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TXTWRK.com | Home 🗓
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Audio Rooms reduce the friction of joining a conversation. Instead of finding the perfect words to type, people can use their voice to contribute directly to your post and build a conversation together.

1. Harness community audio. Add context, personality and reassurance through your voice. Reduce friction and make conversations easier to join.

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How to get started with PayPal here at TXTWRK:

1. Setup a PayPal Developer Business Account

2. Create a Live App & give it a useful name (i.e. Shopping/Invest/etc)

3. Copy the Client ID & Make a Preset to select / Populate PayPal Client ID

Notice: Ensure that you, confirm your email, connect a bank to your account and enable your account for 'PayPal Payments' via the Permissions Tab if not already enabled via https://developer.paypal.com/dashboard/accountStatus (It can take 1-2 weeks for PayPal to approve your account - In the event you have issues, call/connect with PayPal Support Team)

PayPal charges ~2.9% + 30p for each investment transactedhttps://developer.paypal.com.

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+ You can not delete an investment opportunity that has investors who have paid. You must request for deletion, which is subject to all investors approvals.

+ TXTWRK.com (TXTWRK) is not liable for the investment opportunity you make and you adhere to standard codes of conduct in your legal jurisdictions and those of your investors at all times.

+ TXTWRK's role is to help people create opportunities, guide people transparently, mediate when necessary and provide a safe way to get investments.

+ You will receive all of the funds as and when users invest instantly, except for approximately 5% which is used to process the transaction. For e.g. You have £100 for 10% opportunity, investor buys £10 for 1%, therefore user gets 1% and you will receive £10 - approximately 5% = ~£9.50 for the single investment. (exact fees are approximately 2.9% + 30p)

+ Investors have a legal right to claim against you/your investment opportunity, if you are suspected of illegal activities or using the funds for other/new projects without issuing a statement to the shareholders or request for their approval

+ The Investment opportunity will appear on your profile, in your business data £Username associator and also in dashboard & across our website.



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BBC Expenditure Report: 2006–2031

The end of BBC Three and BBC Four Radio

Scope: Indicative BBC Group annual expenditure, in nominal £ billions. Historical approximations are not audited figures; future values are independent scenarios, not BBC forecasts.

1. Historical and projected annual spending


Financial yearSpending (£bn)Classification
2006/07~4.00Historical estimate
2007/08~4.20Historical estimate
2008/09~4.40Historical estimate
2009/10~4.50Historical estimate
2010/11~4.60Historical estimate
2011/12~4.80Historical estimate
2012/13~4.90Historical estimate
2013/14~4.75Historical estimate
2014/15~4.80Historical estimate
2015/164.811Previously reported figure; not independently reverified
2016/17~5.00Historical estimate
2017/18~5.00Historical estimate
2018/19~5.00Historical estimate
2019/20~5.10Historical estimate
2020/21~5.00Historical estimate
2021/225.231Previously reported figure; not independently reverified
2022/235.918Previously reported actual
2023/245.652Previously reported actual
2024/256.032Previously reported actual
2025/266.046Previously reported actual
2026/276.10Independent scenario
2027/286.05Independent scenario
2028/296.00Independent scenario
2029/306.15Independent scenario
2030/316.30Independent scenario
Caution: Older estimates are not drawn from a reconciled, like-for-like 20-year series of consolidated BBC Group operating costs. They should not be cited as precise official BBC spending figures.

2. Spending trend


The indicative series rises from approximately £4.0bn in 2006/07 to £6.046bn in 2025/26, an increase of roughly 51% in nominal terms. This is not adjusted for inflation, and the starting value is estimated.

Text-only trend chart (Markdown compatible)


Each block represents approximately £0.25bn of annual spending. Values are rounded and the bars are illustrative.

2006/07 £4.00bn ████████████████ estimate
2010/11 £4.60bn ██████████████████ estimate
2015/16 £4.81bn ███████████████████ reported
2020/21 £5.00bn ████████████████████ estimate
2023/24 £5.65bn ███████████████████████ reported
2025/26 £6.05bn ████████████████████████ reported
2026/27 £6.10bn ████████████████████████ projection
2028/29 £6.00bn ████████████████████████ projection
2030/31 £6.30bn █████████████████████████ projection

3. BBC finances in 2025/26


MeasureAmount
Group operating costs£6.046bn
Total income£5.962bn
Licence fee income£3.879bn
Other income (difference)£2.083bn
Operating deficit (costs less income)£84m
These are figures reported in the earlier analysis and should be checked against the published 2025/26 annual accounts before external publication. The operating deficit is a simple comparison of income and operating costs; it is not necessarily the same as the statutory post-tax result.

4. BBC savings programmes


ProgrammeStated targetTiming
Existing savings and reinvestment£700m recurringBy 2027/28
Additional efficiency programmeApproximately £500mBy March 2029
The earlier analysis reported £715m total savings delivered by March 2026, of which £602m were recurring. These claims require checking against the relevant BBC reports.

Savings targets are not the same as forecast reductions in Group expenditure. They can offset inflation or fund reinvestment, and the Group includes commercial activity.

5. Five-year central scenario


Financial yearEstimated Group spending (£bn)Annual change (£bn)
2026/276.10+0.054 vs 2025/26
2027/286.05−0.050
2028/296.00−0.050
2029/306.15+0.150
2030/316.30+0.150
Five-year total30.60—
This is a judgement-based illustrative scenario, reflecting near-term savings pressures and later cost increases.

It is not an official BBC budget, nor a mechanical application of the announced £500m savings to consolidated Group expenditure. It should not be presented as an institutional projection.

Alternative 2030/31 outcomes


ScenarioAnnual Group expenditure in 2030/31
Stronger cost reductions£5.8bn
Central scenario£6.3bn
Higher cost pressure / weaker savings£6.8bn
These are illustrative scenarios, not statistically estimated confidence intervals.

6. Main uncertainties

•Charter and funding: Funding arrangements after the current Royal Charter expires in December 2027 remain consequential for the BBC's future spending.
•Licence fee receipts: Changes in licence sales and compliance can affect public-service funding.
•Inflation and production costs: Labour, technology, distribution and programme costs may change faster or slower than assumed.
•Commercial performance: BBC Studios and other commercial operations influence consolidated Group income and costs.
•Delivery of savings: Announced savings are targets, not guaranteed cash reductions in reported Group expenditure.

7. Conclusion


BBC Group annual operating expenditure was previously reported as £6.046bn in 2025/26.

The illustrative central scenario totals £30.60bn for 2026/27–2030/31, ending at £6.30bn per year.

It is not a BBC-issued five-year forecast.

The historical series includes substantial estimates and should be reconciled with annual accounts before use in a formal audit, public submission or policy paper.

8. Source documents for verification


Verification note: This document consolidates the earlier conversation; it is not a fresh audit of all underlying accounts. The source links identify primary documents for checking the figures and programme claims.

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It’s amazing to see the progress being made at www.TXTWRK.com

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NOTES
01:31 18/10/2026
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A progress update after 17 months of developing TXTWRK, the world’s best network in the making!

We’ve made a bunch of new updates lately for our notification and checklist technology. You can now query a member’s engagements, you can also query a members directory to see their files, you can also format a message to switch between raw code and link code, you can copy raw code and you can copy the link of a comment too. — You will also be able to do all of these things on replies and threadlets in the next 24 hours, alongside doing some of these things when viewing applicants. We’ve tried to make the process a lot more easier and organised when things get busy.

Notification updates recently includes being able to hide individual notifications or hide notifications from a member, to help you manage your notifications better. You can still view notifications from them, if you choose to do so via the visibility filter. We will also introduce the ability to set rules and to be able to make labels/groups to segregate your notifications to the highest of levels for network delivery.

In other news, it’s super interesting how we have managed to link our API Directory kit to members directories for checklist owners servers, so now you can click on “Query Member Directory” to see a members files with ease for a checklist they are working on. We also made changes to primarily uploading files versus adding files to comments, which enables businesses & charities to own & manage their own data.

There’s lots more news coming up over the next two weeks, from seeing our advertising system in action, right up to taking a lead in the leaders innovation fund for the United Kingdom government programme is 2025.

You will see us develop in the live space over the next 48 hours, talking about this new fund being offered by the UK government which we will be encouraging UK entrepreneurs to apply to this leaders fund as well. We understand that we are eligible for this fund and with our recent progress @DerbyCollege, we’re looking forward to being a pioneer in work based technology for many years to come, where Derby College has expressed their interest in continuing our work & expanding upon our partnerships via Derby Community Hub & TXTWRK, alongside other ventures of our founder, such as UIA The Game & The ImFashion Group. We started on our journey to help people volunteer and now we’re achieving this goal, alongside inspiring the next generation of students, who most needed our opportunities.

Nearly 6 months complete in 2025, there’s no better time than now to reflect on the developments we’ve made across our life & work.

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