,302 (53,791) (572,291) 142,498 78,425 - - - 6,954,469 9,379,175	- - 23,343,361 2,273,554 3,500 - (149,417) - (71,887) (195,000) - 25,204,111 25,204,111	- - 21,941,606 1,625,266 (50,285) - (25,609) - (38,533) (12,442) - 23,440,003 23,440,003	- 560,549 542,533 - - (671,063) - - - 195,000 479,179 545,649 1,106,198	20,000 2,985,255 9,072,614 879,590 (6) (1,243,354) 18,690 78,425 (33,354) 12,442 479,179 9,264,226 12,249,481
Designated fund for all assets across the group, movement of £671,063 (£572,291 - 2021) for P3 Housing assets from General to Designated Fund.
(£149,417), (£25,609) - P3 Charity Capital Grant to P3 Housing - Income and expenditure is restricted in group financial			statements. Note reversal of Prior		year income recognition of
£149,417
(71,887), (38,533) - Capital Grants in P3 Housing - Income and expenditure is restricted in group	financial statements.
(£195,000), (£12,442) - P3 Charity RSAP Capital Grant to P3 Housing - Income and expenditure is restricted		in group financial statements.

RESTRICTED FUNDS
Restricted Funds Group	Forward		Income	Expenditure	in/(out)	Forward
	£		£	£	£	£
Alternative Giving - Wolverhampton		-	1,448	1,448	-	-
Amber Valley Borough Council - Complex Needs Housing Management - Property Costs		-	8,000	8,000	-	-
Boston Borough Council - Controlling Migration		-	2,823	2,823	-	-
Boston Borough Council - Rough Sleeper Inititiative (MHCLG)		-	3,948	3,948	-	-
Boston Borough Council - 2 FTE Street Outreach Worker		-	42,000	42,000	-	-
Cambridge County Council - Hoarding Project		-	25,561	23,990	-	1,571
Cheltenham Borough Council - Part Time Link Worker		-	21,881	21,881	-	-
Cheltenham Borough Homes - Additional Support Hours		-	886	886	-	-
Cheshire East Council - Care & Asylum Support		-	254,417	254,417	-	-
Chesterfield Borough Council - Mental Health Homelessness Prevention Worker		-	31,890	31,890	-	-
Chesterfield Borough Council - 3 Keeping Everyone In Navigator Posts & Personalisation		-	58,285	58,285	-	-
Chesterfield Borough Council - Keeping Everyone In Prison Navigator Post &		-	19,644	19,644	-	-
Department Of Health & Social Care - Navigator Plus		-	56,486	56,486	-	-
Derbyshire County Council - Covid 19 Fund		-	613	613	-	-
Department of Work & Pensions - Kick Start Project		-	195,817	182,769	(13,048.)	-
Gloucestershire County Council - Covid 19 Relief		-	4,398	4,398	-	-
Hyde Charitable Trust - Tenancy Sustainment Support		-	16,024	16,024	-	-
John Lyons Charitable Trust - School Holiday Activity Funds		-	3,600	3,600	-	-
Kensington & Chelsea Foundation - Green Shoots		-	2,400	2,400		-
Kensington & Chelsea Foundation - Easter Activities		-	2,450	2,450		-
Lincolnshire Partnership - Intensive Housing Officer		-	15,000	15,000	-	-
Lincolnshire Partnership - Household Items		-	5,784	5,784	-	-
London Borough of Hillingdon - Family Advice		-	70,741	70,741	-	-
London Borough of Hillingdon - Advice & Housing		-	125,000	125,000	-	-
London Borough of Hillingdon - Corporate Grant		-	42,000	42,000	-	-
Milton Keynes Community Foundation - Covid Fund		-	6,469	6,469	-	-
Nationwide Building Society - Hoarding Support		-	31,500	31,500	-	-
Nationwide Building Society - Tenancy Sustainment Worker		-	37,078	37,078	-	-
NHS Black Country & West Birmingham CCG - Crisis Beds		-	124,918	124,918	-	-
NHS Black Country & West Birmingham CCG - Hospital Patient Scheme		-	85,948	85,948	-	-
NHS Hillingdon CCG - Navigator Plus		-	201,197	201,197	-	-
NHS Milton Keynes CCG - Frequent User Project		-	166,022	166,022	-	-
NHS Wolverhapmton CCG - Hospital Patient Service		-	28,375	28,375	-	-
North East Derbyshire DC - Mental Health Homelessness Prevention Worker		-	30,000	30,000	-	-
North West Leicestershire Council - Support Grant		-	17,447	17,447	-	-
North West Leicestershire Council - Support worker		-	1,489	1,489	-	-
Paradigm Housing Group - Hoarding Service		-	5,984	5,984	-	-
Prestbury United Charities 2022		-	5,000	5,000	-	-
Rotary Club - Rotary District Foundation		-	997	997	-	-
Royal Borough of Kensington & Chelsea		-	940	940	-	-
Sandwell MBC - SWEP beds		-	258,420	258,420	-	-
Sandwell MBC - SWEP Admissions		-	25,200	25,200	-	-
Screwfix Foundation		-	4,945	4,945	-	-
Social & Sustainable Capital - Gainsborough Legal Costs		-	10,000	10,000	-	-
Social & Sustainable Capital - Gloucester & Lincoln Legal Costs		-	10,000	10,000	-	-
Social & Sustainable Capital - Property Management - Gloucester & Lincoln		-	36,000	36,000	-	-
Social & Sustainable Capital - Property Management - Wolves		-	48,000	48,000	-	-
South Derbyshire District Council - CVS Small Grant		-	1,177	1,177	-	-
South Derbyshire District Council - Emergency Mobile Phone Project		-	1,000	1,000	-	-
South Derbyshire District Council - Mental Health Officer		-	40,000	40,000	-	-
Stratford-on-Avon District Council - Access to Exercise		-	430	430	-	-

Page 50

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

17	STATEMENT OF FUNDS 2022 Group Restricted Funds Group continued Vale of Aylesbury Housing Trust Warwickshire County Council - Secondment Warwickshire County Council - Work Force Recruitment West Lindsey District Council - Gainsborough Valuabe Housing Project West Midlands Combined Authority - Rough Sleeping Initiative Westway Trust Wokingham Borough Council - Infection Control Wolverhampton City Council - Household Support Wolverhampton City Council - In Reach Worker Wolverhampton City Council - MHCLG Funding Wolverhampton City Council - Work Force Grant Young K&C - Christmas Holiday Play Scheme Young K&C - Summer Activities Scheme P3 Charity - Capital Grants To P3 Housing P3H Homes England Capital Grant P3H Gloucester CC Capital Grant Acorn P3H Homes England Capital Grant RSAP P3H West Lindsey DC Capital Grant RSAP Subtotal Transfers of £1,106,198 from restricted to unrestricted funds relates to releasing grants which have bee Restricted Funds Rugby Portobello Trust Grants Goldman Sachs - Amplify Goldman Sachs - Rombouts Fund Goldman Sachs - Michael Daffey Grove Trust Greater London Authority - Young Londoners Fund The Harrow Club Hollick Family Foundation Hollick Family Foundation K&C Foundation K&C Foundation - Magic Mums Equipment Linder Foundation London Community Foundaiton Royal Borough Of Kensington & Chelsea - Grenfell Webeing - Young People Support Royal Borough Of Kensington & Chelsea - Nottingdale Youth Royal Borough Of Kensington & Chelsea - Out Of School Learning Royal Borough Of Kensington & Chelsea - Safer Neighbourhood Programme PortmoreCharitable Trust - Magic Mums Rory & Elizabeth Brooks Foundation - Football Coaches Satalite Club Sobell Foundation West London Zone Subtotal Fundraising Brain Game Christmas Fair Football Academy Junior Club London Marathon Opera Opera Holland Gala Portobello Diner RPT Core Services Royal Borough Of Kensington & Chelsea - Afgan Response RPT Youth RPT Events Subtotal £120,747 transfer of fundraising income at the Portobello dinner event to fund other Rugby Portobello Tr Donations Amazon Community Fund Amplify Project Batchworth Trust BCA Campden Blavatnik Foundation - Homework Club Blavatnik Foundation - Fottball Academy Childhood Trust Corcoran Foundation Hollick Family Foundation - Football Academy Individual Donations Individual Donations - Brain Game Individual Donations - Christmas Fair Individual Donations - RPT Youth Individual Donations - Football Academy Individual Donations - Homework Club Individual Donations - London Marathon Individual Donations - Magic Mums Individual Donations - Opera Individual Donations - Portobelo Dinner Individual Pledges - Christmas Fair - Magic Mums Individual Pledges - Christmas Fair - Forest Camp Legacy T Lilley Memorial Trust Lyon Charitable Trust Lyon Charitable Trust - Youth	Balance at 1 April 2021 Transfers in/(out) and Investment gains Balance at 31 March Income Expenditure 2022 £ £ £ £ £ - 1,233 1,233 - - 3,200 3,200 - - - 39,513 39,513 - - - 664,107 50,136 (613,971) - - 7,700 7,700 - - - 1,296 1,296 - - - 2,000 2,000 - - - 50,000 50,000 - - - 33,751 33,751 - - - 20,000 20,000 - - - 2,046 2,046 - - - 5,768 5,768 - - - 31,561 31,561 - - - 51,896 0 38,051 (13,845) - 53,863 170,214 20,733 (203,344) - - 17,882 - (17,882) - - 219,910 15,122 (204,788) - - 42,000 2,680 (39,320) - 108,959 3,498,613 2,499,803 (1,106,198) 1,571 n funded to purchase fixed assets - 97,218 152,707 55,489 - - 5,000 5,000 - - - 2,398 2,398 - - - 16,000 16,000 - - 7,233 14,947 15,086 - 7,094 - 14,452 5,513 - 8,939 1,579 15,000 16,579 - - - 551 551 - - 5,803 22,603 28,406 - - - 8,190 8,190 - - - 3,901 - - 3,901 - 16,838 14,115 - 2,723 - 6,228 3,051 - 3,177 35,290 34,930 70,220 - - - 9,090 9,090 - - - 3,624 2,644 - 980 10,000 - 10,000 - - - 2,096 2,096 - - - 311 905 594 - - 14,698 14,698 - - - 3,335 3,335 - - 59,905 291,410 380,584 56,083 26,814 602 8,031 7,205 - 1,428 39,547 61,594 35,035 - 66,106 20,780 2,275 23,055 - - 3,318 - 2,540 - 778 - 17,998 2,955 - 15,043 - 2,197 - - 2,197 - 60,100 - 8,065 331,386 362,228 84,106 (120,747) 488,761 - 43,571 43,571 - - - 3,687 3,687 - - - - 78,391 78,391 - - - 31,760 31,760 - 395,633 561,681 364,340 (10,596) 582,378 ust Projects - 2,000 2,000 - - - - 29,108 29,108 - - 10,000 10,000 - - - 1,000 1,000 - - - 4,535 4,535 - - - 4,535 4,535 - - - 10,000 10,000 - - - 1,000 1,000 - - - 5,000 5,000 - - 12,097 118,032 36,922 (90,191) 3,016 - 243 243 - - 1,698 1,098 2,796 - - 1,600 616 2,216 5,000 5,000 - 3,500 3,500 - - 1,252 20,335 5,595 - 15,992 - 38 38 - - 36,168 10,473 - - 46,641 - 897 - - 897 - 16,651 16,651 - - 1,450 - 52 - 1,398 2,250 - 2,250 - - - 45,000 - - - - 2,000 2000 - - - 2,663 2663 - - - 21,863 21863 - -

Page 51

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

17	STATEMENT OF FUNDS 2022 Group Marldon - Magic Mums Pembridge Hall Parents Association Portobello Dinner Pledges Subtotal RPT-Other Restricted Income Room Hire Room Hire Room Hire Play Sessions Play Sessions Other Income West London Zone - Man Cave TOTAL Rugby Portobello Trust Restriced Funds TOTAL Restricted Funds Total of Funds The purpose for each of the individual restricted funds are as stated above. SUMMARY OF FUNDS Designated Funds General Funds Subtotal Restricted Funds Total of Funds	Balance at 1 April 2021 Transfers in/(out) and Investment gains Balance at 31 March Income Expenditure 2022 £ £ £ £ £ 5,000 - 5000 - - - 5,000 5000 - - 10,000 - 10,000 - - 71,515 286,479 228,967 (56,083) 72,944 - 1,400 1,400 - - - 55,029 55,029 - - - 10,000 10,000 - - - 18,566 29,162 10,596 - - 650 650 - - - 240 240 - - - 17,465 5,217 - 12,248 - 103,350 101,698 10,596 12,248 527,053 1,242,920 1,075,589 - 694,384 636,012 4,741,533 3,575,392 (1,106,198) 695,955 10,015,187 29,945,645 27,015,395 - 12,945,436 Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ 2,424,706 - - 560,549 2,985,255 6,954,469 25,204,111 23,440,003 545,649 9,264,226 9,379,175 25,204,111 23,440,003 1,106,198 12,249,481 636,012 4,741,533 3,575,392 (1,106,198) 695,955 10,015,187 29,945,644 27,015,395 - 12,945,436

Page 52

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

17 STATEMENT OF FUNDS 2021 Group

UNRESTRICTED FUNDS: DESIGNATED FUNDS Fixed assets fund People Potential Possibilities Fixed assets fund P3 Housing St Marys Bay Subtotal GENERAL FUNDS People Potential Possibilities P3 Housing Academy Of Youth Limited GROUP ADJUSTMENTS P3 Housing - Designated fund General Funds - Inter company management charge write off General Funds-P3 Housing - P3 Charity Capital Grants to P3 Housing P3 Housing-Homes England Grant - Acorn House General Funds Total Total unrestricted funds

Reinstated Balance at 1 April Transfers in/(out) and Investment gains Reinsated Balance at 31 March 2020 Income Expenditure 2021 £ £ £ £ £ 1,355,299 - - 477,116 1,832,415 - - - 572,291 572,291 20,000 - - - 20,000 1,375,299 - - 1,049,407 2,424,706 5,386,613 25,569,379 22,883,910 (943,756) 7,128,326 (32,141) 1,134,341 870,898 - 231,302 (1,322,045) 2,403,470 1,135,216 - (53,791) - - - (572,291) (572,291) - (156,921) (156,921) - - - (340,583) 6,919 490,000 142,498 - (19,712) (98,137) - 78,425 4,032,427 28,589,974 24,641,885 (1,026,047) 6,954,469 5,407,726 28,589,974 24,641,885 23,360 9,379,175

General Funds -Accounting treatment Differences between company and group financial statements. Designated fund for all assets across the group, movement of £572,291 for P3 Housing assets from General to Designated Fund. Inter company management charge write off of £156,921, shows as reduction to income in Charity and reduction to Expenditure in Academy Of Youth, off set in Group Financial Statements. £340,583, £6919 and £490,000 - P3 Charity Capital Grant to P3 Housing - Income and expenditure is restricted in group financial statements. £19,712 income adjustment and £98,137 expenditure adjustment - P3 Housing Homes England Grant for Acorn House reported as restricted fund in group financial statements

RESTRICTED FUNDS

Restricted Funds Group Boston Borough Council - Controlling Migration Boston Borough Council - Rough Sleeper Inititiative (MHCLG) Boston Borough Council - Move On Accomodation Chesterfield Borough Council - Mental Health Homelessness Prevention Worker Department Of Health & Social Care - Health & Wellbeing Fund Department Of Health & Social Care - Navigator Plus Derbyshire Healthcare Foundation Trust Derbyshire Police & Crime Commision East Lindsey District Council - MHCLG Outreach & engagement Navigator Hillingdon Council - I like to move it project Huntingdon District Council - MHCLG-Rapid Rehousing Project - Outreach Workers Lincoln City Council - Rough Sleeper Initiative - 1 Worker Lincolnshire Partnership - Intensive Housing Officer London Borough of Hillingdon - Family Advice London Borough of Hillingdon - Advice & Housing London Borough of Hillingdon - Corporate Grant Nationwide Building Society - Community Foundation Nationwide Building Society - Hoarding Support NHS Hillingdon CCG - Navigator Plus NHS Milton Keynes CCG - Frequent User Project NHS Milton Keynes CCG - Winter Pressures Fund NHS Sandwell & West Birmingham CCG NHS Wolverhapmton CCG - Homeless Patient Scheme NHS Wolverhapmton CCG - Winter Pressure Fund North East Derbyshire DC - Mental Health Homelessness Prevention Worker North West Leicestershire Council - Support worker Sandwell MBC - SWEP beds South Derbyshire District Council - Mental Health Officer South Kesteven District Council - Rapid Pathway - Tenancy Worker Warwickshire County Council - Capital Funding Warwickshire District Council - Secondment Warwickshire County Council - Street Outreach Workers Wolverhampton City Council - In Reach Worker Wolverhampton City Council - Rough Sleeper Initiative Furniture P3 Charity - Capital Grants To P3 Housing P3H Homes England NSAP Capital Grant P3H Homes England Capital Grant Subtotal Restricted Funds Grenfell British Red Cross - Grenfell Grants Subtotal Restricted Funds Rugby Portobello Trust Grants CAMPDEN - REFERRAL Dingeman Family Fund - Magic Mums DM Thomas Foundation Dr Mortimer & T Sackler Found Dr Mortimer & T Sackler Foundation - Junior Club Grenfell Tower Foundation Greater London Authority - Young Londoners Fund Grove Trust - Magic Mums The Harrow Club - Summer Partnership Project Hollick Family Foundation - Football Academy Hollick Family Foundation - Magic Mums John Lyons Charity Cambridge County Council - Hoarding Project Boston Borough Council - 1 FTE Street Outreach Worker

Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ 5,000 79,422 84,422 - - - 167,621 167,621 - - - 12,000 12,000 - - - 10,000 10,000 - - - 14,100 14,100 - - - 9,945 9,945 - - - 92,010 92,010 - - - 140,066 140,066 - - - 63,844 63,844 - - - 165,692 165,692 - - - 29,957 29,957 - - - 1,050 1,050 - - - 56,875 56,875 - - - 30,000 30,000 - - - 11,735 11,735 - - - 70,741 70,741 - - - 77,637 77,637 - - - 42,000 42,000 - - - 26,061 26,061 - - - 18,475 18,475 - - - 140,066 140,066 - - - 99,000 99,000 - - - 28,000 28,000 - - - 125,157 125,157 - - - 113,500 113,500 - - - 35,240 35,240 - - - 12,411 12,411 - - - 14,216 14,216 - - - 36,315 36,315 - - - 26,593 26,593 - - - 11,667 11,667 - - - 10,466 10,466 - - - 3,200 - - 3,200 3,700 - 3,700 - - - 18,701 18,701 - - - 14,567 14,567 - - - 490,000 438,104 - 51,896 - 44,977 44,977 - - - 152,000 98,137 - 53,863 8,700 2,495,307 2,395,048 0 108,959 - 74,764 74,764 - - - 74,764 74,764 - - - 2,000 2,000 - - 5,000 - 5,000 - - - 300 300 - - - 50,000 50,000 - - - 3,000 3,000 - - 5,000 - 5,000 - - - 18,653 11,420 - 7,233 16,000 - 16,000 - - - 2,750 2,750 - - 5,344 - 5,344 - - 15,000 - 13,421 - 1,579 - 11,137 11,137 - -

Page 53

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

17	STATEMENT OF FUNDS 2020 CONTINUED Group Restricted Funds Rugby Portobello Trust Grants Cont…d K&C Foundation - Youth K&C Foundation Kensington & Chelsea Foundation - Youth Grant Mbilil Charmbili - Amplify Royal Borough Of Kensington & Chelsea - Covid-19 Grant Royal Borough Of Kensington & Chelsea - Nottingdale Youth Royal Borough Of Kensington & Chelsea - Out Of School Learning Royal Borough Of Kensington & Chelsea - Safer Neighbourhood Programme PortmoreCharitable Trusr - Magic Mums Sobell Foundation Subtotal Fundraising Brain Game Christmas Fair Football Academy Junior Club LB Climb Opera Holland Gala Portobello Diner Portobello Diner - Football Academy Portobello Diner - Youth Quintessentially Poker Night RPT Core Services Reinstated Restricted Fundraising Subtotal Donations Amplify Project Bassett House - Homework Club B & J Lloyd Charitable Trust Campden referral The Cairns charitable trust Hollick Family Foundation - Football Academy Hollick Family Foundation - Homework Club Individual Donations Individual Donations - Christmas Fair Individual Donations - RPT Youth Individual Donations - Football Academy Individual Donations - Homework Club Individual Donations - Magic Mums Individual Donations - Portobelo Dinner Individual Pledges - Christmas Fair - Magic Mums Individual Pledges - Christmas Fair - Homework Club Individual Pledges - Christmas Fair - Football Academy Individual Pledges - Christmas Fair - Forest Camp Kilroot Foundation Marldon - Magic Mums Marks & Spencer Portobello Dinner Pledges Qattan Foundation Second home Solbell Foundation Spinocchia Feund Donation T Lilley Memorial Trust Reinstated Restricted Donations Subtotal TOTAL Rugby Portobello Trust Restriced Funds TOTAL Restricted Funds Total of Funds The purpose for each of the individual restricted funds are as stated above. SUMMARY OF FUNDS (GROUP) Designated Funds General Funds Subtotal Restricted Funds Total of Funds Reinstatements 2021 Arrears Payroll Accruals: 31st March 2020: £156,000 and 31st March 2019: £751,000.	Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ - 7,397 1,594 - 5,803 - 5,918 5,918 - - 22,541 - 22,541 - - 5,000 - - - - - 7,000 7,000 - - - 44,982 9,692 - 35,290 - 9,090 9,090 - - - 556 556 - - 10,000 - - - 10,000 - 10,302 10,302 - - 83,885 173,085 197,065 - 59,905 - 810 208 - 602 2,620 35,891 - 1,036 39,547 - 30,451 9,671 - 20,780 - 25,000 21,682 - 3,318 8,050 - 8,050 - - 44,111 - 44,111 - - 120,675 256,284 45,573 - 331,386 2,500 - 2,500 - - 15,000 - 15,000 - - 25,589 - 25,589 - - - 15,491 14,455 (1,036) - - - - - - 218,545 363,927 186,839 - 395,633 - 85,641 85,641 - - 6,953 5,775 12,728 - - - 5,000 5,000 - - 1,000 - 1,000 - - 2,000 1,000 3,000 - - - 5,000 5,000 - - - 2,000 2,000 - - 15,615 153,253 156,771 - 12,097 - 1,698 - - 1,698 - 1,600 - - 1,600 - 21,927 21,927 - - - 3,160 1,908 - 1,252 - 36,168 - 36,168 - 6,528 6,528 - - 1,450 - - 1,450 1,300 - 1,300 - - 1,970 - 1970 - - 2,250 - - - 2,250 5,000 - 5000 - - 5,000 - 0 - 5,000 - 3,000 3000 - - - 10,000 0 - 10,000 - 5,000 5000 - - 2,213 - 2213 - - 25,000 - 25000 - - 1,000 - 1000 - - - 2,000 2000 - - 258 - 258 - - - - 71,009 348,750 348,244 - 71,515 373,439 885,762 732,148 - 527,053 382,139 3,455,833 3,201,960 - 636,012 5,789,865 32,045,807 27,843,845 - 10,015,187 Reinstated Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ 1,375,299 - - 1,049,407 2,424,706 4,032,427 28,589,974 24,641,885 (1,026,047) 6,954,469 5,407,726 28,589,974 24,641,885 23,360 9,379,175 382,139 3,455,833 3,201,960 - 636,012 5,789,865 32,045,807 27,843,845 23,360 10,015,187

Page 54

PEOPLE POTENTIAL POSSIBILITIES NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

17	STATEMENT OF FUNDS 2022 P3 CHARITY UNRESTRICTED FUNDS: DESIGNATED FUNDS Fixed assets fund Hardship fund - Staff Hardship fund - People We Work Alongside St Marys Bay Subtotal GENERAL FUNDS People Potential Possibilities General Funds Total unrestricted funds RESTRICTED FUNDS Restricted Funds P3 Charity Alternative Giving - Wolverhampton Boston Borough Council - Controlling Migration Boston Borough Council - Rough Sleeper Inititiative (MHCLG) Boston Borough Council - 2 FTE Street Outreach Worker Cambridge County Council - Hoarding Project Cheltenham Borough Council - Part Time Link Worker Cheltenham Borough Homes - Additional Support Hours Cheshire East Council - Care & Asylum Support Chesterfield Borough Council - Mental Health Homelessness Prevention Worker Department Of Health & Social Care - Navigator Plus Derbyshire County Council - Covid 19 Fund Derpartment of Work & Pensions - Kick Start Project Gloucestershire County Council - Covid 19 Relief Hyde Charitable Trust - Tenancy Sustainment Support John Lyons Charitable Trust - School Holiday Activity Funds Kensington & Chelsea Foundation - Green Shoots Kensington & Chelsea Foundation - Easter Activities Lincolnshire Partnership - Intensive Housing Officer Lincolnshire Partnership - Household Items London Borough of Hillingdon - Family Advice London Borough of Hillingdon - Advice & Housing London Borough of Hillingdon - Corporate Grant Milton Keynes Community Foundation - Covid Fund Nationwide Building Society - Hoarding Support Nationwide Building Society - Tenancy Sustainment Worker NHS Black Country & West Birmingham CCG - Crisis Beds NHS Black Country & West Birmingham CCG - Hospital Patient Scheme NHS Hillingdon CCG - Navigator Plus NHS Milton Keynes CCG - Frequent User Project NHS Wolverhapmton CCG - Hospital Patient Service North East Derbyshire DC - Mental Health Homelessness Prevention Worker North West Leicestershire Council - Support Grant North West Leicestershire Council - Support worker Paradigm Housing Group - Hoarding Service Prestbury United Charities 2022 Rotary Club - Rotary District Foundation Royal Borough of Kensington & Chelsea Sandwell MBC - SWEP beds Sandwell MBC - SWEP Admissions Screwfix Foundation Social & Sustainable Capital - Gainsborough Legal Costs Social & Sustainable Capital - Gloucester & Lincoln Legal Costs Social & Sustainable Capital - Property Management - Gloucester & Lincoln Social & Sustainable Capital - Property Management - Wolves South Derbyshire District Council - CVS Small Grant South Derbyshire District Council - Emergency Mobile Phone Project South Derbyshire District Council - Mental Health Officer Stratford-on-Avon District Council - Access to Exercise Vale of Aylesbury Housing Trust Warwickshire County Council - Street Outreach Workers Warwickshire County Council - Work Force Recruitment West Lindsey District Council - Gainsborough Valuabe Housing Project West Midlands Combined Authority - Rough Sleeping Initiative Westway Trust Wokingham Borough Council - Infection Control Wolverhampton City Council - Household Support Wolverhampton City Council - In Reach Worker Wolverhampton City Council - MHCLG Funding Wolverhampton City Council - Work Force Grant Young K&C - Christmas Holiday Play Scheme Young K&C - Summer Activities Scheme P3 Charity - Capital Grants To P3 Housing Subtotal Chesterfield Borough Council - 3 Keeping Everyone In Navigator Posts & Personalisation Chesterfield Borough Council - Keeping Everyone In Prison Navigator Post & Personalisation Amber Valley Borough Council - Complex Needs Housing Management - Property Costs	Balance at 1 April 2021 Transfers in/(out) and Investment gains Balance at 31 March Income Expenditure 2022 £ £ £ £ £ 1,832,415 - - (310,514) 1,521,901 100,000 100,000 100,000 100,000 20,000 - - - 20,000 1,852,415 - - (110,514) 1,741,901 7,128,326 23,343,360 21,941,606 542,533 9,072,613 7,128,326 23,343,360 21,941,606 542,533 9,072,613 8,980,741 23,343,360 21,941,606 432,019 10,814,514 Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ - 1,448 1,448 - - - 8,000 8,000 - - - 2,823 2,823 - - - 3,948 3,948 - - - 42,000 42,000 - - - 25,561 23,990 - 1,571 - 21,881 21,881 - - - 886 886 - - - 254,417 254,417 - - - 31,890 31,890 - - - 58,285 58,285 - - - 19,644 19,644 - - - 56,486 56,486 - - - 613 613 - - - 195,817 182,769 (13,048.) - - 4,398 4,398 - - - 16,024 16,024 - - - 3,600 3,600 - - - 2,400 2,400 - - - 2,450 2,450 - - - 15,000 15,000 - - - 5,784 5,784 - - - 70,741 70,741 - - - 125,000 125,000 - - - 42,000 42,000 - - - 6,469 6,469 - - - 31,500 31,500 - - - 37,078 37,078 - - - 124,918 124,918 - - - 85,948 85,948 - - - 201,197 201,197 - - - 166,022 166,022 - - - 28,375 28,375 - - - 30,000 30,000 - - - 17,447 17,447 - - - 1,489 1,489 - - - 5,984 5,984 - - - 5,000 5,000 - - - 997 997 - - - 940 940 - - - 258,420 258,420 - - - 25,200 25,200 - - - 4,945 4,945 - - - 10,000 10,000 - - - 10,000 10,000 - - - 36,000 36,000 - - - 48,000 48,000 - - - 1,177 1,177 - - - 1,000 1,000 - - - 40,000 40,000 - - - 430 430 - - - 1,233 1,233 - - 3,200 3,200 - - - 39,513 39,513 - - - 664,107 50,136 (613,971) - - 7,700 7,700 - - - 1,296 1,296 - - - 2,000 2,000 - - - 50,000 50,000 - - - 33,751 33,751 - - - 20,000 20,000 - - - 2,046 2,046 - - - 5,768 5,768 - - - 31,561 31,561 - - - 195,000 195,000 - 3,200 3,048,607 2,618,217 (432,019) 1,571

Page 55

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

RESTRICTED FUNDS CONTINUED Restricted Funds Rugby Portobello Trust Grants Goldman Sachs - Amplify Goldman Sachs - Rombouts Fund Goldman Sachs - Michael Daffey Grove Trust Greater London Authority - Young Londoners Fund The Harrow Club Hollick Family Foundation Hollick Family Foundation K&C Foundation K&C Foundation - Magic Mums Equipment Linder Foundation London Community Foundaiton Royal Borough Of Kensington & Chelsea - Grenfell Webeing - Young People Support Royal Borough Of Kensington & Chelsea - Nottingdale Youth Royal Borough Of Kensington & Chelsea - Out Of School Learning Royal Borough Of Kensington & Chelsea - Safer Neighbourhood Programme PortmoreCharitable Trust - Magic Mums Rory & Elizabeth Brooks Foundation - Football Coaches Satalite Club Sobell Foundation West London Zone Subtotal Fundraising Brain Game Christmas Fair Football Academy Junior Club London Marathon Opera Opera Holland Gala Portobello Diner RPT Core Services Royal Borough Of Kensington & Chelsea - Afgan Response RPT Youth RPT Events Subtotal Donations Amazon Community Fund Amplify Project Batchworth Trust BCA Campden Blavatnik Foundation - Homework Club Blavatnik Foundation - Fottball Academy Childhood Trust Corcoran Foundation Hollick Family Foundation - Football Academy Individual Donations Individual Donations - Brain Game Individual Donations - Christmas Fair Individual Donations - RPT Youth Individual Donations - Football Academy Individual Donations - Homework Club Individual Donations - London Marathon Individual Donations - Magic Mums Individual Donations - Opera Individual Donations - Portobelo Dinner Individual Pledges - Christmas Fair - Magic Mums Individual Pledges - Christmas Fair - Forest Camp Legacy T Lilley Memorial Trust Lyon Charitable Trust Lyon Charitable Trust - Youth Marldon - Magic Mums Pembridge Hall Parents Association Portobello Dinner Pledges Subtotal RPT-Other Restricted Income Room Hire Room Hire Room Hire Play Sessions Play Sessions Other Income West London Zone - Man Cave TOTAL Rugby Portobello Trust Restriced Funds TOTAL Restricted Funds Total of Funds The purpose for each of the individual restricted funds are as stated above. SUMMARY OF FUNDS Designated Funds General Funds Subtotal Restricted Funds Total of Funds

Balance at 1 April 2021 Transfers in/(out) and Investment gains Balance at 31 March Income Expenditure 2022 £ £ £ £ £ - 97,218 152,707 55,489 - - 5,000 5,000 - - - 2,398 2,398 - - - 16,000 16,000 - - 7,233 14,947 15,086 - 7,094 - 14,452 5,513 - 8,939 1,579 15,000 16,579 - - - 551 551 - - 5,803 22,603 28,406 - - - 8,190 8,190 - - - 3,901 - - 3,901 - 16,838 14,115 - 2,723 - 6,228 3,051 - 3,177 35,290 34,930 70,220 - - - 9,090 9,090 - - - 3,624 2,644 - 980 10,000 - 10,000 - - - 2,096 2,096 - - - 311 905 594 - - 14,698 14,698 - - - 3,335 3,335 - - 59,905 291,410 380,584 56,083 26,814 602 8,031 7,205 - 1,428 39,547 61,594 35,035 - 66,106 20,780 2,275 23,055 - - 3,318 - 2,540 - 778 - 17,998 2,955 - 15,043 - 2,197 - - 2,197 - 60,100 52,035 - 8,065 331,386 362,228 84,106 (120,747) 488,761 - 43,571 43,571 - - - 3,687 3,687 - - - - 78,391 78,391 - - - 31,760 31,760 - 395,633 561,681 364,340 (10,596) 582,378 - 2,000 2,000 - - - - 29,108 29,108 - - 10,000 10,000 - - - 1,000 1,000 - - - 4,535 4,535 - - - 4,535 4,535 - - - 10,000 10,000 - - - 1,000 1,000 - - - 5,000 5,000 - - 12,097 118,032 36,922 (90,191) 3,016 - 243 243 - - 1,698 1,098 2,796 - - 1,600 616 2,216 5,000 5,000 - 3,500 3,500 - - 1,252 20,335 5,595 - 15,992 - 38 38 - 0 36,168 10,473 - - 46,641 - 897 - - 897 - 16,651 16,651 - - 1,450 - 52 - 1,398 2,250 - 2,250 - - - 45,000 - - - - 2,000 2000 - - - 2,663 2663 - - - 21,863 21863 - - 5,000 - 5000 - - - 5,000 5000 - - 10,000 - 10,000 - - 71,515 286,479 228,967 (56,083) 72,944 - 1,400 1,400 - - - 55,029 55,029 - - - 10,000 10,000 - - - 18,566 29,162 10,596 - - 650 650 - - - 240 240 - - - 17,465 5,217 - 12,248 - 103,350 101,698 10,596 12,248 527,053 1,242,920 1,075,589 - 694,384 530,253 4,291,527 3,693,806 (432,019) 695,955 9,510,994 27,634,887 25,635,412 - 11,510,469 Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ 1,852,415 - - (110,514) 1,741,901 7,128,326 23,343,360 21,941,606 542,533 9,072,613 8,980,741 23,343,360 21,941,606 432,019 10,814,514 530,253 4,291,527 3,693,806 (432,019) 695,955 9,510,994 27,634,887 25,635,412 - 11,510,469

Page 56

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

17 STATEMENT OF FUNDS 2021 P3 CHARITY

UNRESTRICTED FUNDS: DESIGNATED FUNDS Fixed assets fund St Marys Bay Subtotal GENERAL FUNDS People Potential Possibilities General Funds Total unrestricted funds RESTRICTED FUNDS Restricted Funds P3 Charity Boston Borough Council - Controlling Migration Boston Borough Council - Rough Sleeper Inititiative (MHCLG) Boston Borough Council - Move On Accomodation Boston Borough Council - 1 FTE Street Outreach Worker Cambridge County Council - Hoarding Project Chesterfield Borough Council - Mental Health Homelessness Prevention Worker Department Of Health & Social Care - Health & Wellbeing Fund Department Of Health & Social Care - Navigator Plus Derbyshire Healthcare Foundation Trust Derbyshire Police & Crime Commision East Lindsey District Council - MHCLG Outreach & engagement Navigator Hillingdon Council - I like to move it project Huntingdon District Council - MHCLG-Rapid Rehousing Project - Outreach Workers Lincoln City Council - Rough Sleeper Initiative - 1 Worker Lincolnshire Partnership - Intensive Housing Officer London Borough of Hillingdon - Family Advice London Borough of Hillingdon - Advice & Housing London Borough of Hillingdon - Corporate Grant Nationwide Building Society - Community Foundation Nationwide Building Society - Hoarding Support NHS Hillingdon CCG - Navigator Plus NHS Milton Keynes CCG - Frequent User Project NHS Milton Keynes CCG - Winter Pressures Fund NHS Sandwell & West Birmingham CCG NHS Wolverhapmton CCG - Homeless Patient Scheme NHS Wolverhapmton CCG - Winter Pressure Fund North East Derbyshire DC - Mental Health Homelessness Prevention Worker North West Leicestershire Council - Support worker Sandwell MBC - SWEP beds South Derbyshire District Council - Mental Health Officer South Kesteven District Council - Rapid Pathway - Tenancy Worker Warwickshire County Council - Capital Funding Warwickshire District Council - Secondment Warwickshire County Council - Street Outreach Workers Wolverhampton City Council - In Reach Worker Wolverhampton City Council - Rough Sleeper Initiative Furniture P3 Charity - Capital Grants To P3 Housing Subtotal Restricted Funds Grenfell British Red Cross - Grenfell Grants Subtotal Restricted Funds Rugby Portobello Trust Grants CAMPDEN - REFERRAL Dingeman Family Fund - Magic Mums DM Thomas Foundation Dr Mortimer & T Sackler Found Dr Mortimer & T Sackler Foundation - Junior Club Grenfell Tower Foundation Greater London Authority - Young Londoners Fund Grove Trust - Magic Mums The Harrow Club - Summer Partnership Project Hollick Family Foundation - Football Academy Hollick Family Foundation - Magic Mums John Lyons Charity K&C Foundation - Youth K&C Foundation

Balance at 1 April Transfers in/(out) and Investment gains Balance at 31 March 2020 Income Expenditure 2021 £ £ £ £ £ 1,355,299 - - 477,116 1,832,415 20,000 - - - 20,000 1,375,299 - - 477,116 1,852,415 5,386,613 25,569,379 22,883,910 (943,756) 7,128,326 5,386,613 25,569,379 22,883,910 (943,756) 7,128,326 6,761,912 25,569,379 22,883,910 (466,640) 8,980,741 Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ 5,000 79,422 84,422 - - - 167,621 167,621 - - - 12,000 12,000 - - - 10,000 10,000 - - - 14,100 14,100 - - - 9,945 9,945 - - - 92,010 92,010 - - - 140,066 140,066 - - - 63,844 63,844 - - - 165,692 165,692 - - - 29,957 29,957 - - - 1,050 1,050 - - - 56,875 56,875 - - - 30,000 30,000 - - - 11,735 11,735 - - - 70,741 70,741 - - - 77,637 77,637 - - - 42,000 42,000 - - - 26,061 26,061 - - - 18,475 18,475 - - - 140,066 140,066 - - - 99,000 99,000 - - - 28,000 28,000 - - - 125,157 125,157 - - - 113,500 113,500 - - - 35,240 35,240 - - - 12,411 12,411 - - - 14,216 14,216 - - - 36,315 36,315 - - - 26,593 26,593 - - - 11,667 11,667 - - - 10,466 10,466 - - - 3,200 - - 3,200 3,700 - 3,700 - - - 18,701 18,701 - - - 14,567 14,567 - - - - 490,000 490,000 - 8,700 1,808,330 2,303,830 490,000 3,200 - 74,764 74,764 - - - 74,764 74,764 - - - 2,000 2,000 - - 5,000 - 5,000 - - - 300 300 - - - 50,000 50,000 - - - 3,000 3,000 - - 5,000 - 5,000 - - - 18,653 11,420 - 7,233 16,000 - 16,000 - - - 2,750 2,750 - - 5,344 - 5,344 - - 15,000 - 13,421 - 1,579 - 11,137 11,137 - - - 7,397 1,594 - 5,803 - 5,918 5,918 - -

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PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

17	STATEMENT OF FUNDS 2021 Continued P3 CHARITY Restricted Funds Rugby Portobello Trust-Grants cont…d Kensington & Chelsea Foundation - Youth Grant Mbilil Charmbili - Amplify Royal Borough Of Kensington & Chelsea - Covid-19 Grant Royal Borough Of Kensington & Chelsea - Nottingdale Youth Royal Borough Of Kensington & Chelsea - Out Of School Learning Royal Borough Of Kensington & Chelsea - Safer Neighbourhood Programme PortmoreCharitable Trusr - Magic Mums Sobell Foundation Subtotal Fundraising Brain Game Christmas Fair Football Academy Junior Club LB Climb Opera Holland Gala Portobello Diner Portobello Diner - Football Academy Portobello Diner - Youth Quintessentially Poker Night RPT Core Services Reinstated Restricted Fundraising Subtotal Donations Amplify Project Bassett House - Homework Club B & J Lloyd Charitable Trust Campden referral The Cairns charitable trust Hollick Family Foundation - Football Academy Hollick Family Foundation - Homework Club Individual Donations Individual Donations - Christmas Fair Individual Donations - RPT Youth Individual Donations - Football Academy Individual Donations - Homework Club Individual Donations - Magic Mums Individual Donations - Portobelo Dinner Individual Pledges - Christmas Fair - Magic Mums Individual Pledges - Christmas Fair - Homework Club Individual Pledges - Christmas Fair - Football Academy Individual Pledges - Christmas Fair - Forest Camp Kilroot Foundation Marldon - Magic Mums Marks & Spencer Portobello Dinner Pledges Qattan Foundation Second home Solbell Foundation Spinocchia Feund Donation T Lilley Memorial Trust Reinstated Restricted Donations Subtotal TOTAL Rugby Portobello Trust Restriced Funds TOTAL Restricted Funds Total of Funds The purpose for each of the individual restricted funds are as stated above. SUMMARY OF FUNDS Designated Funds General Funds Subtotal Restricted Funds Total of Funds Reinstatements Arrears Payroll Accruals of 2020: £156,000 and 2019: £751,000.	Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ 22,541 - 22,541 - - 5,000 - 5,000 - - - 7,000 7,000 - - - 44,982 9,692 - 35,290 - 9,090 9,090 - - - 556 556 - - 10,000 - - - 10,000 - 10,302 10,302 - 0 83,885 173,085 197,065 - 59,905 - 810 208 - 602 2,620 35,891 - 1,036 39,547 - 30,451 9,671 - 20,780 - 25,000 21,682 - 3,318 8,050 - 8,050 - - 44,111 - 44,111 - - 120,675 256,284 45,573 - 331,386 2,500 - 2,500 - - 15,000 - 15,000 - - 25,589 - 25,589 - - - 15,491 14,455 (1,036) - - - - 218,545 363,927 186,839 - 395,633 - 85,641 85,641 - - 6,953 5,775 12,728 - - - 5,000 5,000 - - 1,000 - 1,000 - - 2,000 1,000 3,000 - - - 5,000 5,000 - - - 2,000 2,000 - - 15,615 153,253 156,771 - 12,097 - 1,698 - - 1,698 - 1,600 - - 1,600 - 21,927 21,927 - - - 3,160 1,908 - 1,252 - 36,168 - - 36,168 - 6,528 6,528 - - 1,450 - - - 1,450 1,300 - 1,300 - - 1,970 - 1970 - - 2,250 - - - 2,250 5,000 - 5000 - - 5,000 - - - 5,000 - 3,000 3000 - - - 10,000 - - 10,000 - 5,000 5000 - - 2,213 - 2213 - - 25,000 - 25000 - - 1,000 - 1000 - - - 2,000 2000 - - 258 258 - - 71,009 348,750 348,244 - 71,515 373,439 885,762 732,148 - 527,053 382,139 2,768,856 3,110,742 490,000 530,253 7,144,051 28,338,235 25,994,652 23,360 9,510,994 Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ 1,375,299 - - 477,116 1,852,415 5,386,613 25,569,379 22,883,910 (943,756) 7,128,326 6,761,912 25,569,379 22,883,910 (466,640) 8,980,741 382,139 2,768,856 3,110,742 490,000 530,253 7,144,051 28,338,235 25,994,652 23,360 9,510,994

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PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

18 Analysis of net assets between funds (Group)

Tangible fixed assets Investments Net current assets Creditors due in more than one year	Restricted funds Designated funds General funds Total 2022 2021 - Reinstated - 2,765,255 6,822,839 9,588,094 5,487,323 - - - - - 695,955 20,000 9,351,443 10,067,398 7,456,529 - - (6,710,056) (6,710,056) (2,928,665) 695,955 2,785,255 9,464,226 12,945,436 10,015,187

Analysis of net assets between funds Year End March 2021 Comparative (Group)

Tangible fixed assets Net current assets Creditors due in more than one year	Restricted funds Designated funds General funds Total 2021 - Reinstated - 2,424,706 3,062,617 5,487,323 180,465 - 7,276,064 7,456,529 - - (2,928,665) (2,928,665) 180,465 2,424,706 7,410,016 10,015,187

19 Analysis of net assets between funds (Charity)

Tangible fixed assets Investments Net current assets Creditors due in more than one year	Restricted funds Designated funds General funds Total 2022 2021 - 1,521,901 6,822,839 8,344,740 4,914,170 - - - - - 695,955 20,000 9,159,830 9,875,785 7,525,489 - - (6,710,056) (6,710,056) (2,928,665) 695,955 1,541,901 9,272,613 11,510,469 9,510,994

Analysis of net assets between funds Year End March 2021 Comparative (Group)

Tangible fixed assets Net current assets Creditors due in more than one year	Restricted funds Designated funds General funds Total 2021 - Reinstated - 1,852,415 3,061,755 4,914,170 3,200 - 7,522,289 7,525,489 - - (2,928,665) (2,928,665) 3,200 1,852,415 7,655,379 9,510,994

20 CHARITY OPERATING LEASE COMMITMENTS

At 31 March 2022 the company had annual commitments under non-cancellable operating leases as follows:

Expiry Date Within 1 year Between 1 and 5 years After more than 5 years	2022 2021 2022 2021 £ £ £ £ 1,209,674 1,325,307 438,747 461,596 2,228,774 2,715,482 405,632 490,667 1,002,832 1,492,239 - - 4,441,280 5,533,028 844,379 952,263 Land and Buildings Other

Page 59

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

21	Related Parties	2022	2021
	No Trustees made donations to the Group (2020-Nil)
	Between P3 Charity (The Parent Company & P3 Housing (The Susidiary Company)
	P3 Charity (The Parent Company) Charged P3 Housing
	Rent	241,946	400,006
	Overheads	482,531	176,811
	Salaries	164,190	159,432
	Audit Fee	-	8,809
		888,667	745,058
	At Year End P3 Housing owed P3 Charity P3 Housing Charged Rent to the Parent Company, P3 Charity P3 Housing Received a Capital Grant from the Parent Company P3 Charity At Year End The Parent Company owed P3 Housing Inter Company Balances	116,712 1,397,558 195,000 116,712	136,023 774,046 490,000 64,874
	(Owed from Parent to P3 Housing) / Owed to Parent Company from P3 Housing	-	71,149
	Between P3 Charity (The Parent Company & Academy Of Youth Ltd (The Susidiary Company) P3 Charity (The Parent Company) Charged Academy Of Youth Limited Salaries Travel & Subsistence Vehicle Lease Costs Publicity Costs Software Licence Costs Staff Welfare Health & Safety Equipment Legal & Proffesional Overheads	- - - - - - - (3,900) (658)	52,190 3,463 - - 833 2,718 3,761 12,826 3,495
		(4,558)	79,286
	At Year End Academy Of Youth Limted owed P3 Charity Academy Of Youth Received a Grant from the Parent Company P3 Charity Inter Company Balances	- 3,500	54,758 -
	(Owed from Parent to Academy Of Youth Limted) / Owed to Parent Company from Academy Of Y	-	54,758
	Total (Owed from Parent to Subsisidiary Companies) / Owed to Parent from Subsisidiary Companies	-	125,907
	During the year no trustees received any remunerations (2021 - Nil)
	During the year no trustees received any benefits in kind (2021 - Nil)
	During the year 1 trustees were reimbursed travel expenses amounting to £601 (2021 - 1 Trustee - £80)

Register of interest are reported at each Board Meeting

22 Post Balance Sheet Events

30 June 2022 - £1,400,000 - P3 Charity purchased Laurens Gate in Wolverhampton to upgrade the standard of our accomodation in Wolverhampton. We will be vacating a leased property and moving our people into this apartment building.

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PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2022

23 PENSION COMMITMENTS

Pension Commitments - People Potential Possibilities

The charity operates a defined contribution pension scheme. It has no obligations other than the contributions payable in year.

Page 61