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2024-03-31-accounts

P3 Charity Group

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

GROUP REPORT AND FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2024

Company No: 02495423 Charity No: 703163

PEOPLE POTENTIAL POSSIBILITIES

YEAR ENDED 31 MARCH 2024

CONTENTS Page
Legal and Administrative information 1
Trustees' report 2 - 33
Independent auditor's report 34
Consolidated statement of financial activities 38
Consolidated Balance Sheet 39
Charity Balance Sheet 40
Consolidated statement of cash flows 41
Notes forming part of the financial statements 42 - 61

PEOPLE POTENTIAL POSSIBILITIES

LEGAL AND ADMINISTRATIVE INFORMATION

FOR THE YEAR ENDED 31 MARCH 2024

Trustees AJP Hackett (Chair of Trustees) CA Carter (Appointed 26 September 2017) D Lane (Appointed 19 October 2015) W RJ Cock (Appointed 14 January 2021) A Lindo-Cozzella (Appointed 14 January 2021) N Scott (Appointed 14 January 2021) Y Thomas (Appointed 15 September 2021) R Bowley (Appointed 17 November 2021) T Hinde (Appointed 17 November 2021) S Appleby (Appointed 17 November 2021) DJ Morris (Appointed 29 November 2023) O Shiraji (Appointed 29 November 2023) Company Registered Number 02495423 Charity Registered Number 703163 Registered Office Eagle House Cotmanhay Road Ilkeston Derbyshire DE7 8HU Company Secretary Jack Michael Buckler (Appointed 29 January 2024) Kathryn Kozlowski (Resigned 29 January 2024) 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 2024

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 2024. 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 influence and 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 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 and team building programmes, all with the same purpose: to continuously improve the lives of the people we work alongside.

P3’s overall performance remains robust. 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 active and committed Trustees, outstanding leadership and devoted staff. I am utterly confident that we will continue to deliver our objective to transform people’s lives.”

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

ABOUT P3

Founded over 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 2023 to March 2024, the P3 Group — worked alongside 33,180 (29,830) people.

Right across England someone, somewhere talks to a P3 worker every 10 (13) seconds.

P3 specialises in homelessness services, bespoke support for people living with a hoarding disorder, 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 2023/24.

This continued to be guided by our five-year strategy; developed through the work delivered post-pandemic, it responds to the ongoing impact of government austerity, the cost-of-living crisis, fuel crisis and the increase in levels of poverty and 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 over 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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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

Together we enabled 2,508 (2,818) people experiencing homelessness across England to exit the streets and access safe and comfortable temporary accommodation.

• P3 strategy continues to develop advice and support solutions for people going through a tough time with service expansion into new areas including West Yorkshire and Redditch.

P3 advice services offered life changing advice and support to 14,138 (11,622) 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 Calderdale, West Yorkshire.

• P3 children and young people services in Hillingdon are set to benefit from further Department of Health and Social Care (DHSC) funding for preventative mental health support and wellbeing services.

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 navigate the crises and 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. We remain the preferred services partner for multiple public sector authorities and are recognised as a modern, trusted, award-winning national charity. We continue to understand the needs of the communities we serve and are agile to respond to and shape our offer to ensure people receive the right support in the places and spaces accessible to them. In this way we continue to reach more people, impact entire communities and expand our organisational reach 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. Plus, we have mobilised new services and focussed on innovation, with continued expansion into new local authority areas and the development of new partnerships and models of support to reach more people who continue to struggle financially, emotionally and educationally.

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However, the year has also been one of challenge, as we as an organisation have had to speak candidly as an advocate for the people we work alongside and champion the need for wraparound support services. The tension of increased financial pressures for local authority partners have seen some of them warning they are facing an imminent funding crisis (recent years have seen six local authorities declare themselves bankrupt, with many others reporting that they too may soon be forced to do the same).

With an identified funding gap of £4 billion over the next two years across the ppublic sector, over-stretched local authority teams are unable to meet the significant challenges posed by the increased demand for services.

These challenges have impacted P3 services as some local authority regions have reduced their portfolio of statutory and non-statutory service provision. Funding has been withdrawn for some preventative advice and floating support services with P3 decommissioning advice services in Leicester, Wolverhampton and Buckinghamshire.

New and expanding P3 services have supported (14,614) 13,592 people living with mental ill-health over the past year. We offer advice 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 expanded our Derbyshire mental health and wellbeing services launching the Safe Haven and the Crisis House to provide access to information, advice, guidance and out-of-hours support for people aged 18+ with urgent mental health needs.

Here we remain agile—continuing to learn, to evolve as an organisation, while looking for new avenues to deliver much-needed support—we have innovated, securing growth through effective partnership working with the NHS across our mental health support services and the expansion of our bespoke hoarding support for people living with a hoarding disorder.

Once again as we pause and reflect on the year behind us and look to the coming twelve months so much about the forces shaping society remain politically and economically uncertain. A general election and further political churn looms, but our role remains constant; P3 will continue to keep pace with the challenges posed by the operational environment, we will continue to build our services and design for the future. For the people and communities we work alongside, times remain tough, so we will continue 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 government regions.

There are no quick fixes. The challenges coming down the line for the people we work alongside are greater still than those faced in previous years. The kindness and support offered by P3 has never been more needed. Standing still isn’t an option for the organisation, we’ve still got vital work that we must continue to do.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

P3 Housing, our Registered Social Landlord, now offers 610 (362) places for people to live and over the past year 2,239 (2,023) people have made a home in P3 Group accommodation.

P3 must continue to push forwards, to be present in people’s lives and to bridge the ever-widening gap in social inequality while delivering services which restore dignity and achieve impact.

HOUSING

As our current strategic window draws to a close, we can demonstrate how bold planning has achieved significant differences for people.

Over the past year we have completed our P3 Housing portfolio to offer:

Delivered with £20 million in investment, our intent to create sustainable housing ecosystems has changed people’s lives. Having somewhere affordable, sustainable and settled to call home for the long-term has brought stability; positive relationships have been able to flourish and people have been able to focus their energy on finding meaning through education, employment and volunteering. Here, our Registered Social Landlord P3 Housing has enabled people to thrive.

Today we offer the best homes for the people we work alongside to live comfortable, settled lives and stay connected to their local community. And, with this successful transformation of P3 Housing, the foundations have been laid for the housing association to begin to take on all the housing from P3 Charity. Our next steps over the coming year will see a review of our intergroup arrangements, leases and management agreements to this end.

The process will ensure all P3 Group governance arrangements are transparent and effective and will see P3 Charity and P3 Housing more effectively discharge all their legal duties to both regulators. Most importantly for the people who live in our homes the way we manage our housing stock and tenancies will be improved, as we continue to deliver longterm stability for people and somewhere safe and settled to call home.

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COLLEAGUES

Over the past year P3 has continued to be shaped by a highly motivated team. Unrelenting, powerful, purposeful and kind, our colleagues have, once again, demonstrated unwaivering commitment to the organisation, keeping the people we work alongside at the very heart of our activities.

The P3 team do a remarkable job—whether its running a service for yourng people, working in accounts or essential repairs in someone’s home—collectively 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! You are and will always be our most valuable asset!

Organisationally we have reviewed our corporate, strategic and operational structure to embody our mission, vision and values. Working to define the P3 culture and cultivate it through leadership processes and strategies, prioritising culture-building; and designing the organisation and its operational processes to support our purpose and make sure they are aligned with our core values.

We have welcomed Gemma Bukel as our new Deputy Chief Executive and Rebecca Harrington Leigh as our new Chief Operating Officer, who together are driving the scope and development of our service delivery, while navigating further operational changes.

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.

We now have dedicated Quality, 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 quality support, social value and reducing our environmental footprint.

Collectively, we have worked to develop a new culture-building approach, one in which everyone in the organisation is an active participant in our positive culture as well as continuing 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 as P3 is a place where everyone gives their best and the organisation does its best for our people. We are all equal partners effort to end social injustice!

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CHILDREN & YOUNG PEOPLE

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

• 1,688 (1,494) children and young people have benefitted from weekly homework support, play and creative activities, football coaching, employment advice, youth work (supporting mental, physical and emotional wellbeing) and parenting skills at Rugby Portobello Trust (RPT).

• 379 (316) young people have found a place to live, feel safe, settled and call home—even after they’ve left our support— offering stability, guidance and most importantly, people they can rely on as they build their future beyond spending time in the care system.

It has been another brilliant year for P3’s Rugby Portobello Trust (RPT). We’ve seen children’s pride when they have made meaningful academic progress, we’ve been there to listen to and guide young people through the challenges of living in a polarised society and we’ve been the shoulder mums needed when things got too tough. Over the past year we have supported 1,688 (1,494) children, young people and parents.

We’ve continued to strengthen our offer through training, resources and systems to 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.

RPT patron programmes, including our Young Patrons Circle (the YPC), continue to make a genuine difference in our community. Our programmes aim to give supporters an inside look into RPT's unique approach to making a difference young people’s lives, community-wide issues, as well as information about challenges we're facing or pilots we're running.

Every activity at RPT is made possible by the generosity of our donors who continue to fund more than 80 per cent of the centre’s activities. We are once again incredibly grateful for all the support received from the local community, whose generosity keeps our doors open. This vital support enables us to be accessible for the children and young people of North Kensington who rely on us daily for support, guidance and access to skills-building opportunities. Every fundraising event and donation, coupled with the dedication of our amazing volunteers and colleagues has combined to once again to deliver impact, enriching the lives of children and young people we work alongside.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

ORGANISATIONAL GROWTH

Today we run 79 (72) 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 our operational costs, and our fundraised income is used to ‘add value’ to services. We are one of the largest and most successful charities and social enterprises in our field.

P3 continues to deliver service excellence against a framework of industry-standard benchmarks, drawing on best practice and quality models from across the charity, social enterprise and housing sectors. We have worked to retain our existing services and extended our reputation to secure new ones, mobilising eight new services across Cambridgeshire, Derbyshire, Milton Keynes, Nottingham, Stratford, Redditch and West Yorkshire.

Collectively the P3 team continue to do remarkable things—all pushing together as we continue to change people’s lives.

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

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

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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:

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

ORGANISATIONAL STRUCTURE AND DECISION MAKING

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

Summary of the Work of Sub-Committees 2023-24

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

Members: Sarah Appleby (Chair) William Cock Richard Bowley

Over the course of 2023/2024 financial year, the Audit, Risk and Assurance sub-committee has continued to regularly review and scrutinise the corporate risk register, including mitigations against emerging or high-level risks. The sub-committee has overseen and reviewed the progress of P3’s external internal auditor, Azets, in the completion of their four audits over the financial year. Additionally, the committee has agreed the scope of the second year of the external internal audit 2024-2025.

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The sub-committee has continued to review progress against the recommendations set out in the management letter from P3’s previous external audit on a quarterly basis and expanded its scope to also review action points from external internal audits. The subcommittee has scrutinised all serious incidents reported to the Charity Commission and reviewed the P3 Group’s insurance and legal advice arrangements. The sub-committee has overseen P3’s compliance to its contractual KPIs through a quarterly review of its operational reporting to commissioners. The sub-committee also reviewed and recommended the statutory accounts for 2022/2023 to the Board of Trustees for approval.

2.0. Summary of activities: Finance & General Purposes Sub-Committee

Members: Richard Bowley (Chair) Adam Hackett Yvonne Thomas Thea Hinde David Morris (joined January 2024)

Over the course of the 2023-2024 financial year, the Finance and General Purposes subcommittee has continued to oversee implementation of P3’s Financial Strategy. P3 Group continues to 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 build its assets for the future. The sub-committee also recommended the 2024/25 budget to the Board of Trustees following review by the chair and members.

The sub-committee has reviewed the financial policies of P3 Charity and overseen the management accounts of the organisation. It has recommended the management accounts and reforecasts of the budget to the Board on a quarterly basis. The committee is making on-going improvements to the management accounts to ensure that the appropriate financial information is presented to trustees in an accessible way. The sub-committee has also ensured that the charity’s financial reporting and regulatory compliance requirements are satisfied, including the oversight of P3’s Charity’s filings with the Companies House and the Charity Commission. Additionally, the sub-committee has reviewed all new development opportunities and has scrutinised all bids and tenders for contracts made by P3 Charity to ensure that business development remains a priority for the charity and that new contracts align with its charitable objects.

3.0. Summary of activities: HR, EDI & Safeguarding Committee

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

Over the course of the 2023/2024 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

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departments. The sub-committee has reviewed all HR and Safeguarding policies to ensure they are in date and appropriate policies are in place.

In addition, the committee has reviewed all serious safeguarding incidents and safeguarding trends on a quarterly basis. It has also reviewed all Serious Incident Reports made to the Charity Commission relating to safeguarding incidents in 2022-2023. Sub-committee members have also 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. Additionally, the sub-committee has reviewed and approved P3 Group’s EDI Strategy 2024-2027 and continues to advise and provide guidance as P3 completes an external benchmarking of its current EDI offer to colleagues.

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

Members: Carol Carter (Chair) William Cock Yvonne Thomas

Over the course of the 2024/2025 financial year the Governance, Renumerations and Nominations Committee has continued to review progress against P3 Charity’s action plan to ensure compliance against Charity Governance. As part of this action plan the subcommittee approved an internal governance review, including a board effectiveness assessment for all trustees to complete. Based on the findings of the internal governance review held in 2022/2023 the sub-committee oversaw the recruitment process for two new trustees to the Board to meet the skills gaps identified. These trustees were appointed at P3 Charity’s AGM in November 2023.

Additionally, the sub-committee has continued to oversee an external governance review, led by Devonshires Solicitors, focussing on the relationship between P3 Charity and P3 Housing. Members of the sub-committee have undertaken benchmarking of staff salaries for submission to the Chair of Trustees for consideration and recommendation to the subcommittee, 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 subcommittees for review and scrutiny on an annual basis.

The Governance, Remuneration & Nominations Committee has also approved a review of the pension arrangements for P3 Charity, due in 2024/2025. The sub-committee approved the appointment of pension advisors, Second-Sight, to conduct a market review to ensure that P3’s pension plan continues to meet our Carbon Reduction Plan ambitions and continues to provide the best possible outcomes for our colleagues contributing to the scheme.

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

Over the course of the 2023/2024 financial year the People Board sub-committee continues to oversee and review the implementation of P3’s ‘People Standards’ across the organisation and has overseen the recruitment of 27 peer reviewers, the training of 22 people we work alongside in recruitment and selection to participate on P3 interview panels, and 234 P3 staff trained in customer services by the People Shaping P3 Team.

Additionally, the People Board has approved the People Shaping P3 Strategy to embed coproduction and people involvement across P3 Charity to improve outcomes across our services. People Board reviews progress against the strategy’s desired outcomes quarterly. The People Board has also been successful in recruiting two people we work alongside to sit as members of the People Board and has reported its progress and fed into the Board of Trustees.

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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:

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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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:

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

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

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

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

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

Our impact enabling priorities are:

  1. We will provide a quality offer.

  2. We will work with transparency.

  3. We will work with a focus on the experiences of the people we work alongside. 9. We will excel in both digital and offline services so that everyone can access our support.

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

  5. 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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ACTIVITIES FOR ACHIEVING OBJECTIVES

Current activities include:

PUBLIC BENEFIT

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

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

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STRATEGIC REPORT

ACHIEVEMENTS AND PERFORMANCE

Over the last financial year, P3 has again become a bigger, stronger and more diverse organisation. In 2023/24, across the group an average of 813 (778) staff and almost 300 (300) regular volunteers supported 33,000 (30,000) people across towns and cities over seven regions in England—the South East, the South West, London, East Midlands, West Midlands, Yorkshire and the Humber and the North West—helping people to achieve their goals and aspirations.

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

OUR IMPACT PRIORITIES

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

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

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

OBJECTIVE 1

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

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OBJECTIVE 2

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

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OBJECTIVE 3

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

OBJECTIVE 4

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

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

homelessness with personalised support to help people successfully move onto the right longer-term accommodation suited to their needs.

OBJECTIVE 5

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

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“We have lots of discussions while cooking … The kitchen has become the place where young people talk about their lives and get advice and support.”

– P3 Support Worker

“In some sort of weird sense, I'm glad it's happened at a young age. I was going to say, it's kind of the life lessons are learned, early. So, I think I've got decades in front of me. I was 20-years-old. I didn't have anything to mess up. Yeah? The only thing was my mental health and my state of mind.

“So, where I am now is I'm 30. Yeah, so blossom and go for it! Don't be arrogant, don't be trying to be better than anyone else, don't judge people. Always be pleasant and kind to people. Yeah, that's it, and go far in life. Whether or not it's in a well-paid job or it's just as a happy person.

“Yeah, and with P3 I'm starting to get there.”

“I can’t thank P3 enough for what they are doing for me, they have done so much already and every time they are here, I thank them because they are fantastic.”

– Person supported by P3 Bespoke Hoarding Services

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

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:

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OBJECTIVE 7

We will work with transparency:

OBJECTIVE 8

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

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

OBJECTIVE 9

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

OBJECTIVE 10

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

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OBJECTIVE 11

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

“No child or young person should suffer alone, and this additional funding for 24 mental health hubs will improve access and bring in more staff and experts who can help those who need it the most.

“The P3 Navigator Hub currently provides a drop-in service for young people in crisis and offers advice on range of areas including homelessness, unemployment, physical and mental health and domestic abuse.

“This will build on the brilliant work they already do and supports our ongoing work to make sure every person has access to the highest quality mental health services.”

– Mental Health Minister Maria Caulfield.

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

VIABILITY STATEMENT

The Executive have assessed the prospects of the Charity up to 31 March 2026. 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.

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

In forecasting our financial results, we assume that contracts will end at their contractual date. What we actually experience is 85 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 organisation. Our base projections indicate that our cash levels, debt facilities and projected headroom are adequate to support the Charity over the next three years.

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

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

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

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

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TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

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

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:

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 £14m (£13m) and required contingency as per our Reserves Policy is £9m (£5.7m), our capital investment program is £651k (£2m) leaving £4m (£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 38.

Total income for the year was £36.4m (2023; £30.8m). Total expenditure for the year was £34.8m (2023: £29.8m). Net income for the year was £1.5m (2023: £1m). At 31 March 2024 the net assets shown in the Consolidated Balance Sheet amounted to £15.5m (2023: £14m).

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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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

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 2024/25 will be to deliver what we are best at across the health and social care, education and welfare arenas as the transformational public service delivery agenda unfolds.

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

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

RISK MANAGEMENT AND MITIGATION

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

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

Risk Mitigation
Impact of Government legislation
changes on income		 Presence on and at key government
forums, regulatory bodies and
conferences to try to influence
policymaking
Loss of income—impact on cash flow Diversification plans to minimise reliance
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. Actual results against budget are reported to Board meetings, together with updated year-end projections, which the Executive Leadership Team

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

review regularly. The Charity’s day-to-day financial processes are governed by financial regulations through a system of financial controls and delegated authorities approved and monitored by the Board.

KEY MANAGEMENT PERSONNEL

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

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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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

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:

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:

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PEOPLE POTENTIAL POSSIBILITIES

TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024

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 3 (4) serious incident reports to the Charity Commission this year:

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:

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PEOPLE POTENTIAL POSSIBILrriES TRUSTEES, REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT) FOR THE YEAR ENDED 31 MARCH 2024 AUDITORS The auditors. Price Bailey. will be proposed for re-appointrnent in accordance with Section 485 of the Companies Act 2006. APPROVAL This Trustees, Report, incorporating the Strategic Report. Was approved by the Trustees on 11 s Gpfcffl Pc£ Loz arKJ signed on its behaK, by: Adam Hackett Chair of Trustees Page 33

INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2024

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 2024 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:

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.

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INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2024

Other information (continued)

If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves.

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

We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

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

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:

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.

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INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2024

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:

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.

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INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF PEOPLE POTENTIAL POSSIBILITIES FOR THE YEAR ENDED 31 MARCH 2024

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

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.

Suzanne Goldsmith FCA (Senior Statutory Auditor) For and on behalf of

PRICE BAILEY LLP

Chartered Accountants Statutory Auditors

Tennyson House Cambridge Business Park Cambridge CB4 0WZ

Date: 12 November 2024

PEOPLE POTENTIAL POSSIBILITIES

P3 CHARITY CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES

(Incorporating Income and Expenditure account)

FOR THE YEAR ENDED 31 MARCH 2024

Restricted Unrestricted Total Funds Total Funds
Funds 2024 Funds 2024 2024 2023
Note £ £ £ £
INCOME FROM
Donations 2 511,719 6,918 518,637 256,778
Other trading activities 504,342 24,552 528,894 648,474
Investments - 997 997 1,221
Social Inclusion 3 2,537,403 32,617,456 35,154,859 29,894,145
Other 4 577 152,215 152,792 33,499
TOTAL 3,554,041 32,802,138 36,356,179 30,834,116
EXPENDITURE ON
Raising Funds
Costs of generating voluntary - 88,331 88,331 55,375
income
- 88,331 88,331 55,375
Charitable expenditure:
Social Inclusion 7 2,910,476 31,829,747 34,740,223 29,743,044
TOTAL 2,910,476 31,918,078 34,828,554 29,798,419
Net income before gains on investments 643,565 884,060 1,527,625 1,035,697
Gains on investment 12 - - - -
NET MOVEMENT IN FUNDS 643,565 884,060 1,527,625 1,035,697
RECONCILIATION OF FUNDS
TOTAL FUNDS BROUGHT FORWARD 1,665,737 12,315,396 13,981,133 12,945,436
Movement In Funds (415,474) 415,474 - -
TOTAL FUNDS CARRIED FORWARD 1,893,828
£		 13,614,930
£		 15,508,758
£		 13,981,133
£

All of the above results are derived from continuing activities. The Statement of Financial Activities includes all gains and losses recognised in the year. The comparative figures for 2018 have been represented under FRS102 (SORP 2015) on the Statement of Financial Activities in Note 19.

Page 38

PEOPLE POTEimAL POSSIBILMES (Company number 02495423) P3 CHARITY CONSOLIDATED BALANCE SHEEr AS AT 31 MARCH 2024 Note 2024 2023 FIXED ASSETS Tangible fvxed asset8 Investrnents Usled investrnents 10 20.618.335 12 12 17.420.949 20.618,335 17.420.949 CURRENT ASSErs Debtors Cash at Bar& 13 4,430.762 6,535.679 10.966.441 4,080,003 7.896.243 11.976.245 CREDrroRS: anowits f45rkg dug withtn ofte 14 S.094,108 5.184.364 5.872.333 6 791,881 TOTAL ASSETS LESS CURRENT UABILITIES 26.490.668 24.212,830 CREDrroRS: wnounts faI￿r0 due after more than one year 10 10.981.910 10.231897 NEf ASSETS £ 15,508.758 13,981,133 CHARITY FUNDS Restricted FLmds Unrestricted Fuftds 17 17 1.893.828 13.614,930 1.665,737 12.315,396 £ 15,508,758 13,981,133 The finanrAal stalements were approved by the Trustees and auttbJri¥ed for Issue on I I s 20 Z* and signed on Iheir behall ty. Adam Ha ett Chalr of Trustees The Th)tes on pages 42 to 61 fom part ofthese financlal ststements. Page 39

PEOPLE POTENTIAL POSSIBILITIES (Company number 024954231 CHARITY BALANCE SHEET AS AT 31 MARCH 2024 Nota 2024 2023 FIXED ASSETS Tangtisle T￿1 assets Investments Listed inveslments 10 19.176.508 12 12 15.958.6Bg 19.176.508 15,958,889 CURRENT ASSErs Deblots Cash al 8ar& 13 4,099,880 6.376,578 10.476,458 3,734,820 7.541,794 11.276.613 CREDJTORS.. Fdnounts fallng dug on• 14 4.932.379 4.947.847 S.S44.079 6.328.766 TOTAL PtsSETS LESS CURRENT LIABILMES 24,720.588 22,287.455 cRED￿ORS. *nounts falong due after mf than one 16 10.981.910 10 231.697 NET ASSETS £ 13.738.678 12.055.758 CHARITY FUNDS Restr¢led Unrestricted FunLts 17 17 1,208.940 12.529.738 942.955 11.112,803 £ 13.738.678 12.055,758 The firAncial statemgnts were Trustees and aulhorlsed lor issue on 11 sÉe'rL¢q Zoz r and signed on thw'r behatt by. Adam Ha Chalr of Trustees The notes on pages 42 to 61 form part ofthese stalemenls. Page 40

PEOPLE POTENTIAL POSSIBILITIES

CONSOLIDATED STATEMENT OF CASH FLOWS

FOR THE YEAR ENDED 31 MARCH 2024
Cash from operating activities
Cash flows from investing activities
Purchase of tangible fixed assets
Proceeds from the sale of tangible fixed assets
Transfer of investments on merger
Purchase of investments
Proceeds from sale of investments
Investments in associates
Investment income
Net cash (used in) investing activities
Cash flows from financing activities:
Repayment of borrowings
Cash inflows from new borrowing
Net cash provided by (used in) financing activities
Increase in cash and cash equivalents in the reporting period
Cash and cash equivalents at the beginning of the reporting period
Cash and cash equivalents at the end of the reporting period		 2024
2023
£
£
1,620,694
736,476
(4,099,192)
(8,306,677)
360,972
4,192
-
-
-
-
-
-
-
-
-
-
(3,738,220)
(8,302,485)
(143,039)
(142,562)
900,000
3,709,495
756,961
3,566,933
(1,360,564)
(3,999,076)
7,896,243
11,895,319
6,535,679
7,896,243

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

Net movement in funds
Depreciation of tangible fixed assets
Surplus on disposal of tangible fixed assets
Investment income
Investment (Gains) / Losses
Reduction /(Increase) in debtors
Increase in creditors
Investment Account Reduction
Other Operating Activities
Net cash flow from operating activities
Analysis of cash and cash equivalents
Cash in hand
Total cash and cash equivalents
ANALYSIS OF CHANGES IN NET DEBT
Cash
Bank overdraft
Loans due within one year
Loans due after one year		 2024
2023
£
£
1,527,625
1,035,697
663,656
473,822
(122,822)
(4,192)
-
-
-
-
(350,759)
(1,092,395)
(90,256)
323,543
-
-
(6,749)
1
1,620,694
736,476
2024
2023
£
£
6,535,679
7,896,243
6,535,679
7,896,243
As at 1 April
2023
Cashflows
Other non-
cash
movement
As at 31 March
2024
£
£
£
£
7,896,243
(1,360,564)
-
6,535,679
-
-
-
-
158,075
(14,100)
-
143,975
10,231,697
750,213
-
10,981,910
18,286,015
(624,451)
-
17,661,564

Page 41

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2024

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 42

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

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 43

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

Tangible fixed assets and depreciation

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

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

Freehold property - 50 years straight line Long term leasehold property - 3 to 5 years straight line (see also note 10) Motor vehicle - 3 years straight line Furniture, 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 44

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

Financial instruments

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

Debtors

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

Cash at bank and in hand

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

Creditors

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

Employee benefits

Short term benefits

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

Employee termination benefits

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

Page 45

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

2 INCOME FROM DONATIONS, GRANTS AND CORE FUNDING

Donations
Donations 2023 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
NHS Trust Income Personalisation
Sales and Catering Income
Fees for Educational Services
National Citizenship Services
Rugby Portobello Trust Grants
Hoarding Services
Capital Grants		 Restricted
Funds 2024
Unrestricted
Funds 2024
£
£
511,719
6,918
518,637
256,778
241,970
14,808
256,778
Restricted
Funds 2024
Unrestricted
Funds 2024
£
£
£
610,389
893,257
1,519,711
1,681,179
894,682
24,708,672
29,193,205
24,299,712
27,899
289,637
317,536
326,962
-
918,926
918,926
719,242
9,893
759,783
769,676
713,941
130,233
-
130,233
127,930
181,682
1,431,077
1,612,759
1,222,976
-
10,188
10,188
-
-
-
-
-
-
-
-
-
-
-
-
-
227,531
-
227,531
306,193
1,972
-
1,972
-
453,122
-
453,122
496,010
Funds 2024
Funds 2023
Funds 2024
Funds 2023
2,537,403
£
29,011,540
£
35,154,859
£
29,894,145
£

During the year the charity received £1,843,897 (2023: £1,718,488) in government Grants. There were no unfillfullfilled conditions at the year end and £Nil (2023: £NIL) is recognised in funds carried forward as shown in note 17

3 SOCIAL INCLUSION 2023 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 £577 (2023 £7,640) of restricted
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
Page 46		 Restricted
Funds 2023
Unrestricted
Funds 2023
£
783,780
897,399
563,527
23,736,185
21,363
305,599
-
719,242
-
713,941
127,930
-
166,104
1,056,872
-
-
-
-
-
-
306,193
-
496,010
-


£
1,681,179
24,299,712
326,962
719,242
713,941
127,930
1,222,976
-
-
-
306,193
496,010
29,894,145
£
2024
2023
£
£
29,970
29,307
122,822
4,192
Funds 2023
2,464,907
£
27,429,238
£
income
152,792
£
33,499
£
2024
2023
£
£
663,656
429,380
-
44,442
40,474
26,028
-
15,576
4,606,333
4,207,596
2,117,659
1,134,798
122,822
4,192
679,100
618,190

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

6 CHARITY STAFF COSTS AND NUMBERS

----- Start of picture text -----
|||| |---|---|---| |Staff costs were as follows:| |2024|2023| |£|£| |Wages and salaries|19,670,731|16,772,274| |Social security costs|1,546,499|1,403,277| |Pension costs|679,100|618,190| |Settlement & Redundancies Payable|173,918|62,121| |£ 22,070,249|£ 18,855,862| |The number of staff in receipt of Redundancy & Settlements in the year was 7 (2023-24)| |2024|2023| |The average number of employees during the year was a|No.|No.| |Social Inclusion|757|729| |Support|51|42| |Governance|5|7| |813|778| |The number of higher paid employees for the Charity was:| |In the band £60,001 - £70,000|1|3| |In the band £70,001 - £80,000|1|1| |In the band £80,001 - £90,000|1|1| |In the band £90,001 - £100,000|1|1| |In the band £110,001 - £120,000|��|-| |In the band £120,001 - £130,000|1|1| |5|7|

----- End of picture text -----

The key management personnel of the Group comprise of 5 members (2023: 7). The total employee benefits of the key management personnel of the Group were £561,752 (2023: £761,712)

During the year no trustees received any remunerations (2023 - Nil) During the year no trustees received any benefits in kind (2023 - Nil) During the year 8 (2023 - 8) trustees were reimbursed travel expenses amounting to £3,356 (2023 - £2,544)

Page 47

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

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
Taxation
Total		 2024
2023
£
£
18,755,965
15,789,477
833,885
715,627
4,549,625
3,892,651
1,404,232
1,231,444
289,695
297,834
122,041
72,032
636,880
437,340
227,022
198,582
1,511,276
1,229,721
100,131
18,712
188,999
318,842
(7,587)
226,894
187,414
(29,690)
593,117
491,627
5,283,103
4,872,876
64,161
75,410
-
(96,335)
264
-
34,740,223
£
29,743,044
£

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 Cost
Auditor's fees
Trustees expenses reimbursed
Corporation Tax
Total		 £
£
£
£
3,125,096
76,299
3,201,394
3,050,230
394,358
-
394,358
384,696
179,508
-
179,508
108,387
287,658
-
287,658
178,038
397,151
-
397,151
395,919
18,728
-
18,728
13,755
26,775
-
26,775
36,482
911
-
911
137
443,705
-
443,705
444,749
100,554
61,271
161,825
118,009
74,165
-
74,165
72,767
53,093
-
53,093
25,409
-
40,474
40,474
41,604
-
3,356
3,356
2,695
5,101,703
181,401
5,283,103
4,872,876
2023
Social Inclusion
Governance
(see Note 9)
2024

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

COMPARATIVE 20223 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 Cost
Auditor's fees
Trustees expenses reimbursed
Corporation Tax
Total		 £
£
£
2,908,341
141,889
3,050,230
384,696
-
384,696
108,387
-
108,387
178,038
-
178,038
395,919
-
395,919
13,755
-
13,755
36,482
-
36,482
137
-
137
444,749
-
444,749
57,750
60,258
118,008
72,767
-
72,767
25,409
-
25,409
-
41,604
41,604
-
2,695
2,695
4,626,429
246,447
4,872,876
Social Inclusion
Governance
(see Note 9)
2023

8a COMPARATIVE 20223 SUPPORT COSTS:

Page 48

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

9 GOVERNANCE
Auditors fees
Legal and Professional fees
Trustees expenses reimbursed
Salaries and pensions
10 TANGIBLE FIXED ASSETS
GROUP
Cost
At 1st April 2023
Additions
Disposals
At 31st March 2024
Depreciation
At 1st April 2023
Charge for the year
On disposals
At 31st March 2024
Net Book Value
At 31st March 2024
At 31 March 2023
10 TANGIBLE FIXED ASSETS
CHARITY
Cost
At 1st April 2023
Additions
Disposals
At 31st March 2024
Depreciation
At 1st April 2023
Charge for the year
On disposals
At 31st March 2024
Net Book Value
At 31st March 2024
At 31 March 2023		 2024
2023
£
£
40,474
41,604
61,271
60,258
3,356
2,695
76,299
141,889
181,400
£
246,447
£
Total
£
£
£
£
£
16,898,492
1,965,598
99,516
1,095,238
20,058,844
3,736,409
72,858
-
289,925
4,099,192
(306,633)
-
-
(4,648)
(311,281)
20,328,268
2,038,456
99,516
1,380,515
23,846,755
1,370,262
555,067
94,781
617,785
2,637,895
336,755
34,597
3,684
288,620
663,656
(70,420)
-
-
(2,711)
(73,131)
1,636,597
589,664
98,465
903,694
3,228,420
18,691,671
1,448,792
1,051
476,822
20,618,336
15,528,230
1,410,531
4,735
477,453
17,420,949
Total
£
£
£
£
£
16,898,492
516,111
99,516
1,007,762
18,521,881
3,736,409
38,843
-
282,467
4,057,719
(306,633)
-
-
(4,648)
(311,281)
20,328,268
554,954
99,516
1,285,581
22,268,319
1,370,262
515,309
94,781
582,840
2,563,192
336,755
8,189
3,684
253,122
601,750
(70,420)
-
-
(2,711)
(73,131)
1,636,597
523,498
98,465
833,251
3,091,811
18,691,671
31,456
1,051
452,330
19,176,508
15,528,230
802
4,735
424,922
15,958,689
Freehold
Property
L/Term
Leashold
Property
Motor
Vehicles
Furniture,
fittings and
equipment
Motor
Vehicles
Freehold
Property
Furniture,
fittings and
equipment
L/Term
Leashold
Property

Page 49

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

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 brought forward
Reserves caried forward
The Assets & Liabilities
Fixed Assets
Current Assets
Current Liabilities
Total net assets		 2024
2023
£
£
-
-
-
-
-
-
6
-
6
6
£
£
-
-
6
6
-
-
6
6
2024
2023
£
£
3,912,013
2,634,881
(4,029,414)
(2,311,876)
(117,401)
323,005
1,202,594
879,589
1,085,193
1,202,594
£
£
1,441,827
1,462,260
664,487
805,826
(1,021,121)
(1,065,492)
1,085,193
1,202,594

Page 50

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

12 Listed Investments - Group & Charity

No Listed Investments (2023: Nil), Gains on Investments Nil (2023: Nil)

13 DEBTORS

Due within one year
Trade debtors
Social security and other taxes Debtor
Other debtors
Housing Debtor
Prepayments
Inter Company Debtor
14 CREDITORS:
Bank Loans
Trade creditors
Other Creditors
Social security and other taxes
Accruals and deferred income
Inter Company Creditor
15 Deferred income reconciliation
Brought Forward
Amount deferred in year
Amounts Released
16 CREDITORS:
Amounts falling due after more than one year
Long Term Creditors due after more than one year
Bank Loans falling due after more than one year
Repayable by instalments
Creditors include amounts not wholly repayable within five years as follows:-		 Group
2024
2023
£
£
2,782,078
1,577,708
-
126,834
357,702
522,983
568,721
1,100,786
722,262
751,693
-
-
4,430,762
£
4,080,003
£
Group
2024
2023
£
£
143,975
158,075
1,003,270
1,038,889
124,704
102,390
398,759
319,090
3,423,400
3,565,920
-
-
5,094,108
£
5,184,364
£
Group
2024
2023
£
£
1,131,579
1,085,135
1,127,852
906,827
(964,175)
(860,383)
1,295,256
1,131,579
Group
2024
2023
£
£
8,668,647
7,789,495
2,313,263
2,442,202
10,981,910
10,231,697
10,409,743
9,696,027		 Charity
2024
2023
£
£
2,781,249
1,476,828
-
126,834
322,570
516,083
359,648
765,597
636,414
693,070
-
156,409
4,099,880
£
3,734,820
£
Charity
2024
2023
£
£
143,975
158,075
913,570
1,001,946
124,704
102,390
398,759
319,090
3,176,867
2,402,166
174,504
-
4,932,379
£
4,947,847
£
Charity
2024
2023
£
£
964,180
1,071,060
1,127,852
713,937
(964,175)
(820,817)
1,127,857
964,180
Charity
2024
2023
£
£
8,668,647
7,789,495
2,313,263
2,442,202
10,981,910
10,231,697
10,409,743
9,696,027

Loans reconciliation

Loans reconciliation
Lender Maturity Date Annual
Interest
Charge
Balance
31/03/2024
Due 1 Year
Due 1 to 5
Years
Due Over 5
Years
Lloyds 25/03/2023 -
-
-
-
-
Lloyds 16/11/2032 3,089
49,329
4,226
16,903
28,200
Lloyds 18/12/2022 -
-
-
-
-
Lloyds 31/03/2031 4,760
81,746
8,264
33,054
40,429
Lloyds 22/08/2031 1,784
28,127
2,924
11,695
13,508
Lloyds 17/10/2031 3,070
48,735
4,947
19,787
24,002
Lloyds 28/02/2033 16,947
269,274
22,202
88,809
158,262
Lloyds 10/12/2032 3,297
52,989
4,499
17,994
30,496
Lloyds 26/10/2034 1,711
23,522
1,449
5,796
16,277
Lloyds 25/03/2035 3,955
53,061
3,011
12,045
38,005
Lloyds 23/03/2035 3,164
42,241
2,422
9,688
30,131
Lloyds 22/07/2036 16,054
195,479
8,944
35,775
150,760
Future Builders 30/11/2036 3,241
52,676
3,209
12,834
36,633
Future Builders 31/01/2036 3,824
62,271
3,520
14,079
44,672
Future Builders 30/09/2035 33,463
408,890
22,094
88,377
298,420
Future Builders 31/07/2034 25,824
314,179
20,052
80,208
213,918
Social & Sustainable Capital 25/02/2031 -
2,897,920
-
-
2,897,920
Social & Sustainable Capital 18/07/2031 -
1,929,425
-
-
1,929,425
Social & Sustainable Capital 13/07/2030 -
1,962,329
-
-
1,962,329
LLoyds 31/03/2038 56,783
774,719
32,214
125,123
617,383
Social & Sustainable Capital 18/01/2032 -
1,878,973
-
-
1,878,973
180,969
11,125,885
143,975
572,167
10,409,743

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 in relation to 4 loans from Social and Sustaintable Capital.

Page 51

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

17 STATEMENT OF FUNDS 2024 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
P3 Housing Capital Projects
General Funds
Total unrestricted funds
RESTRICTED FUNDS
P3H Capital Projects
P3 Housing - Homes England Grant - Acorn House
P3 Housing - Homes England Grant - NSAP
P3 Housing - Homes England Grant - RSAP
P3 Housing WLDC Capital Grant - RSAP
P3 Housing - Homes England Grant - 53 Wellington Refurb Movement To Restricted Funds
Total Capital Adjustments - P3 Housing
Restricted Funds P3 Charity
Alternative Giving - Wolverhampton
Alternative Giving - Wolverhampton Peter Bilson House
Black Country Healthcare NHS Foundation Trust
Black Country Healthcare NHS Foundation Trust -Sandwell Mental Health & Hospital Patient Service
Cash For Kids
Cheshire East Council - Care & Asylum Support
Chesterfield Borough Council - Mental Health Homelessness Prevention Worker
Derbyshire County Council - Warm Spaces Programme
Department of Work & Pensions - Kick Start Project
Erewash Voluntary Action - CVS - Small Grant Scheme
Gloucestershire City Council - Enhanced Housing Support Service
Hyde Charitable Trust - Foundation Business Grant
Lincolnshire Partnership NHS Foundation Trust - Intensive Housing Officer
Lincolnshire Partnership NHS Foundation Trust - Personalisation
London Borough of Hillingdon - Family Advise
London Borough of Hillingdon - Navigator Plus
National Grid - Cosy Club
National Hoarding Service
NHS Derby & Derbyshire ICB - Capital Grant
NHS Hillingdon CCG - Navigator Plus
North East Derbyshire DC - Cost Of Living Project
North East Derbyshire DC - Mental Health Homelessness Prevention Worker
North West Leicestershire Council - Support Grant
Paradigm Housing Group - Hoarding Service
Places For People - Cambridge
Places For People - Touchstone Fund
Prestbury United Charities
Sandwell MBC - Housing Related Support
Sandwell MBC - SWEP Admissions
Social & Sustainable Capital - Gainsborough Legal Costs
Social & Sustainable Capital - Wolves Legal Costs
Social & Sustainable Capital - Gloucester & Lincoln Sidecar Legal Costs
South Derbyshire District Council - Mental Health Officer
Stoke City Council - Winter Food & Essentials Fund
Vale of Aylesbury Housing Trust - Thriving Communities
Warwickshire County Council - Hardship Fund
West Lindsey District Council - Rough Sleeper Initiative
West Lindsey District Council - Gainsborough Viable Housing Project
West Midlands Combined Authority - Spot Purchase Fund
Young K&C - Holiday Activities
Small Grants For People We Work Alongside
Zendesk - Accesible I.T Equipment
Subtotal
Chesterfield Borough Council - North Derbyshire Cost Of Living Project
Chesterfield Borough Council - Derbyshire Rough Sleeper Service		 Balance at
1 April 2024
Transfers
in/(out) and
Investment
gains
Balance at
31 March
Income
Expenditure
2024
£
£
£
£
£
5,568,919
-
-
2,481,707
8,050,626
1,462,260
-
-
(20,433)
1,441,825
94,025
-
7,680
-
86,345
99,197
-
-
-
99,197
20,000
-
-
-
20,000
7,244,401
-
7,680
2,461,274
9,697,993
5,330,663
29,463,028
28,415,989
(2,104,127)
4,273,575
1,202,598
3,912,013
4,029,416
-
1,085,195
(6)
-
-
-
(6)
(97,207)
(267,638)
-
-
(364,845)
(260,500)
(267,371)
-
-
(527,871)
-
(1,462,260)
-
-
20,433
(1,441,827)
97,207
-
(267,638)
-
364,845
260,500
-
(267,371)
-
527,871
-
(37,894)
-
37,894
-
5,070,995
32,802,138
31,910,396
(2,045,800)
3,916,937
12,315,396
32,802,138
31,918,077
415,474
13,614,930
Brought
Transfers
Carried
Forward
Income
Expenditure
in/(out)
Forward
£
£
£
£
£
97,969
-
-
(21,268)
76,701
190,576
-
-
(2,956)
187,620
202,442
-
-
(3,406)
199,036
38,905
-
-
(603)
38,302
192,890
-
-
(9,661)
183,229
722,782
-
-
(37,894)
684,888
-
2,000
2,000
-
-
-
3,500
3,500
-
-
-
130,233
130,233
-
-
-
131,581
131,581
-
-
-
800
800
-
-
-
274,966
274,966
-
-
-
51,620
51,620
-
-
-
96,937
96,937
-
-
-
3,318
3,318
-
-
-
3,500
3,500
-
-
-
1,560
1,560
-
-
-
680
680
-
-
-
345,750
345,750
-
-
-
26,292
26,292
-
-
-
26,970
26,970
-
-
-
9,893
9,893
-
-
-
70,741
70,741
-
-
-
20,000
20,000
-
-
-
476
476
-
-
-
1,972
1,972
-
-
-
300,000
4,500
(295,500)
-
-
23,131
23,131
-
-
-
772
772
-
-
-
47,891
47,891
-
-
-
10,646
10,646
-
-
-
12,480
12,480
-
-
-
1,315
1,315
-
-
-
3,000
3,000
-
-
-
1,851
1,851
-
-
-
267,022
267,022
-
-
-
9,420
9,420
-
-
-
11,671
11,671
-
-
-
3,500
3,500
-
-
-
5,678
5,678
-
-
-
49,385
49,385
-
-
-
3,166
3,166
-
-
-
3,767
3,767
-
-
-
3,200
3,200
-
-
-
60,674
60,674
-
-
-
132,274
50,194
(82,080)
-
-
3,500
3,500
-
-
-
24,168
24,168
-
-
-
86,589
86,589
-
-
-
7,142
7,142
-
-
-
2,275,031
1,897,451
(377,580)
-

Page 52

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

STATEMENT OF FUNDS 2024
Group continued
P3C Restricted Donations
General Donations
General Donations - MACE Hillingdon YP
Rotary Trust - Avondale Play
Restricted Funds Rugby Portobello Trust
Grants
Apple - Beats
The Child Hood Trust - Champions For Children
Greater London Authority - Young Londoners Fund
The Harrow Club
Hollick Family Foundation - Magic Mums
Hollick Family Foundation - Football Academy
John Lyon's Charity - RPT School Activities
John Lyon's Charity - RPT Youth
Kensington & Chelsea Foundation - Community Spirit Small Grant
Lightbulb Trust
Linder Foundation - Man cave
London Community Foundation
Prism Charitable Trust
Royal Borough Of Kensington & Chelsea - Youth Recovery Fund
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 DCT - Youth Council Social Action Fund
Satalite Club
TBAP Foundation - Residentials
West London Zone
Young K&C - Young Adult MH Pathway
Subtotal
Fundraising
Brain Game
Christmas Fair
Football Academy
Challenge Events
Magic Mums
Opera
Opera Holland Gala
Portobello Diner
RPT Core Services
RPT Events
Subtotal
Donations
Cameron House
Individual Donations - RPT
Individual Donations - Athena
Individual Donations - Big Give
Individual Donations - Brain Game
Individual Donations - Challenge Events
Individual Donations - Christmas Fair
Individual Donations - RPT Youth
Individual Donations - Football Academy
Individual Donations - Future Ready
Individual Donations - Future Ready Plus
Individual Donations - Homework Club
Individual Donations - Junior Club Club
Individual Donations - Magic Mums
Individual Donations - Man Cave
Individual Donations - Mikes Lab
Individual Donations - Opera
Individual Donations - Portobelo Dinner
Subtotal
RPT-Other Restricted Income
Room Hire
Play Sessions
Other Income
West London Zone - Man Cave
TOTAL Rugby Portobello Trust Restriced Funds
TOTAL Restricted Funds P3 Charity
TOTAL Restricted Funds P3 Group
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
£
£
£
£
£
-
12
12
-
-
-
5,000
5,000
-
-
-
8,566
8,566
-
-
-
13,578
13,578
-
-
-
1,646
1,429
-
217
-
6,288
6,288
-
-
6,979
24,324
24,588
-
6,715
4,522
-
4,522
-
-
-
15,000
15,000
-
-
-
6,253
6,253
-
-
-
5,000
5,000
-
-
-
33,000
33,000
-
-
-
1,000
1,000
-
-
-
8,651
1,370
-
7,281
2,796
17,095
12,580
-
7,311
3,502
11,507
10,358
-
4,651
-
6,944
6,944
-
-
37
3,075
1,281
-
1,831
10,212
22,409
29,240
-
3,381
-
37,060
37,060
-
-
10,956
9,635
20,376
-
215
-
18,058
18,058
-
-
-
458
458
-
-
29
177
142
-
64
-
1,882
1,882
-
-
-
2,750
2,750
-
-
-
2,262
2,262
-
-
39,033
234,474
241,841
-
31,666
20,224
29,852
22,097
-
27,979
136,028
56,052
40,397
-
151,683
-
460
460
-
-
18,596
2,376
4,015
-
16,957
-
973
973
-
-
8,808
-
2,804
-
6,004
8,065
-
-
-
8,065
596,125
322,735
134,134
(84,968)
699,758
-
24,574
24,574
-
-
-
1,138
75,681
74,543
-
787,846
438,160
305,135
(10,425)
910,446
-
87,400
55
-
87,345
2,622
169,478
164,522
-
7,578
-
1,750
1,034
-
716
-
29,702
29,702
-
-
3,491
469
-
-
3,960
-
15,860
-
-
15,860
6,974
39,666
-
-
46,640
-
595
70,190
69,595
-
-
15,853
32,983
17,130
-
-
20,100
-
-
20,100
-
500
-
-
500
15,992
310
-
-
16,302
-
10,980
29,179
18,199
-
59,284
8,553
17,297
-
50,540
-
1,439
12,330
10,891
-
841
-
521
-
320
4,416
303
-
-
4,719
10,208
95,182
-
(105,390)
-
103,828
498,140
357,813
10,425
254,580
-
66,182
66,182
-
-
-
27,899
27,899
-
-
-
577
577
-
-
12,248
-
-
-
12,248
12,248
94,658
94,658
-
12,248
942,955
1,265,432
999,447
-
1,208,940
942,955
3,554,041
2,910,476
(377,580)
1,208,940
1,665,737
3,554,041
2,910,476
(415,474)
1,893,828
13,981,133
36,356,179
34,828,553
-
15,508,758
Brought
Transfers
Carried
Forward
Income
Expenditure
in/(out)
Forward
£
£
£
£
£
7,244,401
-
7,680
2,461,274
9,697,993
5,070,995
32,802,138
31,910,396
(2,045,800)
3,916,937
12,315,396
32,802,138
31,918,076
415,474
13,614,930
1,665,737
3,554,041
2,910,476
(415,474)
1,893,828
13,981,133
36,356,179
34,828,552
-
15,508,758

Page 53

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

17 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 54

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

STATEMENT OF FUNDS 2023
Group
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 Restricted 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)
5,070,997
12,249,481
27,505,449
26,991,600
274,847
12,315,396
695,955
3,328,667
2,806,820
(274,847)
1,665,737
12,945,436
30,834,116
29,798,420
-
13,981,133

Page 55

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

17 STATEMENT OF FUNDS 2024 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
Alternative Giving - Wolverhampton Peter Bilson House
Black Country Healthcare NHS Foundation Trust
Black Country Healthcare NHS Foundation Trust -Sandwell Mental Health & Hospital Patient Service
Cash For Kids
Cheshire East Council - Care & Asylum Support
Chesterfield Borough Council - Mental Health Homelessness Prevention Worker
Derbyshire County Council - Warm Spaces Programme
Department of Work & Pensions - Kick Start Project
Erewash Voluntary Action - CVS - Small Grant Scheme
Gloucestershire City Council - Enhanced Housing Support Service
Hyde Charitable Trust - Foundation Business Grant
Lincolnshire Partnership NHS Foundation Trust - Intensive Housing Officer
Lincolnshire Partnership NHS Foundation Trust - Personalisation
London Borough of Hillingdon - Family Advise
London Borough of Hillingdon - Navigator Plus
National Grid - Cosy Club
National Hoarding Service
NHS Derby & Derbyshire ICB - Capital Grant
NHS Hillingdon CCG - Navigator Plus
North East Derbyshire DC - Cost Of Living Project
North East Derbyshire DC - Mental Health Homelessness Prevention Worker
North West Leicestershire Council - Support Grant
Paradigm Housing Group - Hoarding Service
Places For People - Cambridge
Places For People - Touchstone Fund
Prestbury United Charities
Sandwell MBC - Housing Related Support
Sandwell MBC - SWEP Admissions
Social & Sustainable Capital - Gainsborough Legal Costs
Social & Sustainable Capital - Wolves Legal Costs
Social & Sustainable Capital - Gloucester & Lincoln Sidecar Legal Costs
South Derbyshire District Council - Mental Health Officer
Stoke City Council - Winter Food & Essentials Fund
Vale of Aylesbury Housing Trust - Thriving Communities
Warwickshire County Council - Hardship Fund
West Lindsey District Council - Rough Sleeper Initiative
West Lindsey District Council - Gainsborough Valuabe Housing Project
West Midlands Combined Authority - Spot Purchase Fund
Young K&C - Holiday Activities
Small Grants For People We Work Alongside
Zendesk - Accesible I.T Equipment
Subtotal
P3C Restricted Donations
General Donations
General Donations - MACE Hillingdon YP
Rotary Trust - Avondale Play
Restricted Funds Rugby Portobello Trust
Grants
Apple - Beats
The Child Hood Trust - Champions For Children
Greater London Authority - Young Londoners Fund
The Harrow Club
Hollick Family Foundation - Magic Mums
Hollick Family Foundation - Football Academy
John Lyon's Charity - RPT School Activities
John Lyon's Charity - RPT Youth
Kensington & Chelsea Foundation - Community Spirit Small Grant
Lightbulb Trust
Linder Foundation - Man cave
London Community Foundation
Prism Charitable Trust
Royal Borough Of Kensington & Chelsea - Youth Recovery Fund
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 DCT - Youth Council Social Action Fund
Satalite Club
Chesterfield Borough Council - Derbyshire Rough Sleeper Service
Chesterfield Borough Council - North Derbyshire Cost Of Living Project		 Balance at
1 April 2024
Transfers
in/(out) and
Investment
gains
Balance at
31 March
Income
Expenditure
2024
£
£
£
£
£
5,568,918
-
-
2,481,706
8,050,625
94,025
-
7,680
-
86,345
99,197
-
-
-
99,197
20,000
-
-
-
20,000
5,782,140
-
7,680
2,481,706
8,256,167
5,330,663
29,463,028
28,415,993
(2,104,126)
4,273,571
5,330,663
29,463,028
28,415,993
(2,104,126)
4,273,571
11,112,803
29,463,028
28,423,673
377,580
12,529,738
Brought
Transfers
Carried
Forward
Income
Expenditure
in/(out)
Forward
£
£
£
£
£
-
2,000
2,000
-
-
-
3,500
3,500
-
-
-
130,233
130,233
-
-
-
131,581
131,581
-
-
-
800
800
-
-
-
274,966
274,966
-
-
-
51,620
51,620
-
-
-
96,937
96,937
-
-
-
3,318
3,318
-
-
-
3,500
3,500
-
-
-
1,560
1,560
-
-
-
680
680
-
-
-
345,750
345,750
-
-
-
26,292
26,292
-
-
-
26,970
26,970
-
-
-
9,893
9,893
-
-
-
70,741
70,741
-
-
-
20,000
20,000
-
-
-
476
476
-
-
-
1,972
1,972
-
-
-
300,000
4,500
(295,500)
-
-
23,131
23,131
-
-
-
772
772
-
47,891
47,891
-
-
-
10,646
10,646
-
-
-
12,480
12,480
-
-
-
1,315
1,315
-
-
-
3,000
3,000
-
1,851
1,851
-
-
-
267,022
267,022
-
-
9,420
9,420
-
-
-
11,671
11,671
-
-
-
3,500
3,500
-
-
-
5,678
5,678
-
-
-
49,385
49,385
-
-
-
3,166
3,166
-
-
-
3,767
3,767
-
-
-
3,200
3,200
-
-
-
60,674
60,674
-
132,274
50,194
(82,080)
-
-
3,500
3,500
-
-
-
24,168
24,168
-
-
-
86,589
86,589
-
-
-
7,142
7,142
-
-
-
2,275,031
1,897,451
(377,580)
-
-
12
12
-
-
-
5,000
5,000
-
-
-
8,566
8,566
-
-
0
13,578
13,578
-
-
-
1,646
1,429
-
217
-
6,288
6,288
-
-
6,979
24,324
24,588
-
6,715
4,522
-
4,522
-
-
-
15,000
15,000
-
-
-
6,253
6,253
-
-
-
5,000
5,000
-
-
-
33,000
33,000
-
-
-
1,000
1,000
-
-
-
8,651
1,370
-
7,281
2,796
17,095
12,580
-
7,311
3,502
11,507
10,358
-
4,651
0
6,944
6,944
-
-
37
3,075
1,281
-
1,831
10,212
22,409
29,240
-
3,381
-
37,060
37,060
-
-
10,956
9,635
20,376
-
215
-
18,058
18,058
-
-
-
458
458
-
29
177
142
-
64

Page 56

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

Restricted Funds Rugby Portobello Trust
Grants Continued
TBAP Foundation - Residentials
West London Zone
Young K&C - Young Adult MH Pathway
Subtotal
Fundraising
Brain Game
Christmas Fair
Football Academy
Challenge Events
Magic Mums
Opera
Opera Holland Gala
Portobello Diner
RPT Core Services
RPT Events
Subtotal
Donations
Cameron House
Individual Donations - RPT
Individual Donations - Athena
Individual Donations - Big Give
Individual Donations - Brain Game
Individual Donations - Challenge Events
Individual Donations - Christmas Fair
Individual Donations - RPT Youth
Individual Donations - Football Academy
Individual Donations - Future Ready
Individual Donations - Future Ready Plus
Individual Donations - Homework Club
Individual Donations - Junior Club Club
Individual Donations - Magic Mums
Individual Donations - Man Cave
Individual Donations - Mikes Lab
Individual Donations - Opera
Individual Donations - Portobelo Dinner
Subtotal
RPT-Other Restricted Income
Room Hire
Play Sessions
Other Income
West London Zone - Man Cave
TOTAL Rugby Portobello Trust Restriced Funds
TOTAL Restricted Funds
Total of Funds
The purpose for each of the individual restricted funds are as stated above.
SUMMARY OF FUNDS
Designated Funds
General Funds
Subtotal
Restricted Funds
Total of Funds		 Brought
Transfers
Carried
Forward
Income
Expenditure
in/(out)
Forward
£
£
£
£
£
-
1,882
1,882
-
-
-
2,750
2,750
-
-
-
2,262
2,262
-
-
39,033
234,474
241,841
-
31,666
20,224
29,852
22,097
-
27,979
136,028
56,052
40,397
-
151,683
-
460
460
-
-
18,596
2,376
4,015
-
16,957
-
973
973
-
8,808
-
2,804
-
6,004
8,065
-
-
-
8,065
596,125
322,735
134,134
(84,968)
699,758
-
24,574
24,574
-
-
-
1,138
75,681
74,543
-
787,846
438,160
305,135
(10,425)
910,446
-
87,400
55
-
87,345
2,622
169,478
164,522
-
7,578
-
1,750
1,034
-
716
-
29,702
29,702
-
-
3,491
469
-
-
3,960
-
15,860
-
-
15,860
6,974
39,666
-
-
46,640
-
595
70,190
69,595
-
-
15,853
32,983
17,130
-
-
20,100
-
-
20,100
-
500
-
-
500
15,992
310
-
-
16,302
-
10,980
29,179
18,199
-
59,284
8,553
17,297
-
50,540
-
1,439
12,330
10,891
-
841
-
521
-
320
4,416
303
-
-
4,719
10,208
95,182
-
(105,390)
-
103,828
498,140
357,813
10,425
254,580
-
66,182
66,182
-
-
-
27,899
27,899
-
-
-
577
577
-
-
12,248
-
-
-
12,248
12,248
94,658
94,658
-
12,248
942,955
1,265,432
999,447
-
1,208,940
942,955
3,554,041
2,910,476
(377,580)
1,208,940
12,055,758
33,017,069
31,334,149
-
13,738,678
Brought
Transfers
Carried
Forward
Income
Expenditure
in/(out)
Forward
£
£
£
£
£
5,782,140
-
7,680
2,481,706
8,256,167
5,330,663
29,463,028
28,415,993
(2,104,126)
4,273,571
11,112,803
29,463,028
28,423,673
377,580
12,529,738
942,955
3,554,041
2,910,476
(377,580)
1,208,940
12,055,758
33,017,069
31,334,149
-
13,738,678

Page 57

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

17 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 & Personalisation
Chesterfield Borough Council - North Derbyshire Cost Of Living Project		 Balance at
1 April 2022
Transfers
in/(out) and
Investment
gains
Balance at
31 March
Income
Expenditure
2023
£
£
£
£
£
1,521,901
-
-
4,047,017
5,568,918
100,000
-
5,975
-
94,025
100,000
-
803
-
99,197
20,000
-
-
-
20,000
1,741,901
-
6,778
4,047,017
5,782,140
9,072,614
25,260,876
25,037,766
(3,965,060)
5,330,663
9,072,614
25,260,876
25,037,766
(3,965,060)
5,330,663
10,814,515
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)
-
-
600
600
-
-
-
1,000
1,000
-
-
-
447
447
-
-
-
2,047
2,047
-
-

Page 58

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

STATEMENT OF FUNDS 2023
P3 CHARITY
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
£
£
£
£
£
-
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
-
-
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
11,510,470
28,389,543
27,844,254
-
12,055,758
Brought
Transfers
Carried
Forward
Income
Expenditure
in/(out)
Forward
£
£
£
£
£
1,741,901
-
6,778
4,047,017
5,782,140
9,072,614
25,260,876
25,037,766
(3,965,060)
5,330,663
10,814,515
25,260,876
25,044,544
81,957
11,112,803
695,955
3,128,667
2,799,710
(81,957)
942,955
11,510,470
28,389,543
27,844,254
-
12,055,758

Page 59

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2024

18 Analysis of net assets between funds (Group)

Tangible fixed assets
Investments
Net current assets
Creditors due in more than one year		 Restricted
funds
Designated
funds
General
funds
Total 2024
2023
-
9,492,451
11,125,884
20,618,335
17,420,949
-
-
-
-
-
1,893,828
205,542
3,772,963
5,872,333
6,791,881
-
-
(10,981,910)
(10,981,910)
(10,231,697)
1,893,828
9,697,993
3,916,937
15,508,758
13,981,133

Analysis of net assets between funds Year End March 2023 Comparative (Group)

Tangible fixed assets
Investments
Net current assets
Creditors due in more than one year		 Restricted
funds
Designated
funds
General
funds
Total 2023
-
7,031,177
10,389,772
17,420,949
-
-
-
-
1,665,737
213,222
4,912,922
6,791,881
-
-
(10,231,697)
(10,231,697)
1,665,737
7,244,399
5,070,997
13,981,133

18 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 2024
2023
-
8,236,166
10,940,343
19,176,509
15,958,689
-
-
-
-
-
1,208,940
20,000
4,315,139
5,544,079
6,328,766
-
-
(10,981,910)
(10,981,910)
(10,231,697)
1,208,940
8,256,166
4,273,572
13,738,678
12,055,758

Analysis of net assets between funds Year End March 2023 Comparative (Charity)

Tangible fixed assets
Investments
Net current assets
Creditors due in more than one year		 Restricted
funds
Designated
funds
General
funds
Total 2023
-
5,568,917
10,389,772
15,958,689
-
-
-
-
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

19 CHARITY OPERATING LEASE COMMITMENTS

At 31 March 2024 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		 2024
2023
2024
2023
£
£
£
£
1,833,363
1,052,366
805,286
692,897
2,515,782
2,408,221
1,120,171
518,721
449,391
670,189
-
-
4,798,536
4,130,776
1,925,457
1,211,618
Land and Buildings
Other

Page 60

PEOPLE POTENTIAL POSSIBILITIES

NOTES TO THE FINANCIAL STATEMENTS (continued)

FOR THE YEAR ENDED 31 MARCH 2023

21 PENSION COMMITMENTS

Pension Commitments - People Potential Possibilities The charity operates a defined contribution pension scheme. It has no obligations other than the contributions payable in year.

Page 61