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People Potential Possibilities

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 2025

Company number 02495423

Charity number 703163

People Potential Possibilities Year ended 31 March 2025

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People Potential Possibilities Legal and Administrative Information For the year ended 31 March 2025

P3 CharityTrustees	A Hackett (Chairof Trustees, appointed 21
	December 2014)
	D Lane (Appointed 19 October 2015)
	C Carter (Appointed 26 September 2017)
	W Cock (Appointed 14 January 2021)
	A Lindo-Cozzella (Appointed 14 January2021)
	N Scott (Appointed 14 January 2021)
	YThomas (Appointed 24 September 2021)
	SAppleby (Appointed 17 November2021)
	R Bowley (Appointed 17 November 2021)
	D Morris (Appointed 29 November 2023)
	O Shiraji (Appointed 29 November 2023)
	T Hinde (Appointed 17 November 2021, Resigned
	27 November 2024
	Derbyshire, DE7 8HU
	2024
Auditors	Price Bailey LLP
	Dashwood House
	69 Old Broad Street
	London
	EC2M 1QS
Bankers	Lloyds Bank plc
	89 Church Street, Bilston, Wolverhampton, WV14
	OBJ
	CAF Bank Limited
	Kings Hill, West Malling, Kent, ME19 4JQ
	Nelsons

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

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 2025. 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

This year has demandeda lot from all of us: trustees, staff, volunteers and the communities we serve. The ongoing cost-of-living crisis, the pressure on public services and an increasingly complex funding environment have shaped our decisions and tested our resilience. Yet, as ever, P3 has risen to the challenge with integrity, courage and creativity.

At the heart of it all is our belief in people — not just the people we support, but the people who power this organisation. | want to start by expressing my deep thanks to our colleagues and volunteers across the country. Every single day, you show up with commitment, compassion and clarity of purpose. You represent the very best of P3.

Staying True to Our Purpose

As trustees, we are acutely aware of our responsibility to ensure that P3 stays focused on its mission, not just delivering services, but creating meaningful opportunities for people to belong, grow and thrive.

This year we have supported P3’s Executive Team in responding quickly and strategically to financial pressures. Through open, honest and at times difficult conversations with commissioners, we have maintained delivery across the vast majority of our services. We have avoided knee-jerk cuts, choosing instead to work collaboratively, review service models and find sustainable solutions wherever possible. That approach has served us and the people we work alongside, extremely well.

Governing in Challenging Times

As Chair, | am proud of the maturity and rigour with which our Board has carried out its responsibilities. Across all our sub-committees, we have prioritised strong governance, fair pay, inclusive leadership, robust financial oversight and the safety and wellbeing of our people. As trustees, we recognise that one of our most important responsibilities is to build and maintain public trust and confidence, not just in P3, but in the wider charity sector, and we have done so by ensuring that every decision we make is rooted in delivering our purpose with integrity, transparency and impact.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

We have also made meaningful progress in ensuring our approach to remuneration and pensions aligns with our values, supports recruitment and retention and looks after those who look after others.

We have embedded new responsibilities across our committees — from reviewing environmental impact to embedding co-production in decision-making. | am particularly proud of the calibre and commitment of our trustees and committee members, and | want to thank each of them for their wisdom, challenge and good humour.

Investing in the Future

It is easy in difficult times to scale back ambition, but at P3 we’ve chosena different path. We have invested wisely in people, infrastructure and leadership. The launch of our Aspiring Leaders development programme, our Data-Driven Professionals programme and the expansion of our apprenticeship and leadership pathways show our long-term commitment to building the skills and confidence our people need to drive change.

We have welcomed new services in Rotherham and Wolverhampton: clear evidence of our reputation for delivering high-quality, person-centred support. We have grown without overstretching, strengthened our financial position and built a stronger, smarter, more sustainable charity.

A Final Word

As Chair of this remarkable organisation, | often have a front-row seat to some of the most transformational work happening in our communities. Whether it is meeting young people in Wolverhampton, hearing from parents supported through our family services in London or reading letters from people we have helped into safe housing all across the country, | am continually reminded of why P3 exists and of how much more we are capable.

P3 is a charity rooted in its values but unafraid to adapt, evolve and lead. That is down to the extraordinary people who make this organisation what it is, from our CEO and Executive Team to our front-line teams, volunteers, partners and of course the people who walk through our doors.

Thank you for your continued trust, your challenge and your belief in the work we do.

fir Hea

Adam Hackett

P3 Charity, Chair of Trustees

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People Potential Possibilities

Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

About P3

P3 is a national charity that has been supporting people to be valued, connected members of the communities in which they live since 1972, though some parts of the organisation date back to the 1800s.

We believe in people, we believe in the power of potential and we believe that — with the right support — anyone can create new possibilities for themselves.

We provide vital support, opportunities and : a sense of belonging, and in the last year From April 2024 we supported over 22,068 people directly to March 2025, P3 Charity through our programmes and we fielded supported 22,068 people, some 59,777 calls through the Derbyshire Mental through long-term support and Health Helpline. People were supported others through one-off advice through a wide range of services, including: sessions. A further 59,777 people e Housing advice and support were supported through our e Budgeting and financial guidance Derbyshire Mental Health Helpline, e Children’s and youth programmes run in partnership with the NHS. e Family support services e Mental health support e Access to stable housing

Our work is made possible through funding from central and local governments, the NHS and the generosity of local businesses, donors and community partners. Behind it all, a dedicated team of hundreds of staff and volunteers make a real difference every day.

at PS. bi pelleve wie ay “It gave me so much comfort to know he had person's experience is unique, ; ie and the support we provide must people around him who cared for him in his reflect that. Our work is built on darkest days. There are professionals who two key principles: work with people who just do their job and Psychologically Informed go home, then there are people like [the vironmentsnformed Care ae es. By Traumateam] at P3: who really care andho made sucha embedding PIE and TIC into ee to Stephen’s life, and also everything we do, we ensure that ; P3 is a place where people feel safe, understood and empowered | -Sister of someone supported by P3 in to take control of their futures. Derbyshire

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

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Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025 a

longer tackle alone: transforming the lives of people experiencing social injustice or people who have nowhere to call home and supporting those experiencing mental illhealth or who are in contact with criminal justice services.

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.

Our Year

Responding to the Cost-of-Living Crisis through Strategic Collaboration

The cost-of-living crisis and rising National Insurance contributions have placed immense strain on both individuals and the social sector at large. At P3, these pressures have translated into increased operational costs — everything from utilities and staff expenses to supply chains — at a time when demand for our services continues to rise. In response, we took decisive and proactive steps to maintain service continuity without compromising our quality or values.

Central to our approach has been working in close partnership with local commissioners across the country. Rather than absorbing unsustainable costs or reducing service provision, we initiated open conversations with our partners about the real cost of delivering person-centred, impactful support in today’s economy. This collaboration has allowed us to secure revised contract values in some regions, create flexible delivery models and, where necessary, co-design new approaches that meet local need while remaining financially viable.

We've approached this challenge as an opportunity to rethink how we deliver for communities. By leveraging our entrepreneurial mindset, we've engaged in joint problem-solving with commissioning teams, shifting the focus from transactional funding arrangements to strategic partnership. These discussions have led to positive outcomes, enabling continued delivery in key areas, safeguarding frontline jobs and protecting the wellbeing of people who rely on our services.

Importantly, we’ve ensured that these funding realignments are underpinned by robust data and clear outcomes. We provide commissioners with evidence of need, cost analysis and stories of real-life impact, enabling informed decision-making on both sides. Our transparency and flexibility have reinforced trust with partners and opened new doors for future collaboration.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

In some areas, we've also mn ; ‘i supported commissioners in | went through a low time when| was living identifying additional funding [with P3], but the staff really supported me streams, unlocking social value and made me feel so much better.” from new developments or working with voluntary sector -Someone supported by P3 in Gloucestershire consortia to co-bid for aligned services. By thinking innovatively and maintaining our commitment to co-production, we've been able to stretch resources further while preserving the integrity of what we do.

Internally, we've worked hard to keep our colleagues supported. We've enhanced our employee assistance provision, introduced new wellbeing initiatives and maintained a strong focus on retention and engagement, recognising that the rising cost of living affects our teams as well as the people we serve.

Ultimately, P3 has used the challenges of this year to strengthen our relationships, sharpen our strategic thinking and build even greater resilience into the way we operate. Our commitment remains to the people and communities we serve and we are proud of how we have navigated this period with integrity, collaboration and purpose.

Building Skills for the Future: investing in data and leadership at P3

At P3, we recognise that the strength of our organisation lies in our people and, to meet the demands of an evolving sector, we must continuously invest in the development of our team. Over the past year, we’ve taken bold steps to enhance our leadership pipeline and foster a culture of data confidence and digital capability across the organisation.

A key milestone in this journey was the launch of our Data-Driven Professional programme, delivered in partnership with Imperial College London and Corndel. With generous support from Securitas UK, who gifted £228,000 from their Apprenticeship Levy, we enrolled 18 colleagues onto this Level 3 course. The programme equips staff with critical data skills such as data interpretation, analysis and ethical use of information that are essential for informed decision-making and service design.

Our goal is not just to gather more data, but to use it meaningfully: to shape strategy, improve outcomes and better understand the needs of the people we support. Embedding data literacy at all levels of the organisation is enabling us to shift from reactive to proactive service delivery, identifying trends, targeting resources more effectively and evidencing impact with confidence.

Alongside our focus on data, we've scaled up our leadership development offer. Across P3, team members are now undertaking qualifications such as the ILM Level

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

5 in Leadership and Management, the Level 7 Senior People Professional and the Level 7 Senior Leader apprenticeship. These programmes are developing future leaders who understand not only how to manage teams, but how to lead with integrity, vision and impact.

Investing in our people in this way reflects our long-term commitment to sustainability. In a sector often marked by high turnover and burnout, we are deliberately building a culture where colleagues feel supported to grow, stay and shape the future of P3. We are proud that many of our leaders today started in frontline roles, and our focus on upskilling is designed to keep that progression pathway alive.

As we look ahead, our ambition is to be a learning organisation — one that thrives on curiosity, innovation and insight. Whether through formal qualifications, data-led transformation or grassroots leadership initiatives, we are equipping our people with the skills to meet future challenges with confidence and compassion.

This year has shown us that investing in capability is not a luxury, it is essential to delivering on our mission and achieving meaningful, lasting impact for the communities we serve.

New Services

In December 2024 we launched a new service supporting people in Rotherham, South Yorkshire. This service — Rotherham Housing Related Support for Single People and Families - was commissioned by Rotheram Metropolitan Borough Council to give short-term support to families and single people aged 18 and over to maintain their tenancy and independence and to avoid prevent homelessness.

This programme supports 60 to 80 families at any one time and we expect to have supported 480 people and families within the first 12 months of the programme.

This programme will be looking to preventing repeat homelessness through holistic support that addresses the root cause of the problem; reduce people’s time in temporary accommodation through a personalised, collaborative, multi-agency approach; reduce risk of tenancy failure by building partnerships and comprehensive assessments and support planning; provide a positive experience for people within temporary and emergency accommodation, ensuring they are engaged in the process of securing a positive and sustainable move on; and ensure people with support needs, vulnerabilities and complexities are safe and well while in temporary or emergency accommodation and when moving on to a more permanent home.

In 2024-25 we also launched a new young people’s service in Wolverhampton, West Midlands. This service — supporting young people aged 16 to 25 who are experiencing or at risk of homelessness — helps young people prepare for independent living by supporting them to develop their confidence; develop

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

independent living skills, such as cooking, personal hygiene and the principles of good tenancy; develop emotional and mental resilience; get support with access to education and employment; and get support with long-term housing through advice and sign-posting.

Organisational Growth

Today we run 80 (2024: 79) 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.

P3 is one of the largest and most successful charities and social enterprises in our field. We continue to deliver service excellence against a framework of industrystandard 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 a service in Rotheram, Yorkshire and Wolverhampton, West Midlands.

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Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

From Isolation to Empowerment: A demonstration of the impact of P3’s hoarding support

When we first met Alice*, a 51-year-old woman living alone in the home she inherited from her parents, her life was shaped by isolation, health challenges and a home environment that had gradually become unsafe and unmanageable. Living with type 2 diabetes and recovering from a recent hospital stay due to a leg ulcer, Alice had been sleeping in her late mother’s wheelchair in the front room. For over four years, she had been unable to access her own bed upstairs.

The front room, filled with belongings and memories too painful or overwhelming to face, had a clutter rating of 8 (on a scale of 1-9). There was no clear space to sit, relax or even move freely. The kitchen, while slightly less cluttered, posed a significant fire risk, especially around the gas hob. Most of the house was without functioning electrical sockets, and the boiler hadn't been used in some time. For basic washing, Alice relied on a kettle.

This situation didn’t come from laziness or neglect — it came froma life lived with loss, trauma and limited support. What Alice needed wasn't a ‘clearance service’ or a quick fix, but consistent, patient and compassionate wellbeing support.

We began slowly, not with bin bags, but with conversations. We met Alice in a local P3 space over warm drinks, away from the pressures of her home. In that safe environment, she began to open up, and we listened. Together, we set gentle, achievable goals not focused on ‘decluttering’, but focusing on regaining comfort, safety and control.

Over time, with Alice deciding the pace, we helped clear a safe path upstairs and into her bedroom. The moment she slept in her own bed for the first time in four years was a milestone, not just in terms of space, but in her sense of self-worth and progress. Since then, Alice has continued to maintain that space and now sleeps in her bed every night.

From there, the momentum grew. Alice began clearing a space on her sofa, hoping to sit and enjoy TV again. Where once she declined a fire risk assessment, she soon welcomed one, not because we pushed, but because trust made it possible. She’s even begun thinking about what needs to be done so tradespeople can enter her home to carry out electrical repairs: a step that would have felt unimaginable at the beginning.

Alice’s story is not one of instant transformation. It’s a story of steady change, made possible through patience, empathy and a commitment to long-term wellbeing. As with every P3 service or programmes, we’re not looking for quick fixes, but support and systems that create long-term, meaningful change that that allows people to reclaim their dignity and their futures.

*Name changed to protect privacy

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Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

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 and P3 Charity, 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, comprising a Chair and 11 Trustees. The Chair is appointed by the Board from the existing Trustees. Trustees are recruited with relevant skills, experience, knowledge and Qualifications, with regard to the balance on the existing Board. As well as looking for individuals with business, health/social care and governance backgrounds, we aim 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 to identify prospective members with the required experience, skills and knowledge.

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

Policies Adopted for the Induction and Training of Trustees

On appointment, each Trustee signs a code of conduct and completes a register of interests. They are given a Trustee Induction Pack that includes the Charities Governing Document (Memorandum and Articles of Association) and 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:

e The Trustee's role and responsibilities
e Key documents, including the Memorandum and Articles of Association and the P3 Strategic Plan
e Funding, including the latest published accounts and current position e The organisation’s focus on outcomes e Safeguarding
e Future plans

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

Trustees are 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 meet every other week 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 2024-25

1.0 Summary of Activities: Audit, Risk and Assurance Sub-Committee

Members:

e Sarah Appleby (Chair)
e William Cock e Richard Bowley

The Audit, Risk and Assurance sub-committee appointed David Morris as a member in April 2024. Over the course of the 24-25 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 in the completion of their three audits over the financial year. Additionally, the committee has reviewed the scope of the third year of the external internal audit 2526.

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 reviewed action points from external internal audits. The sub-committee has scrutinised all serious incidents reported to the Charity Commission and reviewed the P3 Group’s insurance and legal advice arrangements. The subcommittee has overseen P3’s compliance to its contractual KPIs through a quarterly review of its operational reporting to commissioners and has agreed a new Terms of Reference for 25-26 to incorporate review of Ofsted regulatory requirements.

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People Potential Possibilities

Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

2.0 Summary of Activities: Finance and General Purposes Sub-Committee

Members:

e Richard Bowley (Chair)
e Adam Hackett
e Yvonne Thomas
e David Morris (Joined 1 April 2024) e Thea Hinde (Retired 27 November 2024)

The Finance and General Purposes (F&GP) sub-committee welcomed David Morris as a member, in anticipation of the retirement of Thea Hinde as a trustee of P3 Charity in November 2024. Over the course of the 2024/2025 financial year, the F&GP sub-committee has continued to oversee implementation of P3’s Financial Strategy particularly to invest in the improvement of its existing properties and acquisition of additional properties to further the organisation’s charitable objects. The sub-committee also recommended the 2025/2026 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 to the Board and ensured that financial reporting and compliance regulations are satisfied. The committee continues to review the management accounts to ensure that the appropriate financial information is being presented to trustees in an accessible way. The sub-committee has reviewed and scrutinised all bids and tenders for contracts made by P3 Charity to ensure business development remainsa priority for the charity and new contracts align with its charitable objects.

Additionally, the sub-committee has reviewed and updated its Terms of Reference to expand its remit to include the review of progress against P3’s environmental strategy and commitments, appraise P3’s fundraising activities on a quarterly basis, and to work collaboratively with P3 Housing’s newly established Finance, Audit, Risk and Assurance sub-committee.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

3.0 Summary of Activities: Human Resources, EDI and Safeguarding SubCommittee

Members:

e William Cock (Chair, joined 5 April 2024)
e Nancy Scott
e Aquilla Lindo e Omid Shiraji (Joined 5 April 2024) e Thea Hinde (Retired 27 November 2024)

Over the course of the 24-25 financial year, the Human Resources, Equality, Diversity and Inclusion and Safeguarding sub-committee welcomed two new members in April 2024: William Cock and Omid Shiraji, in anticipation of the retirement of Thea Hinde in November 2024. William Cock was appointed as the committee’s Chair at the invitation of the Board.

The committee has continued to oversee the implementation of the P3 People Strategy, which guides the work of People and Culture and our operational departments. The sub-committee has reviewed all HR and safeguarding policies to ensure they are in date and appropriate policies are in place. The committee has overseen and approved the enhancement of P3’s maternity, adoption and paternity benefits for colleagues. It has also supported and advised on the enrolment of two cohorts of P3 staff on Level 3 Data Technician apprenticeships, which were funded by a levy transfer.

The committee has reviewed all serious safeguarding incidents and trends on a quarterly basis. It has also reviewed all Serious Incident Reports made to the Charity Commission relating to safeguarding incidents in 24-25. Sub-committee members have also advised the executive on sensitive Employee Relations issues. Members have also provided support and advice to the Executive on P3’s Data Transformation Strategy.

Additionally, the sub-committee has reviewed and made recommendations on the formation on P3’s creation of an EDI Steering Group and provided guidance as P3 completes an external benchmarking exercise of its current EDI offer to colleagues and the people we work alongside.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

4.0. Summary of Activities: Governance, Remuneration and Nominations SubCommittee

Members:

e Carol Carter (Chair)
e William Cock
e Omid Shiraji e Yvonne Thomas

Over the course of 24-25, the Governance, Renumerations and Nominations Committee has continued to review progress against P3 Charity’s action plan to ensure compliance against the Charity Governance. As part of this action plan, the sub-committee approved an internal governance review to be held, which included a board effectiveness assessment that all trustees completed.

Additionally, the sub-committee has overseen the conclusion of an external governance review, led by Devonshires Solicitors, focusing on the relationship between P3 Charity and P3 Housing, resulting in both organisations entering into an intra-group agreement in June 2024. Members of the sub-committee have undertaken benchmarking of staff salaries to be submitted to the Chair of Trustees for consideration and recommendation to the sub-committee, with the aim to pay in the upper quartile, in line with P3’s Pay and Reward policy. The sub-committee has also approved the delegation of P3’s policies to respective sub-committees for review and scrutiny on an annual basis.

The Governance, Remuneration and Nominations Committee has also overseen opening of a new pension scheme for P3 Charity staff in March 2025. The subcommittee undertook the project following a market review conducted by Pension Advisors Second-Sight, ensuring P3’s new pension plan meets our Carbon Reduction Plan ambitions and continues to provide the best possible outcomes for colleagues contributing to the scheme.

5.0 Summary ofActivities: People Board

Members:

e Dorothy Lane (Chair)

Over the course of 24-25, the People Board sub-committee has continued to oversee and review the implementation of P3’s ‘People Standards’ across the organisation. It has overseen the recruitment of 15 peer reviewers, the training of 38 people we work alongside in recruitment and selection to participate on P3 interview panels and 233 P3 staff trained in customer service by the People Shaping P3 Team.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

Additionally, the People Board have seen 33 people trained in Mystery Shopping, with their feedback of P3’s services reviewed on a quarterly basis.

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. The strategy’s progress against desired outcomes is reviewed quarterly. The People Board has also been successful in recruiting an additional four people we work alongside to sit as members and has reported its progress to the Board of Trustees.

Objectives and Activities

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.”

Objectives

The objectives of P3 are:

e To promote social inclusion for the benefit of the public through the provision of advice, education, employment and housing services for young people and those who are homeless;
e The advancement of health; and
e The relief and care of people experiencing economic hardship, including people who are homeless and socially excluded.

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 a post-pandemic society facing economic uncertainty.

Our new strategy and ‘theory of change’ is centred upon: Somewhereto live, someone to love and something to do.

e Somewhere to live: Somewhere safe to live has an evidenced positive impact on all life outcomes.
e Someone to love: We know that being part of a community and healthy relationships are the key building blocks to improved wellbeing.
e Something to do: Access to education, developing skills for employment and volunteering can all improve life chances and wellbeing.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

P3 has 11 strategic priorities: 5 that focus on our impact for people and 6 that enable us to achieve this in line with our values.

Our impact priorities are:

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

Our impact enabling priorities are:

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

Activities for Achieving Objectives

Current activities include:

e Direct access homeless accommodation e Supported accommodation for people with mental ill-health e Complex and chaotic needs service
e Floating support for people with mental ill-health e Floating support services to help people keep their home e Floating support services for people with addiction issues e Hospital discharge support for people with mental ill-health e Street outreach work e Mental health crisis accommodation for women e Navigator general advice services for young people e JobShop training/job advice services for young people e Registered Social Landlord

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Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

e Supported accommodation for young homeless people e Link worker services to people with chaotic lifestyles and complex needs e Youth services including youth clubs and mentoring e After school and play services e Family support services, including skills development e Specialist hoarding support e 24-hour mental health helpline support for people e Out-of-hours helpline support for people who are homeless

Public Benefit

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

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

Strategic Report

Achievements and Performances

Over the last financial year, P3 has again become a bigger, stronger and more diverse organisation. In 2024-25, across the group, an average of 838 (2024: 813) staff and 107 (2024: 300) regular volunteers supported 81,845 (2024: 33,000) people (59,777 through our Derbyshire Mental Health Healthline) across towns and cities over 7 regions in England — the South East, the South West, London, East Midlands, West Midlands, Yorkshire 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.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

Our Impact Priorities

At P3 we 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.

Our quality is good, but we believe it can be developed, particularly in areas where the positive impact is incidental, accidental and at a lesser scale.

Objective 1: We will ensure that P3 is for everyone, promoting inclusion and equity of

access:

e Operating in 17 (2024: 17) counties
e Offering programmes and services in 57 (2024: 53) local districts and boroughs
e Working with 55 (2024: 50) different commissioners
e Offering 80 (2024: 79) services across the country
e 71 percent (2024: 73 per cent) of our staff are female, 29 per cent (27 per cent) of our staff are male and our average mean gender pay gap is -.19 per cent (1.97 per cent).
e We began our work on the redevelopment of our brand and website, striving for WCAG 2.0 accessibility to ensure we're accessible to everyone, including those with visual impairment and neurodiversity.

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

e Through the Apprenticeship Levy Gifting scheme and a partnership with Securitas UK, P3 was able to support seven colleagues to complete the DataDriven Professional Level 3 programme, one colleague to complete a ILM Level 5, three colleagues to complete a Senior Leadership Level 7 training and one colleague to complete a Senior People Professional Level 7 qualification.
e We have continued to refine our values-based recruitment processes— recruiting for values and training for skill—ensuring our colleagues are dedicated and committed.
e We have continued our partnership with the Employers Network for Equality and Inclusion (ENEI) to continue the development of our EDI (equity, diversity and inclusion) strategy, which in 2024-25 saw the formation of our Senior Leadership EDI Committee and the launch of our EDI Steering Group, made up of 13 colleagues from diverse backgrounds who are passionate about helping us shape the future of equity and inclusivity at P3.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

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

e We now offer 678 (2024: 601) places to stay through our Registered Social Landlord (RSL), P3 Housing.
e P3 has progressed the transfer plan to move leased properties from our Charity portfolio into the RSL, as well as increasing the properties included in the Service Level Agreement with the Charity, with the final 35 units due to be transferred before April 2026.
e P3 has disposed of properties that no longer meet our requirements or standards, moving away from shared places to stay and replacing them with self-contained or ensuite accommodation, with landlord services managed by the RSL.

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

e Our relatively new service in Nottingham City has been works with people who have experience of or who are at risk of rough sleeping, focusing on those who are most at risk or have extensive experience of rough sleeping. Our team works incredibly hard to build trust and relationships that facilitate positive change for the people supported, helping them to sustain stable accommodation.
e Our Cambridgeshire older people’s support service has provided support and intervention to help people retain their homes, empowering them to make informed choices, increasing their sense of independence and control.
e Inthe summer we took on a young people’s supported accommodation service in the West Midlands that needed significant improvement. To do this, the young people were consulted on whether they wanted to move into other P3 accommodation while the building was brought up to P3 standard, how they wanted the interiors to look and full input into how their support should look and feel. As a result, they young people reported feeling much more supported, listened to and in control of their lives.
e In Hillingdon we partnered with the local authority to deliver accommodation for young people aged 18-25 who are most at risk of homelessness. This service offers support to help young people develop independent living skills, manage their finances, reduce social isolation and improve access to education, training and employment.
e RPT held its annual summer residential at Nethercott Farm in Devon. This gave young people an opportunity to experience life from a very different perspective, with some having never left their local borough until this trip. The children experienced lots of countryside activities, participated in team

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Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

e building events and embraced what the trip and team had to offer. Parents reported a change in their children’s wellbeing and overall attitude upon their return.
e We successfully became Ofsted registered to provide accommodation, in line with new legislation, to care leavers aged 16-17. As part of the process, lots of our young people were consulted on how their support and accommodation should look, which influenced changes at service level, resulting in an enhanced quality framework and steps taken to create a Youth Voice Committee.

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

e P3’s Calderdale service has been closely engaged with the police and local public health team to work on a strategic delivery plan around the street-use of drugs and alcohol and related deaths. As a result, two P3 complex need workers work directly with a local housing provider that has been flagged as poor quality and high risk—including being a source of significant anti-social behaviour that has led to several drug-related deaths. The impact of our work and collaboration has been recognised as one of solution-focused, traumainformed best practice.
e Warwickshire services were redeveloped as a result of commissioning, redesigned to support people facing homelessness and who may also have learning disabilities. We have worked in partnership with Mencap to develop a bespoke training package for staff to ensure we are equipped to offer the best possible support to people within that service.
e Our mental health service manager and Leicester has worked closely with local faith groups to ensure we make our services accessible and open to everyone from all communities. This has been well received and we continue to identify and remove barriers to support for communities that may not traditionally access structured support.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

Objective 6: We will provide a quality offer:

e We expanded our Executive Team to five (2024: four) members. e Finance Team came runner up in the East Midlands finance team of the year. e We were also runner up in the Accounts Payable Society awards for Collaboration. A joint award for Comms, IT and Finance.

Feedback from a Social Worker with the Family and Adolescent Support Team East team:

“| have been working with [P3] for over four years now and | have to say it has been absolute pleasure, you have supported so many young people and given them second chances when other people wouldn't. This just shows your dedication to supporting the many young people who have been through so much loss. You have always gone above and beyond for the young people you support... You always return phone calls regardless of how busy you are and you keep that on-going communication between us open. Given the amount of young people you care for, it’s remarkable how you always have a smile on your face and always willing to help.”

Feedback from the Mansfield and Ashfield Young Parents’ Service review:

“P3’s accommodation is of a good standard, feeling welcoming and inviting to young people. Staff are knowledgeable and professional in their roles and responsibilities. Management and staff were knowledgeable of the needs of the young people and were passionate about the service P3 offer. Support plans are person-centred...[and] young people fed back that they felt supported and safe within their homes at P3.”

Feedback from the Public Health Partnerships Manager, Calderdale, Yorkshire:

“| just want to say thank you for the support from P3 with regards to Union St and your unput as part of the Drug and Alcohol Strategic Board...P3 has stepped up this year to really be a responsive and trauma informed service — we are very lucky in Calderdale.”

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Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

Objective 7: We will work with transparency:

e P3 CEO Mark Simms continued as a member of the Board of the Charity Commission for England and Wales, where he has championed compliance and best practice since 2023.
e We have an effective governance structure; the P3 Board of Trustees work closely with our Executive Leadership Team to oversee the Charity’s strategic performance, management and administration.
e Our Board meet regularly and are clear about our charitable purpose, working to ensure these aims are being delivered with the values, integrity and organisational culture to achieve public benefit.
e Our Board continues to champion and develop our Board Shadowing Programme, which will create a formal route for members of People Board to join the P3 Board of Trustees
e Weare a trusted UK Charity, with a reputation spanning over 50 years (more than 140 years in London) and we are aware of the importance of the public’s confidence and trust in P3. Our Trustees, Executive Leadership Team and wider staff group are all trained to undertake their duties accordingly.
e Our work is guided and informed by best practice, and we are committed to being a learning organisation where our services are informed by the experiences of the people we work alongside not remote processes.

Objective 8: We will work with a focus on the experiences of the people we work alongside:

e Our P3 People Board continues to be engaged in two-way communication with all areas of P3: the people we work alongside, the staff delivering our services and the Trustee Board. It delivers affirmative change, it is properly resourced and enables P3 to deliver distinctive, effective, award-winning services, shaped by people who have accessed those services.
e We have continued to work in equal partnership with the people we work alongside by actively involving them in People Shaping P3 (PSP3), a programme developed to champion co-production and a learning culture. This group enables people who have accessed P3 services to inform appropriate elements of planning, auditing, training, development, policy review and consultation, providing a continuous cycle of service improvement, impact and growth.
e The People Board sub-committee has continued to oversee and review the implementation of P3’s ‘People Standards’ across the organisation and has overseen the recruitment of 15 (2024: 8) peer reviewers and completed 27 (2024: 18) peer reviews.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

e We have trained 38 people we work alongside in recruitment and selection to participate on P3 interview panels and 233 P3 staff were trained in customer service by the People Shaping P3 Team.
e Additionally, the People Board has approved the People Shaping P3 Strategy to embed co-production and people involvement across P3 to improve outcomes across our services. The People Board reviews progress against the strategy’s desired outcomes quarterly and has been successful in recruiting four people we work alongside to sit as members of the People Board and has reported its progress and fed into the Board of Trustees.
e People Shaping P3 have consulted on several topics for services and tenders, including:
CTTVin communal spaces (Ofsted services)
Young people’s handbooks
co Video tours of young people's services o Support plans
House expectations
P3 website and brand redevelopment
Reducing Co2 emissions in services
Professional boundaries
Rewards, recognition, and incentives
Policies and procedures
Staff training
The move-in process
Rugby Portobello Trust children’s and young people’s feedback consultations

Objective 9: We will excel in both digital and offline services so that everyone can access our support:

e We have continued to refine and develop our digital offer across the P3 Charity Group, capitalising on how digital technology can help us to meet the support needs of people at greater risk or in more vulnerable circumstances.
e We were certified as meeting the Cyber Essentials Plus requirements for data security across the charity's IT systems, having the appropriate, robust ICT defences to withstand cyber-attack, which enables us to bid for government contracts where handling of financial or personal data is involved.
e We have continued to develop our internal digital intranet— the ‘P3 Hub’ — adding to recruitment, wellbeing, environment and communications data for colleagues to access information, policies and procedures.
e We have donated refurbished devices (mobiles and tablets) to people accessing P3’s services, helping to overcome digital poverty and remove barriers to support and personal development.
e We unveiled our online booking tool for our Cambridgeshire Warwickshire, Nottinghamshire and Hillingdon services.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

Objective 10: We will recognise the risks to the environment and to the world and its population are both real and immediate:

e We have updated our net-zero Carbon Reduction Plan to becomea threeyear strategy — rather than one-year — to enable us to monitor and learn from our operations to implement improvements to ensure we can meet our 2050 target, including. This strategy includes all key carbon reduction projects.
e Wecontinue to work on achieving organisation-wide carbon reduction targets and since April 2022, we have reduced our carbon emissions by 14.3 per cent (2024: 12.9 per cent).
e We have introduced a Supplier Code of Conduct requiring our suppliers to adhere to a set of mandatory environmental standards.
e Our Group electricity contract now provides 100% renewable energy.
e We have partnered with a global tree planting organisation TreeApp (B Corp Certified) to plant one tree for every new employee; to date we have planted 175 trees, providing the equivalent of two workdays for local communities.

Objective 11: We will set a strong example in how we use our assets and how we behave.

e We work strategically to maximise our resources and reserves management. e Wecontinue to employ robust and financially efficient asset management processes.
e We work closely with our Trustees to assess the Board’s effectiveness with an internal governance review and to recruit new Trustees to meet identified skills gaps.
e Wecontinue to ensure strategic clarity informs our business development and operational processes.
e We have an agile corporate structure, prudent financial management and all of our core systems and services are focussed on the delivering social value to fulfil our charitable purpose.
e We have robust, regulatory financial compliance and governance.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

Viability Statement

The Executives have assessed the prospects of the Charity up to 31 March 2027 . 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% per cent 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, 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 Executives have a reasonable expectation that the Charity will be able to continue in operation and meet its liabilities as they fall due over the three-year period of their assessment. In doing so, it is recognised that such future assessments are subject to a level of uncertainty that increases with time, and therefore, future outcomes cannot be guaranteed or predicted with certainty.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

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

e There is no significant unexpected contract attrition and bid conversion rates are not significantly lower than anticipated.
e The Charity is able to execute its new strategy and deliver the forecast margin.
e The Charity is not subject to any material penalties or direct and indirect costs and/or losses.

Reserves Policy

The Trustees have examined the Charity’s requirements for reserves considering 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:

e Maintaining the organisation’s assets in a good state of repair; e Investing in new property to improve the standard of our estate and grow the organisation;
e Providing a financial cushion against risk and future uncertainties; and e Resourcing the research and development of new services and initiatives.

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

To this end, the Trustees have established a reserves policy that is reviewed annually to ensure that the appropriate levels of reserves are maintained. Our General Fund Reserves are £14.8m (2024: £13.6m), these reserves are sufficient to mitigate against potential financial risk to the organisation. Our capital investment program is £522k (2024: £651k), leaving £4.3m (2024: £3.9m) in free reserves.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

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 37.

Total income for the year was £39.1m (2024: £36.4m). Total expenditure for the year was £37.7m (2024: £34.8m). Net income for the year was £1.4 (2024: £1.5m). At 31 March 2025, the net assets shown in the Consolidated Balance Sheet amounted to £16.m (2024: £15.5m).

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 level of funding. P3 aims to continue to provide services funded by Supporting People while 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

As the social, economic, and political landscape continues to evolve, so too do the needs of the people and communities we support. At P3, we remain committed to responding with agility, compassion, and innovation, drawing on our values, experience, and strong foundations to shape services that deliver lasting impact.

Moving forward, we are strengthening our focus on data, digital transformation, and strategic innovation to ensure we remain a future-ready organisation. Our Data Transformation Programme will lay the foundation for more efficient, insight-led service delivery improving data quality, enabling real-time decision-making, and freeing up staff time to focus on people. Alongside this, we are exploring Al-enabled tools and automation to enhance frontline delivery, with specific focus areas such as older people’s services and administrative streamlining.

We will develop our People and Culture offer, bringing renewed energy to areas including wellbeing, equity and inclusion, workforce development, and leadership progression. This investment in our people is vital as we continue to deliver highquality services in a challenging external environment.

Demand for our services continues to rise. We are actively engaged in tendering for new opportunities that align with our mission and expand our reach in health,

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Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

housing, education, and social care. At the same time, we remain realistic about the impact of public sector financial pressures and are working with commissioners to redesign services in ways that are both cost-effective and person-centred.

We will continue to prioritise access to safe and secure homes for those who need them most. Working in partnership with P3 Housing and a network of socially responsible landlords, we are also actively pursuing new opportunities to raise funds through social investment to acquire additional properties. Our aim is to ensure people havea solid foundation from which they can live, grow, and thrive.

Looking ahead, we will continue to build P3’s capacity to adapt, lead, and deliver, ensuring we offer real solutions to complex social challenges today and into the future.

Risk Management and Mitigation

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

e Strategic planning and direction
e Operational
e Finance
e Legal
e Human resources
e Reputation e Information management and information technology

Through the P3 Business Continuity 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:

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Impact of Government legislation	Presence on and at key government
changes on income	forums, regulatory bodies and
	conferences to try to influence
	policymaking
Loss ofincome- impact on cash flow	Diversification plans to minimise
	reliance on any one income stream
Compliance with legislation and	Robust auditing of services, activities,
regulations	policies and environment to ensure
	compliance with latest legislation and
	regulations
Mobilisation costs impacting on cash	Strong reporting mechanisms to identify
flow	impacton existing cash flowforecasts
Impact on reputation from activities	Implementation of robust monitoring
	and reporting ofactivities to minimise
	risktoreputation

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 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 Governance, Remuneration and Nominations Committee meets three times each financial year to cover the following areas relating to Key Management Personnel:

e Nominations Policy and Strategy
e Remuneration Policy and Strategy
e Pension arrangements
e Employee incentive plans
e Performance evaluations for the Chief Executive and Trustees

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

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

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:

e Select suitable accounting policies and then apply them consistently. e Observe the methods and principles in the Charities SORP. e Make judgements and accounting estimates that are reasonable and prudent. e State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
e Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

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

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

e There is no relevant audit information of which the charitable company's auditors are unaware; and
e The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

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People Potential Possibilities Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

Charities Governance Code

The Trustees are working towards the Charities Governance Code (2024). 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 three (2024: three) serious incident reports to the Charity Commission this year:

e Incident one was reported on 31 May 2024, concerning a safeguarding matter.
e Incident two was reported on 23 October 2024, concerning a safeguarding matter.
e Incident three was reported on 24 February 2025, concerning a safeguarding matter.

These incidents are all closed with the Charity Commission.

Fundraising Standards

P3 has adopted and implemented in full the Fundraising Code of Practice and are registered with the Fundraising Regulator.

P3 raises some funds from the public and we are committed to good fundraising practice:

Charities Act 2011 Section 162A:

a) P3 undertakes fundraising through internal resources and we do not commission an external fundraiser or commercial participator for these activities.
b) P3 is not subject to an undertaking to be bound by any voluntary scheme for regulating fundraising, or voluntary standard for fundraising in respect of activities on behalf of the charity.
c) P3 monitors fundraising activities via a Board Sub-Committee (Finance and General Purposes) and via the fundraising board report.
d) P3 received no (2024: None) complaints about activities for the purpose of fundraising.

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Trustees’ Report (incorporating Directors’ and Strategic Report) For the year ended 31 March 2025

e) P3 has adopted principals of GDPR legislation and has safeguarding policies to protect the data of vulnerable people and other members of the public from:
Unreasonable intrusion on a person's privacy.
o Unreasonable persistent approaches for the purpose of soliciting or otherwise procuring money or other property on behalf of the charity.
o Placing undue pressure on a person to give money or other property.

Auditors

The auditors Price Bailey will be proposed for re appointment in accordance with Section 485 of the companies act 2006

Approval

This Trustees’ Report, incorporating the Strategic Report, was approved by the Trustees on 16th September 2025 and signed on its behalf by:

Adam Hackett

Chair of Trustees

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People Potential Possibilities Independent Auditors Report For the year ended 31 March 2025

Independent Auditors Report to the Members of People Potential Possibilities for the year ended 31 March 2025

Independent Auditor’s Report to the Members of People Potential Possibilities

We have audited the financial statements of People Potential Possibilities (the ‘parent charitable company’) and its subsidiary (the 'group') for the year ended 31 March 2025 which comprise the Consolidated Statement of Financial Activities, the Consolidated Balance Sheet, the Charity Balance Sheet, the Consolidated Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

e give a true and fair view of the state of the group’s and parent charitable company’s affairs as at 31 March 2025, and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;
e have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
e have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent 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.

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People Potential Possibilities Independent Auditors Report For the year ended 31 March 2025

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 and 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. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

e the information given in the trustees’ report, which includes the strategic report and the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
e the strategic report and the directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements.

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People Potential Possibilities Independent Auditors Report For the year ended 31 March 2025

;

Matters on which we are required to report by exception

In the light of the 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 or 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:

e adequate accounting records have not been kept by the parent charitable company, or returns adequate for our audit have not been received from branches not visited by us; or
e the parent charitable company’s financial statements are not in agreement with the accounting records and returns; or
e certain disclosures of trustees’ remuneration specified by law are not made; or e we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 30, the trustees (who are also the directors of the parent 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 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 parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor responsibilities for the audit of the financial statements

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.

Page | 35

People Potential Possibilities Independent Auditors Report For the year ended 31 March 2025

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

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

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

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

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

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.

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-theaudit-of-the-fi/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.

Page | 36

29 October 2025

People Potential Possibilities

Consolidated Statement of Financial Activities

(Incorporating Income and Expenditure Account) For the year ended 31 March 2025

		Restricted	Unrestricted	TotalFunds	TotalFunds	/[ota/Funds	/[ota/Funds
		Funds 2025	Funds 2025		2025		2024
	Note	£	£	£			£
INCOME FROM
Donations	2	522,695	55,578		578,273		518,637
Othertrading activities	3	499,338	164,779		664,117		528,894
Investments		-	2,945		2,945		997
Social Inclusion	4	2,095,319	35,635,237		37,730,556		35,154,859
Other	5	-	143,949		143,949		152,792
TOTAL		3,117,352	36,002,488		39,119,840		36,356,179
EXPENDITURE ON
RaisingFunds
Costs ofgenerating voluntaryincome		:	122,972		122,972		88,331
		-	122,972		122,972		88,331
Charitable expenditure:
Social Inclusion	8	2,878,886	34,726,664		37,605,550		34,740,223
TOTAL		2,878,886	34,849,636		37,728,522		34,828,554
Net income before gains on investments		238,466	1,152,852		1,391,318		1,527,625
NETMOVEMENT IN		238,466	1,162,852		1,391,318		1,527,625
FUNDS
RECONCILIATION OF FUNDS
TOTAL FUNDS BROUGHTFORWARD	17	1,893,828	13,614,930		15,508,758		13,981,133
Movement In Funds	17	(80,656)	80,656		-		.
TOTAL FUNDS CARRIED FORWARD		£2,051,638	£14,848,438	£16,900,076		£15,508,758
All oftheabove results are derived from continuing activities.
The Statement ofFinancial Activities includes	allgainsand losses		recognised in the year.
P3CHARITY			Income		33,672,285		33,017,069
			Expenditure		32,673,736		31,334,149
			Surplus	£	998,549	£	1,682,920

The notes on pages 42 to 61 form part of these financial statements.

Page | 38

People Potential Possibilities Consolidated Balance Sheet For the year ended 31 March 2025

==> picture [448 x 355] intentionally omitted <==

----- Start of picture text -----
Note 2025 2024
£ £ £ £
FIXED ASSETS
Tangible fixed assets 11 20,243,114 20,618,335
20,243,114 20,618,335
CURRENT ASSETS
Debtors 13 3,635,344 4,430,762
Cash at Bank 8,417,018 6,535,679
12,052,362 10,966,441
CREDITORS: amounts falling due
within one year 14 (5,230,953) (6,094,108)
6,821,409 5,872,333
TOTAL ASSETS LESS CURRENT LIABILITIES 27,064,523 26,490,668
CREDITORS: amounts falling due after
more than one year 16 (10,164,447) (10,981,910)
NET ASSETS £ 16,900,076 £ 15,508,758
CHARITY FUNDS
Restricted Funds 17 2,051,637 1,893,828
Unrestricted Funds 17 14,848,439 13,614,930
£ 16,900,076 £ 15,508,758
----- End of picture text -----

The financial statements were approved by the trustees and authorised for issue on 16 September 2025 and signed on their behalf by:

Adon f | Adam Hackett Chair of Trustees

The notes on pages 42 to 61 form part of these financial statements.

Page| 39

People Potential Possibilities Charity Balance Sheet For the year ended 31 March 2025

	Note	2025		2024
		£	£	£	£
FIXED ASSETS
Tangiblefixed assets	11	18,786,662		19,176,508
			18,786,662		19,176,508
CURRENTASSETS
Debtors	13	3,265,300		4,099,881
Cash atBank		7,984,247		6,376,578
		11,249,547		10,476,459
CREDITORS: amounts falling due
within oneyear	14	(5,134,535)		(4,932,379)
			6,115,012		5,544,080
TOTALASSETS LESSCURRENT LIABILITIES		24,901,674			24,720,588
CREDITORS: amounts falling due after
morethanone year	16	(10,164,447)			(10,981,910)
NETASSETS		£	14,737,227	£	13,738,678
CHARITY FUNDS
Restricted Funds	17		1,386,933		1,208,940
Unrestricted Funds	17		13,350,294		12,529,738
		£	14,737,227	£	13,738,678

The financial statements were approved by the trustees and authorised for issue on 16" September 2025 and signed on their behalf by:

==> picture [181 x 53] intentionally omitted <==

----- Start of picture text -----
_fheAdam Hackett~ het
Chair of Trustees
----- End of picture text -----

The notes on pages 42 to 61 form part of these financial statements.

Page | 40

People Potential Possibilities Consolidated Statement of Cash Flows For the year ended 31 March 2025

	Note		2025	2024
			£	£
Cash from operating activities			2,895,832	1,620,694
Cash flows from investing activities
Purchase of tangible fixed assets	14		(663,434)	(4,099,192)
Proceedsfrom the sale oftangible fixed assets			468,866	360,972
Net cash (used in) investing activities			(194,568)	(3,738,220)
Cash flows from financing activities:
Repayment of borrowings			(456,266)	(143,039)
Cash (Outflows) inflowsfromnew borrowing			(363,659)	900,000
Net cash (used in) provided byfinancing activities		~	(819,925)756,961.
Increase (decrease) in cash and cash equivalents in the reporting period			1,881,339	(1,360,565)
Cash and cash equivalents at the beginning of the reporting period			6,535,679	7,896,244
Cash and cash equivalents at the end ofthe reporting period			8,417,018	6,535,679
Reconciliation of net movement in funds to cash flowfrom operating activities
			2025	2024
			£	£
Net movement in funds			1,391,318	1,527,625
Depreciation of tangible fixed assets	11		699,944	663,656
Surplus ondisposal of tangible fixed assets	§		(130,155)	(122,822)
Decrease /(Increase) indebtors			795,419	(350,759)
Increase / (decrease) to creditors OtherOperating Activities			136,844 2,462	(90,257) (6,749)
Net cash flowfrom operating activities			2,895,832	1,620,694
Analysis of cash and cash equivalents			2025	2024
			£	£
Cash in hand			8,417,018	_6,535,679
Totalcashandcashequivalents			8,417,018	6,535,679

The notes on pages 42 to 61 form part of these financial statements.

Page | 41

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

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.

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 subsidiary, P3 Housing Limited, 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 Forming Part of the Financial Statement For the year ended 31 March 2025

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.

Page | 43

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

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.

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	3to 5 years, straight line weinlan NOt 16
Small-medium property	10 years, straight line
Motor vehicle	3 years, straight line
Furniture,fixturesandfittings	3years,straightline

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.

Page | 44

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

VAT

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

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 Benefits: Employee termination benefits

Termination benefits are accounted for on an accrual basis and in line with FRS 102. Key Accounting Estimates and Judgements Policy — None

Page | 45

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

2 INCOME FROM DONATIONS, GRANTS AND CORE FUNDING

			Restricted		Unrestricted
			Funds2025		Funds 2025		Funds2025		Funds 2024
			£		£		£		£
	Donations		522,695		55,578		578,273		518,637
	Donations 2024 Comparative		511,719		6,918		518,637
			Restricted		Unrestricted
3	Other Trading Activities		Funds2025		Funds 2025
							£		£
	Fundraising events		403,443		14,816		418,259		440,428
	Hire income		71,269		.		71,269		65,959
	Rental income		=		15,193		15,193		22,507
	Other Income - Reimbursement OfSecurity		-		42,508		42,508		-
	Other Income-Contribution To Redundancy		24,626		-		24,626		-
	Other Income-Damages		-		75,083		75,083		-
	Other Income-Hotels		-		15,874		15,874		-
	Other Income-Housing Costs		-		1,305		1,305		-
			499,338		164,779		664,117		528,894
			Restricted		Unrestricted
4	SOCIAL INCLUSION		Funds2025		Funds2025		Funds 2025		Funds 2024
			£		E		£		£
	Grant Income/SLA		473,446		406,282		879,728		1,519,711
	Supporting People/Housing Benefit		638,305		31,511,911		32,150,216		29,193,205
	Play Session Income		29,533		422,311		451,844		317,536
	TenentCharges		-		987,918		987,918		918,926
	Personalisation budgets		-		839,815		839,815		769,676
	Sandwell NHS Trust Income		136,138		-		136,138		130,233
	NHS Trust Income		574,219		1,438,570		2,012,789		1,612,759
	NHS Trust Income Personalisation		-		4,000		1,000		10,188
	Rugby Portobello Trust Grants		223,369		-		223,369		227,531
	Hoarding Services		-		27,430		27,430		1,972
	Capital Grants		20,309		-		20,309		453,122
		£	2,095,319	£	35,635,237	£	37,730,556	£	35,154,859

During the year the charity received £1,225,336 (2024: £1,843,897) in govemment Grants. There were no unfullfilled conditions at the year end and £82,905 (2024: £NIL) is recognised in funds carried forward as shown in note 16

		Restricted		Unrestricted
SOCIAL INCLUSION 2023 COMPARITVE		Funds 2024		Funds 2024		Funds2024
		£		£		£
Grant Income/SLA		610,389		909,322		1,519,711
Supporting People/Housing Benefit		894,682		28,298,523		29,193,205
Play Session Income		27,899		289,637		317,536
Tenent Charges		-		918,926		918,926
Personalisation budgets		9,893		759,783		769,676
Sandwell NHS Trust Income		130,233		-		130,233
NHS Trust Income		181,682		1,431,077		1,612,759
NHS Trust Income Personalisation		-		10,188		10,188
Rugby Portobello Trust Grants		227,531		-		227,531
Hoarding Services		1,972		-		1,972
Capital Grants		453,122		-		453,122
	£	2,537,403	£	32,617,456	£	35,154,859

4 SOCIAL INCLUSION 2023 COMPARITVE

Page | 46

Notes Forming Part of the Financial Statement For the year ended 31 March 2025

People Potential Possibilities

==> picture [446 x 69] intentionally omitted <==

----- Start of picture text -----
|||||| |---|---|---|---|---| |2025|2024| |5|OTHER|INCOME|£|£| |Other|income|13,794|29,970| |Profit|on|disposal|130,155|122,822| |£|143,949|£|152,792|

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

Other Income consists of £Nil (2024 £7,640) of restricted income

6 NET MOVEMENT IN FUNDS

This is stated after charging:

==> picture [439 x 129] intentionally omitted <==

----- Start of picture text -----
|||||||||| |---|---|---|---|---|---|---|---|---| |2025|2024| |£|£| |Depreciation|of tangible|fixed|assets:| |- owned|by|the|charity|646,950|601,750| |- owned|by|Subsidiaries|52,994|61,906| |Auditor's|remuneration|-|Parent|Company|31,200|23,100| |-|Subsidiaries|21,300|17,374| |Operating|Leases|-|Parent|Company|3,838,461|4,606,333| |-|Subsidiaries|1,497,350|2,117,659| |Profits|on|Sale|of Assets|-|Parent|Company|130,155|122,822| |Pension|costs|761,578|679,100|

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

Page | 47

Notes Forming Part of the Financial Statement For the year ended 31 March 2025

People Potential Possibilities

7 P3 GROUP STAFF COSTS AND NUMBERS

Staff costs were as follows:

Staff costs were as follows:
	2025		2024
	£		£
Wages and salaries	21,336,540		19,670,731
Social security costs	1,809,553		1,546,499
Pension costs	761,578		679,100
Settlements Paid In Year	118,723		86,517
Redundancies Paid In Year	85,677		66,707
Settlement & Redudancies Accred Prior Year	(108,299)		(87,605)
Settlement & Redudancies Accred at year End	103,150		108,299
	£24,106,922	£	22,070,248

The number of staff in receipt of Redundancy & Settlements in the year was 30 (2024:7) The Redundancies in Year relate to the end of one contract, the termination of one contract, the remodelling of one contract and incoming TUPE

	2025	2024
The average number ofemployees during the yearwas	No.	No.
Social Inclusion	780	757
Support	53	51
Governance	5	5
	838	813
The number of higher paid employees forthe Charity was:
In the band £60,001 - £70,000	4	4
In the band £70,001 - £80,000	2	1
In the band £80,001 - £90,000	1	1
In the band £90,001 - £100,000	2	4
In the band £110,001 - £120,000	1	.
In the band £120,001 - £130,000	-	1
In the band £130,001 - £140,000	4	-
	11	5

The key management personnel of the Group comprise of 6 members (2024: 5). The total employee benefits of the key management personnel of the Group were 695,992 (2024: £561,752)

During the year no trustees received any remunerations (2024 - Nil) During the year no trustees received any benefits in kind (2024 - Nil) During the year 10 (2024 - 8) trustees were reimbursed travel expenses amounting to £3,519 (2024 - £3,356)

Page | 48

People Poten�al Possibili�es

Notes Forming Part of the Financial Statement

For the year ended 31 March 2025

8 SOCIAL INCLUSION Salaries and pension Other staff costs Premises/Property costs Office Costs Vehicle Costs Catering and Welfare Depreciation Insurance Equipment Repairs and servicing Redundancy Cost Legal and professional costs Bad debt provision Bad debts written off Supporting People Costs Other Social Inclusion costs National Citizenship Programme Delivery Inter Company Grant Support costs allocation (Note 8) Irrecoverable VAT Write Off Provision For Irrecoverable VAT Taxation Total 9 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	2025 2024 £ £ 20,129,678 18,755,965 669,067 833,885 5,000,633 4,549,625 1,559,255 1,404,232 375,625 289,695 136,398 122,041 661,997 636,880 282,514 227,022 1,726,408 1,511,276 163,610 100,131 220,592 188,999 57,015 (7,587) 296,101 187,414 - - 433,285 593,117 - - - - 5,871,261 5,283,103 22,110 64,161 - - - 264 37,605,550 £ 34,740,223 £ £ £ £ £ 3,749,700 89,681 3,839,381 3,201,396 438,470 - 438,470 394,358 189,853 - 189,853 179,508 192,930 - 192,930 287,658 361,811 - 361,811 397,151 24,141 - 24,141 18,728 37,947 - 37,947 26,775 1,156 - 1,156 911 485,345 - 485,345 443,705 89,909 61,800 151,709 161,825 56,858 - 56,858 74,165 35,641 - 35,641 53,093 - 52,500 52,500 40,474 - 3,519 3,519 3,356 0 2024 Social Inclusion Governance (see Note 10) 2025	2025 2024 £ £ 20,129,678 18,755,965 669,067 833,885 5,000,633 4,549,625 1,559,255 1,404,232 375,625 289,695 136,398 122,041 661,997 636,880 282,514 227,022 1,726,408 1,511,276 163,610 100,131 220,592 188,999 57,015 (7,587) 296,101 187,414 - - 433,285 593,117 - - - - 5,871,261 5,283,103 22,110 64,161 - - - 264
		37,605,550 £ 34,740,223 £
	5,663,761 207,500 5,871,261 5,283,103

	Support costs, which includes governance costs, are allocated	Support costs, which includes governance costs, are allocated	on the basis of staff costs	on the basis of staff costs
9a	COMPARATIVE 2024 SUPPORT COSTS	Social	Governance
		Inclusion	(see Note 10)	2024
		£	£	£
	Salaries and pension	3,125,096	76,300	3,201,396
	Other staff costs	394,358	-	394,358
	Premises/property costs	179,508	-	179,508
	Office costs	287,658	-	287,658
	Vehicle costs	397,151	-	397,151
	Catering and welfare	18,728	-	18,728
	Depreciation	26,775	-	26,775
	Insurance	911	-	911
	Equipment repairs and servicing	443,705	-	443,705
	Legal and professional costs	100,554	61,271	161,825
	Other costs	74,165	-	74,165
	Redundancy Cost	53,093	-	53,093
	Auditor's fees	-	40,474	40,474
	Trustees expenses reimbursed	-	3,356	3,356
	Corporation Tax	-	-	-
	Total	5,101,702	181,401	5,283,103

Page | 49

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

40	GOVERNANCE						2025		2024
							£		£
	Auditors fees						52,500		40,474
	Legal and Professional fees						61,800		61,271
	Trustees expenses reimbursed						3,519		3,356
	Salariesand pensions						89,681		76,300
						£	207,500	£	181,401
11	TANGIBLE FIXED ASSETS
	GROUP	Freehold Property	LiTerm Leashold Property	Motor Vehicles	Furniture, fittingsand equipment	Capital	Projects		Housing Stock	Total
		£	£	4	£		=			£
	Cost
	At dst April 2024 Additions Disposals	21,803,264 386,549 (508,467)	563,460 102,049 (3,123)	99,516 - (14,227)	1,380,515 137,627 (157,323)		- 19,944 -		- 17,265 =	23,846,755 663,434 (683,140)
	At 34st March 2025	21,681,346	662,386	85,289	1,360,819		19,944		17,265	23,827,049
	Depreciation
	At1stApril2024	1,701,897	524,364	98,465	903,694		=		:	3,228,420
	Charge fortheyear On disposals	374,168 (171,559)	42,447 (3,123)	1,049 (14,227)	279,510 (155,520)		2,770 =		- =	699,944 (344,429)
	At 31st March 2025	1,904,506	563,688	85,287	1,027,684		2,770		-	3,583,935
	Net Book Value
	At 31st March 2025	19,776,840	98,698	2	333,135		17,174		17,265	20,243,114
	At 31 March 2024	20,101,367	39,096	1,051	476,821		-		-	20,618,335
iia	TANGIBLE FIXED ASSETS
	CHARITY	Freehold Property	UTerm Leashold Property	Motor Vehicles	Furniture, fittingsand equipment	Capital	Projects		Housing Stock	Total
		£	£	£	£		£			£
	Cost
	At 1st April 2024 Additions Disposals	20,328,268 355,573 (508,467)	554,954 70,171 (3,123)	99,516 0 (14,227)	1,285,581 132,862 (155,057)		- 19,944 -		- 17,265 -	22,268,319 595,815 (680,874)
	At 31st March 2025	20,175,374	622,002	85,289	1,263,386		19,944		17,265	22,183,260
	Depreciation
	At istApril 2024 Chargeforthe year On disposals	1,636,597 348,625 (171,559)	523,498 32,145 (3,123)	98,465 1,049 (14,227)	833,251 262,161 (153,254)		- 2,770 -		- - -	3,091,811 646,950 (342, 163)
	At 31st March 2025	1,813,863	552,520	85,287	942,158		2,770		-	3,396,598
	Net Book Value
	At 31st March 2025	18,361,511	69,482	Z	321,228		17,174		17,265	18,786,662
	At31March2024	18,691,671"	31,456	1,051"	452,330		-		-	19,176,508

Page | 50

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

12 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 TheAcademy 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.

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|||||||| |---|---|---|---|---|---|---| |P3|Housing|Limited|2025|2024| |Summary|of|Profit|and|Loss Account|£|£| |Tumover|5,742,562|3,912,013| |Expenditure|(5,329,609)|(4,029,414)| |Retained|profit/ (Loss)|412,953|(117,401)| |Reseres|brought|forward|1,085,193|1,202,594| |Reserves caried|forward|1,498,146|1,085,193| |The|Assets &|Liabilities|£|£| |Fixed|Assets|1,456,452|1,441,827| |Current|Assets|975,299|664,487| |Current|Liabilities|(933,605)|(1,021,121)| |Total|net assets|1,498,146|1,085,193|

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13 DEBTORS

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||||||||| |---|---|---|---|---|---|---|---| |Group|Charity| |2025|2024|2025|2024| |£|£|£|£| |Due|within|one|year| |Trade|debtors|1,741,163|2,782,077|1,672,367|2,781,249| |Other debtors|707,930|357,702|660,558|322,570| |Housing|Debtor|277,773|568,721|142,186|359,648| |Prepayments|908,478|722,262|790,189|636,414| |£|3,635,344|£|4,430,762|£|3,265,300|£|4,099,881| |14|CREDITORS:| |Group|Charity| |2025|2024|2025|2024| |£|£|£|£| |Bank|Loans|141,513|143,975|141,513|143,975| |Trade|creditors|*|4,275,069|1,003,270|"4,149,667|913,570| |Other Creditors|317,464|124,704|317,464|124,704| |Social|security|and|other taxes|443,030|398,759|443,030|398,759| |Accruals|2,531,933|2,673,122|2,388,433|2,426,590| |Deferred|income|521,944|750,278|521,944|750,277| |Inter Company|Creditor|~|-|172,484|174,504| |£|5,230,953|£|5,094,108|£|5,134,535|£|4,932,379|

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Income is Deferred where income relates to activity in a future period, this includes projects with vacant posts and personalisation funds.

Page | 51

People Potential Possibilities

Notes Forming Part of the Financial Statement For the year ended 31 March 2025

					Group			Charity
					Restated			Restated
15	Deferred income reconciliation			2025	2024		2025	2024
				£	£		£	£
	Brought Forward Amount deferred in year Amounts Released			750,278 386,943 (615,277) 521,944	964,180 750,273 (964,175) 750,278		750,278 386,943 (615,277) 521,944	964,180 750,273 (964,175) 750,278
16	CREDITORS:
	Amounts falling due aftermore thanone year				Group			Charity
				2025	2024		2025	2024
				£	£		£	£
	LongTermCreditorsdueaftermorethanoneyear			6,304,988	8,668,647		8,304,988	8,668,647
	Bank Loans falling due aftermore than one year			1,859,459	2,313,263		1,859,459	2,313,263
				10,164,447	10,981,910		10,164,447	10,981,910
	Creditors include amounts not wholly repayable within		five years as follows:-
	Repayable by instalments			9,593,891	10,409,743		9,593,891	10,409,743
	Loans reconciliation
			Annual
	Lender Lloyds Lloyds Lloyds Lloyds Lloyds Lloyds Lloyds	MaturityDate 16/11/2032 31/03/2031 22/08/2031 17/10/2031 28/02/2033 10/12/2032 26/10/2034	Interest Charge 2,829 4,579 1,599 2,775 15,437 3,049 1,591	Balance 31/03/2025 44,856 71,347 25,025 43,504 245,712 48,250 21,967	Due 1 Year 4,472 10,398 3,103 §,231 23,561 4,739 1,556	Dueito5 Years 17,891 41,597 12,410 20,923 94,246 18,956 6,220	Due Over5 Years 22,493 19,352 9,512 17,350 127,905 24,555 14,191
	Lloyds Lloyds Future Builders Future Builders Future Builders Future Builders	25/03/2035 23/03/2035 30/11/2036 31/01/2036 30/09/2035 31/07/2034	3,136 2,961 3,030 3,592 31,236 23,863	(87) 39,630 49,256 58,519 384,454 292,073	(87) 2,611 3,419 3,753 24,436 22,107	- 10,443 13,678 15,009 97,744 88,423	. 26,576 32,159 39,757 262,274 181,543
	Social & Sustainable Capital Social & Sustainable Capital Social & Sustainable Capital	25/02/2031 18/07/2031 13/07/2030	> - .	2,784,733 1,855,750 1,954,391	- - .	- - -	2,784,733 1,855,750 1,954,391
	LLoyds	31/03/2038	54,484	677,466	33,214	133,015	511,237
	Social & Sustainable Capital	18/01/2032	-	1,710,113	-	-	1,710,113
			162,647	10,306,959	142,513	570,555	9,593,891

There are 12 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 & Sustainable Capital.

Page | 52

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025 poeeee

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47 STATEMENT OF FUNDS 2025
P3 Group
Transfers ini[out)
Balance at 1 and Investment Balance at
April 2024 gains 34 March
Income Expenditure 2025
UNRESTRICTED FUNDS: € E € £ €
DESIGNATED FUNDS:
Fixed assets fund People Potential Possibilities 6,050,626 = - 430,080 8,480,708
Fixed assets fund P3 Housing 1,441,825 = * 14,628 1,456,451
Hardship fund - Staff 86,345. - 4,000 - 81.445
Hardship fund - People We Work Alongside 00,107 = - a 09,107
St Marys Bay 20,000 ‘ . - 20,000
Subtotal 9,697,093 = 4,000 444 708 40,137,790
GENERAL FUNDS
People Potential Possibilities 4,273,575, 30,554,035 20,780,051 (360,608) 4,068,051
P3 Housing 1,085,105 5,742,582 5,329,600 4,408,148
Acadamy Of Youth Limited (8) - * * (8)
GROUP ADJUSTMENTS
P3 Charity Inter Company Adjustment - Gitted Surplus from P3 Housing (364,845) - - - (364,845)
P3 Charity Inter Company Adjustment - Homes England Sub Contract For Support (527,871) (274,825) - : (802,608)
P3 Housing- Designated fund (1,441,627) - * (14,628) (1,458,453)
P3 Housing Inter Company Adjustment - Gifted Surplus to P3 Charly 364,845 - * = ‘304,845
P3 Housing Inter Company Adjuatment - Homes England Sub Contract For Support 527,874 * (274,825) 802,606
P3 Housing Capital Projects - (20,184) = 20,184 7
General Funds 3,016,037 36,002,483 34,844,735 (364,050) 4,740,640
Total unrestricted funds 13,614,030 36,002,488 34,840,035 80,656 14,848,439
RESTRICTED FUNDS
Brought Transfers Canled
Forward Income Ex panditure Int{out) Forward
& E— E € €
3H Capital Projects
P33 Housing- Homes England Grant - Acom House 76,704 - + (10,804) 65,807
P3 Housing ~ Homes England Grant - NSAP. 167,620 - * (3,031) 164,589
P33 Housing - Homes England Grant - RSAP 109,036 * bl (2,654) 196,382
P3 Housing WLOC Caplial Grant - RSAP 34,302 = - (7o8) ‘37,506
P3 Housing - Homes England Grani - 53 Wellington Refurb Movement To Restricted Funds 183,220 * * (2,899) 180,330
Total Capital Adjustments - P3 Housing 684,858 = ES (20,164) 684,704
The movement lin restricted funds relates to Prior Year income recognition on Homes England Capital Projects.
Restricted Funds P3 Charity
Black Country Healthcare NHS Foundation Trust -Sandwell Mental Health & Hospital Patient Senice = 54.500 54.590 =
Black Country Healthcare NHS Foundation Trust-V¥M Hospital Discharge Black Country - 7,192 4.387 F 2.805
‘Cheshire East Council - Care & Asylum Support . 201,680 261,680 - -
‘Chesterfield Borough CouncilfMental Health Homelessness Prevention - 95, 188 62,347 - 12,841
(Department of Health & Social Care-Childran and Young People Mental Health Early intervention Hubs . 207,350 165,078 - 42.283
Erewash Voluntary Action - CVS-Mental Health Small Granta Scheme = 1,650 1,650 . .
Hyde Charitable Trust-P'3 Tenancy Sustainment Support Project Hyde: = 8,500 8,500 . .
John Lyon's Charity-SHAF - RPT Summer 2024 - 5,000 5,000 - -
Leicester City Council-Leicester Community Engagement Grant - 7,800 7,800 :
Lidl Tay Bank Grant-Neighbourly Fund = 280 280 + sa
Lincolnshire Partnership NHS Foundation Trust.-Proviaion of Assisted Accommodation with Housing Related Support Senice = 0,078 0,078 -
Macclesfield Town Council-Grant = 245 245 . =
Milton Keynes City Council-MHCLG Rough Sleeper Winter Pressures Grant - 4,377 4.377 - =
Milton Keynes Community Foundation Grant - ara ara = .
(NHS North Weal London ICB-Emotional Health Wellbeing Early Intervention Senices for Children and Young Poopla - 65,054 65,054 . =
NHS North West London ICB-Hillingdon Wellbeing Serica - 200,048" 190,731 - 10,215
North East Derbyshire District Council. -Derbyshire Winter Provision 2025 . 2,621 2,624 . =
North East Derbyshire District Council.-Homelessness Prevention - 76.442" 63,600 - 12,842
Nottinghamshire County Council-Young Parents Accommodation and Support Service - 250,075 250,075 . -
Paradigm Housing Group-Buckinghamshine Hoarding Service - 16,335 16,335 . =
Prestbury United Charities Grant - 4,364 4,364 = -
Rotherham MBC-Homelessness Resetllament Senice = 46,797 46,707 ° =
Sandwell MBC - Housing Related Support - 135,658 135,658 - -
Sandwoll MBC - SWEP Admissions * 480 480 = -
‘Small Grants For People We Work Alongside = 59.041 59,041 * a
Social & Sustainable Capital - Gainsborough : 7,038 - (7.938) -
Social & Sustainable Capital - Gloucester & Lincoln - 3.674 - (3.674) -
Social & Sustainable Capita! - Gloucester & Lincoln Sidecar = 2,660 = (2.880) =
Social & Sustainable Capital - Gloucester & Lincoln Sidecar-Property manager - 36,000 = (36,000) =
Social & Sustainable Capital - Gloucester & Lincoln Sidecar-Set Up Costs = 10.000: . (10,000)
Social & Sustainable Capital - Wolves = 4.186 4,188 - -
Social & Sustainable Capital - Wolves Legal Costa * 24.000 24.000 = -
South Derbyshire OC-Homelessness Prevention Service - 14.927 14,927 - ,
Stoke City Council - Household Support Fund 2024 = 10,000 10.000 = -
Stoke City Council - Winter Food & Essential Supplies Fund 23/24 = 4,834 1,034 - -
Warwick District Council-Rough Steapers Initiative 57,306 57.306 * =
Warwickshire county council-Household support fund * 4,200 4.00 . .
Warwickshire county council-Household Support Grant Nov 24 * 3,500 3.500 = oI
West Midlands Combined Authority-Rough Sleeper Initiative 2024/2025 - 7,000 7.000 = =
Wost Midlands Combined Authority-Rough Sleeping Initiative 2023-24 * 3,500 3.500 . -
Wolerhampion City Council-Adult Social Caro Discharge Fund = 22,759 22,758 . =
Woherhampton City Council-Ganerc Housing and Preventative Floating Suppon Serica * 15,321 13,402 . 1,018
Weherhampton City Council-Sandwell Mental Health Crisis Beds / Hospital Patient Senice 2 16,257 16,257 . -
Woherhampion City Council-Sandwell SWEP provision - 1,948 4,148 - -
Weherhampton City Council-WWolvethampton Tuberculosis Enhanced Housing and Suppon Senice - 15,516 15,518 . -
Young K&C-RBKC - HAF 23,100 23,100 . «
Zendesk UK Ltd-Zendeak - Tech for Good Impact Award : 72 72 = :
Subtotal * 4,842,414 1,690,037 (80,472) 82,905
‘The movement out of restricted funds relate to the agreed retention of unspent Capital Funds from SASC, these funds contribute to the expenditure incurred by P'3 through unrestricted funds.
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Page | 53

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

47) «STATEMENT OF FUNDS 2025 P3 Group Continued

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|||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---| |P3C|Restricted|Donations| |Donations-Core|a|1.475,|1,475,|-|=| |Donations-Hillingdon|Fundraising|-|850|880|-|-| |Donations|- MACE|Hillingdon YP 2024|a|(5.000)|(5,000)|=|<| |Donations-Play:|Avondale|Play Cantro|:|5.o40|5,049|:|:| |=|3.208|B.203|~|>| |P3CFundralsing| |General|Donations|- MACE|Hillingdon YP|2024||5.000|5,000|.|.| |General|Donations|- MACE Hillingdon YP||5.460|4000|any| |-|10,460|9.668|.|ana| |P3CRestrictedSt Basils-Contribution-|Other|to|IncomeRedundancy|.|5,727|5,727|-|-| |Together|for Mental Wellbeing-Contribution|to|Redundancy|=|18,899|18.800|=|=| |=|24,626|24,626|=|=| |RestrictedGrants|Funds|Rugby Portobello|Trust| |Apple|- Beats Project|217|22,832|22.035|-|14| |Child|Hood|Trust|- Champions|For|Children|-|413,728|13,728|=|™| |Childhood|Trust|- Summer 2024|-|0.088|0.008|=|-| |Childhood|Trust|- Winter 2024|=|2.059|2.60|=|| |Greater|London|Authority|~ Young|Londoners|Fund|O75|=|6.715|=|.| |Grove Trust-RPT Fulure Ready||13,658|1,270|=|12.379| |Harrow Club-NKYC Project|-|5,200|5,200|=|Z| |Harrow Glub-RPT 140th Community Event|-|2,500|2,500|-|.| |dulla|&|Hans|Rausing|Trust|-|3,600|3.000|=|:| |Kensington|& Chelsea|Foundalion-Reducing|Educational|equalities||9.081|9,081|-|-| |Lightbulb|Trust|7.281|26,144|7.088||26.350| |Linder Foundation|- Man cave|7344|13,637|17.540|=|3.408| |London Community|Foundation|4,651|-|4,651|-|-| |Royal|Borough|CfKensington &|Chelsea|- Grenfell Websing|- Young|People|Support|3,381|16,806|10,110|-|10,077| |Royal Borough|OfKensington|&|Chelsea|- Nattingdale|Youth|=|37,060|37,0680||| |Royal Borough|Of Kensington&|Cholaea|-|Out|Of|School Learning|215|9.635,|9.850|=|-| |Royal Borough|OfKensington &|Chelsea - Reducing|Inequalities|-|7,524|7,624||=| |RoyalRoyal BoroughBorough|CfOf|KensingtonKensington&&|ChelseaChelsea DCT- ‘Youth-|YouthRecoveryCouncil FundSocial|Action|Fund|4,831-|3,128-|100123|-=|1|,708.216| |Roya! Borough|CY Kensington &|Chelsea-Fulure|Neighbourhoods|Fund - Phase 2|-|76,000|16,000|=|=| |Satalte|Club|Ba|2.416|335|Ed|2,005| |Weal London Zone|-|6,480|3,408|=|3,072| |Sublotal|31,666|223,369|104,607|=|60.428| |Eundralsing| |Brain Game|27,078|30,278|27,386|-|30,872| |‘Challenge Events|16,057|7.814|7,883|-|16,008| |(Christmas|Fair|151,683|35,345|68,220|-|178.808| |Football Academy|.|ag?|ag2|-|-| |6,004|20,681|26,885|-|| |‘Opera|Holland Gala|6,065.|:|8,065,|=|:| |Portobello|Diner|600,758|222,003|244,418|ba|677,433| |RPT|Core|Senices|=|14,316|14,318|=|=| |RPT Evonis|=|1,964|1,964|-|| |‘Subtotal|810,446|‘302,084|309,400|=|904,021| |Donations| |Hollick|Family|Foundation-RPT|Football|Academy|-|7,514|7514|-|=| |Individual|Donations|- Athena|7,578|=|7,578|=|-| |IndiMdual|Donations|- Big|Give|716|716|=|| |Indivdual Denations|- Brain Game|-|5.253|=|-|5,253| |Indivdual Donations|- Challenge|Events|3,960|18,319|-|-|22,279| |Indivdual|Donations|- Christmas|Fair|15.860|16,713|.||32,573| |IndiMdual Donations|-|Football Academy|=|25,580|25,560|bd|-| |IndiMdua!|Donations|- Fulure Ready|Plus|20,100||-|=|20,100| |Indivdual Donations|-|Homework|Club|500|:|500||| |Indiddual|Donations|- Junior|Club|Club|16,302|24,068|4.284|=|6,007| |Indivdua!|Donations|- Magic|Mums|.|22,104|22,104|-|-| |Individual! Donations|- Man Cave|‘50,40|1,080|131|.|51,489| |Individual|Donations|- Opera|0|26.559|24,376||2,503| |Individual! Donations|- Portobalo|Dinner|4am|181,044|-|.|185,733| |Individua! Donations|- RPT|e745|179,817|267,162|=|=| |Indiddual Donations|-|RPT Fundraising|.|4.485|4.488|3|=| |Individual Donations|-|RPT|Youth|46,640|4443|47,753|:|7| |Portmore|Charitable Trust-RPT Magic Mums.|:|5,000|5,000|=|=| |‘Subtotal|254,580|519,403|447146|=|328,837| |RPTRestrictedWest-LondonOther|Zone|- ManIncomeCave|12.248|.|-|=|12.248| |Room|Hire|=|74,268|74,260|=|| |Play Sessions|-|20,533|29,533|-|-| |12,248|100,802|100,802||12,248| |TOTAL|Rugby Pertobello Trust Restriced|Funds|1,208,040|1,236,558|1,141,064|=|4,303,534| |TOTAL|Restricted|Funds|1,803,828.|3,117,351|2,878,588"|(80,856)|2,051,637| |Total of Funds|15,508,758|30,119,830|37,728,524|-|16,800,076| |The purpose for each|of the|individual|restricted funds|are as stated abow| |SUMMARY|OF|FUNDS:| |Brought|Transfers|Caried| |Forward|Income|Expenditure|Int{out)|Forward| |&|—|E|£|e| |Designated Funds|8,697,603||4,600|444,708|10,137,700| |General|Funds|3,916,637|36,002,488:|34,844,735|(364,050)|4.710.640| |Subtotal|139.614.5390|36.002.|488|34,346.635|80.656|14,848,439| |Roeslricted|Funds|1,893.828|3,197,351|2,878,888|(60,658)|2,051,637| |Total of Funds.|15,508,758|39.116,839|‘37,728,521|=|16,900,076|

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Page | 54

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

47 STATEMENT OF FUNDS 2024 P3 Group

P3 Group
				Transfors
				In/{out)and
	Balance at 1 April 2024	Income	Expenditure	Investment gains	Balance at 34 March 2024
UNRESTRICTED FUNDS:	£	£	&	£	£
DESIGNATED FUNDS:
Fixed assets fund People Potential Possibilities Fixed assets fundP3Housing Hardshipfund - Staff Hardshipfund - PeopleWeWork Alongside St Marys Bay	5,568,019 1,462,260 4,025 80,187 20,000	- - -	- 7,680 .	2,481,707 (20,433) = . -	8,050,626 1,441,825 66,345 0,197 20,000
Subtotal	7,244,401	:	7,680	2,461,274	9,607,093
GENERAL FUNDS:
PeoplePotential Possibilities P3Housing Academy OfYouth Limited	5,320,663 1,202,598 (6)	28,463,028 3,012,013 -	28,415,080 4,020,416 *	(2,104,127) - *	4,273,575 1,085,195 (8)
GROUP ADJUSTMENTS P3Charity interCompanyAdjustment - Gifted Surplus fromP3Housing P3Charity interCompanyAdjustment -HomesEnglandSub Contract ForSupport	(97.207) (260,500)	(267,638) (267,371)	. -	- -	(364,845) (527,871)
P3 Housing -Designated fund	(1,462,260)	-	*	20,433	(1,441,827)
P3Housing InterCompany Adjustment - Gifted Surplus to P3 Charity P3 Housing InterCompany Adjustment -Homes England Sub Contract ForSupport P3 Housing Capital Projects	87.207 260,500 -	- . (37,804)	(287,638) (267,371) -	- - 37,804	364,845 527,871 -
General Funds	5,070,005	32,602,138	31,910,308	(2,045,800)	3,916,037
Total unrestricted funds	12,315,398	32,602,138	31,018,077	415,474	13,614,930
RESTRICTEDFUNDS P3HCapitalProjects P3Housing -Homes England Grant -Acom House	Brought Forward & a7 260	Income € -	Expenditure € -	Transfers ini(out) £ (21,268)	Carried Forward £ 76,701
P3 Housing -Homes England Grant -NSAP P3Housing-Homes England Grant -RSAP	100,576 202,442	* -	. -	(2.956) (3.406)	187,620 199,036
P3HousingWLDCCapital Grant -RSAP P3 Housing -Homes England Grant -53WellingtonRefurb MovementToRestricted Funds Total CapitalAdjustments -P3Housing	35,905, 182,890 722,782	. : =	- = -	(603) (9,661) (37,894)	38,302 183,220 684,888
Restricted FundsP3 Charity AllemativeGiving - Wolverhampton AltemativeGiving - Wolvarhampton PeterBilson House Black Country Healthcare NHS Foundation Trust Black Country HealthcareNHS Foundation Trust -Sandwall MentalHealth & Hospital Patient Senice Cash ForKids Cheshire East Council - Care & Asylum Support Chesterfield BoroughCouncil -Mental Health Homelessness Prevention Worker Chesterfield Borough Council -Derbyshire RoughSleeper Senice Chesterfield BoroughCouncil - North DerbyshireCost OfLiving Project Derbyshire County Council -WarmSpaces Programme Department ofWork& Pensions - Kick Start Project ErewashVoluntary Action -CVS-SmallGrantScheme Gloucestershire City Council - Enhanced Housing Support Serice Hyde CharitableTrust - FoundationBusiness Grant Lincolnshire PartnershipNHS Foundation Trust - Intensive Housing Officer Lincolnshire PartnershipNHS Foundation Trust - Personalisation	- . : - - - - : - - + - . -	2,000 3,500 130,233 131,581 B00 274,006 51,620 96,037 3,318 3,500 1,560 680 345,750 26,202 26,970 8,883	2,000 3,500 130,233 131,581 800 274,066 51,620 86,037 3,318 3,500 1,560 680 345,750 26,202 26,970 8,683	= . = - - - - - - - - >	- - . - - - - . - - - =
London Borough of Hillingdon -Family Advise London Borough of Hillingdon -Navigator Plus	- -	70,741 20,000	70,741 20,000	- -	. -
NationalGrid -Cosy Club National Hoarding Serice NHS Derby& Derbyshire ICB - Capital Grant	. . :	476 1,072 300,000	476 1,972 4,500	- * (205,500)	- * -
NHS HillingdonCCG - NavigatorPlus NorthEast DerbyshireDC -Cost OfLiving Project	: -	23,131 THz	23,131 TT2	= -	@ .
North East Derbyshire DC - Mental Health Homelessness PreventionWorker NorthWest Leicestershire Council - Support Grant Paradigm HousingGroup - Hoarding Senice Places For People - Cambridge Places For People - Touchstone Fund Prestbury United Charities SandwellMBC - Housing Related Support Sandwell MBC -SWEP Admissions	- = = > * -	47,891 10,646 12,480 1.315, 3,000 1,851 267,022 9.420	47,891 10,646 12,480 1318 3,000 1,851 267,022 8,420	- - * ‘= = - - -	- - s = =. - - -
Social & Sustainable Capital - Gainsborough Legal Costs	-	11,671	11,671	-	-
Social& Sustainable Capital - Wolves LegalCosts	:	3,500	3,500		é
Social & Sustainable Capital -Gloucester& Lincoln Sidecar Legal Costs South Derbyshire District Council - MentalHealth Officer	. -	5,678 49,385	5,678 40,385	- -	- -
Stoke City Council - WinterFood & EssentialsFund Vale ofAylesbury Housing Trust - Thriving Communities WarwickshireCounty Council - HardshipFund West Lindsey District Council - Rough Sleeper Initiative West Lindsey District Council - GainsboroughViable Housing Project West Midlands CombinedAuthority - Spot Purchase Fund YoungK&C - HolidayActivities Small Grants For PeopleWeWork Alongside	: - - - - - “ -	3,166 3,767 3,200 60,674 132,274 3,500 24,168 86,589	3,166 3,767 3,200 60,874 50,104 3,500 24,168 66.589	- Ss * - (82,080) - z -	: - - - - . .
Zendesk -Accesible	TEquipment	-	7,142	7.142	-
Subtotal	-	2,275,031	1,807,451	(377,580)	E

Page | 55

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

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||||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---| |STATEMENT|OF FUNDS 2024|Brought|Transfers|Carried| |‘Group|continued|Forward|Income|Expenditure|Ini(out)|Forward| |E|&|[3|E|E| |P3C|Restricted|Donations| |General|Donations|-|12|12|+|=| |‘General|Donations|- MACE|Hillingdon YP|.|5,000|5,000||=| |Rotary|Trust|- Avondale Play|=|8,566|8,566|=|=| |:|13,578|13,578|-|.| |Restricted|Funds Rugby Portobello|Trust| |‘Grants| |Apple|-|Boats||1,646|1,428||217| |The|Child|Hood|Trust|- Champions|For Childran|.|6,288|6,288||.| |‘Greater London Authority|-|Young|Londoners|Fund|6,079|24,324|24,588|"|6.715| |‘The|Harrow Club|4,522|-|4,522|+|.| |Hollick|Family|Foundation|-|Magic Mums||15,000|15,000|-|-| |Hollick|Family|Foundation|-|Football|Academy|+|6,253|6,253|-|-| |John|Lyon's|Charity|- RPT School|Activities|.|5,000|5,000||-| |John|Lyon's|Charity|- RPT Youth|.|33,000|33,000|.|.| |Kensington &|Chelsea Foundation|-|Community|Spit|Small Grant|.|1,000|1,000|-|-| |Lightbulb Trust||8,651|1,370|=|7,281| |Linder|Foundation|- Man cave|2,706|17,005|12,580|-|Tat| |London Community|Foundation|3,602|11,507|10,358|.|4,651| |Prism|Charitable Trust||6,944|6,044|-|-| |Royal|Borough Of Kensington &|Chelsea|-|Youth|Recovery|Fund|a7|3,075|1,281||1,831| |Royal|Borough Of Kensinglon &|Chelsea|-|Grenfell|Webeing|- Young|People|Support|10,212|22,408|20,240|-|3,381| |Royal Borough Of Kensington & Chelsea|-|Nottingdale|Youth|:|37,060|37,060|-|.| |Royal|Borough Of Kensington &|Chelsea|-|Out|Of School|Leaming|10,056|8,635|20,376|-|215| |Royal|Borough Of Kensington &|Chelsea|-|Reducing|Inequalities|-|18,058|18,058|>| |Royal|Borough Of Kensington &|Chelsea DCT|- Youth|Council|Social Action|Fund|-|458|458|-|-| |Satalite Club|29|Ww|142|-|64| |TBAP|Foundation - Resideniials.|.|1,882|1,882|-|-| |West|London|Zone||2,750|2,750|-|-| |Young|K&C|- Young Adull MH|Pathway|:|2,262|2,262||+| |Subtotal|38,033|234,474|241,041|:|31,666| |Fundraising| |Brain Game|20,224|20,852|22,007|:|27,970| |Christmas|F|air|136,028|56,052|40,397|-|151,683| |Foatball Acadamy|-|460|460|-|-| |Challenge|Evonts|18,596|2,376|4,015|-|16,057| |Magic Mums|-|ora|o73|-|-| |Opera|8,808|.|2,804||6,004| |‘Opera|Holland|Gala|8,085|-|-|-|8,065| |Portobello Diner|596,125|322,735|134,134|(54,868)|600,758| |RPT Core|Senices|.|24,574|24,574|-|=| |RPT Events||1,138|75,681|74,543,|-| |Subtotal|787,846|438,160|305,135|(10,425)|910,446| |Donations| |Cameron|House|=|87,400|55|-|87,345| |Individual|Donations|- RPT|2,622|160,478|164,522|-|7,578| |Individual|Donations|- Athona|:|4,750|1,034||716| |Individual|Donations|-|Big Give||20,702|20,702||<| |Indiddual|Donations|-|Brain Game|3,491|469|=|-|3,960| |IndiMdual|Donations|-|Challange Events|-|15,860|=|.|15.860| |Individual|Donations|-|Christmas|Fair|6,974|30,666|-|-|46,640| |individual|Donations|- RPT Youth||595|70,180|69,505|s| |Indivdual|Donalions|-|Football Academy|-|15,853|32,083|17,130|-| |Individual|Donations|-|Future|Ready||20,100|=||20,100| |Individual|Donalions|-|Future|Ready|Plus|-|500|-|"|500| |Individual|Donations|- Homework|Club|15,002|310|-|-|16.302| |Individual|Donations|- Junior Club|Club|-|10,980|29,179|18,190|| |Individual!|Donations|-|Magic Mums|50,284|8,553|17.207||50.540| |individual|Donations|- Man Cavo|.|1,439|12,330|10,891|-| |Indiddua!l|Donalions|-|Mikes|Lab|B41|-|521|.|320| |IndiMdual|Donations|-|Opera|4,416|303|-|=|4.710| |Individual|Donations|-|Partobelo|Dinner|10,208|85,182|:|(105,390)|:| |Subtotal|103,828|408,140|357,813|10,425|254,580| |RPT|-|Other|Restricted|Income| |Room|Hire|=|66,162|66,182||:| |Play|Sessions|-|27,890|27,800||-| |Other|Income||577|S77|.|| |West|London|Zone|- Man Cave|12,248||:|:|12,248| |12.248|04,658|94,658|=|12,248| |TOTAL Rugby|Portobello|Trust Restriced|Funds|942.055|1,265,432|900.447|:|1,208,040| |TOTAL|Restricted Funds P3|Charity|42,955|3,554,041|2,010,476|(377,580)|1,208,840| |TOTAL|Restricted|Funds P3|Group|1,665,737|3,554,041|2,910,476|(415,474)|1,893,628| |Total|of Funds|13,681,133.|36,356,178|34,828,553|-|15,508,758| |The|purpose|for|each|ofthe|individual|restricted|funds|are|as|stated|above| |SUMMARY OF FUNDS|Brought|Transfers|Carried| |Forward|Income|Expenditure|in/(out)|Forward| |&|€|E|£|&| |Designated|Funds|7,244,401|-|7,680|2,461,274|9,697,903| |General|Funds|5,070,005|32,802,138|31,910,396|(2,045,800)|3,916,037| |Subtotal|12,315,306|32,602,138|31,818,076|415,474|13,614,030| |Restricted|Funds|1,665,737|3.554.041|2,010,476|(415,474)|1,803,628| |Total|of Funds:|13,081,133|36,356,179|34,828,552|-|15,508,758|

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Page | 56

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

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17 STATEMENT OF FUNDS 2025
P3 CHARITY
Balance at 1 Transtersand investmentinifout) Balance at
April 2024 gains 31 March
UNRESTRICTED FUNDS: € IncomeE Expenditure£ & 2025€
DESIGNATED FUNDS
Fixed assets fund 8,050,624 - . 426,070 8.479, 703
Hardship fund - Staff ‘BB, 345 . 4,000 - 81.445
Hardship fund - People We Work Alongside 90,107 . . * 0,107
‘St Marys Bay 20,000 - = - 20,000
‘Subtotal 8,256, 166 o 4,000 420,078 8,680,345
‘GENERAL FUNDS
People Potente! Possiblltiee a e 2 AC
General Funds ——_Aa7aer2 0.686604 20 768.00 (988.007) 080,040.
Total parestricled kinds 1520738 TOOT
RESTRICTED FUNDS
Brought Transfore Caried
Restricted Funds P3 Charity Forward Income Expenditure ingout} Forward
e & E € £
Black Country Healthcare NHS Foundation Trust -Sandwell Mantal Health & Hospital Patient Sonice - 54,500 54,500 = :
Black Country Healthcare NHS Foundation Trust-¥WM Hospital Discharge Black Country : 7,192 4,387 - 2,805
Cheshire East Council - Care & Asylum Support > 261,680 261,680 . :
‘Chesterfield Borough Council-Mental Health Homelessness Provention * 05,188 O2.347 = 12,841
Department of Heallh & Social Care-Childran and Young People Mental Health Early intervention Hubs . 207,359 165,076 42,283
Erewash Voluntary Action - CVS-Mantal Health Small Grants Scheme as 1,850 1,650 cs i
Hyde Charitable Trust-P3 Tenancy Sustainment Support Project Hyde * 8,500 6,500 - :
John Lyon's Charily-SHAF - RPT Summer 2024 . 5,000 §,000 - .
Leicester City Council cicester Cammunity Engagement Grant ¥ 1,800 1,600 * .
Lid! Toy Bank Granl-Neighbourly Fund - 260 280 - :
Lincolnshire Partnership NHS Foundation Trust.-Provsion ofAssisted Accommodation with Housing Related Support Senice * 30,078 078 : :
Macelesteld Town Council-Grant * 245 245 * -
Milton Keynes City Council4MHCLG Rough Sleeper Winter Pressures Grant . 4arT 4.377 - “
Milton Keynes Community Foundation Grant - ara ara - -
NHS North Weat London ICB-Emotional Health Wallbaing Early Intervention Serices for Children and Young Peaple - 65,054 65.054 - -
NHS North West London ICB-Hillingdan Wellbeing Senice * 208,046 100,731 - 40.215
North East Derbyshire District Council. -Derbyshire Winter Provision 2025 CS 2,624 2,621 *
North East Derbyshire District Council.-Homelesaness Provention 7 76,442 63,600 7 12,842
Nottinghamshire County Council-Young Parents Accommodation and Support Serice 250,075 256.075 - -
Paradigm Housing Group-Buckinghamshire Hoarding Serice . 16,335 16,335 * -
Prestbury United Charities Grant = 44 4384 = .
Rotherham MBC-Homelesanass Resatiioment Sanice - 46,787 46,707 - .
Sandwell MBC - Housing Related Support - 135,658 135,658 * “
‘Sandwell MBC - SWEP Admissions 4) 480 480 -
Small Grants For People We Work Alongside “ 50,044 50,041 7 :
‘Social & Sustainable Capital - Gainsborough a 7,838 * (7.938) +
Social & Sustainable Capital - Gloucester & Lincoln - ‘3.674 . (3.674) .
Social & Sustainable Capital - Gloucester & Lincoin Sidecar . 2.060 - (2,880)
Social & Sustainable Capital - Gloucester& Lincoln Sidecar-Property manager - 34,000 * (34,000) =
Social 8 Suslainable Capital - Gloucester & Lincoln Sidecar-Sel Up Costa - 10,000 . (10,000) -
Social & Sustainable Capital - Wolves = 4188 4,186 * .
Secial & Sustoinable Capital - Wolves Legal Costs * 24.000 24,000 - -
South Derbyshire DC-Homelessness Prevention Sernice - 14.927 14,027 - -
Stoke City Council - Household Support Fund 2024 - 10.000 10,000 - .
Stoke City Council - Winter Food & Essential Supplies Fund 224 = 1634 1,034 - -
Warwick Distret Counell-Rough Sleepers Iniliative - ST, 306 57.396 - -
Warwickshire county council-Household supper fund = 4.200 4,300 * .
Wanickshira county council-Household Support Grant Nov 24 = 3,500 3,500 . .
West Midlands Combined Authorily-Rough Sleeper Initiative 2024/2025 * 7.000 7,000 = -
West Midlands Combined Authorily-Rough Sleeping Initiative 2023-24 a 3.500 3,500 = -
Wolverhampton City Council-Adult Social Care Discharge Fund = 22.750 22,759 -
Wolverhampton City Council-Genenc Housing and Preventative Floating Suppot Senice - 15,421 13,402 - 1.818
Wolverhampton Cily Councii-Sandwell Mentel Health Crisis Beds / Hospital Patient Serice * 16,257 16,257 - =
Wolverhampton City Council-Sandwall SWEP provision - 1.148 1148 - -
Welverhampion City Council-Wolverhampton Tuberculosis Enhanced Housing and Suppor Senice * 15,516 15.516 =
‘YoungZendeskKAC-REKCUK Lid-Zendesk- HAF - Tech for Good Impact Award == 23,100772 23,100772 == -=
‘Subtotal = 1,842,414 1,609,037 (60.472) 82,005
P3C Restricted Donations
Donations-Core - 1,475 1,475 -
Donations-Hillingdon Fundraising - eeg BEG - -
Donations - MACE Hillingdan YP 2024 = (5,000) (5,000) = of
Donations-Play- Avondale Play Centre : 5,049 5,049 - cl
= 3,203 3,203 =
P3CFundraising
General Donations - MACE Hillingdon YP 2024 * 5,000 5,000 : .
Genaral Donations - MACE Hillingdon YP * 5,460 4086 = 404
P3CRestrictedSt Basils-Goniribution- Other to RedundancyIncome . S727 5.727 = ‘
Topather for Mental Wallbeing-Contribution to Redundancy = 18.890 18,600 * =
24,026 24.626 = o
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Page | 57

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

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||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---| |47|STATEMENT OF|FUNDS|2025 (CONTINUED)| |P3|CHARITY| |Restricted| |Grants|Funds Rugby|Portobello Trust| |Apple|- Boats|Project|217|22,032|22,035|-|a4| |Child|Hood Truat|- Champions For Children|-|13,726|13,728|=|-| |(Childhood Trust|- Summer 2024|-|8,086|8.008|-|-| |Childhood|Trust|- Winter 2024|.|2.059|2.50||| |Greater|London|Authority|- Young|Londoners|Fund|8715|=|6715||=| |Grove Trust-RPT|Future|Ready|=|13,658|1,270|=|12.370| |Harrow Club-NKYC|Project|-|5,200|5,200|=|-| |Harrow Club-RPT 140th|Community Event|.|2,500|2,500||| |dulla &|Hans|Rausing Trust||3,699|3.600|=|-| |Kensington &|Chelsea|Foundalion-Reducing|Educational|Inequalities||9.081|6.081|-|.| |Lightbulb|Trust|7,281|26,144|7,088|=|26,350| |Linder Foundation|- Man cave|Fatt|13,837|17,540|=|3.408| |London Community Foundation|4651|-|4.657|-|-| |Royal Borough|OfKensington &|Chelsea|- Grenfell|Webelng|- ‘Young People Support|2381|16,806|10,440|-|10.077| |Royal Borough|Of|Kensington &|Chelsea|- Nottingdale Youth|=|37,060|‘37,060||-| |Royal Borough|OfKensington &|Chelsea|- Out|OfSchool Leaming|215|9,635|2.850|.|.| |Royal Borough Of Kensington|&|Chelsea|- Reducing Inequalitias|.|7,524|7,524|-|-| |Royal Borough|OfKensington &|Chelsea|- Youth Recovery Fund|1,831|-|123|-|1.708| |Royal Borough|Of|Kensington &|Chelsea DCT- Youth|Council|Social|Action Fund|.|3,126|4,010|.|1,246| |Royal Borough|CfKensington &|Chelsea-Future|Neighbourhoods|Fund|- Phase 2|-|16,000|16,000|=|i| |Satalite Club|64|2.416|5|=|2.065| |Weal London Zone|=|6,450|3,408|=|3,072| |‘Subtotal|341,686:|223,369|194,607|=|60.428| |Eundrajsing| |Brain Game|27.978|30,270|27,388||30.872| |‘Challenge|Events|16.957|74|7,883||16,008| |‘Christmas|Fair|151,683|05,345|68.220|-|178,808| |Football|Academy|.|492|4a2|.|o| |‘Opera|8,004|20,681|26,685||0| |‘Opera|Holland Gala|8,085.|.|8.085|=|a| |Portobello|Dinar|600,758|222,003|244,418|.|677,433| |RPT Core Senices|.|14,316|14,316|.|o| |RPT Events|=|1,064|1,384||i‘)| |Subtotal|910.448|392,084|399,400|:|904.021| |Donations| |Hollick|Family|Foundation-RPT Football Academy|=|7514|7514||-| |Indhidua!|Donations|- Athena|7.878|=|7,578|=|-| |IndiMdual|Donations|-|Big|Give|716|:|168|=|| |Individual Conations|- Brain|Gamo|-|5,253|=|=|5,253.| |Iindiddual Donations|- Challenga Events:|3,960|18,319|-|=|22.279| |Individual Donations|- Christmas|Fair|15,880|16,713|:||32.573| |individual Donations|- Football Academy|-|25,560|25,560|-|-| |Indiidua! Donations|- Future|Ready|Plus:|20.100|-|-|=|20,100| |Individual|Donations|- Homework Club|500|.|500||| |IndiMdual Donations|-|Junior Club Club|16,302|24,860|34,264|=|‘8.007| |individual|Donations|-|Magic|Mums.|=|22,104|22,104|=|-| |Indivdual Donations|- Man|Cave|50,540|1,080|131|-|51,480| |indivdual|Donations|- Opera|320|26,559|24,376|«|2.503| |Individual Donations- Portobalo|Dinner|4719|181,014|=|-|185,733| |individual Donations|- RPT|87,345.|170,817|207,162|J|=| |Individual Donations|- RPT Fundraising|=|4,488|4,488||bd| |Individual Donations|- RPT Youth|40,640|13|AT,T53||-| |Portmore Charitable|Trust-RPT Magic|Mums||5,000|5,000,|=|=| |Sublotal|254,580|519,403|447,145|=|326,837| |RPTRestrictedWest - LondonOther|Zone|- Man CaveIncome|12.248|-|=|=|12.248| |Room|Hire|=|71,269|71,260|=|=| |Play Sessions.|-|20,533|20,533|-|-| |12,248|100,802|100,802|=|12,248| |TOTAL|Rugby|Portobello|Trust Restriced|Funds|1,208,940|1,238,558|1,141, 364|+|1,303,534| |TOTAL|Restricted|Funds.|1,208,040|3,117,351|2,878, 885|(60,472)|1,386,933| |Tota! of Funds|43,738,678|33,672,285|32,673,736|=|14,737,227| |The purpose for each|of the|indivdual|restricted|funds|aro as stated|above.| |SUMMARY|OF|FUNDS| |Brought|Transfers|‘Carried| |Forward|Income|Expenditure|inifout)|Forward| |&|€|—|—|—| |Designated|Funds:|6.256.166|”|4.900|420,078|6,680,045| |Goneral|Funds|4.273.572|30,554,034|29,789,050|(348.607)|4,660,040| |Subtotal|12,529.|738|30,554,034|29,794,850|80.472|13,350,204| |Resticled|Funds|1,208,040|3,147,351|2,878,885|(60,472)|1,386,033| |Total|of Funds|13,738,678|33,672,285|32,673,738|=|14,737,227|

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Page | 58

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

STATEMENT OF FUNDS 2024
P3 CHARITY				Transfers
				In/(out)and
UNRESTRICTED FUNDS:	Balance at 1 April2023 E—	Income £	Expenditure £	Investment gains £	Balance at 31 March2024 £
DESIGNATED FUNDS
Fixed assetsfund Hardshipfund - Staff Hardshipfund - PeoplaWeWork Alongside StMarys Bay	5,568,918 94,025 99,197 20,000	= - - -	- 7,680 - -	2,481,706 - : .	8,050,624 86,345 99,197 20,000
Subtotal	5,782,140	=	7,680	2,481,706	8,256,166
GENERAL FUNDS
People Potential Possibilities General Funds	5,330,663 5,330,663	29,463,028 29,463,028	26,415,993 26,415,993,	(2,104,126) (2,104,126)	4,273,572 4,273,572
Total unrestricted funds	11,112,803	29,463,028	28,423,673	377,580	12,529,739
RESTRICTEDFUNDS Restricted FundsP3Charity Altemative Giving -Wolverhampton Altemative Giing -Wolverhampton PeterBilsonHouse Black Country HealthcareNHS FoundationTrust Black Country HealthcareNHS Foundation Trust -Sandwall Mental Health & Hospital Patient Senice Cash ForKids CheshireEast Council -Care& Asylum Support Chesterfield Borough Council - Mental Health Homelessness Prevention Worker Chesterfield BoroughCouncil - DerbyshireRough SleaperSenice Chesterfield BoroughCouncil -North Derbyshire Cost OfLiving Project Derbyshire County Council-Warm Spaces Programme Department of Work& Pensions -Kick Start Project Erewash Voluntary Action -CVS - Small GrantScheme Gloucestershire City Council -Enhanced Housing Support Senice Hyde Charitable Trust- Foundation Business Grant Lincolnshire PartnershipNHS FoundationTrust - IntensiveHousing Officer LincolnshirePartnershipNHS FoundationTrust -Personalisation London BoroughofHillingdon - Family Advise London BoroughofHillingdon - NavigatorPlus National Grid - Cosy Club National Hoarding Senice NHS Derby& Derbyshire ICB -Capital Grant NHS HillingdonCCG - Navigator Plus NorthEastDerbyshireDC -Cost OfLiving Project North East Derbyshire DC - Mental Health Homelessness PreventionWorker NorthWest Leicestershire Council - Support Grant Paradigm HousingGroup - Hoarding Service	Brought Forward &g - = - - - - - . - . - - - - + - - - - - = - . - - -	Income E— 2,000 3,500 130,233 131,581 800 274,966 51,620 96,937 3,318 3,500 1,560 680 345,750 26,292 26,970 9,893 70,741 20,000 476 1,972 300,000 23,101 772 47,691 10,646 12,480	Expenditure £ 2,000 3,500 130,233 131,581 800 274,966 51,620 96,937 3,318 3,500 1,560 680 345,750 26,292 26,970 9,893 70,741 20,000 476 1,972 4,500 23,131 772 47,891 10,646 12,480	Transfers in/{out) E - - - - - - - - - - - - - . - . - - - (295.500) - - > - -	Carried Forward £ - - - - - - - - - - = - = - - : = - - * - - . - - -
Places For People -Cambridge	-	1.315	4,315	.	-
Places For People - Touchstone Fund Prestbury United Charities SandwellMBC -Housing Related Support	+ - -	3,000 1,851 267,022	3,000 1.851 267,022	. . -	- = -
Sandwell MBC - SWEP Admissions	-	9.420	9,420	.	=
Social& Sustainable Capital -Gainsborough Legal Costs Social& Sustainable Capital -Wolves Legal Costs Social& Sustainable Capital -Gloucester & Lincoln SidecarLegal Costs South DerbyshireDistrict Council - MentalHealth Officer Stoke City Council - Winter Food& Essentials Fund Vale ofAylesbury HousingTrust - Thriving Communities Warwickshire County Council - Hardship Fund WestLindsey District Council -RoughSleeperInitiative West Lindsey District Council - GainsboroughValuabeHousing Project West Midlands Combined Authority - Spot PurchaseFund YoungK&C - Holiday Activities Small Grants ForPeopleWeWork Alongside Zendesk -Accesible	. TEquipment	- - - - - - - “ - - = . -	11,671 3,500 5.678 49,385 3,166 3,767 3,200 60,674 132,274 3,500 24,168 86,589 7,142	41,671 3,500 5,678 49,385 3,166 3,767 3,200 60,674 50,194 3,500 24,168 6,589 7,142	- - : . - - - (82,080) . * - -
Subtotal	=	2,275,031	1,897,451	(377,580)	=
P3C Restricted Donations General Donations	-	12	12	-	-
Ganeral Donations -MACE Hillingdon YP Rotary Trust -Avondale Play	. *	5,000 8,566	5,000 8,566	. -	- :
		13,578	13,578	=	ba

Page | 59

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

17 STATEMENT OF FUNDS 2024 (CONTINUED) P3 CHARITY

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|||||||||||||||| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| |Restricted|Funds Rugby|Portoballo|Trust| |Grants| |Apple - Beats|-|1,646|1,429|-|217| |The Child|Hood|Trust|- Champions|For Children|-|6,288|6,288|:|-| |Greater London|Authority|- Young|Londoners|Fund|6,979|24,324|24,588|-|6,715| |The|Harrow Club|4522|-|4,522|-|-| |Hetlick|Family|Foundation|-|Magic Mums|-|15,000|15,000|=|=| |Hollick|Family|Foundation|-|Football Academy|-|6,253|6,253|7|=| |John|Lyon's|Charity|- RPT School|Activities|-|5.000|5,000|=|=| |John|Lyon's|Charity|- RPT Youth|-|33,000|33,000|-|-| |Kensington|&|Chelsea|Foundation - Community|Spint Small|Grant|-|1,000|1,000|-|-| |Lightbulb|Trust|-|6.651|1,370|=|7,281| |Linder|Foundation|- Man cave|2,796|17,095.|12,580|=|7,311| |London Community|Foundation|3,502|11,507|10,358|-|4,651| |Prism|Charitable Trust|-|6,944|6.944|=|=| |Royal|Borough|Of Kensington &|Chelsea|- Youth|Recovery|Fund|a7|3,075.|4,281|2|4,831| |Royal|Borough|Of Kensington &|Chelsea|- Grenfell|Wabeing - Young|People Support|10,212|22,409|29,240|-|3,381| |Royal Borough Of Kensington & Cholsea|- Nottingdale Youth|=|37,060|37,060|.|-| |Royal|Borough|Of Kensington|&|Chelsea|- Out Of School|Leaming|10,956|$9,635.|20,376|-|215| |Royal|Borough|Of Kensington &|Chelsea|- Reducing|Inequalities|-|18,058|18,058|2|=| |Royal|Borough|Of Kensington &|Chelsea|DCT|- Youth|Council|Social|Action|Fund|-|458|458|-|-| |Satalite Club|25|17|142|-|64| |TBAP|Foundation|-|Residentials|-|1,882|1,682||| |West|London|Zone|-|2,750|2.750|-|-| |Young K&C - Young Adult MH|Pathway|-|2,262|2,262|=|=| |Subtotal|39,033|234,474|241,841|-|31,666| |Fundraising| |Brain Game|20,224|29,852|22,097|-|27,979| |Christmas|Fair|136,028|56,052|40,397|-|151,683| |Football Academy|=|460|460|=|=| |Challenge Events|18,596|2,376|4,015|-|16,957| |Magic Mums|-|973|973|-|-| |Opera|8,808|-|2,804|-|6,004| |Opera Holland|Gala|8,065|-|-|-|6,065| |Portobello|Diner|596,125|322,735|134,134|(84,968)|699,758| |RPT Core Services|-|24,574|24,574|-|-| |RPT Events|:|1,138|75,681|74,543|:| |Subtotal|787,846|438,160|305,135|(10,425)|910,446| |Donations| |Cameron|House|=|87,400|55|-|87,345| |Individual|Donations|- RPT|2,622|169,478|164,522|-|7.578| |Indivdual|Donations|- Athena|-|1,750|1,034|-|716| |Individual|Donations|- Big|Give|-|29,702|29,702|-|-| |Indiddual|Donations|- Brain Game|3,491|469|-|3,960| |IndiMdual|Donations|- Challenge|Events|-|15,860|-|-|15,860| |IndiMdual|Donations|- Christmas|Fair|6,974|39,666|=|=|46,640| |IndiMdual|Donations - RPT Youth|-|595|70,190|69,595|=| |Indivdual|Donations|- Football Academy|-|15,853.|32,983|47,130|=| |IndiMdual|Donations|- Future Ready|-|20,100|-|-|20,100| |Indiddual|Donations|- Future Ready|Plus|-|500|-|-|500| |Indiddual|Donations|- Homework|Club|15,992|310|-|fa|16,302| |Indivdual|Donations|- Junior Club Club|=|10,980|29,179|18.199|-| |Individual|Donations|- Magic|Mums|59,284|8,553|17,297|-|50,540| |Individual Donations|- Man|Cave|.|1,439|12,330|10,891|-| |IndiMdual|Donations|- Mikes|Lab|41|-|521|-|320| |IndiMdual|Donations|- Opera|4416|303|-|-|4719| |Individual|Donations|- Portobalo|Dinner|10,208|‘95,182|=|(105,390)|=| |Subtotal|103,828|498,140|357,813|10,425|254,580| |RPT|- Other|Restricted|Income| |Room|Hire|-|66,182|66,182|-|-| |Play|Sessions|:|27,699|27,899|-|-| |‘Other|Income|-|Si?|Tits|-|-| |West|London Zone|- Man|Cave|12,248|=|=|:|12,248| |12,248|94,658|94,653|-|12,248| |TOTAL Rugby|Portobello|Trust Restriced Funds|942,955|1,265,432|999,447|-|1,208,940| |TOTAL|Restricted Funds|942,955|3,554,041|2,910,476|(377,580)|1,208,940| |Total of Funds|12,055,758|33,017,069|31,334,149|-|13,738,679| |The|purpose for each|of the|indivdual|restricted|funds|are|as|stated|above.| |SUMMARY OF|FUNDS|Brought|Transfors|‘Carried| |Forward|Income|Expenditure|Ini(out)|Forward| |£|£|£|£|£| |Designated|Funds|5,782,140|oe|7,680|2,481,706|8.256, 166| |General|Funds|5,330,663|29,463,028|28,415,993|(2,104,126)|4,273,572| |Subtotal|11,712,803|29,463,028|28,423,673|377,580|12,529,738| |Restricted|Funds|942,955|3,554,041|2,910,476|(377,580)|1,208,940| |Total of Funds|12,055,758|33,017,069|31,334,149|=|13,738,678|

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Page | 60

People Potential Possibilities Notes Forming Part of the Financial Statement For the year ended 31 March 2025

20 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. P3 contributed £761,578 (2024: £679,100) into the scheme.

The Value included in Other Creditors forthe Pesnion Scheme at Year End is £248,351

21 CAPITAL COMMITMENTS

The Group have no Capital Commitments at Year End.

Page | 61

2025-03-31-accounts

P3 Charity Group

Company number 02495423

Contents

Summary from Adam Hackett, Chair of the P3 Board of Trustees

Staying True to Our Purpose

Governing in Challenging Times

Investing in the Future

fir Hea

About P3

Our Year

Responding to the Cost-of-Living Crisis through Strategic Collaboration

Building Skills for the Future: investing in data and leadership at P3

New Services

Organisational Growth

Structure, Governance and Management

Constitution

Method of Appointment or Election of Trustees

Policies Adopted for the Induction and Training of Trustees

Organisational Structure and Decision Making

Summary of the Work of Sub-Committees 2024-25

Members:

Members:

Objectives and Activities

Mission

Objectives

The objectives of P3 are:

Strategies for Achieving Objectives

Our impact enabling priorities are:

Activities for Achieving Objectives

Public Benefit

Strategic Report

Achievements and Performances

Our Impact Priorities

Objective 6: We will provide a quality offer:

Objective 7: We will work with transparency:

Viability Statement

Reserves Policy

Financial Review

Future Developments

Risk Management and Mitigation

People Potential Possibilities

Key Management Personnel

Statement of Trustees’ Responsibilities

Charities Governance Code

Serious Incident Reporting

Fundraising Standards

Auditors

Approval

Independent Auditor’s Report to the Members of People Potential Possibilities

Basis for opinion

Conclusions relating to going concern

Other information

Opinions on other matters prescribed by the Companies Act 2006

Matters on which we are required to report by exception

Responsibilities of trustees

Auditor responsibilities for the audit of the financial statements

29 October 2025

People Potential Possibilities

Consolidated Statement of Financial Activities

People Potential Possibilities Consolidated Balance Sheet For the year ended 31 March 2025

People Potential Possibilities Consolidated Statement of Cash Flows For the year ended 31 March 2025

Accounting Policies

Statement of Compliance

Basis of Consolidation

Income

Expenditure

Company Status

Fund Accounting

Capital Grants

Tangible Fixed Assets and Depreciation

Investment Assets

Leasing and Hire Purchase

Pensions

VAT

Financial instruments

Debtors

Cash at Bank and In-Hand

Creditors

Employee Benefits: Short term benefits