Charity registration number: 1190515
# **NATIONAL CENTRE FOR CREATIVE HEALTH**
# **ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 JULY 2024**
Chartered Accountants
**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **CONTENTS (CONTINUED)**
|Reference and Administrative Details|1|
|---|---|
|Trustees' Report|2 to 10|
|Statement of Trustees' Responsibilities|11|
|Independent Examiner's Report|12|
|Statement of Financial Activities|13|
|Balance Sheet|14|
|Notes to the Financial Statements|15 to 24|
**NATIONAL CENTRE FOR CREATIVE HEALTH REFERENCE AND ADMINISTRATIVE DETAILS**
**Chairman** Professor Martin Marshall **Honorary President** Lord Alan Thomas Howarth of Newport CBE (appointed 19 July 2024) **Trustees** Mr William Andrew Boa Ms Professor Helen Jane Chatterjee MBE Prof Martin Green OBE Ms Debbie Teale Dr Guddi Viyaya Rani Singh Mr David Charles Clayton-Smith Mrs Nancy Jane Juliet Hey Ms Isabelle Ann Paagman (appointed 18 January 2024) Ms Jane Eiluned Thomas (appointed 18 January 2024) Professor Martin Marshall (appointed 19 July 2024) **Senior Management /** Ms A Coulter, Director **Leadership Team Charity Registration Number** 1190515 **Principal Office** PO Box 948 Oxford OX1 9TY **Independent Examiner** H E Jones BA (Hons) FCCA Edwards & Keeping Chartered Accountants Unity Chambers 34 High East Street Dorchester Dorset DT1 1HA
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**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **TRUSTEES' REPORT**
The trustees present the annual report together with the financial statements of the charity for the year ended 31 July 2024.
## **Chair's Report**
It is my pleasure to introduce the Annual Report of the National Centre for Creative Health for our financial year 2023-2024. This has been the final year of my term of office as inaugural Chair of the charity. I am sad to have to stand down on health grounds, but at my age it’s right in any case to pass on the baton and I’m very pleased indeed to be handing over to Professor Martin Marshall CBE who took up the role of Chair on 19th July 2024. I will continue to support the charity as Honorary President.
In this year we continued our major piece of policy work, the Creative Health Review: How Policy Can Embrace Creative Health, undertaken jointly with the All-Party Parliamentary Group on Arts, Health and Wellbeing and a distinguished group of Commissioners. The report was launched at the Science Gallery in London in December 2023. The Creative Health Review makes recommendations to government for a cross-departmental Creative Health Strategy, very much in accordance with the new government’s own mission-oriented approach, and includes additional recommendations to individual government departments and to Combined Authorities and Metro Mayors. This will provide the foundation for our advocacy work going forward.
Our work with Integrated Care Systems has expanded and developed, greatly enhanced by our Creative Health Associates programme and the seven Integrated Care Boards that have hosted and supported the seven Associates. We are very grateful to Arts Council England for their significant investment in this programme which has created a step-change in engagement in creative health within health and care, helping us to make progress on our mission to foster the conditions for creative health to be integral to health, social care and wider systems. Our Creative Health Toolkit was published in January and provides practical support in helping systems embed creative health in strategies and delivery plans.
We have delivered 15 Creative Health Huddles, creative co-produced learning activities with people with lived experience and with mental health professionals. They have been funded by The Baring Foundation and delivered through the Creative Health Associates programme. Learning from the Huddles is informing our work with people with lived experience, which is a growing area of focus for the charity.
Our partnership with UK Research and Innovation (UKRI) on the £30m Mobilising Community Assets to Tackle Health Inequalities research programme is now in its third phase with 12 projects funded for three years. The National Centre for Creative Health receives an annual allocation of this funding via UCL to support our Research and Policy Manager post and we hold the lived experience budget. The aim is to tackle entrenched and long-standing health inequalities by exploring how health systems can collaborate more effectively with communities.
We have prepared an Impact Report on the first three years of the Charity’s work which is published alongside this Annual Report. 'Our First Three Years’ is available online - https://ncch.org.uk/news/our-first-three-years-ncch-impact-report. It describes a remarkable range of activity on the part of the charity since its launch in March 2021 and we believe that the cumulative impact of the work has been significant.
Once again, I thank all who have contributed to our work. Alex Coulter, our Director, has led the charity imaginatively and tirelessly. Hannah Waterson, our Research and Policy Manager, has provided impressive support for our research programme as well as coordinating the work of the Creative Health Review and drafting its report. Alexis Butt, our General Manager, anchors us through her efficient day-to-day administration. Sarah Holmes has ensured that we maintain proper financial control in all our work. I also thank my fellow-trustees who together keep strategic oversight of the charity and are most generous with their time and their wisdom. In the last year we have welcomed two new trustees, Jane Thomas and Isabelle Paagman. They add to the already extensive range of skills, knowledge and experience amongst our board.
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**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **TRUSTEES' REPORT (CONTINUED)**
I thank the loyal and long-standing friends of NCCH who serve on our Advisory Group, and the Creative Health Champions whose network now spreads through eighty healthcare institutions and local authorities. Finally, I most warmly thank our philanthropic funders: The Baring Foundation, Oak Foundation and Paul Hamlyn Foundation. Without their trust and support we could not achieve anything.
Rt Hon Lord Howarth of Newport CBE Chair of Trustees
## **Director’s Report**
The mission of the National Centre for Creative Health (NCCH) is to advance good practice and research, inform policy and promote collaboration, helping foster the conditions for creative health to be integral to health and social care and wider systems. Our Charitable Object is: To advance health and wellbeing by supporting the provision of art, culture and creativity.
The Charity is overseen by a board of trustees, currently ten. In this year we welcomed three new trustees, Professor Martin Marshall, Isabelle Paagman and Jane Thomas. Trustees were recruited via open advertisement and recommendations to the Chair. At the board awayday in July 2024 our Chair, Lord Howarth of Newport, stood down after four years in the role. Trustees elected Professor Martin Marshall as the new Chair. Lord Howarth was invited to become Honorary President of the Charity and accepted. All the Trustees and staff expressed their appreciation of Lord Howarth’s significant contribution to the field of Creative Health over many years and their deep gratitude for his expert leadership of the organisation from its creation in 2020.
Trustees meet four times a year for board meetings and have annual one to one meetings with the Chair. The Charity is managed by the Director, who meets with the Chair every four weeks. The General Manager, Programme Manager (Creative Health Associates), Research and Policy Manager and Finance Officer report to the Director.
With regard to the Charity Commission’s public benefit guidance, the NCCH aims to benefit the general public through our work with health systems and providers across England. We work in collaboration and in partnership with others to ensure that we have an ‘asset-based’ approach (building on existing strengths) to supporting communities and individuals to engage with the arts, culture and creativity for the benefit of their health and wellbeing. We continue to work in collaborative partnerships with Integrated Care Systems (ICS) across England. Integrated Care Systems bring together health and care organisations from the statutory and non-statutory sector to improve the accessibility, responsiveness, quality, and effectiveness of health, care, and wellbeing services to local populations. The Charity works with multiple systems to facilitate collaborative working, shared understanding, and consistency for the benefit of the local residents of those systems.
This annual report covers the NCCH’s financial year from August 2023 to July 2024. We continue to benefit from core funding from Oak Foundation and Paul Hamlyn Foundation. We are also very grateful for the final tranche of funding from The Baring Foundation for our Huddles programme and for their commitment to future core funding for the organisation. We continued to receive Arts Council England funding for the Creative Health Associates Programme, although the income from the grant is recorded in the 2022-2023 annual report.
## **Impact**
The NCCH’s objectives are:
- Advancing Good Practice
- Facilitating Integrated Approaches across Health and Social Care
- Fostering Collaboration and Co-production
- Influencing and Disseminating Research
- Informing Policy
- Advocating for the Value of Creativity for Healthy Lives
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**NATIONAL CENTRE FOR CREATIVE HEALTH TRUSTEES' REPORT (CONTINUED)**
In this year we have produced an Impact Report to cover the first three years of the organisation’s delivery, 2021-2024 with a commitment to produce annual Impact Reports going forwards. The Impact Report is summarised here:
We have **facilitated integrated approaches across health and social care** and **advanced good practice** through our Hubs programme. We worked with four Integrated Care Systems (ICS) to develop our Creative Health Toolkit which has been viewed 15,000 times since it launched in January 2024. We introduced the Toolkit at 7 regional webinars for ICS and NHS audiences, which were attended by 294 people. Our 7 Creative Health Associates are employed by NCCH and hosted by 7 Integrated Care Boards, one in each NHS region in England. Our Creative Health Champions Network has grown to include 80 senior leaders, based in 31 of the 42 Integrated Care Systems in England. They help us to reach into systems to encourage use of the Creative Health Toolkit and to help progress embedding creative health in systems. Another means of **advancing good practice** is through our GP Special Interest Group which has 50 members and our Pharmacy Special Interest Group which has 67 members. Every year we work with one or two Creative Health Masters students from University College London (UCL) and support them with their dissertations.
The Creative Health Associates Programme has contributed to **integrated approaches across health and social care** and **advancing good practice** through developing relationships with over 150 decision makers across England. They have connected to:
o Chief Medical Officers of ICBs o Primary Care Network Clinical Leads o ICB Directors with responsibility for Partnerships and VCSE links o Creative Health providers
o Local Authority Culture Leads o Voluntary Community and Social Enterprise (VCSE) Leads
o Clinical leads in several areas including Children and Young People’s, Mental Health, Prescribing and Maternity Care
They have been involved in supporting the development of creative health strategies within systems. After an initial discussion with ICB sponsors in April 2024, the Creative Health Associates Programme Manager is delivering a series of webinars on strategy development, the first two of which were in June and July 2024. We are directly involved in NHS Dorset’s creative health strategy development process, providing a monitoring and observing role for evaluation purposes. The Creative Health Associate in the North East is working with North East and North Cumbria ICB Health Inequalities Team to integrate creative health into their Inclusion Strategy and is also feeding into the Poverty Proofing, Health Literacy and Deprescribing strategies. In the East, the Associate was asked to contribute to Norfolk & Waveney ICB’s Health Inequalities Framework; in the North East London ICB, creative health was included in the Health Inclusion plan presented to the Strategy Directorate. The Associates Programme Manager convenes meetings with the sponsors within the ICBs and they have all been really pleased with the programme.
**We foster collaboration and co-production** in our work with the Culture, Health and Wellbeing Alliance (CHWA) who represent 6000 practitioners and delivery organisations. With CHWA and the Lived Experience Network (LENs), we have a Memorandum of Understanding and meet every three months to discuss shared working with an annual joint board meeting. In this year we have made significant progress on developing a policy on working with people with lived experience and how we pay them for various activities. Our General Manager represents NCCH in a group of organisations who have formed the Arts and Social Outcomes Network. Together they have been working on co-production and payment issues. We work closely with the Lived Experience Expert Lead on the Mobilising Community Assets research programme and provide mutual support and reciprocal learning, sharing resources and ideas.
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**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **TRUSTEES' REPORT (CONTINUED)**
Huddles **foster collaboration and co-production** by bringing together inter-disciplinary teams and people with lived experience to explore challenges and co-produce solutions in mental health services. In this year the Creative Health Associates delivered 23 Huddles across England. These were:
## **East of England**
Huddles in Chelmsford, Thetford, Luton, Peterborough and Norwich, involving 11 community partners and covering a range of mental health issues: mental health lived experience voice in social prescribing; lived experience voice in Heritage for Wellbeing Partnerships; connecting people with lived experience with library services and NHS social prescribing; exploring experiences of older isolated men; and exploring experiences of mental health services to inform improvements.
## **London**
Homelessness Huddle with Cardboard Citizens and St Martins in the Field as part of developing a health for homeless people strategy in North East London ICB.
## **Midlands**
Huddles in Dudley, Birmingham, Derby, Leicester and Nottingham involving 5 community and health partners and covering mental wellbeing after brain injury; mental wellbeing of creative health practitioners; mental health and wellbeing of hospital staff; the place of play and expression in keeping us mentally well.
## **North West**
Huddles in Blackburn with Darwen, Liverpool and Clitheroe with nine health and community partners involved, covering recovery from mental health crisis, maternal mental health and mental health of refugees and asylum seekers.
## **North East and Yorkshire**
Huddle in Redcar and South Tees focussed on the mental health and wellbeing of healthcare staff in partnership with Tees Valley Arts and South Tees Health and Wellbeing Network.
## **South East**
A huddle in partnership with East Sussex Community Voice and focussed on the mental health of children and young people and children with epilepsy.
## **South West**
Huddles in Paignton, Barnstaple, Bristol and Buckfastleigh with nine health and community partners involved and covering mental health of people with dementia and their carers; mental health of children and young people; an exploration of child sexual abuse projects led by survivors to feed into national training; and children and young people mental health and place-based approaches to population health.
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**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **TRUSTEES' REPORT (CONTINUED)**
Our primary route for **influencing and disseminating research** is through our partnership with UKRI on the Research Programme: “Mobilising Community Assets to Tackle Health Inequalities”. Hannah Waterson, our full-time Research and Policy Manager, has continued working three days a week on the research programme and 2 days a week on policy. The 12 projects to be funded in the third phase of the programme were announced in February 2024. These have three year funding and seek to tackle entrenched and long standing health inequalities in Britain’s poorest communities by exploring how health systems can collaborate more effectively with communities. Some of the projects will explore ways of addressing health inequalities in rural and coastal communities. Others will be focussed on tackling systems change to support specific marginalised communities. Projects are in all four of the UK nations. This is a £30 million investment from UKRI. Between February and July, project partners were establishing their collaboration and recruiting researchers. All have partnerships and collaborations with community organisations and employ community researchers and/or people with lived experience. At weekly meetings for the core team, which includes NCCH, various approaches and projects to gather and disseminate data and learning are developed. A case study synthesis from Phase One and Interim Findings from Phase One and Phase Two have been published and can be accessed from the NCCH website which hosts the Mobilising Community Assets webpages. An article has been published in the International Journal for Equity in Health and case studies of individual projects are also available on the NCCH website. The Lived Experience Advisory Group (LEAG) meets regularly and is developing a Manifesto and supporting any lived experience participants in the Phase 3 programme. NCCH holds the budget for all lived experience activity related to the research programme. In April 2024, the team hosted a knowledge Exchange Event at UCL East which was attended by representatives of all phases of the programme. Presentations from Phase 1 and Phase 2 projects were showcased and Phase 3 were able to learn from their experiences.
We have **informed policy** through our Chair’s contributions to two House of Lords’ debates, on the Arts and Creative Industries Strategy and on the Contribution of the Arts to the Economy and to Society. The Creative Health Review involved 15 expert commissioners and 10 commissioner meetings; 9 lived experience advisory panel members and 3 panel meetings; 8 public roundtables with 79 panellists and 1364 attendees. The roundtables were subsequently viewed on YouTube by 2760 people. We published the Creative Health Review in December 2023 and the report has been viewed over 16,000 times online and downloaded 1,231 times. We sent the report with letters to every Secretary of State in the departments to which we make recommendations. Before the July election, responses were received from the Department for Education; Ministry of Justice; Department for Culture, Media and Sport; and the Department for Levelling Up, Housing and Communities.
We have **advocated for the value of Creativity for Healthy Lives** through our communications which reach a broad range of audiences. Our website receives an average of 2000 views monthly, our social media has 7561 followers, reaching approximately 33,380 people on average per month. On Twitter/X we had an average of 24,301 monthly impressions. Linkedin gained 1501 new followers and 1568 unique visitor over 12 months, with an average of 323 page views monthly. By July 2024 we had 1642 subscribers to our newsletter having gained 407 new subscribers since the previous year. We have sent 7 newsletters this year which have been opened a total of 6716 times and published 30 blogs and news items in the last year. All these figures show a good increase from last year. These statistics form the benchmark for future communications, and we will set targets for future years. We also advocate for the value of creativity for healthy lives through our networks of Creative Health Champions and through the GP Special Interest Group and the Pharmacy Special Interest Group. They become advocates through their daily work as leaders within health and social care and health professionals. We provide the mechanism to support them to join forces and learn from each other. We also advocate for the value of the work through events. In this year we have delivered 17 events, four of which were in person and 13 online. Several of these were regional events delivered by our Creative Health Associates. We gave presentations at 10 partnership events, 7 of which were in person and 3 online.
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**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **TRUSTEES' REPORT (CONTINUED)**
## **Challenges and Risks**
We review our Risk Register at every board meeting and agreed at the board awayday in July that we would set up a Finance, Audit and Risk sub-committee of the board which will meet before every board meeting. The risks are broadly the same as last year but our actions to mitigate the risks have developed:
• The Charity is unable to secure sufficient core and recurrent funding to support activities o The Charity is actively exploring alternative funding sources and the Trustees review progress at each Trustee meeting
o We have secured 100% core funding for 2024-2025 and are working on securing additional core funds for 2025-2027
• The Charity encounters succession appointment challenges for Trustee roles and Senior Management roles
o Succession planning is reviewed regularly at board meetings o We have appointed three new Trustees and a new Chair
• The Charity is unable to secure partner organisation engagement to deliver the ambitious aims and objectives of the Charity, strategy and objects
o The Charity has appointed additional resource to support this function o We continue to expand our partnership working through our Creative Health Associates Programme
## **Decision making process**
Trustees meet at quarterly board meetings and all decision making is minuted. The Chair of Trustees meets with the Director every four weeks to discuss the programme of work and decisions are agreed jointly. The staff meet every week and discuss any issues and decisions. The Director delegates decisions related to the specific areas of focus for each member of staff:
**Director - 4 days a week (permanent):** strategic planning; ensuring sustainability of the organisation; budget setting; fundraising and funding; partnerships and collaborations; managing staff.
**General Manager - 4 days a week (permanent):** administration; meetings and minute taking; policies; events management; HR and recruitment; Special Interest Groups; Creative Health Champions; Advisory Group; general enquiries; website management; social media; newsletters.
**Research and Policy Manager - 5 days a week (permanent):** policy briefings; blogs; keeping abreast of current evidence; Mobilising Community Assets research programme; supervising Creative Health MASc students.
**Programme Manager - 4 days a week (appointed July 2023 on a fixed term to October 2024):** managing Creative Health Associates programme; working with ICSs. It was agreed that this post would become permanent from November 2024.
**7 Creative Health Associates - 4 days a week (appointed July 2023 - fixed term to March 2025):** hosted by ICBs, one in each NHS region
**Finance Officer 1 day a week (freelance):** bookkeeping; budgets and cashflow; financial reports; invoicing and salaries; liaising with accountants.
## **Remuneration**
The salaries of permanent staff are based on benchmarking against similar posts in the charity sector. We use publications such as the annual CharityJob salary report, which in 2024 draws data from over 48,000 vacancies posted on the CharityJob website in the last year.
Salaries are agreed with the Chair and trustees and reviewed annually in line with inflation. The next review of salaries will be in early 2025.
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**NATIONAL CENTRE FOR CREATIVE HEALTH TRUSTEES' REPORT (CONTINUED)**
## **Thank You**
We are very grateful to our Advisory Group, who meet three times a year. The Advisory Group provides ongoing guidance as we deliver our programme of work.
We are very grateful to Hannah Waterson for her dedication and tireless work on the Creative Health Review and for her work on research more widely, to Alexis Butt, our General Manager, who supports our wider programmes and projects with energy and enthusiasm, and to our Finance Officer, Sarah Holmes, for her unstinting support.
On behalf of the staff, I would like to thank our dedicated board of trustees and in particular our Chair, Lord Howarth. We are very pleased that he has agreed to stay on as Honorary President of the Charity. We are delighted to welcome Professor Martin Marshall as our new Chair and look forward to working with him in future years.
Alexandra Coulter Director
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**NATIONAL CENTRE FOR CREATIVE HEALTH TRUSTEES' REPORT (CONTINUED)**
## **Public benefit**
The trustees have considered the Charity Commission's guidance on public benefit, which is achieved through the following charity's activities:-
- advocating the role of creativity within the health and social care sector;
- promoting good practice amongst those who work in the health and social care sector; - promoting partnership working amongst those who work in the health and social care sector; - promoting training amongst each of those groups so as to better enable them to deliver arts and culture within the health and social care sector for the public benefit.
The trustees confirm that they have complied with the requirements of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.
## **Financial review**
Total income for the year was £159,959 (2023- £758,669) of which £68,950 was restricted (2023£708,053). Expenditure for the period totalled £555,640 (2023- £197,245), of which £495,496 was restricted (2023- £103,776). Net expenditure for the year was £395,681 (2023 net income- £561,424).
At 31 July 2024 total funds amounted to £310,096 (2023- £705,777), of which £214,102 (2023£640,648) were restricted leaving unrestricted reserves of £95,994 (£65,129).
## _**Policy on reserves**_
At 31 July 2024 unrestricted reserves were £95,994 (2023 - £65,129). £35,000 of this is held as a free reserve.
NCCH maintains free unrestricted reserves:
• to provide a level of working capital that protects the continuity of our core work – this will be equivalent to three months of committed operating expenditure.
• to provide a level of funding for unexpected opportunities – this will be determined annually as budgets are approved and will be expressed as a % of income or absolute sum.
• to provide cover for risks such as unforeseen expenditure or unanticipated loss of income – this will be determined annually as budgets are approved and will be expressed as a % of income or absolute sum.
The Board of Trustees will review the above criteria with reference to NCCH’s strategy and Annual Plan and determine the target level of free reserves to meet these.
The Board of Trustees will at times designate funds from free reserves for significant project costs or replacement of major assets.
## _**Principal funding sources**_
The charity's principal funding sources are grants provided by other charities. The funding provided by these grants is used to meet both operational expenditure for the charity and to finance projects that further the charity's charitable objectives.
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**NATIONAL CENTRE FOR CREATIVE HEALTH TRUSTEES' REPORT (CONTINUED)**
## **Trustees and officers**
The trustees and officers serving during the year and since the year end were as follows:
Chairman:
Lord Alan Thomas Howarth of Newport CBE (resigned 19 July 2024)
Professor Martin Marshall (appointed 19 July 2024)
Honorary President:
Lord Alan Thomas Howarth of Newport CBE (appointed 19 July 2024)
Trustees: Alan Howarth, Chair of Trustees - Appointed July 2020 Bill Boa - Appointed July 2020 Prof. Helen Chatterjee - Appointed July 2020 David Clayton-Smith - Appointed April 2021 Dr. Guddi Singh - Appointed April 2021 Debbie Teale - Appointed April 2021 Prof. Martin Green OBE - Appointed June 2021 Nancy Hey - Appointed January 2022 Jane Thomas - Appointed January 2024 Isabelle Paagman - Appointed January 2024
Officers: Alex Coulter, Director Hannah Waterson, Research and Policy Manager Alexis Butt, General Manager
## **Structure, governance and management**
## _**Nature of governing document**_
National Centre for Creative Health is a Charitable Incorporated Organisation governed by a Constitution adopted and registered with the Charity Commission on 21 July 2020.
## _**Recruitment and appointment of trustees**_
The trustees manage the affairs of the CIO. There must be at least three charity trustees. If the number falls below this minimum, the remaining trustee or trustees may act only to call a meeting of the charity trustees or appoint a new charity trustee.
Apart from the first charity trustees, every trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of charity trustees.
In selecting individuals for appointment as charity trustees, the charity trustees must have regard to the skills, knowledge and experience needed for the effective administration of the CIO.
## _**Induction and training of trustees**_
The charity trustees will make available to each new trustee a copy of the current version of the constitution, plus a copy of the CIO's latest trustees' annual report and statement of accounts.
The annual report was approved by the trustees of the charity on .................... and signed on its behalf by:
Professor Martin Marshall Chairman and Trustee
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**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **STATEMENT OF TRUSTEES' RESPONSIBILITIES**
The trustees are responsible for preparing the trustees' report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.
The law applicable to charities 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 charity and of the incoming resources and application of resources of the charity 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 judgements 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 charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charities (Accounts and Reports) Regulations 2008, and the provisions of the constitution. The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Approved by the trustees of the charity on .................... and signed on its behalf by:
Professor Martin Marshall Chairman and Trustee
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**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF NATIONAL CENTRE FOR CREATIVE HEALTH**
I report to the charity trustees on my examination of the accounts of the charity for the period ended 31 July 2024 which are set out on pages 13 to 24.
## **Responsibilities and basis of report**
As the charity trustees of National Centre for Creative Health you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).
I report in respect of my examination of the National Centre for Creative Health's accounts carried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
## **Independent examiner’s statement**
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
1. accounting records were not kept in respect of National Centre for Creative Health as required by section 130 of the Act; or
2. the accounts do not accord with those records; or
3. the accounts do not comply with the accounting requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 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.
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.
....................................... H E Jones BA (Hons) FCCA Chartered Accountants Unity Chambers 34 High East Street Dorchester Dorset DT1 1HA
Date:.............................
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**STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 JULY 2024**
## **NATIONAL CENTRE FOR CREATIVE HEALTH**
|**Note**
**Income and Endowments from:**
Donations and legacies
2
Charitable activities
3
Other trading activities
Investment income
5
Total income
**Expenditure on:**
Charitable activities
6
Net movement in funds
**Reconciliation of funds**
Total funds brought forward
Total funds carried forward
14
**Note**
**Income and Endowments from:**
Donations and legacies
2
Charitable activities
3
Investment income
5
Total income
**Expenditure on:**
Charitable activities
6
Total expenditure
Net (expenditure)/income
Gross transfers between funds
Net movement in funds
**Reconciliation of funds**
Total funds brought forward
Total funds carried forward
14|**Unrestricted**
**funds**
**£**
50,000
40,444
80
485
91,009
(60,144)
30,865
65,129
95,994
**Unrestricted**
**funds**
**£**
50,020
314
282
50,616
(93,469)
(93,469)
(42,853)
105
(42,748)
107,877
65,129|**Restricted**
**funds**
**£**
-
68,950
-
-
68,950
(495,496)
(426,546)
640,648
214,102
**Restricted**
**funds**
**£**
654,260
53,793
-
708,053
(103,776)
(103,776)
604,277
(105)
604,172
36,476
640,648|**Total**
**2024**
**£**
50,000
109,394
80
485
159,959
(555,640)
(395,681)
705,777
310,096
**Total**
**2023**
**£**
704,280
54,107
282|
|---|---|---|---|
||||758,669|
||||(197,245)|
||||(197,245)|
||||561,424
-|
||||561,424
144,353|
||||705,777|
All of the charity's activities derive from continuing operations during the above two periods. The funds breakdown for 2023 is shown in note 14.
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**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **(REGISTRATION NUMBER: 1190515) BALANCE SHEET AS AT 31 JULY 2024**
|**Note**
**Fixed assets**
Tangible assets
10
**Current assets**
Debtors
11
Cash at bank and in hand
12
**Creditors: Amounts falling due within one year**
13
**Net current assets**
**Net assets**
**Funds of the charity:**
**Restricted income funds**
Restricted funds
**Unrestricted income funds**
Unrestricted funds
**Total funds**
14|**2024**
**£**
359
193,985
134,630
328,615
(18,878)
309,737
310,096
214,102
95,994
310,096|**2023**
**£**
325
526,966
187,493|
|---|---|---|
|||714,459
(9,007)|
|||705,452|
|||705,777|
|||640,648
65,129|
|||705,777|
The financial statements on pages 13 to 24 were approved by the trustees, and authorised for issue on .................... and signed on their behalf by:
Professor Martin Marshall Chairman and Trustee
- 14 -
**NATIONAL CENTRE FOR CREATIVE HEALTH NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024**_
## **1 Accounting policies**
## **Statement of compliance**
The financial statements have been prepared in accordance with the second edition of the Charities Statement of Recommended Practice issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.
## **Basis of preparation**
National Centre for Creative Health meets the definition of a public benefit entity under FRS 102. The accounts (financial statements) have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts.
## **Going concern**
The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern.
## **Income and endowments**
Voluntary income including donations, gifts, legacies and grants that provide core funding or are of a general nature is recognised when the charity has entitlement to the income, it is probable that the income will be received and the amount can be measured with sufficient reliability.
## _**Donations and legacies**_
Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance by the charity before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that these conditions will be fulfilled in the reporting period.
## _**Grants receivable**_
Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.
## _**Investment income**_
Dividends are recognised once the dividend has been declared and notification has been received of the dividend due.
## _**Charitable activities**_
Comprises income received in exchange for goods or services delivered as part of charitable activities performed, and is recognised in the Accounts to the extent that such goods or services have been provided.
- 15 -
**NATIONAL CENTRE FOR CREATIVE HEALTH**
**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024 (CONTINUED)**_
## **Expenditure**
All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.
## _**Raising funds**_
These are costs incurred in attracting voluntary income, the management of investments and those incurred in trading activities that raise funds.
## _**Charitable activities**_
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
## **Support costs**
Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.
## **Governance costs**
These include the costs attributable to the charity’s compliance with constitutional and statutory requirements, including audit, strategic management and trustees meetings and reimbursed expenses.
## **Government grants**
Government grants are recognised based on the accrual model and are measured at the fair value of the asset received or receivable. Grants are classified as relating either to revenue or to assets. Grants relating to revenue are recognised in income over the period in which the related costs are recognised. Grants relating to assets are recognised over the expected useful life of the asset. Where part of a grant relating to an asset is deferred, it is recognised as deferred income.
## **Taxation**
The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.
## **Tangible fixed assets**
Individual fixed assets costing £100 or more are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses.
## **Depreciation and amortisation**
Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:
**Asset class** Office equipment
**Depreciation method and rate** 20% Straight Line
- 16 -
**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024 (CONTINUED)**_
## **Trade debtors**
Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.
Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.
## **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.
## **Trade creditors**
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.
Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.
## **Borrowings**
Interest-bearing borrowings are initially recorded at fair value, net of transaction costs. Interest-bearing borrowings are subsequently carried at amortised cost, with the difference between the proceeds, net of transaction costs, and the amount due on redemption being recognised as a charge to the Statement of Financial Activities over the period of the relevant borrowing.
Interest expense is recognised on the basis of the effective interest method and is included in interest payable and similar charges.
Borrowings are classified as current liabilities unless the charity has an unconditional right to defer settlement of the liability for at least twelve months after the reporting date.
## **Fund structure**
Unrestricted income funds are general funds that are available for use at the trustees discretion in furtherance of the objectives of the charity.
Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.
## **Pensions and other post retirement obligations**
The charity operates a defined contribution pension scheme which is a pension plan under which fixed contributions are paid into a pension fund and the charity has no legal or constructive obligation to pay further contributions even if the fund does not hold sufficient assets to pay all employees the benefits relating to employee service in the current and prior periods.
Contributions to defined contribution plans are recognised in the Statement of Financial Activities when they are due. If contribution payments exceed the contribution due for service, the excess is recognised as a prepayment.
- 17 -
**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024 (CONTINUED)**_
## **2 Income from donations and legacies**
|Grants, including capital grants;
Grants from other charities
**Total for 2024**
**Total for 2023**
**3**
**Income from charitable activities**
Exhibitions
Contractual income
Contractual income
Contractual income
**Total for 2024**
**Total for 2023**|**Unrestricted**
**funds**
**General**
**£**
50,000
50,000
50,020
**Unrestricted**
**funds**
**General**
**£**
444
-
-
40,000
40,444
314|**Restricted**
**funds**
**£**
-
-
654,260
**Restricted**
**funds**
**£**
-
67,765
1,185
-
68,950
53,793|**Total**
**funds**
**£**
50,000|
|---|---|---|---|
||||50,000|
||||704,280|
||||**Total**
**funds**
**£**
444
67,765
1,185
40,000|
||||109,394|
||||54,107|
## **4 Income from other trading activities**
|Trading income;
Sales of goods and services|**Unrestricted**
**funds**
**General**
**£**
80
80|**Total**
**funds**
**£**
80|
|---|---|---|
|||80|
## **5 Investment income**
|Interest receivable on bank deposits
**Total for 2024**
**Total for 2023**|**Unrestricted**
**funds**
**General**
**£**
485
485
282|**Total**
**funds**
**£**
485|
|---|---|---|
|||485|
|||282|
- 18 -
## **NATIONAL CENTRE FOR CREATIVE HEALTH NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024 (CONTINUED)**_
## **6 Expenditure**
## **Unrestricted**
|**Note**
Staff costs
8
Freelance costs
Staff training
Insurance
Telephone
Sundry expenses
Advertising
Fundraising costs
Depreciation of
office equipment
Independent
Examiner’s
remuneration
Postage and
Stationery
Computer and
website costs
Bookkeeping
Travel and
subsistence
Rent
Accessability
support
Meeting costs
Legal and
professional fees
Bank charges
Recruitment costs
Conference costs|**General**
**£**
24,797
2,850
606
329
-
209
379
-
-
2,182
9,016
3,710
8,695
2,492
2,982
-
1,678
(89)
57
-
251
60,144|**Restricted**
**£**
409,817
38,894
4,103
242
372
373
1,757
40
90
2,300
4,789
260
600
19,475
-
736
2,813
4,111
4
-
4,720
495,496|**Total**
**2024**
**£**
434,614
41,744
4,709
571
372
582
2,136
40
90
4,482
13,805
3,970
9,295
21,967
2,982
736
4,491
4,022
61
-
4,971
555,640|**Total**
**2023**
**£**
123,944
30,521
-
105
-
30
129
-
81
3,701
601
11,316
6,563
2,463
100
43
808
12,277
60
675
3,828|
|---|---|---|---|---|
|||||197,245|
## **7 Trustees remuneration and expenses**
During the year the charity made the following transactions with trustees:
## **Ms Debbie Teale**
£776 (2023: £128) of expenses were reimbursed to Ms Debbie Teale during the year.
Expenses reimbursed relate to expenses incurred in travelling to and from Trustees meetings.
£100 (2023: £Nil) of expenses were reimbursed to during the year. No trustees, nor any persons connected with them, have received any remuneration from the charity during the year.
No trustees have received any other benefits from the charity during the year.
- 19 -
**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024 (CONTINUED)**_
Donations made by the trustees without any conditions attached totalled £Nil for the year (2023 - £20).
## **8 Staff costs**
The aggregate payroll costs were as follows:
|**Staff costs during the year were:**
Wages and salaries
Pension costs (defined contribution)|**2024**
**£**
423,021
11,593
434,614|**2023**
**£**
121,164
2,780|
|---|---|---|
|||123,944|
The monthly average number of persons employed by the charity during the year was as follows:
|Employees|**2024**
**No**
11|**2023**
**No**
3|
|---|---|---|
The jump in the number of employees and resulting staff costs relates to a funding agreement with Arts Council England to engage seven Creative Health Associates for a fixed term. There will be a subsequent fall at the end of the programme in March 2025.
No employee received emoluments of more than £60,000 during the year
The total employee benefits of the key management personnel of the charity were £150,893 (2023 - £103,710).
The Director, as the highest paid member of staff, received benefits totalling £51,392 (2023 - £44,574).
## **9 Independent examiner's remuneration**
|**9**
**Independent examiner's remuneration**|||
|---|---|---|
|Examination of the financial statements
**Other fees to examiners**
All other services|**2024**
**£**
1,012
3,470|**2023**
**£**
946|
|||2,755|
- 20 -
**NATIONAL CENTRE FOR CREATIVE HEALTH**
**NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024 (CONTINUED)**_
## **10 Tangible fixed assets**
|**Cost**
At 1 August 2023
Additions
At 31 July 2024
**Depreciation**
At 1 August 2023
Charge for the year
At 31 July 2024
**Net book value**
At 31 July 2024
At 31 July 2023
**11 Debtors**
Trade debtors
Prepayments
Accrued income
Other debtors
**12 Cash and cash equivalents**
Cash at bank
**13 Creditors: amounts falling due within one year**
Trade creditors
Other taxation and social security
Accruals||**Furniture and**
**equipment**
**£**
406
124
530
81
90
171
359
325
**2024**
**£**
41,458
644
150,383
1,500
193,985
**2024**
**£**
134,630
**2024**
**£**
4,049
11,179
3,650
18,878|**Furniture and**
**equipment**
**£**
406
124
530
81
90
171
359
325
**2024**
**£**
41,458
644
150,383
1,500
193,985
**2024**
**£**
134,630
**2024**
**£**
4,049
11,179
3,650
18,878|**Total**
**£**
406
124
530
81
90
171
359
325
**2023**
**£**
-
687
525,554
725|
|---|---|---|---|---|
|||530|||
|||81
90|||
|||171|||
|||359|||
|||325|||
|||**2024**
**£**
41,458
644
150,383
1,500
193,985
**2024**
**£**
134,630
**2024**
**£**
4,049
11,179
3,650
18,878|||
|||||526,966|
|||||**2023**
**£**
187,493|
|||||**2023**
**£**
130
2,821
6,056|
|||||9,007|
- 21 -
**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024 (CONTINUED)**_
## **14 Funds**
|**Unrestricted**
**_General_**
Core
NHS England (Hubs)
Oak Foundation
Reserves
**Restricted**
All-Party Parlimentary
Group on Arts, Health and
Wellbeing
The Baring Foundation
South West Yorkshire
NHS Foundation Trust
The Baring Foundation
(Creative Health and
Mental Health event)
The Baring Foundation
(PR support)
UCL/AHRC Mobilising
Community Assets
Arts Council England -
Creative Health
Associates
**Total funds**|**Balance at**
**1 August**
**2023**
**£**
33,514
3,984
2,631
25,000
65,129
1,134
39,162
4,000
12,000
2,300
8,987
573,065
640,648
705,777|**Incoming**
**resources**
**£**
41,009
-
50,000
-
91,009
-
-
-
-
-
67,765
1,185
68,950
159,959|**Resources**
**expended**
**£**
(10,071)
(3,445)
(46,628)
-
(60,144)
(1,134)
(30,417)
(4,000)
(11,600)
(2,300)
(61,457)
(384,588)
(495,496)
(555,640)|**Transfers**
**£**
(10,000)
-
-
10,000
-
-
-
-
-
-
-
-
-
-|**Balance at**
**31 July**
**2024**
**£**
54,452
539
6,003
35,000|
|---|---|---|---|---|---|
||||||95,994|
||||||-
8,745
-
400
-
15,295
189,662|
||||||214,102|
||||||310,096|
- 22 -
**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024 (CONTINUED)**_
|**Unrestricted funds**
**_General_**
Core
Hubs
Oak Foundation
Reserves
UCL/AHRC Mobilising
Community Assets
**Restricted funds**
All-Party Parlimentary
Group on Arts, Health and
Wellbeing
The Baring Foundation
(Huddles)
South West Yorkshire
NHS Foundation Trust
The Baring Foundation
(Creative Health and
Mental Health event)
The Baring Foundation
(PR support)
UCL/AHRC Mobilising
Community Assets
Arts Council England -
Creative Health
Associates
**Total funds**|**Balance at**
**1 August**
**2022**
**£**
70,907
15,950
6,125
15,000
(105)
107,877
1,134
16,342
19,000
-
-
-
-
36,476
144,353|**Incoming**
**resources**
**£**
616
-
50,000
-
-
50,616
-
37,260
-
12,000
5,000
53,793
600,000
708,053
758,669|**Resources**
**expended**
**£**
(28,009)
(11,966)
(53,494)
-
-
(93,469)
-
(14,440)
(15,000)
-
(2,700)
(44,701)
(26,935)
(103,776)
(197,245)|**Transfers**
**£**
(10,000)
-
-
10,000
105
105
-
-
-
-
-
(105)
-
(105)
-|**Balance at**
**31 July**
**2023**
**£**
33,514
3,984
2,631
25,000
-|
|---|---|---|---|---|---|
||||||65,129|
||||||1,134
39,162
4,000
12,000
2,300
8,987
573,065|
||||||640,648|
||||||705,777|
The transfer of £105 between the unrestricted and restricted University College London funds relates to the reclassification of the fund as restricted, with £105 being the deficit on the unrestricted fund brought forward on 1 August 2022.
Restricted funds arise when specified by the funder or when funds are raised for particular restricted projects or activities. Expenditure which meets the restricted criteria is charged to that fund, together with a fair allocation of support and administrative costs. Insofar that expenditure charged to restricted funds exceeds monies received, transfers may be made from unrestricted funds to cover any deficit that would otherwise arise.
- 23 -
**NATIONAL CENTRE FOR CREATIVE HEALTH**
## **NOTES TO THE FINANCIAL STATEMENTS** _**FOR THE YEAR ENDED 31 JULY 2024 (CONTINUED)**_
## **15 Analysis of net assets between funds**
|Tangible fixed assets
Current assets
Current liabilities
Total net assets|**Unrestricted**
**funds**
**General**
**£**
-
70,796
(5,667)
65,129|**Restricted**
**funds**
**£**
325
643,663
(3,340)
640,648|**Total funds**
**at 31 July**
**2023**
**£**
325
714,459
(9,007)|
|---|---|---|---|
||||705,777|
## **16 Related party transactions**
One of the trustees, Professor Helen Chatterjee, is employed by University College London and is the AHRC programme Director for Health Inequalities, leading the Mobilising Community Assets research programme on behalf of UKRI. UCL and AHRC provide grant funding to National Centre for Creative Health. Details of this fund can be found in Note 14 (above).
- 24 -
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