## **WOMEN'S INCLUSIVE TEAM LTD** 

**(‘WIT’)** 

A COMPANY LIMITED BY GUARANTEE 

**ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025** 

**COMPANY REGISTRATION NO: 07148997 (ENGLAND AND WALES)** 

**CHARITY REGISTRATION NO: 1178296** 



## **Table of Contents** 

REFERENCE AND ADMINISTRATIVE INFORMATION………………………………………………………..1 INTRODUCTION AND CHAIR’S REPORT .................................................................................................. 2 Message from The Chair ........................................................................................................................... 2 Public benefit ......................................................................................................................................... 4 Objectives and activities ........................................................................................................................ 4 Vision & Mission .................................................................................................................................... 4 Governing document ............................................................................................................................. 5 Organisation .......................................................................................................................................... 5 Senior Management Team (SMT) and Staff structure .......................................................................... 5 Trustee Recruitment and Governance Structure .................................................................................. 6 ACTIVITIES & ACHIEVEMENTS .................................................................................................................. 6 **Empowering Children and Young People** ............................................................................................ 6 Chicksand Preschool ............................................................................................................................ 6 Stay and Play Programme .................................................................................................................... 7 Morpeth School Community Engagement ............................................................................................ 8 Hiddo Girls ............................................................................................................................................. 9 Summer Programme ........................................................................................................................... 10 Maangaar - _SEND Children_ ................................................................................................................ 11 **Improving Health and Wellbeing** ......................................................................................................... 12 Flourishing Communities ..................................................................................................................... 12 Haawa Domestic Abuse Project.......................................................................................................... 13 Community Connectors ....................................................................................................................... 14 Bridging Mental Health Services and Community Support ................................................................. 14 **Tackling Food Inequality** ...................................................................................................................... 15 The Community Pantry ....................................................................................................................... 15 The Community Kitchen ...................................................................................................................... 15 Hooyo East: The Takeaway that Gives Back ...................................................................................... 16 **Providing Advice & Guidance** .............................................................................................................. 17 Advice .................................................................................................................................................. 17 Guidance ............................................................................................................................................. 18 FINANCIAL REVIEW .................................................................................................................................. 19 RESERVES ......................................................................................................................................... 19 STATEMENT OF TRUSTEES’ RESPONSIBILITIES ......................................................................... 19 INDEPENDENT EXAMINER’S STATEMENT .................................................................................... 21 STATEMENT OF FINANCIAL ACTIVITIES……………………………………………………………….22 BALANCE SHEET…………………………………………………………………………………………....23 STATEMENT OF CASH FLOWS..………………………………………………………………………....24 NOTES TO THE FINANCIAL STATEMENTS………………………………………………......25 



The trustees, who are also directors for the purposes of company law, present their report and the unaudited financial statements of the charity for the year ended 31 March 2025. 

## **REFERENCE AND ADMINISTRATIVE DETAILS** 

**Registered charity name** Women’s Inclusive Team **Charity registration number** 1178296 **Company registration number** 07148997 **Registered office** 202 Mayfield House Cambridge Heath Road London E2 9LJ 

**Board of Trustees Name Designation Trustee since** Sieda Omer Isman Chair since January 2023 April 2019 Richa Ellis Vice Chair since January 2025 September 2021 Emily Teh Xiao-Fang Head of Finance sub-committee May 2022 Quyen Le Head of Governance and Risk sub-committee January 2025 Zeinab Ali Health Lead December 2020 Sabaad Hassan Community Engagement December 2020 Amina Abdi Community Engagement April 2019 Olga Petrovic Governance and Risk sub-committee and January 2025 Yemi Sonuga Finance sub-committee January 2025 Juliane Guderian Governance and Risk sub-committee January 2025 Natasha Hanckel-Spice Finance sub-committee Resigned August 2024 

**Bankers** Barclays Bank 240 Whitechapel Road London E1 1BJ **Independent examiner** Accountability Europe Limited Omnibus Workspace 39-41 North Road London N7 9DP 



## INTRODUCTION AND CHAIR’S REPORT 

## Message from The Chair 

At WIT, we often describe our approach as offering a _holistic hug_ —a warm, culturally sensitive wraparound of support that meets women, girls and their families where they are. For many, their first contact with us is through our advice services. Whether seeking help with housing, benefits or food support, this initial interaction often becomes a gateway to deeper healing and empowerment. Yet, without a culturally responsive partner, many would never reach out at all. 

This is precisely why WIT exists: to be that trusted partner. We create safe, welcoming spaces where women feel seen, heard and supported. Our work is rooted in understanding and driven by the belief that everyone deserves access to the tools and care they need to thrive. When that happens, it creates a ripple effect—strengthening families, communities and society as a whole. 

In 2024–2025, WIT marked its 22nd anniversary, a testament to our resilience and unwavering commitment to serving marginalised communities. Our aim is clear: to ensure the challenges faced by Somali and ethnic minority women are recognised and addressed not just in Tower Hamlets, but across London and beyond. 

This year, WIT supported over 3,000 residents through advice, advocacy, food, health and youth programmes. From emergency food access and housing support to domestic abuse counselling and mental health signposting, our services reached those facing cultural, language and trust barriers, people too often excluded from mainstream provision. 

I’m proud to share that we achieved the Advice Quality Standard (AQS) Accreditation in January 2025, affirming the quality, governance and client focus of our advice services. We now deliver 12 projects, supported by a dedicated team of 27 employees,alongside 11 trustees whose expertise spans accountancy, law, governance, healthcare, international development and diplomacy. With the support of over 200 volunteers, our partners and funders, we continue to empower women and families across Tower Hamlets and beyond. 

We proudly hosted events that brought together high-level decision-makers, including the British Ambassador to Somalia, and celebrated cultural identity and women’s leadership across various events. Our Black History Month family events showcased rich traditions through storytelling, language, music, and dance—sparking pride and connection across generations. The International Women’s Day Gala was a powerful celebration of resilience, entrepreneurship, and community, receiving overwhelmingly positive feedback from attendees and volunteers. 

Under the inspiring and strategic leadership of our CEO, Safia Jama MBE, WIT continues to be a catalyst for change—locally and beyond. This year, Safia delivered a powerful TEDx talk, sharing her vision for empowerment and inclusion with a global audience. Her voice is increasingly recognised across education, civic and corporate spaces. Alongside this, Safia remains deeply involved in WIT’s day-to-day work, leading CPD sessions for primary school staff and facilitating workshops for newly qualified social workers. Her presence on the ground helps build trust, strengthen relationships and ensure that services are shaped by the lived experiences of the communities we serve. 

The cost of living crisis continues to disproportionately affect women, ethnic minority households and those already facing financial hardship. In response, WIT strengthened its support across 



key areas. We delivered financial literacy workshops to over 300 people, distributed 3,721 food parcels through our Community Pantry, and served 1,600 hot meals via our Community Kitchen, adding up to catering for more than 2,500 meals if we include Hooyo East - the takeaway that gives back. These services not only met immediate needs but also helped restore dignity, stability and hope for those most impacted. 

Beyond urgent support, WIT continues to tackle some of the most complex and under-recognised issues in our communities. Our Haawa domestic abuse service supported nearly 40 women per quarter, offering a safe, culturally sensitive lifeline to those experiencing violence and control. The service saw a 400% increase in uptake, reflecting growing trust and the urgent need for tailored, trauma-informed care. 

Our Maangaar special educational needs and disabilities (SEND) project broke new ground by supporting families with neurodivergent children, offering autism training in Somali and bridging the gap between home and school. These initiatives demonstrate WIT’s commitment to challenging stigma, building understanding and ensuring that no woman or child is left behind. 

None of this would have been possible without the extraordinary generosity of WIT’s volunteers, funders, donors, staff, and trustees. The volunteer base continues to grow, with over 200 registered volunteers, including corporate partners such as TikTok and Goodera, supporting WIT’s work through food distribution and community events. Their energy and commitment remain a cornerstone of the organisation’s impact. 

I would like to warmly welcome our four new trustees — Quyen Le, Olga Petrovic, Juliane Guderian and Yemi Sonuga — who were recruited following a trustee skills audit for their expertise in finance and law, further strengthening the Board’s capacity for strategic oversight and informed decision-making. I would also like to extend my heartfelt thanks to outgoing trustee Natasha Hanckel-Spice for her dedicated service over 4 years as Trustee and Treasurer, guiding us financially through the unprecedented challenges of Covid. 

As we move into our next chapter, I am confident that WIT will continue to grow in strength and influence. Guided by our values and deep commitment to community, WIT will remain a beacon of empowerment, cultural pride and hope. In a time when the cost of living crisis continues to deepen and hate crimes against minority communities are on the rise, our work is more vital than ever. We will continue to stand alongside those who are excluded, unheard or underserved ensuring that every woman has the support she needs to thrive, and that our communities are equipped to thrive together. 


## **Richa Ellis Vice Chair** 

## **WIT Board of Trustees** 



## Public benefit 

In shaping our objectives for the year and planning our activities, the trustees have considered the Charity Commission's guidance on public benefit, including “Public benefit: running a charity (PD2)”. The achievements and activities provided in this Annual Report demonstrate the public benefit outcomes of WIT’s services and activities. 

## Objectives and activities 

WIT aims to promote social inclusion for the public benefit, focusing particularly—but not exclusively—on women and young people from Black, Asian, and ethnic minority communities who experience social exclusion due to gender, race, or ethnic origin. WIT works to relieve the needs of these individuals and support their integration into society through targeted programmes, advice, and community initiatives. 

In addition, WIT is committed to enhancing the development and education of children under school age by supporting parents to better understand and meet their children’s needs. 

WIT’s Impact Report highlights the organisation’s accomplishments over the past 12 months. Available online, it serves as a transparent and accessible resource for members, funders, and stakeholders. Through this report, WIT celebrates its achievements and acknowledges the individuals and organisations whose contributions have made them possible. 

## Vision & Mission 

WIT envisions a community where all women and girls, especially Somali and other ethnic minority women and girls in East London, lead empowered, fulfilled lives. We strive to be a safe, inclusive space for every woman, regardless of background, where dignity, opportunity and belonging are nurtured. Our goal is to inspire not only local change but global movements, showing that culturally responsive, community-led support can transform lives. At WIT, we believe that happy, healthy women create happy, healthy societies. 

Our mission is to empower Somali and ethnic minority women and girls in East London by providing culturally responsive support that helps overcome social and economic barriers, build confidence, and foster independence and resilience. 

Founded in 2003 by Somali mothers who faced exclusion from mainstream services, WIT has grown into a respected local charity that delivers tailored support to meet the unmet needs of Black, Asian and ethnic minority women and their families. We work in partnership with 



stakeholders across housing, employment, health and education to improve outcomes and create lasting change. 

WIT is committed to collaboration, advocacy and capacity-building. We help women develop skills, access services and become independent, while also equipping institutions with the understanding and tools needed to better serve diverse communities. Our strong track record of partnership working across the voluntary sector reflects our belief that real change happens when communities lead the way. 

## Governing document 

Women’s Inclusive Team Ltd (‘WIT’) is constituted as a Company Limited by Guarantee and is governed by a Memorandum and Articles of Association dated 28 March 2018. WIT was registered as a charity with the Charity Commissioner on 8 May 2018. 

## Organisation 

Women’s Inclusive Team (WIT)  is governed by a board of trustees which determines the strategic direction of the charity. Governance issues are dealt with by the board of trustees, and they meet regularly throughout the year (a minimum of four times a year). 

## Senior Management Team (SMT) and Staff structure 

WIT’s Senior Management Team (SMT) comprises three key leadership roles: the Chief Executive Officer (CEO), who reports directly to and meets regularly with the Chair of the Board; the Director of Services, who reports to the CEO; and the Monitoring and Evaluation Coordinator, who reports to both the Director of Services and the CEO. The SMT meets weekly and holds additional ad hoc meetings as needed to ensure strategic alignment and operational responsiveness. 

In addition to the SMT, WIT has designated project leads across core service areas, including Youth, Advice, Health, Women’s Development, and Early Years (Preschool). Each lead reports directly to a relevant SMT member, ensuring clear lines of accountability and support. 

Staff members and external experts also attend trustee meetings, particularly the Annual General Meeting (AGM), to share insights, updates and specialist knowledge that inform governance and strategic decision-making. 



## Trustee Recruitment and Governance Structure 

Following a trustee skills audit, WIT identified the need to strengthen legal, governance and finance expertise within its board. In response, three new trustees with relevant professional backgrounds were appointed, enhancing the board’s capacity to provide strategic oversight and informed decision-making. 

To support this, WIT added new members to its existing Finance Sub-Committee, chaired by Emily Teh Xiao-Fang, which continues to oversee budgeting, financial planning and resource management. The committee ensures that WIT’s financial operations remain transparent, sustainable and aligned with our strategic priorities. 

In addition, WIT established a new Governance and Risk Sub-Committee, led by Quyen Le, to provide focused oversight on compliance, safeguarding, risk management and organisational resilience. This committee plays a critical role in reviewing policies, monitoring emerging risks and ensuring that WIT maintains high standards and ethical practices. 

Both sub-committees meet regularly and report to the full board, enabling more agile decisionmaking and deeper scrutiny of key operational areas. 

## ACTIVITIES & ACHIEVEMENTS 

## Empowering Children and Young People 

## Chicksand Preschool 

35-place pre-school: A beautiful place to learn, play and grow ✨️ 


**'Chicksand Preschool is a hidden gem.** ’ 

Ofsted report Sep 2024. 

We are delighted to share that our first Ofsted assessment took place in September 2024 and resulted in a highly positive report. Inspectors commended the strong and trusting relationships we have built with parents and relevant professionals, as well as the exceptional social confidence, kindness, and caring nature shown by the children. These findings reflect the dedication of our team to creating a nurturing, inclusive, and high-quality learning environment for every child. 



Now in its second decade of operation, Chicksand Preschool continues to flourish as part of the Women’s Inclusive Team’s strategy to improve educational and health outcomes for local children and their families. We remain committed to delivering high-quality early years education for children aged 2–4 across our 35-place Preschool. 

Our Preschool features a spacious outdoor garden, designed to enhance children’s learning experiences through play and exploration. This natural environment encourages curiosity, supports physical development, and provides valuable opportunities for children to connect with nature. 

At **Chicksand Preschool** , we take pride in offering a warm, welcoming, and inclusive setting where every child is valued and supported to reach their full potential. Our child-centred approach ensures that each child is given the time, attention, and encouragement they need to learn, grow, and thrive at their own pace. 

Our approach includes: 

- Building strong partnerships with parents and carers 

- Employing high-quality, experienced staff committed to children’s wellbeing and learning 

- Providing stimulating resources and planned learning experiences that nurture curiosity, confidence, and development 

## **Chicksand SEND Provision** 

At Chicksand Preschool Nursery, we are dedicated to providing inclusive education for children with SEND. We have allocated spaces for SEND children, offering a sensory corner and tailored support to meet individual needs. 

Our experienced staff work closely with parents, carers, and professionals to create personalised support plans, ensuring each child thrives. Ongoing staff training in SEND best practices helps us maintain a nurturing and supportive environment for all children. Our strong parent partnerships also create a supportive, inclusive, and enriching environment where every child can learn, grow, and thrive. 

Finally, our beautiful new garden furniture enhances outdoor learning, allowing children to explore nature and understand the life cycle of plants by growing fruits and vegetables such as cucumbers, cherry tomatoes, and runner beans. 

## Stay and Play Programme 

We were proud to take part in a London-wide pilot project funded by the Mayor of London’s Violence Reduction Unit (VRU), designed to promote physical activity, social connection and resilience among young children. Delivered over eight months at our Chicksand site, the project 



used sport as a powerful early intervention tool, laying the foundations for healthier, more confident lives. 

As part of the pilot, we ran weekly sports sessions and Stay & Play activities for children in the early years. A qualified sports coach delivered monthly sessions and worked closely with our staff to build their skills and confidence, ensuring the delivery the team could lead high-quality sessions throughout the rest of the project and beyond. 

A total of 43 children participated, developing core sporting skills while also building emotional resilience, teamwork and social awareness. Children began to demonstrate stronger coordination and confidence, actively engaging in challenges, imitating the coach’s instructions and playing cooperatively with their peers. 

## Morpeth School Community Engagement 

Through our partnership with Morpeth School, we have continued to create a trusted bridge between school and home, enabling early intervention, reducing exclusions, and improving access to educational and wellbeing support. Our work has strengthened community trust, increased parental confidence, and ensured that more pupils remain supported, included, and on track for positive futures. 

Over the past year, the partnership has delivered meaningful impact by strengthening links between the school, families, and the wider community. Our activities have supported pupils’ educational journeys, empowered parents and carers, and provided culturally responsive assistance in complex situations. 

Key Achievements 2024–2025: 

- Capacity building: In October, we expanded the school engagement team by recruiting a new School Support Officer, Amal, who works alongside the Parent Liaison Officer to increase outreach and continuity of support. 

- Enhanced parental engagement: We hosted several well-attended coffee mornings focused on careers and post-16 pathways, providing parents and carers with practical information on sixth form, college, apprenticeships, and university options. Morpeth has now adopted the Unifrog platform to help families track pupil progress, following our joint awareness sessions. 

- Targeted family support: Our team worked closely with the school on individual cases, offering advocacy and guidance to families facing challenging circumstances. In one instance, we successfully helped a pupil avoid permanent exclusion by supporting all parties to agree a managed move. We also provided tailored assistance to families with SEND and other additional requirements. 



- Strengthened collaboration: We supported the transition to a new headteacher, Mr. Pickett, and helped foster positive relationships with both new and returning families through welcoming coffee mornings and consistent liaison support. 

Academic partnerships: In collaboration with Queen Mary University of London and the University of Warwick, we co-delivered a series of co-design workshops with parents, pupils, and school staff to develop new approaches for supporting children aged 11–14. This pilot, run from June to November across schools in London and Birmingham, lays the foundation for potential expansion in 2025. 

## Hiddo Girls 

The Hiddo Girls programme has continued to grow in strength and reach over the past year, now engaging over 100 contacts and nearly 100 active participants. The initiative provides a safe, inclusive, and empowering space for young women to build confidence, develop new skills, and form supportive networks within their community. 

In April 2024, Hiddo Girls hosted a series of Iftars with Islamic talks and a well-attended ‘Ramadan Taster’ event, which successfully attracted around 20 new participants to the programme. These culturally grounded activities fostered a strong sense of belonging while promoting personal growth and community engagement. 

In May, the group focused on skill-building through an online GCSE science/maths revision session, alongside workshops on sustainable living (delivered by _Sunny Jar_ ) and financial literacy (led by _Mental Health UK_ ). Participants also took part in awareness sessions on hate crime and violence against women and girls (VAWG), as well as culturally relevant trips such as attending the Somali theatre production _Dugsi Dayz_ . 

By June, members had completed an accredited course on mental health and resilience, and took part in a collaborative visit to the Ashaadibi Youth Centre, where they connected with other young people and joined a Somali dance workshop. These experiences combined fun and creativity with opportunities for social learning and confidence-building. 

From September to December, Hiddo Girls engaged 124 young people, of whom 53 were regular attendees. A relaunch event in September drew more than 40 participants and reinvigorated the programme for the new academic year. Subsequent activities included another Sunny Jar workshop on sustainable living, and a Breaking Barriers session run by _Adidas_ , where participants met a GB athlete and discussed the challenges girls face in sports. The group also completed an accredited first aid course, joined a VAWG workshop in partnership with the Spotlight Youth Centre, and continued the online science classes for Years 10 and 11. 

Engaging the 15–18 age group remains a particular challenge, as older participants often face competing academic and personal priorities. In response, the team is developing tailored sessions that focus on leadership, independence, and life skills more relevant to this age range. This led to Hiddo Girls introducing an entrepreneurship workshop for 15–19-year-olds, alongside further 



sessions on mental health and wellbeing, and a new drama and creative expression series to help young women build confidence, teamwork, and communication skills. 

_“I really enjoyed this session as it taught me how to start a business and the steps to making it successful.” - Hiddo girl, aged 18_ 

_“Thank you so much for giving our girls such a wonderful experience-they had an absolutely fantastic time! Every time they come back, they return with big smiles and positive memories” - Parent of 2 girls_ 

_“The trips during the summer holidays provide families with much needed support, easing financial pressures during these challenging times” - Parent of Hiddo girl_ 

Overall, Hiddo Girls continue to make a measurable impact by equipping young women with the skills, support, and opportunities they need to thrive — both within their communities and beyond. 

## Summer Programme 

This summer, in partnership with Ashaadibi Community Centre, we delivered a vibrant, highimpact holiday programme for children aged 5 to 16 across three locations in Tower Hamlets. Over four weeks, 164 children attended  48 sessions, experiencing more than 64 hours of meaningful, structured activities that offered joy, creativity, nourishment and personal growth. The events created a real sense of energy and momentum across all age groups. 

“The activities gave the children the chance to make new friends, explore new places, and create lasting memories. They also provided families with much needed support, easing financial pressures during these financially challenging times. My daughters found the WIT team to be caring and friendly, which gave us peace of mind and fostered our trust.” Mr Elmi dad of 2 girls 

The Chicksand Fun Day attracted over 120 attendees, helping us connect with new families and build community awareness. The Mayfield Dazzle & Dine event welcomed over 80 people, strengthening local engagement and encouraging early registrations. 

This programme offered more than school holiday entertainment – it provided structure, belonging, cultural pride and growth. We look forward to continuing and expanding this programme’s impact to reach even more children and families. 



## Maangaar - SEND Children 

With support from the Mayor’s funding, the Maangaar SEND Project launched in 2022, continued to provide culturally responsive family support across several primary and secondary schools in Tower Hamlets. Delivered by a trusted team of school support officers, the project focuses on improving outcomes for children with special educational needs by strengthening the bridge between home and school. 

In Somali, there is no direct translation for terms like “autism” or “special needs.” Instead, the term _Maangaar_ —meaning “unique child”—has emerged to positively capture these concepts, emphasising each child’s individuality and strengths. 

This year, the Maangaar Projects reached some over 200 people, through activities such 

as: 

- Coffee mornings and parents’ evenings at schools including Bow School, St. Paul’s Way Primary and the Thomas Buxton Primary School to raise awareness about WIT’s SEND services and about the Educational Health Care Plan (EHCP) process, with productive parent engagement. 

- Our first ever Autism Supported Training in Somali, delivered by Khadra Osman of the Phoenix Specialist School, who is also a Parent Ambassador. 

- An 8 week course in early bird autism training, delivered by National Autistic Society and completed by nine parents. The parents, who all enjoyed the course and felt it was truly needed in the community, received certificates and educational materials from NAS for their families to read and learn from. 

- A Wellbeing Workshop for parents at John Scurr Primary School, to coincide with World Mental Health Day, covering children’s mental health and wellbeing, Covid and its effects, and available support. 

- A listening session organized with Save the Children, where families were invited to come in and share their thoughts on the proposed topics for funding and support for borough residents. 

- Speech and language therapy sessions in collaboration with Unlocking Language, whose sister company Communigate CIC delivers sessions for the communities. The sessions, delivered by a qualified therapist, were aimed at families with early years and primary school aged children. 

_“I learned so much about autism and absolutely loved the course, it’s helped our family enormously. We now have better routines and structure for the children, use visuals to support communication, and even have a calmer bedtime routine for all five kids, both older and younger.” - SEND Parent_ 

Looking ahead, we are excited to complete the filming of the Maangaar documentary, to present our work in a video and interview format and participating in an NIHR funded project on 



Overcrowding and the Mental Health impact on families with Neurodivergent children, partnering with a team from The London Metropolitan University. 

## **Improving Health and Wellbeing** 

## Flourishing Communities 

Advancing Women's Health and Empowering Local Voices 

Throughout the past financial year, our Flourishing Communities project has delivered progress in addressing critical health inequalities, empowering women from diverse backgrounds to take control of their health and wellbeing, while simultaneously fostering stronger community connections. The project engaged 400 women across six thematic areas, including maternity support, menopause advice, cancer awareness, ESOL-integrated health literacy, and women's health education. 

Working in partnership with organisations including the London Ambulance Service, local GP practices, and community groups, we delivered culturally sensitive sessions in community languages—particularly Somali—creating safe spaces where women felt understood and respected. Our approach of training Cervical Cancer Champions and Breast Cancer Champions has created a sustainable model of peer education, enabling local women to become trusted advocates within their own communities. This has proven particularly effective in reaching women who face cultural or linguistic barriers to accessing mainstream health services. 

“ _Before attending the women’s health session, I didn’t know much about cervical screening. Hearing other women like me share their experiences gave me confidence to book my first appointment_ .” - _Workshop attendee_ 

“ _This was the first time I heard someone speak about women’s health in Somali, in a way I understood. I felt safe and not judged_ .” - _Local resident_ 

“ _After the maternity steering group, I felt like my voice mattered. I could share what went wrong during my birth experience and it felt powerful to know things might change because of what we said_ .” _- Local mother_ 

The impact of this work extends beyond individual health outcomes to strengthen community cohesion and civic participation. Women who previously felt excluded from healthcare conversations now actively participate in shaping services through our maternity steering group, whilst ESOL participants have gained practical health literacy skills through GP-led role-play sessions that build confidence in navigating the health system. Feedback consistently demonstrates that culturally appropriate, language-accessible provision transforms women's engagement with preventative health services, with participants reporting increased confidence to book screenings, discuss sensitive health issues, and advocate for themselves and others. 



The project's recognition by the National Lottery Community Fund Health Equalities Programme and our collaboration with the government's Women's Health Ambassador underscores its significance as a model for addressing health inequalities. By combining direct service delivery with community leadership development and collaborative research, Flourishing Communities demonstrates measurable public benefit through improved health literacy, increased screening uptake, and the creation of more inclusive, responsive health services for underserved communities. 

## Haawa Domestic Abuse Project 

The Haawa Project has seen a remarkable 400% increase in uptake, reflecting growing trust in WIT’s culturally appropriate, trauma-informed approach. As WIT’s flagship domestic abuse service, Haawa provides a safe and responsive lifeline for Somali and other ethnic minority women in Tower Hamlets who are experiencing or escaping domestic abuse and seeking safe housing. 

The project was originally developed in response to a small-scale research study conducted by WIT in 2020–2021, which revealed that only one Somali woman accessed domestic abuse services in Tower Hamlets over a one-year period. This stark finding highlighted the deep mistrust of statutory services and the cultural, linguistic, and systemic barriers, including immigration issues, that prevent women from seeking help. 

Relaunched in November 2024 following a three-year funding award from the London Borough of Tower Hamlets, Haawa has grown into a vital service that addresses complex, intersecting challenges such as housing insecurity, immigration status, and financial hardship. Since its relaunch, Haawa has supported an average of 39 clients per quarter, equating to around 117 clients annually. One notable case involved a woman with no recourse to public funds who was facing eviction and abuse. Through Haawa’s intervention, she secured the Destitute Domestic Violence Concession, was granted leave to remain, accessed Universal Credit, and moved into safe and stable housing in Glasgow with ongoing support. 

Community engagement remains central to Haawa’s impact. During the 16 Days of Activism campaign, Haawa organised three in-person events and one online session, engaging over 155 participants. Workshops covered topics such as forced marriage, virginity testing, female genital mutilation, and violence against women and girls. The online event, delivered in both English and Somali, featured a powerful testimony from a survivor and attracted 50 participants. Social media campaigns reached over 10,000 views, increasing visibility and self-referrals. 

Haawa has also built strong partnerships with local mosques and Imams, who now feel confident referring women to the service. This shift has opened the door to wider community dialogue, including among younger Somali men and women, around healthy relationships and wellbeing, conversations that were previously silenced. 

_“As a survivor of domestic abuse and a single mother, I was struggling to get support from my local council. After months of back and forth with various departments, I felt_ 



_lost and unheard. That’s when I came across Haawa. From the moment I reached out, they were incredibly supportive and proactive. With their involvement, I received a prompt response from the council, and within just a couple of weeks, I was finally housed. Their guidance, advocacy, and compassion truly made all the difference. I am deeply grateful for everything they have done for me and my child. Without their help, I don’t know how I would have navigated that overwhelming situation.”  — Haawa Client_ 

The project’s visibility has grown through participation in events such as the White Ribbon Awareness campaign, the Tower Hamlets Together Summer Fair (engaging over 200 visitors), and outreach to 40 school staff members. The recruitment and training of 10 VAWG Champions, with five additional sign-ups, has created a sustainable network of community advocates. 

Through its culturally grounded, trauma-informed model, Haawa continues to demonstrate measurable public benefit by enabling women to overcome barriers such as immigration and housing insecurity, access essential services, and rebuild their lives in safety and dignity. 

## Community Connectors 

## Bridging Mental Health Services and Community Support 

The Community Connector team, embedded within the multidisciplinary Bethnal Green Neighbourhood Mental Health Team, delivers significant public benefit by providing culturally sensitive, holistic support that addresses the social determinants of mental health and wellbeing. Between September 2024 and January 2025, the team successfully engaged over 80 service users, providing comprehensive support including asset mapping, signposting to community activities, managing foodbank provision, identifying mental health recovery goals, supporting Personal Health Budget applications through the advocacy project, and assisting with housing, benefits, and grant applications. 

The team's person-centred approach is exemplified by their responsiveness to service users' needs: foodbank orders were adapted to include non-tinned food with longer shelf life, social media initiatives were developed to normalise healing journeys with compassion, and face-toface meetings were prioritised to build trust and rapport. The appointment of a Senior Community Connector providing weekly supervision ensures optimum service delivery, with diligent assessment and review of referrals within reasonable timeframes and proactive identification of barriers to access through grant applications, benefits support, and travel discount schemes. 

The team has demonstrated resilience and adaptability during a period of transition, welcoming two new Community Connectors and one Senior Community Connector whilst maintaining continuity of service despite staff departures. All new team members have been trained on the RIO system to ensure efficient documentation and tracking of service users' progress, whilst 



ongoing efforts to expand the active referral list ensure the service reaches more individuals in need. 

The team's asset-based approach addresses essential needs through strengthened foodbank provisions and grant applications for household goods for vulnerable families, whilst continuing to provide advice, guidance, and signposting on housing issues and access to local activities. By integrating mental health support with practical assistance on social needs, the Community Connector team demonstrates measurable public benefit through improved service user engagement, reduced barriers to accessing support, and the creation of pathways that enable individuals to achieve their recovery goals and participate more fully in community life. 

## **Tackling Food Inequality** 

## The Community Pantry 

In 2024–2025, WIT distributed 3,721 food and care packages to individuals referred through local stakeholders, including the Bethnal Green Neighbourhood Mental Health Team, local GPs, Barts Health NHS Trust, and other voluntary sector partners. The Community Pantry plays a vital role in addressing food inequality, particularly among Black, Asian and Muslim women in Tower Hamlets, who often face barriers to accessing mainstream food banks due to cultural sensitivities and the types of food provided. 

WIT is actively engaged in both pan-London and local strategic initiatives to promote food equity and ensure that hunger relief efforts are inclusive and responsive to the needs of marginalised communities. 

As part of our strategic collaborations, WIT works closely with Banquet, a food bank campaigning organisation. Banquet provides quarterly donations of shelf-stable and long-life food items, which are distributed to individuals in crisis—many of whom are referred by healthcare professionals and mental health services. 

## The Community Kitchen 

WIT’s Community Kitchen provides free hot meals to vulnerable residents, with a particular focus on supporting families. In 2024–2025, the kitchen distributed 1,600 meals and food items, ensuring that particularly vulnerable local residents like children eligible for free school meals, residents in local care homes etc. received nutritious and reliable food during periods of increased need. This achievement was made possible through the dedication of our volunteers and the support of local stakeholders. 

The kitchen also serves as a hub for community collaboration. It provides free venue space and catering services to support other charitable initiatives, including the Sight loss Group, which 



meets monthly for peer support sessions. This reflects WIT’s commitment to inclusive community development and partnership working. 

_“After completing the CV workshop and Food and Hygiene training at WIT, I got a job as a dinner lady. I'm ever so grateful to WIT.”  — Ayan Mohammed, Community Kitchen Volunteer_ 

Volunteers are central to the kitchen’s success. Many are individuals who are unemployed or engaged with WIT’s other programmes. Volunteering offers them opportunities to gain practical skills, build confidence and contribute meaningfully to their community. Notably, 10% of women who volunteered in the kitchen have since secured employment, supported by WIT through DBS checks, CV development, and references. 

## Hooyo East: The Takeaway that Gives Back 

Hooyo East is WIT’s social enterprise kitchen, providing authentic Somali cuisine and catering for events hosted by community organisations, local businesses, and stakeholders. Operated by local women and volunteers, Hooyo East offers a unique model that combines food enterprise with social impact. All income generated is reinvested into WIT’s wider food equity initiatives, including the Community Kitchen and Pantry. 

From April 2024 to March 2025, Hooyo East delivered 65 workshops with the support of 40 dedicated volunteers who helped bring its services and the community to life. The enterprise also serves as a platform for skills development and employment pathways, with volunteers gaining hands-on experience in food preparation, hygiene, and customer service. 

During this period, Hooyo East reached more than 300 new community members and catered over 2,500 meals across a range of programmes and events. Partnerships with organisations such as Dahabshiil, TikTok, Sidley Austin, and Tower Hamlets Council further strengthened its reach and impact. 

A key highlight of the year was catering for a roundtable discussion between the British Ambassador to Somalia and the local community in October 2024 — an event that exemplified Hooyo East’s commitment to connection, culture, and community. 

_“Dear Hooyo East, Thank you for the lovely catering you provided for our event. The food was delicious and played a big part in helping us celebrate Black heritage and history. We look forward to collaborating with you again soon.” - Primary event contact_ 

Looking ahead, WIT is developing a comprehensive business plan to expand Hooyo East’s reach and secure future funding. A food hygiene inspection is scheduled for February 2025, with preparations already underway to maintain high standards and continue building trust with customers and partners. 



With a clear operational model and strong community support, Hooyo East continues to thrive as a social enterprise that nourishes both body and soul — creating sustainable impact across Tower Hamlets. 

## **Providing Advice & Guidance** 

## Advice 

WIT continues to strengthen its role within the local advice sector, delivering high-quality, culturally responsive support to residents across Tower Hamlets. As a member of the Tower Hamlets Advice Consortium, we work in partnership with Citizens Advice Bureau, University House, the Legal Advice Centre, Tower Hamlets Law Centre, and other established organisations. Through this collaboration, WIT secured funding via the Tower Hamlets Mayor’s Grant and successfully completed its first monitored year, meeting all reporting requirements. 

In January 2025, WIT was awarded the Advice Quality Standard (AQS) Accreditation, providing independent assurance that our services are well-managed, client-focused, and delivered to nationally recognised standards. We also maintain membership with AdviceUK, connecting us to a respected national network of independent advice organisations committed to ethical practice and continuous improvement. 

Over the past year, our Advice Team supported more than 3,000 individuals, offering guidance on housing, welfare, benefits, debt, and personal development. We helped clients write off over £24,000 in unmanageable debt and secured more than £68,000 in financial gains for local families—providing a vital lifeline during times of hardship and ensuring that residents felt heard, supported and empowered. 

## **Advice Case Study: Navigating Complex Needs** 

WIT supported a father of two young children facing multiple overlapping challenges, including mental illness in the household, suspected autism in both children, unsuitable housing, and the impact of the benefit cap. After leaving work to care for his children, the family’s Universal Credit was reduced by £1,110.85 per month, leaving them reliant on borrowing and food banks. 

WIT’s Advice Team intervened by securing a Discretionary Housing Payment (DHP) of £953.33 per month, significantly reducing the family’s financial shortfall. We also supported a successful Disability Living Allowance (DLA) application for the eldest child, which removed the family from the benefit cap and provided backdated financial support. 

This case highlights the transformative impact of culturally sensitive, holistic advice—restoring stability, dignity and hope for a family in crisis. 

Our advisers are committed to continuous professional development, having completed accredited training in Information, Advice and Guidance (IAG), Debt Advice, Immigration Advice, Housing Disrepair, and other specialist areas. Our trainee solicitor is funded by a Propel Grant and is scheduled to qualify in July 2025. As our reputation grows, we continue to receive 



increasing referrals from other advice services, local authorities and NHS Social Prescribers, further expanding our reach and impact. 


## Guidance 

Providing guidance at WIT takes many forms, from crisis intervention to long-term empowerment. As part of our commitment to supporting women into employment, we continued to deliver our Developing Potentials programme, offering tailored support in CV building, job applications, and career pathways. This year, we provided one-to-one support to over 33 individuals, helping them prepare for work through personalised sessions that proved more effective than group workshops. Many of the women who benefited from this support were also engaged in volunteering within our Community Kitchen, where they gained hands-on experience and confidence. 

In addition, our Life Long Learning programme continues to support adult women in strengthening their English language skills. Through interactive lessons in grammar, vocabulary, speaking, listening, reading and writing, learners built practical communication abilities and confidence. This year, 87% of participants reported feeling more confident speaking English, 98% improved their language proficiency, and 85% attended classes consistently. Tailored activities, such as support with pronoun use, ensured that each learner felt understood and supported. 



## FINANCIAL REVIEW 

The Statement of Financial Activities shows income for the year ending 31 March 2025 of £647,406 (2024 £456,848) and total outgoing of £ 657,711 (2024 £522,997). A reserve of £242,057 (2024 £252,362) is carried forward, of which £227,057 (2024 £232,516) is unrestricted and £15,000 (2024 £19,846) is restricted. 

## RESERVES 

WIT requires reserves in order to allow for re-organisation in the event of a downturn of income in one or more areas of funding and to provide for unforeseen, and hence unbudgeted, expenditure that WIT may need in order to continue to meet its objectives and support the changing needs of our community. 

Unrestricted funds of £227,057 are sufficient to support the running of WIT for approximately 4.5 months under the (unlikely) assumption of unchanged spending (including staffing) in a downturn. We estimate the necessary level of reserves at around £200,000 to sustain the charity for six months under the more realistic but still conservative assumption that a significant downturn would be accompanied by a material downsizing of some of WIT’s projects, and hence costs. More specifically, that level of reserves would allow WIT to continue to pay in full its support costs (both staff and overheads, including Mayfield House rent) as well as some selected project costs (e.g. Chicksand rent) for five months, along with about 30% of the project staffing costs to cover for notice periods (from a few weeks to three months) and potential redundancy compensations. 

## STATEMENT OF TRUSTEES’ RESPONSIBILITIES 

The trustees are responsible for preparing the report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period.  In preparing these financial statements, the trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charities SORP; 

- make judgments and estimates that are reasonable and prudent; 

- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business. 



The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

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

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

Approved by the board of trustees on **12th December 2025** following a trustee meeting and signed on its behalf by: 


**Richa Ellis Vice Chair WIT board of trustees** 



INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF WOMEN'S INCLUSIVE TEAM LTD (COMPANY LIMITED BY GUARANTEE) FOR THE YEAR ENDED 31 MARCH 2025 

I report to the trustees on my examination of the accounts of Women’s Inclusive Team Ltd for the year ended 31 March 2025. 

RESPONSIBILITIES AND BASIS OF REPORT 

As the trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’). 

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

## INDEPENDENT EXAMINER’S STATEMENT 

Since the Charity’s gross income exceeded £250,000, I confirm that I am qualified to undertake the examination because I am a member of the ICAEW, which is one of the listed bodies. 

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

- accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or 

- the accounts do not accord with those records; or 

- the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination; or 

- the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). 

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

…………………………… **Date: 12 /12/2025** 

Aamer Shehzad FCA Accountability Europe Ltd Omnibus Workspace 39-41 North Road London N7 9DP 

21 



## **Womens Inclusive Team** 

## **Statement of Financial Activities** (including Income and Expenditure account) 

## **For the year ended 31 March 2025** 

|**Funds**<br>**Notes**<br>**£**<br>**Unrestricted**|**Funds**<br>**Notes**<br>**£**<br>**Unrestricted**|**Funds**<br>**£**<br>**Restricted**|**Total**<br>**2025**<br>**£**|_Total_<br>_2024_<br>_£_|
|---|---|---|---|---|
|**Income from:**|||||
|Charitable activities<br>**3**<br>**Total income**|258,197<br>**258,197**|389,209<br>**389,209**|**647,406**<br>**647,406**|_456,848_|
|||||456,848|
||||||
|**Expenditure on:**|||||
|Charitable activities<br>**4**|254,154|403,557|**657,711**|_522,997_|
|**Total expenditure**|**254,154**|**403,557**|**657,711**|522,997|
|**Net income / (expenditure) for the year**<br>**5**<br>Transfers between funds<br>**Net movement in funds**<br>**Reconciliation of funds:**<br>Total funds brought forward at start of period<br>**Total funds carried forward at end of period**|4,043<br>(9,502)<br>**(5,459)**<br>232,516<br>**227,057**|(14,348)<br>9,502<br>**(4,846)**<br>19,846<br>**15,000**|(10,304)<br>**-**<br>**(10,305)**<br>**252,362**<br>**242,057**|(66,149)<br>_-_|
|||||188,315<br>_318,511_|
|||||**252,362**|



The Statement of Financial Activities includes all gains and losses recognised in the year. 

The attached notes form part of these financial statements. 

22 



**Womens Inclusive Team** 

## **Balance sheet** 

## **Company no. 07148997** 

## **As at 31 March 2025** 

|**Notes**<br>**Fixed assets**<br>Tangible assets<br>**7**<br>**Current assets**<br>Debtors<br>**8**<br>Cash at bank and in hand<br>**Liabilities**<br>**9**<br>**Net current assets**<br>**Net assets**<br>**Funds:**<br>Unrestricted funds<br>**11**<br>Restricted funds<br>**11**<br>**Total charity funds**<br>**Creditors:**<br>amounts falling due within one year|**£**<br>**92,219**<br>**217,422**<br>**309,641**<br>**(67,584)**|**2025**<br>**£**<br>**-**<br>**242,057**<br>**242,057**<br>**227,057**<br>**15,000**<br>**242,057**|_2024_<br>_£_<br>_294_<br>_98,154_<br>_200,119_|
|---|---|---|---|
||||_298,273_<br>_(46,205)_|
||||_252,068_|
||||_252,362_|
||||_232,516_<br>19,846|
||||_252,362_|



The charitable company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended 31 March 2025. 

The members have not required the charitable company to obtain an audit of its financial statements for the year ended 31 March 2025 in accordance with Section 476 of the Companies Act 2006. 

The directors acknowledge their responsibilities for complying with the requirments of the Companies Act 2006 with respect to accounting records and preparation of accounts. 

The financial statements have been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006. 

## 12th December 2025 

Approved by the trustees on **______________________** and signed on their behalf by: 


## **Richa Ellis (Vice Chair)** 

The attached notes form part of the financial statements. 

23 



**Womens Inclusive Team** 

## **Statement of cash flows** 

## **For the year ended 31 March 2025** 

|**Note**<br>**Net cash provided by (used in) operating activities**<br>**(a)**<br>**Change in cash and cash equivalents in the year**<br>Cash and cash equivalents at the beginning of the year<br>**Cash and cash equivalents at the end of the year**<br>**(b)**<br>**a)**<br>**Net income for the reporting period**<br>(as per the statement of financial activities)<br>Depreciation<br>Decrease / (Increase) in debtors<br>(Decrease)/ Increase in creditors<br>**Net cash provided by / (used in) operating activities**<br>**b) Analysis of cash and cash equivalents**<br>Cash at bank and in hand<br>**Total cash and cash equivalents**<br>**Reconciliation of net expenditure**<br>**to net cash flow from operating activities**|**£**<br>**£**<br>200,119<br>200,119<br>**At**<br>**1 April**<br>**2024**|**2025**<br>**£**<br>**17,303**<br>**17,303**<br>**200,119**<br>**217,422**<br>**2025**<br>**£**<br>**(10,304)**<br>**294**<br>**5,935**<br>**21,379**<br>**17,303**<br>**Cash**<br>**flows**<br>**£**<br>**17,303**<br>**17,303**|2024<br>£<br>(80,706)|
|---|---|---|---|
||||(80,706)<br>280,826|
||||200,119|
||||2024<br>£<br>(66,149)<br>294<br>(29,569)<br>14,718|
||||**(80,706)**|
||||**£**<br>**217,422**<br>**At 31**<br>**March**<br>**2025**|
||||**217,422**|



24 



**Womens Inclusive Team** 

**Notes to The Financial Statements** 

**For the year ended 31 March 2025** 

## **1 Accounting policies** 

## **Basis of preparation** 

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

The charitable company meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note. 

## **Going concern** 

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern. The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period. 

## **Income** 

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

Income from grants is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. Income received in advance for the provision of specified service is deferred until the criteria for income recognition are met. 

Investment income is recognised when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest or dividends paid or payable by the investment fund manager. 

## **Expenditure** 

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure on charitable activities includes the costs of delivering services, exhibitions and other activities undertaken to further the purposes of the charity and their associated support costs. 

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. These costs have been allocated between expenditure on charitable activities on the basis of the staff time spent on the activity. 

## **Fund accounting** 

Unrestricted funds are available to spend at the discretion of the trustees on activities that further any of the purposes of charity. Restricted Funds are restricted income funds given to the charity for specific purposes. They are expendable by the trustees in furtherance of particular projects within the charity objects. 

## **Tangible fixed assets** 

Items of equipment are capitalised where the purchase price exceeds £500. Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows: 

Computer equipment 

25% straight line basis on cost 

25 



**Womens Inclusive Team** 

**Notes to The Financial Statements** 

**For the year ended 31 March 2025** 

## **1 Accounting policies (continued)** 

## **Debtors** 

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 

## **Cash at bank and in hand** 

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

## **Creditors and provisions** 

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. 

## **Pensions** 

The company operates a defined contribution pension scheme and the pension charge represents the amounts payable by the company to the fund in the year. 

## **2 Detailed comparatives for the statement of financial activities** 

|Income from:<br>Charitable activities:<br>Total income<br>Expenditure on:<br>Charitable activities:<br>Total expenditure<br>Net income for the year<br>Reconciliation of funds<br>Total funds brought forward at start of the period<br>Total funds carried forward at end of the period|Unrestricted<br>Funds<br>£<br>137,871<br>137,871<br>140,411<br>140,411<br>(2,540)<br>235,056<br>232,516|Restricted<br>Funds<br>£<br>318,977|**Total**<br>**2024**<br>**£**<br>456,848|
|---|---|---|---|
|||318,977|456,848|
|||382,586|522,997|
|||382,586|522,997|
|||(63,609)<br>83,455|(66,149)<br>318,511|
|||19,846|252,362|



26 



**Womens Inclusive Team** 

## **Notes to The Financial Statements** 

## **For the year ended 31 March 2025** 

## **3 Income from charitable activities** 

|**Income from charitable activities**|||||
|---|---|---|---|---|
|Clarion Futures<br>Bame Network<br>London Borough of Tower Hamlets<br>Compass Wellbeing CIC<br>Canary Wharf Group<br>City University of LONDON<br>East London NHS Foundation<br>East End Citizens Advice Bureaux<br>Poplar Harca<br>Limehouse Project<br>THCVS<br>The Ubele Initiative<br>Barts Health NHS Trust<br>Solace Women’s Aid<br>Propel<br>NHS NORTH EAST LONDON<br>Tower Hamlets General Practice<br>Morpeth<br>Tower Hamlets Homes<br>Legal Advice Centre University House<br>Chicksand<br>Hoyoo East<br>Peabody Community Foundation<br>The British Land Company PLC<br>Consultancy and Others<br>Donation and Legacy|**Unrestricted**<br>**Funds**<br>**£**<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>15,000<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>50,800<br>-<br>98,930<br>60,000<br>5,000<br>-<br>14,696<br>13,772<br>258,197|**Restricted**<br>**Funds**<br>**£**<br>5,000<br>3,000<br>149,715<br>72,435<br>-<br>-<br>-<br>24,707<br>-<br>(9,502)<br>78,727<br>-<br>-<br>3,000<br>27,127<br>15,000<br>-<br>15,000<br>-<br>-<br>-<br>-<br>-<br>5,000<br>-<br>-<br>389,209|**Total**<br>**2025**<br>**£**<br>**5,000**<br>**3,000**<br>**149,715**<br>**72,435**<br>**-**<br>**-**<br>**-**<br>**24,707**<br>**15,000**<br>**9,502**<br>**-**<br>**78,727**<br>**-**<br>**-**<br>**3,000**<br>**27,127**<br>**15,000**<br>**-**<br>**15,000**<br>**50,800**<br>**-**<br>**98,930**<br>**60,000**<br>**5,000**<br>**5,000**<br>**14,696**<br>**13,772**|_Total_<br>_2024_<br>_£_<br>_5,000_<br>_-_<br>_79,842_<br>_71,014_<br>_3,000_<br>_2,345_<br>_3,625_<br>_10,295_<br>_20,000_<br>_11,030_<br>_43,985_<br>_5,000_<br>_3,220_<br>_2,130_<br>_-_<br>_-_<br>_9,420_<br>_16,500_<br>_44,775_<br>_22,195_<br>_43,225_<br>_27,784_<br>_-_<br>_7,650_<br>_9,049_<br>_15,766_|
||||**647,406**|456,848|



27 



**Womens Inclusive Team** 

## **Notes to The Financial Statements** 

## **For the year ended 31 March 2025** 

## **4 Analysis of expenditure Current year** 

|**4**<br>**Analysis of expenditure**<br>**Current year**|**4**<br>**Analysis of expenditure**<br>**Current year**|||||
|---|---|---|---|---|---|
|**Unrestricted**<br>**£**<br>Direct cost<br>-<br>Salaries<br>207,983<br>Other staff Costs<br>1,067<br>Office cost<br>-<br>Premises costs<br>-<br>Professional fees<br>-<br>IT costs<br>-<br>209,050||**Restricted**<br>**£**<br>89,994<br>220,339<br>-<br>-<br>-<br>-<br>-<br>310,333|**Support**<br>**costs**<br>**£**<br>-<br>-<br>-<br>35,013<br>14,404<br>80,507<br>8,403<br>138,327|**Total**<br>**2025**<br>**£**<br>**89,994**<br>**428,322**<br>**1,067**<br>**35,013**<br>**14,404**<br>**80,507**<br>**8,403**|_Total_<br>_2024_<br>£<br>_70,003_<br>_356,915_<br>_2,512_<br>_44,809_<br>_14,533_<br>_31,493_<br>_2,732_|
|||||**657,711**|522,997|
|Support costs allocation|72,457|65,870|(138,327)|**-**|_-_|
||**281,508**|**376,203**|**-**|**657,711**|_522,997_|
|||||||
|Analysis of expenditure||||||
|Prior year<br>Unrestricted<br>£<br>Direct cost<br>-<br>Salaries<br>87,644<br>Other staff Costs<br>Office cost<br>Premises costs<br>Professional fees<br>IT costs<br>87,644<br>Support costs allocation<br>52,767<br>140,410||Restricted<br>£<br>70,003<br>269,271<br>2,512<br>341,786<br>40,800<br>382,586|Support<br>costs<br>£<br>-<br>-<br>44,809<br>14,533<br>31,493<br>2,732<br>93,567<br>(93,567)<br>-|Total<br>2024<br>£<br>70,003<br>356,915<br>2,512<br>44,809<br>14,533<br>31,493<br>2,732||
|||||522,997<br>-||
|||||522,997||
|||||||



28 



**Womens Inclusive Team** 

## **Notes to The Financial Statements** 

## **For the year ended 31 March 2025** 

|**5**<br>**Net income for the year**<br>Net income is stated after charging:<br>Independent examiner's fee (excluding VAT)<br>Depreciation|**2025**<br>**£**<br>**900**<br>**294**|_2024_<br>_£_<br>_900_<br>_294_|
|---|---|---|



|**6**<br>Wages and salaries<br>Social security costs<br>Pension costs<br>**Analysis of staff costs, trustees remuneration and expenses**<br>**and cost of key management personnel**|**2025**<br>**£**<br>**397,529**<br>**19,721**<br>**11,073**|_2024_<br>_£_<br>_331,724_<br>_20,973_<br>_4,218_|
|---|---|---|
||**428,322**|_356,915_|



No member of staff received emoluments of more than £60,000 in this year (2024: None) 

The total employee benefits including pension contributions of the key management personnel were £Nil (2024: £Nil). During the year there were no redundancy payments. 

The average monthly numbers of employees during the year was 27 (2024: 27) 

The trustees of the charitable company were not paid or received any other benefits from employment with the charity in the year (2024: £nil) neither were they reimbursed expenses during the year (2024: £nil). No charity trustee received payment for professional or other services supplied to the charity (2024: £nil). 

|**7**<br>**Tangible Fixed Assets**<br>**Cost**<br>At 1 April 2024<br>Additions in the period<br>At 31 March 2025<br>**Depreciation**<br>At 1 April 2024<br>Charge for the period<br>At 31 March 2025<br>**Net book value**<br>**At 31 March 2025**<br>_At 31 March 2024_|Computer<br>Equipment<br>£<br>1,175<br>-|**Total**<br>**£**<br>**1,175**<br>**-**|
|---|---|---|
||1,175|**1,175**|
||882<br>294|**882**<br>**294**|
||1,175|**1,175**|
||-|**-**|
||_294_|_294_|



29 



**Womens Inclusive Team** 

## **Notes to The Financial Statements** 

## **For the year ended 31 March 2025** 

|**8**|**Debtors**|**2025**|_2024_|
|---|---|---|---|
|||**£**|_£_|
||Trade Debtors|**38,527**|_98,154_|
|||**92,219**|_98,154_|
|**9**|**Creditors: Amounts falling due within one year**|**2025**|_2024_|
|||**£**|_£_|
||Deferred Income|**43,015**|_-_|
||Taxation, social security and Pension|**13,877**|_3,538_|
||Other creditors|**692**|_30,687_|
||Accruals|**10,000**|_11,980_|
|||**67,584**|_46,205_|
|**10**|**Analysis of Net Assets between Funds (current year)**|||



|||**Unrestricted**|**Restricted**|**Total**|
|---|---|---|---|---|
|||**Funds**|**Funds**|**2025**|
|||**£**|**£**|**£**|
|Tangible fixed assets||-|-|**-**|
|Current assets||294,641|15,000|**309,641**|
|Current liabilities||(67,584)|-|**(67,584)**|
|||**227,057**|**15,000**|**242,057**|
||||||
|Analysis of Net Assets between Funds (prior year)|||||
|||Unrestricted|Restricted|Total|
|||Funds|Funds|2024|
|||£|£|£|
|Tangible fixed assets||294|-|294|
|Current assets||278,428|19,846|298,274|
|Current liabilities||(46,205)|-|(46,205)|
|||232,516|19,846|252,362|
||||||



30 



**Womens Inclusive Team** 

## **Notes to The Financial Statements** 

## **For the year ended 31 March 2025** 

## **11 Movements in Funds** 

|**Restricted funds**<br>Clarion Futures<br>London Borough of Tower Hamlets<br>Compass Wellbeing CIC<br>East End Citizens Advice Bureaux<br>Bame Network<br>Limehouse Project<br>THCVS<br>Solace Women’s Aid<br>Propel<br>NHS NORTH EAST LONDON<br>Morpeth<br>The British Land Company PLC<br>**Total Restricted Funds**<br>**Unrestricted general funds**<br>**Total funds**|**At the**<br>**start of**<br>**the year**<br>**£**<br>-<br>19,846<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>19,846<br>232,516<br>**252,362**|**Income**<br>**£**<br>5,000<br>149,715<br>72,435<br>24,707<br>3,000<br>(9,502)<br>78,727<br>3,000<br>27,127<br>15,000<br>15,000<br>5,000<br>389,209<br>258,197<br>**647,406**|**Expenditure**<br>**£**<br>(5,000)<br>(154,561)<br>(72,435)<br>(24,707)<br>(3,000)<br>-<br>(78,727)<br>(3,000)<br>(27,127)<br>(15,000)<br>(15,000)<br>(5,000)<br>(403,557)<br>(254,154)<br>**(657,711)**|**Transfers**<br>**£**<br>-<br>-<br>-<br>-<br>-<br>9,502<br>-<br>-<br>-<br>-<br>-<br>-|At the<br>end of<br>the year<br>£<br>-<br>15,000<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|
|---|---|---|---|---|---|
|||||9,502|15,000|
|||||(9,502)|227,057|
|||||||
|||||**-**|**242,057**|



Restricted funds are received and allocated for use for a specific restricted purpose. 

Movements in Funds (prior year) 

|**Restricted Funds**<br>Restricted Funds<br>**Unrestricted Funds**<br>General funds<br>Total Funds|83,455<br>83,455<br>235,056<br>318,511<br>At the start<br>of the year|318,977<br>318,977<br>137,871<br>456,848<br>Income|(382,586)<br>Expenditure|19,846<br>At the end<br>of the year|
|---|---|---|---|---|
||||(382,586)|19,846|
||||(140,411)|232,516|
||||(522,997)|252,362|



**Restricted funds are for the following purposes:** 

The income of the charity includes grants received for specific restricted projects. The trustees' report includes a brief description of the activities of each project. 

31 



**Womens Inclusive Team** 

## **Notes to The Financial Statements** 

## **For the year ended 31 March 2025** 

## **12 Company Status** 

The company is limited by guarantee of £1 per member without share capital. 

## **13 Related party transactions** 

|**Related party transactions**|**Related party transactions**||
|---|---|---|
|During the period, transactions with the related parties were as follows:|||
|Name|Details|Amount £|
|A Zeki (Son of CEO)|Employed as Finance Officer|14,625|



There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties. There is no balance due to/from related parties at the end of the year. 

32