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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 2023

Company No: 02495423 Charity No: 703163

PEOPLE POTENTIAL POSSIBILITIES

YEAR ENDED 31 MARCH 2023

CONTENTS	Page
Legal and Administrative information	1
Trustees' report	2 - 3�
Independent auditor's report	3�
Consolidated statement of financial activities	36
Consolidated Balance Sheet	37
Charity Balance Sheet	38
Consolidated statement of cash flows	39
Notes forming part of the financial statements	40 -��

PEOPLE POTENTIAL POSSIBILITIES

LEGAL AND ADMINISTRATIVE INFORMATION

FOR THE YEAR ENDED 31 MARCH 2023

Trustees	AJP Hackett (Chair of Trustees)
	CA Carter (Appointed 26 September 2017)
	D Lane (Appointed 19 October 2015)
	M Terry (Resigned 30 November 2022)
	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 (Appo�nted 17 November 2021)
	S Appleby (Appo�nted 17 November 2021)
Company Registered Number	02495423
Charity Registered Number	703163
Registered Office	Eagle House
	Cotmanhay Road
	Ilkeston
	Derbyshire
	DE7 8HU
Company Secretary	Kathryn Kozlowski
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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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

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 2023. 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 implement social change to address the widening gap in the standard of living, income and opportunities—access to education, employment and volunteering—for the people we work alongside. Never has the growth and need for the charity’s services been more pressing and prescient.

P3 at its core is all about people, whether we are expanding our commissioned services, housing stock or educational support for young people, our services are there to ensure people and their communities have what they need to live and thrive. It really is that simple.

Once again, my colleagues and our volunteers have performed extraordinarily over the last twelve months. There have been internal promotions, training opportunities, job swaps and team building exercises, all with the same purpose: to continuously improve the lives of the people we work alongside.

The period covered by this report also sees the retirement of P3 Housing CEO and P3 Chief Operating Officer Jo Summers. It would be remiss to not take the time to reflect on Jo’s accomplishments and celebrate her long career with P3.

Jo is one of P3’s founding team. For 16 years she worked tirelessly to develop responsive, flexible services for the marginalised communities P3 serve—supporting the most vulnerable and socially excluded people in society. Respected by commissioners and government agencies, her knowledge has been key to P3 service success. Her leadership has ensured P3’s operational teams have delivered the best possible outcomes for people with complicated and challenging lives with both kindness and compassion, and her exceptional leadership has driven P3 teams get it right, first time, every time. There isn’t enough space to list her achievements, so I will simply say her tenacity has changed lives and her ongoing legacy via P3 Housing will transform entire UK regions.

P3’s overall performance remains robust, and we have continued to grow our services where there is an identified need and our commissioning relationships are strong. Our charitable purpose continues to run throughout our strategy and service delivery, overseen 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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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

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 2022 to March 2023, the P3 Group — worked alongside 29,830 (28,152) people.

Right across England someone, somewhere talks to a P3 worker every 13 (15) 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 2022/23.

This continued to be guided by our five-year strategy; developed through the work delivered over recent years in response to the pandemic, and the ongoing impact of government austerity, the increase in the levels of poverty and the number of people experiencing homelessness across the UK communities we serve.

As ever, 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.

It is a purpose which continues to draw on 50 years of charitable experience and strategically 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 2023

Together we enabled 2,818 (2,331) people experiencing homelessness across England to exit the streets and access safe and comfortable temporary accommodation.

• P3 strategy continues to develop housing and support solutions for people going through a tough time with service expandion into new areas including Rutland, Stoke-on-Trent, Mansfield and Sutton-in-Ashfield, Notts.

P3 advice services offered life changing advice and support to 11,622 (9,625) people.

• Our advice services have been expanded to offer a new Housing and Homelessness Floating Support Service for people in housing need, or at risk of homelessness in Rutland.

• £1,460 in grant funding from the East Midlands Airport Community Fund has been used to transform P3 Derbyshire’s Ilkeston Hub with comfortable seating, privacy screening and mobility aids.

Our ongoing strategy remains vital: Somewhere to Live, Someone to Love and Something to Do has mobilised P3’s core strengths and continues to steer the organisation as we have faced the cost-of-living crisis, the energy crisis and the broader challenges posed by the external operating environment.

Organisationally we are undaunted, we are a Charity and Social Enterprise made up of passionate people, who care about people and we have continued with the confidence to achieve even more! It is this resilience and dedication, plus the sheer graft of the P3 team which enables us to weather such uncertain times.

Colleagues’ tireless energy has been mobilised yet again to grow our reputation and trust in P3 through partnership working, service expansion and prestigious sector awards. Today we are the preferred services partner for multiple public sector authorities and are recognised as a modern, trusted, award-winning national charity. We know we have never been better placed to reach more people, to grow our services and impact entire communities as we move forwards.

The year has seen services recommissioned and scaled-up to meet the needs of people who are at risk of homelessness, expansion into new local authority areas and the development of new models of support 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 energy prices have soared, food poverty has increased and wages have failed to keep pace with the cost of living crisis.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

Over the past year we purchased 78 (117) properties:

• 12 apartments in Long Eaton

(Artemis House) a 24-hour service for people who are experiencing or at risk of homelessness.

• 12 (35) apartments and 8 (19) new properties in Wolverhampton, for people at risk of homelessness and for people with complicated lives who are waiting to move on from temporary accommodation.

• 3 apartments (The Twitchell) and 1 home in Sutton-in-Ashfield for young families, 16-25 years with access to 24-hour support.

• 3 (6) new properties in Gloucestershire for people needing intensive housing management.

• 14 (12) new properties for people experiencing homelessness in Lincolnshire.

• 25 (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 12 (133) homes for the people we work alongside comprising:

1 (39) property in Wolverhampton
9 (55) in Gainsborough,
Lincolnshire for the viable housing service and
2 (27) in Gloucestershire.

Once again as we reflect on the past year and look to the coming twelve months so much about the future remains politically and economically uncertain. Our role is to keep pace with the challenge to design the future, while continuing to act 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.

There are no quick fixes. The lives of the people we work alongside are dominated by tough choices, to heat a home or eat, accessing a foodbank to feed their children or themselves, to live and sleep together in one room in a home to keep warm. Never before has the gap been so acute as families and individuals struggle to maintain even the most basic standard of living. It is here where P3 is most needed to bridge the ever-widening gap in social inequality and deliver services which restore dignity and achieve impact.

Guided by strategy over the past year we have made a significant difference for people as we have removed the struggle to find somewhere affordable and sustainable to call home for the long-term. We have heard first-hand the difference this stability has brought back into their lives; by providing a safe home to live in, positive relationships have been able to flourish and people have been able to focus their energies on finding meaning through education, employment and volunteering. Here at P3 we don’t want the people we work alongside to merely survive we want them to thrive.

Our Registered Social Landlord, P3 Housing has now extended its property portfolio to offer more and better homes for people experiencing homelessness. Delivered with £20 million in investment, these much-needed funds have resourced a cycle of refurbishment alongside the creation of new housing ecosystems. Today we are able to offer the best homes for the people

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

P3 Housing, our Registered Social Landlord, now offers 362 ( 282 ) places to live and over the past year 2,023 (1,928) people have made a home in P3 accommodation.

New and expanding P3 services have supported (13,592) 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.

we work alongside to live settled and comfortable lives and stay connected to their local community.

We have refurbished our existing properties to create brighter, modern interiors: installing ensuite facilities and redesigning spaces to meet our aspirations for the people we work alongside. Plans for P3 premises in West Bromwich, Wolverhampton, Swadlincote and Derby are completed, as major works have transformed spaces into well-appointed studio and selfcontained apartments.

Our colleagues have, once again, demonstrated unwaivering commitment to the organisation and the people we work alongside throughout the past year. They are and will always be our most valuable asset!

The P3 team 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!

• New mental health and wellbeing services launched in Leicester and Rutland, providing people aged 18+ with access to information, advice, guidance and support.

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.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

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.

• 1,494 (1,284) 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.

• 316 (283) 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.

It has been a brilliant year for P3’s Rugby Portobello Trust (RPT). We’ve seen children’s faces when they’ve visited the seaside for the first time, we’ve been there for the fist bumps when young people secured their first work placement and we’ve been the shoulder mums needed when things got too tough. Over the past year we have supported 1,494 (1,284) children, young people and mums.

Here we have used the stability of the past year to reflect and reassess our approach to ensure we are offering the best possible support. We’ve strengthened the training, resources and systems that enable our staff and volunteers to do the brilliant work they do every day, we’ve increased our partnership working with complementary organisations to ensure we’re maximising our reach and resources and we’ve expanded the capacity of our programmes to enable even more children, young people and parents to benefit from our support and expertise.

Services have also supported children displaced by conflict from both Ukrainian and Syrian families. By offering a ‘needs-based’ approach we have been able to provide extra tailored tuition with English to ease the transition into their new UK schools.

The success of this approach means we now assess every child who has additional or complex requirements to create effective, bespoke support at our Homework Club.

October 2022 also saw the launch of RPT's Young Patrons Circle (the YPC), for people aged 18-40 who want to be more active in making a difference in their community. The YPC forms one part of RPT's wider Patrons Programme, which aims to give all supporters a better insight into RPT’s activities and difference we make in young people’s lives.

All this has been made possible by the generosity of our donors, volunteers and colleagues who remain committed to ensure we are able to enrich the lives and expand the horizons of children and young people living in North Kensington and beyond!

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

ORGANISATIONAL GROWTH

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’ of a quality service.

Today we run 72 (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. We now have dedicated Social Value and Environmental Leads to ensure we are considering the true impact of our work on local communities, and all our tender applications are committed to delivering social value while supporting people and reducing our environmental footprint.

In past twelve months we have worked to retain our existing services while winning new ones including Halton Young Person’s Service in Cheshire where we assist young people with care system experience to develop their confidence and independence. We have expanded our mental health services to offer information, advice, guidance and support for people experiencing anxiety and mental ill-health in Leicester and Rutland. Plus, we have also mobilised services in Rutland (a Housing and Homelessness Floating Support Service) and Stoke-on-Trent (15 units of dispersed accommodation with link worker support for people who have experienced homelessness), both new service areas for P3.

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 as we continue to change lives.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

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. Each Sub-committee is chaired by a Board member, depending on their particular areas of expertise and interest. The Sub-committees in operation are ‘Governance, Remuneration & Nominations,’ ‘HR, EDI & Safeguarding,’ ‘Audit, Risk & Assurance,’ ‘Finance & General Purposes’ and ‘The People Board.’ Each Subcommittee has produced an annual workplan and reports to the main Board four times a year. The achievements of the Sub-committees are also summarised with an annual report to the Board.

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.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

PEOPLE POTENTIAL POSSIBILITIES

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.

Summary of the Work of Sub-Committees 2022-23

1.0 Summary of activities: People Board

Members: Dorothy Lane (Chair)

Over the course of the 2022/2023 financial year the People Board sub-committee has approved the roll-out of P3’s ‘People Standards’ across the organisation and has overseen the recruitment of 23 peer reviewers, the training of 32 people we work alongside in recruitment and selection to participate on P3 interview panels, and 149 P3 staff trained in customer service by the People Shaping P3 Team. The sub-committee reviewed all complaints submitted to P3 by people who access our services. The sub-committee has also been successful in recruiting two people we work alongside to sit as members of the People Board. The sub-committee has reported its progress and fed into the Board of Trustees.

2.0 Summary of activities: Audit, Risk & Assurance Sub-Committee

Members: Sarah Appleby (Chair) William Cock Richard Bowley

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

Over the course of 2022/2023 financial year, the Audit, Risk and Assurance sub-committee has appointed a new chair and continued to regularly review and scrutinise the corporate risk register, including mitigations against emerging or high-level risks. Additionally, the subcommittee has approved the appointment of an external internal auditor, Azets, and agreed the scope of the audit to cover four key areas of the organisation in its first year. The subcommittee has added a standing item to its agenda to review progress against the recommendations set out in the management letter from P3’s previous external audit on a quarterly basis. The sub-committee has scrutinised all serious incidents reported to the Charity Commission. The sub-committee has overseen the compliance of P3 to its contractual KPIs through regular review of operational reporting. The sub-committee has also approved a strategy for responding to damp, mould and condensation in P3 properties and has also approved investment in P3’s hoarding service model.

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

Members: Richard Bowley (Chair) Adam Hackett Yvonne Thomas Thea Hinde

Over the course of the 2022-2023 financial year, the Finance and General Purposes subcommittee has appointed a new chair and continued to oversee implementation of P3’s Financial Strategy. It has agreed that P3 should use some of its reserves to invest in the improvement of its existing properties and acquisition of additional properties to further the organisation’s charitable objects and built its assets for the future. The sub-committee has recommended the 2023/24 budget to the Board of Trustees following review by the chair and members. 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. The committee is making on-going improvements to the management accounts to ensure that the appropriate financial information is being presented to trustees in an accessible way. Additionally, the sub-committee has reviewed and scrutinised all bids and tenders for contracts made by P3 Charity.

4.0 Summary of activities: HR, EDI & Safeguarding Committee

Members: Aquilla Lindo-Cozzella (Chair) Thea Hinde Nancy Scott

Over the course of the 2022/2023 financial year, the Human Resources, Equality, Diversity and Inclusion, and Safeguarding sub-committee has continued to oversee the

implementation of the P3 People Strategy that guides the work of the HR and operational departments. The sub-committee has reviewed all HR and Safeguarding policies to ensure they are in date and appropriate policies are in place.

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

In addition, the committee has reviewed all serious safeguarding incidents and safeguarding trends on a quarterly basis. The sub-committee have advised the executive on sensitive Employee Relations issues. Safeguarding and HR reporting has been expanded, at the request of members, to include EDI data for further scrutiny. Members of the committee were involved in P3’s celebration of national inclusion week by sharing their stories with P3 colleagues.

5.0 Summary of activities: Governance, Remuneration & Nominations Sub-Committee

Members: Carol Carter (Chair) William Cock Yvonne Thomas

Over the course of the 2022/2023 financial year the Governance, Renumerations and Nominations Committee agreed the adoption of the Charity Governance Code on behalf of P3 Charity and approved an action plan to ensure P3 is fully compliant. As part of this action plan the sub-committee approved an internal governance review to be held, including a board effectiveness assessment, committee effectiveness assessment, skills assessment and integrity assessment for all trustees to complete.

Based on the findings of the internal governance review the sub-committee has agreed an action plan to develop board effectiveness further. The action plan includes additional training for trustees to develop skills highlighted by the skills assessment, the recruitment of new trustees to further enhance the expertise on the board, and a review of risk management reporting to the board.

Additionally, the sub-committee has approved the scope of an external governance review, led by Devonshires Solicitors, focussing on the relationship between P3 Charity and P3 Housing and recommended this to the Board of Trustees for approval. Members of the subcommittee have undertaken benchmarking of staff salaries to be submitted to the Chair of Trustees for consideration and recommendation to the sub-committee, with the aim to pay in the upper quartile, in line with P3’s Pay and Reward policy. The sub-committee has also approved the delegation of P3’s policies to respective sub-committees for review and scrutiny on an annual basis.

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

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

PEOPLE POTENTIAL POSSIBILITIES

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 centred 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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FOR THE YEAR ENDED 31 MARCH 2023

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)

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 the challenges of a post-pandemic society.

Our new strategy and ‘theory of change’ is centred 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:

We will ensure that P3 is for everyone, promoting inclusion and equity of access.
We will develop the education, life skills and employability of our staff, volunteers and the people we work alongside.
We will increase the number of homes P3 provides and the number of places to stay that we manage.
We will provide activities and programmes that promote and support wellbeing and encourage people to take their own action.
We will work right across the different sectors of the community to learn from and with each other.

Our impact enabling priorities are:

We will provide a quality offer.
We will work with transparency.
We will work with a focus on the experiences of the people we work alongside.
We will excel in both digital and offline services so that everyone can access our support.
We will recognise the risks to the environment, and to the world and its population are both real and immediate.
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 2023

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.

STRATEGIC REPORT

ACHIEVEMENTS AND PERFORMANCE

Over the last financial year, P3 has again become a bigger, stronger and more diverse organisation. In 2022/23, across the group an average of 750 (720) staff and almost 225 (300) regular volunteers supported 30,000 (28,000) 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.

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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 2022-23 and now work� alongside:
21 (20��) counties
48 (46��) local districts and boroughs
47 (45��) different commissioners
72 (63��) services across the country
We responded to the increased number of children attending P3 Rugby Portobello� Trust with additional needs, ranging from physical disabilities to autism. Our inclusive� approach saw colleagues receive specialist training to broaden their knowledge� and skills. Plus, we’re actively working with the local authority to establish funding� for tailored one-to-one support for young people who require bespoke activities.
We have completed our Gender Pay Gap Report (based on a snapshot of data for� 5[th] April 2022) and were able to report 71 per cent (71 per cent) of our staff are� female, 29 per cent (29 per cent) of our staff are male and our average mean gender� pay gap is 1.5 per cent (-0.7 per cent).
We have added our voice to multiple campaigns calling on the UK Government to� create a more equitable and inclusive society:
Homeless Link – Keep Our Doors Open Campaign calling for additional� funding for the homelessness sector to keep services afloat.
Children England calling for safe, long-term accommodation for children� seeking asylum who are at risk of being trafficked or criminally exploited.

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The successful Martin Lewis campaign comprising 135 UK charities who together called on government to postpone the Energy Price Guarantee 20 per cent rise .
Action on Perpetrators – Drive Campaign to strengthen responses to perpetrators of domestic abuse.
The High Sheriff of Greater London – The Price We Pay for Turning Away, a call for improved mental health services across the UK

OBJECTIVE 2

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

We have continued to refine 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 refined our digital recruitment processes to make job opportunities more visible and to make it easier to apply to work for P3.
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 continued to embrace the wellbeing of our colleagues , signing two workplace pledges, these are the Pregnancy Loss Pledge from the Miscarriage Association and the Menopause Workplace Pledge from Wellbeing of Women.
We have continued to 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 1,000 places to live (900) through our Registered Social Landlord, P3 Housing.
We have purchased 78 (117) properties over the year for people we work alongside to have safe and comfortable places to stay for the long-term:
8 (54) properties in Wolverhampton;
14 (47) in Lincolnshire; and
3 (16) in Gloucestershire.
We have purchased a further 25 (26) properties in Gainsborough, Lincolnshire (one of the most deprived areas in the UK) where we are working in partnership with West

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Lindsey District Council as part of an ambitious urban regeneration project to deliver 110 (110) homes, improve streetscapes and rejuvenate the local economy.
We have opened two modern, spacious accommodation-based services, Laurens Gate and Peter Bilson House to expand our offer for people at risk of homelessness in Wolverhampton.
We have invested in our local authority partnerships and celebrated our success as a social landlord once again 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.

OBJECTIVE 4

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

We are assisting young people with care system experience to develop their confidence and independence at our new Young Persons Service in Halton . The service focus is to work alongside them to overcome personal challenges and achieve their life aspirations.
We have mobilised a new Housing & Homelessness Floating Support Service in Rutland (a new service area) offering support for people in housing need, or at risk of homelessness.
We have worked to develop our mental health services expanding beyond Derbyshire to offer support to people aged 18+ living in Leicester and Rutland . These new mental health and wellbeing services will work to avoid hospital admissions and promote wellbeing through timely access to information, advice, guidance and support.
We have joined with Stoke-on-Trent City Council (a new service area) 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.
Working in partnership with Nottinghamshire County Council (a new service area) P3 has developed a new accommodation and support service for young parents in Mansfield and Sutton-in-Ashfield. The service offers access to 24-hour support across four self-contained homes on the same site, with shared spaces for education, socialising and leisure activities, plus a further six homes for young parents and their children in the area.
We are actively working to develop our P3 bespoke hoarding support services. Once ready this will enable a service package to be selected to deliver block support with a full-time 'Home Coach' or a spot purchase with bespoke support.

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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.
P3’s regeneration project in Gainsborough was shortlisted for UK insurance broker Marsh Commercial’s ‘Enterprising’ category of the For the People Awards for being an inspirational project within the community it serves, and practically demonstrating how it is going above and beyond to genuinely be 'For the People'. This project has worked to understand residents’ as P3 delivers 110 (110) homes (see objective 3 above). Here our ten-year partnership with West Lindsey District Council is improving street scenes, supporting community initiatives and rejuvenating the local economy; plus, it is reducing exploitation by absent landlords, increasing the availability of affordable homes and incentivising local landlords to improve their properties and rent them through the partnership.
P3 Gloucestershire and NHS partners were named as the clear winner of the NHS Safeguarding Award at the 2022 Health Service Journal’s Patient Safety Awards. Working together as 'One Gloucestershire', the award acknowledges the delivery of an integrated care service from health, social care and voluntary sector partners. Here provide P3 Link Worker support alongside NHS specialist nurses for people experiencing homelessness, and work to ensure people are discharged from hospital with dignity into safe, comfortable and suitable accommodation.

“P3 are great, you really understand the problem we have … you have so much patience I don’t know how you did; I can’t sing your praises enough. You haven’t just helped with hoarding; you have done so much more.”

– Person supported by a P3 Bespoke Hoarding Service

“P3 were brilliant. You did pretty much all the admin work for moving in, helped me setup my rent, picked up a sofa for me … I just love the place, it’s modern, the kids love it and have made friends on the street and the neighbours are lovely.”

– Person living in P3 Housing

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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’s LiveLife Milton Keynes service was shortlisted for the People First category of the Homeless Link Excellence Awards.
P3’s North Cheshire services were a finalist for the Charity of the Year title in the North East Cheshire Business Awards.
P3 Housing CEO and Chief Operating Officer Jo Summers and Director of Strategy and Innovation Gemma Bukel were once again named on the UK’s list of the 100 most influential women in social and mission-driven organisations, the WISE 100.
P3 Housing CEO and Chief Operating Officer Jo Summers was a finalist for the Women’s Champion category of the Social Enterprise Awards 2022 and was also named as a finalist for the Lifetime Achievement in Housing Award at the 2023 Inside Housing, Housing Heroes Awards.
P3 Director of Strategy and Innovation Gemma Bukel was also named as a finalist for the prestigious title of the WISE 100 Social Business Leader of the Year .
P3 Neighbourhood Manager in Gainsborough, Rachel Hampton was formally recognised for her services to the local community with the Lincolnshire High Sheriff Award.
Our achievements evidence our collective excellence as ‘one team’ working together – locally, regionally, organisationally.

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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 we have trained 41 people who we work alongside to ‘peer review’ P3 services. Their aim is to establish the feel and vibe of services with the people accessing support from a particular service, the support staff and their managers. This year 10 services have been reviewed to identify our successes and any possible improvements.
Our P3 People Board is influential and engaged in two-way communication with all areas of P3: the people we work alongside, the staff delivering our services and the Trustee Board. It delivers affirmative change, it is properly resourced and enables P3 to deliver distinctive, effective, award-winning services, shaped by people who have accessed those services.

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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.
We launched the P3 Hub, a new internal digital intranet for colleagues to access policies, procedures and useful information.
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.
P3 was selected as a winner in the first Zendesk Tech for Good Impact Awards . The awards provide grants, product donations and pro bono support to non-profit organisations all over the world.
P3 Rugby Portobello Trust has continued to adapt its services to be both in-person and online, allowing local primary school children to benefit from both styles of delivery, including tailored support for SATs, A Levels and GCSEs.

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.
Supported by carbon solutions company Auditel, we completed a Carbon Footprint Report to obtain a greater understanding of P3’s carbon emissions. The report was used to inform the development of our first Carbon Reduction Plan which aims to see the charity to achieve ‘Net Zero’ carbon emissions by 2050.
Having established this baseline for our Greenhouse Gas emissions, we are now committed to working to achieve 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 and green organisation.

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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.

“It has been a pleasure to have worked with P3 over the years managing the energy tendering for their expanding property portfolio. Now, with their goal of becoming Net Zero, the emphasis is moving towards energy management, reducing consumption, renewable energy and improved monitoring and control.

“With such a diverse portfolio there will be many challenges along the way, but with the dedicated team at P3 and the expertise of Auditel, I am sure we can meet these challenges head on.

“P3 do a huge amount of good work within local communities and now we are working with them to ensure this good work continues with minimal impact on our planet.”

– Auditel Carbon Specialist Alan Ford

“I worked in the NHS for 20 years and P3 worked alongside me in the past – I’ve had a lot of personal trials and tribulations and I now have a cancer diagnosis. When you’re staring at death, you need to do something.

“Now I’m on the People Board, I feel I know so much more about P3 and how much they really do care about people. I’m not just doing this to keep myself busy. It’s given me a safe space, strength and determination to look at myself and move forward with a journey. I feel good to be part of influencing how P3 works and it’s good to see it’s not all about spreadsheets and PowerPoint.

“It’s given me back something that I thought I’d lost.”

– P3 People Board Trustee

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VIABILITY STATEMENT

The Executive have assessed the prospects of the Charity up to 31 March 2025. 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% 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. We recognise the impact of inflation, the cost of living crisis, demographics in our forecasts but appreciate these risks are increasingly hard to predict.

Management and mitigations of 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 ensures mitigation plans are in place.

In forecasting our financial results, we assume that contracts will end at their contractual date. What we actually experience is 85 per cent contract renewal rates and frequent contract extensions. Our projections are therefore the most prudent possible.

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. Our forecasts ensure our debt covenants are not breached

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, including but not limited to supply chain interruptions, inflation, contract attrition.

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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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 £13m and required contingency as per our Reserves Policy is £5.7m (£4.5m), our capital investment program is £2m leaving £5.3m in free reserves.

FINANCIAL REVIEW

The consolidated financial statements comprise the results of the charity together with those of the wholly owned subsidiary P3 Housing Limited. The consolidated Statement of Financial Activities is set out on page 36.

Total income for the year was £30.8m (2022; £29.7m). Total expenditure for the year was £30m (2022: £27m). Net income for the year was £1m (2022: £2.9m). At 31 March 2023 the net assets shown in the Consolidated Balance Sheet amounted to £14m (2022: £12.9m).

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. 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

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

PEOPLE POTENTIAL POSSIBILITIES

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 2023/24 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 entered into a partnership with 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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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

Managed by the Governance 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 on one income
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 five-year cycle of the Strategy Implementation Plan.

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. Quarterly detailed forecasts are compiled and used to

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update the rolling forecast. Actual results against budget and forecast are reported to Board meetings, which the Executive Leadership Team

review monthly. 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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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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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 4 (6) serious incident reports to the Charity Commission this year:

Incident one was reported on 11 May 2022; it concerned a series of complaints made by a person we worked alongside.
Incident two was reported on 22 December 2022; it concerned a safeguarding matter.
Incident three was reported on 17 November 2022; it concerned a safeguarding matter.
Incident four was reported on 13 February 2023; it concerned a safeguarding matter.

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:
a) Unreasonable intrusion on a person’s privacy;
b) Unreasonable persistent approaches for the purpose of soliciting or otherwise procuring money or other property on behalf of the charity;
c) Placing undue pressure on a person to give money or other property.

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INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2023

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 2023 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 group’s and parent charitable company’s affairs as at 31 March 2023, 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 group’s 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.

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.

��

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2023

Other information (continued)

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.

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.

��

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2023

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.

��

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2023

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: 2 November 2023

��

PEOPLE POTENTIAL POSSIBILITIES

P3 CHARITY CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES

(Incorporating Income and Expenditure account)

FOR THE YEAR ENDED 31 MARCH 2023

			Restricted	Unrestricted	Total Funds	Total Funds
			Funds 2023	Funds 2023	2023	2022
	Note		£	£	£	£
INCOME FROM
Donations		2	241,970	14,808	256,778	289,693
Other trading activities			614,151	34,323	648,474	669,727
Investments			-	1,221	1,221	363
Charitable activities			-	-	-	-
Social Inclusion		3	2,464,907	27,429,238	29,894,145	28,667,956
Other		4	7,640	25,859	33,499	55,966
TOTAL			3,328,668	27,505,448	30,834,116	29,683,705
EXPENDITURE ON
Raising Funds
Costs of generating voluntary			-	55,375	55,375	66,946
income
Fundraising trading: cost of			-	-	-	-
goods sold and other costs
			0	55,375	55,375	66,946
Charitable expenditure:
Social Inclusion		7	2,806,820	26,936,224	29,743,044	26,686,510
TOTAL			2,806,820	26,991,599	29,798,419	26,753,456
Net income before gains on investments			521,848	513,849	1,035,697	2,930,249
Movement In Funds			(274,847)	274,847
NET MOVEMENT IN FUNDS			247,001	788,696	1,035,697	2,930,249
RECONCILIATION OF FUNDS
TOTAL FUNDS BROUGHT FORWARD			695,955	12,249,481	12,945,436	10,015,187
TOTAL FUNDS CARRIED FORWARD			942,956	13,038,177	13,981,133	12,945,436

All of the above results are derived from continuing activities.

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

Page 36

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PEOPLE POTENTIAL POSSIBILITIES

CONSOLIDATED STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 MARCH 2023		2023	2022
		£	£
Cash from operating activities		736,476	2,561,335
Cash flows from investing activities
Purchase of tangible fixed assets		(8,306,677)	(4,408,799)
Proceeds from the sale of tangible fixed assets		4,192	7,442
Net cash (used in) investing activities		(8,302,485)	(4,400,994)
Cash flows from financing activities:
Repayment of borrowings		(142,562)	(155,779)
Cash inflows from new borrowing		3,709,495	3,896,000
Net cash provided by financing activities		3,566,933	3,740,221
(Decrease) / Increase in cash and cash equivalents in the reporting period		(3,999,077)	1,900,563
Cash and cash equivalents at the beginning of the reporting period		11,895,319	9,994,756
Cash and cash equivalents at the end of the reporting period		7,896,242	11,895,319
Reconciliation of net movement in funds to cash flow from operating
activities		2023	2022
Net movement in funds		£ 1,035,697	£ 2,930,249
Depreciation of tangible fixed assets		473,822	306,545
Surplus on disposal of tangible fixed assets		(4,192)	(5,959)
Investment income		0	(363)
(Increase) in debtors		(1,092,395)	(392,384)
(Reduction) / Increase in creditors		323,543	(276,752)
Other Operating Activities		1	-
Net cash flow from operating activities		736,476	2,561,335
Analysis of cash and cash equivalents		2023	2022
Cash in hand		£ 7,896,243	£ 11,895,319
Total cash and cash equivalents		7,896,243	11,895,319
ANALYSIS OF CHANGES IN NET DEBT
Cash	As at 1 April 2022 Cashflows £ £ 11,895,319 (3,999,076)	Other non- cash movement £ �	As at 31 March 2023 £ 7,896,243
Bank overdraft	- �		�
Loans due within one year	112,783 45,292	�	158,075
Loans due after one year	6,710,056 3,521,641	�	10,231,697
	18,718,158 (432,144)	-	18,286,014

Page 39

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

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 2023

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 2023

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 �� 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 (continued)

FOR THE YEAR ENDED 31 MARCH 2023

��

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.

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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.

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

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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.

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

��

Page 43

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

2 INCOME FROM DONATIONS, GRANTS AND CORE FUNDING

Donations Donations 2022 Comparative 3 SOCIAL INCLUSION Grant Income/SLA Supporting People/Housing Benefit Play Session Income Tenent Charges Personalisation budgets Sandwell NHS Trust Income NHS Trust Income Rugby Portobello Trust Grants Capital Grants	Restricted Funds 2023 Unrestricted Funds 2023 £ 241,970 14,808 256,778 264,615 25,078 289,693 Restricted Funds 2023 Unrestricted Funds 2023 £ £ 783,780 811,449 1,681,179 563,527 21,492,149 24,299,712 21,363 305,599 326,962 - 709,718 719,242 - 713,941 713,941 127,930 - 127,930 166,104 1,056,872 1,222,976 306,193 - 306,193 496,010 -- 496,010 2,464,907 24,726,726 29,894,145 Funds 2023 Funds 2023	£ 289,693 £ 2,777,922 21,773,790 297,685 534,613 596,664 124,918 1,149,432 298,820 1,114,112 28,667,956 Funds 2022 Funds 2022

During the year the charity received £1,718,488 (2022: £3,113,232) in government Grants. There were no unfillfullfilled conditions at the year end and £Nil (2022: £12,822) is recognised in funds carried forward as shown in note 17

3 SOCIAL INCLUSION 2022 COMPARITVE Grant Income/SLA Supporting People/Housing Benefit Play Session Income Tenent Charges Personalisation budgets Sandwell NHS Trust Income NHS Trust Income Sales and Catering Income Fees for Educational Services National Citizenship Services Rugby Portobello Trust Grants Capital Grants 4 Other income Other income Profit on disposal Other Income consist of £7,640 (2022 £22,410) of restric	Restricted Funds 2022 Unrestricted Funds 2022 £ 1,123,406 1,654,516 591,808 21,181,982 19,216 278,469 - 534,613 - 596,664 124,918 - 558,813 590,619 - - - - - - 298,820 - 1,114,112 - 3,831,093 £ 24,836,863 £ ted income	£ 2,777,922 21,773,790 297,685 534,613 596,664 124,918 1,149,432 - - - 298,820 1,114,112 28,667,956 £ 2023 2022 £ £ 29,307 50,007 4,192 5,959 33,499 £ 55,966 £ Funds 2022

5 NET MOVEMENT IN FUNDS This is stated after charging: Depreciation of tangible fixed assets: - owned by the charity - owned by Subsidiaries Auditor's remuneration - Parent Company - Subsidiaries Operating Leases - Parent Company - Subsidiaries Profit On Sale Of Assets - Parent Company - Subsidiaries Pension costs	2023 2022 £ £ 429,380 278,527 44,442 28,018 26,028 22,356 15,576 15,115 4,207,596 3,576,793 1,134,798 1,708,866 4,192 5,959 - - 618,190 593,052

Page 44

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

6 CHARITY STAFF COSTS AND NUMBERS

Staff costs were as follows:

Wages and salaries Social security costs Pension costs Settlement & Redundancies Payable	2023 2022 £ £ 16,772,274 15,435,282 1,403,277 1,231,230 618,190 593,052 62,121 59,881 17,319,445 £ 18,855,86� £

The number of staff in receipt of Redundancy & Settlements in the year was 24 (2022-16)

The average number of employees during the year was Social Inclusion Support Governance The number of higher paid employees was In the band £60,001 - £70,000 In the band £70,001 - £80,000 In the band £80,001 - £90,000 In the band £90,001 - £100,000 In the band £110,001 - £120,000 In the band £120,001 - £130,000	2023 2022 a No. No. 729 677 42 40 7 5 778 722 3 2 1 1 1 - 1 2 � 1 1 - 7 6

The key management personnel of the Group comprise of 7 members (2022: 6). The total employee benefits of the key management personnel of the Group were £761,712 (2022: £606,132)

During the year no trustees received any remunerations (2022 - Nil) During the year no trustees received any benefits in kind (2022 - Nil) During the year 8 (2022 - 5) trustees were reimbursed travel expenses amounting to £2,544 (2022 - £601)

Page 45

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

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 Other Social Inclusion costs Support costs allocation (Note 8) Irrecoverable VAT Write Off Provision For Irrecoverable VAT Total	2023 2022 £ £ 15,789,477 14,614,098 715,627 404,758 3,892,651 3,485,160 1,231,444 742,947 297,834 327,545 72,032 54,299 437,340 197,193 198,582 114,594 1,229,721 1,243,511 18,712 55,556 318,842 382,160 226,894 (39,143) (29,690) 9,030 491,627 531,888 4,872,876 4,520,654 75,410 42,260 (96,335) 29,743,044 £ 26,686,510 £ �

7 SOCIAL INCLUSION

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�ost
Auditor's fees
Trustees expenses reimbursed
Corporation Tax
Total

£
£
£
£
2,908,341
141,889
3,050,230
2,665,330
384,696
-
384,696
259,877
108,387
-
108,387
110,569
178,038
-
178,038
212,878
395,919
-
395,919
343,536
13,755
-
13,755
15,563
36,482
-
36,482
109,397
137
-
137
32,859
444,749
-
444,749
489,985
57,750
60,258
118,009
105,842
72,767
-
72,767
132,421
25,40�
�
�
�
-
25,409
4,325
41,604
37,471
41,60�
2,695
601
-
4,626,429
246,447
4,872,876
4,520,654
2022
Social
Inclusion
Governance
(see Note 9)
2023
��
�
�

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

8a	COMPARATIVE 2022 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 costs Other costs Redundancy�ost Auditor's fees Trustees expenses reimbursed Corporation Tax	£ £ £ 2,599,182 66,148 2,665,330 259,877 - 259,877 110,569 - 110,569 212,878 - 212,878 343,536 - 343,536 15,563 - 15,563 109,397 - 109,397 32,859 - 32,859 489,985 - 489,985 37,680 68,162 105,842 132,421 - 132,421 4,325 - 4,325 37,471 601 � - �� - �� - �� Social Inclusion Governance (see Note 9) 2022
	Total	4,348,272 172,382 4,520,654

Page 46

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

9 GOVERNANCE
Auditors fees
Legal and Professional fees
Trustee�s expenses reimbursed
Salaries and pensions
10 TANGIBLE FIXED ASSETS
GROUP
Cost
At 1st April 2022
Additions
Disposals
At 31st March 2023
Depreciation
At 1st April 2022
Charge for the year
On disposals
At 31st March 2023
Net Book Value
At 31st March 2023
At 31 March 2022
10 TANGIBLE FIXED ASSETS
CHARITY
Cost
At 1st April 2022
Additions
Disposals
At 31st March 2023
Depreciation
At 1st April 2022
Charge for the year
On disposals
At 31st March 2023
Net Book Value
At 31st March 2023
At 31 March 2022

2023
2022
£
£
41,604
37,471
60,258
68,162
2,695
601
141,889
66,148
246,447
£
172,382
£
Total
£
£
£
£
£
10,440,011
516,111
115,216
770,903
11,842,241
7,907,968
-
-
398,709
8,306,677
-
-
(15,700)
(74,374)
(90,074)
18,347,979
516,111
99,516
1,095,238
20,058,844
1,167,153
514,851
100,812
471,331
2,254,147
242,867
458
9,669
220,828
473,822
-
-
(15,700)
(74,374)
(90,074)
1,410,020
515,309
94,781
617,785
2,637,895
16,937,959
802
4,735
477,453
17,420,949
9,272,858
1,260
14,404
299,572
9,588,094
Total
£
£
£
£
£
9,217,891
516,111
115,216
719,408
10,568,626
7,680,601
-
0
362,728
8,043,329
-
-
(15,700)
(74,374)
(90,074)
16,898,492
516,111
99,516
1,007,762
18,521,881
1,149,180
514,851
100,812
459,043
2,223,886
221,082
458
9,669
198,171
429,380
-
-
(15,700)
(74,374)
(90,074)
1,370,262
515,309
94,781
582,840
2,563,192
15,528,230
802
4,735
424,922
15,958,689
8,068,711
1,260
14,404
260,365
8,344,740
Freehold
Property
Furniture,
fittings and
equipment
L/Term
Leashold
Property
Motor
Vehicles
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 2023

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.

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�rought�orward
Reserves caried forward
The Assets & Liabilities
Fixed Assets
Current Assets
Current Liabilities
Total net assets

2023
2022
£
£
-
3,500
-
50,285
6
53,785
(6)
(53,791)
�
(6)
£
£
-
�
�
-
-
(6)
�
(6)
2023
2022
£
£
2,634,881
2,273,554
(2,408,211)
(1,625,266)
226,670
648,288
879,589
231,301
1,106,259
879,589
£
£
1,462,260
1,243,354
805,826
479,056
(1,161,827)
(842,821)
1,106,259
879,589

Page 48

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

12 DEBTORS

Due within one year Trade debtors Social security and other taxes debtor Other debtors Housing Debtor Prepayments Inter Company Debtor 13 CREDITORS: Bank Loans Trade creditors Other creditors Social security and other taxes Accruals and deferred income Inter Company Creditor 14 Deferred income reconciliation Brought Forward Amount deferred in year Amounts released Carried forward 15 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 Creditors include amounts not wholly repayable within five years as follows:-	Group 2023 2022 £ £ 1,577,708 1,069,020 126,834 139,971 522,983 387,562 1,100,786 774,300 751,693 616,755 -- - 4,080,004 £ 2,987,608 £ Group 2023 2022 £ £ 158,075 112,783 1,038,890 961,865 102,390 123,430 319,090 444,501 3,565,920 3,172,950 - - 5,184,364 £ 4,815,529 £ Group 2023 2022 £ £ 1,085,135 1,849,254 906,827 714,766 (860,383) (1,478,885) 1,131,579 1,085,135 Group 2023 2022 £ £ 7,789,495 4,886,000 2,442,202 1,824,056 10,231,697 6,710,056 9,696,027 6,165,704	Charity
		2023 2022 £ £ 1,476,828 1,107,748 126,834 139,971 516,083 370,689 765,597 568,600 693,070 570,658 156,409 116,712
		3,734,820 £ 2,874,378 £
		Charity
		2023 2022 £ £ 158,075 112,783 1,001,946 923,856 102,390 123,430 319,090 444,501 3,366,347 3,098,792 - -
		4,947,847 £ 4,703,362 £
		Charity
		2023 2022 £ £ 1,071,060 1,825,194 713,937 1,071,055 (820,817) (1,825,189)
		964,180 1,071,060
		Charity
		2023 2022 £ £ 7,789,495 4,886,000 2,442,202 1,824,056
		10,231,697 6,710,056
		9,696,027 6,165,704

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
LLoyds
31/03/2038
Social & Sustainable Capital

Annual
Interest
Charge
Balance
31/03/2023
Due 1 Year
Due 1 to 5
Years
Due Over 5
Years
Rates

141
-
-
-
-

1,748
53,554
4,714
18,856
29,985
1% + BOE

65
-3
-3
-
-

3,097
90,010
9,748
38,993
41,269
1% + BOE

1,038
31,051
3,192
12,770
15,089
1% + BOE

1,768
53,682
5,418
21,673
26,591
1% + BOE

9,870
291,476
24,755
99,021
167,700
1% + BOE

1,842
57,488
5,047
20,187
32,253
1% + BOE

1,086
24,971
1,668
6,672
16,631
2% + BOE

2,582
56,072
3,459
13,836
38,777
2.25% + BOE

2,049
44,663
2,795
11,179
30,689
6%

10,887
204,423
10,567
42,269
151,587
3% + BOE

3,422
55,884
3,028
12,113
40,743
6%

4,021
65,791
3,323
13,290
49,178
6%

23,221
430,985
25,531
102,122
303,331
4.75%

18,068
334,231
22,619
90,476
221,136
4.75%

-
2,901,420
-
-
2,901,420

-
1,929,425
-
-
1,929,425

-
1,474,000
-
-
1,474,000

-
806,000
-
-
741,573
2.25% + BOE
-
1,484,651
-
-
1,484,651
84,905
10,389,772
158,075
535,670
9,696,027

There are 15 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 by Social and Sustaintable Capital.

��

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

16	STATEMENT OF FUNDS 2023 Group UNRESTRICTED FUNDS: DESIGNATED FUNDS Fixed assets fund People Potential Possibilities Fixed assets fund P3 Housing Hardship fund - Staff Hardship fund - People We Work Alongside St Marys Bay Subtotal GENERAL FUNDS People Potential Possibilities P3 Housing Academy Of Youth Limited GROUP ADJUSTMENTS P3 Charity Inter Company Adjustment - Gifted Surplus from P3 Housing P3 Charity Inter Company Adjustment - Homes England Sub Contract For Support P3 Housing - Designated fund P3 Housing Inter Company Adjustment - Gifted Surplus to P3 Charity P3 Housing Inter Company Adjustment - Homes England Sub Contract For Support Reclassification of P3H Capital Projects P3 Housing - P3 Charity Grants to P3 Housing (Acorn NSAP) P3 Housing - Homes England Grant - Acorn House P3H Capital Grants 2021-22 P3H Inter Company Grant from P3 Charity RSAP P3 Housing - Homes England Grant - NSAP P3 Housing - Homes England Grant - RSAP P3 Housing WLDC Capital Grant - RSAP P3H - Movement of Capital Grants from Restricted to cover depreciation Total Capital Adjustments - P3 Housing P3 Housing - Homes England Grant - 53 Wellington Refurb Movement To Restricted Funds Total Capital Adjustments - P3 Housing General Funds Total unrestricted funds General Funds-Accounting treatment Differences between company and group financial stateme	Balance at 1 April 2022 Transfers in/(out) Balance at 31 March Income Expenditure 2023 £ £ £ £ £ 1,521,901 - - 4,047,016 5,568,917 1,243,354 218,906 1,462,260 100,000 - 5,975 - 94,025 100,000 - 803 - 99,197 20,000 - - - 20,000 2,985,255 - 6,778 4,265,922 7,244,399 9,072,614 25,260,876 25,037,766 (3,965,059) 5,330,665 879,590 2,634,881 2,311,873 1,202,598 (6) - - - (6) - (97,207) - - (97,207) - (260,500) - - (260,500) (1,243,354) - - (218,906) (1,462,260) - - (97,207) - 97,207 - - (260,500) - 260,500 18,690 - - (18,690) - 78,425 (20,495) 20,495 60,534 97,969 (33,354) - - 33,354 - 12,442 - - (12,442) - - (2,234) 2,234 195,044 190,576 - (2,347) 2,347 207,136 202,442 - (415) 415 39,735 38,905 479,179 (25,491) (504,670) - 555,382 (25,491) - - 529,892 - (7,110) (7,110) 192,890 192,890 555,382 (32,601) (7,110) 192,890 722,782 9,264,226 27,505,449 26,984,822 (3,991,075) 5,793,779 12,249,481 27,505,449 26,991,600 274,847 13,038,178 nts. ng assets from General to Designated Fund. Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ - 2,052 2,052 - - - 2,000 2,000 - - 1,571 1,539 3,110 - - - 1,000 1,000 - - - 269,028 269,028 - - - 39,771 39,771 - - - 113,003 113,003 - - - 39,972 39,972 - - - 2,682 2,682 - - - 955 955 - - - 1,367 1,367 - - - 1,826 1,826 - - - 83,521 83,521 - - - 1,460 1,460 - - - 920 920 - - - 1,361 1,361 - - - 250 250 - - - 1,000 1,000 - - - 104,100 104,100 - - - 18,976 18,976 - - - 16,062 16,062 - - - 10,000 10,000 - - - 13,776 13,776 - - - 7,029 7,029 - - - 12,393 12,393 - - - 10,487 10,487 - - - 127,930 127,930 - - - 116,238 116,238 - - - 23,067 23,067 - - - 1,228 1,228 - - - 48,616 48,616 - - - 19,376 19,376 - - - 6,016 6,016 - - - 2,685 2,685 - - - 6,316 6,316 - - - 1,003 1,003 - - - 258,420 258,420 - - - 45,120 45,120 - - - 16,000 16,000 - - - 24,575 24,575 - - - 40,580 40,580 - - - 15,349 15,349 - - - 1,223 1,223 - - - 43,696 43,696 - - - 2,500 2,500 - - - 3,570 3,570 - - - 5,000 5,000 - - - 800 800 - - - 834 834 - - - 3,300 3,300 - - - 3,000 3,000 - - - 203,619 40,618 (163,001) - - 7,500 7,500 - - - 1,156 1,156 - - - 5,580 5,580 - - - 26,298 26,298 - - - 167 167 - - ver depreciation. ad Project
	Designated fund for all assets across the group, movement of £218,906 (£671,063 - 2022) for P3 Housi RESTRICTED FUNDS Restricted Funds P3 Charity Alternative Giving - Wolverhampton Amber Valley Borough Council - Complex Needs Housing Management - Property Costs Cambridge County Council - Hoarding Project Cash For Kids Cheshire East Council - Care & Asylum Support Chesterfield Borough Council - Mental Health Homelessness Prevention Worker Derbyshire County Council - Warm Spaces Programme Derbyshire County Council - Covid 19 Fund Department of Work & Pensions - Access To Work Department of Work & Pensions - Kick Start Project East Midlands Airport - Community Fund Erewash Voluntary Action - CVS - Small Grant Scheme Gloucestershire County Council - Covid 19 Relief Gloucestershire NHS Foundation Trust Halton & St Helens VCS - Christmas Crisis Intervention Huntingdon District Council - MHCLG RRP Outreach Workers X 2 Hyde Charitable Trust - Tenancy Sustainment Support Lincolnshire Partnership NHS Foundation Trust - Intensive Housing Officer London Borough of Hillingdon - Corporate Grant London Borough of Hillingdon - Navigator Plus National Grid - Cosy Club Nationwide Building Society - Tenancy Sustainment Worker NHS Black Country ICB (QUA) - Hospital Discharge Workers NHS Black Country ICB (QUA) - Crisis Beds NHS Black Country ICB (QUA) - Hospital Patient Scheme NHS Hillingdon CCG - Navigator Plus North East Derbyshire DC - Emergency Energy Provision North East Derbyshire DC - Mental Health Homelessness Prevention Worker North West Leicestershire Council - Support Grant Paradigm Housing Group - Hoarding Service Places For People - Cambridge Prestbury United Charities Rotary Club - Rotary District Foundation Sandwell MBC - Emergency Housing Solutions Sandwell MBC - SWEP Admissions Social & Sustainable Capital - Gainsborough Legal Costs Social & Sustainable Capital - Gloucester & Lincoln Legal Costs Social & Sustainable Capital - Wolves Legal Costs Social & Sustainable Capital - Gloucester & Lincoln Sidecar Legal Costs South Derbyshire District Council - CVS Small Grant South Derbyshire District Council - Mental Health Officer Stoke City Council - Winter Food & Essentials Fund Stratford-on-Avon District Council - Access to Exercise Vale of Aylesbury Housing Trust - Thriving Communities Voluntary Action Jubilee Celerbrations Warwickshire County Council - Capital Funding Warwickshire County Council - Hardship Fund Warwickshire County Council - Household Support Fund West Lindsey District Council - Gainsborough Valuabe Housing Project West Midlands Combined Authority - Spot Purchase Fund Wolverhampton City Council -Adult Social Care Work Force Grant Wolverhampton City Council - Emergency Beds Wolverhampton City Council - In Reach Worker Wolverhampton City Council - One City Fund No Place Like Home Chesterfield Borough Council - 3 Keeping Everyone In Navigator Posts & Personalisation Chesterfield Borough Council - Keeping Everyone In Prison Navigator Post & Chesterfield Borough Council - North Derbyshire Cost Of Living Project Reclassification of Unrestricted funds in P3 Housing to show balances held in each Capital Project to co £192,890 Movement from Restricted to Unrestrstricted funds to cover depreciation on 53 Wellington Ro

Page 50

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

Restricted Funds P3 Charity continued
Young K&C - Christmas Holiday Play Scheme
Young K&C - Easter Activities 2022
Young K&C - Holiday Activities
Small Grants For People We Work Alongside
P3 Housing - Homes England Grant - 53 Wellington Refurb
Subtotal
Transfers of £355,891 (£1,106,198-2022) from restricted to unrestricted funds relates to releasing grant
P3C Restricted Donations
General Donations - Chill & Chat
Rotary Trust - Avondale Play
Avondale Primary School
Restricted Funds Rugby Portobello Trust
Grants
The Child Hood Trust - Champions For Children
DE Group - RPT Youth Room Lighting
Goldman Sachs - Michael Daffey
Greater London Authority - Young Londoners Fund
The Harrow Club
The Harrow Club - IFTAR Community Event for young people
Hollick Family Foundation - Magic Mums
Hollick Family Foundation - Football Academy
John Lyon's Charity - RPT Youth Rooms
John Lyon's Charity - RPT Youth
Linder Foundation - Thursday Nights
Linder Foundation - Man cave
London Community Foundaiton
PortmoreCharitable Trust - Magic Mums
Prism Charitable Trust
The Rory and Elizabeth Brooks Foundation
Royal Borough Of Kensington & Chelsea - Future Ready Plus
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 - Reducing Inequalities
Royal Borough Of Kensington & Chelsea - RPT Winter Warmth Grant
Royal Borough Of Kensington & Chelsea - Safer Neighbourhood Programme
Satalite Club
TBAP Foundation - Residentials
West London Zone
Young K&C - Lancaster Youth Hub
Young K&C - Young Adult MH Pathway
Young K&C - Half Term Provision
Subtotal
Fundraising
Brain Game
Christmas Fair
Football Academy
Junior Club
London Marathon
Opera
Opera Holland Gala
Portobello Diner
RPT Core Services
RPT Events
Subtotal
Donations
Atairos Management
Beneivity
The Dev Trust
The Graham Child Hood Trust
Francis Holland School
Individual Donations - RPT
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 - Mikes Lab
Individual Donations - Opera
Individual Donations - Portobelo Dinner
Individual Pledges - Christmas Fair - Magic Mums
Kilroot Foundation
Pangbourne House & Montessi School
Southampton Row Trust
Subtotal
RPT-Other Restricted Income
Room Hire
Room Hire - 226 Walmer Road
Room Hire - Opera
Play Sessions
Other Income
Other Income - Beats Workshop
Other Income - Patrons Programme
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

Brought
Transfers
Carried
Forward
Income
Expenditure
in/(out)
Forward
£
£
£
£
£
-
10,675
10,675
-
-
-
5,978
5,978
-
-
-
13,275
13,275
-
-
-
82,347
82,347
-
-
200,000
7,110
(192,890)
-
1,571
2,129,567
1,775,247
(355,891)
-
s which have beed funded to purchase fixed assets
-
600
600
-
-
-
1,000
1,000
-
-
-
447
447
-
-
-
2,047
2,047
-
-
-
9,986
9,986
-
-
-
2,750
2,750
-
-
-
7,471
7,471
-
-
7,094
46,822
46,937
-
6,979
8,939
4,725
9,142
-
4,522
-
925
925
-
-
-
20,000
20,000
-
-
-
3,682
3,682
-
-
-
15,500
15,500
-
-
-
33,000
33,000
-
-
3,901
12,099
16,000
-
-
-
4,118
1,322
-
2,796
2,723
16,022
15,243
-
3,502
-
2,904
2,904
-
-
-
3,056
3,056
-
-
-
6,404
6,404
-
-
-
2,300
2,263
-
37
3,177
21,784
14,749
-
10,212
-
34,963
34,963
-
-
-
19,084
8,128
-
10,956
-
9,387
9,387
-
-
-
375
375
-
-
980
-
1,519
539
-
-
264
235
-
29
-
7,418
7,418
-
-
-
14,071
14,071
-
-
-
8,467
8,467
-
-
-
2,238
2,238
-
-
-
4,160
4,160
-
-
26,814
313,975
302,295
539
39,033
1,428
33,832
15,036
-
20,224
66,106
107,200
37,278
-
136,028
-
2,051
2,051
-
-
778
-
23,610
22,832
-
15,043
3,553
-
-
18,596
2,197
15,846
9,235
-
8,808
8,065
-
-
-
8,065
488,761
362,038
101,452
(153,222)
596,125
-
4,531
4,531
-
-
-
300
70,796
70,496
-
582,378
529,351
263,989
(59,894)
787,846
-
1,000
1,000
-
-
-
637
6,224
5,587
-
-
500
500
-
-
-
5,000
5,000
-
-
-
1,000
1,000
-
-
3,016
161,509
132,945
(28,958)
2,622
-
3,491
-
-
3,491
-
6,974
-
-
6,974
5,000
-
56,931
51,931
-
-
1,352
1,352
-
-
15,992
-
-
-
15,992
-
7,747
7,747
-
-
46,641
22,487
9,844
-
59,284
-
1,000
159
-
841
897
3,519
-
-
4,416
-
10,208
-
-
10,208
1,398
-
1,398
-
-
-
10,500
10,500
-
-
-
500
500
-
-
-
2,500
2,500
-
-
72,944
239,924
237,600
28,560
103,828
-
64,000
64,000
-
-
-
19,800
100,844
81,044
-
-
1,000
1,000
-
-
-
21,363
52,158
30,795
-
-
95
95
-
-
-
5,045
5,045
-
-
-
2,500
2,500
-
-
12,248
-
-
-
12,248
12,248
113,803
225,642
111,839
12,248
694,384
1,197,053
1,029,526
81,044
942,955
695,955
3,328,667
2,806,820
(274,847)
942,955
12,945,436
30,834,116
29,798,420
-
13,981,133
Brought
Transfers
Carried
Forward
Income
Expenditure
in/(out)
Forward
£
£
£
£
£
2,985,255
-
6,778
4,265,922
7,244,399
9,264,226
27,505,449
26,984,822
(3,991,075)
5,793,779
12,249,481
27,505,449
26,991,600
274,847
13,038,178
695,955
3,328,667
2,806,820
(274,847)
942,955
12,945,436
30,834,116
29,798,420
-
13,981,133

Page 51

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR 16	THE YEAR ENDED 31 MARCH 2023 STATEMENT OF FUNDS 2022 Group UNRESTRICTED FUNDS: DESIGNATED FUNDS Fixed assets fund People Potential Possibilities Fixed assets fund P3 Housing Hardship fund - Staff Hardship fund - People We Work Alongside 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 statem	Balance at 1 April 2021 Transfers in/(out) Balance at 31 March Income Expenditure 2022 £ £ £ £ £ 1,832,415 - - (310,514) 1,521,901 572,291 - - 671,063 1,243,354 100,000 100,000 100,000 100,000 20,000 - - - 20,000 2,424,706 - - 560,549 2,985,255 7,128,326 23,343,361 21,941,606 542,533 9,072,614 231,302 2,273,554 1,625,266 - 879,590 (53,791) 3,500 (50,285) - (6) (572,291) - - (671,063) (1,243,354) 142,498 (149,417) (25,609) - 18,690 78,425 - - - 78,425 - (71,887) (38,533) - (33,354) - (195,000) (12,442) 195,000 12,442 - - - 479,179 479,179 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 ents. sing assets from General to Designated Fund. 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 - - 51,896 - 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 ed funded to purchase fixed assets tricted in group financial statements. in group financial statements. Note reversal of Prior year income recognition of cial statements.
	Designated fund for all assets across the group, movement of £671,063 (£572,291 - 2021) for P3 Hou RESTRICTED FUNDS Restricted Funds Group 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 Department 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 - 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 be (£195,000), (£12,442) - P3 Charity RSAP Capital Grant to P3 Housing - Income and expenditure is res Amber Valley Borough Council - Complex Needs Housing Management - Property Costs Chesterfield Borough Council - 3 Keeping Everyone In Navigator Posts & Personalisation Chesterfield Borough Council - Keeping Everyone In Prison Navigator Post & (£149,417), (£25,609) - P3 Charity Capital Grant to P3 Housing - Income and expenditure is restricted (71,887), (38,533) - Capital Grants in P3 Housing - Income and expenditure is restricted in group finan

Page 52

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

THE YEAR ENDED 31 MARCH 2023
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 Restric�ed 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
0
10,000
-
-
-
2,096
2,096
-
-
-
311
905
594
-
-
14,698
14,698
-
-
-
3,335
3,335
-
0
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
-
0
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
-
-
36,168
10,473
-
-
46,641
-
897
-
-
897
-
16,651
16,651
-
-
1,450
-
52
-
1,398
2,250
-
2,250
-
-
-
45,000
45,000
-
-
-
2,000
2,000
-
-
-
2,663
2,663
-
-
-
21,863
21,863
-
-
5,000
-
5,000
-
-
-
-
5,000
-
-
10,000
0
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 53

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

16	STATEMENT OF FUNDS 2023 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 Amber Valley Borough Council - Complex Needs Housing Management - Property Costs Cambridge County Council - Hoarding Project Cash For Kids Cheshire East Council - Care & Asylum Support Chesterfield Borough Council - Mental Health Homelessness Prevention Worker Derbyshire County Council - Warm Spaces Programme Derbyshire County Council - Covid 19 Fund Department of Work & Pensions - Access To Work Department of Work & Pensions - Kick Start Project East Midlands Airport - Community Fund Erewash Voluntary Action - CVS - Small Grant Scheme Gloucestershire County Council - Covid 19 Relief Gloucestershire NHS Foundation Trust Halton & St Helens VCS - Christmas Crisis Intervention Huntingdon District Council - MHCLG RRP Outreach Workers X 2 Hyde Charitable Trust - Tenancy Sustainment Support Lincolnshire Partnership NHS Foundation Trust - Intensive Housing Officer London Borough of Hillingdon - Corporate Grant London Borough of Hillingdon - Navigator Plus National Grid - Cosy Club Nationwide Building Society - Tenancy Sustainment Worker NHS Black Country ICB (QUA) - Hospital Discharge Workers NHS Black Country ICB (QUA) - Crisis Beds NHS Black Country ICB (QUA) - Hospital Patient Scheme NHS Hillingdon CCG - Navigator Plus North East Derbyshire DC - Emergency Energy Provision North East Derbyshire DC - Mental Health Homelessness Prevention Worker North West Leicestershire Council - Support Grant Paradigm Housing Group - Hoarding Service Places For People - Cambridge Prestbury United Charities Rotary Club - Rotary District Foundation Sandwell MBC - Emergency Housing Solutions Sandwell MBC - SWEP Admissions Social & Sustainable Capital - Gainsborough Legal Costs Social & Sustainable Capital - Gloucester & Lincoln Legal Costs Social & Sustainable Capital - Wolves Legal Costs Social & Sustainable Capital - Gloucester & Lincoln Sidecar Legal Costs South Derbyshire District Council - CVS Small Grant South Derbyshire District Council - Mental Health Officer Stoke City Council - Winter Food & Essentials Fund Stratford-on-Avon District Council - Access to Exercise Vale of Aylesbury Housing Trust - Thriving Communities Voluntary Action Jubilee Celerbrations Warwickshire County Council - Capital Funding Warwickshire County Council - Hardship Fund Warwickshire County Council - Household Support Fund West Lindsey District Council - Gainsborough Valuabe Housing Project West Midlands Combined Authority - Spot Purchase Fund Wolverhampton City Council -Adult Social Care Work Force Grant Wolverhampton City Council - Emergency Beds Wolverhampton City Council - In Reach Worker Wolverhampton City Council - One City Fund No Place Like Home Young K&C - Christmas Holiday Play Scheme Young K&C - Easter Activities 2022 Young K&C - Holiday Activities Small Grants For People We Work Alongside Subtotal P3C Restricted Donations General Donations - Chill & Chat Rotary Trust - Avondale Play Avondale Primary School Chesterfield Borough Council - 3 Keeping Everyone In Navigator Posts & Personalisation Chesterfield Borough Council - Keeping Everyone In Prison Navigator Post & Chesterfield Borough Council - North Derbyshire Cost Of Living Project	Balance at 1 April 2022 Transfers in/(out) Balance at 31 March Income Expenditure 2023 £ £ £ £ £ 1,521,901 - - 4,047,016 5,568,917 100,000 - 5,975 - 94,025 100,000 - 803 - 99,197 20,000 - - - 20,000 1,741,901 - 6,778 4,047,016 5,782,139 9,072,613 25,260,876 25,037,766 (3,965,059) 5,330,664 9,072,613 25,260,876 25,037,766 (3,965,059) 5,330,664 10,814,514 25,260,876 25,044,544 81,957 11,112,803 Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ - 2,052 2,052 - - - 2,000 2,000 - - 1,571 1,539 3,110 - - - 1,000 1,000 - - - 269,028 269,028 - - - 39,771 39,771 - - - 113,003 113,003 - - - 39,972 39,972 - - - 2,682 2,682 - - - 955 955 - - - 1,367 1,367 - - - 1,826 1,826 - - - 83,521 83,521 - - - 1,460 1,460 - - - 920 920 - - - 1,361 1,361 - - - 250 250 - - - 1,000 1,000 - - - 104,100 104,100 - - - 18,976 18,976 - - - 16,062 16,062 - - - 10,000 10,000 - - - 13,776 13,776 - - - 7,029 7,029 - - - 12,393 12,393 - - - 10,487 10,487 - - - 127,930 127,930 - - - 116,238 116,238 - - - 23,067 23,067 - - - 1,228 1,228 - - - 48,616 48,616 - - - 19,376 19,376 - - - 6,016 6,016 - - - 2,685 2,685 - - - 6,316 6,316 - - - 1,003 1,003 - - - 258,420 258,420 - - - 45,120 45,120 - - - 16,000 16,000 - - - 24,575 24,575 - - - 40,580 40,580 - - - 15,349 15,349 - - - 1,223 1,223 - - - 43,696 43,696 - - - 2,500 2,500 - - - 3,570 3,570 - - - 5,000 5,000 - - - 800 800 - - - 834 834 - - - 3,300 3,300 - - - 3,000 3,000 - - - 203,619 40,618 (163,001) - - 7,500 7,500 - - - 1,156 1,156 - - - 5,580 5,580 - - - 26,298 26,298 - - - 167 167 - - - 10,675 10,675 - - - 5,978 5,978 - - - 13,275 13,275 - - - 82,347 82,347 - - 1,571 1,929,567 1,768,137 (163,001) 0 - 600 600 - - - 1,000 1,000 - - - 447 447 - - - 2,047 2,047 - -

Transfers Balance at in/(out) 31 March

Balance at 1 April 2022

Page 54

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR	THE YEAR ENDED 31 MARCH 2023 Restricted Funds Rugby Portobello Trust Grants The Child Hood Trust - Champions For Children DE Group - RPT Youth Room Lighting Goldman Sachs - Michael Daffey Greater London Authority - Young Londoners Fund The Harrow Club The Harrow Club - IFTAR Community Event for young people Hollick Family Foundation - Magic Mums Hollick Family Foundation - Football Academy John Lyon's Charity - RPT Youth Rooms John Lyon's Charity - RPT Youth Linder Foundation - Thursday Nights Linder Foundation - Man cave London Community Foundaiton PortmoreCharitable Trust - Magic Mums Prism Charitable Trust The Rory and Elizabeth Brooks Foundation Royal Borough Of Kensington & Chelsea - Future Ready Plus 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 - Reducing Inequalities Royal Borough Of Kensington & Chelsea - RPT Winter Warmth Grant Royal Borough Of Kensington & Chelsea - Safer Neighbourhood Programme Satalite Club TBAP Foundation - Residentials West London Zone Young K&C - Lancaster Youth Hub Young K&C - Young Adult MH Pathway Young K&C - Half Term Provision Subtotal Fundraising Brain Game Christmas Fair Football Academy Junior Club London Marathon Opera Opera Holland Gala Portobello Diner RPT Core Services RPT Events Subtotal Donations Atairos Management Beneivity The Dev Trust The Graham Child Hood Trust Francis Holland School Individual Donations - RPT 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 - Mikes Lab Individual Donations - Opera Individual Donations - Portobelo Dinner Individual Pledges - Christmas Fair - Magic Mums Kilroot Foundation Pangbourne House & Montessi School Southampton Row Trust Subtotal RPT-Other Restricted Income Room Hire Room Hire - 226 Walmer Road Room Hire - Opera Play Sessions Other Income Other Income - Beats Workshop Other Income - Patrons Programme West London Zone - Man Cave TOTAL Rugby Portobello Trust Restric�ed 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	Income Expenditure 2023 £ £ £ £ £ - 9,986 9,986 - - - 2,750 2,750 - - - 7,471 7,471 - - 7,094 46,822 46,937 - 6,979 8,939 4,725 9,142 - 4,522 - 925 925 - - - 20,000 20,000 - - - 3,682 3,682 - - - 15,500 15,500 - - - 33,000 33,000 - - 3,901 12,099 16,000 - - - 4,118 1,322 - 2,796 2,723 16,022 15,243 - 3,502 - 2,904 2,904 - - - 3,056 3,056 - - - 6,404 6,404 - - - 2,300 2,263 - 37 3,177 21,784 14,749 - 10,212 - 34,963 34,963 - - - 19,084 8,128 - 10,956 - 9,387 9,387 - - - 375 375 - - 980 - 1,519 539 - - 264 235 - 29 - 7,418 7,418 - - - 14,071 14,071 - - - 8,467 8,467 - - - 2,238 2,238 - - - 4,160 4,160 - - 26,814 313,975 302,295 539 39,033 1,428 33,832 15,036 - 20,224 66,106 107,200 37,278 - 136,028 - 2,051 2,051 - - 778 - 23,610 22,832 - 15,043 3,553 - - 18,596 2,197 15,846 9,235 - 8,808 8,065 - - - 8,065 488,761 362,038 101,452 (153,222) 596,125 - 4,531 4,531 - - - 300 70,796 70,496 - 582,378 529,351 263,989 (59,894) 787,846 - 1,000 1,000 - - - 637 6,224 5,587 - - 500 500 - - - 5,000 5,000 - - - 1,000 1,000 - - 3,016 161,509 132,945 (28,958) 2,622 - 3,491 - - 3,491 - 6,974 - - 6,974 5,000 - 56,931 51,931 - - 1,352 1,352 - - 15,992 - - - 15,992 - 7,747 7,747 - - 46,641 22,487 9,844 - 59,284 - 1,000 159 - 841 897 3,519 - - 4,416 - 10,208 - - 10,208 1,398 - 1,398 - - - 10,500 10,500 - - - 500 500 - - - 2,500 2,500 - - 72,944 239,924 237,600 28,560 103,828 - 64,000 64,000 - - - 19,800 100,844 81,044 - - 1,000 1,000 - - - 21,363 52,158 30,795 - - 95 95 - - - 5,045 5,045 - - - 2,500 2,500 - - 12,248 - - - 12,248 12,248 113,803 225,642 111,839 12,248 694,384 1,197,053 1,029,526 81,044 942,955 695,955 3,128,667 2,799,710 (81,957) 942,955 11,510,469 28,389,543 27,844,254 - 12,055,758 Brought Transfers Carried Forward Income Expenditure in/(out) Forward £ £ £ £ £ 1,741,901 0 6,778 4,047,016 5,782,139 9,072,613 25,260,876 25,037,766 (3,965,059) 5,330,664 10,814,514 25,260,876 25,044,544 81,957 11,112,803 695,955 3,128,667 2,799,710 (81,957) 942,955 11,510,469 28,389,543 27,844,254 - 12,055,758

Page 55

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

16	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 Amber Valley Borough Council - Complex Needs Housing Management - Property C 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 Department 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 - 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 Subtotal Chesterfield Borough Council - 3 Keeping Everyone In Navigator Posts & Personalisation Chesterfield Borough Council - Keeping Everyone In Prison Navigator Post & Personalisation	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 9,072,612 7,128,326 23,343,360 21,941,606 542,533 9,072,612 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 56

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

R 17	THE YEAR ENDED 31 MARCH 2023 STATEMENT OF FUNDS 2022 P3 CHARITY 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 Restric�ed 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 - - 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 57

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)�

FOR THE YEAR ENDED 31 MARCH 202 �

17 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 2023 2022 - 7,031,177 10,389,772 17,420,949 9,588,094 - - - - - 942,955 213,222 5,635,704 6,791,881 10,067,398 - - (10,231,697) (10,231,697) (6,710,056) 942,955 7,244,399 5,793,779 13,981,133 12,945,436

Analysis of net assets between funds Year End March 2022 Comparative

Tangible fixed assets
Investments
Net current assets
Creditors due in more than one year
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
-
2,765,255
6,822,839
9,588,094
-
-
0
0
695,955
220,000
9,151,443
10,067,398
-
-
(6,710,056)
(6,710,056)
695,955
2,985,255
9,264,226
12,945,436
Restricted
funds
Designated
funds
General
funds
Total 2023
-
5,568,917
10,389,772
15,958,689
-
-
0
0
942,955
213,222
5,172,589
6,328,766
-
-
(10,231,697)
(10,231,697)
942,955
5,782,139
5,330,664
12,055,758

Analysis of net assets between funds Year	End March 2022 Comparative (Charity)
Tangible fixed assets	Restricted funds Designated funds General funds Total 2022 - 1,521,901 6,822,839 8,344,740
Investments	- - 0 0
Net current assets	695,955 220,000 8,959,830 9,875,785
Creditors due in more than one year	- - (6,710,056) (6,710,056)
	695,955 1,741,901 9,072,613 11,510,469

18 CHARITY OPERATING LEASE COMMITMENTS

At 31 March 2023 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	2023 2022 2023 2022 £ £ £ £ 1,052,366 735,235 692,897 438,747 2,408,221 1,305,593 518,721 405,632 670,189 691,586 - - 4,130,776 2,732,414 1,211,618 844,379 Land and Buildings Other

Page 58

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)�

FOR THE YEAR ENDED 31 MARCH 202 �

19 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 59

2023-03-31-accounts

P3 Charity Group

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

GROUP REPORT AND FINANCIAL STATEMENTS

PEOPLE POTENTIAL POSSIBILITIES

YEAR ENDED 31 MARCH 2023

LEGAL AND ADMINISTRATIVE INFORMATION

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

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

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

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.

OUR YEAR

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

• 12 apartments in Long Eaton

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

CHILDREN & YOUNG PEOPLE

ORGANISATIONAL GROWTH

STRUCTURE, GOVERNANCE AND MANAGEMENT

CONSTITUTION

METHOD OF APPOINTMENT OR ELECTION OF TRUSTEES

PEOPLE POTENTIAL POSSIBILITIES

POLICIES ADOPTED FOR THE INDUCTION AND TRAINING OF TRUSTEES

Summary of the Work of Sub-Committees 2022-23

1.0 Summary of activities: People Board

Members: Dorothy Lane (Chair)

2.0 Summary of activities: Audit, Risk & Assurance Sub-Committee

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

Members: Richard Bowley (Chair) Adam Hackett Yvonne Thomas Thea Hinde

4.0 Summary of activities: HR, EDI & Safeguarding Committee

Members: Aquilla Lindo-Cozzella (Chair) Thea Hinde Nancy Scott

5.0 Summary of activities: Governance, Remuneration & Nominations Sub-Committee

Members: Carol Carter (Chair) William Cock Yvonne Thomas

ORGANISATIONAL STRUCTURE AND DECISION MAKING

PEOPLE POTENTIAL POSSIBILITIES

OBJECTIVES AND ACTIVITIES

WHO WE ARE

OBJECTS

MISSION

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)

STRATEGIES FOR ACHIEVING OBJECTIVES

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

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

ACTIVITIES FOR ACHIEVING OBJECTIVES

PUBLIC BENEFIT

STRATEGIC REPORT

ACHIEVEMENTS AND PERFORMANCE

OUR IMPACT PRIORITIES

OBJECTIVE 1

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)

FOR THE YEAR ENDED 31 MARCH 2023

OBJECTIVE 2

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

OBJECTIVE 3

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

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

OBJECTIVE 4

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

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

OBJECTIVE 5

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

PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2023

OUR ENABLING PRIORITIES

OBJECTIVE 6

We will provide a quality offer:

PEOPLE POTENTIAL POSSIBILITIES

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