OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2021-03-31-accounts

Company number: 2954744 Charity Number: 1040496

Social Action for Health

Report and financial statements For the year ended 31 March 2021

Social Action for Health

Contents

For the year ended 31 March 2021

Reference and administrative information ............................................................................. 1 Trustees’ annual report ......................................................................................................... 2 Independent examiner’s report ........................................................................................... 16 Statement of financial activities (incorporating an income and expenditure account) .......... 18 Balance sheet ...................................................................................................................... 19 Statement of cash flows ...................................................................................................... 20 Notes to the financial statements ........................................................................................ 21

Social Action for Health

Reference and administrative information

For the year ended 31 March 2021

Company number 2954744 Country of incorporation United Kingdom Charity number 1040496 Country of registration England & Wales Registered office Ment House –Ground Floor, and operational 1C Mentmore Terrace, London address E8 3DQ Trustees Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:

Annette Jack Chair Resigned 18.5.2021 Hannah Stranger-Jones Vice Chair (Acting chair from 18.5.2019) Ryan Barnett Treasurer Jahangir Alom Resigned 30 June 2020 Harriet Ssentongo Resigned 23 June 2021 Pooja Shah Arif Hossain Resigned 8 July 2020 Harveen Udhi Appointed 8 August 2020 Emma Backhouse Appointed 8 August 2020 Alex Murtough Appointed 1 December 2021 Karin Pappenheim Appointed 1 December 2021 Key management Kye Lockwood Chief Executive (until 31 January 2021) personnel Ceri Durham Interim CEO (from 1 February 2021) Clive Cartwright Finance Director Bankers NatWest plc. 403 Bethnal Green Road, London E2 OAF HR and legal Mentor, Employment law, advice and systems 100 West George Street, Glasgow G2 1PP Independent Fleur Holden Examiner Sayer Vincent LLP Chartered Accountants Invicta House 108-114 Golden Lane, LONDON, EC1Y 0TL

1

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

It is with great pleasure that the trustees present their report and the financial statements for the year ended 31 March 2021.

Reference and administrative information set out on page 1 forms part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association, the requirements of a directors’ report as required under company law, and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.

This time last year the Covid-19 pandemic was new, and we were just starting to realise the impact of what this meant for each of us personally and as an organisation. Now, as we remain in uncertain times but nevertheless start to think about the ‘recovery phase’ we recognise afresh how much an organisation like ours is needed and reflect on how best to use our key strengths to address the impact of health inequalities which have been sharply exposed by the CoVID-19 pandemic.

We are currently an organisation in flux. We wish to thank Kye Lockwood (former CEO) for his loyal and inspiring service over more than four and a half-years and wish him well as he moves into new ventures. He will be missed by the staff team and the board alike. We have also welcomed new staff members and said good-bye to others (all whilst working from home, of course).

Annette Jack, has also decided after five years, that it is the right time to step down as Chair of the Board of Trustees and we thank her for the dedication and leadership as the organisation has navigated its way through difficult financial situations, GDPR compliance, and now Covid. Her unswerving dedication to the charity has enabled the organisation to continue adapting, learning and finding its niche in a changing and uncertain world. The year ahead will be about consolidating what we do best and preparing for the next phase of the Charity’s existence.

2

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

Who we are and what we do

Our Charitable Objectives:

  1. To preserve and protect the good health of the public within London and elsewhere within England

  2. The relief of unemployment for the benefit of the public in such ways as are thought fit, including assistance to find employment; and

  3. To develop the capacity and skills of members of socially and economically disadvantaged communities to enable them better to identify and meet their needs in order to participate more fully in society

3

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

Mission

Working alongside diverse communities we empower people and communities to live healthier lives.

Vision

A world where health inequalities no longer exist and everyone can live longer, healthier and more fulfilling lives

We are a dedicated team of staff, volunteers, session workers and associates who share a vision to create a fairer society. Social and health inequalities and inequities can be found across London and we exist to take action to address them.

Organisational priorities:

Looking back and looking forward to 2020-21

In 2019-20, we set 5 clear priorities:

  1. Diversifying our income streams to shift away from a reliance on contracts and become an organisation that is funded from a range of sources.

  2. Focussing on opportunities where we are relatively competitively capable, and the social need and market attractiveness is high.

  3. Training and developing our existing teams of staff and volunteers whilst attracting diverse and skilled new people to work with us to achieve our aims.

  4. Transforming our working practices, especially data handling and process to ensure compliance with the General Data Protection Regulations

  5. Developing stronger financial controls across all levels of the organisation

Despite Covid-19 (and to some extent because of it), progress against these has generally continued to be good. Over 2020-21 we have:

4

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

5

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

our accounts to QuickBooks and financial literacy and acumen at all levels of the organisation remains a priority over the next year.

Looking forward to 2021-22 our priorities are to build on the work carried out so far to transform the organisation into a flexible, lean organisation that can adapt well to the challenges and funding peaks and troughs of our work. This will require a concerted effort from the whole team and is likely to lead to a time of consolidation and focus on income generation and sustainability for specific projects, rather than organisational growth. Priorities for the year ahead can be summarised as follows:

6

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

Our key services and projects over the past year

Our reach

We engage people across diverse communities, inclusive across age, gender, sexuality, ethnicity, religion, culture, ability and health status. Some of our work is specifically targeted to address a particular health and wellbeing issue. This year we have worked exclusively from home and online including with those who are digitally excluded where we have provided telephone support.

Our thematic areas

Over the year we have continued to work nominally in three thematic areas (Community Research, People’s Health and Community Partners). However, even prior to the pandemic, these themes were starting to become less useful as we worked hard to continue to reduce silo working and have projects and referrals working effectively across all parts of the organisation. 2020-21 saw us pivoting from an entirely face-to-face community-based organisation to one able to support our many of our beneficiaries online without losing quality or benefits to the participants. So, over this past year, it is probably more appropriate to consider our work in two strands, although there has been considerable overlap between the two:

The following pre-existing projects adapted to online working:

Good Moves is a social and holistic eight-week course which considers all aspects of good health and wellbeing. The project supports adults with diabetes, CKD, heart disease and hypertension in the London Borough of Tower Hamlets, although we particularly focus on those from communities most vulnerable to health inequalities.

The first two quarters were extremely difficult, especially as the target group meant many people were shielding, had limited digital access, and were disproportionately suffering from Covid and bereavement. Now, for Bengali language groups for women, we are supporting at pre-pandemic levels again. We have recently started a

Somali speaking group and hope over the next year to increase the languages we offer and to ‘bring back’ the Englishspeaking, Chinese and men’s courses which have not been able to be resumed because of lower levels of engagement. It is likely that the programme will continue as a mixture of some courses in person and some online as Covid-19 restrictions lift.

7

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

We provide follow-up support for Good Moves completers through our Good Friends project, which traditionally offers peer-support groups in multiple languages to keep building on actionplanning, walking groups to explore the local area in a friendly, sociable environment, and more intensive 1-2-1 befriending for those most isolated and vulnerable. These groups have managed to keep meeting (and grow) as more people have gained confidence in Zoom and online delivery. We also run Sure STEPS which matches pregnant women and new parents to trained volunteers in the community for emotional and practical support for those facing difficulties including domestic abuse, homelessness, loneliness and isolation and mental health difficulties.

Both these befriending services saw demand massively increase over the pandemic, but also bought considerable difficulty to us to support our incredible volunteers who often had their own needs and difficulties including around mental health and isolation, homeschooling and caring for relatives.

Change for Good Weight Management – the pandemic hit just as we were about to launch the course, which was to be run in a GP surgery with referrals from the GP and social prescribers. During the summer we exceeded our expectation and managed to run tutor training sessions online. It all seems ‘old hat’ now, but at the time the idea of gathering people on Zoom was novel and scary. Nevertheless, we did it and managed to launch the programme. Referrals to the course from GPs has been slow, but we managed to develop a robust system of online self-referral and feedback from completers has been excellent. We hope to see increased numbers of people benefiting from the holistic wellbeing and peer-support approach of the sessions, as well as losing weight.

Tower Hamlets Health and Advice Link (THHAL) is a consortium project which we lead with four advice agencies; the Bromley by Bow Centre, Limehouse Project, Citizens Advice East End and Island Advice Centre. The traditional model was for services to be provided in GP surgeries. This has all had to change when demand for debt support, food banks and crisis management and universal credit has sky-rocketed. Our partners have all been phenomenal at working through this crisis and supporting as many people as possible. Mental Health difficulties, lengthier appointments and difficulties trying to assist with form-filling over the phone have demonstrated how valuable these organisations and their work is to the local community.

East London Genes and Health has involved a totally different and innovative approach over the past year. This was one of the first projects which had to stop delivery in a face-to-face world

8

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

because of the risk of working in close proximity in the public and handling saliva. Thanks to the generosity and support of Queen Mary University of London we have been able to develop new

resources to reach a new generation. We have worked closely with the Youth Panel at the Centre of the Cell, to make new films to be shared on social media, new resources (including those to be used in schools around genetics and health inequalities), and a system for people to donate their saliva sample by ordering a kit online. We hope the project will grow from strength to strength with a larger and more diverse group of participants, when face-to-face collection can begin again.

The following new Covid response projects began over the past financial year 2020-21 and enabled us to respond directly to the needs of the people we serve:

Bangladeshi Family Test and Trace

This project has been funded by the Tower Hamlets Local Authority to work in Bengali and with the local Bangladeshi community to ensure correct messaging and awareness of testing for Covid-19. This partnership approach has been very effective, enabling us to speak to many people about Covid, wider issues pertinent to people’s lives in the current time and to be able to feedback themes emerging to the local authority to try to encourage the safety of our community and to gain insight into what is required for the recovery phase of Covid-19. Thanks to our bi-lingual team of sessional workers and volunteers, we have spoken to over 1,150 people.

Covid 19 Vaccine Hesitancy and “Trust” in Tower Hamlets

We are delighted to have been engaged to work with Queen Mary University of London on this project which uses a lens of ‘trust’ to investigate why people are or are not happy to take up the recommendation of a Covid-19 vaccine. We have been holding focus groups with different groups and will be following this up with a wide-ranging discussion with 100 local households to reflect the makeup of the borough. This process has been invaluable to gain community insight and to learn from the community about what is most important for them during this time and as we seek to move into a Covid recovery phase. We will be using the findings to direct the services we provide, as well as

feeding into policy recommendations. An event to start a ‘public hearing’ about priorities and feeding back lessons learned to policy makers is scheduled for the Summer.

9

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

My Moves

My Moves is a culturally-accessible exercise programme to encourage people with limited English who would not usually take part in sports or exercise to get moving and to meet others. The programme uses ESOL (to teach English), traditional dance and choreography (exercise) and borrows narrative therapy and self-management techniques to build esteem and wellbeing. The programme is currently entirely online and a large part of the adapted programme is to reduce digital exclusion and build confidence in the online world. We have just taken delivery of laptops which we will be loaning to participants. Given that none of the participants (yet!) have an email address, getting everyone confident online will be a challenge, but we hope that the improved English, digital literacy, exercise and community connection is going to see significant health and wellbeing improvements for this group.

Financial review

There were no significant events during the year that affected the performance of the Charity. Although income was down compared to last year, the furlough scheme, receipt of grants and tight management helped maintain a good surplus and cash position to support the charity as it moves into next year.

Social Action for Health made a surplus of £116,705 (2020: £38,214) of which £72,135 was unrestricted (2020: £38,214). Total income in the year increased to £959,956 (2020: £900,945) and total expenditure slightly decreased, £843,251 (2020: 862,731). This has meant total reserves have increased to £261,659 at the year end (2020: £144,954). This year we saw restricted income of £133,918 for People’s Health programmes and £46,788 in relation to Community Research. We also received government support from the Coronavirus Job Retention Scheme which contributed £133,216 in relief for furlough members of staff.

The charity observes and complies with the relevant fundraising regulations and codes. During the year there was no non-compliance of these regulations and codes and Social Action for Health received no complaints relating to its fundraising practice.

10

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

Reserves policy

Proactive, day-by-day cash flow management alongside contract and resource management ensures that Social Action for Health is a going concern. In the short term, this is supported by strong cash reserves, strong cash flow management and based on committed contractual income and risk assessed new income. Cash flow is forecasted to remain positive until at least June 2022.

We aim to always hold at least three months of running costs plus redundancy and related costs in the event a closure is required, although we continue to aim to build these to six months of running costs plus redundancy pay for staff. This is at present approximately £115,000. This approach is to underpin strategic business development, ensuring that Social Action for Health can take proactive decisions to invest in developing new projects and services as well as ensuring there is sufficient cash to support continuity and sustainability through economic and political changes. Reserves will not be used to subsidise contracted service delivery.

Free reserves at the year-end, being unrestricted reserves net of fixed assets, were £215,841. This is then greater than our current minimal reserves policy amount of £115,000.

The key aim of the charity is to reduce expenditure and increase income over the year ahead to ensure the reserves are not significantly reduced, and over the course of the years ahead can continue to grow. This will lead to the charity being in a more stable position and able to take on more innovative projects which respond to community insights.

Going concern basis of accounting

The trustees have considered the underlying assumptions; the level of confirmed funding agreed at the date of approval of these accounts and assessed the financial position for reasonableness. The trustees have considered whether there are any material uncertainties that may cast doubt on the charity’s ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue. The trustees are satisfied that although funding remains challenging in the current Covid-19 crisis and in the year ahead, scrutiny over the past few years shows this is no different to previous years, and with the buffer of significantly better reserves than previously, along with proactive cost-cutting, there are no such material uncertainties which mean the charity will not be able to meet its liabilities when they become due.

Income and expenditure for 2021-22 and beyond will be scrutinised monthly by the senior management team, the Finance and Governance Committee and at quarterly board meetings to ensure all liabilities can be paid when they fall due, and that appropriate actions can be taken to manage the finances in the short and longer-term.

11

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

Principal risks and uncertainties

The Trustees have considered what risks the charity faces and believe these to be principally relating to uncertainty of long-term funding for the organisation and the knock-on consequences this may have.

Risks Mitigations
1. Over dependence on short-term
contractual income sources in an
increasingly challenging funding
environment.		 Mitigation:We have appointed a fundraiser to
focus and drive a strategy to diversify income
streams from trusts and foundations whose
funding aligns with our charitable objects and
mission.
2. Given the uncertain economic
environment the charity is unable to
implement a long-term strategy, is
focussed on short-term firefighting and
cannot adequately forward plan		 Mitigation:We are updating our Strategy and
Theory of Change in light of Covid-19 recovery
phase to provide a clearer understanding of
strategy across the senior management team and
board of trustees. Longer term strategy, funding
priorities and organisational development can
thus be more focused and progress monitored.
3. The workforce in place is not sufficiently
skilled or adapted to the requirement to
work flexibly across a variety of projects,
which is likely to be required in the short-
term and as longer-term strategies are
developed.		 MitigationGrow and train a flexible work-force
which can work on a variety of projects to a
consistent standard. As a minimum this will
require consistent understanding of the
organisations methodology, safeguarding,
diversity and health and safety requirements.
4. Reserves are needed to be used for day-
to-day spending which reduces them
below the level in the reserves policy.		 MitigationCareful cash flow management and
ensuring all work is generating surplus or is
likely to bring considerable benefit and surplus
in the future to warrant a break even or slight
loss position on the project. This will be
monitored by the Senior Management Team with
oversight by the Board as described above.
5. Safeguarding and safety of staff,
volunteers and participants.		 MitigationAnnual safeguarding training for the
entire organisation (including trustees) and
ongoing training and monitoring of health and
safety obligations and risk assessments in

12

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

general and as appropriate for projects. Respond
to risks identified as appropriate.
6. Trustee skill mix does not reflect
balance of community insight and lived
experience with professional board skills		 MitigationCarry out annual skills audit of board
members. In recruitment of new trustees, recruit
to reflect gaps and train all trustees on
obligations.
7. Data Breach MitigationContinue to have robust IT and related
systems in place with skilled Data Protection
Lead. Carry out Data Protection Impact
Assessments on all projects and respond to risks
identified as needed. Obtain Cyber Essentials
certification.

Structure, governance and management

Trustees take overall responsibility for the strategic direction of the organisation as well as ensuring a good legal and good practice framework underpins their role as the employer of staff. The whole board meets at least quarterly to familiarise themselves with Social Action for Health’s workings and address acute challenges. Informal monthly meetings are held by the two committees – Impact and Strategy, and Finance and Governance to ensure greater awareness and accountability.

Trustees are invited to attend relevant training as well as sharing learning and skills through facilitated sessions. Training this year has been around the Charity Commissions Code of Conduct and Safeguarding.

An interim CEO has been appointed to lead a team of staff, sessional staff and volunteers to ensure strategic and business development in line with trustee decision as well as excellent wellmanaged delivery in line with Social Action for Health’s charitable objectives. Legally indemnified HR expertise is provided by Mentor.

The organisation is a charitable company limited by guarantee, incorporated on 19 July 1994 and registered as a charity on 31 August 1994.

The company was established under a memorandum of association which established the objects and powers of the charitable company and is governed under its articles of association.

All trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 6 to the accounts.

13

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

Remuneration policy for key management personnel

We do a market review to set a pay banding for each type of role. The rate employees are paid within this band is based on experience and performance. Trustees approve pay banding and agree remuneration for the CEO.

Appointment of trustees

Trustees are recruited through an advert and interview process with the aim of ensuring an effective mix of skills, experience and network connections. There are currently no constitutional provisions for specific trustee appointments.

We appointed our Treasurer in April 2019. One new trustee (Emma Backhouse) was appointed over this financial year 2021-22. The trustees will soon be seeking to replace the Chair and the trustees who have resigned.

Related parties and relationships with other organisations

Social Action for Health has a wide range of stakeholders and partnerships that are detailed in our contracting and subcontracting relationships. During 2020-21 the only formal partnerships which were operating were the four community partners in Tower Hamlets who deliver community-based advice. Social Action for Health leads the network and has formal service delivery relationships with each partner to deliver meet contracted targets.

We work in several informal partnerships and actively pursue a collaborative way of working with other community-based organisations. However, these are not formally contracted and rely on mutual trust and understanding on both sides.

Partnership Agreements are in place in relation to East London Genes and Health but these are only applicable when collecting saliva samples at the relevant venues. As no sample collection has taken place this financial year, these have not applied. They may apply over the next year depending on whether the relevant venue is used going forward and as Covid-19 restrictions allow.

Statement of responsibilities of the trustees

The trustees (who are also directors of Social Action for Health for the purposes of company law) are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming

14

Social Action for Health

Trustees’ report

For the year ended 31 March 2021

resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping adequate accounting records that 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.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.6

Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2021 remained 7. The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity.

Independent Examiner

Fleur Holden of Sayer Vincent LLP was appointed as the charitable company's independent examiner during the year.

The trustees’ annual report has been approved by the trustees on 7 December 2021 and signed on their behalf by

Hannah Stranger-Jones Acting Chair

15

Social Action for Health

Independent examiner’s report

For the year ended 31 March 2021

I report to the trustees on my examination of the accounts of Social Action for Health for the year ended 31 March 2021.

This report is made solely to the trustees as a body, in accordance with the Charities Act 2011. My examination has been undertaken so that I might state to the trustees those matters I am required to state to them in an independent examiner's report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the charity and the trustees as a body, for my examination, for this report, or for the opinions I have formed.

Responsibilities and basis of report

As the charity trustees of the Company you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’)/Companies Act 2006 (‘the 2006 Act’).

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of the Company’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011 (‘the 2011 Act’).

Independent examiner’s statement

Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accounts in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

16

Social Action for Health

Independent examiner’s report

For the year ended 31 March 2021

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Signed:

Name: Fleur Holden FCA Address: Sayer Vincent LLP, Invicta House, 108-114 Golden Lane, London, EC1Y 0TL Date: 15 December 2021

17

Social Action for Health

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2021

Note
Income from:
2
3
3
3
4
4
4
5
Reconciliation of funds:
Donations
Charitable activities
Total expenditure
Charitable activities
Community Research
Community Partners
People's Health
Total income
Expenditure on:
Other - Consultancy
Community Research
Community Partners
People's Health
Total funds brought forward
Net income for the year
Total funds carried forward		 Unrestricted
£
134,721
205,650
140,842
293,718
4,319		 Restricted
£
-
-
133,918
46,788
-		 2021
Total
£
134,721
205,650
274,760
340,506
4,319
959,956
307,522
240,944
294,786
843,251
116,705
144,954
261,659		 Unrestricted
£
182
209,500
227,886
426,559
36,818		 Restricted
£
-
-
-
-
-		 2020
Total
£
182
209,500
227,886
426,559
36,818
779,250 180,706 900,945 - 900,945
307,522
151,596
247,998		 -
89,348
46,788		 275,639
210,633
376,458		 -
-
-		 275,639
210,633
376,458
707,115 136,136 862,731 - 862,731
72,135
143,706		 44,570
1,248		 38,214
105,492		 -
1,248		 38,214
106,740
215,841 45,818 143,706 1,248 144,954

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 16 to the financial statements.

18

Social Action for Health

Company no. 2954744

Balance sheet

As at 31 March 2021

Note
£
Fixed assets:
10
Current assets:
11
96,522
311,105
407,627
Liabilities:
12
(160,266)
16
Total unrestricted funds
Total charity funds
Creditors: amounts falling due within one year
Net current assets
Cash at bank and in hand
Tangible assets
The funds of the charity:
Total net assets
Debtors
Restricted income funds		 Note
£
Fixed assets:
10
Current assets:
11
96,522
311,105
407,627
Liabilities:
12
(160,266)
16
Total unrestricted funds
Total charity funds
Creditors: amounts falling due within one year
Net current assets
Cash at bank and in hand
Tangible assets
The funds of the charity:
Total net assets
Debtors
Restricted income funds		 2021
£
14,298		 £
120,803
109,601		 2020
£
8,606
14,298
247,361		 8,606
136,348
407,627
(160,266)		 230,404
(94,056)
261,659 144,954
45,818
215,841		 1,248
143,706
261,659 144,954

The directors consider that the company is entitled to exemption from the requirement to have an audit under the provisions of section 477 of the Companies Act 2006 relating to small companies.

Trustees responsibilities:

(1) The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476;

(2) The trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of financial statements.

The financial statements have been prepared in accordance with the provisions of the Companies Act 2006 applicable to companies subject to the small companies' regime.

Approved by the trustees on 7 December 2021 and signed on their behalf by

Hannah Stranger-Jones

Chair

19

Social Action for Health

Statement of cash flows

For the year ended 31 March 2021

Note
Cash flows from operating activities
Net income for the reporting period
(as per the statement of financial activities)
Depreciation charges
Decrease/(increase) in debtors
Increase in creditors
Net cash provided by operating activities
Cash and cash equivalents at the beginning of the
year
Net cash (used in) investing activities
Cash flows from investing activities
Purchase of fixed assets
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year		 (15,960) 2021
2020
£
£
116,705
38,214
10,269
16,406
24,280
(41,911)
66,210
33,881
217,464
46,590
-
-
-
(15,960)
-
201,504
46,590
109,601
63,011
311,105
109,601

20

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

1 Accounting policies

a) Statutory information

Social Action for Health is a charitable company limited by guarantee and is incorporated in England & Wales.

The registered office address and principal place of business is Ment House - Ground Floor, 1C Mentmore Terrace, London, E8 3DQ

b) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102), The Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

c) Public benefit entity

The charity meets the definition of a public benefit entity under FRS 102.

d) Going concern

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern. The charity’s ability to continue as a going concern is supported by strong cash flow management and on the basis of committed contractual income and risk assessed new income. Cash flow is forecasted to remain positive for at least the next 14 months from 1 May 2020.

The trustees are confident that even if some income is not received as planned the organisation will be able to find other income sources and/or cut expenditure so that it can continue to meet liabilities as they fall due. For this reason the accounts are drawn up on a going concern basis.

e) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

f) Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

21

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

1 Accounting policies (continued)

g) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

h) Allocation of support costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.

Where information about the aims, objectives and projects of the charity is provided to potential beneficiaries, the costs associated with this publicity are allocated to charitable expenditure.

Support costs are allocated to each project as agreed with the funders.

Support and governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on staff time, of the amount attributable to each activity

Community Partners 32%
People's Health 24%
Community Research 44%

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

i) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

j) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £500. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The useful lives are as follows:

Computers and Office Equipment 4 years
Leasehold Improvements 4 years
Furniture and Fittings 4 years

k) 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. In cases of seriously overdue debtors an allowance for doubtful debts would be set up.

22

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

1 Accounting policies (continued)

l) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

m) Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably 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.

n) Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

o) Pensions

The charity operates a defined contribution pension scheme and contributions are expensed monthly. For more details see note 14.

2 Income from donations

Income from donations
Donations
Coronavirus Job Retention
Scheme		 Unrestricted
£
1,505
133,216		 £
-
-
Restricted		 2021
Total
£
1,505
133,216		 Unrestricted
£
182
-		 £
-
-
Restricted		 2020
Total
£
182
-
134,721 - 134,721 182 - 182

23

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

3 Income from charitable activities

Unrestricted
£
6,150
199,500
-
205,650
-
-
109,005
-
18,387
-
-
13,450
140,842
-
-
-
11,984
-
14,901
5,833
261,000
-
293,718
640,210
Peer support COVID
Good Friends (Big Lottery
Fund)
Total income from
charitable activities
Good Gardens (London
Borough of Hackney)
Goodmoves (NHS Tower
Hamlets CCG)
MVP Newham (NHS
Newham CCG)
Sub-total for Community
Partners
Consultancy
THHAL (NHS Tower
Hamlets CCG)
HIAC (London Borough of
Hackney)
Community Partners:
Cancer Awareness (TH
CCG, WF CCG, H CCG)
Self Management
(Whittington Health)
Suresteps (London Borough
of Tower Hamlets)
MVP TH (NHS Tower
Hamlets CCG)
Sub-total for People's
Health
MVP WF (NHS Waltham
Forest CCG)
Bengali Test & Trace (LBTH)
Sub-total for Community
Research
People's Health (Self Management):
Community Research :
Barriers to Vaccine (QMUL)
My Moves (Comic Relief)
CAF Resilience Fund (CAF)
Change for Good (LBTH)
Community Organisation &
Mobilisation (LBTH)
ELGH (Queen Mary
University)		 Unrestricted
£
6,150
199,500
-		 £
-
-
-
Restricted		 2021
Total
£
6,150
199,500
-		 Unrestricted
£
-
199,500
10,000		 £
-
Restricted		 2020
Total
£
-
199,500
10,000
-
32,593
-
-
-
-
35,381
65,944
-		 205,650
32,593
-
109,005
-
18,387
35,381
65,944
13,450		 209,500
32,392
19,533
109,005
14,630
52,326
-
-
-		 -
-
-
-
-
-
-
-
-		 209,500
32,392
19,533
109,005
14,630
52,326
-
-
-
133,918
-
-
-
-
46,788
-
-
-
-		 274,760
-
-
-
11,984
46,788
14,901
5,833
261,000
-		 227,886
12,833
18,764
12,833
-
-
-
-
316,850
65,279		 -
-
-
-
-
-
-
-
-
-		 227,886
12,833
18,764
12,833
-
-
-
-
316,850
65,279
293,718 46,788 340,506 426,559 - 426,559
640,210 180,706 820,916 863,945 - 863,945

24

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

4a Analysis of expenditure (current year)

Charitable activities

Staff costs (Note 6)
Partnership Support
Training
Hall Hire
Other
Overhead Costs
Governance Costs
Depreciation
Support costs
Governance costs
Total expenditure 2021
Total expenditure 2020		 Community
Partners
£
15,751
134,067
250
-
3,486
43,288
-
-
196,842
108,240
2,440
307,522
275,639		 People's
Health
£
77,590
1,120
2,652
200
43,915
28,749
-
-
154,226
84,806
1,912
240,944
210,633		 Community
Research
£
88,996
354
-
-
44,677
54,663
-
-
188,690
103,757
2,339
294,786
376,458		 Governance
costs
£
-
-
-
-
-
-
6,690
-
6,690
-
(6,690)
-
-		 Support
costs
£
286,534
-
-
-
-
-
-
10,269
296,803
(296,803)
-
-
-		 2021
2020
£
£
468,871
492,164
135,541
145,501
2,902
1,229
200
6,105
92,078
40,952
126,700
156,174
6,690
4,200
10,269
16,406
843,251
862,731
-
-
-
-
843,251
862,731

25

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

4b Analysis of expenditure (prior year)

Charitable activities

Staff costs (Note 6)
Partnership Support
Training
Hall Hire
Other
Overhead Costs
Governance Costs
Depreciation
Support costs
Governance costs
Total expenditure 2020		 Community
Partners
£
44,726
139,974
-
-
3,687
49,913
-
-
238,299
35,998
1,342
275,639		 People's
Health
£
115,680
2,992
-
2,947
22,339
38,141
-
-
182,099
27,508
1,025
210,633		 Community
Research
£
235,493
2,535
1,229
3,158
14,926
68,120
-
-
325,461
49,165
1,833
376,458		 Governance
costs
£
-
-
-
-
-
-
4,200
-
4,200
-
(4,200)
-		 Support
costs
2020
£
£
96,265
492,164
-
145,501
-
1,229
-
6,105
-
40,952
-
156,174
-
4,200
16,406
16,406
112,671
862,731
(112,671)
-
-
-
-
862,731

26

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

5 Net income for the year

This is stated after charging / (crediting):

This is stated after charging / (crediting):
2021 2020
£ £
Depreciation 10,269 16,406
Operating lease rentals payable:
Property 69,755 67,540
Other 3,302 9,880
Independent examiner's remuneration (excluding VAT):
Independent examination 5,575 4,200

6 Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

Staff costs were as follows:

Staff costs were as follows:
Salaries and wages
Employer’s contribution to defined contribution pension schemes
Social security costs
Sessional Staff		 2021
£
294,995
136,956
30,325
6,595		 2020
£
353,369
99,230
32,639
6,926
468,871 492,164

No employee earned more than £60,000 during the year (2020: nil).

The total employee benefits (including pension contributions and employer's national insurance) of the key management personnel were £74,332 (2020: £62,395).

The charity trustees were neither paid nor received any other benefits from employment with the charity in the year (2020: £nil). No charity trustee received payment for professional or other services supplied to the charity (2020: £nil).

No expenses were paid to trustees during the year (2020: nil).

7 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was 16 (2020: 18).

Community Research
Support
Staff are split across the activities of the charity as follows (average head count
basis):
Community Partners
People's Health		 2021
No.
1
5
6
4		 2020
No.
2
8
4
4
16 18

27

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

8 Related party transactions

There are no related party transactions to disclose for 2021 (2020: none).

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.

9 Taxation

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

10 Tangible fixed assets

Tangible fixed assets
At the end of the year
Net book value
At the end of the year
At the start of the year
Charge for the year
At the start of the year
Additions in year
Depreciation
At the end of the year
Cost
At the start of the year		 Leasehold
Improvemen
£
48,934
-
Fixtures and
fittings
£
29,421
-
Computer
equipment
£
18,750
15,961
Total
£
97,105
15,961
48,934 29,421 34,711 113,066
42,000
6,934		 27,749
1,672		 18,750
1,663		 88,499
10,269
48,934 29,421 20,413 98,768
- - 14,298 14,298
6,934 1,672 - 8,606

All of the above assets are used for charitable purposes.

11 Debtors

Debtors
Trade debtors
Other debtors
Prepayments
Accrued income		 2021
£
62,301
6,273
709
27,239		 2020
£
80,478
6,273
4,832
29,220
96,522 120,803

28

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

12 Creditors: amounts falling due within one year

Creditors: amounts falling due within one year
Balance at the beginning of the year
Amount recognised in the year
Amount deferred in the year
Balance at the end of the year
Deferred income
Deferred income comprises works which were completed in 2021/22.
Accruals
Deferred income (note 13)
Trade creditors
Taxation and social security		 2021
£
15,283
6,363
88,260
50,360		 2020
£
30,020
9,523
48,479
6,034
160,266 94,056
2021
£
6,034
(6,034)
50,360		 2020
£
-
-
6,034
50,360 6,034

13 Deferred income

14 Pension scheme

The charitable company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the charitable company in an independently administered fund. The pension cost charge represents contributions payable under the scheme by the charitable company to the fund. The charitable company has no liability under the scheme other than for the payment of those contributions.

15a Analysis of net assets between funds (current year)

Analysis of net assets between funds (current year)
Tangible fixed assets
Net current assets
Tangible fixed assets
Net current assets
Analysis of net assets between funds (prior year)
Net assets at 31 March 2020
Net assets at 31 March 2021		 General
unrestricted
£
14,298
201,543		 Restricted
£
-
45,818		 Total funds
£
14,298
247,361
215,841 45,818 261,659
General
unrestricted
£
8,606
135,100		 Restricted
£
-
1,248		 Total funds
£
8,606
136,348
143,706 1,248 144,954

15b Analysis of net assets between funds (prior year)

29

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

16a Movements in funds (current year)

Total restricted funds
General funds
Total funds
Total unrestricted funds
4 Sight Sunday Lunches
Restricted funds:
Good Friends
Peer Support COVID
My Moves
CAF
Community Partners:
Unrestricted funds:		 At 1 April
2020
£
1,248
-
-
-
-
Income &
gains
£
-
32,593
46,788
65,944
35,381
Expenditure
& losses
£
-
(17,638)
(46,788)
(65,944)
(5,766)
Transfers
£
-
-
-
-
-		 At 31
March 2021
£
1,248
14,955
-
-
29,615
1,248 180,706 (136,136) - 45,818
143,706 779,250 (707,115) - 215,841
143,706 779,250 (707,115) - 215,841
144,954 959,956 (843,251) - 261,659

The narrative to explain the purpose of each fund is given at the foot of the note below.

16b Movements in funds (prior year)

Total restricted funds
Total funds
Total unrestricted funds
4 Sight Sunday Lunches
Unrestricted funds:
Community Partners:
General funds
Restricted funds:		 At 1 April
2019
£
1,248
Income &
gains
£
-
Expenditure
& losses
£
-
Transfers
£
-		 At 31
March 2020
£
1,248
1,248 - - - 1,248
105,492 900,945 (862,731) - 143,706
105,492 900,945 (862,731) - 143,706
106,740 900,945 (862,731) - 144,954

30

Social Action for Health

Notes to the financial statements

For the year ended 31 March 2021

16 Movements in funds (continued)

Purposes of restricted funds

4 Sight Sunday Lunch

4 Sight is a user led user run Sunday lunch held monthly in Stoke Newington for people with lived experience of mental health services in Hackney.

Good Friends

Good Friends is a befriending project for those with long-term conditions funded by the National Lottery .

Peer Support Covid

Funding from the National Lottery Community Fund to provide peer-support, befriending and assistance to isolated people living with long-term health conditions and to isolated parents with young children.

CAF

Funding covered staff and volunteer costs for project delivery, organisational development and equipment and technology costs.

My Moves

Comic Relief Sport for Change project providing accessible exercises, ESOL, self-management of longterm conditions and digital literacy skills in community languages.

17 Operating lease commitments payable as a lessee

The charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods

for each of the following periods
One to five years
Over five years
Less than one year		 2021
2020
£
£
60,000
60,000
240,000
240,000
180,000
240,000
480,000
540,000
Property		 2021
2020
£
£
-
9,880
-
-
-
-
-
9,880
Equipment
480,000 540,000 - 9,880

18 Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

31