Company number: 2954744 Charity Number: 1040496 ## Social Action for Health Report and financial statements For the year ended 31 March 2025 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 2024-25 and|6| ||looking forward to 2025-26|| ||Key areas of work over the past year, impact and case|8| ||studies|| ||Staff and Volunteer Development, Training and|18| ||Celebration!|| ||2024-2025 – Context, community and the change we|20| ||are making|| ||Thank you to all our funders and supporters|21| ||Financial Review|23| ||Structure, governance and management|25| |**3)**|**Independent Examiner’s Report**|27| |**4)**|**Statement of Financial Activities (incorporating**|28| ||**an income and expenditure account)**|| |**5)**|**Balance Sheet**|29| |**6)**|**Statement of Cash Flows**|30| |**7)**|**Notes to the Financial Statements**|31| 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: Sayed Ahsan Ali Appointed 16 September 2025 Emma Backhouse Lewis Batkin Resigned 31 March 2025 Alexa Carranza Gallardo Appointed 16 September 2025 Joseph Coules Hannah Emmett Tatyana Karpinskaya Treasurer Mandip Lally-Francis Appointed 16 September 2025 Elaine Londesborough-van Rooyen Abbas Mirza Alex Murtough Deputy Chair Karin Pappenheim Chair Somaya Sadach Abdi Appointed 16 September 2025 Pooja Shah Resigned 29 April 2025 **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 3 forms part of this report. 3 ## **Introduction: Trustees’ Annual Report 2025** It is with great pleasure that the Trustees, who are also directors of the Company for the purpose of the Companies Act 2006, present their annual report and the financial statements for the year ended 31 March 2025. This is also a Directors’ Report as required by Companies Act 2006. The financial statements have been prepared in accordance with the accounting policies set out in note 1 of the accounts. They comply with the charity’s governing document, the Charities Act 2011, and the Accounting and Reporting by Charities: Statement of Recommended Practice (“SORP”), applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland. Social Action for Health is at the forefront of community-led efforts to address the impact of health inequalities in Tower Hamlets, empowering local people, to improve their health and wellbeing. Our work includes culturally tailored health and wellbeing programmes, mental health support, peer-led activities and long-term condition management, delivered through outreach, group support, one-toone and drop-in services. We also connect the community with policy makers and researchers to ensure people with lived experience have a voice, and are able to influence, meaningful change in strategic decision-making. Next year Social Action for Health will celebrate its 40th anniversary. Looking to the future, Trustees have undertaken a strategic review this year, and made the decision to focus our work in Tower Hamlets, continuing to deepen and consolidate our strengths in this community where the charity was founded. We have reviewed our programmes and services to focus on those that deliver most for disadvantaged communities, drawing on learning from our service users, from impact data and service delivery experience. There is ever more evidence of need for our work. Our strategy is to continue our mission to support those most affected by health inequalities in our local area: minoritised communities, mainly of Bangladeshi and African heritage, who face some of UK’s highest levels of poverty and poor health. This year we have also strengthened our organisation for the future. We have recruited new Trustees to ensure that the Board reflects the diversity of the communities we serve. Through a major organisational restructure, we have reduced our core costs and - with implementation of a dynamic new fundraising strategy - the charity is now in a stronger position for longer term financial stability and sustainability, as this year’s accounts show. Thanks to our dedicated core team of staff, and our exceptional sessional workers and volunteers, we have reached about 3,000 service users this year. Our strong impact measurement framework provides clear evidence of the difference our services are making: over 90% of participants consistently report better health and wellbeing, with at least 75% noting stronger support networks and increased confidence to make decisions, advocate and prioritise their health and wellbeing. This 4 report describes those projects and services, highlighting the power of SAFH’s community development approach, and the stories of service users. As ever, 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. We look forward to engaging with all our supporters and stakeholders as we celebrate our 40th anniversary next year. ## **Karin Pappenheim, Chair of Board of Trustees** 5 ## **Governance** ## **Strategic Aims - Review of 2024-25 and looking forward to 2025-26** Following the organisational restructure last year, we have continued to deliver our strategy in our three main areas: 1. Long-term health conditions, 2. Pregnancy, birth and early-parenthood, and 3. Community Research. Our **core approach** has not changed: **empowering, not imposing** . We do not tell people what to do. The focus remains providing information and support to people most affected by health inequalities so they can identify their own priorities for themselves and their families, gain confidence and be equipped to make decisions relating to those priorities, and then act on their decisions. |**Priorities**|**Progress**| |---|---| |**To improve the health and wellbeing of those**
**most affected by health inequities** **in Tower**
**Hamlets through deeper and longer lasting**
**relationships.**|**This continues to be successful.**Our renewed
focus on deepening relationships within Tower
Hamlets and delivering a core portfolio of
consistent, weekly community services
alongside other programmes has paid
dividends: people know where our services are
and how to access them. We have grown a new
team of volunteers who support our activities
in their local area. Our programmes continue to
be run by people with lived experience from
the communities they serve.
Financial and digital engagement has continued
to be a key delivery and learning area this year
thanks to the Santander Foundation and the
learning from our Sure STEPS programme. We
have taken the learning from this and are
applying for funding so we can integrate this
model as part of ‘business as usual’ in all our
hubs. Hopefully we will be able to update next
year on the progress made in this area.| |**To diversify the groups and communities we**
**work with, and to fully reflect the**
**demographics of Tower Hamlets in our**
**beneficiaries, staff team and Board.**|**This has been partially successful.**We have
successfully improved diversity in our Board,
with all new board members having strong links
to Tower Hamlets and being from diverse
ethnic backgrounds. Our delivery teams are
from the communities we serve, but there is
more work to do to increase diversity of our
team to reach wider demographics in our
community.| 6 |**To bring financial stability and responsiveness**
**to the organisation.**|**This has been successful.**We have stabilised
the organisation after the restructure last year,
and are better placed to respond flexibly to
funding availability and project requirements.
From a large deficit last year, to a very small
deficit this year, the organisation is on track to
return to surplus in the next financial year and
then will be able to explore other delivery and
funding opportunities, rooted in community
priorities.| |---|---| |**To be better able to demonstrate our impact**
**and talk about our work.**|**This has been partially successful,**but there is
always more to do. We have many qualitative
and quantitative measures in place that provide
clear evidence of impact. The Impact and
Strategy Committee is exploring ways of being
able to build on thisprogress.| |**To ensure all** **staff and volunteers are**
**accessing opportunities for formal and**
**informal training and learning**.|**This has been successful,**especially for our
frontline delivery team and volunteers. We
have ensured a regular suite of trainings
ensuring responsiveness to team priorities and
compliance with legal obligations and good
practice.| |**Continue to diversify income streams and**
**increase funding from trusts and foundations**.|**This remains a priority.**We engaged a senior
fundraiser with expertise in this area to help
submit a higher volume of applications to trusts
and foundation funders. We are gaining
traction and will continue to prioritise this
strand of funding alongside our contracted
work.| |**Working towards unrestricted reserves**
**position of £250,000.**|The organisation will continue to hold minimal
reserves of 3 months running and close down
costs in line with a wider aim of organisational
growth and holding six months unrestricted
funds (£250,000) as a general position.| 7 ## Key areas of work over the past year ## **Long-term Health Conditions:** Over the past year we have delivered our long-term health conditions support through two key programmes (Good Moves and Good Friends), by undertaking research work in this area and by acting as strategic advisors on a number of local partnership boards so we can bring the experience of our participants to shape strategic and related decisions. ## **Good Moves** We were delighted to be re-commissioned by the North East London NHS Integrated Care Board (ICB) for the next three years to run our successful peer-led Good Moves programme. Building on the learnings of the last 25 years, we supported 429 people living with Chronic Kidney Disease, High Blood pressure, diabetes and / or heart disease to better manage their conditions and improve their wellbeing as a result. **All tutors are from the communities we serve and have their own experience of living with long-term health conditions** , ensuring our courses are truly peer-led. More than 90% of participants described their wellbeing as low at the start of their Good Moves course. This had reduced significantly to almost 28% by the end of the eight weeks. At the end of the course, we signpost and support people to access other services, such as Good Friends, to build on their learnings and continue improving their health. _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 eight weeks of attendance. Wellbeing is assessed using the validated Short Warwick-Edinburgh scale._ 8 ## **Good Friends** Co-designed and delivered by people with lived experience, Good Friends offers women-only walking groups (including two with ESOL), circus skills group, bilingual (Bengali / Sylheti) peer support groups (in-person and online) that offer space for friendship, gentle exercise, health education and guest speakers. Good Friends serves as a follow-on to our NHS funded programme, and a welcoming entry point for those not yet connected. Its peer-led model is central - drawing on local knowledge and lived experience. This year we successfully bought new initiatives for our men’s wellbeing project under the Good Friends umbrella, to be managed as part of our core offer of programmes. _Left: a member of our Isle of Dogs Circus Skills group showcases her new skills at the end of term performance._ 9 During the year, we said goodbye to our Hackney **Elevate and Relate** project. As part of the strategic decision to re-focus on relationships in Tower Hamlets, it was felt the time was right to wind up the group. We spent significant time ensuring the participants who had been attending could access other support and groups. Thank you to the team who worked so hard on this project. It made such a difference to the lives of attendees by providing companionship, a culturally sensitive safe-space and mental health support. _Above: Elevate and Relate participants Left: ESOL participants hard at work Below: Seated ball game at our Wellbeing Wednesday men’s exercise session_ 10 ## **Pregnancy, Birth and Early Parenthood including Financial and Digital Wellbeing** Our pregnancy, birth and early parenthood work is centred around our Sure STEPS programme. This programme provides support to mothers of children under five, recognizing the preventable health inequalities which exist around pregnancy, birth, and in the 1001 first ‘critical days’ from conception to age two. We know that the more we can support parents during this time, the better they will be able to support themselves and their families, ensuring the best health and life chances possible. Funded principally by the Santander Foundation, we have built and grown our weekly ‘wellbeing hub’ for women, whilst also providing volunteering and work experience placements. Each week we offer drop-in welfare advice (e.g., debt, benefits, housing), digital support (e.g., opening bank accounts, setting up email, child benefit registration, laptop and Wi-Fi access), run a baby-bank in conjunction with **Little Village** providing children’s clothes for those struggling with the cost, and end the session with a healthy home-cooked meal that fosters socialising, peer support, and the chance to be part of something positive. This year, thanks to Innovation funding from **Save the Children** , we piloted a ‘play corner’ with a dedicated bilingual (English / Bengali-Sylheti) staff member to run a baby (under-ones) ‘singing and play’ session. This was extremely successful and is now an embedded part of our Friday morning offer. 11 ## **Case Study – a volunteer’s journey** “I joined Sure STEPS, as a volunteer, two years ago, encouraged by a friend who had previously completed the training. At the time, I wasn’t sure what to expect, but I decided to give it a try— and I’m so grateful I did. In 2024, we initiated the **Baby Bank project** … we assess the needs of mums—pregnant women (30+ weeks) and those with children under five—and make referrals to Little Village, a charity that provides essential items. Being part of the Baby Bank project has brought me immense joy and fulfillment, but it has also exposed me to the profound struggles many families face. I’ve heard stories of underage marriage, forced marriage, abuse, poverty, health challenges, difficulties accessing the NHS, stigma, and the barriers to getting support. Yet, amidst these hardships, I’ve also witnessed beautiful stories of resilience and hope. Meeting these extraordinary women—fighting against the odds for their children, their families, and themselves—has been deeply inspiring. Their strength, despite navigating a system that often offers little, has motivated me to consider further studies. By better understanding the system—its gaps and opportunities—I hope to provide even greater support. While managing the Baby Bank, I continue to support mums at the Wellbeing Group for Women and another mum one-on-one. Providing this support is both challenging and rewarding, and I’m grateful for every opportunity to make a difference. However, this work can take an emotional toll. Some situations are heartbreaking, and it’s important to care for our own mental well-being. Fortunately, I can rely on my colleagues and our amazing team. Their guidance, support, and camaraderie make all the difference. Sure STEPS has been an emotional rollercoaster, but I wouldn’t trade the experience for anything. I hope this journey continues for a long time because I’m loving the ride! Thank you for the opportunity and thank you for helping me continue to believe in humanity." _Left: some of our Sure STEPS staff and volunteers celebrate International Women’s Day!_ 12 ## **Youth Engagement** A key strategic area last year was to grow our work in youth health and engage with a younger cohort of participants. However, having worked in this area for an additional year, with limited success, we decided not to continue with this as a focused strand of work for the moment and keep the age-range of participants under review. This is especially important considering preventative work to support communities we serve to be in good health for as long as possible. ## **Case Study: Hackney Gym project – impact and lessons learned** **Background** : From our men’s mental health work, we knew that young men in Hackney wanted to be access free physical exercise to improve their mental health. We obtained funding from Compass Wellbeing to start free gym sessions in a local sports centre, with gym instructor and facilitator. **What happened?** We found it very difficult to recruit participants to attend the session. We knew it would be challenging, but found it even more difficult than envisaged. We tallied 1,169 conversations through planned outreach (plus many more informal conversations) but this age group proved elusive despite all the indications of need and people telling us how valuable this project was. The project evolved to become a learning disabilities project successfully recruiting young men in this cohort. Whilst this was not the intention, it was very successful project in terms of the outcomes and learning. **Impact:** For the participants, all with learning difficulties, the project made a real difference to their lives and health. They became much fitter, stronger, more confident and keener to engage in wider community activities. The project also made a significant difference to the gym instructor, who has developed in his own confidence and expertise in working with adults with learning difficulties. **Learning:** The project highlighted - the woeful provision of affordable gym or fitness facilities. It was only through this project and trying to arrange follow-on provision that identified quite how limited services are. - The large number of young people’s charities which are failing to recruit / support this younger-adult age group, despite wanting to and being funded to do so. - When participant numbers are low, the difference to people’s lives can still be profound, long-lasting and represent value for money because of the impact made. **A special thank you to our team who made such a difference in improving health and wellbeing of our participants and their families.** 13 ## **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 continued to be a very important part of our work this year, with us continuing to ensure that research is as beneficial and impactful for our community members as well as researchers. Some specific highlights this year have included: • Running a largescale **Community Research Day.** We were approached by a team of researchers who had struggled to engage diverse groups in their work. We used our expertise, connections and insight to design a research day to which we invited seven researchers and three PPIE members from nine institutions across the UK to meet with 22 community members from a range of our services. The day finished with a hot lunch and time for networking and socialising. Feedback was fantastic, with participants and researchers asking when the next event is. • **Maternity and pregnancy research** – this is a particular area of expertise and we have been working on a number of projects incudes pre-term birth, diabetes in pregnancy, hyperemesis (extreme pregnancy sickness), and experiences of midwifery care for women with 2+ long term conditions. • Building on findings in our men’s **mental health work** , we have been working with a Queen Mary researcher to consider the role of faith for members of the Muslim community in accessing mental health support. - Continuing work on our **Artificial Intelligence** (AI) work for people living with multiple long-term health conditions though our AI Multiply project. See case study on page 15-16 SS €6r— “Nii, _ RB ce _Photo (right) of some of our Large_ i} = } ss ey _Language Model working group._ - **Dementia Care Programme –** scoping groups considering culturally appropriate Dementia care programme lots of useful insights about how to use and communicate programme with Tower Hamlets Bengali community. **----- Start of picture text -----**
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## **Case Study: Community Art Exhibition - people most affected by health disadvantage influencing Artificial Intelligence (AI) health research** We were delighted to be successful in obtaining additional funding from Queen Mary University of London to host a community art exhibition showcasing the work from our AI Multiply Public Patient Involvement and Engagement (PPIE) group art workshops which we ran last year. Good PPIE emphasises research being carried out ‘with’ or ‘by’ members of the public rather than ‘to’, or ‘about’ or ‘for’ them. In AI MULTIPLY, we used different creative methods in our workshops to understand what participants would like project to focus on, what research questions we should ask, and explore the concerns people might have about the research or topics of AI. Different creative methods made the research process accessible, inclusive and less reliant on written or spoken materials in English, counteracting the historical bias of participation in research and the overrepresentation of white, middle class and well-educated participants. Using an art-exhibition approach for dissemination, enabled this good practice to continue and involved a further diverse group in understanding and engaging with the research and community priorities. ## **Attended by more than 80 health researchers, funders, NIHR representatives, public health teams,** **partners and community members,** we showcased lived experience of people living with multiple health conditions and taking multiple medications. Attendees were invited to respond to the art and research and contribute their own ideas to the research, demonstrating, again, how research – even as complicated as Artificial Intelligence (AI) – can be made accessible to people traditionally excluded with funding, and the willingness to learn and partner. _Above: welcoming attendees to the exhibition. The PPIE group (the artists showcased in the_ _exhibit) were a diverse group of 22 individuals, spanning different ages, ethnic groups, and languages. All the workshops were held with the support of translators and facilitated by a visual artist and trainee art therapist._ 15 _Above: Art work exploring the theme of multiple medications._ _Right: Creative works made from clay exploring the impact of living with multiple long-term conditions on daily lives._ _Below: Our work was highlighted at the NIHR Artificial Intelligence Multiple Long Term Condition conference in Manchester, as an example of good practice for Patient and Public Involvement._ **----- Start of picture text -----**
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## **Changing the narrative: Impact of our Community Research on improving health equity** 17 ## **Staff and Volunteer Development, Training and Celebration!** Over the past year, we have celebrated achievements of our team as well as investing in developing the skills, confidence, and capacity of our staff and volunteers through training and practical experience and management. We used our **new volunteer framework** (developed through support from Johnson & Johnson) to recruit and manage new volunteers at different levels of the organisation. Almost all of our regular sessions are now also supported by at least one volunteer. Through a tailored training programme, we have ensured that everyone involved in our organisation is equipped with the knowledge and tools they need to provide safe, informed, and equitable support to the communities we serve. Safeguarding and health and safety (including lone working) training remains a core element of our professional development programme. Ensuring that all staff and volunteers are confident in recognising, responding to, and reporting concerns is vital to maintaining the safety and wellbeing of those who rely on our services and each other. A key focus of our development and capacity building work this year has been our **women’s paid work placement** initiative. Designed specifically to empower women who have been out of employment for an extended period, or never worked in this country, the programme provided hands-on experience, CV and interview practice and an environment in which participants could rebuild confidence, learn transferable skills, and move closer to entering the workforce. The impact has been significant; all five women who completed the programme went into paid work. _Left: Celebrating completion of our women’s paid work placement programme, with our WorkPath partners from Tower Hamlets Local Authority._ 18 We also partnered with Power the Fight to provide **racial equity training** across the organisation. These sessions have encouraged reflective practice, addressed unconscious bias, and deepened understanding of how systemic racism impacts the lived experience of many of the people we support. As a result, our teams are better prepared to foster inclusivity, challenge discriminatory behaviours, and create spaces where everyone feels valued and heard. In the current political climate, this feels more important than ever. _Below: our team New Year celebration at Wapping Community Moorings, including trustees, staff and volunteers having fun together followed by a delicious lunch._ 19 ## **2024-2025 – Context, community and the change we are making** 20 ## **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 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. - City St George's, University of London - East End Community Foundation - Egality Ltd - London Borough of Tower Hamlets - Money A&E - NHS North East London ICB - Queen Mary University of London - Rethink Mental Illness - Save the Children UK - Sports England - St Margaret's House - Tower Hamlets CVS - University College London - University of Birmingham - University of Cambridge - University of Newcastle - Wakefield & Tetley Trust 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. 21 ## **Financial review** 2024-25 has been a stabilising year after the upheaval of restructuring the organisation in 2023-24. We finished the year with a very small deficit, a significant improvement on the previous year, and are looking forward to continuing to improve this position as we move into the next year. |**Year-end 31st March**
Income
Unrestricted Funds
Restricted Funds
**Total Funds**
Expenditure
Unrestricted Funds
Restricted Funds
**Total Funds**
Net Income/expenditure for the year
Funds
Restricted reserves
Unrestricted reserves|**2023**
**2024**
**2025***
316,635
253,050
225,694
367,638
83,888
135,090| |---|---| ||**684,273**
**336,938**
**360,784**
244,683
352,093
198,352
398,118
221,712
168,080| ||**642,801**
**573,805**
**366,432**
41,472
-236,867
-5,648
244,343
106,519
73,529
267,720
168,677
196,019| ||**512,063**
**275,196**
**269,548**| The Charity remains in a good cash and reserves (unrestricted and restricted) position in 2024-25. The key financial risk for the year ahead remains the achievability of budgeted income as the year progresses, particularly from Trusts and Foundation. 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 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 2025-6 (the same as 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 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 of the organisation. Reserves above £100,000 may be used to ensure continuity of community services and development of new initiatives, but in line with previous years, reserves will not be used to subsidise contracted service delivery. 22 ## **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 2026. Looking further into the future, the plan is for the organisational income and the unrestricted reserves to continue to increase and to make a regular small surplus each year. 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 also 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 (once again) to be challenging, our clear service plans combined with a flexible work-force and 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 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 capacity within the staff team to meet the needs of the communities we serve. Other risks (which the trustees are satisfied have all been mitigated as far as possible) are: - Increasing racism affecting communities we serve, is having a direct and indirect negative effect on staff, volunteers, participants and the community more widely. - Plans to recruit and retain volunteers who reflect local communities, have lived experience of the issues faced and have the required skills, remains challenging. Setting up Panel 100, our Community Advisory Group, will address this. - Reducing public sector budgets may impact service delivery and sustainability. Whilst the NHS 10 year plan, is, on paper, very positive for us, whether the NHS and local authorities have the courage to commission organisations like ours rather than retain funds themselves, remains to be seen. - Uncertainty over proposed changes to employment law practices and how they may affect our sessional worker team. 23 ## **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 a Board Secretary to support governance and administration of board business. Succession planning is 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 and diversity. Significant improvements have been made 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. 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. 24 ## **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, diversity of experience to ensure representation on our Board of the diversity of our local communities and the participants we serve. There are currently no constitutional provisions for specific trustee appointments. Four new trustees have been appointed in financial year 2025-26 on 16 September 2025. ## **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 - 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 25 - 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 2025 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 10 December 2025 and signed on their behalf by Karin Pappenheim Chair 26 ## **Independent Examiner’s Report to the Trustees of Social Action for Health** I report on the accounts of the charity for the year ended 31 March 2025. ## **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: ………………………………. 19 December 2025 27 JalL ACTK*I FOR HEALTh STAT818IT OF FIl￿4ClALAc1flIT￿S thD qnthd 31 IIArch X125 Flw •4COME FFI(XI Dorabtsps and I(4￿8 2&Ql 8n) 54 77.714 ,625 2C26W 27.ou ￿. 2a1 TOTAL KX)I EXPENOITVRE (XI: 724 12&7 128&7 5n6 5.7L 81.7LM LoTrJ T•rm SLFWt 311 118.755 243237 73&8￿ AS951 45.7&7 1&C61 And Dyl￿ 24.119 161. 16&fth 229.708 Z4.712 561.138 1*352 16&W WA32 352LW .712 573. Net raxn•l they• telDre tran&éYs 2T.342 (U9KfJ 40￿) (137.824) IIICOIEIEXPEPI)rniiB FOR TrE YEAR 27.342 (Ugwj 0¢3J (737.824) RECONaL14TW)N (F FUlaJS TOTAL FLWDSA T 1 APBI 21Y24 16a677 27&11% 267. ￿. TOTAL RWiISAT 31 IIIRCH 312S f l*Q19 t t *J.518 £ 168.677 £ 7LK519 £ 28 The annexed notes form part of these financial statements For the year ended 31 March 2025 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 10 December 2025 and signed on their behalf by:- KARIN PAPPENHEIM (Chair) 29 The annexed notes form part of these financial statements 30 SOCLAL ACTK)N FOR HEALTH NOTES TO THE FINANCIAL sTATEMETr￿s For the year ended 31 March 2025 1. ACCOUNTING POUCIES Basis of pryation ol financia staten￿lS The accounts have been pfeparBd undef the histor￿ cost accounlry rules, arKI in accor￿ with AccountirwJ Repofb'ThJ by Charib"es". Statement of AecommeTMled PraCt￿e a￿l￿able lo charrt￿S prepariThJ their aceounls in accordance ￿th the Financid Rep)￿r￿J Starwjard a[W￿le in UK arKJ of IreLar¥J IFRS 1021 leffective 1 January 20191 . Ichanbes SORP FRS 1021. the Finawd ReFrf)rbrKJ SiaThJard aFWicat4e in ihe UK aThJ Rewbl of IrelarKI IFRS 1021 ￿ the C¢wies Act 2CrfX. Assets a￿1 ￿￿'1￿eS are inrtsaty reL￿rISed al histor1￿ cost or transaction v￿ue unless olhetv#ise slated in relwant accountirg policy or rnle. Jtyents sour(ts of eslwnab'on U￿￿rtanty are de￿1￿1 in the policies vthere aFr4cthe. Puilic b8nofit entity The Char[tab￿ compary meets the defirutiC￿ of a ￿nefft entity urhjer FRS 102. G￿n9 concern The Trustees o)ns*Jer that Ihere are ￿ Mater$￿ u￿erta"ntieS knul the dWits￿e companys at4.lty lo continue as a goiry concem. Key ju($3ernents that the charttable cornpary has made wh￿h have a S￿JnifUnt effect on thg accounts include estsmab'rrfJ income eXperKl[￿re lor the next 12 months. in particular the econom￿ impact ol the 19 Incom8 Income is Tecognised when the charity has entitlement to the fU￿ls. this is ¥h￿n ary performance conditions attached lo the irKX)me have Lwi mel. rt LS that the irm T￿11 be receNed, that the amount can L measured reliably. Income from gcNemrnent arxl otsr grants, whether 'caFxlal' grants or 'rwenue' grants, recDJnised wthen the chanty has entrdernent to the furKls, any ￿rt0[mar￿ conditions attached to the granls ha￿ b8en met, it is probabl that the income will ￿ received the amount can ￿ measured relW ￿ is TKJt doferred. For ents￿eMent i8 laken as the earler of ts dale on wlich ￿ther. i8 a•tsre that ryobate has been granted, the estate has tr￿n finalised arKI mtification has ￿en made by the executorlsl to the charity that a distribub'on will made, orwhen a distribution ts receNed frorn the eslate. Receipt of a Wcy, in tpthole or in part, is consKJered probaEAe when the amount can Èe measured re1￿Y and the charity has been notif￿ of the executor's intent￿n lo make a dislritmjbon. Where Wies have nob.fied lo chty, Of the ch*ty is aware of the granliThJ ol pr￿jate, aTrJ the cnteria lor incoff* reccwtson have not teen met, then the iegacy is treated as a conb"rgenl asset aTrJ disclosed rf malenal. Ir￿(￿e is (ty deferred when: the ¢fv speufies that the wl or must onty be used in fLrture accountir¥J perths,. or lor performance reLqled grants, W￿re these are recevied in thance of the perforrnar￿ or SFecrf ent lo whwth they relate. 31 SOCIAL ACTION FOR HEALTH IK)TES TO THE FINANCIAL STATEMENTS For y••r 31 March 2025 Inlofgst on fu￿1$ (*p)si¢ is rKop4at49 WKI can mgasw•J r91W &xial Ac￿n for F*alth is a ccfflpary ty gJaranlo0 In tho wgrt of ttw w. tt* I'atity rgspocl of ￿ gU8rar199 is Ivn19d lo £1 ol thg Char*i. Fund accountiry Exp•ndturn •ndtrrnc(w4ya&l• VAT ExFondilwo roco¢Jnwd orKo fvg E a I￿41 QT cor6tnKtp49 c*&3thn to m*9 a paymgnt lo a Ihird party. rt is probablo that sOtt￿m0nt wll te amount ol tho ctsbaat￿ can ￿ moasur9d r9h"atty. Irrowvorat49 Fu￿tra￿V c￿ts Clwitatslo actréil Exp9￿￿￿￿0 on charitatlB attNit￿ irKILths thg c3)51s ol d9fvgfing séNK*s aThJ [&￿ir¢ thJort&%on lo fUrt￿r fv PU￿0505 ol chanty aTrJ Ihw asgxiatgd costs. 32 SOCIAL ACTION FOR HEALTH IK)TES TO TrIE FINANCIAL STATEIIEpirs For thg y•ar gndgd 31 March 21f25 Rgsowcos wpgTrJgd arÉ* ak￿l•j to tho pthlar xtpity w￿￿0 th9 Cost r*3latgs th'rgclty lo that thty. &aff costs ak(at•J n w(WKin to staff costs. Costs aro aFP)rthy￿ l￿a¥09n furk*wsir#J arbj charrt" th aL1Nrt￿ on tho bags 01 ￿ arga of lrtQfattJTg occuwJ by Rènt￿ charggs arè c*wgod on a stra*t basts ￿er Ihg twm ol th010&￿. Tangt4e frxgd assets lexcbjdiro invgstmontsl arè stat&J at cost bBss dowKiatp)n. Th9 Ctst of mI￿r or Imso costiro kss than £I.c￿ arè Ml carMtaks*J. othor &%sets an aXF￿j of morè than y aT8 itKludad at cost dgwKiat8d cwer I￿r years. dll¢xs •￿p￿Id0 Cr•JitOTS aThJ wLvisKJns arè r0ecorMsthY Tmhwè thè ctwty has a wèsènt cé*Jatsn rèsL*wd fvom a p&81 vrf•ni that will probat+ rgsum in ￿ transf8r of lurNts lo a ￿ld party aTrJ anThJJnt ¢JJg io sottlg (thjat￿n can bg Bas￿ finanud Instr￿￿nts arè at trar&xth)n and sibswnty moasuT>J at Ihoir Ponslons afg troat￿l as an fJ.71912W24. £6.5061. 33 SOCIAL ACTK)N FOR HEALTH NOTES TO THE FINANCIAL STATEMENTS For thg ondgd 31 March 2tr25 Z DOKITIONS AND LEGACIES Fund¥ 2025 Funds 2W25 Funds FuTrls 2024 Fun 24 Funds Y24 212 29A07 69212 39A07 20.5L 45,250 10.9 65,750 10,3 cOr￿al9S 370 370 814 £ 11x619 f 109.433 £ 20.870 £ 56.844 £ 77,714 IPKOME FROU CHARITABLE ACTNMES Tot•1 u￿0$￿￿1•1 R•str￿• Funds FuTrts Fun 2￿24 2tY24 Fund* Funds Funds 2tr24 and TrairirvJ LoThJ Tgmi co1￿1)n$ 1W 35.886 114125 114125 112249 112249 Communty Hgahh Rgsowch Projttt Dwèb)wngnt aThJ Init￿tNes y(￿ Hèalth 91,7 2U71 11&171 .181 27.044 ,225 E 221154 £ 2&471 £ 24&625 £ EtY2.649 £ 27.LJ14 £ 229.699 34 SOCIAL ACTION FOR HEALTH NOTES TO THE FINANCIAL STATEMEpirs For th• y•v and￿ 31 Ilarch 2025 4. ANALY%S OF EXPENDrruRE TaLg1 Tot 718 1521 S&559 11&7 96.47J 46.652 5.706 81.7L¥ 382.031 45.747 CommuThty Hgahh Rgsgarch Long Tgrm CotTrknrts Prognary. arbj Eaty PartwIIKK*J Y￿th Hoafth 1&185 191 24718 141%1 71.168 61.57T Xl.150 128 1441 45.950 1798 204218 12.722 201 6&020 1101221) £ 253241 £ 11&191 E 141 £ 366,432 £ 573.805 102 229.7f X724 561. 138 12,667 F￿￿[aL81r0 5.7C 81.704 982.(YJi 45.747 51.808 261.784 27.019 11.1 25. &951 ia746 $1. 725 L(￿ Tm CoThJDons Yoilh Hg*th FinaTr7af W•ltwv 32261 2016 11.673 45.950 374.537 3.175 49. 743 r 427.455 £ 146.350 É 51.077 a943 135,524 1. 149 136,679 Nl £ s73.￿5 561. 138 12.667 Fu￿traI$ match. or tho tolal OXFw*Stwo. £198.352 was ￿ostrI*l 12024 . £￿.1￿3) aTrJ £168.rth was rostrid&l 1%)24 . £221.7121. 35 SOCIALACTION FOR HEALTH PK>TES TO THE FINANCIAL STATEMEpirs FIX Ihi y•w 0nd￿ 31 March 2025 NET INCOME J EXPEP&MTURE FOR THE YEAA lThWndonl a￿St0￿s l gxamingrfs rgmwwallc￿. In￿￿￿1901 8xamvw's legs CwalJr¥J loaso ronlaL5 watAg.' ProF 7.540 & STAFF COSTS AND NUMBERS Tothl Fund• Tota Fur4 2024 g•l*ry co*1• 237.017 12.505 3,719 358.213 22626 6,506 40,110 Pgnsion Costs 41 £ 427.455 27). - £65.1591. t￿rir￿j tr*y￿. earnod rn￿• Ihan £60.COJ {2024. thg S￿). 7. PENSION SCHEME Sopar&oty Ir(Mn tMs@ of thg charrtat4& comp&)y uwrxlonty m&)W NEST ￿nsI)n fuThJ. Tho pans TrLLSTEES REMUNERATION AND EXPENSES gxpgrw w3ro lo th9 TnA190s12024. lh9 STh). 36 SOCIAL ACTION FOR HEALTH PK)TES TO THE FINANCIAL STATEMENTS For tho yoar or•dod 31 March 2tr25 RELATED PAKfY TFIANSACTIONS 10. TAXATION 11. TAPKIIBLE FIXED ASSErs T¢)tsl At 1 2024 X711 ￿711 Al 1 2024 Chargo lor tt* Al 31 2025 31383 1327 34710 1327 X710 N•t book Ai 31 MarL* 2024 Al 31 Marth >)25 Nl £ p41 t Nl £ p41 t 2.328 £ 2.928 11 DEBTORS 2CY24 TAlthln y•v Trad& dgtrtors 19.102 Accru￿ itb))mo 26.986 £ 9.OYJ 37 )CIAL ACTION FOR HEALTH IK)TES TO THE FINANCIAL STATEMEp4rs For th& y•af •ndod 31 Ilwch 2025 11 CREDITORS: AMOUNT3 FAWNG DUE WtTHIN ONE YEAR 24 48.L 4.467 109 1.411 Sxial s￿rty and othor Lix@s Pgns*)n 4645 7.025 £ 54.049 D91orr•J incomo Balar￿¥ al 1 2024 Arnount rg1oas8d to irKomiThJ rosAircoS Arnount dgforrod in ￿ spar (4Q( Bala￿9 at 31 Mafch 21Y25 Nil £ 48.CE8 1& STATEMENT OF FUNDS Brought Incoming Rosourcos In￿￿tmont Fon¥wd RESTRICTED FUNOS LONJ Tom) cOndts￿ FnÉ•r￿ts Prognar￿. Birth aTrJ Eaty P¥Ènifthd e41wual workgr 71703 161.783) 2Q414 11&651) Al ￿￿￿.[* Y￿th hoath 13Z591) &816 PTQiKt Do4ok)wngnl aThJ Iryliakn Corè and propct dèvèk)￿nI l&ffA)) 2￿1$ £ 1￿519 t 135.090 tl1wrth} £ 40.764 71529 Nll £ MMAAY OF FUNDS G9r￿1[al FUTr Rost￿1￿d FurNJs (19U52) 106.519 195.090 {168.oeo) t 27&196 t %0.784 t{X432} t 19&019 71529 Nll t 269.548 38 SOCIAL ACTION FOR HEALTH MOTES TO THE FINANCIAL STATEMENTS For y••r •nd•d 31 March 2025 STA TEPAENT ￿ FL•ILKS. Transl6ys ar#Y Fcn¥wd Rgsoffcgs Exp￿￿￿ gan&.(lo￿&15j FLvward RESTRICTED FLWLIS TÉrm cL￿￿tsC￿ SuKPYt 4.442 1122 31.591 (26.512) (112.262) 9.491 B4ME Monlal H8ath STEPS 5.970 (gS951) 29,981 AI FinaTr3af C*"sTt* Clhgr 27.044 250 (22.838) (24. 119) 4.206 92819 121.669 P3,981) £ 244.349 £ 83.888 £ (221.712} È Nil £ 106.519 SLWMARY L￿FUNDs Gwgra FuTrls Resthd•Y FUTr* 267.7al 251050 {352(P33) 244,943 S2￿ I￿1,712} 168,677 IiW519 £ 572.LW £ 336.938 £ 573.805 Nil £ 275. 196 1& ANALYSIS OF NET ASSEfs BEfwEEN FUh￿s Unrnstrktgd Totsl Funds Funds Funds TarwJiL49 fu9d assgts N91 cwrgnl as5915 1*018 £ 1*019 £ 71529 £ 269.548 39 SOCIAL ACTION FOR HEALTH TES TO THE FINANCIAL STATEMEiirs For th• y••r •Thd￿ 31 2025 NOIE 15ANAL YSIS ￿ NETASSETS k8ETWEEN FLIYDS covfiNLED. a724 Total Fund Furkts FuTrts T￿￿kY9 assots CUTr￿1 assgts 2.328 272.868 166.949 li￿.519 £ 188.677 f 106.519 r 275.196 16. OPERATIP*3 LEASE COMMITPAENTS Thè ehanty has a knnTrlèmi. 4éèmènt hv• of rcthis at th# 8r&ty Arts arKI is oThJoiTrJ ct4bJalK*ns in trM5 rggard. 17. OTHER COMPANY INFORMATION Sc¢iaJ ActKJn lor Hoallh is a tharit&40 compary Imftgj by Uwararrtl￿. rogi51gr•J in E￿>arMY with rggistratk)n numbgr 02954744. Its rOg￿lor9d offico a&*oss ￿ Brathl Arts Contrg. 192.196 Har*wy Stroot. Lon¢J)n. ETrJlaThJ. E1 SHU. Thg FffOSgrt6NJ in GBP lo £1. 40