Company number: 2954744 Charity Number: 1040496 ## Social Action for Health Report and financial statements For the year ended 31 March 2023 1 ## **Contents page** |||**Page**| |---|---|---| |||**Number**| |**1)**|**Reference and administrative information**|**3**| |**2)**|**Trustees’ Annual Report**|**4**| |**3)**|**Independent Examiner’s Report**|**29**| |**4)**|**Statement of Financial Activities (incorporating**|**30**| ||**an income and expenditure account)**|| |**5)**|**Balance Sheet**|**31**| |**6)**|**Statement of Cash Flows**|**32**| |**7)**|**Notes to the financial Statements**|**33**| 2 **Company number** 2954744 **Country of incorporation** United Kingdom **Charity number** 1040496 **Country of registration** England & Wales **Registered office** Brady Arts Centre, 192-196 Hanbury Street, London, E1 5HU **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: Hannah Stranger-Jones Chair until 17 October 2023 Ryan Barnett Treasurer - resigned 31 December 2022 Pooja Shah Harveen Udhi Resigned 27 September 2022 Emma Backhouse Alex Murtough Karin Pappenheim Chair from 17 October 2023 Lewis Batkin Appointed 27 September 2022 Helena Roy Appointed 27 September 2022 Tatyana Karpinskaya Treasurer – appointed 18 April 2023 **Key management personnel Chief Executive** Ceri Durham **Accountants** **Bankers HR and legal** NfP Accountancy Limited. Appointed 1 October 2021 NatWest plc., 403 Bethnal Green Road, London, E2 OAF Mentor, 100 West George Street, Glasgow, G2 1PP **Independent Examiner** Shruti Soni, T/A Charity Accountant, Shruti Soni Ltd, 117a St Johns Hill, Sevenoaks, TN13 3PL 3 SOCIAL ACTION FOR HEALTH CHARITABLE OBJECTIVES As set oul in our Governing documenls. our Charitable Objeclives are.. 1.To pr•Mrv• •nd prot•¢t th• good h¢¥th of the public wrthin LOwJ￿ aTrJ elsewhere wrthin England.. 2.Th• r•ll•f of w￿MplOYM•nI the benefit of the ptblK n $uth ways a$ are thought fiL in¢lLKling assistance to find employmen[" and 3.To d•¥•lop the capxlty •nd ¥klll* ol members of soci81ty and eccmmicalty disadvèntaged communrties to •n•bl• thwn b•tt•r to kl•nOfy mert thdr n••d• in order to participate more fulty in society. VISION AND MISSION A ¥4ortd whw• ￿1•11 •vdd•bl• h••lth In•tyWlld￿ no Iwr •xl r mi$$lon 1$ to supwt and address the prKJrities of those most affected by heahh inequalities. io Champic￿ the case for wider struclural and societal thange. THEORY OF CHANGE Poverty. dls¢rlmlnatlon, preludlee and Inaceesslble systems acrom ￿￿ety ar• leadlng to an urwual dlstrlbutlon of good health. We provide Jerviees end Juppon wiihin communities most efferfed by heofth inequo1il￿S io: lrtrease people's ab11￿Y to Intteèse people's Confl￿• mak• dqcknl¢x* about ih*"r htafth and wellbeing IneTease people's abiltty 10 •ct on th￿1 d•thlon• and goals The increased capactty and better heahh of irKlIv￿UaIS leads lo a reduction in a¥￿dable heahh inequalrties for them and th￿r commLmr(ies. ## **Welcome from the Trustees and Strategic Update** It is with great pleasure that the Trustees present their report and the financial statements for the year ended 31 March 2023. Social Action for Health has worked with multi-ethnic communities in east London for over 35 years to address the impact of the health inequalities that are so deeply established within our society. We continue to believe that poverty, discrimination, prejudice, and inaccessible systems across society are leading to an unequal distribution of good health. Although life is starting to settle post-Covid and most activities are now face-to-face, the extremely high rates of inflation and overall cost-ofliving crisis continue to have significant effects on our participants and the Organisation. With avoidable health inequalities continuing to exist and, in many cases, widen we remain confident that our work continues to be relevant and make a difference to the communities we serve. 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 . _Left: The financial year started with an unexpected donation from JohnLewis in Stratford. They had been searching for a local health charity that was deeply embedded in the local community. It was great to visit the store to collect a cheque!_ 5 ## **Review of 2022-23 and looking forward to 2023-24** Building on the organisational strategy and re-focus work of 2021-22, 2022-23 has been a year of resulting consolidation and organisation of Social Action for Health to provide **direct provision of health-related services and support** to beneficiaries who are at the greatest risk of health disadvantage and participate in **research and community engagement** which supports the delivery of those services and allows us to amplify the voices of those most affected. Social Action for Health has worked with multi-ethnic communities in east London for over 35 years to address the impact of the health inequalities that are so deeply established within our society. We continue to believe that poverty, discrimination, prejudice, and inaccessible systems across society are leading to an unequal distribution of good health. In this report, we report on our progress against our 2022-23 priorities, the highlights and challenges and set out our vision of how we will continue to work in line with our charitable objectives and address our priorities. Strategic health contexts – and the ways we monitor and assess our impact and organise our activities - remain as follows: 1. Long-term health conditions; 2. Pregnancy, birth and early-parenthood, and 3. developing our expertise around youth health. In each of these areas, Social Action for Health will provide **direct provision of health-related services and support** to beneficiaries who are at the greatest risk of health disadvantage and participate in **research and community engagement** which supports the delivery of those services and allows us to amplify the voices of those most affected. _Left: Our improved impact monitoring means we can now capture and assess improvements in wellbeing across a wider range of projects. Overall, most participants start with low wellbeing, but this number is almost halved by joining us on a programme._ 6 APPROACHES We regularty iefleth C￿ what wKMks well *then ow C{￿￿¢y. Oufujrrern aFyroach is HolistK Health We attept the Worfd Health Or9wisation's definrtion that Theajth 15 a slale ol ciN￿lete r￿181 and gxial We bn'rrfj F*e aryl orywisati¢)ns tO9etl*r to share expenences a We peopSeto act on the wkyrties in thew INe$ eqUV￿n9 them with knowle(1ge. skn'lls. ￿p[￿yt participants. We know isd•tion io wellknr4J and sell. CC￿fide0Ce. so all of w( Involves COnr*￿1￿j •NI nurturlno a sense ol belo￿￿r@ fof all. We belith* that infMn•li S￿￿j be accessible. aTrJ suprKffl peOe to I￿re th￿r krthledge aThl to We foumon matters relaliThJ to health and wellber4J lo sutwrt peOe to derfelcp the skills and ats"lrties thty need io make inlumed deci*ons in all areas ol thwr li¥**. VALUES f V81ves ￿flert how we work wilh people 8efOg8 811 our proiertg. CURIOSI W• Wè ahyays 5Èek41910 imwovè ￿ ur•JefStaThJmg of vhbat we shwld offer tothe communty Ib)w toeffe charvJe. We create cekbrale opportuntlies to Sha￿ findings and to le logether. RESPECT ACCESSIBIUTY W* supwt people's t make Inlcrfmed dea$*y￿ and hwe ccrfrtrol over they o Ir¥es to ￿ g￿les1 exlent possitle. We th) not idl peorAe We believe in breaking dcr•m ¥ocial b￿.erS that wevent s$ logood heallh wdlbemg. We C(￿￿der cultural. laryJa9e thsral re￿￿eTr￿t$ across •1 oui •¢li￿lies. EQUAUTY COLLABORATION We know how iransfMTWtNe Is to from scffl)ecffie milai expern￿$ and bè trtated as an equal. We bn'rKJ peop￿ together to Shbreth￿1 St￿¢$ suppwl( other. We bdwe thai pe￿e aThJ CoMn￿rtIeS •re ￿rI)r￿ rThxe effethiv* togtthw. ￿1 ol rwtrfk briNJs tc*pth¢f aThJ t￿11(￿ on the skJ'115 4r*J strww ol k¢al people aThJ gor￿s9ticW. Social Action Health ## **Strategic Aims** Our core approach remains empowering, not imposing, which allows us to achieve our strategic aims of supporting people to: 1. identify personal and community priorities and goals 2. make decisions about things that affect health and wellbeing; 3. express their preferences; and 4. act on their decisions. **Some Key Demographic Data for 2022-23 is shown below in Figure 1.** We recorded engagement with slightly more people this year (3,423; 2021-22: 3,270), more men (37%; 2021-22: 18%). Areas of deprivation data is broadly similar (74% ;2021-22: 72%). We continue to find ways to measure and show more accurately our work in “Super Output Areas” of higher deprivation and / or in pockets of extreme deprivation within areas of high wealth, which are common in Inner London. _Figure 1. Social Action for Health – 2022-23 – Summary of captured demographic data_ > 1 Source: https://datakind-uk.github.io/community-lens/ 8 ## **Update on priorities from 2022-23 and looking forward to 2023-24** Progress has been made against the priorities set in 2021-22, and these areas remain an ongoing priority to enable us to achieve our strategic aims. Work continues against these priorities to enable the organisation to become more agile, volunteer-and community-oriented. |**Priorities**|**Progress**| |---|---| |**To embed the new strategy, enabling us to**
**address the needs of those most affected by**
**health inequities**|**This has been very successful**and has allowed
us to develop a new fundraising strategy which
will enable us to focus on funding opportunities
that align with our purpose, rather than our
work being driven by funder requirements and
targets. This will mean that our portfolio of
work will continue to become increasingly
aligned with our strategy.| |**To diversify the groups and communities we**
**work with, and to fully reflect the**
**demographics of east London in our**
**beneficiaries, staff team and Board.**|**This has been partially successful.**We have
been able to increase diversity across our
beneficiary groups, particularly engaging more
men through our Men’s Mental Health project
and reaching more younger people. This will
need to become more embedded. We have not
yet been able to establish our ‘Panel 100’
**Community Advisory Group**because of a lack
of capacity and the need to prioritise other
delivery work. This remains a key part of our
strategy. We will continue to reach into
different groups and communities in east
London to ensure our work is fully accessible to
and reflective of the local population.| |**To continue to improve project management**
**and financial management systems and**
**processes.**|**We have continued to embed use of improved**
**systems and processes,**onboarding relevant
staff members to use**QuickBooks**and
maintaining our**Cyber Essentials**accreditation.| |**To measure our impact to be able to better**
**demonstrate and talk about our work.**|**We have made significant progress in this**
**area**. This year, the Board established an
Impact and Strategy Committee, we introduced
our new impact measurement framework, and
began to embed the new methodology across
our portfolio of support services. As different
projects operate courses and activities on
different timelines, and we wanted to ensure
consistent baseline and measurement data for
each cohort, this was a gradual transition
between the old and new systems, but now
means we are starting to have consistent data
to work with and allows us to track project and
organisational progress against strategic aims.| 9 |**To ensure all staff are accessing opportunities**
**for formal and informal training and learning**.|**We have continued to make progress against**
**this priority.**We have had a cohort of sessional
staff complete Chronic Disease Self-
Management Program (CDSMP) training to be
able to deliver this programme through our
Good Moves project. We have also been able to
train staff and volunteers through our
comprehensive Sure STEPS peer-support
training, have staff completing Mental Health
First Aid and Safeguarding training.| |---|---| |**Continue to diversify income streams and**
**increase funding from trusts and foundations**.|**This has been successful and remains a**
**priority.**In 2022-23 53% of income came from
trusts / foundations or other giving, compared
to 48% last year and 7% in 2020-21. This has
demonstrated that we are an organisation
which can work well with funders who support
our aims. This type of fundraising activity will
continue to be a priority for the organisation.| |**Working towards unrestricted reserves**
**position of £250,000.**|Unrestricted reserves at the close of 2022-23
were £267,720. In 2021-22 these were
£195,768. The organisation will continue to
always to hold minimal reserves of 3 months
running and close down costs in line with a
wider aim of holding £250,000 as a general
position.| _Left: – Our improved impact measuring means we regularly ask participants and volunteers on all our programmes if our work has been beneficial to them. So far, out of hundreds of people asked, 100% have answered “yes”._ 10 ## Key areas of work and projects over the past year **Long-term Health Conditions:** We know that there are many factors that result in people experiencing long-term health conditions, and that managing them is complex. Understanding and responding to the specific needs of each community that we work with is central to our approach and success. Over the past year we have run five key projects, all taking slightly different approaches. ## **1. Good Moves** For 23 years, our Good Moves project has helped people in Tower Hamlets manage their long-term health conditions and overall health. This flagship project, primarily funded by North East London NHS Integrated Care Board) supports adults in Tower Hamlets who are living with diabetes, Chronic Kidney Disease, heart disease and/or hypertension through an eight-week course. Our highlight this year is the training and re-validating 12 sessional workers to become facilitators of the evidencebased, Stamford model: Chronic Disease Self-Management Program (CDSMP), now run through the Self-Management Resource Centre (www.selfmanagementresource.com) _Left: Bengali Women’s Good Moves Group ‘action planning’ how to incorporate the recommended “Eat Well Plate” into the daily lives of themselves and their families._ Over the past year, we supported 392 participants over 30 Good Moves courses in four community languages (Bengali, Somali, Cantonese and English). The project not only supported participants through their physical health challenges, but resulted in improvements in mental wellbeing too, with significant proportion of participants shifting from ‘Low wellbeing’ to ‘Moderate wellbeing’ using Short Warwick-Edinburgh Mental Wellbeing Scale over the eight-week course. 11 ## **Participant Story – Good Moves** Good Moves was recommended to ‘G’ by a friend following challenging caring responsibilities for her aging mother, and challenges with her own health, including fibromyalgia, rheumatoid arthritis and stress. G describes her fibromyalgia as a ‘fog’ descending on her, which can last anything from 12 to 36 hours. During medical appointments with her GP and Practice Nurse, G always felt rushed, and unable to talk about her feelings. Good Moves has offered a safe space for her to share when she has bad days with fibromyalgia or other challenges and allowed her to meet another participant who also has fibromyalgia. G initially felt guilty and reluctant to take time away from her family for herself but with support from our team she has since been able to create an action plan to better manage her physical and mental health, including easy steps to implement initial small changes to her daily routines. _**“I feel I am making progress on my journey to manage my emotional wellbeing life. I do feel more confident, and I refer to my action plan most days to help keep me on track. I do not want to go back to my pre-Good Moves days”.**_ _**Good Moves Participant**_ ## 2. **Change for Good Weight Management Programme** We continued to run our Change for Good 12 week weight management programme. designed to help people achieve their personal weight loss goals. We ran the course in English and Bengali, online and in-person, and supported 662 participants over the year. Referrals are overwhelmingly received from GPs and Social Prescribers who appreciate the personal service we offer, which is culturally and linguistically appropriate for their patients. In addition to the focus on weight management goals, we monitored participants’ mental wellbeing through the Short Warwick-Edinburgh Wellbeing Scale (SWEMWBS). Participants showed an average SWEMWBS score increase of 3.98, demonstrating an improvement in mental wellbeing following their engagement, but not as effective as our more holistic Good Moves programme which covers similar content. This was because not as many people were at such low starting positions, as well as the increase not being so great. Being able to compare projects like this has been possible because of the significant improvement in our impact measuring. 12 ## **3. Good Friends** We have continued to grow and develop our Good Friends programme. This provides free-to-access befriending support and activities for those living with long-term physical and mental health conditions, reducing isolation and enabling people to be part of something positive. Good Friends has supported over 100 adults this year, offering opportunities for people to come together and meet others from their communities, learn new skills, and manage their long-term health conditions. Above: Our Isle of Dogs Good Friends group – photograph after one of their gentle exercise sessions “ **After joining the programme, it felt like a breath of fresh air, as I had the chance to meet so many wonderful people, who I can now call my friends. …** Social Action for Health has taught me to take care of my body and my health all by myself. Instead of relying on doctors or my local GP to tell me what I should do, I have now been taught what I can do to keep myself healthy. “Good Friends participant feedback.” This year, we also have introduced an **ESOL walking groups** and **health talks** with monthly guest speakers to the activity offer. 13 ## **Community outreach worker reflection** - **Good Friends Walking Group – Bengali Women** “The group started at the end of July 2022. We started walking from Brady to Allen Garden, then came back and had a cup of tea. Originally, we had two ladies. It was a little disheartening. Then the group grew gradually – word of mouth is very powerful. The two original ladies spoke to their friends, and we grew. I asked what do the participants want. They said the main thing lacking was their English. So we started teaching them a few words, e.g. palm tree, which we had seen on our walk. The group were very enthusiastic and passionate. They wanted to approach people in the park and say hi, but did not have the language to do so. We started speaking Bengali on the walk out and English on the way back. The group then started expanding. Now we have 12 ladies. One lady opened up to say that she did not know how to write her name. So we got some dot-to-dot alphabet workbooks and alphabet flashcards. Each week we are building. The ladies really want to amalgamate with the community and make their own appointments. If these ladies had been shown this earlier, they would not be housebound, would have confidence and be able to interact with the community.” _Above and Right: ESOL Walking Group head out for a walk, before returning for a cup of tea and English practice._ 14 4. We completed our **My Moves** project, encouraging people aged 50+ who would not usually take part in sports or exercise to become more active and to meet others through cultural dance and movement and sharing food and conversation together. This year, we have supported 109 participants, embedding our new Chinese / Vietnamese groups in addition to Bengali groups. Participants have continued engagement with us through our other projects and we continue to explore how to increase our offering in digital support, building on our learnings from Covid times. _Left: a Lion Dance performed as part of our combined Good Friends and My Moves intercultural celebration event._ 15 5. Our **Wellbeing for Black, Asian and Minoritised Ethnic Men** project has played a significant part of our project delivery work this year as we started to explore different ways to improve the mental health and wellbeing of Black, Asian and Minoritised Ethnic Men. The project grew out of observations in lockdown of our participant groups and has included significantcommunity engagement (surveys, discussion groups, events and workshops with the target group and local mental healthcare providers), and culturally-appropriate social support groups to improve mental health and wellbeing. Insights gained through these activities inform our future offer, and will be fed back to other local providers to increase understanding of the mental health support needs of Black, Asian and Minoritised Ethnic men and improve access to relevant services. So far, we have: - engaged with 294 people, including 86 frontline healthcare workers from local relevant organisations - hosted a successful event focusing on the mental health of Black, Asian and Minoritised Ethnic Men - started planning a survey to gain insights around mental health and wellbeing, experiences of mental health services, and recommendations for future work from Black, Asian, and Minoritised Ethnic men in Tower Hamlets and Hackney - developed the social support group offering to include ‘Wellbeing Wednesday’ – providing gentle exercise and conversation opportunities to Asian men in Tower Hamlets, and skills-based workshops, such as woodwork, which intentionally encourage conversation around mental health and wellbeing. _Left: A Woodwork for Men session in partnership with Woodwork for Wellbeing at St Margaret’s House_ 16 ## **Pregnancy, Birth and Early Parenthood:** Social Action for Health has a long history of supporting women from disadvantaged groups in pregnancy and early parenthood. Wider inequalities in healthcare and the effects of social determinants of health are well reported, including the inequalities in mortality rates for women and their babies reported by MBRRACE-UK reports. This year, thanks primarily to new funding received enabling dedicated work around financial and digital wellbeing we have been able to increase our support to new mothers and parents from financially disadvantaged backgrounds struggling to deal with the challenges of new parenthood. We have continued to run our Sure STEPS volunteer peer support matches women, new mothers and parents struggling to deal with the challenges of becoming a parent 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. The one-to-one support is long-term and flexible depending on the requirements of the parent and the support the volunteer is able to provide. We will provide support up until a baby is two years old (or longer if required) and are unique in the sector in trying not to work to strict cut-offs, but allowing a trusting relationship to grow and to end organically. In addition to the one-to-one support, we have also established a Coffee Morning to provide a safe, local space for new parents to meet others in similar situations, socialise and build supportive networks. 17 Our team speak English, Bengali and Polish, and attendees are invited to continue coming as their babies get older to maintain their social connections. Across the peer support scheme and coffee morning, we have engaged 81 people this year, including 20 volunteers. We have also piloted a **Gestational Diabetes Peer Support** project with the Well Newham programme in Newham Hospital, developed with the diabetes and obstetrics team to complement the complex diabetes multidisciplinary clinic. We supported 51 pregnant women through 8 drop-in sessions and outreach in the antenatal clinic at the Newham University Hospital. In recognition of the disproportionate rate of gestational diabetes in the borough and the risk factors surrounding the condition, this pilot provided support in Urdu and Bengali as well as English. Sessions took place in a quiet space on the maternity ward, and focused on providing social support, encouragement, healthy snacks and drinks, mindfulness, gentle exercise, and signposting to other local sources of support. We are seeking specific funding to continue this programme and to grow it across our geographical footprint as it was an excellent illustration of us combining our many years of Good Moves and similar wellbeing programmes, with our expertise in maternity services. _Left: Social Action for Health Gestational Diabetes Team meet key Newham Maternity team staff on one of our team training visits_ 18 ## **Financial and Digital Wellbeing** This year, we have been able to develop our financial and digital wellbeing work. This work is to benefit people with little or no digital skills who are experiencing exclusion due to digital poverty, and who’s lack of English literacy has made difficult or impossible for them to apply for jobs, or access services online without additional support. Such online services include making GP appointments accessing council housing services, and making online welfare benefit support including those which are designed to alleviate in-work poverty. We started work on this project by focusing on mothers with children under 5 who are living in financially challenging circumstances and will seek to build on this as our expertise and needs dictate. The initial pilot was a **Financial and Digital Wellbeing** course, which we held at the Hackney Baby Bank. This course supported 18 new parents to learn practical digital and finance skills, covering topics such as budgeting, money management, opening bank accounts, and avoiding scams. These topics were so welcome that we intend to train our volunteers to be able to offer financial and digital support, and establish an ongoing programme of financial wellbeing workshops for new or soon-to-be parents, offered in community languages. _Left: Financial Wellbeing Course run in partnership with the Hackney Baby Bank and Crosslight._ 19 ## **Participant feedback – Hackney Baby Bank Financial Wellbeing Course** “The course has been amazing, before the course I was struggling, but now with the course, I know where to go for support. I have learnt to not only save, but learnt where all my money was going to, and how I can cut back where I am able. **My mental health is so much better as I am not stressed about money or not knowing or understanding where my money was going.** This course has changed so much for the better for me, money, saving, budget, understanding my income expenditure etc.” 20 ## **Youth Engagement** This year, we have made progress building our youth engagement work strand. We ran a summer **work experience placement** for young people, which explored the concept of trust and how it can impact community engagement with healthcare provisions (with a particular focus on COVID-19 health outcomes), as well as the health priorities of young people connected to the borough. The group participated in a 7-week work-experience placement course, which combined creative activities with direct community outreach and engagement, such as participating in focus groups which were run with Bengali men, Somali women and Bengali women, to explore and present on these topics. ## **Work Experience Scheme - Participant feedback** " _**We were listened to.** That is what I most enjoyed about this experience. Our views and opinions were taken on board and we were able to express ourselves in a non-judgmental environment. The fact I have been able to have the chance to meet like-minded individuals and have important_ _conversations with them about the changes we can make within our communities, is a pleasure. I am extremely thankful and appreciative that I have had such an opportunity."_ Left: Social Action for Health team presenting on health inequalities and opportunities to work with the Wellcome Sanger Institute to the Beal Sixth Form. We also worked with students from **Beal High School** on **‘Project Cardinal’** with support from teams at the Wellcome Sanger Institute to develop projects on health inequalities and representation in genetic research. Students’ projects included a 7-minute video featuring an avatar of a South Asian woman wearing a sari to encourage minoritised communities to engage in conversations about genetic research, and a powerful speech asking us to question why certain sections of society are so reluctant to participate in scientific research. 21 These two groups later participated in **The Future of Community Health event** , which we organised in partnership with Queen Mary University of London. The event was an opportunity and platform for young people aged 17-26 to share their insights, concerns and priorities about community health with an audience of over 85 people, and discuss these with the wider community and academics. The presentations explored building trust in the community, health inequalities and representation in medical research, and young people’s health priorities. _Left and below: The Future of Community Health event hosted in partnership with Queen Mary University of London, where Beal 6[th] Form students and the young people from our work experience scheme were able to showcase their work._ “It has been an amazing experience. **Our issues and worries are being listened to and we are being heard.** ” Beal High School student “It has been an honour and a privilege working with the Social Action for Health team. It has been a great learning curve for our students to interact with industry experts. They have grown in confidence and have developed key skills along the way. Furthermore, many of them now want to pursue STEM-based degrees. **The experience has inspired their next steps.** ” Jag Singh, Beal High School’s Director of Sixth Form 22 ## **Community Research:** Community research is a key part of our strategy, in acknowledgment that decisions around healthcare are made based on research in which the people most affected by health inequalities are not reflected. We build trusting relationships with researchers and communities, broker mutually beneficial relationships between the two, and support the facilitation of meaningful community research. We believe research must deliver immediate benefit to participants alongside the ultimate long-term aims of the research benefiting the community, and progress opportunities which deliver on both counts. Highlights this year included: - Continuing our collaboration with Queen Mary University of London on the **Genes and Health** research study as we emerged from the pandemic. Genes and Health is the biggest scientific study in the world researching genetics in people of Bangladeshi and Pakistani heritage to better understand why these communities experience particularly high rates of poor health and disease in the UK. To raise awareness of the study, we launched professionally produced videos, ran social media campaigns, and worked with community venues. - Facilitating a range of focus groups with the community, exploring topics such as accessing GPs through a translator, sugar and salt in food, understanding of hesitancy around Covid-19 vaccine uptake in different communities asthma, ethnic descriptions used in clinical trials, living with multiple long-term conditions and taking multiple drugs, and men accessing social prescribing services. We have increasingly focused on the importance of returning research findings and next steps to local communities following participation in research. _**““Thank you for coming before and speaking with us and thank you for taking what we said to the right people and thank you even more for coming back and telling us what happened after our meeting”.**_ _**Community Research Participant**_ 23 ## **Financial review** In 2022-23, Social Action for Health made an overall surplus of £41,472 (2022: £208,932:). As anticipated, income was down compared to last year (£684,273 compared to 2022: £852,273) with total expenditure remaining similar (£642,801 compared to 2022-23: £643,341). As this had been anticipated, and restricted funds received in preparation for the year ahead, projects were able to continue as planned and there were no significant events during the year that affected the performance of the Charity. The Charity remains in a good cash position as it moves into next year, with the key risk being about being able to achieve budgeted income as the year progresses. Total reserves were £512,063 (2022: £470,591) of which £266,720 were unrestricted (2022: £195,768). This is higher than the minimal amount of £137,746 which the Trustees have identified as the minimum to hold in line with the reserves policy. Social Action for Health carried out a detailed fundraising and income strategic review during the year involving staff at all levels and trustees. Recommendations include re-engaging a full-time fundraiser with a focus on raising funds from trusts and foundations and investing in management personnel who can help grow the contractual revenue streams whilst ensuring they support and enhance our core offerings to participants in line with strategic aims. During the year there was no non-compliance of Fundraising regulations and codes and Social Action for Health received no complaints relating to its fundraising practice. ## **Reserves policy** The Organisation always aims to hold at least three months of running costs plus redundancy and related costs as unrestricted reserves in the event a closure is required. This is currently £137,746, but the figure is likely to fall as a planned organisational restructure is completed. The trustees have agreed that it will continue to be prudent to aim to hold £250,000 unrestricted funds but that provided this minimal amount is held, this will be sufficient to support continuity and sustainability through organisational, economic and political uncertainty. Reserves above this level may be used to ensure continuity of community services and support as reasonably practicable, but in line with previous years, reserves will not be used to subsidise contracted service delivery. ## **Going concern basis of accounting** 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 good cash reserves, cash flow management and based on committed contractual income and risk assessed new income. Cash flow is forecast to remain positive until at least June 2025. Looking further into the future, the plan is for the organisational income and the unrestricted reserves to increase. This will lead to the charity being in a more financially stable and sustainable position and able to take on more projects which respond to community insights in line with organisational strategy. 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. 24 The trustees are satisfied that although funding needs to increase in the year ahead and is likely to be challenging in light of the cost-of-living crisis, falling funding levels and difficulty recruiting a fundraiser, our pattern of work and income combined with plans to restructure the organisation, will ensure that the organisation remains a going concern. These actions combined with continued careful management, mean that 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 management including cash-flow and scrutiny of reserves will be completed monthly by the Treasurer, the Finance and Governance Committee and at quarterly board meetings to ensure that appropriate actions can be taken to manage the finances in the short and longerterm. ## **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.**Unable to generate sufficient income**to
cover desired charitable activities,
especially over the longer-term in an
increasingly challenging funding
environment.|**Mitigation:**Carried out organisational review to
ensure minimised expenditure and streamlined
operation whilst continuing to deliver desired
charitable activities. Continue with plan to recruit
experienced fundraiser to seek funds from trusts
and foundations.| |2.**Personnel risk**– there is risk to
operations and service delivery in the event
key personnel left, or were unable to work.
Also, ongoing difficulty to recruit a
fundraiser is preventing income generation.
In line with many other charities, high
numbers of staff are facing multiple
challenges outside of work risking burn out
and stress at work.|**Mitigation**Ensure three month notice periods for
all senior managers. HR task group established by
the Board, together with wider involvement of
trustees to support the CEO in finance and
operational procedures. Board and CEO will keep
staff remuneration under review to ensure paying
in line with market rate so that talent can be
recruited and retained. Ensure review of work
levels and support for staff at all levels.| |3.**Trustee and staff skill mix**does not
reflect balance of community insight and
lived experience with professional board
and management skills|**Mitigation – Board Development**is a priority
based on regular skills and diversity audits of
board and of the staff team. In recruitment,
recruit to reflect gaps and train all trustees on
obligations. Continue to work towards setting up
Community Advisory Group and continually aim
to ensure diversity, genuine community
engagement, language mix and lived experiences
is embedded at all levels of the organisation.| 25 ||| |---|---| |4.**Unrestricted reserves fall below reserve**
**policy level**|**Mitigation Board has established a Finance and**
**Governance Committee to monitor the financial**
**position with the CEO and Treasurer. Improved**
cash flow management including improved billing
and invoice management. Increased use of
QuickBooks for reporting and monitoring. Action
taken if reserves drop below level in reserves
policy, including organisational restructure.| |5.**Safeguarding**and health and safety of
staff, volunteers and participants.|**Mitigation**Ensure safeguarding and health and
safety is kept front and centre of all project
planning. Annual safeguarding training for the
entire organisation (including trustees) and
ongoing training and monitoring of health and
safety obligations and risk assessments in general
and as appropriate for projects. Designated Board
member responsible for safeguarding. Health and
Safety and Safeguarding included as standing
item at all Board meetings. Respond to risks
identified as appropriate.| |6. Data Breach and Cyber Security breach|**Mitigation**Continue 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. Continue to maintain 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 and a number of Board Committees have been established (Finance and Governance, Impact and Strategy and an HR Task Group) to enable trustees to contribute skills and knowledge to support the CEO operationally and with specific challenges. Regular meetings are held by the two committees to ensure greater awareness and accountability. The Trustees appoint a Board Chair, Deputy Chair and Treasurer through an internal and external recruitment process, and in the coming year will be seeking to appoint a Board Secretary to support governance and administration of board business. Succession planning has taken place in this last year as the current Chair’s term of office is ending and a handover to a new Chair is planned. Trustees are invited to attend relevant training as well as sharing learning and skills through facilitated sessions and joining external charity governance support organisations. Financial training for trustees started this year and more training is planned over the year ahead. Additional training will be offered on safeguarding and other areas of interest / good practice as the need arises to 26 ensure the skills of the Board remain relevant and up-to-date. A regular board skills audit has been introduced, and trustee recruitment is anticipated over the coming year to strengthen board capacity and address specific gaps in terms of skills and/or diversity. Ceri Durham has been appointed as CEO to lead a team of staff, sessional staff and volunteers to ensure strategic and business development in line with trustee decision as well as service and operational delivery in line with Social Action for Health’s charitable objectives. Legally indemnified HR expertise is provided by Mentor. An HR consultant has been engaged to support the CEO with a structure review, and to develop our future people strategy. 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 8 to the accounts. ## **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 advertisement 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. Two new trustees were appointed over the past financial year: Lewis Batkin and Helena Roy. Tatyana Karpinskaya) joined as Treasurer in April 2023 to replace the previous treasurer who stepped down in December 2022. ## **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. 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 memorandums of understanding and mutual trust and understanding on both sides. ## **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 resources 27 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: - Select suitable accounting policies and then apply them consistently - Observe the methods and principles in the Charities Statement Of Recommended Practice (SORP) - Make judgements and estimates that are reasonable and prudent - State whether applicable UK Accounting Standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements - Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation 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. 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 2023 was 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** Shruti Soni was appointed as the charitable company's independent examiner during the year. The trustees’ annual report has been approved by the trustees on 15 December 2023 and signed on their behalf by Karin Pappenheim Chair 28 ## **Independent E** ## **Report to the Trustees of Social Action for Health** I report to the charity trustees on my examination of the accounts of the company for the year ended 31 March 2023 which are set out on pages 30 to 42. ## **Responsibilities and basis of report** As the charity trustees of the company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the 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 n 145 of Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act. ## **Independent examiner's statement** 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 Association of Certified Chartered Accountants, which is one of the listed bodies. I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect: 1. accounting records were not kept in respect of the company as required by section 386 of the 2006 Act; or 2. the accounts do not accord with those records; or 3. the accounts do not comply with the accounting requirements of section 396 of the which is not a matter considered as part of an independent examination; or 4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)). 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: Date 18 December 2023 Shruti Soni FCCA ACIE Shruti Soni Ltd 117a St Johns Hill Sevenoaks, TN13 3PL 29 sOC￿L ACT￿ FOR HEALTH STATEIIEwf OF FINAWCIAL ACfVTnES linc¢Jrpor*irg InCOTr￿ and ExP￿thL￿ A¢￿rn 4 T￿•1 Wls•l Fot *ndpd 31 IA*¢h >)23 Fund Funds 20¥J INCOME FHOII 1.1¥¥J 71Z441 42YPa Jffj.9￿ 4Cd013 4Q912 YSk79 18 r lrtom• I1.￿1 TOTAL INCOME 367.638 1]M2n 479,350 372991 852279 EXPEIIDITVRE ON-. funL* ChDFNabh 5Qt 8&433 Ccmmunty A•￿[¢h IW,340 16&749 3,155 4,413 iav.469 KJ87 12.067 4.419 117.918 125 1?.2S1 1>7VJ 311.274 9.012 I￿.L 4912 3*137 Hq l&J31 TOTAL EXPENtMIURE 118 491.8e2 6¢aJ¢i •IDiètrAns TT&niler betr￿•￿ 15 NET I￿01£..1£XP£ND1T1•TlÉ> F¢ff¢ThE YEAR 71.852 {i&JfJJ 224.W XQg92 I4.7￿j 71.•S2 (M073J ￿9.¢￿ REeoNeiu4noN OF FUNDS TOTNL FUNfts AT I 2C 1957W Z74023 47as01 4S810 ￿.659 TofAL FiIIDSAT 31 MARCH 2023 f 267.720 r 1 511￿ C 195.768 r zT4.823 r 47a551 30 SOCIAL ACTIOt4 FOR HEALTH leompan Ilmlt•d b uaranto• nun*or 029547441 BALANCE SHEET (company Ilmii•d by 9uaraD*• nun*•r Wa547MI A$ at 31 March 2023 YJ23 FIXED ASSETS T8ThJ1b￿ as$etS 12 318 10,908 CURFIENT ASSETS D8blOIS Cash 41 bwk •r•J ￿ P•rd 13 I￿2.712 451,288 519A28 651.674 CREDITORS: •mount• l•11kno d wlthln on• y•ar 14 113.7831 1191.391) NET CUARCNY ASSETS 745 NET ASSETS 511063 ¢ 47Q591 FUNDS Reslitted I I••tr*i￿ fvr Is 15 241343 267.720 274.trj 195.768 511(ffj3 47Q.591 For lh• y•8r •Th18d 31 k4wch 2023 Ih C(ryaThy wa8 ertll*J to •x•mKffjM wKl8f ettlkjn 477 01 the lil Th• ￿￿berS b￿0 rwired th• C(vnpwry to In ol *• ac4yJnt4 forth• y•¥ in qU88IK)n in Xc￿￿￿￿•￿1lh sec￿e+l 478.. The tinar￿￿1 slat•merts h•v• be•n pvTrar•d in wilh Accwrlirg wbj Flewrtirg Gh4ri)•1'. S￿•m*nI of Ret¢xnm•Thlod Practic* ¥f&at4• 10 Ih*r &ceeunrs In y￿th I FInar￿1￿ RewJrtiThJ StaThYth 8wkat40 in tho UK of Irekny IFRS 1021 letteciNe l Januwry 20191. IChoribfj8 SORP FR8 102). IPW FwwKial Slawxjard in ITr￿ UK orKI FI￿￿ gl IFRS 10218Tr1 lh• CtyiyaTh•sAct >Y)6. Isth December 2023 on Ihthr t*hatt ty:. KARIN PAPPENHEIM. Chwr SOCIAL ACTION FOR HEALTH STATEMENT OF CASHFLOWS Forihg y•ar 8ndod 31 Mareh 2023 Cash Ik￿& from cwalmg 8ciNth8 Add back dwetiat 41,472 ea&h provKtsJ byl Iwd inl OF*lalK4 aclhfths lI￿reaSO}Ide¢re8s8 in debtors Ir￿r￿&S￿(d￿e886} in creditus 34.472 1177.6fAI (6.IW) 31.124 1143.1361 Cash from Thiesting 8cb of fix•d aw1• ChorMJ8 in cash and cash 8qw•818rt8 in th8 ye 197.6741 237.856 311,108 451.288 32 SOCIAL ACTION FOR HEALTH NOTES TO THE FINANCIAL STATEklEpirs For yeaf ended 31 Mafch 2023 1. ACCOUNTING POLICIES Basls offpr8p8f*ion ol Ilnandal st*i•m￿S Rep¥Jrting ty Ch￿￿e5.. Slalemwrt ol R￿ornme￿￿ PraLtre lo th￿l￿e$ &ryar￿¥j Ihgir xcount8 in ac¢oTdartè *ilh Iht Fina￿￿ RewtirwJ siarwjard akwkaLqè in tho UK aNJ ol Irdarvj IFRS 1021 l8ffeth• l JAnuary 201gl. ICharrri&s SORP FAS Ivdl. tho Finw*ial St80th the UK 8nd ol IreLAThI (FAS IQ) the Comparues Act rd6wanl accounlir#J or r*)tè. Publ1¢ )•n•llt•niiiy Goln¢ ¢ort¢wn & corK•rn. Key that lh• ¢harrt•t4• comp•rry has m•J• hw4e a wwthanl oftocl on th• aecounts inctyAe ￿*MalIng ir￿orne ard for Ih rwxl 12 in F￿lar the economK impxl of 4ltached lo the ir￿Orne h•* it li IhDt INry *il be r￿p*•d. * Ihal th? •mwnt can Ma88Ur￿ rohabty. chartri has 8ntn*m8ni 10 the 8ry w1orma￿ ant*h•J 10 tho ￿ants hwe twn met, it . obth thai tho IrKom8 i•C•P4•J aTrJ aMty￿e&n b• measu￿3 ieb"8t+rf 8￿j * nc4 ddwr•a. For ￿9￿ClOs. entilthent ￿ taken hs the ol the dRte C￿ either.. the charity 15 aware th￿ yobllle hD• been gianted, Ihe estale has been ard nc1rt￿*Cn has beBn Ihe exeothorlsl to the charty Ihal ¢*sirit¥Jbon ￿11 b8 m8d8. or*t*n a ¢thsiribJtion from tho osiai&. A8CW ￿ a *acy. In Who￿ or in part. 1$ onty co￿KI￿red prrkngb* th• ￿￿nI mfyogur•d rW •rKI the ch•rty h•$ been ol th• ¢x￿ul0r.9 inlentiw lo m&k• a d￿1r￿Jb￿. Wh•rn *ie¥ ha￿ twn ￿tiffi•d to th• ¢harity. or fv ch&rity ftwar• of Iho granting of aNJ tha criiariti for w*¢)m• hav• rw)t ba￿ m8( thon th• Wy ts troaièd Incomo it onty d￿f￿*j wl*n." lh• th)ntr thai tho grnni or donatith musi ba used in hthir• acctyjnbry p8rhyls.' or lor wrfom)arte f•lai•J wants. whore aro ￿eN•j in *fvan¢• ol tho wrtormarKes Or¥p￿1￿ v4ont to which ty rgl•t¢. 33 SOCIAL ACTION FOR HEALTH NOTES TO THE FIPiANCIAL STATEklEpirs For th8 year ended 31 March 2023 Intsrostr8celv8b Interest on funds hekl on doFxxti rw48tl• 8rKI ts Amr*ml can bg mo8$u￿1 rokth ty the Company Social Acbon for Health is a ccfflpffry kmit•J In the wqrrt of Ihe Charty b￿n9 ￿, IhB kthlty in respecl ol the waranlee lo £1 pw membev of thp Chty. Fund8ccountlng Restr￿1￿ oro to ￿ u¥•J for 88 la*J tho thTry. Exr*TrSluro mo•ts Ih•80 CrIt￿a ￿ Chary￿ tr• the lurd. E¥pondturn 8nLllrr6co¥wJbl• WAT Expen(*lur• is rece9n￿ Iher¢ v4 4 ￿1 ov ￿sIr￿lI￿o to mak• a paymenl lo a third paty. it prob8bS8 Ihèi Sell￿M￿)I*ll ￿ rwir*J ol thè ol*a8￿1 bg m8asui8d Exp6ThJhur& CoBl$ of r•lat• kn th• coth ￿￿rnd ty th• c(ffipary kn ir¥*A?r#J third paths lo m￿0 vc4Jnt•ry to it. •¥ w•1 of ￿ thb•J with a I￿￿rI pwpx•. furth¢rth• purp)sw ol INry chDrity8TrJ th•r o¥sowt•d ￿¥1$. Other WApendrfLYe reFYe5enls those items ￿tIhIr ho& R8c18S8IIIc*kni dch8rlt8bl•xii¥llles Duiiry Ihfy year, tho ¢honty has rv4w¢d a￿1 ol it8 chwilth to t•M•r rel*1 its upthledto mBlch. 34 SOCIAL ACTION FOR HEALTH NOTES TO THE FINANCIAL STATEMEiirs For the year orbded 31 March 2023 Allocatron Olsupportc￿¥ costs are $iat8d on Staff trn8. ¢(6ts tsnTh)t bo attribJt•Y kn ch*itabl& Xliwb8S are in PmKW)rtv)n 10 8iall ¢LX81S. Whor8 inlrATmAlhx thg orn$, ¢tiectr40s of the Chwity ￿ akn whJ•Y to wtwtigl tY(￿Or8, occuwd by e￿h actmty. Oper8iing 1•&8oS Rethal charges aré chwgèdffi 8 kntrb3￿ ov* tha 18m ol thè lèaw. ranglble Ilx8da•s•M 8ndd8W•c￿ TnrvJbkry fixed assels lexcbjdrq wNe51m￿tsl slaled at cos1 dyxkibDn. The ¢>JS1 ol minDr adjitions or Ihose ce8Trry Sess than tlt#)J are ￿ ¢wa￿ed. (Xhw li¥￿ 4888ts *ryth an of mro Ih8n on8 y8ar ar• i1￿￿K1*y at ¢y4w frxJry•ws. Caah&i b8nk&ndln Cash 01 b8nk cash in h•rKI ￿ ¢wh •Trbyt t•rni vr4•thiwts • I￿rt maturty ol Ihfee monttr￿ N less from dal• ol acqu￿￿￿)￿ ttr ol thè dÈFosh or bMniL*r Cath bthL*nc oxcludo any luTr$8 01 users. ¢r•thl¢YS •ndwowlslong Crtdrtots and provIs￿n$ ar& tho CW h88 a Irom a w48nt that will wobobty resun In Iho traThslor of lur*Js lo a third party I￿1 tho 4mwnt (lJ• Ir* 8011• tho rl)Wlk?n can b• ffleBsurgd or eslimow rek•W. cr*￿1￿ ar• rrt)rm￿ty al l￿'r s•¢tlom•nl am¢)unl afi•r thkning Icr any d￿c￿rts+￿. Thtr Ch￿rity hths fvwnc4d ass￿$ of & bind Ih*i wr¥J 001 61,7C 61, 189,208 191716 171.1 172 192 63,849 61849 187.412 187.412 i&& 1&6L 4550 f 271441 t 1539 t 27S179 ¢ 436.912 ¢ 7.IIXI ¢ 443.912 4. PAIOA YEAR ADJUSTMENT Dunw the year. it was (Iscow￿ Ihyt reslrKlod gr8rt of £67.2tJ from rrn Sour￿ w&8 rogiqlergd as irKow trtym chariiaNe acuvwes in ￿22. The ¢omparait4es hwfr res1￿￿ 10 don*ion$ aTra legacies. This ha5 re5u*ed in an irwease ￿ restr￿1￿1 Donation5 arKI Lryac4es income in 2022. £299,711 to £285.924 arxl a deCre￿e in iestrict&l IrY*Anefrom Chvitableknths trom £74.2Y8 lo ￿.[Th. 36 CIAL ACTION FOR HEALTH NOTESTO THE FIFiANCIAL STATEMENTS For the yoarerthd 31 Ilar¢h 20rJ S. ANALy￿s OF EXPENDnUAe gjpport & Totsi 2023 roknl 541 Z45T 4Q703 15i1469 9Q&387 Y2067 4.41J Communty Hea*h Rose￿. 18. OTHER COMPANY INFORMATION Socid Actron tor H￿Mh H a thftrilable Cr￿Pary Imited ty quJr•rrt••. r•yts•J in Ervaknd wth Nmbol 02954744. Its rw*t•r*d oN*tr a¢*Jrosts is Cantr•. 192.196 Hathry Slroei. Lorthn. ErvJland. EI SHU. Th• GBP K* £1. 42