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2025-04-30-accounts

ANNUAL REPORT 2024–25 Transitioning for a sustainable future

Contents

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||| |---|---| |Summary of achievements from|2| |Avert’s final year of operation| |Message from the Chair and CEO|4| |Vision, mission and values|6| |Our transition strategy|8| |Achieving a successful transition|10| |Be in the KNOW|12| |Changing behaviours through|14| |digital health communications| |Boost|16| |Himarika|18| |Sharing learning from our transition|20| |and closeout| |Celebrating success|22| |Learning from Avert’s wider programming|24| |A well-managed closeout|25| |Business development to support the|26| |transition strategy| |Financial summary|28| |Organisational information|30| |With thanks to our partners|31| |Structure, governance and management|32| |Fundraising and partnerships|33| |Finance report|33| |Statement of Trustee responsibilities|35| |Independent auditor’s report to the|36| |members of Avert| |Statement of financial activities|38| |Balance sheet|39| |Statement of cash flows|40| |Accounting policies|41| |Notes to the financial statements|44|

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2 |[AVERT ANNUAL REPORT 2024–25]

Summary of achievements from Avert’s final year of operation

‘‘

ViiV Healthcare is pleased to support Avert’s proactive localisation strategy. This is a real example of an organisation putting its mission ahead of its own self-interest and survival-atall-cost mentality. This will ensure the continued delivery of the high-quality, impactful HIV and sexual health information Avert has built up, by organisations who share Avert’s values and are rooted in the communities they serve.

Shaun Mellors, ViiV Healthcare

‘‘

They’re questions that I was so scared to ask the health care workers and now with this page I am answered.

Be in the KNOW user, South Africa

With the Boost app, I can now easily teach and interact with the youth, and they are impressed with the app’s wealth of information.

Boost user, PZAT Wild4Life Village Health Worker

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TRANSITION
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700 THOUSAND DOLLARS IN FUNDING

raised to support a successful transition

450 THOUSAND DOLLARS IN SEED FUNDING

provided to transition partners to support brand growth

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3
PROGRAMMES
Over
135
THOUSAND
new Boost web users
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BRANDS

successfully handed over to local partners in Kenya and Zimbabwe

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6.1
MILLION PEOPLE
reached across the
Be in the KNOW brand
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Nearly
95%
BE IN THE KNOW USERS
more likely to look after their
sexual health as a result
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4 |[AVERT ANNUAL REPORT 2024–25]

Message from the Chair and CEO

For 38 years Avert has delivered timely, trusted and evidence-based information on HIV and sexual health to millions of people around the world, building their knowledge and agency. This year’s annual report and accounts, however, is our last.

Sarah Hand Professor Simon Forrest Chief Executive Officer Chair of the Board of Trustees

Avert has published a report on the legacy of its work, An independent voice , as well as a report on our learning from the transition process. Both publications can be downloaded from avert.info

In November 2023, Avert took the decision to start a planned and careful transition of our work to African-led and Africanbased organisations who would maintain and grow our work, marking the beginning of an ordered and compliant closure of Avert.

This decision was taken after careful consideration of several factors, including our current and forecasted financial position; the high impact of our current programmes and the evidence for continued delivery; the funding landscape and how the localisation and decolonization agenda is influencing this; the strength and capacity of health communication skills across the Africa region; and the need for proactive change in the HIV sector to better match the progress that has been made and align resources and effort to what still needs to be done.

The decision to pivot to a transition and closeout strategy was considered against other options, which included continuing on – after all, we had just completed the successful delivery of our 2020–24 strategic framework and had a clear understanding of the future value of our work. However, taking the decision we did in a position of reasonable financial health and high performing programmes has given us the necessary time to secure new homes for our work, protecting our reputation and legacy.

This final year under review has been one of success, hard work, and mixed emotions.

AVERT ANNUAL REPORT 2024–25 | 5

We owe a huge debt of gratitude to the unwavering commitment and professionalism shown by the Avert staff team, despite the personal impact of losing their jobs once the transition was complete. Their willingness to support the process ensured that the takeover partners benefited through mentorship and facilitation as they took over the brands and planned for their own delivery strategies.

We also received an unprecedented level of donor support for our transition plans, reinforcing our view that this was the right decision at the right time. Their support has ensured that we have been able to pass over sufficient funds to support the three takeover organisations as they continue the delivery of the Avert programmes.

‘‘

I consider the transfer of our work and the closure of Avert a success. We did not ignore the changes taking place around us in the sector and showed a willingness to act, putting our mission before organisational self-preservation. We have handed over impactful work with financial resource supporting African-led and African-based organisations to benefit and grow.

Sarah Hand

Working with the three takeover partners over the last year has been one of true partnership and mutual respect. It has been a privilege to learn from these organisations working at the frontline of HIV, sexual health and social change in Kenya and Zimbabwe and to understand how our work will support their ambition for greater impact and results.

As we write this, the final stages of the transfer to these new owners has been completed and they are already forging ahead with new plans and ideas for the growth and sustainability of Be in the KNOW , Boost and Himarika .

It just remains to wish them the very best. We look forward both eagerly and confidently to see how our work, reshaped in their hands, continues to support the informed choices of individuals and wider sexual health of communities into the future.

6 |[AVERT ANNUAL REPORT 2024–25]

Vision, f * ? a | P a — ‘ey \ mission and values

WHO WE ARE

Avert uses digital communications to build health literacy on HIV and sexual health. With over 30 years’ experience, we are a trusted provider of accessible, accurate and actionable content and resources that support informed choices. Our work supports global efforts to end AIDS and achieve the Sustainable Development Goal for health. Every year, we engage with millions of individuals, community health workers and primary health practitioners living in areas of greatest need. We use our understanding of HIV and sexual health, our expertise in digital marketing, communications and behaviour change, and our network of partnerships to increase their knowledge, skills and confidence, and their ability to act.

OUR VISION

A world with no new HIV infections, where people make empowered sexual health choices, and where those living with HIV do so with dignity, good health and equality.

OUR MISSION

To increase health literacy on HIV and sexual health, among those most affected in areas of greatest need, in order to reduce new infections and improve health and well being.

OUR VALUES

We believe in every person’s right to health and to the information that enables them to make informed choices around sexual health.

AVERT ANNUAL REPORT 2024–25 7

‘‘ Now I have the knowledge.

Be in the KNOW website user, South Africa

You have reminded us about the importance of using a condom as a protective measure against STDs and not to have sexy with anyone without their consent even if you’re married.

Be in the KNOW Facebook user

The following values inform our work:

8 |[AVERT ANNUAL REPORT 2024–25]

Our transition strategy

In November 2023 Avert embarked on a bold new strategy to sustain the value and impact of our work into the future, by handing over our Boost and Be in the KNOW brands to locally run organisations in East and Southern Africa.

When Avert agreed this transition strategy, the need for our work remained strong. Sexual health and HIV literacy was and still is the foundation for HIV prevention and treatment programmes and builds agency, empowers and allows for informed choice. Our brands were strong and growing, reaching over 13 million people across sub-Saharan Africa in the previous year alone.

However, the HIV response, funding patterns, and the international development sector more broadly had and were continuing to evolve. In this rapidly changing landscape, we wanted to ensure that the success of our work could continue. So like all international NGOs should, we asked ourselves if we were still best placed to deliver this work, or whether we should step back and allow others to move forward.

TAKING CONTROL BY EMPOWERING OTHERS

As we considered what we wanted to achieve in this next strategic phase of Avert’s long history, we needed to do so through a wide lens that considered not only the things we could control but recognised the things we couldn’t. We couldn’t control changing donor priorities and a growing complexity of need, but we could be in control of passing on the learning we had accumulated through developing quality content, and we could be active participants in the sector’s attempts to rebalance power, decolonise aid and support authentic localisation.

Our transition strategy is based on the belief that finding new homes for Boost and Be in the KNOW in organisations based in Africa – for whom the products help achieve their strategy, add value, and offer new opportunity – is the best way to:

We had already been working with a number of strong locally run organisations based in East and Southern Africa who shared our focus on health communications and who had the skills and experience to take over our brands. Although we faced longer term financial uncertainty as funding for HIV and sexual health continued to shift and decline, the brands were performing extremely well and had benefited from sufficient investment to give them a clear strategy for future growth.

—_— AVERT ANNUAL REPORT 2024–25 | 9

‘‘

We believe that now is the time to responsibly transition these highly successful co-created brands to new owners who are deeply rooted in African communities and who can effectively continue developing and scaling the products. This approach not only maximises the impact of Avert’s work and secures a long-term legacy for the products, but also fosters true local ownership and leadership.

Sarah Hand, CEO Avert

TRANSITIONING FROM A POSITION OF STRENGTH

Furthermore, if we could garner support from our existing donors we could transfer financial resources with the brands to the new takeover partners, setting them up for success.

MAINTAINING A CLEAR FOCUS

As part of the transition strategy, a decision was also made that once the core brands had been transitioned, Avert as an organisation would close. While difficult for staff on a personal level, this clarity was important as it would allow all the organisation’s energy and resources to focus on making the transition a success without the distraction of simultaneously charting a new course for Avert.

As we began the practical work of handover, our brands were strong.

BE IN THE KNOW

The decision to transition and close was not taken lightly. With the support of our staff, trustees, donors and partners, we were confident it was the right decision that would ensure our work continued to benefit millions of individuals, community health workers and health practitioners each year, and add value to the wider HIV response.

The time had come for our brands to be taken forward by skilled organisations closer to the populations they were trying to serve; organisations who would also have access to more and different sources of funding to increase sustainability.

This has been a bold and exciting new strategy for Avert, an organisation that was started at the beginning of the HIV epidemic, and for 38 years has stayed focused on ensuring people have access to information they can trust and information that supports informed decisions.

BOOST

10 |[AVERT ANNUAL REPORT 2024–25]

Achieving a successful transition

Success was by no means guaranteed, but thanks to the support of our existing donors and a lot of hard work by staff and transition partners, Avert completed the handover of its core brands Boost and Be in the KNOW to new owners in Kenya and Zimbabwe.

Over the past year there was a huge amount of practical work to achieve a successful transition. This included work to hand over content, branding, technical infrastructure, and data, as well as to mentor the takeover partners, support learning exchange, and transfer financial resources to support the initial costs of ownership. Reviewing our success it’s clear that ALL of this depended on having the right building blocks in place.

HOW DID WE MAKE THE TRANSITION A SUCCESS?

Through early consultation with other organisations who had attempted similar transitions, we identified four elements that needed to be in place for the transition to be successful:

We were confident in the strength of both Boost and Be in the KNOW . In its first two years Be in the KNOW had reached over 26 million people across sub-Saharan Africa with high rates of engagement with its sex-positive content. Boost had demonstrated its value in Zimbabwe where it had supported over 225,000 health screenings and 93,500 referrals to services within partner OPHID’s programmes, and there was already interest from donors to support more organisations to adopt this proven job aid.

PHOTO ABOVE: Staff from OPHID, LVCT Health and Kenya Comms Hub joined staff from Avert for a week of transition and handover activities in November 2024. This was a chance to finalise the transition work and formally celebrate the handover of the brands Boost , Himarika and Be in the KNOW to their new owners.

Thanks to long-range forecasting and strategizing, and timely decision-making, once the transition strategy was agreed, Avert had over a year’s financial runway to support a meaningful handover.

AVERT ANNUAL REPORT 2024–25 | 11

OUR TAKEOVER PARTNERS

OPHID

LVCT HEALTH

KENYA COMMS HUB

The Organisation for Public Health Interventions and Development is a leading public health organization in Zimbabwe. OPHID are already using Boost with over 350 CHWs who support a national HIV treatment and care programme, and are supporting four other organisations to adopt and roll out Boost in Zimbabwe.

LVCT Health is an established Kenyan NGO. Through its vision of empowered, healthy communities, it remains a leader in designing and implementing innovative HIV, SRH, maternal and child health, gender-based violence and mental health programmes. LVCT Health works with hundreds of community health volunteers and peer educators across its programmes.

Set up in 2022, the Kenya Comms Hub is an ambitious, regional social narrative change organisation, committed to supporting evidence-based communication for improved social and health outcomes for all. Be in the KNOW will support their regional growth and provide a permanent brand and home for their communications and campaigns.

With rapid commitments from Avert’s existing donors Vitol Foundation, ViiV Healthcare, ViiV Healthcare: Positive Action, and Gilead Sciences to support the transition strategy, Avert had secure funding in place not just to support the handover phase but also to enable the transition of funds to takeover partners to support initial running costs as they build up their own sustainability strategies.

This secured funding also enabled concrete discussions with potential partners – enabling them to engage not just on the basis of strategic alignment (critical as that was) but with a clear understanding of the financial implications as well.

WHAT HAVE WE HANDED OVER AND TO WHO?

Following constructive discussions with a number of organisations, we moved ahead with three takeover partners who could provide a strategic foundation for the future sustainability and growth of the brands.

OPHID in Zimbabwe took ownership of Boost in Zimbabwe and Southern Africa. It has already started scaling Boost to new organisations in Zimbabwe, with expanded health content and additional screening tools, with work underway to scale Boost across the region.

LVCT Health in Kenya was also given ownership of the Boost product but rebranded under the name Himarika with content translated into Swahili. LVCT Health has already started rolling out Himarika across its own community health programmes and to four new organisations in Kenya, with future scale planned across Kenya and East Africa.

The three organisations have also created a community of practice to collaborate, share and learn going forward.

A DIFFERENT APPROACH

It has become clear that transitions of this nature are not common in our sector. The very nature of our sector’s busyness to deliver on projects, means there is often no bandwidth for organisations to look at more efficient ways of operating to deliver their mission, such as taking over an existing proof of concept product. Reinforced by donor funding priorities, organisations often favour projects to “do something new” rather than build on something that already exists. We hope this is a useful example of a different approach.

12 |[AVERT ANNUAL REPORT 2024–25]

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Over Over 80% 2.4 OF USERS MILLION found the website useful post engagements on social media

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Nearly 95% 6.1 BE IN THE KNOW USERS MILLION PEOPLE more likely to look after their reached across the sexual health as a result Be in the KNOW brand

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Be in the KNOW

While the handover of Be in the KNOW to Kenya Comms Hub was the key priority for the year, we also delivered a range of new content and campaigns throughout the year that continued to grow and strengthen the sexual health brand ready for its new future.

A range of video, web and social media content was developed around the themes of ‘talking about PrEP’, ‘supporting young people with HIV’, ‘providing inclusive sexual healthcare for LGBT+ people’, and ‘supporting young people’s sexual health’. Scenario case studies, Q&As, quizzes, and news and blogs also helped to give health workers confidence to deliver judgement- and stigma-free, accurate information in their communities.

Be in the KNOW offers fresh, sex-positive content for young people and the community health workers and practitioners who support them. During its first two years our main focus was on new content for young people. Over the past year we also prioritised new content for the frontline health workers supporting them.

By running a series of co-creation activities with community health workers, peer educators and health practitioners working across HIV prevention, we were able to listen, learn and develop new content and resources to address their knowledge gaps.

We paid particular attention to engaging with workers specifically reaching people living with HIV, vulnerable young people, and the LGBT+ community to ensure the needs of these key population groups were reflected.

‘‘

We reached over 2.3 million people with this content, with nearly 900,000 engagements on social media. The video content was watched over 1 million times, with over 346,000 views of content specifically aimed at community health workers and health practitioners.

CHANGE CHAMPIONS

Over the year, work also continued with social media champions in Zimbabwe helping them spread the word about Be in the KNOW and develop and share their own educational sexual health content through their channels. Following a workshop held in March 2024, the 14 young champions began producing their own content. A follow up workshop was held to discuss their content and provide collective input for improvement. Social media video clips were produced featuring the champions which reached over 1.1 million young people across the region with over 470,000 engagements.

Thank you for training me. I’m going to keep on educating my fellow colleagues on sexual health.

Social media champion, Zimbabwe

AVERT ANNUAL REPORT 2024–25 | 13

SHAPING THE FUTURE OF BE IN THE KNOW

Alongside work to deliver Be in the KNOW ’s grant commitments and continue to grow the brand’s reach and engagement, the Avert team worked closely with Kenya Comms Hub (KCH) staff between May and December 2024 to build their understanding of the brand, its audience, and the learning from its first two years.

A series of workshops and 1-1 sessions were held over six months going through in detail content development, SEO, social media, promotion and marketing, technical infrastructure, strategy and planning, and much more. The teams also undertook joint content development across web and social.

A face-to-face transition week in November 2023 provided space for the teams to discuss areas of concern and finalise plans.

Mumbi Kanyogo, who led the transition team at KCH, is excited for the future. “We’re energized by the chance to innovate, collaborate, and address real needs in a culturally sensitive and locally relevant way. This work is about fostering conversations, breaking down stigma, and ensuring that everyone involved — young people, parents, influencers, healthcare providers — feels equipped and supported to create lasting change.”

Read a full interview with the KCH team on Avert.info.

KCH gradually took over responsibility – initially shadowing, then jointly managing, and then taking full control. From January 2025, KCH had assumed full responsibility of all channels, with Avert on hand to provide support and advice until March.

For the first time we also piloted radio advertising to promote Be in the KNOW , with a 30-second sexual health advert broadcast on Skyz Metro FM in Zimbabwe’s second largest city Bulawayo throughout September and October 2024. There was some feedback from listeners expressing concern about the timeslot of the ad, not the ad itself, highlighting cultural sensitivity where parents recognize the value of sexual health education but are uncomfortable when these discussions take place in the presence of younger children. There was no immediate increase in traffic to the Be in the KNOW website following the ads, but the pilot has provided useful data for the future.

Two worrying trends continued throughout the year. Firstly, there was increased censorship of our sexual health content across Facebook and YouTube with an increasing number of campaigns disallowed despite their educational content. Secondly, we also saw a rise in transphobia in comments posted on our videos featuring trans people, although the content itself was very popular. Kenya Comms Hub will continue to address these issues going forward.

‘‘

This training is very helpful to young people like us… it will help many to know what to do and what not to do to protect the well-being of others like us.

Social media champion, Zimbabwe

14 |[AVERT ANNUAL REPORT 2024–25]

‘‘ Endline data provided strong indications that Be in the KNOW influences behavioural determinants, supports specific change objectives and impacts behavioural intention.

‘‘

I now become more confident about safe sex and I am willing to take HIV test to know my status.

It has really made me change my lifestyle and my health also has changed.

Changing behaviours through digital health communications

The results of a 12-month project using behaviour change analysis to understand health learning journeys on Be in the KNOW have provided a wealth of learning for the brand’s new owners Kenya Comms Hub to take forward and drive brand improvement.

The endline analysis and results from our Be in the KNOW behavioural analysis project came at an opportune time as Avert handed over our learning from the first two and a half years of the brand to takeover partner Kenya Comms Hub.

The project had two key aims:

The project began with a theoretical analysis of the behavioural aims of the Be in the KNOW website and social media content using the ABCD method (summarised in a previous blog). By comparing the results of this analysis with actual user behaviour (from analytics, surveys and user experience sessions), improvements were implemented. Four months of post-improvement data was then collected, alongside endline surveys and interviews to evaluate the impact of interaction with Be in the KNOW on behavioural determinants and behavioural intention.

RESULTS

Web analytics data at endline provided evidence that taking a behaviour change approach, using ABCD analysis can helpfully guide iterative changes, increase user engagement, and improve users’ learning journeys.

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AVERT ANNUAL REPORT 2024–25 | 15
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Results based on user input (self-report surveys and endline interviews) provided strong evidence that both the web and social media components of Be in the KNOW influenced behavioural determinants such as knowledge, confidence and self-efficacy. For example:

It also supported attitude change and specific change objectives. For example:

There was also strong evidence that the brand impacted on behavioural intention. For example:

Evidence from the comments and feedback of survey participants – which also reflect the hundreds of comments received each month from regular users of Be in the KNOW website and social media – also supported the brand’s impact on the knowledge, confidence, self-efficacy, and behavioural intention of users.

This impact on knowledge and confidence is valuable in its own right in terms of individuals’ personal growth and happiness, and their ability to self-care and manage their own health and health choices, regardless of whether it leads to specific service uptake.

Overall the project provided evidence that taking a behaviour change approach using ABCD analysis can helpfully guide iterative changes, increase user engagement, and improve users’ learning journeys.

Download a summary of the research from avert.info

92.8% MORE LIKELY to get tested for HIV 1 N 93.7% MORE CONFIDENT to look after their sexual health

91.8% CHANGED ATTITUDES to sexual health

16 |[AVERT ANNUAL REPORT 2024–25]

Over 135 THOUSAND new Boost web users

4 NEW ORGANISATIONS adopt Boost

240 NEW COMMUNITY HEALTH WORKERS using Boost in their day-to-day work

Work to scale the Boost brand saw new successes, while work to transition its ownership to OPHID continued to deepen the close partnership between our two organisations.

The Boost brand continued to thrive throughout the year, both as a programme tool adopted by organisations and implemented in their community health worker (CHW) programmes, as well as a resource for self-motivated CHWs using the freely available web version of Boost .

Funding from ViiV Healthcare Positive Action supported the scale up of Boost to four new organisations in Zimbabwe. Avert and OPHID supported these new adopters, building on the learning from the previous roll out to OPHID’s Community Outreach Agents (COAs). New content on TB, malaria, HIV prevention, and gender-based violence was developed, translated into Shona and Ndebele and added to the app, as well as screening tools for malaria and TB.

A series of in-person workshops took place with the four organisations, led by OPHID who also provided ongoing support to the new adopters. By the end of the year PZAT, Zvandiri, ZNNP+ and My Age had rolled out the app to over 240 CHWs who were using it in their day-to-day work. This number is set to increase quickly.

Despite the end of the original project which funded Boost ’s integration into OPHID’s TASQC programme, thousands more health screenings were undertaken by OPHID COAs using Boost , with thousands of new referrals to services. By the end of 2024 Boost had supported over 98,100 health referrals.

The web version of Boost continued to be popular amongst self-motivated CHWs from across Africa, with over 135,200 new web users during the year. This brought the cumulative total of web users to over 310,000.

As part of the Boost scale strategy and Avert’s wider transition strategy, work also began to replicate Boost for use in East Africa, working with LVCT Health in Kenya. Read more about Himarika on page 18–19.

‘‘

Working with Avert to scale Boost has meant our partners can better support their community volunteers. This is a sound development and investment decision.

Ella Nwaokolo, ViiV Healthcare Positive Action

‘‘

Its use of visuals and simplified language makes it accessible to populations with lower literacy, often a barrier in previously used data collection tools.

ZNNP+ Programme manager

AVERT ANNUAL REPORT 2024–25 | 17

EMPOWERING COMMUNITIES: A NEW CHAPTER FOR BOOST IN ZIMBABWE

Avert had worked with OPHID on Boost in Zimbabwe since 2019 and this strong existing relationship, based on trust and partnership, allowed work on the transition of Boost ownership to OPHID to make a head start from early 2024.

OPHID had extensive understanding of Boost and experience rolling it out in their large-scale USAID programme, so discussions were quickly able to focus on longer-term scale strategies. Work was already underway to support four new organisations to adopt Boost in Zimbabwe providing a hands-on way to develop OPHID’s confidence in this support role.

On the back of other programmes, face-to-face meetings were held in Zimbabwe, Germany and the UK in March, July and November, alongside a series of handover workshops and 1-1 sessions between Avert and OPHID staff held online. These covered everything from content development, scale strategies, technical infrastructure, and support to new adopters, with a range of support documentation developed and shared. By early 2025 OPHID had taken on full ownership and responsibility for Boost .

“What excites me most about Boost ,” says OPHID’s deputy executive director Karen Webb, “is its dynamic nature – it will continue to evolve to meet Africa’s changing needs, ensuring it remains relevant and impactful.”

Staff from OPHID presented Boost abstracts at the 2024 International AIDS conference as well as showcasing the tool at PATA’s regional summit in November 2024.

CASE STUDY: PZAT WILD4LIFE BOOST PILOT

The Boost app has been a game changer for one village health worker (VHW), who reached 99 people with health education in November. This was a remarkable increase from the previous 3 months, where she reached 41 people before the app was introduced.

The app enabled her to expand her reach and provide more health education sessions, with 11 sessions conducted in November compared to 6 in the previous months.

“The app has generated interest among young people, making it an effective tool for targeting and educating them on important topics such as PrEP, PEP, STIs, and VMMC,” says PZAT’s Wild4Life programme manager.

PZAT’s Wild4Life VHWs using the app agree. “With the Boost app, I can now easily teach and interact with the youth, and they are impressed with the app’s wealth of information,” says one VHW.

Overall, the Boost app has been a valuable tool for VHWs and programme staff, as officers are able to track the work of VHWs, validate the data from the dashboard and use it for quality control purposes. PZAT is confident ongoing use and refinement of Boost will lead to greater impact in quality health education promotion, information dissemination, training and cross-learning among CHWs.

18 |[AVERT ANNUAL REPORT 2024–25]

Himarika

The success of our Boost transition strategy has surpassed expectations with the opportunity to scale a rebranded version of the digital job aid in East Africa, through an additional takeover partnership with LVCT Health.

We had always hoped to scale Boost to an NGO in east Africa, but despite several attempts between 2021 and 2023, we had not found the right partner at the right time.

We had first met LVCT Health in 2022 through our joint membership of the Female Genital Schistosomiasis Integration Group. LVCT Health had expressed an early interest in Boost noting that it would be a great fit to their work, bringing cost efficiency, and providing evidence and learning. However, funding for translation and rebranding to fit the Kenyan context was essential to make this a reality.

With our transition strategy well underway, the opportunity to take this forward came in mid-2024 through funding from ViiV Positive Action who were also looking for a way to efficiently address a growing demand from their partners for digital tools to support community health worker (CHW) knowledge, trust and confidence in the community.

CO-CREATING A NEW BRAND

With funding in place, work began with LVCT Health to establish an independent version of Boost , adapted to the needs of Kenyan CHWs and the communities they served. This included rebranding Boost for East Africa, translating all 53 content modules into Swahili, and tailoring screening tools for the Kenyan context.

LVCT Health undertook a rebranding exercise including focus groups with CHWs and peer educators and Himarika was born. Hima means faster and rika means peer – perfectly encompassing their aspirations for the tool to equip frontline health workers with accessible and accurate information that can be rapidly shared within their peer networks. The finalized Himarika logo reflects East African values and community, fostering trust and recognition.

LVCT Health also managed the translation process, with multiple review and quality assurance stages to ensure translations were not just accurate but context sensitive and relevant. Boost ’s screening tools were also translated and contextualised, with feedback from health experts, young people, and community health volunteers, to ensure they aligned with national guidelines for HIV, STI and mental health screening and referral.

With the brand and content of Himarika in place, work began in January 2025 to replicate and hand over the technical infrastructure, giving LVCT Health ownership of a fully independent brand to scale in Kenya and across East Africa.

AVERT ANNUAL REPORT 2024–25 | 19

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53
MODULES
translated into Swahili
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2-WAY
LEARNING EXCHANGE
for LVCT Health/OPHID
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4 H ADDITIONAL ORGANISATIONS adopting Himarika in Kenya

Despite the challenging timeframe, which was much shorter than for the main Boost handover to OPHID, by learning from the process in Zimbabwe we were able to reduce timeframes and successfully complete transition.

SCALING AND LEARNING

Additional funding from ViiV Positive Action was secured in January 2025 to support LVCT Health to roll out Himarika to four Positive Action grantees in Kenya. Alongside the roll out to LVCT Health’s own cadres of peer educators and village health workers, this meant Himarika was already starting to be used by hundreds of community health workers in Kenya by financial year end.

‘‘

It’s such a powerful tool in giving information to community health workers, peer educators, and any young person who has a role in health outcomes in Kenya.

Annrita Ikahu, LVCT Health

Himarika will help us continue to strengthen our leadership in health and digital health, especially by exploring tech-driven preventative approaches.

Robert Kimathi, LVCT Health

As well as Avert handing over its knowledge and experience of developing and scaling Boost over the past five years, LVCT Health and OPHID also maximised opportunities to learn from each other’s experience with Boost / Himarika . Regular calls were set up between the organisations’ programme and IT teams, and a learning exchange visit took place in March 2025.

H maR ka

20 |[AVERT ANNUAL REPORT 2024–25]

Sharing learning from our transition and closeout

Over the course of the last year we engaged with a wide range of organisations, conferences and networks to discuss our transition decision and share learning from the process.

The HIV and development sector more broadly is evolving rapidly with a fast-changing donor and policy landscape. This affects how and why nearly all non-profit organisations deliver their missions. In this context the learning from Avert’s decision to transition its work to organisations based in East and Southern Africa and then close is both valuable and important to share with the wider sector.

Over the past year we have done this in several ways. A series of blogs charted the progress of our transition and were shared widely with the sector through Avert.info, social media channels and wider networks. The 2024 International AIDS Conference held in Munich in July also provided the opportunity to engage on the issue with the HIV sector.

This included co-facilitating a discussion group as part of a session convened by Funders Concerned About AIDS (FCAA). The workshop drew over 120 conference delegates to discuss how HIV philanthropy needs to be decolonized to work better for community-led organisations. The discussion highlighted that transition strategies need to be adequately resourced and planned out over enough time to ensure genuine success. This strongly reflected feedback we received in other forums.

We also hosted a 60-minute panel discussion session at the Global Digital Health Forum (GDHF) in early December, focused on our localisation learning. Featuring panellists from Avert and transition partners OPHID, LVCT Health and Kenya Comms Hub, this provided an opportunity to reach a wider audience engaged in global health. Avert staff also worked with the BOND network, contributing to a case study on Avert’s experience that was featured in a wider BOND article exploring NGO responses to the localisation and decolonisation agenda published in April 2025.

In March 2025, Avert published its own more detailed report on the transition and closeout process and the learning generated. This was shared widely with networks and will remain available for the sector to download from Avert.info.

AVERT ANNUAL REPORT 2024–25 | 21

KEY TRANSITION LEARNINGS

1.

You are more like to succeed if you take the decision to transfer and close out while the work you plan to hand over is performing well and while the organisation is still in good financial health. When we made our decision we were in good financial health, and the brands themselves had benefited from good investment and were in a good place in terms of audience reach and engagement, growth and evidence of impact.

2.

You need at least 12–18 months to deliver a transition strategy, especially if you have to identify takeover organisations. After identifying and agreeing the transition approach, we had enough time to mentor the organisations to take over the running and ownership of the brands, setting them up for success.

3.

Engage your stakeholders and donors early and put all resources into making the transition a success. For Avert this resulted in significant buy-in to the strategy from an early stage from our donors and stakeholders which helped drive investment and support.

4.

Ensure your takeover partners share your values and there is a clear strategic benefit for them in taking over your work. This was critical to assess, along with ensuring that there was preexisting experience and capacity to continue to run the brands being handed over. This strategic alignment ensures that the brands will be integrated and receive the same funding priority as other work streams.

5.

Prioritise clear and honest internal and external

communications. The importance of buy-in and support from the Avert staff team and Trustees for the transition should not be underestimated and was perhaps the most important factor in ensuring the transition’s success. Clear and honest communications was key to secure and maintain this support. The staff team were central in mentoring the handover partners, sharing their passion and years of experience without restriction.

For more information on Avert’s transition strategy and achievements see pages 8–11.

22 |[AVERT ANNUAL REPORT 2024–25]

Celebrating success

On 22 November 2024, Avert and friends celebrated the organisation’s contribution to the HIV response, and marked the handover of its work to three new organisations in Kenya and Zimbabwe.

The event was held in Avert’s hometown, Brighton and Hove, UK, and brought together around 75 current and old staff, Trustees, donors, sector allies and peers, and suppliers. Most importantly, the event also welcomed staff from our three transition partners, OPHID, LVCT Health and Kenya Comms Hub, allowing them to meet many of Avert’s strongest supporters who have been so instrumental to the success of the organisation’s work over the years.

The evening was a fantastic celebration of all that Avert has achieved over the last four decades, and also marked how we have been able to responsibly transition our work to these remarkable new organisations who will ensure evidencebased, sex positive digital health communications continues as an essential part of the HIV response going forward.

AVERT ANNUAL REPORT 2024–25 | 23

AN INDEPENDENT VOICE: AVERT’S CONTRIBUTION TO THE GLOBAL HIV RESPONSE 1986–2024

In November 2024, as we wrapped up the transition and started preparing to close the organisation, we published our legacy report, An independent voice , which summarises and celebrates Avert’s work over its 38-year lifetime.

The report chronicles Avert’s decades of impactful work in the global HIV response, showcasing the organisation’s unwavering commitment to health literacy, inclusive education, and community support.

This report serves as both a testament to Avert’s trailblazing role and an inspirational blueprint for future health initiatives.

‘‘

We always knew Avert had been punching above its weight over the decades, but working on this report and going through the archives really highlighted how Avert stuck to its mission and delivered valued and impactful work when it mattered most.

Sarah Hand and Simon Moore, Avert CEO and Director of Programmes

24 |[AVERT ANNUAL REPORT 2024–25]

YOUNG AFRICA LIVE IN NUMBERS… 82% 87% 88% MORE LIKELY TO PLANNING TO TEST SAID CONTENT VISIT A HEALTH MORE REGULARLY WAS USEFUL FACILITY FOR HELP FOR STIS

Learning from Avert’s wider programming

The past 12 months also saw Avert work to ensure the learning and evidence from our wider programme work could be used by others in future.

The Young Africa Live project in South Africa combined a non-judgmental WhatsApp chatbot for private discussions with open moderated peer discussions on social media – all integrated within the existing government-supported B-Wise sexual health brand. While our content and marketing work on the project ended in January 2024, we worked with programme lead Reach Digital Health to deliver an online symposium in May 2024 to share endline evaluation findings. The symposium highlighted:

Avert published a range of wider learnings from the project around content, social media and censorship. The full evaluation is also available on Avert.info.

In July, the 2024 International AIDS Conference in Munich provided another opportunity to share Young Africa Live learning with the sector through a poster presentation on the project which was well received. The conference also provided an opportunity to have face-to-face discussions with Boost implementing partners. The Boost partners’ meeting was a great success, bringing together OPHID, LVCT Health and most of the new Positive Action grantees in Zimbabwe who have adopted Boost . At the session OPHID shared their learning from adopting Boost , new organisations shared their Boost scale up plans, and there was a chance to build connections and a regional Boost community.

Later in the year we presented an abstract at the International Health Literacy Association Conference in Rotterdam sharing learning from the behavioural analysis work that was carried out on the Be in the KNOW brand – comparing the aims of web and social media content with actual user actions. There was good engagement from a range of organisations all specifically focused on building health literacy.

Lastly, our life skills app for low literacy girls in Mozambique, Yaya , continued to be rolled out by VSO and Light for the World. To maximise the value of the unique content developed through the project, Avert worked to ensure that Rwandan-based social-purpose creative agency Ravel, who supported the original content development, could access and use the suite of content in future.

AVERT ANNUAL REPORT 2024–25 | 25

A well-managed closeout

Over the past year, Avert took proactive steps to ensure that the charity’s closeout was well managed and reflective of our values and culture.

Honest, transparent and timely communication has been central to our approach to Avert’s transition strategy and subsequent closure. Immediately after the decision was reached to move to a transition and closeout strategy in November 2023, staff were kept informed, consulted and listened to. This resulted in retention of 90% of staff throughout the transition and closeout period. Without this commitment it would have been very hard to make the strategy, including mentoring of partners, a success.

Avert’s CEO and senior managers along with the Board of Trustees have been responsible for closing Avert in accordance with UK limited company law and charity commission regulations. Avert appreciated that this would be a lengthy and detailed process needing careful attention, and secured the necessary financial and human resources to ensure all steps were followed.

Avert stopped work as a charity delivering on its charitable objects in April 2025. The submission of this report along with our final set of accounts, allows us to apply to strike Avert off the Company’s register, in accordance with our Dissolution clause within our Articles of Association. This sets in motion the final close out actions that are anticipated to conclude in November 2025.

Stakeholder consultation was another key component. Most of our stakeholders, donors and partners alike were initially shocked to hear the decision we had reached. However, all understood the rationale and showed their support, noting that this was a demonstration of proactive decision-making that would protect Avert’s legacy and show true leadership in the localisation movement.

As a result, four out of five of our current donors continued to provide vital funding in the final year to support the transition strategy. This included funding the transition process itself and providing funds to support the three transition partners to deliver Avert’s core brands after the takeover was complete.

26 |[AVERT ANNUAL REPORT 2024–25]

Business development to support the transition strategy

As a result of timely refocusing of effort and effective communications, over $700,000 in funding was raised to support a successful transition.

Once the transition strategy and close out plans had been agreed, there was an immediate refocusing of all new business and fundraising work. This started with the key funders already supporting our work and extended to donors we had not previously worked with but knew were invested in the wider decolonization and localisation agendas.

In March 2024, going into financial year 2025, we already had a strong financial runway secured for our core work. This allowed for continued improvements and developments in the brands to ensure they would retain their strong performance and impact as we identified and mentored takeover partners and finalised handover throughout the year.

AVERT ANNUAL REPORT 2024–25 | 27

‘‘

partners is a success. Pm Sarah Jeffery, Vitol Foundation fy,

We engaged our existing donors in an initial round of new business development support for the transition strategy with great success. The Vitol Foundation, ViiV Healthcare and Gilead all provided financial support to the new strategy, ensuring the impact of their previous investments in our work were maximised for the long term through successful takeovers.

We acknowledge that this showed real trust and innovation from these long-standing donors. ViiV Healthcare Positive Action also came forward with additional funding that enabled an additional strand in the transfer strategy to become a reality – supporting our long hoped-for scale of Boost into East Africa ( see pages 18–19 ).

We had less success from donors we had no prior relationship with, which was disappointing but not unexpected. Nonetheless, this engagement did give us a good opportunity to share our transition strategy and talk openly about the complexity of knowing when to close, how to close with success, and how to be active participants in the localisation agenda.

In total, over $700,000 in funding was secured from our donors to support the transition strategy. This funding was used specifically to mentor and support the partners to prepare for a successful takeover as well as providing them with financial support for the following year ( see pages 49, 54 ).

28 |[AVERT ANNUAL REPORT 2024–25]

Financial summary

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----- Start of picture text -----
TOTAL INCOME TOTAL INCOME
FOR THE PERIOD FOR THE YEAR
£4,051 £4,869
donations and legacies donations and legacies
£21,723 £35,773
investment income investment income
2024–25 2023–24
£677,903 £320,752
grants grants
TOTAL INCOME: £703,677 TOTAL NEW INCOME: £361,394
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TOTAL NEW INCOME: £361,394

Avert would like to acknowledge and thank the following donors and other civil society organisations for their partnership and support in our strategy: Vitol Foundation, Mercury Phoenix Trust, Gilead Sciences, ViiV Healthcare, The Elton John AIDS Foundation, Risk Pool Fund and VSO, as well as the individual donors who continue to make invaluable contributions.

AVERT ANNUAL REPORT 2024–25 | 29

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----- Start of picture text -----
£802,030 £772,017
TOTAL charitable TOTAL charitable
EXPENDITURE activities EXPENDITURE activities
FOR THE FOR THE
PERIOD YEAR
2024–25 2023–24
£88,218
seeking donations,
grants and legacies
£13,980 £523,728
seeking donations, closedown and £4,513
grants and legacies transfer of funds managing investments
ad
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TOTAL EXPENDITURE: £1,339,738

TOTAL EXPENDITURE: £864,748

£407,013 £208,350 £483,894 £207,257 Strategic Result 1: Strategic Result 2: Strategic Result 1: Strategic Result 2: Promoting knowledge Promoting knowledge Promoting knowledge Promoting knowledge of those at risk of community educators of those at risk of community educators BREAKDOWN OF EXPENDITURE AGAINST OUR CHARITABLE ACTIVITIES 2024–25 2023–24 £186,667 £80,866 Strategic Result 3: Strategic Result 3: Supporting practitioners © Supporting practitioners C

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30 | [AVERT ANNUAL REPORT 2024–25]
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Organisational information

TRUSTEES

Professor Simon Forrest ( Chair ) Anna Becker Emily Hughes Carole Leach-Lemens Andrew Walker Max Cuvellier Giacomelli Carol Sherman

PRINCIPAL AND REGISTERED OFFICE

Platf9rm, Tower Point, 44 North Road Brighton BN1 1YR UK

Registered charity number 1074849 Registered company number 03716796

COMPANY SECRETARY Professor Simon Forrest

BOARD SECRETARY Jon Edgell

KEY MANAGEMENT PERSONNEL Sarah Hand, Chief Executive Officer ( CEO )

Simon Moore, Director of Programmes & Digital Health Strategy

Jon Edgell, Director of Finance and Operations

BANKERS

CAF Bank Ltd 25 Kings Hill Avenue, Kings Hill West Malling, Kent ME19 4JQ

Barclays Bank Plc Leicester LE87 2BB

INVESTMENT MANAGERS J M Finn & Co

25 Copthall Ave, London EC2R 7AH

SOLICITORS Irwin Mitchell Belmont House, Station Way Crawley, West Sussex RH10 1JA

AUDITOR

Blue Spire Limited, Chartered Accountants Cawley Priory, South Pallant Chichester PO19 1SY

AVERT ANNUAL REPORT 2024–25 | 31 ete nm eee

With thanks to our partners

32 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

Structure, governance and management

The organisation is a charitable company limited by guarantee, incorporated on 16th February 1999 and registered as a charity on 25th March 1999.

The company was formed under a Memorandum of Association which established the objects and powers of the charitable company and is governed under its Articles of Association. New Articles of Association were adopted on 21st October 2021.

All Trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 10 to the accounts.

We refer to Trustees throughout but for the purposes of the Companies Act the Trustees are also the Directors.

REMUNERATION POLICY FOR KEY MANAGEMENT PERSONNEL

The pay and remuneration of the charity’s key management personnel is established through job evaluation, sector benchmarking, availability of funding, recruitment advertising, individuals’ skills, knowledge and experience, and relevant salary surveys comparison. The CEO, together with the Board, reviews budget availability for all appointments. The Chair of the Board reviews the remuneration of the CEO.

A 7% cost of living pay award was granted to all staff during the period following assessment of the charity’s finances.

There were no changes to the key management personnel during the period under review.

APPOINTMENT OF TRUSTEES

ORGANISATION AND DECISION-MAKING

The charity has a single management body, the Board of Trustees, elected by its members. The charity continues to benefit greatly from a talented committed Board. New Trustees are recruited through social media, recruitment advertising or networking. In accordance with the charity’s Articles of Association, the Board may by ordinary resolution appoint a person who is willing to act as a Director.

There were no resignations or changes to the Board in the period under review.

The Board of Trustees continue to meet quarterly with the CEO and other management staff to review finances, progress and performance, consider risk, strategy and going concerns. Trustee attendance at quarterly meetings has remained high at 95%.

An annual Trustees away day was not held this year, unlike previous years, given the Trustees’ focus on delivering the agreed transition and close out strategy.

In line with the organisational Conflict of Interest policy, all Trustees are required to complete the Conflict of Interest, Related Party Transaction and Annual Declaration form for each year that they are in office.

The CEO is responsible for the day-to-day operations, compliance and delivery of the charity’s strategy and is accountable to the Board of Trustees. Working closely with the Senior Management Team, decisions are taken to ensure the successful delivery of the agreed annual work plans, budgets, fundraising priorities and activities. Income, spend and performance are reviewed on a quarterly basis and any corrective actions taken are shared with the Trustees to keep projects on track and spend within budget. During the course of the period, the CEO met regularly with all staff to ensure strong engagement in the delivery of the transition strategy.

OBJECTIVES

The objects of the charity are advancement of health worldwide in all areas specific to HIV and related conditions and to address the social determinants. The charity does this by providing activities that will include, but not limited to, improving knowledge, awareness, attitudes, practice and ability through informing, educating, motivating and influencing.

In pursuance of the objects, for the public benefit, the staff and Trustees have undertaken the activities outlined in the front section of this report and with regard to the Charity Commission’s guidance on public benefit.

On closure of the charity at the end of the period remaining net assets were transferred to partner organisations with similar objects in accordance with the charity’s Dissolution Clause (60) in the Articles of Association.

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 33

Fundraising and partnerships

During the financial period, Avert’s fundraising and partnership efforts were fully aligned with our transition strategy. As agreed by the Board, we did not pursue new funding opportunities, instead focusing all resources on ensuring a successful transition.

Our long-standing partners – Vitol Foundation, ViiV Healthcare, Gilead, and Positive Action – strongly supported our bold new direction, stepping forward with significant and timely financial contributions. This funding extended Avert’s financial runway by an additional six months beyond initial projections, providing the necessary headroom to facilitate a well-managed transition, support our takeover partners, and ensure an orderly closure of the organisation, with due attention to staff support and organisational commitments. Their combined funding for the year totalled £672,835.

In addition, we engaged new potential donors to seek support for the transition. While these efforts did not result in additional funding, the substantial backing from our existing partners enabled us to provide a financial cushion for our takeover partners. Specifically, we were able to pass on funding equivalent to one year’s operational costs, giving them the stability needed to integrate the newly acquired programmes into their work and secure further funding.

We extend our sincere gratitude to our donors, partners, and expert advisors for their invaluable support throughout this critical period. Their commitment has played a key role in ensuring Avert’s legacy lives on through our local partners.

Finance report

Recognising the increasing complexity of the fundraising environment, the localisation agenda, our desire to secure a future for our brands and our reducing reserves, a decision was taken towards the end of the previous financial year to move to a new ordered transition and close out strategy effective from January 2024. This has led to a final year of financial activity finishing the delivery of some projects carried over from the previous year and transitioning the work and remaining funds on other projects to new partners. With this activity ending in March 2025 a further month was allowed to finalise the administration and legalities around closure, resulting in a final accounting period of 13 months ending 30th April 2025.

This closure decision was received positively in the sector and in many cases supported financially by further funding donated on our existing restricted grants when these were pivoted towards the transition. Work continued as long as possible on direct delivery by Avert but where it was effective to transfer the work to a new partner before the end of the period this opportunity was taken with permission from the donors to transfer remaining funds too.

With direct expenditure and transfers all restricted funds were fully spent up resulting in a nil balance by period end. In addition, Avert shared further costs on some of the projects from general funds. During the final transition phase in Q4 the three partners taking on Avert’s work received a total of £337,663 (£267,951 from restricted funds and £69,712 from general funds). A detailed breakdown of this amount is provided in Note 7.

In addition one partner was granted ownership of the charity’s Be In The Know brand (including website and social channels) which had a depreciated value of £29,641 on transfer.

After all costs and liabilities had been settled a final disbursement of remaining net funds of £13,880 was transferred to StopAIDS, who will hold the funds in trust for Avert leaving a nil balance in general funds also, and an overall nil final account.

During the period the total income for the period was £703,677 (2024: £361,394). This included income to support the ongoing growth of our products in preparation for transfer to the new takeover partners as well as costs specifically associated with close out. Due to the wind down of fundraising the total cost of raising funds reduced to £13,980 (2024: £92,731). Restricted income is identified as such and managed in accordance with the donors’ terms and conditions of grant. No compliance issues arose in the management and handling of restricted funds.

Total expenditure for the year was £1,339,738 (2024: £864,748) which is a 55% increase on last year (and a 4% increase in charitable activities expenditure excluding final transition partners transfers). This amount included closedown costs to support the handover and eventual closeout of £523,728 detailed in Note 6. 73% of the charitable expenditure was from restricted funds (2024: 69%).

34 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

The financial management for this final period focussed on careful projections and tracking of cash flow to ensure delivery of our commitments on both restricted and unrestricted funds, whilst leaving enough resources to transfer to the new custodians in order to maximise their ability to successfully take on our work and honour Avert’s legacy.

The majority of Avert’s staff were retained throughout the period before being made redundant as planned in December 2024 and March 2025 respectively.

Financial KPIs remained in place during the period and were reported on quarterly. They included tracking the percentage of cost share required on grants, and the extent of salary recovery from restricted funds.

Funds held by StopAIDS in trust will be used to pay any obligations that emerge in the post close out period and then once final close out has been achieved will be disbursed on prior instruction to the Avert takeover partners.

PRINCIPAL RISKS AND UNCERTAINTIES

Entering the charity’s final year some existing longer-term risks became less significant. However a series of acute new risks were identified specific to the transition strategy and timely closure of the charity. These risks were reviewed by management and the Trustees on a fortnightly basis, and systems and procedures were put in place to successfully mitigate these risks.

These risks included: failure to secure viable takeover partners; staff leaving thereby restricting our ability to deliver the handover to the takeover partners; failure to secure funding for the partners to deliver the newly acquired projects; donors requesting returns of funding; instability in the Board; outstanding debtors or unforeseen creditors disrupting cash flow projections; and running out of General Funds (in particular cash flow) before meeting all financial, legal and statutory commitments and the new strategy was completed.

INVESTMENTS AND RESERVES

The charity maintains reserves and investment policies that are reviewed annually during budget setting. An endowment was gifted to the charity by its founding Directors at the time of the charity’s formation in 1999. Over the years the endowment has been applied in support of the charitable objects and has allowed the charity to grow and transition towards being sustainable through donor funds.

In order to preserve the charity’s funds for the transition strategy the Trustees took the decision to fully derisk the stock holdings and convert all investments held in the endowment into an interest earning cash account in November 2023. Proceeds from one delisted stock were not finally realised until February 2025, after which the fund was fully drawn down and closed.

The endowment fund therefore ended the period valued at £nil (2024: £564,756).

A restricted funds total of £182,305 represented by 7 outstanding grants was brought forward into the current period and, together with additional income, was entirely expended by period end. At 30th April 2025 the charity held unrestricted reserves of £nil (2024: in deficit of £111,000). Movements on each restricted fund are summarised in Note 17.

Remaining general funds on closure of the charity were used as part of the transition process in accordance with the charity’s Articles of Association.

At 30th April 2025 the charity’s total funds amounted to £nil (2024: £636,061).

LIABILITIES AND GRANT COMMITMENTS

Avert had a sub-agreement in place with OPHID, a not-for-profit organisation in Zimbabwe funded under ViiV Healthcare Positive Action which came to an end in November 2024 following the successful delivery and completion of the grant. We also had a subagreement in place with LVCT Health, a not-for-profit organisation in Kenya, also funded under Positive Action that also came to an end in November 2024.

Grants were disbursed to the three takeover organisations in line with the donor commitments received for this work. Partnership agreements were signed in all cases that clearly state the use of the funds for the sole purpose of the ongoing delivery and development of the newly acquired products from Avert.

Avert had an office rental agreement in place with co-working office provider Platf9rm. This was renewed in October 2024 for 3 months and expired in December 2024.

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 35

Statement of Trustee responsibilities

The Trustees (who are also Directors of Avert for the purposes of company law) are responsible for preparing the Trustees’ 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:

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.

In so far as the Trustees are aware:

The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

APPOINTMENT OF AUDITORS

The charity reappointed Blue Spire Limited as the charity’s auditors for the period under review which is the final accounting period for Avert.

SMALL COMPANIES PROVISIONS

This report has been prepared in accordance with the small companies regime under the Companies Act 2006. Approved by the Trustees and signed on their behalf.

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----- Start of picture text -----
by
Professor Simon Forrest
Chairman
1 August 2025
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36 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

Independent auditor’s report to the members of Avert

OPINION

We have audited the financial statements of Avert (the ‘charitable company’) for the period ended 30 April 2025 which comprise Statement of Financial Activities, Balance Sheet, Statement of Cash Flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

BASIS FOR OPINION

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

EMPHASIS OF MATTER – FINANCIAL STATEMENTS PREPARED ON A BASIS OTHER THAN GOING CONCERN

We draw attention to Note 20 to the financial statements which explains that the trustees have ceased activities and passed the remaining assets to three non-governmental organisations and therefore the going concern basis of accounting has not been adopted in preparing the financial statements. Accordingly, the financial statements have been prepared on a basis other than going concern as described in Note 20. Our opinion is not modified in respect of this matter.

OTHER INFORMATION

The other information comprises the information included in the trustees’ report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the

other information contained within the report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

OPINIONS ON OTHER MATTERS PRESCRIBED BY THE COMPANIES ACT 2006

In our opinion, based on the work undertaken in the course of the audit:

MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 37

RESPONSIBILITIES OF TRUSTEES

As explained more fully in the statement of trustees responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

AUDITOR’S RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the Charity and the industry in which it operates, we identified the principal laws and regulations that directly affect the financial statements to be the Charities Act, Employment Act and Trustee Act. We assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statement items.

In addition, the Charity is subject to many other laws and regulations where the consequences of non-compliance could have a material effect on amounts or disclosures in the financial statements, for instance through the imposition of fines or litigation. As an investment, grant and donation funded charity providing advocacy and education directly or through the supporting of other entities there is a limitation to areas most likely to have such an effect. Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence if any.

Audit procedures performed by the engagement team included:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or noncompliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/ Our-Work/Audit/Audit-and-assurance/Standards-and-guidance/ Standards-and-guidance-for-auditors/Auditors-responsibilitiesfor-audit/Description-of-auditors-responsibilities-for-audit.aspx . This description forms part of our auditor’s report.

USE OF OUR REPORT

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

ie

Geoffrey Frost BSc (Hons) FCA (Senior Statutory Auditor) For and on behalf of Blue Spire Limited, Statutory Auditor

Cawley Priory, South Pallant Chichester, West Sussex PO19 7UY

1 August 2025

38 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT)

Note
INCOME AND ENDOWMENTS FROM:
Donations and legacies
1
Investments
2
Total
EXPENDITURE ON:
Raising funds - Investment management
3
Raising funds - Seeking funds
3
Charitable activities
4
Closedown costs and transfer of funds
6
Total
Net gains/(losses) on investment assets
Net Income/(expenditure)
Transfers between funds
17
Net movement in funds
RECONCILIATION OF FUNDS
Total funds brought forward
17
Total funds carried forward
17		 Unrestricted
Funds
£
9,119
21,723
30,842
-
13,980
214,841
255,777
484,598
-
(453,756)
564,756
111,000
(111,000)
-		 Restricted
Funds
£
672,835
-
672,835
-
-
587,189
267,951
855,140
-
(182,305)
-
(182,305)
182,305
-		 Endowment
Funds
£
-
-
-
-
-
-
-
-
-
-
(564,756)
(564,756)
564,756
-		 Period Ended
30 April
2025
Total
Funds
£
681,954
21,723
703,677
-
13,980
802,030
523,728
1,339,738
-
(636,061)
-
(636,061)
636,061
-		 Year Ended
31 March
2024
Total
Funds
£
325,621
35,773
361,394
4,513
88,218
772,017
-
864,748
(36,797)
(540,151)
-
(540,151)
1,176,212
636,061

The charity has no recognised gains or losses other than those dealt with in the statement of financial activities. All of the above results are derived from continuing activities.

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 39

BALANCE SHEET AS AT 30 APRIL 2025

30 April 31 March
2025 2024
Note £ £ £ £
FIXED ASSETS
Intangible assets 11 - 59,283
Tangible assets 12 - 4,862
Investments 13 - -
- 64,145
CURRENT ASSETS
Debtors 14 - 60,546
Cash at hand and in bank - 621,742
Total current assets - 682,288
CURRENT LIABILITIES
Creditors: amounts falling due within one year 15 - 110,372
Net current assets/(liabilities) - 571,916
Net assets/(liabilities) - 636,061
THE FUNDS OF THE CHARITY
Endowment funds 17
Expendable endowment - 564,756
Fair value reserve - -
- 564,756
Restricted funds 17 - 182,305
Unrestricted funds
Designated Funds - 4,862
General Funds - (115,862)
Total unrestricted funds 17 - (111,000)
Total charity funds - 636,061

The financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

The accompanying notes form part of these financial statements.

The financial statements were approved and authorised for issue by the trustees on ………………………………… and signed on their behalf by: The financial statements were approved and authorised for issue by the trustees on 1 August 2025 and signed on their behalf by: Professor Simon Forrest Chairman[bir]

Avert

Registered Charity Number 1074849 Registered Company Number 03716796

40 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

STATEMENT OF CASH FLOWS

£
£
Net cash flow from operating activities (see below)
(645,071)
Cash flow from investing activities
Proceeds from sales of investments
-
Receipts from sale of tangible fixed assets
1,606
Investment income
21,723
Net cash flow from investing activities
23,329
Net increase/(decrease) in cash and cash equivalents
(621,742)
Cash and cash equivalents brought forward
621,742
Cash and cash equivalents carried forward
-
Cash and cash equivalents consist of:
Cash at bank and in hand
-
Cash and cash equivalents at period/year end
-
Reconciliation of net income to net cash flow from operating activities
£
£
Net income for the period
(636,061)
Adjusted for:
Investment income
(21,723)
(Gains)/losses on investments
-
Depreciation of tangible and impairment of intangible fixed assets
31,580
Loss/(gain) on disposal of fixed assets
1,318
Loss/(gain) on disposal of intangible assets assets
29,641
Decrease/(increase) in debtors
60,546
Increase/(decrease) in creditors
(110,372)
(9,010)
(645,071)
Analysis of changes in net debt
Period End
30 April
2025
Cash and cash
equivalents
£
Total net debt brought forward
621,742
Cash flows
(621,742)
Total net debt carried forward
-
Period Ended
30 April
Period Ended
2025
2025
30 April		 £
£
(364,495)
880,298
-
35,773
916,071
551,576
70,166
621,742
621,742
621,742
£
£
(540,151)
(35,773)
36,797
31,852
-
-
96,821
45,959
175,656
(364,495)
Year End
31 March
2024
Cash and cash
equivalents
£
70,166
551,576
621,742
Year Ended
31 March
Year Ended
2024
2024
31 March		 £
£
(364,495)
880,298
-
35,773
916,071
551,576
70,166
621,742
621,742
621,742
£
£
(540,151)
(35,773)
36,797
31,852
-
-
96,821
45,959
175,656
(364,495)
Year End
31 March
2024
Cash and cash
equivalents
£
70,166
551,576
621,742
Year Ended
31 March
Year Ended
2024
2024
31 March
(364,495)
Year End
31 March
2024
Cash and cash
equivalents
£
70,166
551,576
621,742

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 41

ACCOUNTING POLICIES

General information, scope and basis of the financial statements

Avert is an incorporated charity, limited by guarantee, incorporated in England with the company number 03716796. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per member of the charity. The address of the registered office is given in the charity information page of these financial statements. The nature of the charity’s operations and principal activities are outlined in the trustees' report.

The charity constitutes a public benefit entity as defined by FRS 102. 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 issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

The financial statements are not prepared on a going concern basis with items modified to an appropriate fair value as necessary. The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all periods presented unless otherwise stated.

Incoming resources

All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.

For legacies, entitlement is the earlier of the charity being notified of an impending distribution or the legacy being received. At this point income is recognised. On occasion legacies will be notified to the charity however it is not possible to measure the amount expected to be distributed. On these occasions, the legacy is treated as a contingent asset and disclosed.

Income from government and other grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.

Investment income is earned through holding assets for investment purposes such as shares and cash deposits. It includes dividends and interest. Where it is not practicable to identify investment management costs incurred within a scheme with reasonable accuracy the investment income is reported net of these costs. It is included when the amount can be measured reliably. Interest income is recognised using the effective interest method and dividend income is recognised as the charity’s right to receive payment is established.

Resources expended

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. It is categorised under the following headings:

● costs of raising funds; which includes the costs of organising events and investment management fees

Grants payable to third parties are within the charitable objectives. Where unconditional grants are offered, this is accrued as soon as the recipient is notified of the grant, as this gives rise to a reasonable expectation that the recipient will receive the grants. Where grants are conditional relating to performance then the grant is only accrued when any unfulfilled conditions are outside of the control of the charity.

42 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

ACCOUNTING POLICIES

Support cost allocation

Support costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs and administrative payroll costs. They are incurred directly in support of expenditure on the objects of the charity. Where support costs cannot be directly attributed to particular headings they have been allocated to cost of raising funds and expenditure on charitable activities on a basis consistent with use of the resources.

The analysis of these costs is included in Note 5 and has been included on the following basis:

Promoting knowledge of those at risk 40% Promoting knowledge of community educators 40% Supporting practitioners 20%

Employee benefits

When employees have rendered service to the charity, short-term employee benefits to which the employees are entitled are recognised at the undiscounted amount expected to be paid in exchange for that service.

Pension costs

The charity operates a defined contribution pension scheme. Contributions to the scheme are charged to the statement of financial activities on a payable basis.

VAT

The charity is not registered for VAT and is unable to recover VAT incurred. On this basis costs are recorded inclusive of VAT within the SoFA.

Taxation

The charity is considered to pass the tests set out in sections 466 to 493 Corporation Tax Act 2010 (CTA 2010), as such no income tax is payable on the charity's activities.

Intangible assets

Identifiable development expenditure on the website is capitalised to the extent that the technical, commercial and financial feasibility can be demonstrated.

Intangible assets are amortised on a straight line basis over their useful lives. The useful lives of intangible assets are as follows:

Website 25% Straight line

Fixed assets

Tangible fixed assets are stated at cost less accumulated depreciation and accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of operating as intended.

Depreciation is provided on all tangible fixed assets, at rates calculated to write off the cost, less estimated residual value, of each asset on a systematic basis over its expected useful life as follows:

Office equipment 25% straight line

Fixed asset investments

Investments are recognised initially at fair value which is normally the transaction price excluding transaction costs. Subsequently, they are measured at fair value with changes recognised in ‘net gains/(losses) on investments’ in the SoFA if the shares are publicly traded or their fair value can otherwise be measured reliably.

Debtors and creditors receivable / payable within one year

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 43

ACCOUNTING POLICIES

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value. In addition it includes cash at bank and in hand and cash balances within the investment portfolio available for investment transaction purposes.

Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

Endowment funds represent those assets which were gifted to the charity to be held for income generation and applied in furtherance of the charity’s objects. Income arising on the endowment funds can be used in accordance with the objects of the charity and is included as unrestricted income. Any capital gains or losses arising on the investments form part of the fund. Investment management charges and legal advice relating to the fund are charged against the fund.

Further details of each fund are disclosed in Notes 17 and 18.

44 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

NOTES TO THE FINANCIAL STATEMENTS

1. Donations and legacies

1. Donations and legacies
Donations
Grants
Donations
Grants
2. Investments
Bank interest
Income from investment holdings
Other investment income
Bank interest
Income from investment holdings		 Unrestricted
Funds
£
4,051
5,068
9,119
Unrestricted
Funds
£
4,869
-
4,869
Unrestricted
Funds
£
3,160
15,943
2,620
21,723
Unrestricted
Funds
£
3,354
32,419
35,773		 Restricted
Funds
£
-
672,835
672,835
Restricted
Funds
£
-
320,752
320,752
Restricted
Funds
£
-
-
-
-
Restricted
Funds
£
-
-
-		 Endowment
Funds
£
-
-
-
Endowment
Funds
£
-
-
-
Endowment
Funds
£
-
-
-
-
Endowment
Funds
£
-
-
-		 Period Ended
30 April
2025
Total
Funds
£
4,051
677,903
681,954
Year Ended
31 March
2024
Total
Funds
£
4,869
320,752
325,621
Period Ended
30 April
2025
Total
Funds
£
3,160
15,943
2,620
21,723
Year Ended
31 March
2024
Total
Funds
£
3,354
32,419
35,773

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 45

NOTES TO THE FINANCIAL STATEMENTS

3. Raising funds

Investment management
Investment management fees
Cost of seeking donations, grants and legacies
Staff costs
Other costs
Investment management
Investment management fees
Cost of seeking donations, grants and legacies
Staff costs
Other costs		 Unrestricted
Funds
£
-
-
5,017
8,963
13,980
13,980
Unrestricted
Funds
£
-
-
73,011
15,207
88,218
88,218		 Restricted
Funds
£
-
-
-
-
-
-
Restricted
Funds
£
-
-
-
-
-
-		 Endowment
Funds
£
-
-
-
-
-
-
Endowment
Funds
£
4,513
4,513
-
-
-
4,513		 Period Ended
30 April
2025
Total
Funds
£
-
-
5,017
8,963
13,980
13,980
Year Ended
31 March
2024
Total
Funds
£
4,513
4,513
73,011
15,207
88,218
92,731

46 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

NOTES TO THE FINANCIAL STATEMENTS

4. Charitable activities

Promoting knowledge of those at risk
Staff costs
Other direct costs
Support and governance costs
Promoting knowledge of community educators
Grants (see note 7)
Staff costs
Other direct costs
Support and governance costs
Supporting practitioners
Staff costs
Other direct costs
Support and governance costs
Promoting knowledge of those at risk
Staff costs
Other direct costs
Support and governance costs
Promoting knowledge of community educators
Grants (see note 7)
Staff costs
Other direct costs
Support and governance costs
Supporting practitioners
Staff costs
Other direct costs
Support and governance costs		 Unrestricted
Funds
£
46,950
44,226
32,402
123,578
12,268
15,650
14,742
32,402
75,062
-
-
16,201
16,201
214,841
Unrestricted
Funds
£
19,899
90,615
35,708
146,222
-
6,633
30,205
35,708
72,546
-
-
17,854
17,854
236,622		 Restricted
Funds
£
189,081
94,354
-
283,435
38,809
63,027
31,452
-
133,288
63,897
106,569
-
170,466
587,189
Restricted
Funds
£
243,895
82,389
11,388
337,672
14,563
81,298
27,462
11,388
134,711
36,701
20,617
5,694
63,012
535,395		 Endowment
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Endowment
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Period Ended
30 April
2025
Total
Funds
£
236,031
138,580
32,402
407,013
51,077
78,677
46,194
32,402
208,350
63,897
106,569
16,201
186,667
802,030
Year Ended
31 March
2024
Total
Funds
£
263,794
173,004
47,096
483,894
14,563
87,931
57,667
47,096
207,257
36,701
20,617
23,548
80,866
772,017

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 47

NOTES TO THE FINANCIAL STATEMENTS

5. Support and governance costs

5. Support and governance costs
Staff costs
Premises
Recruitment and training
Travel, conferences and events
Security including Legal and HR
Printing, postage and stationery
Telephone
Computer costs and equipment hire
General office and office moving expenses
Insurance
Subscriptions
Depreciation
Governance:
Audit and Accountancy fees
Trustee training and expenses
Strategic Development
Overhead allocation to Restricted Funds
Allocation of support costs
Promoting knowledge of those at risk
Promoting knowledge of community educators
Supporting practitioners		 Unrestricted
Funds
£
36,968
16,363
132
704
1,047
2,164
475
3,104
3,272
3,056
4,939
1,939
5,760
328
754
81,005
-
81,005
32,402
32,402
16,201
81,005		 Restricted
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Endowment
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Period Ended
30 April
2025
Total
Funds
£
36,968
16,363
132
704
1,047
2,164
475
3,104
3,272
3,056
4,939
1,939
5,760
328
754
81,005
-
81,005
32,402
32,402
16,201
81,005

48 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

NOTES TO THE FINANCIAL STATEMENTS

5. Support and governance costs (continued)

Staff costs
Premises
Recruitment and training
Travel, conference and events
Security including Legal and HR
Printing, postage and stationery
Telephone
Computer costs and equipment hire
General office and office moving expenses
Insurance
Subscriptions
Depreciation
Governance:
Audit and Accountancy fees
Trustee training and expenses
Strategic Development
Overhead allocation to restricted funds
Allocation of support costs
Promoting knowledge of those at risk
Promoting knowledge of community educators
Supporting practitioners		 Unrestricted
Funds
£
52,489
31,571
60
835
2,547
5,563
608
2,812
1,673
1,974
3,851
2,211
5,970
-
5,576
117,740
(28,470)
89,270
35,708
35,708
17,854
89,270		 Restricted
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
28,470
28,470
11,388
11,388
5,694
28,470		 Endowment
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Year Ended
31 March
2024
Total
Funds
£
52,489
31,571
60
835
2,547
5,563
608
2,812
1,673
1,974
3,851
2,211
5,970
-
5,576
117,740
-
117,740
47,096
47,096
23,548
117,740

6. Closedown costs and transfer of funds

6. Closedown costs and transfer of funds
Legal and professional fees
Redundancy and termination costs
Closure Event
Transfer of funds and assets to partners (see note 7)		 Unrestricted
Funds
£
3,000
120,877
18,667
113,233
255,777		 Restricted
Funds
£
-
-
-
267,951
267,951		 Endowment
Funds
£
-
-
-
-
-		 Period Ended
30 April
2025
Total
Funds
£
3,000
120,877
18,667
381,184
523,728

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 49

NOTES TO THE FINANCIAL STATEMENTS

7. Analysis of grants

Country of use England and Wales unless noted

7. Analysis of grants
Country of use E		 ngland and Wale s unless noted
Grants to institutions
OPHID
Zimbabwe
Grants to partners on closure
OPHID
Zimbabwe
Transfer of Vitol funding
Transfer of general funds
Well Made Strategy
Kenya
Transfer of Vitol funding
Transfer of Gilead funding
Transfer of Be In The Know website
Transfer of general funds
LVCT Health
Kenya
Transfer of Vitol funding
STOPAIDS
Transfer of general funding
Total grants to partners on closure
StopAIDS		 Unrestricted
Funds
£
-
-
32,051
32,051
-
-
29,641
37,661
67,302
-
-
13,880
13,880
113,233		 Restricted
Funds
£
38,809
76,699
-
76,699
77,382
73,849
-
-
151,231
40,021
40,021
-
-
267,951		 Endowment
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
-
-		 Period Ended
30 April
2025
Total
Funds
£
38,809
76,699
32,051
108,750
77,382
73,849
29,641
37,661
218,533
40,021
40,021
13,880
13,880
381,184		 Year Ended
31 March
2024
Restricted
Funds
£
14,563
-
-
-
-
-
-
-
-
-
-
-
-
-

8. Auditors' remuneration

Auditors' remuneration - audit fee
Auditors' remuneration - other accountancy services
Auditors' remuneration - audit
Auditors' remuneration - other accountancy services		 Unrestricted
Funds
£
5,760
3,000
Unrestricted
Funds
£
5,370
600		 Restricted
Funds
£
-
-
Restricted
Funds
£
-
-		 Endowment
Funds
£
-
-
Endowment
Funds
£
-
-		 Period Ended
30 April
2025
Total
Funds
£
5,760
3,000
Year Ended
31 March
2024
Total
Funds
£
5,370
600

50 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

NOTES TO THE FINANCIAL STATEMENTS

9. Wages and salary cost

Gross wages
Employer's national insurance costs (inclusive of employer national insurance allowance)
Employer's pension contributions
Hosted staff funded of overseas charity
Former employees contracted on self employed basis
Termination payments*
Subcontract staff overseas		 Period Ended
30 April
2025
Total
Funds
£
346,626
33,577
32,587
(25,520)
19,800
120,877
20,311
548,258		 Year Ended
31 March
2024
Total
Funds
£
426,305
41,499
35,357
(36,103)
-
8,578
43,150
518,786

The number of employees who received employee benefits (excluding employer contributions) of more than

The average number of employees was:
Administration of charitable activities
£60,000 is as follows:
£60,000 - £70,000
£70,000 - £80,000		 2025
No.
1
1
2
7
7		 2024
No.
2
-
2
11
11

Pension scheme

The charity operates a defined contribution pension scheme for its employees. The total payable for the period under review was £27,595 (2024: £35,357). No amounts were outstanding at the end of the financial period (2024: £4,393).

10. Related party transactions

None of the trustees received any remuneration during the period under review nor the comparative year. £328 (2024: £nil) was reimbursed to or paid on behalf of the trustees.

No donations were received from the charity's trustees in the period under review nor in the comparative year.

During the period under review the charity reimbursed or paid expenses on behalf of the three (2024: three) key management personnel incurred in the performance of their duties totalling £4,082 (2024: £2,175).

During the period the charity had three (2024: three) key management personnel comprising the CEO, Director of Communications and Digital Health Strategy, and Director of Finance and Operations. The total employee benefits, inclusive of employer’s national insurance, pension Health Strategy, Director of Finance and Operations. The total employee benefits, inclusive of employer's national insurance, pension contributions and termination payments, received by those key management personnel amounted to £309,278 (2024: £210,402).

In addition some key management personnel remained with the charity on a self employed basis to manage the closure process and received amounts totalling £19,800.

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 51

NOTES TO THE FINANCIAL STATEMENTS

11. Intangible fixed assets

Cost
At 1 April 2024
Additions
Disposals
At 30 April 2025
Amortisation
At 1 April 2024
Charge for the period
On disposals
At 30 April 2025
Net book value at 30 April 2025
Net book value at 31 March 2024		 Website
£
118,565
-
(118,565)
-
59,282
29,641
(88,923)
-
-
59,283		 Total
£
118,565
-
(118,565)
-
59,282
29,641
(88,923)
-
-
59,283

12. Tangible fixed assets

Cost
At 1 April 2024
Additions
Disposals
At 30 April 2025
Depreciation
Accumulated at 1 April 2024
Charge for the period
On disposals
At 30 April 2025
Net book value at 30 April 2025
Net book value at 31 March 2024		 Office
equipment
£
14,642
-
(14,642)
-
9,780
1,939
(11,719)
-
-
4,862		 Total
£
14,642
-
(14,642)
-
9,780
1,939
(11,719)
-
-
4,862

52 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

NOTES TO THE FINANCIAL STATEMENTS

13. Fixed assets investments

Reconciliation of movement on investments
Carrying (market) value brought forward
Additions at cost
Disposals at carrying value
Gain/(Loss) on revaluation
Net increase/(decrease) in cash
Carrying (market) value carried forward
Gains/(losses) on investments
Unrealised (from above)
Realised on disposal of fixed asset investments
The investments above are analysed as follows:
Listed investments
Cash or cash equivalents
14. Debtors
Other debtors
Prepayments
Accrued income receivable within one year		 Listed
investments
£
-
-
-
-
-
-
-
-
-
-
-
-		 Cash
£
-
-
-
-
-
-
-
-
-
-
-
-		 30 April
2025
Total
Funds
£
-
-
-
-
-
-
-
-
-
-
-
-
30 April
2025
Total
Funds
£
-
-
-
-		 31 March
2024
Total
Funds
£
930,840
-
(917,095)
-
(13,745)
-
-
(36,797)
(36,797)
-
-
-
31 March
2024
Total
Funds
£
864
5,031
54,651
60,546

Accrued income in the prior year consists of £50,271 of grant income receivable, £187 of gift aid recoverable and £4,193 of interest receivable.

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 53

NOTES TO THE FINANCIAL STATEMENTS

15. Creditors: amounts falling due within one year

Trade creditors
Accruals
Deferred income (see below)
Other creditors
Taxation and social security
Deferred income
ViiV - Positive Action
16. Analysis of net assets between funds
Intangible fixed assets
Tangible fixed assets
Fixed asset investments
Current assets
Current liabilities		 Unrestricted
Funds
£
-
-
-
-
-
-		 Brought
forward
£
66,908
66,908
Restricted
Funds
£
-
-
-
-
-
-		 Released
in year
£
(66,908)
(66,908)
Endowment
Funds
£
-
-
-
-
-
-		 30 April
2025
Total
Funds
£
-
-
-
-
-
-
Deferred
in year
£
-
-
30 April
2025
Total
Funds
£
-
-
-
-
-
-		 31 March
2024
Total
Funds
£
7,314
21,022
66,908
4,393
10,735
110,372
Carried
forward
£
-
-
31 March
2024
Total
Funds
£
59,283
4,862
-
682,288
(110,372)
636,061

54 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

NOTES TO THE FINANCIAL STATEMENTS

17. Analysis of net movement in funds

Period ended 30 April 2025
Total funds Total Total Gains and Transfers Total funds
brought incoming resources (losses) on between carried
forward resources expended investments funds forward
£ £ £ £ £ £
Endowment funds
Expendable endowment 564,756 - - - (564,756) -
Fair value reserve - - - - - -
Total endowment funds 564,756 - - - (564,756) -
Restricted funds
Vitol Foundation - Youth Boost - - - - - -
Vitol Foundation - Youth Boost 13,996 355,793 (369,789) - - -
ViiV Healthcare - Technical support to 48,881 - (48,881) - - -
ViiV - Prevention - - - - - -
ViiV - Strategic Fund 6,151 66,908 (73,059) - - -
ViiV - Positive Action (9,708) 66,295 (56,587) - - -
ViiV (3.2) Positive Action Phase 2
Zimbabwe
Positive Action Phase 2		 - 59,924 (59,924) - - -
ViiV 3.3 Positive Action
ViiV Positive Action Phase 3		 - 50,066 (50,066) - - -
Gilead Sciences Inc - Support for
Practitioners		 64,200 - (64,200) - - -
Gilead Sciences Inc - Zeroing in - - - - - -
Gilead Sciences Inc - Monkeypox - - - - - -
Gilead Sciences Inc - Testing and
Leaning
Learning		 42,256 - (42,256) - - -
GILEAD - 7 BITK Scale
Gilead Sciences Inc BITK Scale		 - 73,849 (73,849) - - -
Mercury Phoenix Trust - What People
Want		 16,529 - (16,529) - - -
Risk Pool Fund - Youth Boost - - - - - -
VSO/Eagle - Sena and Chiute - - - - - -
Reach_(previously Praekelt)_(EJAF) - - - - - - -
Total restricted funds 182,305 672,835 (855,140) - - -
Unrestricted funds
Designated funds
Fixed asset reserve 4,862 - (1,939) - (2,923) -
4,862 - (1,939) - (2,923) -
General Fund (115,862) 30,842 (482,659) - 567,679 -
Total unrestricted funds (111,000) 30,842 (484,598) - 564,756 -
Total funds 636,061 703,677 (1,339,738) - - -
Breakdown of expenditure Charity Closure
expenditure costs Total
£ £ £
Endowment funds - - -
Restricted funds
Vitol Foundation - Youth Boost (175,687) (194,102) (369,789)
Gilead - (73,849) (73,849)
Other restricted funds (411,502) - (411,502)
(587,189) (267,951) (855,140)
Unrestricted funds (228,821) (255,777) (484,598)
Total resources expended (816,010) (523,728) (1,339,738)

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 55

NOTES TO THE FINANCIAL STATEMENTS

17. Analysis of net movement in funds (continued)

17. Analysis of net movement in funds (continued)
Endowment funds
Expendable endowment
Fair value reserve
Total endowment funds
Restricted funds
Vitol Foundation - Youth Boost
Vitol Foundation - Youth Boost
ViiV Healthcare - Technical support to
Umunthu project
ViiV - Prevention
ViiV - Strategic Fund
ViiV - Positive Action
Gilead Sciences Inc - Support for
practitioners
Gilead Sciences Inc - Zeroing in
Gilead Sciences Inc - Monkeypox
Gilead Sciences Inc - Testing and
Leaning
Mercury Phoenix Trust - Be in the
Know
Risk Pool Fund - Youth Boost
VSO/Eagle - Sena and Chiute
Reach_(previously Praekelt)(EJAF) -
_Total endowment funds
Unrestricted funds
Designated funds
Fixed asset reserve
General Fund
Total unrestricted funds
Total funds
Learning		 Year ended 31 March 2024
Total funds
brought
forward
£
673,127
257,714
930,841
57,471
-
-
47,225
-
-
-
92,848
41,379
-
-
26,878
14,694
116,453
396,948
7,072
7,072
(158,649)
(151,577)
1,176,212		 Total
incoming
resources
£
-
-
-
-
37,012
79,913
-
13,382
13,259
78,419
-
-
99,844
24,663
-
(24,313)
(1,427)
320,752
-
-
40,642
40,642
361,394		 Total
resources
expended
£
(4,513)
-
(4,513)
(57,471)
(23,016)
(31,032)
(47,225)
(7,231)
(22,967)
(14,219)
(92,848)
(41,379)
(57,588)
(8,134)
(26,878)
9,619
(115,026)
(535,395)
(2,211)
(2,211)
(322,629)
(324,840)
(864,748)		 Gains and
(losses) on
investments
£
220,917
(257,714)
(36,797)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(36,797)		 Transfers
between
funds
£
(324,775)
-
(324,775)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
324,775
324,775
-		 Total funds
carried
forward
£
564,756
-
564,756
-
13,996
48,881
-
6,151
(9,708)
64,200
-
-
42,256
16,529
-
-
-
182,305
4,861
4,861
(115,861)
(111,000)
636,061

56 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

NOTES TO THE FINANCIAL STATEMENTS

18. Description of funds

Expendable endowment Expendable endowment funds comprise an expendable endowment donated to the charity in 1989.
Fair value reserve Representing the variance between cost and fair value of the charity’s investment assets.
Vitol Foundation - Youth Boost Funds received for the Youth Boost project and Boost evaluation.
ViiV Healthcare - Technical support Funds received from ViiV Healthcare’s Positive Action for Children Fund to support Umunthu’s
Prevention of Mother-to-Child Transmission project.
ViiV Prevention Funds received to support knowledge and awareness of HIV prevention options.
ViiV Strategic Fund Funds received to support BITK development and transition.
ViiV Positive Action Funds received to support scaling of Boost in Zimbabwe and Kenya.
Gilead Sciences Inc - Practitioners Funds received to support provision of COVID-19 information.
Gilead Sciences Inc - Zeroing in Funds received to support communications work with young adults and community health workers.
Gilead Sciences Inc - Monkeypox Funds received to support knowledge and action for populations who need to know.
Gilead Sciences Inc - Testing and Funds received to support behavioural analysis, testing, evaluation and improvement of BITK.
Learning
Gilead Sciences In - BITK Scale Funds received to support scale up of BITK brand.
VSO/Eagle - Sena and Chiute Funds received to support the empowerment of Sena and Chiute speaking adolescent girls to learn
and earn.
Reach (previously Praekelt) (EJAF) - Funds received via the Elton John AIDS Foundation in partnership with Reach (previously Praekelt)
Young Africa Live to build an integrated digital health information platform for young people.
Mercury Phoenix Trust - Young Voices Funds received from Mercury Phoenix Trust to support the charity’s Promoting knowledge and
education projects.
Mercury Phoenix Trust - PrEP Funds received from Mercury Phoenix Trust to create a social media campaign promoting
awareness, interest, support and demand for PrEP among young people in Southern Africa.
Risk Pool Fund - Be in the Know Funds received from the Risk Pool Fund in collaboration with The Vitol Foundation to evaluate
(Zambia) sexual health communications during the coronavirus epidemic in Zambia.
Fixed asset reserve Designated funds representing the net book value of fxed assets.
General funds Funds available for use at the discretion of the trustees.

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 57

NOTES TO THE FINANCIAL STATEMENTS

19. Transfers between funds

From
To
Transfer 1
Expendable endowment
General fund		 Unrestricted
Funds
£
564,756
564,756		 Designated
Funds
£
-
-		 Restricted
Funds
£
-
-		 Endowment
Funds
£
(564,756)
(564,756)		 Total
Funds
£
-
-

Transfer from expendable endowment funds to general fund to support the expenditure of the charity.

Transfer 2
General fund
Fixed Assets		 2,923
2,923		 (2,923)
(2,923)		 -
-		 -
-		 -
-

Transfer from general funds to fixed assets designated fund representing the additions to and disposal of fixed assets.

Transfer 3 Gilead Sciences 1 General fund - - - - - - - - - - Transfer from general funds in respect of IT infrastructure expenditure funded by restricted fund. 567,679 (2,923) - (564,756) -

20. Cessaton of activities

Avert ceased activities at 30th April 2025 and this report is Avert's final set of accounts. At the end of the period the charity's remaining funds and assets were transferred to three NGOs in East and Southern Africa, who we have been working with and have similar objects aligning with our values and mission. A small final balance remains in trust with another UK AIDS charity and will be transferred to the new partners once the formalities of company and charity deregistration are completed .

58 |[AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025]

NOTES TO THE FINANCIAL STATEMENTS

21. Financial instruments

The carrying amounts of the charity's financial instruments are as follows:

Financial assets
Measured at fair value through net income/(expenditure):
Fixed asset investments
_Fair value is taken as the average of the bid and offer price for each security_
Financial assets
Measured at amortised cost:
Trade debtors
Financial liabilities
Measured at amortised cost:
Trade creditors		 2025
Total
Funds
£
-
-
2025
Total
Funds
£
-
-
-
-		 2024
Total
Funds
£
-
-
2024
Total
Funds
£
-
-
7,314
7,314

The income, expense, net gains and net losses attributable to the charity's financial instruments are summarised as follows:

Income and expense
Financial assets measured at fair value through net income/(expenditure)
Investment income
Investment management fees
Net gains and losses (including changes In fair value)
Financial assets measured at fair value through net income/(expenditure)
Unrealised gains/(losses) on investments
Realised gains/(losses) on investments		 2025
Total
Funds
£
15,943
-
15,943
-
-
-		 2024
Total
Funds
£
32,419
(4,513)
27,906
-
(36,797)
(36,797)

Fixed asset investments are held at fair value with valuations obtained using closing mid-market price.

AVERT FINANCIAL STATEMENTS FOR THE PERIOD ENDED 30 APRIL 2025 | 59

NOTES TO THE FINANCIAL STATEMENTS

22. Comparative statement of financial activities

Note
INCOME AND ENDOWMENTS FROM:
Donations and legacies
1
Investments
2
Total
EXPENDITURE ON:
Raising funds - Investment management
3
Raising funds - Seeking funds
3
Charitable activities
4
Total
Net gains/(losses) on investment assets
Net Income/(expenditure)
Transfers between funds
17
Net movement in funds
RECONCILIATION OF FUNDS
Total funds brought forward (restated)
17
Total funds carried forward
17		 Unrestricted
Funds
£
4,869
35,773
40,642
-
88,218
236,622
324,840
-
(284,198)
324,775
40,577
(151,577)
(111,000)		 Restricted
Funds
£
320,752
-
320,752
-
-
535,395
535,395
-
(214,643)
-
(214,643)
396,948
182,305		 Endowment
Funds
£
-
-
-
4,513
-
-
4,513
(36,797)
(41,310)
(324,775)
(366,085)
930,841
564,756		 Year End
31 March
2024
Total
Funds
£
325,621
35,773
361,394
4,513
88,218
772,017
864,748
(36,797)
(540,151)
-
(540,151)
1,176,212
636,061

AN INDEPENDENT VOICE Avert’s contribution to the global HIV response 1986–2024

Our legacy report documents and celebrates Avert’s impressive range of work over its 38-year lifetime.

PLANNING FOR A GOOD ENDING A reflective case study on localisation and proactive closeout

Our transition report reflects on the lessons we learned throughout our transition and localisation journey, offering insights to other nonprofits in the future.

Both reports are available to download from www.avert.info

PHOTO CREDITS

www.avert.info General email: info@avert.org

Registered UK charity no. 1074849 Registered UK company no. 03716796

cover & all on pp.22–23 © Emma Bailey Photography contents, pp.2–3, 4, 6–7, © Victor Wahome 13, 15, 28–29, 30 & 31

pp.8–9, 21, 25 & 26–27 © Gulshan Khan/Avert/Ikusasa Lethu p.10 © Sarah Oughton p.16 © Hilton Matyatya p.18 © Denis Osumo