Company number: 2954744 Charity Number: 1040496 ## Social Action for Health Report and financial statements For the year ended 31 March 2024 1 ## **Contents page** |||**Page**| |---|---|---| |||**Number**| |**1)**|**Reference and administrative information**|3| |**2)**|**Trustees’ Annual Report**|| ||Introduction and Welcome – Chair of Trustees|4| ||Governance**–**Strategic Aims - Review of 2023-24 and|6| ||looking forward to 2024-25|| ||Key areas of work and projects over the past year|9| ||Financial Review|29| ||Structure, governance and management|32| |**3)**|**Independent Examiner’s Report**|35| |**4)**|**Statement of Financial Activities (incorporating**|36| ||**an income and expenditure account)**|| |**5)**|**Balance Sheet**|37| |**6)**|**Statement of Cash Flows**|38| |**7)**|**Notes to the financial Statements**|39| 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: Emma Backhouse Lewis Batkin Joseph Coules Appointed 17 September 2024 Hannah Emmett Appointed 17 September 2024 Tatyana Karpinskaya Treasurer Elaine Londesborough-van Rooyen Appointed 17 September 2024 Abbas Mirza Appointed 17 September 2024 Alex Murtough Deputy Chair Karin Pappenheim Chair Helena Roy Resigned 17 September 2024 Pooja Shah Hannah Stranger-Jones Resigned 17 September 2024 ## **Key management personnel** **Chief Executive** Ceri Durham **Accountants** NFP Accountancy Limited. Appointed 1 October 2021 **Bankers** NatWest plc., 403 Bethnal Green Road, London, E2 OAF CAF Bank Limited, 25 Kings Hill Avenue, Kings Hill, West Malling, Kent, ME19 4JQ **HR and legal** 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 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. 3 ## **Introduction: Trustees Annual Report 2024** _Above – exercise session on one of our Good Moves courses for people living with long-term health conditions._ It is with great pleasure that the Trustees present their report and the financial statements for the year ended 31 March 2024. Social Action for Health has worked with multi-ethnic communities in east London for nearly 40 years to address the impact of the health inequalities that are so deeply established within our society. We believe that social inequality and health inequality are linked: poverty, discrimination, prejudice, and inaccessible systems across society are leading to an unequal distribution of good health. Our mission is to support communities most affected by health inequalities and to champion the case for change to bring about a world where unfair and avoidable health inequalities no longer exist. Evidence of need for our work is stronger than ever. The cost-of-living crisis, increasing rates of child poverty, social factors such as poor housing and barriers to accessing health care, the aftermath of COVID 19, have all been disproportionately impacting the communities we serve. With avoidable health inequalities in many cases, widening, we have compelling evidence that our work continues to be relevant and makes a vital difference to the communities we serve. This year has been a challenging year for the organisation in a difficult funding and financial environment. In response, we have completed a major organisational restructure to reduce core costs and better position the charity for longer term financial stability and sustainability. In this time of organisational change we have had to make sad farewells to some long-standing staff members, and we thank them for their contributions. At the same time, the reduced core team, alongside our exceptional sessional workers and volunteers, have still managed to achieve so much this year. We are proud to report that recorded participant numbers have remained at consistent levels year on year (2023-2024: 3,525, 2022-2023: 3,423). Over the last year, we have also developed our impact measures as reflected throughout this report to demonstrate that we are making a significant difference to people we work with. For example, we 4 now know that in our Good Friends programme, over 90.9% of participants join with low wellbeing using the Short-Warwick Edinburgh Wellbeing Scale. This reduces to 63.6% of participants having low-wellbeing after being supported to us for at least 6 weeks. We are now looking to see how we can continue to track improvement over the longer term. Finally, the Trustees wish to record our thanks for all those who have supported the charity this year: our funders, staff and volunteers. The achievements set out in this report would not have been possible without that support. In 2026 the charity will celebrate our 40[th] anniversary, and we look forward to engaging and celebrating this with all our supporters and stakeholders. ## _**Karin Pappenheim, Chair of Trustees**_ 5 ## **Governance** ## **Strategic Aims - Review of 2023-24 and looking forward to 2024-25** Over the past year, we have continued to deliver against our strategy in four delivery areas: 1. Long-term health conditions, including cancer, mental health and long covid, 2. Pregnancy, birth and early-parenthood, 3. Community Research; and 4. Youth health. Our long-term health conditions work specifically includes people living with cancer, mental health conditions and long-covid. However, this year, long covid has _not_ been a strong theme arising from community engagement. Whilst we must assume long covid will disproportionately affect our participants because of the disproportionate nature of COVID-19 infection and its impact on the communities we serve[1] , but this focus will be kept under review. The other themes remain of prevalent concerns within the communities we work with. Our **core approach remains empowering, not imposing** , which allows us to achieve our strategic aims of supporting people to have better health and wellbeing by identifying their own priorities, by increasing confidence around decisions relating to those priorities, and then acting on their decisions. **Financial and digital engagement** has been a key delivery area this year thanks to funding from the Santander Foundation. We have been exploring this through our pregnancy, birth and earlyparenthood (Sure STEPS) programme. Having a trained and dedicated team to read letters, open online bank accounts, support people to register for benefits or seek debt advice has worked so well, that we are considering how we can integrate the learnings across all our activities. Further information on this is detailed below in our thematic update below Following the organisational restructure to consolidate and strengthen the organisation for the future, in March 2024 we held a staff / trustee strategy day to consider what we should stop doing, start doing or continue doing. We did not want to stop doing anything! However, to work within our capacity and resources, we agreed that our focus for the year ahead would be to consolidate work in Tower Hamlets by deepening even further our commitment and relationships with all parts of this diverse community where the charity first began. Looking forward we feel confident that we are well placed to continue **direct provision of health-related services and support** to beneficiaries who are > 1 Office for National Statistics (ONS), released 22 February 2023, ONS website, article, Updating ethnic and - religious contrasts in deaths involving coronavirus (COVID 19): 24 January 2020 to 23 November 2022 6 at the greatest risk of health disadvantage, as well as encourage diverse participation in **health research and community engagement.** Alongside this our aim is to look forward to a time of economic stability and to re-grow incrementally our work across other east London boroughs. ## **Update on priorities from 2023-24 and looking forward to 2024-25** Progress has been made against the priorities set, and these areas remain an ongoing priority to enable us to achieve our strategic aims. Next year, we will be conducting an updated strategy and priority review, especially as we head to 40 years (in 2026) since the charity was founded. For now, work continues to enable the organisation to become more agile, volunteer-and communityoriented in a landscape of constrained funding opportunities and capacity restraints. _Left: participants attending a cultural walk and visit to the National Gallery_ |**Priorities**|**Progress**| |---|---| |**To embed the new strategy, enabling us to**
**address the needs of those most affected by**
**health inequities**|**This continues to be successful.**We are now
strong across the organisation in recognising
key areas of delivery and need. Strategy review
identified that our key areas are still the correct
priorities. To work within our reduced team,
we are focussing primarily on Tower Hamlets
services, followed by Hackney ensuring our
portfolio of work is increasingly embedded
deeply in our community and aligned with our
strategy. We will consider working across other
boroughs, but not at the expense of our current
work.| |**To diversify the groups and communities we**
**work with, and to fully reflect the**
**demographics of east London in our**|**This continues to be partially successful.**We
have been able to increase diversity across our
beneficiary groups, particularlyengagingmore| 7 |**beneficiaries, staff team and Board.**|men, more younger people and a more diverse
cross-section of communities most affected by
health inequalities. However, we have still not
fully set up our ‘Panel 100’ Community Advisory
Group because of a lack of capacity and the
need to prioritise other delivery / funded work.
Also, financial necessity means we have chosen
to focus on Tower Hamlets work in the short-
medium term.**Improving Board Diversity**
**remains apriority**.| |---|---| |**To continue to improve project management**
**and financial management systems and**
**processes.**|This work has continued and we are
increasingly using consistent project
management, reporting and impact
measurement tools across all projects in the
organisation.| |**To measure our impact to be able to better**
**demonstrate and talk about our work.**|**This has been partially successful.**We have
introduced much improved mechanisms for
capturing data across all projects so enabling
the Board to consider organisational progress
against high level strategic aims. Additional
capacity gained through recruitment of new
Board members this year will mean we can
establish a new Impact and Strategy Committee
to focus on developingthis further.| |**To ensure all** **staff are accessing opportunities**
**for formal and informal training and learning**.|**We have continued to make good progress**
**against this priority.**As the restructuring
settles down, we will seek funding to ensure all
staff can receive training and development
opportunities across all of our projects and
within our core team.| |**Continue to diversify income streams and**
**increase funding from trusts and foundations**.|**This remains a priority.**We have engaged with
a senior fundraiser with expertise in this area to
help submit a higher-volume of applications to
trusts and foundation funders.| |**Working towards unrestricted reserves**
**position of £250,000.**|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 ageneralposition.| 8 ## 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 four key projects, all taking slightly different approaches but with the common aim of supporting those most at risk of health inequalities and living with long-term health conditions to identify their own priorities and take positive steps to manage their health in line with these. ## **1. Good Moves** For 24 years, our Good Moves project has helped people in Tower Hamlets manage their long-term health conditions and overall health. This year, 361 people living with Chronic Kidney Disease, High Blood pressure, diabetes and / or heart disease completed our eight-week course, with fantastic improvements in wellbeing. All tutors are trained and qualified in the evidence-based, Stamford model: Chronic Disease Self-Management Program (CDSMP), now run through the Self-Management Resource Centre (www.selfmanagementresource.com). If we are successful obtaining funding for this work next year (it is open to re-tender every three-five years),we will recruit a new cohort of tutors. All tutors must have their own experience of living with long-term health conditions and be from the communities we serve to ensure that courses are peer-led. A particular focus this year has been to balnce our male / female split of participants. We did this by increaisng our delivery in local mosques and providing more courses at the evening and the weekend. Courses were run in four community languages (Bengali, Somali, Cantonese and English). Almost 90% of participants described their wellbeing as low at the start of their Good Moves course. This had reduced significantly to just over 25% by the end of the eight weeks. with a reduction shifting from ‘Low wellbeing’ to ‘Moderate wellbeing’ or better over the eight-week course. 9 ## **Participant Story – Good Moves** Mrs F Begum is 65 years old. She has twelve children, she currently resides with four of them, including one who struggles with learning difficulties, as well as her son's wife and their children. She lives with high blood pressure, pain, and depression and describes herself as being ‘constantly busy’ because of her busy household. She was referred to participate in the Good Move program by her GP (social prescriber). She declined at first, saying she was too busy and would not be able to commit herself to an eight-week programme. After having a second conversation with the facilitator directly she agreed to join. In check in sessions for the first two weeks, she spoke very little and kept many of her thoughts to herself. The facilitator gave her one to one time session after class. This was the first time that Mrs Begum has ever joined a group session. Following encouragement to share ideas and experience on how she is managing her condition, she gradually began to open up more during the check-in session and develop a relationship with her fellow participants. Slowly, she has been encouraged to deal with the multiple issues she is facing. She wished she had enrolled sooner and has spoken about how much these classes had helped her both mentally and physically. As a result, Mrs Begum has become much stronger, which benefited her entire family. She has been able to plan and make daily plans to help her improve her physical and mental health because of the action plan, and she has been able to stick to them. She had been struggling to fall asleep, but our good night sleep method helps her. In order to maintain her fitness and manage pain, she also started controlling her diet and started to increase exercise. She says how much her depression by regularly attending the session and making new friends. 10 _Above: The diagram above shows the poor health of most participants who join our Good Moves programme, and also the benefit to their wellbeing after just eight weeks of attendance. Wellbeing is assessed using the validated Short Warwick-Edinburgh scale._ _Left: some participants from the Bangladeshi Association Good Moves course relax at the end of their session_ 11 ## **2. Good Friends** Our Good Friends project offers a range of culturally-appropriate, accessible activities throughout the year, which not only offer opportunities for people to come together and meet others from their communities, but also to learn new skills, improve their health and wellbeing outcomes and be part of something positive. Good Friends has supported almost 270 adults this year, a significant increase from the 100 adults we supported last year. In the year ahead, we will be bring the management of some of our other projects, including our men’s mental health work under our Good Friends umbrella. _Above: some of our Circus Skills participants showing off their plate-spinning skills!_ _Below: quote from one of our Good Friends - Circus Skills attendees_ - “For me, mental and physical health are very, very strongly 12 _Above: Our Good Friends - ESOL walking group for Bangladeshi women wanting to learn English setting out on one of their weekly walks_ 3. **Our Wellbeing for Black, Asian and Minoritised Ethnic Men** project has played a significant part of our project delivery work this year as we explored different, targeted ways to improve the mental health and wellbeing of Black, Asian and Minoritised Ethnic Men. In response to the large-scale mental health survey of over 1,000 men (see below, page 22), and the findings from our social support group initiatives, we provided two specific groups for men to support mental health and wellbeing: - 1) Wellbeing Wednesday Exercise Sessions (Tower Hamlets); and 2) Black Men’s Coffee and Conversation Club (Hackney). Sessions began in Tower Hamlets with mostly Bengali participants, where this approach proved effective, and enabled us to highlight the relationship between 'wellbeing' and 'mental health' on a spectrum, as well as create a safe space in which men could explore their own relationships with mental health. As we expanded the groups to Hackney and a majority Black participant group, we found that being more explicit about offering groups to support with mental health was more effective, and introduced a 'Black Men’s Coffee and Conversation Club', specifically inviting men to come and talk 13 about their mental health. This reflects our 'test and learn' approach to running the activities and knowing that one size does not fit all. We listened to the feedback from participants and tailored the offer to include those activities most effective in engaging each community of men around the topic of mental health and supporting an improvement in mental health and wellbeing. _Left: Quote from ‘Wellbeing Wednesday’ participant_ Anecdotal feedback from local GPs also confirmed that many people come to them with physical health concerns. When tests do not reveal underlying physical causes, people are often offended and / or confused that stress or other mental health difficulties might be a cause. Being able to refer to culturally appropriate social support groups has been very helpful for the GPs, not only for the activity but also because they know the topic of mental health will be broached and explained and explored in a gentle and appropriate way. For this to continue, funding for community based social support activities also must continue as priority and be recognised as a valuable contribution to the health economy. _Below: Men exercising at ‘Wellbeing Wednesday’ at the Tramshed Community Centre, before relocating to the Brady Centre_ 14 _Left: fond farewell from our Pembury Group to Dan as he relocated outside of London_ 15 ## **Pregnancy, Birth and Early Parenthood including Financial and Digital Wellbeing** Sure STEPS is our programme which provides support to parents of children under five, recognizing the preventable health inequalities which exist around pregnancy, birth, and in the 1001 first ‘critical days’. We feel strongly that the more we can support mothers during this time, the better they will be able to support themselves and their families, ensuring the best health and life chances possible. Thanks to sustained funding from the Santander Foundation, this year we have been building on the success of our Sure STEPS programme to move to a physical hub model of provision. Previously, we were running coffee mornings, financial workshops in the community and providing 1-2-1 peer support, but the consistent presence in the community of the physical hub has enabled us to incorporate more practical support (lunch, food bank and baby bank referrals) into our offer. It has also enabled us to expand our volunteering opportunities, particularly people with limited English and who are not confident to provide 1-2-1 support. We adapted the financial workshop material we were providing previously into three micro sessions (20 minutes each) delivered by two team members (one speaking Bengali and the other, English) in an interactive way whilst the mothers look after the children on the play mats. Once a month, we have more in-depth workshop. We also now have a ‘financial and digital corner’ where mothers can speak privately about their situation and get personalised support. We finish each hub session with a healthy lunch. This has been particularly welcome in the current cost-of-living crisis, and we know the benefit that comes from having a shared meal especially for stressed mothers in complicated and exhausting circumstances. 16 _Above: ‘Financial and Digital Corner’ provides information and referrals for all Sure STEPS attendees_ _Above right: volunteers preparing lunch for attendees at the Sure STEPS hub_ _Left: new Sure STEPS volunteers proudly display their volunteer badges._ 17 ## **Participant Story – Sure STEPS** [A.] was recruited as a volunteer in February 2023. She describes herself as being a housewife and stay-at-home Mum for years. She has four children and had been looking for opportunities to leave the house, to do something different than just household chores, as her children are now older and do not need around the clock care.” It was important for me to do something different, to get out of the house as I started to feel quite lonely and isolated.” Her friend told her about volunteering and convinced her to join the peer support training. Once on the training she got really interested in what the programme is doing as she feels it is very important to support others and also found she was being supported herself. “One of the things that was very important for me was that I could speak and practice English (as my husband doesn’t allow it at home).” Through the programme she has felt increasingly confident and more open to talk to people. Before joining the programme, she found starting a conversation with strangers was impossible. Now she can do it and says: “I am happy to do outreach, happy to meet and greet mums that come to the sessions, and I feel that I am gaining the confidence that I need to build and improve my communication skills”. She feels motivated to be part of the team, feels very welcome and likes the community that the team have created. She describes how her children are very supportive in what she is doing and are happy for her. They have said I have changed in a positive and good way. “They see me smiling more and are happy to see me doing something for myself and going outside of the house.” She feels like the training and volunteer placement at the weekly hub has given her opportunity to grow and also the confidence that she can now bring into her day-to-day life. “I am looking for more challenges to grow and build my skills. I have looked into learning and in adult education training which I am really happy about.” Not all her family is supportive, but she now feels she has the strength to carry on and stand up for herself. [A.] describes how she really likes working with children, she used to work as a teaching assistant (years ago) and maybe that is what she would like to go back to in the future. She wants to do more courses, but she feels she needs more help with IT (replying to emails etc.). Nowadays, she is not scared of new challenges though as the programme has given her the confidence and faith to believe in herself. 18 ## **Youth Engagement** One of our key strategic areas is to grow our work in youth health and engage with a younger cohort. This was only successful to a limited extent this year. We have engaged with younger people through Sure STEPS and at our Men’s Mental health events, but have not made as much progress as hoped in this specific area. We did however secure funding for the year 2024-25 to start a gym project in Hackney to enable young men to access the gym for free to improve their physical and mental health. 19 ## **Community Research and Engagement** Ensuring involvement of people most affected by health inequalities in academic, medical and health research is a key part of our strategy and one of the ways we champion the case for change. Community Research has been a very important part of our work this year. We have built trusting relationships with researchers and communities and broker mutually beneficial relationships between the two to ensure impactful community research. drawing or even colouring even though I don’t know how Community Research highlights this year have included: - Our large-scale community project with **minoritised ethnic men exploring mental health** (see below) - Running a series of **community art workshops** to explore how artificial intelligence (AI) might support diagnosis, prevention and outcomes for people living with at least two longterm health conditions and taking multiple medications. Our role as part of the **AI Multiply consortium** is to ensure the voices of patients most at risk of health inequalities and from diverse communities are included in all aspects of the research. - Continuing our collaboration with Queen Mary University of London including on the **Genes and Health** research study - Facilitating a range of **focus groups** between health professionals and researchers with the community, exploring topics such as: - accessing GP through a translator - living with cancer and support post-Cancer for non-English speakers; and - sugar and salt in food - vaccination awareness and acceptability - Presenting alongside **Professor Michael Marmott** at a talk about social determinants of health, and presenting our work as a partner of the **HARP Fellowship** programme. Details can be found at harpphd.org - Working with Lime Green Consultancy to refresh our ethics and costing model to ensure research can be carried out to the standard we expect and bring the benefits we strive for - Working with Museum of London Archaeology (MOLA) to run a series of workshops with participants exploring awareness of archaeology in communities underrepresented in community initiatives 20 _Left and below: AI Multiply Art workshops. The visual minutes (below) ensured participant discussions were captured and enabled us to revisit themes and make recommendations._ _Below and Right Attending DERI at QMUL for AI Multiply online PPIE meeting with our PPIE group in Newcastle_ ON meee Queen 21 Alongside our academic community research, we were fortunate to have funding to complete our own community research **driven from our community insight on Minoritised Ethnic Men’s Mental Health** . Funded by Johnson & Johnson **,** this funding allowed a large-scale, multi-faceted approach to research and delivering social support groups seeking to support and improve minoritised ethnic men’s mental health, whilst learning more about the challenges and realities of this issue. Our work was focused in Tower Hamlets and Hackney and involved engaging with more than 1,000 men on this topic. **The Executive Summary and full report of our research can be found on our website** : www.safh.org.uk/minoritised-ethnic-mens-mental-health Key themes emerging: - **Religion and spiritual beliefs:** religion and spiritual beliefs cannot be separated from the conversation around minoritised ethnic men's mental health. - **Trust** : trust is vital to engage communities around such a sensitive topic. Trust has to be earned and a relational approach is key. Stigma of poor mental health is key. - **Perception of mental health:** mental health challenges are seen as so much part-and-parcel of everyday life, that many people do not see them as something that could be improved. - **Options:** availability of varied activities to support people to maintain positive mental health is key. No two experiences are the same. - **Community:** There is potential for the community to play a big role in helping to support people, although it can also present a barrier. - **People want to talk about mental health** , but conversations are not normalised and there isn’t (yet) the language to discuss this topic openly and fully. _Left: Flyer design used throughout our men’s mental health research_ 22 _Community Research feedback events in Hackney (above) and Tower Hamlets (below) discussing the findings of our men’s mental health report, thanking participants for their input and asking if we had it right before using it for our own work and to make recommendations to others._ 23 _Left, and below: some of our survey teams out and about in Hackney and Tower Hamlets investigating mental health in minoritised ethnic men. We had detailed conversations with more than 1,00 men from minoritised ethnic backgrounds on this topic._ 24 A key part of our work is engaging in our community to ensure we are responding to community priorities, taking health information out to communities and championing the case for change. There are too many events, strategy meetings and other events to mention but here are some highlights. _Right and below: team members on a sunny day at the QMUL Festival of Communities asking for feedback on health priorities and recruiting people to our programmes_ _Below: photograph from Parliament TV - CEO Ceri Durham giving evidence at the Parliamentary Inquiry into Men’s Health in March 2023_ _Left: Social Action for Health promoting a Community Health day and sharing vaccination recommendations to local business_ 25 ## **Community Health Days** In autumn 2023 NHS England (NHSE) launched a new national Vaccination Strategy covering Covid, flu and routine immunisations. NHSE commissioned Social Action for Health to organise and host a series of three community health days in east London, primarily aimed at the Bangladeshi population, who had had the highest rate of COVID-19 mortality compared to all other ethnic groups during the second wave of the pandemic. We planned, set up and co-ordinated three days choosing venues and times popular with local communities: East Ham (Newham), Chrisp Street (Tower Hamlets) and Whitechapel (Tower Hamlets). We arranged vaccination teams and other community health teams to take blood pressure and blood sugar readings, as well as provide other health information and referrals. The events were very popular and effective. We will seek specific funding to be able to hold similar events on an ongoing basis. ## **Key Figures** |**Key Figures**|| |---|---| |Number of attendees|481| |Number of Covid vaccines administered|41| |Number of Flu vaccines administered|26| |Number of bloodpressure readings taken|143| |Number of blood sugar readings taken|50| |Number of NHS Appintroductions|37| The following key themes emerged from the community teams and participant insight: - i. **Difficulty of access to GP appointments** – this was discussed time and again across all locations. - ii. **Community Health Days are popular** - The convenience of being able to accommodate a quick health check in a visible place was seen as an easy and efficient way to monitor health concerns. We noted in particular that the weekday in Chrisp Street library and market was very well received and attended by market stall holders, street cleaners and council staff with a higher percentage of working aged men seen that day. This group commented on how difficult it is for shift workers and those on anti-social hours to access healthcare in standard times. - iii. **NHS App** - The difficulty of being expected to navigate services through the App with poor digital skills and limited English, was expressed by many. - iv. **Language Preference** - it was also widely commented from participants that verbal receipt of information from a trusted source, was preferable to poorly translated documents. Very simple information in English with accompanying graphics has more value than poorly translated language in text. _Left: Social Action for Health team with a local Newham Councillor at East Ham library_ 26 _Below: Social Action for Health team with stall facilitator from Lumi Nova at Chrisp Street library_ _Above: Members of the public receiving vaccine and health information in Whitechapel library_ _Left: flyer for our Community Health Day in Chrisp Street, Tower Hamlets_ 27 ## **Thank you to all our funders and supporters** We extend our deepest gratitude to all our generous donors and supporters who have funded our work this year, whether financially or in significant pro bono support and capacity. Your contributions have been invaluable in helping us pursue our mission and make a lasting impact in the community. Every donation and funded opportunity, whether large or small, has played a crucial role in driving our initiatives forward, allowing us to reach more individuals and create positive change. We are inspired by your commitment to our cause and are profoundly thankful for your partnership in this journey. Together, we are making a difference, and we look forward to building on this momentum in the year ahead. - Bryan Cave Leighton Paisner LLP - Compass Wellbeing CIC - Compost London - East End Community Foundation - Egality Ltd - Garfield Weston Foundation - Harmony Community Projects - Johnson & Johnson - London Borough of Tower Hamlets - Money A&E - Museum of London Archaeology (MOLA) - Newcastle University - NHS England - NHS North East London ICB - Octopus Foundation - Places for People Group Limited - Queen Mary University of London - Rooted Finance - Sports Works - St Margaret's House - The Santander Foundation - Tower Hamlets CVS - University College London - University of Birmingham We have also worked with numerous other organisations, community partners, schools, mosques, GP surgeries, local authorities, healthcare practitioners, academics, volunteers and advisors in different capacities who have hosted us, shared staff resources with us, guided us our work and encouraged us in our mission. Thank you so much. 28 ## **Financial review** As indicated elsewhere, 2023-24 was a year in which Social Action for Health carried out a significant restructuring in an effort to ensure financial sustainability for the future in an increasingly difficult financial environment. |financial environment.|||| |---|---|---|---| ||**Income**|**Expenditure**|**Surplus / (Deficit)**| |Budget 2023-24|£462,501|£700, 207|(£237,706)| |Actual 2023-24|£336,938|£573,805|(£236,867)| Even though a very cautious deficit budget had been set for 2023-24 with the intention to rely on reserves to fund projects, the ongoing financial uncertainty of reduced income and requirements for cost-of-living pay increases for staff, led to the trustees making the difficult decision to reduce core headcount and associated costs. Expenditure for 2023-24 was very tightly managed and as people left through natural attrition, they were not replaced in anticipation of the restructuring. Overall, this led to a deficit, which was slightly less than originally planned, and with sufficient reserves to ensure the organisation remained in compliance with its reserves policy throughout. Despite the upheaval and changes of the restructure, projects were able to continue as planned and the performance of the Charity remained on track. This was only possible because of the dedication, professionalism and passion of staff who continued to put the needs of our participant community first, despite their own uncertainties at this challenging time. All redundancy and related payments for the restructuring were made in 2023-24 financial year. Redundancy payments totalled £40,110. Income for 2023-24 was lower than 2022-2023 (2024: £336,938, 2023: £684,273), particularly for restricted funds (2024: £83,888, 2023: £367,638). Restricted income received in prior years enabled us to offer some large-scale projects over the year and revisit our fundraising strategy in light of our new organisational structure. The trustees are confident that the fundraising strategy can continue as planned and have engaged a new senior fundraiser to support with this work. The Charity remains in a good cash and reserves (unrestricted and restricted) position in 2024-25. The reserves policy remains the same (see below). Post-restructuring the Charity needs to hold lower unrestricted reserves as there is a reduced core team and thus fewer associated liabilities (2024: £100,000, 2023: £137,746). The key financial risk for the year ahead remains the achievability of budgeted income as the year progresses. 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. Total reserves at March 2024 were £275,196 (2023: £512,063) of which £168,677 was unrestricted (2023: £267,720). This is higher than the minimal amount of £100,000 which the Trustees have identified as the minimum to hold in line with the reserves policy. ## **Reserves policy** The organisation always aims to hold at least three months of minimal running costs plus redundancy and related costs as unrestricted reserves in the event a closure is required. This amount has been calculated as £100,000 for financial year 2024-25. The trustees have agreed that it will continue to be prudent to continue to aim to hold £250,000 unrestricted funds – as agreed 29 historically, and representing at least six months of funds - but that provided the minimal amount is held, this will be sufficient to support continuity and sustainability through organisational, economic and political uncertainty. Reserves above £100,000 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 based on committed contractual income and risk assessed new income. Cash flow is forecast to remain positive until at least December 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. 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 that 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 are satisfied that this process and the operational and governance processes in place, to manage risks are adequate and appropriate and that mitigation measures are being taken as necessary. The key risks and mitigation measures are summarised below. 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, including not having sufficient skills, language and time capacity within the staff team to meet the needs of the communities we serve. ||| |---|---| |Risks|Mitigations| |1.**Unable to generate sufficient income**to
cover desired charitable activities, especially
over the longer-term in a competitive and|**Mitigation:**Continue to operate with a smaller core
team and to work with experienced fundraiser to
submit high-quality applications for longer-term,| 30 ||| |---|---| |challenging funding environment.|larger-scale funding from trusts and foundations.
Continue to pursue contractual income alongside
trusts and foundation applications.| |2.**Personnel risk**– key personnel in small
core team would leave operating difficulties
in the event of death, sudden illness or
resignation. Skills, language and time capacity
within the staff team are required to meet
the needs of the communities we serve.|**Mitigation**Ensure three-month notice periods for
senior managers. Ensure core team members are
aware of all processes and operating procedures.
HR task group to be 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.
Continue to seek long-term funding which enables
recruiting, training and relationship building with
community facing staff team and for people from
diverse cultural backgrounds to become senior
leaders.| |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.| |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. Continue
with approach of maintaining a very small core
team to ensure lowest possible close-down costs
combined with fundraising priority as set out
above.| |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| 31 ||| |---|---| ||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 and work with suitable external IT
advisor. 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 / small working groups have been established to enable trustees to contribute skills and knowledge to support the CEO operationally and with specific challenges. The Board has a Chair, Deputy Chair and Treasurer and have also recently appointed a Board Secretary to support governance and administration of board business. Succession planning is being kept under review and a new group of four trustees has recently been appointed with the intention of serving at least a three year term. This has helped strengthen board capacity and address specific gaps in terms of skills. There is still more to be done to monitor and address the diversity of the Board. The new appointments were specifically recruited to ensure links to Tower Hamlets and surrounding areas, but further work is now required to ensure representation on our Board of the diversity of our local communities and the participants we serve. 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 continued 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 ensure the skills of the Board remain relevant and up-to-date. Ceri Durham remains 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. 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. 32 ## **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. One new trustee – Tatyana Karpinskaya – was appointed during 2023-24 and appointed as treasurer of Social Action for Health. Four new trustees have been appointed in financial year 2024-25 on 17 September 2024. ## **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. A list of parties who have funded our work is set out below. ## **Public Benefit** The trustees confirm they have complied with the guidance contained in the Charity Commission’s general guidance on public benefit in section 4 of the Charities Act 2011 when reviewing the Charity's aims and objectives and in planning its future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives that have been set. ## **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 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 33 - 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 2024 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 16 December 2024 and signed on their behalf by Karin Pappenheim Chair 34 ## **Independent Examiner’s 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 2024 which are set out on pages 36 to 48 ## **Respective responsibilities of the Board of Trustees and examiner** As the trustees of the charitable company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’). You are satisfied that the accounts of the Company are not required by charity or company law to be audited and have chosen instead to have an independent examination. 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 Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of 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 ICAEW 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 2006 Act other than any requirement that the accounts give a ‘true and fair view’ 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. ## Sade Sone **Shruti Soni** Shruti Soni Ltd 117a St Johns Hill Sevenoaks, TN13 3PL Date: ……………………………………. 16 December 2024 35 SOCIALACTION Fofl HEALTH STATEMENT OF HNANCIAL ACTIVITIES Ilncorporallng Incomè and Ex￿ndItute Account & Sta*n*nt ol Tolal Paall8•d Galns and LO￿5) For IhE year ended 31 March ￿24 Unrestricled Funds 24 slrlc*d F￿d$ %Y24 Tolol Uryesth'cled Funds Func& 2023 Restrictsd Func a723 Funds 23 Note INCOME FROM [K)nati￿S arKI 18Jacie8 (￿an1the activTrties Investment i￿orne.. bank interest (Xhar Inc(Mn 20P70 2,649 3￿99 250>2 56044 271M4 7T,714 9,693 3,699 25,832 4,1 3,538 3652 275.975 272,441 1,653 41,afjl 41.351 TOTAL INCOME 253,050 83,888 336,938 314L 367, 94273 EXPENDITURE ON: Ra￿1r￿ lutKIs cknarit￿e aCtI￿tIoS Congjttancy, mana￿ment and Trainiro Community Health Research Long Tèrm Cond*k)ns Suwort egrHrw, Birth and Ear¥ Parpnlh¢x* Youth He￿th Financial and D￿JItaIwellbeir Project D6Vak)pn￿nt aThJ InilatW8S 12,66T 11667 ,166 37,885 58,0&. 5,7C S8,8e6 243,2ZT 9,796 &706 81,704 381031 747 4446 41.536 117,946 ,125 17,251 14 703 50 3.448 53.060 4￿.2 39.737 27.345 32.0 22,838 138,804 35,951 11,5 311,274 9,01 10,094 18331 21,831 24,119 44950 339,4 221,712 561, 138 2￿,575 380,233 584.748 TOTAL EXPEND￿uRE 352KI93 221,712 573,805 244,683 398, 118 642.801 irrom8 I {expe￿Illu[gI k)rthe year bel￿e transfers NET INCOME'IEXPENOITURE) FOR TFE YEAR (99,0431 1137,B241 1236,8671 71,9 (30,480) 41.472 {99,043) 1137,8241 Ir48671 71,952 f30,480) 41.472 RECONCILIATION OF FUNDS TOTAL FUNOSAT 1 APRIL2023 ,72G 244.343 512063 195765 274,8Z3 470.591 TOTAL FUNDS AT 31 MARCH tr24 168,677 £ 1(6,519 t 27S196 £ 267.720 £ 244.313 £ 518063 All irKorne and expenditsj￿ has arisen I￿rn conlinuiro acaWrt￿S The annexgj ncles lo￿ part of these linarKid statements 36 For the year ended 31 March 2024 the Company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies. Directors responsibilities: - (i) The members have not required the Company to obtain an audit of its accounts for the year in question in accordance with section 476; - (ii) The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts. 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) (effective 1 January 2019) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime. They were approved, and authorised for issue, by the Board of Trustees on 16 December 2024 and signed on their behalf by:- ## KARIN PAPPENHEIM (Chair) The annexed notes form part of these financial statements 37 SOCIAL ACTION FOR HEALTr1 STATEMENT OF CASHFLOWS For the year en(*d 31 March 21Y24 2024 23 Cath fbNS from operab'rYJ &tivities back dev￿latiOn 1236,867) 3.990 41,47£ 3.990 Nel cash provKlfrd ty I lusfrj inl QFeraling a¢tivities (I￿rease)1decrease in thtlors I￿reaS￿(C*creaseI in creditors 59,217 40,2E6 (177,608) ,4&J (143, 136) Cash Ik)ws from investing activilies Purchase of fixed assets Chang8 in cash and cash eqU￿￿entS in the year 1133.394) f97.674) Cath cash equivalents at tegnniw ol t￿ year 451,288 Cath atxl cash equivalents at the year ernl 317,894 451,288 38 SOCIAL ACTION FOR HEAL TH NOTES TO THE FINANCiAL STATEMEKrs For t1￿ year en<*d 31 March 2(Q4 ACCOUNTING POLICIES Basls of weparatlon of flnanclal statemwts The accounts have b￿n prepared under the histcfical cost accounting rubs, and in accordan￿ with AcDJunting and Reporb'ng by Charities: Statement ol Recommended Practice aprAicable to charities preparing their accoLJnts in accordance wrth the Financial Reporting Standard applicable in the UK and Republic ol Ireland IFRS 1021 leftective 1 January 20191 (Charities SORP FRS 1 W21, the FinanoJ Reporting Standard applicable in the UK and Repuljic Ireland IFRS 1021 and th0compan￿ Ad 3)fA. As*ls aThY liabilities are IritHI￿ wo￿lsed al hlstorical cost or transa¢tk)n valw u￿e$S othetwise slated in the relbwanl ac(oundNJ wlicy or ￿te. Judg8ments and x*urces ol estimation urcertainty are in th8 ac£ounting w￿leS where apFlicable. Publlc I*￿Ilt entlty Th& tharrtatje company meals thè definition of a PL1)1￿ benefit enlty under FRS 102. Going con￿rn The TrLJStees Ixjnsider that there are no materiJ unCert￿ntieS *>out thg Charitab￿ comFonls abilty to cx)ntinug as a going con¢em. Key judgements that the charitable company has made which have a slgnrficant eff ect ￿ the accounts indude estimating income and expenditur8 loy the next 12 month5, in particular the egjnomic impact of the Covid 19 FeTrJemic. Income Income is TeC￿¥iSed wheN ttrp charity has enti11etne￿I lo the fuTKls'. Ills is whell any peTlortnance cotKlitions attached to the irrorne have been me( it is probable that the income will be recave4 and that t￿ amount can be measured reliably. In￿me frcm government and other grants, whether '(a￿tal, grants or 'revenue' grants, ts re¢C¥Jnts￿ when the charty has entitlement to the funds, any perfoymance condr(l￿S attached to the graTrts have been mel. it is oLBtle that the inccrne will be received the amount can be measured Tell**￿ and is rot delerr&J. For IwJaci89, entillemenl is taken as the earler ol the dale on wtich alt*r.- ￿ chaitty is aware that probate has LEen granted. the estate has been finalis￿j and Notification has been made by the executorlsl to the charity that a dstTibution ￿111 be made, or when a d'stribubon is received from the estate. R8CaPt ol a ￿gacy, in whole oi in parl is ￿lY ￿InSIdered ryDbable when the amounl can measured reliably and the tharity has been notrfied ol the executors intention to make a distriblrtion. Where lega¢ies have been nolrfied to the tharity, or the tharty is aware d the granting of prc*>atts. and the criteria ltsr income rec(yJnilion havtr not been met, then the legacy is treated as a contingent a5S8t and disclosed rf rnateri￿. In￿me is onty defell￿ vthen: the dOr￿r sttcilles that the gant or d(mali(m musl onty te us&Y in future ac(x)Lmting riods,. or lor ￿rforManCe relattrd grants, where these are received in adVa￿e cl the ￿rto￿anCeS or S￿¢rf1¢ event toWh￿h they relate. 39 SOCIAL ACTION FOR HEALTH NOTES TO THE FINANCIAL STA TEIAENTS For the yearended 31 March 2￿24 Interest re￿Ivable Interest on funds hdd on &￿s￿)sit included when receN*b and the atnount can be tnea5ured reliaL4y by the charty.. thi5 15 nOt￿￿al￿ of the intere51 paid LY Pay&)￿ by the bank. Company st8tus Socid Art￿ Iof Health 18 a crmpany limited by guaran188. In th8 8V8nt d th8 Charrty ￿Ing wound up, th8 li￿lIty in respect d the guarantee ￿ lirnited to £1 member of the Ch8rity. Fund aceountirto Bestrict￿ fund5 aTe to be LEed for sp￿lf￿ purposes as Laid £bwn by the donor. Expe￿IlluTe wlich Tnoe15 these ¢iileria 15 ¢harggJ to the turKI. unrestrict￿ are donations and other incoming reS0￿C@S lor th8 charilakAe rAJipos8S. DesvJtNqted Iwds are unreslTiCted earmarked ty the trLEtees lor P8TticuLqr WTplE￿. Expenditure and •r￿CoVerable VA T ExpprQl￿re is reco￿1$¢d 0￿¢ IheTe is a legal or ¢onstru¢bve (1)1igaiion lo make a payment to a third party. il is obable that settl&mern will be r￿[￿r￿ and the amount ol the rtiligation tan b8 measur&d ¥eliab￿. Ir1￿0Verab VAT 1$ IrrlJd8d ¥￿thIn ex￿￿lIUr?, whKh 1$ ¢L8ssili8d urder th8 lollfN41ro actimty headro$'. FIJ￿1T&s￿ cosls Cost5 of rw5ing fund5 rdate to the m5t5 incurred by the charita)le CLvnpany in inducing third part￿5 to tnake voluntary mnlrbufions lo rt. a5 well a5 the c0510l any aLIMties with a fundraising pUrpL￿e. Charltatrle ￿trIb"8S EX￿￿1￿r9 ￿ charitable acti￿7￿&S inclthe8 the costs ol delweriry S8rv￿@S and Teading ￿ti￿tieS und811ak8n to further the purp￿eS of the ch8rity and th￿r a￿O￿atth support costs. otherex￿￿￿ilUre Other expe￿il￿Te YrfJresenls Ih)se items ml fallng Irfio ary olF*r headng. 40 SOCIAL ACTION FOR HEAL TH NOTES TO THE FIMANCiAL STATEMENTS For year en(*d 31 March 21T24 Allocatlon olsuppcrft cosls Aesources expended are dkjcaled lo the particular activity where the ccst relates directty lo that aclNity. Staff costs are stated on the basis ol slatt lime. Support costs which canncl be diredty attr*￿ted lo chatilable actiWt￿S are albcated ￿ p¥opDrbon to stAff o)sts. Whew Infomiattin aL￿t the am& obieetwes at￿ prdects ol the tharty Is also F¥ovithd to ￿)tential ¢S)mrs, actfvlty costs are app)￿"0￿d t￿￿een furdrasiro arKI eharllable aco￿tieS on the Ixgs ol the area of Itera￿le bl each activity. Operating leases Rental chawges are tharg8d on a straigm Sne basis over Ihg term of the base. Tangible lixedassetsand depreciation Taruibb fix￿1 assets lexcijdng investments) are stat￿1 al cost ths ￿￿eL￿at1￿. TIE c05t of minor a¢*Yib'ons or those costing less than £1,0(K) are TYJt capitah'sed. Other fixed assets with an eXp￿ted Ife of more than year are Ir￿￿ded at cost and deyeciat8J over four years. Debtors Trade and oth8r d&btors are rec¢)Jn¢sed at thg s8ttKgment amount du8 8ft6r any traje dixo￿( offered. PreFeyments are valu&J at the amount prepad net ol ary trad8 d.￿oL￿t9 the. Cash at bank andln hand Ca%h at bank and cash in hand Includes Ixsh and short term hlghty Ilqukl Investments with a shfxt maturty ol three months tsr from the date ol aequisits'on or opening ol the deposit or ￿Milar acc(xJnt. Cash balanees exCl￿e any funds hdd on d serV￿Q ￿e[s. Creditots andwovisions Creditors arxl txovisons are r￿0g￿lS￿l where the ¢h8rity has a present ot￿￿￿tK)n resulting frorn a tHst event that will resutt in the transfer of funds to a third 5Brty and the arnount (kje to Sett￿ tlp obl%Jatyon ¢8n be measured or estirnated relkqtjy. Cr￿litorS ar￿ w￿j1510ns are norTnally recoJrNsed at their setU8rn8nt arnount after kw4ir¥J for ary track discounts du8. The charty onty has finan0￿ assets and financial liabilities of a kind that qU￿ty as tagc financial instruments. Basic finana￿ instruments are initially recognised at transaclion vdue and SLbs4uently measured at thgir settlement ￿lue with the exceFlicfi d bank k)ans ar8 subsequentty measur&1 at amc(lis￿ cxjsl using the efleclwe interest method. Pen￿On8 The charity operates a thfimd contributtsjns ￿nsIOn scheme, whkh Is a Group Stakelv)kJer Pengon Scheme. Duriw the year. chanty (xjntribuled up to 3Q/o ol gross pay for al staff. contributi)ns math thring the year are treated as an eX￿nSe arKI were £6.50612023- £10,075). 41 SOCIAL ACTION FOR HEALTH NOTES TO THE FINANC14L sTATEME￿rs For the year ended 31 March 2Lf24 DONAMONS AND LEGACIES Un￿SIr1Cted Restrlcted Funds Funds 2024 2024 Total Uffostricted RéstiFct Funds Funds FU￿lS 2024 2023 20*3 Total Funds 2025 Trusts & louThJatK)ns Local authority and NHS grants CorForales Other donatior 20,5CO 4S,2SO 10,394 1,200 6S,7SO 10,394 1,200 370 364, 1 1.000 190 1,000 370 r 20070 £ 56,844 £ 77,714 £ I,Iw £ 364,100 £ 565,290 3. INCOME FROM CHARITABLE ACTIVITIES Unrestricted Restricted Funds Funds 2024 2Q24 Total U￿941￿d ￿￿trICteLl Funds Funds F￿r￿S 2Q24 21723 23 Total Funtts 23 Consultanw, Man8J8rn8nt and Trainir LO￿ Tetrn ConifitK)r sUp￿rt Cornrnunity Heath Resear P￿gnall￿, birth arKI ea nthood Project Devekjpment and New Initiatives Youth Health 35086 35,886 9,001 9,001 112.249 112,249 1&9,208 3.538 192,746 53.181 27,C414 80,225 &g,849 63,849 s,￿0 5,000 1,333 1,333 &33 833 4,550 4,550 t 202,649 t 27,044 t 229,693 £ 272,441 £ 3.S38 £ 275,979 42 SOCIAL ACTION FOR HEAL TH NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2Q24 ANALYSIS OF EXPENDITURE Support & Staff costs Dlrect costs goveman¢e Total 2024 Tolal a)23 Consuttanq, ManaJemenl Traring Cornmunty Health Researth Long Temi Cr￿ditIOnS su￿Ort Pregnanw, Birth and Earfy Parenthwd y￿th Heatth Project Devekjpment and New InitiatNes Fir0￿￿1 ard Doita Wellbeing 1,E65 51,WJ8 261,784 27,019 3,438 11,150 25,522 8,951 S706 81.704 382,031 45.747 a448 530 429,222 39, Y37 27.345 50 32031 1 &746 94,725 9,777 32.261 2,016 11,673 4S950 374.537 51,077 3,175 8,343 49,743 e6,930 £ 427,455 £ 146,350 £ 135.524 1,149 113&6731 Nll £ srJ,805 £ 642,801 561.138 12,e67 S94,746 58,OS3 FuTrJrwsr¥J Supp)rt & g(Neman¢e 2023 SU￿￿￿t8 Staff cvsts o)sts governance Tota 2023 Gonsultancy. Managementand Tr¥ning ComtwnAty Health Rese&th Lorg Tem? CoTrYitions egnanLy, &rth aKxl Eaty P•nth(x>d Ywlh Health FtrojeGt DeVel(yMenta￿ New InitiaJ"ves Finanoal arLI Ll'gita W&Htei 541 2457 3465 42,957 3, 121 4514 450 22,528 175,470 16,361 10,826 228 13,461 a448 53060 429.222 39, 137 27,345 210, 795 19,655 13,005 274 16,171 240E 32034 287,504 57,920 11,003 37.891 1*,022 127,461 £ 419,529 £ 223,272 £ 239,324 9, 159 (248,483) Nil £ 642.801 584,748 58.0&7 &Jpport 8 go¥*nat￿8 During the year. th8 charity has reviewed and upjated the naming ol its charitable activities tc* better reflect its wcfk. These accounls are wgsentgd on the of th859 red&5sfi'catK)rE, arKI the comparatN85 have b98n uF￿al￿ lo matth. Of the total exp8TrJittJre. £352.093 was Lmresth'cl&J 12023 £244,683) and t￿1,712 was restricted 12023 398,1181. 43 SOCIAL ACTION FOR HEALTH NOTES TO THE FINANCIAL STATEMENTS For tl* year ended 31 March 2Q24 & NET INCOME I EXPENDITURE FOR THE YEAR This is slated aller chargrg I crediting.. 2(r24 2023 InthFenJenl auditrjrfs l examirnls remunerat¥)n'. Independent 8xaminer's f8es Operating lease rentals pay￿)￿. Property Other 1,200 1.200 7.540 11,707 3.542 6. STAFF COSTS AND NUMBERS Total Funds 2024 Total Fun(ts 2023 Salary costs Wages and salaries ial security costs PensK)n costs Redundarry o)sts 3S9.213 22,626 6.Xi6 40.110 384, Y98 25.2 10,075 £ 427,455 £ 419.5 The average ol empk)yees (head count based on numL*r of slalf empkjyed) oknring the year was 2712023 . 281. The lolal ern￿Yee tr*￿fitS includ'ng ￿n$￿)n contributk)ns, of the key managemenl ￿r$onrel were £65.159 12023 - £65.5101. During the year. no empk)yee earned more than £60,COO120¥3 - the same). 7. PENSION SCHEME The charitable company OFeTales a defined contribJtiorE pension scheme. The assets ol the ￿heme are hekl separately from those of the Charitab￿ company in the indepeThJenlty managed N EST pengon fund. The pension cfysl charge r8presents ¢￿trit￿ltIonS payable under the scheme by the tharf(able company to the fund. The charitable company has no lia)ility under the schem8 ￿her than lor the payment of those contr*Jutions. & TFIUSTEES, REMUNERATION AND EXPENSES The chaity trustees were ml and dij not receive any other tewfits frorn assCCka￿n with the charity in the year12023 - £nill. No charity trustee re(*Ned ￿yment for professk)nai or other selv￿eS supFSied to tharty 12023 - £nlll. No exp8nses were to the Truslees12023 - the same). 44 SOCIAL ACTION FOR HEALTH NOTES TO THE FINANCIAL STATEMENTS For tl* year enthd 31 March 2(Y24 9. RELATED PARTY TRANSACTIONS Other than Iruste&s' expenses a￿Ve, there are no reportatle related Fkqty transadths to discbse for ￿24120￿3 - non81. 10. TAXATION The charitaLle Com￿ry is exempt from wrporation tax as all its income is charitaue arKI is appl*d for charitable rpjses. 11. TANGIBLE FIXED ASSETS Flxlures and Office f bttlngs equipmènt Leasehold 1rryo￿rnentS Total Cosl Ai 1 April 2023 Disp)sds Al 31 March ￿24 48.934 48,934 29.420 29,420 34,711 113.065 78.3541 34,711 34,711 Depreclallon Al 1 April 2023 Charg8 for the yaar On disposds Al 31 March %J24 48.934 29,420 28,393 3,930 106.747 {48,9341 129,4201 178,3541 32,383 32,383 Net book value Al 31 March 20¥J Al 31 March ￿24 Nil £ Nil £ 6,318 £ 6,318 12. DEBTORS 2024 23 Duè within one year Trade debtor5 - Less wovision fc* bad delxs Acuued I￿o￿e 8,023 91,208 123,9&9) f,000 1,000 9,023 £ e6,240 45 SOCIAL ACTION FOR HEALTH NOTES TO THE FINANCIAL STATEMEMrs For t1￿ yearenthd 31 March 21r24 13. CREDITORS.. AMOUNTS FALLING DUE WITHIN ONE YEAR 2(r24 2023 Trade crecltOTS Deferred income SOCI￿ ￿Curity other taxes Pension Actruals 1,300 48,IA8 4,467 103 1,411 IQ427 2.056 54,fy19 £ 13,783 fr B￿ance at 1 April 20¥3 Amount released lo incomiro re￿Ur¢￿S Amount deferred in the year 140.806 1140.8CE) Bdanc& at 31 March 3J24 48,068 £ Nil 14. STATEMENT OF FUNDS Transfers and 8rought Incoming Resour￿$ Investn￿nI FoM8rd Resources Expendedain9Jllos*sl Carried FO￿ard RESTRICTED FUNDS Long Term Cc￿dI11OnS sUpp￿t Good FrieTrJs BAME Mental Health Pregnancy. &rth and Eat1y Parenthcod Sure STEPS Communty Hearth Res8arth Al Multip FI[w￿ k?1 arxl DkJltai Wellbeing 4.442 112.262 31.594 (26,5421 1112,2621 9,494 5.970 (3&9511 29,981 27.044 (220381 25,250 24,119 83,888 £ 1221,7121 £ 4.206 29,981 92,819 NII £ 1C6,519 121,669 £ 244,343 £ SUMMARY OF FUNDS General Funds ReStr￿ed Funds 267,720 253,050 1352,0931 244.343 83.888 1221,7121 £ 512,063 £ 336,938 £ 1573,8051 £ 168,67T 106,519 Nll £ 275,196 The transfer d funds relates lo the C￿t$ of the Sure STEPS project which were Charg￿ to the Santander Foundation grant. This grant was odgIn￿lY lor th8 FinarKial Wellbeing tYOi8ct, h(M8ver. ￿th the donor's apwoval. It was rewrp)sed lo also fund the Sure STEPS project. 46 SOCIAL ACTION FOR HEPLTH NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024 STA TEMENT OF FUNDS . 2023 Trans16fs ano Brcughl Irronyry Re￿UrCeS investment Forward Resources Ewend4*S i&ns/(losses) Cwned Fornwd RESTRICTED FUNDS Long Term Co￿l￿.0n$ &pport Gct)dFriends My MtJ/es BAME Mental Heallh Ftregnanc/, &ith Eaty P¥enthcK*d Sure STEPS Community Health Resear( Covid va￿lne Uptthe Fina￿la/ any Dgita Wellteiry Olh C￿@ and ￿ole¢1 devdCprn￿t 8,504 37,865 57,931 4,118 a538 129,276 (8, 180) (41,403) f74,945) 4,442 1122 14.846 (8,876) 5,970 9,130 100,000 15,000 40,000 (24, 130) (18,331) 121,669 46,547 175, 706 (2&,253) £ 274,823 £ 367.638 £(398,118) £ Nil £ 244.343 SUMMARY (F FUNDS General Funds Restrict&l Fun(ts 195.768 274.823 31&635 367,638 (244.6831 (398, 118) 267, 7 244,343 £ 470.591 £ 684.273 £f642.80Y) £ Nil £ 512.063 15. ANALYSIS OF NET ASSETS BETWEEN FUNDS un￿strIcted General Restrlcted Funds Funds Total Funds Taryible fixed assets Net current assets 2,328 16&349 2.328 272,868 11%,519 t 168,677 £ 1C6,519 £ 275.196 47 SOCIAL ACTION FOR HEALTH NOTES TO THE FI￿ANCIAL STATEMENTS For the year ended 31 March 2rf24 NOTE 15ANAL YSIS OF NET ASSETS BETWEEN FUNDS CONTINUED. 2023 unrastr￿19d General Funds Restrrted Fundg Total Funt Taly￿[e fvx8Y assets Nét currantass8ts 6.318 261,402 6,318 5,745 244,345 £ &7,7W £ Nil £ 5Y2,OS3 16. OPERAMNG LEASE COMMITMENTS The charity has a lonoterm, rolling agreement lor hire ol rooms at the Brajy Arts Centre and is in O￿oIng (ffi%uss￿n$ with TIw4er Harnkt5 k)oal authorty ab)ut formalising this arrar¥JemenL In rneantirne. it has no ong)ing ot4bJations in this regard. 17. OTHER COMPANY INFORMATION I￿ Acti￿ l(>r Heatth i% a ¢harita>b company limited by guarant$&, regiaered in England with regi8tralK>n number 02954744. Its registered dlice address is Brady Arts Centre, 192-196 Hanbjry Street. London, England. E1 SHU. The 8CCt￿ntS are presented in GBP rounded lo £1. 48