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 2020
Company No: 02495423
Charity No: 703163
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P3 Charity's Financial Report: Income, Expenditure, Balances (Year Ended 31 Mar 2020), Exams of Accounting
An overview of P3 Charity's financial report for the year ended 31 March 2020. It includes details on income, expenditure, and fund balances for both unrestricted and restricted funds. The report also includes a breakdown of net assets between funds and a comparison of net assets between years for both the group and charity.
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P3 Charity Group
P3 (THE OPERATING NAME OF PEOPLE POTENTIAL POSSIBILITIES)
(A company limited by guarantee)
GROUP REPORT AND FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 MARCH 2020
Company No: 02495423
Charity No: 703163
CONTENTS Page
- YEAR ENDED 31 MARCH
- Legal and Administrative information
- Trustees' report
- Independent auditor's report 30 -
- Consolidated statement of financial activities
- Consolidated Balance Sheet
- Charity Balance Sheet
- Consolidated statement of cash flows
- Notes forming part of the financial statements 37 -
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
The period covered by this Trustees’ Report marks 48 weeks of normal service delivery, before significant change occurred in March 2020 due to the coronavirus pandemic. This report is written and should be understood within this context.
The Trustees, who are the Directors for the purposes of the Companies Act 2006, present their report and financial statements for People Potential Possibilities (“the Charity”/“P3”) for the year ending 31 March 2020. 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.
ABOUT P
Founded 47 years ago in 1972, P3: People, Potential, Possibilities is a national Charity and social enterprise operating across the UK and delivering services for socially excluded and vulnerable people.
The Charity has grown via service expansion and mergers with like-minded, aligned charitable organisations, such as the Academy of Youth, trading as University of the First Age (UFA) and the Rugby Portobello Trust (RPT), giving the P3 Group a strong tradition of services dating back to 1884.
P3 specialises in homelessness services, supported housing, services for people recovering from mental ill-health, community support, justice services and youth services.
The Charity offers ongoing support and tailored advice for the people we work alongside, working to enable people to reconnect with their communities and move forward with their lives.P3 is a ‘people first’ organisation; our mission is to work alongside people to improve lives and communities: to unlock potential and open up new possibilities. We are committed to sustainable transformation and work to establish the trust needed to deliver genuine and lasting change for the long-term.
Our vision is for every person to be recognised as a valued member of society, where social injustice no longer exists. It’s that simple!
From April 2019 to March 2020,
the P3 Group—P3 Charity, P
Housing, and the Academy of
Youth —worked alongside
26,993 people.
The daily number of people P
Charity work alongside has
grown from 12,451 people to
19,926 people. Right across
England someone, somewhere
talks to a P3 worker every 22
seconds.
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
OUR YEAR
Our financial performance remained strong throughout 2019/20. However, while our purpose is not monetary, we do need sufficient financial strength to allow us to make the right strategic choices that will help us to achieve our purpose.
The past year has posed many strategic challenges, yet colleagues have given their utmost and we have faced all obstacles head-on by continuing to deliver new or improved services to make a genuine difference in the lives of the people and communities we serve.
The roll out of Universal Credit continued to impact the people we work alongside; the complexity of its processes causing untold misery for those who have no choice, but to make a claim. People continue to wait over five weeks for their first payment and once again we are seeing year-on-year rises in the number of people accessing our support who have no other choice but to turn to a food bank. Indeed, as Covid- hit, food banks across the UK saw an immediate and sustained surge in need—with an 89 percent increase in the number of emergency food parcels being given out.
Against this widening gap of social inequality the greatest struggle faced by the people we work alongside is to find somewhere affordable and sustainable to call home for the long-term. The barriers preventing people accessing somewhere safe to live have never been greater and are experienced by people across all our different service areas. However, these challenges have created new opportunities for P3, and as we continue to build upon our current strategy our message is: we remain agile, optimistic and resilient.
3,404 people made a home in
P3 accommodation, of which
1,702 people benefited from
living in properties managed
by our RSL, P3 Housing.
P3’s Justice Services provide
bespoke, choice-led support
for people who often have
multiple contacts with the
criminal justice system. Our
link workers cover 29 locations
across the UK, in six regional
services.
- 1,181 people who face the
greatest challenges in the criminal
justice system have chosen a P
Linkworker to work alongside
them.
- People choose link workers to
support them to break the cycle of
homelessness, substance misuse
and prison.
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
CHILDREN & YOUNG PEOPLE
Academy of Youth (AOY), the newest member of the P3 Group has continued to offer wider educational and community-based opportunities for young people through the National Citizen Service (NCS) programme. Designed to inspire young people and provide them with invaluable opportunities as they transition into adulthood, NCS helps to grow confidence, develop desirable employment skills and build CVs. AOY is a huge part of this process and ran NCS programmes in Bishop Auckland/Durham, Wiltshire, Suffolk, North Yorkshire, Cornwall, Northamptonshire and Milton Keynes in 2019.
2020 has seen the development of ‘Keep Doing Good’, an alternative to the standard NCS summer delivery. Staff worked with resilience in an unprecedented environment, both in terms of developing the programme and logistically with the impact of Covid-19 and associated restrictions. The result—a programme which could be delivered safely both face-to-face, and on-line in the West Midlands, Suffolk, East Midlands, Yorkshire, Milton Keynes and Slough.
2019 also saw us flex the services of Rugby Portobello Trust after the grant fund for the survivors of the Grenfell Tower tragedy was finally closed having disbursed every penny to survivors. Our team made over 3,200 grants totalling over £16.8 million*.
The RPT Homework Club, Junior Club, Youth Club, Project Athena (girls-only group), Magic Mums Club, Football Academy, Amplify (creative arts programme) and Man Cave and Boy Cave (mental well-being programmes) supported over 2,000 local children, young people and mums.
Over the year we refocussed to expand our creative arts programmes and supported by Arts Alliance. We undertook the complete refurbishment of our longstanding music studio, the development of a second studio space, plus a mindfulness suite—and Amplify was created.
Our vision for children and
young people is to rebuild lives
by providing facilities, skills,
activities and guidance that
promote stability within
communities.
- 4,885 young people have
benefitted from training, coaching
and leading real-life projects
through UFA.
- 2,122 children and young
people have benefitted from
weekly homework support, play
activities, football coaching,
employment advice, youth work
(supporting mental, physical and
emotional wellbeing) and
parenting skills at RPT.
- 147 young people have found a
place to live, feel safe and call
home—even after they’ve left—
offering stability, guidance and
most importantly, people they can
rely on after spending time in the
care system.
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
Officially launched in December 2019, this new space within RPT’s Walmer Road premises offers creative and musical education to industry professional standards for young people and works to actively support the mental health and wellbeing of boys and young men.
*The full distribution of these funds is available within the Charity Commission’s website at: https://www.gov.uk/government/publications/ grenfell-tower-fire-charitable-funds-raised-and- distributed
SUMMARY FROM ADAM HACKETT, CHAIR
OF THE P3 BOARD OF TRUSTEES
“P3 Charity continues to relieve the cycle of despair through our deep commitment, growth in the quality of our services and a strengthened financial position.
P3 is all about people. Our colleagues and volunteers have performed extraordinarily over the last twelve months. There have been many internal promotions, training opportunities, job swaps and team building, all with the same purpose: to improve the lives of the people we work alongside.
Like many organisations, we face multiple and unique challenges posed by the global pandemic. Our performance is strong and improving. The golden thread of our purpose runs through our strategy and subsequent delivery, supported by a group of committed Trustees, outstanding leadership and devoted staff. I am utterly confident that we will continue to deliver our objective to transform people’s lives.”
At P3 we want to ensure the
people we work alongside are
equal partners in shaping the
services we deliver. People
Shaping P3 creates this
opportunity, encouraging
people to help us to improve
and shape P3 at every level.
- Our People’s Board shapes P
to deliver impact and excellence
across all services.
- Our staff customer service
training is co-produced and co-
delivered by people who have
used P3 services.
- Our regular People Shaping P
days involve people accessing P
services to collect feedback and
review service design.
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
ORGANISATIONAL STRUCTURE AND DECISION MAKING
The Chief Executive leads the day-to-day management of P3 on authority delegated by the Board of Trustees. He and the executive officers of the Charity form the Executive Leadership Team, and each has clearly defined areas of responsibility and accountability. The Executive Leadership Team meets on a two-weekly cycle, to discuss and implement strategic and operational issues and to monitor and control the performance of the Charity against the Strategic Plan and Strategy Implementation Plan. This work is reported on at General Meetings of the Board.
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
STRATEGIC REPORT
OBJECTIVES AND ACTIVITIES
WHO WE ARE
People Potential Possibilities: P3 deliver a variety of effective and innovative services to improve lives and communities. All our services put people first, working to create opportunities and positive life chances for vulnerable people. We work alongside people to overcome the challenges that the public sector can no longer tackle alone—transforming the lives of people experiencing social injustice—people who have nowhere to call home, are experiencing mental ill-health or are in contact with criminal justice services.
We can trace parts of our organisation back to the 1800s and the constant over all these years of history is that P3 has always been a diverse and enterprising organisation with services tailored to meet the needs of our communities and the people who live in them.
VISION
Our vision is to act as the catalyst in the development and delivery of services that are linked up across whole systems such as health, housing, social care, criminal justice, employment, education and training. That means services that are centred on the needs of the people who use them, services that deliver solutions and a positive way forward to a better life. We are focused on outcomes, impact and achieving a good Social Return on Investment.
OBJECTS
The objects of P3 are:
x To promote social inclusion for the benefit of the public by the provision of advice, education, employment and housing services for young people and those who are homeless; x The advancement of health; x The relief and care of the poor, including people who are homeless and socially excluded.
MISSION
To tackle social exclusion by creating opportunities for vulnerable and disadvantaged people:
“We work alongside people to improve lives and communities, to unlock potential and open up new possibilities.”
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
ACTIVITIES FOR ACHIEVING OBJECTIVES
Current activities include:
x Direct access homeless accommodation x Supported accommodation for people with mental ill-health x Complex and Chaotic Needs Service x Educational programmes, including NCS x Floating support for people with mental ill-health x Floating support services to help people keep their home x Floating support services for people with addiction issues x Hospital discharge support for people with mental ill-health x Street outreach work x Mental health crisis accommodation for women x Navigator general advice services for young people x Jobshop training/job advice services for young people x Registered Social Landlord x Supported accommodation for young homeless people x Link worker services to people with chaotic lifestyles and complex needs x Youth services including alternative education and youth clubs x After school and play services x Work to help offenders move away from crime
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 continue to put forward our views on how services could be improved.
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
ACHIEVEMENTS AND PERFORMANCE
Over the last financial year, P3 has again become a bigger, stronger and more diverse organisation. In 2019/20, across the group an average of 650 staff and almost 300 regular volunteers supported almost 27,000 people across towns and cities over eight regions in England—the South East, the South West, the North West, London, East Midlands, West Midlands, North East and Yorkshire and the Humber—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.
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
OBJECTIVE 2
To develop and implement a robust digital strategy to support our growth and governance
The way people communicate, access information and share knowledge has changed dramatically over less than a decade.
P3 is actively working toward making the best use of digital technology to ensure our services achieve impact with the adults and young people we work alongside. We are also looking to capitalise on how digital channels can help us to meet the support needs of people at greater risk or in more vulnerable circumstances.
Over the past year we have:
x Completed the implementation of a new managed print network across the organisation, upgrading all printer hardware with a cost saving on print costs. x Progressed with the implementation of Office365 alongside an ambitious programme of upgrading all hardware across the charity. x Implemented new software to facilitate remote working across P3’s geography with the aim of reducing travel and our impact on the environment. x Renewed and Retained Cyber Essentials. x In the last three weeks of March 2020, we managed to get 420 staff all working from home with the right equipment and supporting technology.
Our overall aim is for these IT updates to improve the user experience for our staff and volunteers, and to support P3’s impact.
OBJECTIVE 3
To ensure high quality governance arrangements in order to achieve our overarching strategic aim
P3 is governed by a Board of Trustees who work with our Executive Leadership Team to oversee the Charity’s strategic performance, management and administration.
The Board meet regularly and is clear about our charitable purpose, providing the appropriate strategic oversight to ensure these aims are being delivered effectively and sustainably through:
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
Strong and effective strategic leadership in line with the Charity’s aims and values. Acting with Integrity, adopting values and creating a culture which helps to achieve P3’s purpose. The Board is aware of the importance of the public’s confidence and trust in P3, and Trustees undertake their duties accordingly. Informed decision-making processes that are rigorous and timely, effective delegation, control and risk-assessment and the implementation and monitoring of management information systems. Working together as an effective team, using the appropriate balance of skills, experience, backgrounds and knowledge to make informed decisions. The Board’s approach to diversity—to support its strength as an effective leadership and decision-making body. Leading P3 in being transparent and accountable. In April 2019 P3 signed the Armed Forces Covenant pledging to ensure the fair treatment of people who have served in the armed forces. In December 2019 we launched our “Climate Emergency Response”.
OBJECTIVE 4
To ensure that we remain financially secure and viable
We will ensure appropriate governance and operational systems are in place to guarantee that all financial decisions are robust, defensible and free from conflicts of interest.
We will further ensure our resources are managed responsibly and our funds are properly protected, applied and accounted for—including policies and procedures to combat the risk of bribery, fraud, corruption and extortion.
P3 has grown its income to £29m, 14.3% higher than the prior year (2018/19). Our underlying surplus increased also, but due to an alignment of accounting policies across P3, we saw Academy of Youth make a reported deficit and subsequently a Group surplus fall year on year.
OBJECTIVE 5
To ensure the people who use our services are equal and growing partners in the design, delivery and evaluation of our services
We are proud of how the people accessing our services work with us to shape and deliver our services. However, we also recognise that there is more we could do to truly work in equal partnership throughout all levels of the organisation.
3DJH
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
OBJECTIVE 6
To encourage, develop and support volunteer involvement in our work and our communities, and for volunteers to be significant stakeholders
We have over 300 volunteers at P3 and every single one of them brings talent and qualities that enhance the lives of the people we work alongside. They have been incredible this year, with 31 going into paid employment within P3! Their commitment allows us to strengthen the support we provide, engage more directly with communities, and most importantly, truly make a difference to people’s lives.
We are actively working to develop volunteer involvement, to this end we have:
x Ensured that the infrastructure is in place for volunteering with good recruitment practices, job descriptions, pre-volunteering checks etc. x Welcomed corporate volunteering at P3 again this year with 15 employees from Aggreko in Widnes. They transformed the gardens and children’s play areas at our accommodation service supporting homeless families in Halton. This includes clearing paths, creating flowerbeds, painting the summerhouse and decking, and redecorating of communal rooms indoors. x Invited volunteers to P3’s annual conference and had a special category of award for volunteers. x Celebrated Volunteers’ Week 1-7 June 2019 with the volunteer manager and CEO meeting volunteers for a roadshow of lunches to say thank you. Volunteers’ Week gives us a great opportunity to shout out about this amazing workforce. x Developed a Volunteer Steering Group. This year they have measured the success of our volunteering programme and the results were really positive; we scored highly against all the markers outlined within the recent NCVO national report, Time Well Spent.
Across the organisation, staff and the people we work alongside continuously state the benefits of the additional support provided by P3 volunteers. Every activity from attending appointments, supporting with forms to running groups—including music groups, craft groups and cooking—adds value to our services. Evidence from volunteer supervisions clearly demonstrates increased confidence and better community engagement for the people supported.
Volunteer of the Year 2019
P3 volunteer Asa Hudson wins Chesterfield & North East Derbyshire Volunteer Centre’s ‘Volunteer of the Year 2019’ award
TRUSTEES’ REPORT (INCORPORATING DIRECTORS & STRATEGIC REPORT)
FOR THE YEAR ENDED 31 MARCH 2020
OBJECTIVE 7
To develop and deliver quality, outcome-focused services.
We want to ensure that we continue to keep the people we support at the heart of everything we do and deliver outcome-focussed support for all.
This means investment in professional training and working together with the people we work alongside:
x Our outcome-focussed services are ensuring they meet the wants and needs of the people accessing our support, as opposed to one which ‘fits’ the services provided to the requirements of the people using it. x The development of CRIS (our digital record and outcome tool) means outcomes-based planning and performance management are seen as regular activities in our service’s day-to-day operations and part of every staff member’s job. x People we work alongside were included in the planning and design of the outcomes and performance measurement system, ensuring it is practical, relevant and useful. x All staff receive training and are expected to dedicate time to outcomes-based planning and measurement activities to build their confidence and skills. x We regularly review the results and discuss their implications alongside our stakeholders; we then use this information to further improve services.—This approach has helped us to understand how our services help and their impact on the lives of the people who use them.
APSE Awards 2019
Winner, Best Collaborative Working Initiative Wolverhampton City Council and P
2019 Leamington Business Awards
Warks Street Outreach Team win Warwick District Charity of the Year for their work to enable people to exit the streets in the Leamington and Warwick areas