**Annual Report & Financial Statements for the year ending 31st March 2025** ## **Our Trustees** Dennis Twomey Chair and Acting Treasurer Atiya Sheikh Committee Member Alishah Azmin Committee Member James Invine Committee Member Jacqueline Baillie-Nelson Committee Member Rebecca Wood Committee Member Joined 19/02/ 2024 Julia Kowalle Committee Member Joined 01/02/2025 Kay So Committee Member Until 19/06/2025 Jonafe Suarez Committee Member Until 18/06/2025 Shepu Miah Committee Member Until 19/10/2025 ## **Our Senior Management Team** Farida Yesmin CEO Kay Browne Access to Employment Services Manager Tahmina Rahman Advice Services Manager Gerard McKinney Development Manager Shirina Ali Immigration Advice Services Manager ## **Registered Office** ## **Our Auditors** 789-791 Commercial Road, Shaw Gibbs (Audit) Limited Unit 2, Salatin House, St. Anne Street, 19, Cedar Road, Sutton London E14 7HG Surrey SM2 5DA ## **Our Bankers** ## **Our Solicitors** NatWest Bank Unit Cr36, Level Minus One, Crossrail Station And Retail Mall, Canary Wharf E14 5AR Russell Cooke 8 Bedford Row, London WC1R 4BX Charity No - 295857 Company No - 01817676 **4** ## **Chair’s Introduction** ## Message from our CEO **8** ## **Structure, Governance & Management** Our People Trustee Biographies Strategic Priorities Principal Funding Sources Deep Roots in the Community **17** ## **Snapshot of the Year** A year at Limehouse Project Who We Support Key Trends and Emerging Pressures Skills Development and Progression Supporting Health, Preventing Inequality Little Limehouse Preschool **39** ## **Management of Risk** How We Manage Risk Key Risks and Mitigation **42** ## **Financial Review** Reserves Policy Looking Forward: Financial Sustainability and Strategic Growth **46** ## **Audited Accounts** Auditors & small companies’ provisions Statement of trustees’ responsibilities Independent auditor’s report Statement of financial activities Chair'$ Introducfion As Chair of the Governing Board, I am pleased to present this year’s Annual Report and reflect on the Limehouse Project’s continued impact and resilience during another challenging year for the voluntary and community sector. Despite ongoing financial pressures and rising demand, the organisation supported over 6,000 people across advice, training and employment, and health and wellbeing services, remaining firmly focused on its mission and values. The Board has taken assurance from the organisation’s strong operational performance. Over 6,021 individuals were supported by our front-line team, helping households secure vital income, prevent homelessness and navigate periods of acute hardship. Alongside this, the Training and Employment and Health and Wellbeing services continued to support people facing complex barriers, addressing skills gaps, isolation and health inequalities through trusted, community-led approaches. Throughout the year, the Board worked closely with the Senior Management Team to strengthen financial oversight, manage risk, and support long-term sustainability. While the funding environment remains highly competitive, careful planning and prudent financial management have helped maintain stability and position the organisation well for the future. This year also marks the departure of our Chief Executive after more than 30 years of exceptional service. On behalf of the Board, I would like to pay tribute to her outstanding leadership, dedication, and vision. Her contribution has been instrumental in shaping the Limehouse Project into the trusted and impactful community anchor it is today, and she leaves a strong legacy and solid foundations for the next chapter. We also said farewell to three Trustees who stepped down due to personal commitments, and we thank them for their valued contribution. Through our work with ELBA and Tower Hamlets Volunteer Centre, we were pleased to recruit four new Trustees who bring a wide range of skills and experience to the Board. I would like to thank our staff and volunteers for their professionalism and commitment, our funders and partners for their continued support, and, above all, the community we serve for their trust. The Board remains committed to strong governance and strategic oversight to ensure the Limehouse Project continues to deliver meaningful impact at the heart of the community. **Dennis Twomey Chair of Limehouse Project Governing Board** GG A Vear of Impact & Reflection yy ## **Message from our CEO** As we reflect on 2024–25, I do so with a deep sense of pride and gratitude. This year has once again underscored both the scale of need within our community and the strength, compassion and determination that define the Limehouse Project. Against the backdrop of economic uncertainty, rising living costs, housing pressures and widening health inequalities, our services have continued to be a vital lifeline for thousands of local residents. Our impact is firmly rooted in the community we serve. Each year, we support over 6,000 individuals, many of whom seek help at moments of crisis. Our dedicated team provides wraparound support, helping people stabilise their circumstances while connecting them to our training, employment, and health and wellbeing services. The Limehouse Project has always been a community hub, a trusted place where people come to seek help, build connections, and feel supported. More recently, through the Ethnic Minority Network, we have strengthened our role as a bridge between local residents and decision-makers. This year, we delivered a wide range of workshops and co-produced solutions alongside the community, the Council and health partners. I am particularly proud of the new funding secured from Tower Hamlets Public Health to deliver a preventative health programme for Muslim women, who face some of the poorest health outcomes locally. Our core services continued to achieve strong outcomes. The Advice Service delivered over 6,384 one-to-one sessions, securing £8,434,423 million additional annual income, preventing homelessness and helping individuals regain stability and peace of mind. Our Training and Employment programmes supported hundreds of learners, many women facing multiple barriers, to build confidence, develop skills and progress towards employment or self-employment. Our Health and Wellbeing work continued to address isolation and health inequalities, reaching women and families with culturally sensitive, preventative support in trusted community spaces. This year, we were honoured to be awarded Best Voluntary Sector Organisation in Tower Hamlets 2025, a recognition that reflects the commitment, quality and impact of our work across the borough. These achievements are a direct result of the dedication of our staff, volunteers and Trustees. I am continually inspired by the professionalism, resilience and compassion shown by our team, who go above and beyond every day to support our community. Our volunteers play an integral role across governance, co-production and frontline services, and I am deeply grateful to our Trustees for their leadership, guidance and unwavering commitment to our mission and values. Our strength lies in our roots. With the vast majority of our staff and volunteers living locally and bringing lived experience, language skills and cultural understanding, the Limehouse Project is built on trust. That trust earned over four decades enables us to reach those most at risk of exclusion and support people with dignity, respect and understanding. While the funding environment remains challenging, with sustained pressure on statutory funding and intense competition for charitable resources, we continue to respond with resilience, care and determination. Our focus remains on sustainability, partnership and ensuring that every pound spent delivers meaningful impact for our community. This year also marks the end of a deeply personal chapter for me, as it is my final year as Chief Executive of the Limehouse Project after more than 30 years of service. It has been an honour and a privilege to be part of this organisation's journey, from its early beginnings to the strong, trusted community anchor it is today. I leave with immense pride in what we have achieved together and with confidence in the organisation's future, its values and the people who will carry this work forward. I would like to thank our funders, partners, volunteers and, most importantly, the community we serve for their trust, support and shared commitment. The Limehouse Project has always been about people, community and hope, and I am confident that this spirit will continue to guide the organisation for many years to come. **Farida Yesmin CEO** TrPESOF "S,tructure, GovernanF¢ &. Mana emerft ## **Structure, Governance and Management** The Limehouse Project is a registered charity since the 7th January 1987 and has been incorporated as a Company Limited by Guarantee since the 18th May 1984. Our Articles of Association details our aims and objectives, management accountability and mechanisms through which Trustees are elected. ## **Our Vision** **Raising aspirations and improved lives** for our local communities. ## **Our Mission** To improve people’s lives by providing **effective and accessible advice, training and wellbeing services** in a **welcoming, safe and supportive environment** ## **Our Values** - **Client-centred:** We put the needs, progress and success of our clients and community at the heart of everything we do. - **Professional:** Our skilled staff and volunteers deliver high-quality services that help people improve their financial stability. - **Inclusive and accessible:** We offer a welcoming, safe and non-judgemental space where everyone feels comfortable and respected. - **Independent and responsive:** We act in the best interests of the community and respond quickly to changing needs. **A great place to work:** We value our staff and volunteers and invest in their development and wellbeing. These values are the pillars of The Limehouse Project. They guide our approach and our commitment to making a tangible, positive impact in the lives of ethnic minorities in East London. ## **Our People** We are extremely proud of our dedicated and skilled team, who continue to go above and beyond to deliver vital local services at a time of sustained and growing demand. In recent years, the pressure on our services has increased significantly, and our staff and volunteers have responded with commitment, professionalism and compassion. By combining professional expertise with strong local knowledge, our team delivers practical and meaningful support that genuinely meets the needs of the communities we serve. We are committed to building on this strong foundation by promoting fairness, equity and collaboration across the organisation. We actively work to break down silos, strengthen teamwork and ensure that staff and volunteers feel supported, valued and connected. To achieve this, we continue to invest in staff and volunteer development through training, learning opportunities and clear internal communication. **Our Staff** ## **Key achievements during the year include:** **Strengthening team connection and shared purpose:** We held two successful team-wide events, an Annual Planning Day and a Staff Away Day, which helped strengthen our shared understanding of our values, purpose and future priorities, while improving collaboration across services. - **Improved internal communication:** Our Microsoft SharePoint directory was redesigned, making it easier for staff to access resources, share information and coordinate work across teams. **Supporting staff wellbeing:** We increased opportunities for staff to spend time together, including celebrations for Eid, International Women’s Day and our 40th Anniversary. Plans are also underway to create dedicated wellbeing spaces within our Centre, providing staff with a place to rest and recharge during busy working days. **Pay and benefits:** Salary reviews are carried out regularly using a consistent job evaluation approach. Where possible, pay increases have been awarded to help staff manage the rising cost of living. **Training and development:** We continued to offer learning and development opportunities that fit with our values, with a focus on both technical skills and effective ways of working together. Additional training in safeguarding, counselling and risk assessment has strengthened staff confidence and capacity to support and appropriately signpost particularly vulnerable individuals during times of crisis. ## **Our Volunteers** Volunteers are central to the work of the Limehouse Project and play an integrated, meaningful role across all areas of the organisation. During the year, over 43 dedicated volunteers contributed their time, skills and lived experience at every level from governance and strategic decision-making as Trustees, to leading health and wellbeing co-production activities, and supporting the delivery of vital frontline services such as the weekly luncheon for older residents. Our volunteers reflect the diversity of the communities we serve and include people of all ages, backgrounds and experiences. Their commitment, compassion and local knowledge strengthen our connection to the community and help ensure that our services remain accessible, trusted and responsive to need. Volunteers play a vital role in helping local people access the advice, health, wellbeing and training services they need. We are incredibly grateful for the generosity and dedication of our volunteers, whose contributions continue to enhance the quality, reach and impact of the Limehouse Project’s work. ## **Our Board** The Limehouse Project is guided by a committed Board of Trustees who provide strategic leadership, oversight and strong accountability. Our Trustees bring a deep understanding of the local community alongside a wide range of professional skills, helping to ensure that the organisation remains focused on its mission and continues to respond effectively to local need. The Board currently comprises **eight Trustees** , each bringing valuable experience and a shared commitment to the values and purpose of the Limehouse Project. Their expertise includes former teachers, school governors, Legal advisers, management consultants, corporate lawyers, barristers, financial sector professionals, and community advisors. This breadth of knowledge strengthens decision-making and supports the long-term sustainability of the organisation. The Board met **four times during the year** , with meetings held in person and online via Microsoft Teams. Members of the Senior Management Team — including the Chief Executive Officer, Advice Services Manager, Employment and Training Manager, Immigration Advice Services Manager, and Community Development Manager/Fundraiser — are typically invited to attend meetings to provide operational updates and support informed discussion. In addition, the Board is supported by **three sub-committees** , which meet as required to provide more detailed oversight in key areas. This structure enables the Board to maintain effective governance while supporting the strategic development of the organisation. ## **Trustee Biographies** ## **Chair of The Trustee board - Dennis Twomey** Dennis is founding member of the Limehouse Project and provides stable leadership to the organisation. Dennis was a Labour leader of the council in the early 1980s and has chaired numerous public and third sector committees, Boards and organisations. He currently also serves as the Chair of Governors for two local schools and is Treasurer for Step Forward - a local charity working with young people and Chair of St Hilda’s East Community Centre. Dennis began his career as a physicist. He completed his D.Phil. at Oxford University, taught mathematics at Cambridge University and spent the early part of his career in underwater weapons research. Later in his career he took a 1st class honours degree in Psychology from London University. Dennis retired in early 2000. His long-term engagement with the sector and Limehouse Project provides the organisation with experienced leadership through which to overcome radical changes ## **Trustee - Atiya Sheikh MCMI MGP MIoD MMRS** Atiya is a Leadership Development Consultant who works with managers on a wide range of solutions to help them achieve critical change through their people. As Director of the multi-award winning Inemmo Leadership Development Solutions, she strategically supports clients to drive the improvement of both management and leadership capability, ensuring the development of solutions that are aligned to deliver the strategic goals of the organisation. Atiya is a Member of the Chartered Management Institute (CMI), the Institute of Directors (IoD) and Chartered Quality Institute (CQI), Market Research Society (MRS), Association of Corporate Governance Practitioners (ACGP) and the ACCA. She is also a Certified Facilitator of the Sedona Method and Practitioner of Lumina Learning Psychometrics, and a Certified Lead Auditor for ISO9001 Quality Management Systems, ISO 14001 Environmental Management Systems, BSOHSAS 18001 Occupational Health & Safety and Social Systems (SMETA). ## **Trustee - Alisha Azim** Alisha lives in Tower Hamlets. She is a case worker at the Legal Advice Centre and an expert in social welfare issues. She has volunteered for Island Advice Centre since 2010 as an advice worker whilst completing an Advice and Guidance level 3 qualification, before going on to gain a Diploma in Caseworker level 4. She holds a degree in Sustainable Communities and Leadership and is experienced in promoting business growth and policy making within communities and large organisations ## **Trustee - James Invine** James is a sell-side equity research analyst at Societe Generale with a focus on the banking sector. He started his finance career nearly 20 years ago and has also worked for Dresdner Kleinwort (now part of Commerzbank), Merrill Lynch (now part of Bank of America) and UniCredit. James also holds non-executive roles at Fair4All Finance, an organisation founded to support the financial wellbeing of people in vulnerable circumstances, and Thrive Homes, a housing association. ## **Trustee - Jacqueline Baillie-Nelson** Jacqueline is a solicitor qualified to practise law in England and Wales, having been admitted in March 2002. In the years since qualification, Jacqueline has worked in-house as a corporate/commercial lawyer in the banking and financial services sectors, focusing on vendor finance, corporate finance and, more recently, private banking. Jacqueline has also previously served as company secretary to several UK companies, advising the boards of these and other European group members on governance and regulatory matters. In recent years, Jacqueline has also advised on the implementation of the General Data Protection Regulation and related data privacy matters. Jacqueline joined the Limehouse Project’s Board of Trustees in July 2019. ## **Trustee - Rebecca Wood** A responsible investment analyst with experience across Royal London, the Church Commissioners, Legal & General, and BNP Paribas Asset Management, she specialises in analysing companies on climate, biodiversity, and broader ESG issues, and leading engagements to drive meaningful environmental and social improvements. Alongside her professional work, she has a strong commitment to community impact through volunteering with organisations such as Age UK, Pure Leapfrog, and various conservation and mental health initiatives. With master's degrees in Sustainability Science & Policy and Environmental Economics and strong analytical and technical skills, she is motivated to use responsible investment to help people and create longterm positive change. ## **Trustee - Julie Knowalle** Julia Knowalle is an experienced banking leader with over 15 years at SMBC Bank International. She serves as Executive Director and Head of Infrastructure Finance and Asset Optimisation, managing a team delivering infrastructure and transport transactions across EMEA. She previously held senior roles at RBS and completed international assignments with SMBC, alongside publishing on sustainable infrastructure and speaking at institutions such as UNECE and London Business School. With a PhD in economics and a strong multilingual background, she is also active in mentoring, women-in-finance initiatives, and community volunteering. ## **Induction of New Trustees** Julia Knowalle is an experienced banking leader with over 15 years at SMBC Bank International. She serves as Executive Director and Head of Infrastructure Finance and Asset Optimisation, managing a team delivering infrastructure and transport transactions across EMEA. She previously held senior roles at RBS and completed international assignments with SMBC, alongside publishing on sustainable infrastructure and speaking at institutions such as UNECE and London Business School. With a PhD in economics and a strong multilingual background, she is also active in mentoring, women-in-finance initiatives, and community volunteering. ## **Strategic Priorities** For over 40 years, the Limehouse Project has earned the trust of local communities by providing culturally sensitive, practical support at times of greatest need, whether is facing financial crisis, housing, multiple debt, energy debts or a local elder living in isolation needing help, we have been a vital lifeline for some of Tower Hamlets’ most disadvantaged people. As we enter our fifth decade of service, we reaffirm our commitment to remaining a trusted and accessible resource for our diverse community. Cost of living crisis, unemployment and changes to the benefit system are pushing even more families below the poverty line. Demand for the advice, advocacy and holistic support continues to rise, particularly among those facing multiple and intersecting disadvantages. In response to these challenges, we have reviewed our strategy centred on five key strategic priorities. At the heart of this strategy is our commitment to delivering accessible, empowering and holistic services that enable people to mitigate the impacts of poverty and move towards financial independence. Maintaining trust and safeguarding the wellbeing of our clients remains our core mission; our aim is not only to help people survive, but to support them to thrive. Over the coming years, we will expand and strengthen our advice services, particularly in housing, welfare benefits and debt management, ensuring support remains accessible through multi-lingual, in-person and digital channels. We will also develop new activities that promote physical and mental health, especially local Muslim women, responding to the inequality faced by this group when it comes to health. Through this renewed strategic focus, the Limehouse Project will continue to stand alongside our community, adapting to emerging challenges while remaining rooted in our long-standing values of dignity, inclusion and empowerment. ## **Strategic Priorities for the Forthcoming Year** To deliver **accessible, empowering and holistic services** that help people mitigate the impacts of poverty and **move towards financial independence** To develop and implement activities that **support health and wellbeing** and tackle the impacts and causes of isolation Health and wellbeing will remain a central, cross-cutting priority. ## **Strengthening Partnerships, Communication, and Community Voice** Building **Organisational Resilience** and **Sustainability** To invest in our Workforce and Volunteers and **support the wellbeing and progression of our team** ## **Principal Funding Sources** LHP’s work is supported through statutory and private charitable trust grants and Service Level Agreements (SLAs). Current funders and partnerships include: The Tower Hamlets Council Mayor's Community Grant Programme (MCGP) funds a partnership led by Tower Hamlets and Hackney Citizens Advice, collaborating with 14 voluntary sector advice agencies. Limehouse Project is a key delivery partner, providing social welfare advice services to Poplar, Limehouse, and Stepney residents. Through MCGP funding, we also have three-year funding to offer ESOL (English for Speakers of Other Languages) with Digital Skills training specifically designed for local women. LHP is also a delivery partner of another boroughwide partnership Tower Hamlets Connect lead by AgeUK to deliver social welfare advice service in Health Settings and LHP deliver advice service from ten GP surgeries as a part of this funding contract. National Lottery Community Fund: Welfare Benefits and Digital Support project. Crucial funding and other support have also been provided by the City Bridge Foundation, the Henry Smith Charity, the Energy Saving Network, Santander Foundation, Tower Hamlets Public Health funding to tackle long term health Conditions amongst Muslim Women, the Health Coalition and many other funders who have supported delivery of our vital services, we sincerely thank each one. **----- Start of picture text -----**
Our Funders
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_**Our work is only possible because of the continued support of our funders, partners and community. We are profoundly grateful for their commitment, which enables us to keep delivering vital services and making a lasting difference to local people.**_ 11 Snapshot of . the-year ## **A year at Limehouse Project** During the year, the Limehouse Project supported over 6,021 people, responding to growing levels of need across Tower Hamlets with accessible, community-led services. Our Advice Service delivered 6,384 one-to-one advice sessions, 44 drop-in sessions and 480 outreach advice sessions, ensuring that support remained accessible to residents. The Training and Employment team supported 441 learners through a range of training, employability and progression activities, helping individuals build confidence, develop skills and move closer to employment or self-employment. Our Health and Wellbeing services delivered a wide programme of health workshops alongside a large-scale community Health Event, reaching women and families with culturally appropriate health information, preventative support and opportunities to connect. Feedback from service users continues to demonstrate the positive impact of our work. 98% of people reported being very satisfied with the support they received, and 85% said they felt less stressed or anxious after accessing our services. **----- Start of picture text -----**
Delivering Impact Where It Matters
£8,434,423 £33,358 £23,915
additional income of client debt energy grants and
secured annually written off additional funding
85% 74% 92% 88%
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**Felt less stressed after Reported much beter Reported increased Progressed in training, receiving support health & wellbeing confidence & motivation volunteering & employment 65 360 260 30 Homelessness & Completed basic Non accredited Families supported Evictions prevented skills training qualifications with Rose Vouchers** **Homelessness & Evictions prevented** ## **Our Activities Highlights** **One-to-one appointment sessions delivered 6,384 Outreach advice sessions, supporting 916 unique clients 480 Digital IT support sessions, supporting 574 clients 378** **Universal Credit IT training sessions attended by 261 clients 114** **Digital engagement sessions delivered 84 ESOL classes delivered across 5 cohorts 70 Luncheon Club sessions delivered 44 Self-employment training sessions delivered 39 Co-production health workshops delivered 20 Energy Efficiency workshops attended by 328 clients 16** ## **Who We Support** Over the year, Limehouse Project worked with people of all **ages, genders and nationalities** , reflecting the diversity of the communities we serve across Tower Hamlets. Many of those who accessed our services were experiencing multiple and overlapping challenges, including low income, insecure housing, poor health, unemployment, language barriers and digital exclusion. **----- Start of picture text -----**
At a glance:
Gender
Female 3581 56% Male 2802 44%
Ethnicity
51% 13% 36%
Asian, Asian British, Black African, Somali, White British, White &
Bangladeshi Caribbean Others
Total 3,275 Total 836 Total 2273
Age Breakdown
3% 16-24 y.o 27% 45-54 y.o
10% 25-34 y.o 17% 55-64 y.o
29% 35-44 y.o 14% 65 + y.o
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## **Deep Roots in the Community** Limehouse Project is a trusted local organisation with strong roots in the community, built through over four decades of supporting and empowering residents since 1984. Our long-standing presence has enabled us to develop deep, meaningful relationships with the people we serve. **95% of our staff live locally** , speak community languages and bring lived experience of the challenges faced by residents. This shared understanding strengthens trust, improves access and ensures our support is culturally sensitive and relevant. Our close connection to the community places Limehouse Project in a unique position of trust. This trust is central to our effectiveness, enabling us to reach those most at risk of exclusion and deliver support that genuinely meets local needs. ## **Listening to Our Community** Feedback from service users shows the positive impact of our support and the quality of their experience. ## **Our Activities Highlights** **98% said the service helped them** _**a lot**_ **68% found the service** _**very easy to access**_ **Quality of support** **97% said they were treated** _**very respectfully**_ **said the service made them** _**feel more in control**_ **83%** ## **Wellbeing and health** **85% felt** _**much less stressed**_ **after accessing the service** **said their health was** _**much better**_ **74%** **said their health was** _**better**_ **14%** **felt** _**a little less stressed**_ **13%** ## **Confidence for the future** **71% felt** _**much more confident**_ **dealing with similar issues** **felt** _**a little more confident**_ **22%** ## **An Integrated Holistic Advice Service:** The scale and complexity of need experienced in 2024–25 demonstrate the growing pressure on Tower Hamlets’ most vulnerable residents. Rising demand for face-to-face, multilingual, and holistic support reflects persistent barriers such as digital exclusion, language needs and poor health. In this context, the Limehouse Project Advice Service has remained an essential safety net, preventing crisis, reducing poverty, and supporting the resilience of the local community. Over the year, the Limehouse Project Advice Service responded to **5,417 client enquiries;** the majority received by telephone **(4,541 enquiries),** reflecting the urgency of need and limited alternatives available to residents. In total, the service delivered **6,384 one-to-one advice sessions** , supporting **2,801 unique clients** , many of whom presented with multiple and interconnected issues requiring sustained intervention. Welfare reform and the transition to Universal Credit continued to be a major driver of demand. Advisers supported **2,913 welfare benefits cases** , including a growing number of complex disability-related claims and appeals. The service worked with **814 Universal Credit** claimants to prevent potential sanctions, addressing issues such as claim reviews, digital access, compliance requirements, and delayed payments. Housing pressures remained acute throughout the year. The Advice Service handled **1,853 housing cases** , including homelessness, overcrowding, rent arrears, and disrepair. Through early intervention, our advisers helped **prevent 65 evictions** and supported **63 clients experiencing homelessness** , mitigating the risk of further crisis and displacement. Poor housing conditions, including damp and mould, were frequently linked to declining health and increased anxiety among clients. Financial hardship intensified as household budgets were stretched by rising living costs. Advisers supported **432 money and debt cases,** managing **£229,665.16 of debt** , securing **£33,357.80 in debt write-offs** and achieving **£30,573.59 in debt reduction** . In parallel, the service secured **£162,200** in additional _weekly_ income for clients, equivalent to **£8,434,423 million annually** alongside **£119,477.74 in backdated benefit** awards, providing critical financial stability for thousands of households. The impact of these interventions extended beyond financial outcomes. Of the **417 client surveys** completed, **84.6% of clients reported feeling much less stressed,** and **74.1% reported their health was much better because of accessing the service.** These outcomes highlight the direct link between timely advice, financial security, and improved wellbeing. ## **Service Delivery and Reach** Alongside casework, the service delivered an extensive programme of workshops, training and digital support, including: **Energy Efficiency Workshops:** 16 sessions attended by 328 clients **Personal Budget Management Workshops:** 12 sessions attended by 151 clients **Universal Credit IT Training:** 114 workshops attended by 261 clients **Universal Credit 1:1 Budgeting Support:** 71 sessions attended by 157 clients **UC IT Drop-In Support for Vulnerable Clients:** 84 sessions attended by 191 clients **Digital IT Support:** 378 sessions attended by 574 clients This blended model of advice, training and digital inclusion reflects the increasingly complex barriers faced by residents. ## **Areas of Advice** The most common areas of support included: **Welfare Benefits:** 2,913 cases **Housing:** 1,853 cases **Energy Efficiency:** 797 cases **Money and Debt:** 432 cases **Immigration:** 140 cases **Funding and Grants:** 169 cases These figures underline the interconnected nature of poverty, housing insecurity and financial hardship faced by residents. ## **Key Trends and Emerging Pressures** Throughout the year, advisers observed a sharp rise in: **Disability and health-related benefit applications and appeals,** including PIP, DLA and UC50 Work Capability Assessments, often involving rejected claims despite strong medical evidence **Housing-related issues,** including disrepair, overcrowding, homelessness and difficulties navigating digital housing systems - **Universal Credit-related problems** , particularly digital access, sanctions anxiety and benefit transitions **Severe financial hardship** , driven by rent arrears, council tax debt, energy costs and delayed benefit payments **Energy insecurity,** with confusion around billing, supplier changes and lack of accessible support ## **Building Skills, Confidence and Financial Independence** Limehouse Project’s Training and Employment services continued to respond to significant barriers faced by local residents—particularly marginalised women from Black and Asian communities—who remain disproportionately excluded from the labour market. Many of the women engaging with our services have never been in paid employment or have been out of work for several years. Previous local research highlights the scale of these challenges, with 29% of respondents never having worked, 33% unemployed for over three years, and 66% lacking any understanding of how to become self-employed. Digital exclusion remains a major barrier, with 23% reporting low IT skills, limiting access to jobs, training and online business opportunities. In this context, Limehouse Project’s Training and Employment services have played a vital role in supporting women to build confidence, develop practical skills and progress towards sustainable employment or enterprise through flexible, tailored and culturally appropriate provision. “I thought my lack of digital skills would always hold me back. With Sabia’s patience and Ruhela’s encouragement, I can now use new apps, take part in interviews, and explore selling my products to earn an income.” ## **Service Delivery and Reach** During the year, the Training and Employment team supported a total of 441 learners, including participants attending outreach programmes and weekly digital drop-ins. The core delivery was structured around the New Horizons and More New Horizons programmes, offering two parallel progression routes: selfemployment and employability support. _“I had not completed courses apart from English and I really enjoyed the More New Horizons course and I feel like I know so much now, I’m excited to start my own business one day”_ ## **New Horizons Programme** **125 individuals supported -** Designed to support women aged 18+ with diverse aspirations **Flexible entry points** allowed learners to join at a stage appropriate to their individual journey ## **The programme delivered:** **8 digital skills workshops** (half-day sessions) **4 full-day self-employment workshops** Ongoing **1-to-1 progression support,** tailored to individual needs ## **More New Horizons – E-Commerce & Employability** **161 women supported,** many far from the **labour market** Focused on **employability skills, confidence-building** and online enterprise opportunities **45 women participated in ESOL and Digital Skills provision, with 8–15 women attending weekly Cyber Café drop-in sessions** Outreach delivery included three externally delivered four-week online courses in partnership with Kurdish and Middle Eastern Women’s Organisation (KMEWO), focusing on confidence, motivation, CV development, interview skills and career planning ## **Skills Development and Progression** Across all Training and Employment provision: **390 learners completed basic skills training 206 learners achieved non-accredited qualifications 331 learners received Information, Advice and Guidance (IAG) 331 learners received Information, Advice and Guidance (IAG) 110 learners improved their digital skills,** addressing a key barrier to employment and selfemployment Self-employment support responded to growing interest in home-based, online income generation, particularly among women balancing caring and household responsibilities. Participants were supported to explore e-commerce and digital enterprise, including selling via platforms such as Instagram, Facebook, eBay and Amazon. Workshops covered business planning, marketing and branding, consumer rights, GDPR, budgeting, tax and risk management, with expert guest speakers contributing specialist knowledge. Employability support focused on preparing women to become more “job-ready” through CV development, interview skills, time management and understanding local labour market opportunities. This route supported women who were not yet ready for self-employment but required structured progression towards training, volunteering or employment. _“I was supported to find a job as a carer, and I am very thankful to Ruhela for helping me. I didn’t think I would get this job if I did not come to Limehouse Project.”_ ## **Outcomes and Impact** The Training and Employment services delivered strong and measurable outcomes: **----- Start of picture text -----**
New Horizons
92% reported improved confidence and motivation
88% progressed into further training, volunteering or employment pathways
More New Horizons
95% increased their digital and employability skills
90% gained confidence to pursue employment, education or small business opportunities
ESOL & Digital Skills
100% reported increased digital confidence
94% improved their ability to use online tools and services
Overall outcomes demonstrate:
85% improved employability and life skills
95% of those improving digital skills reported greater confidence online
82% increased understanding of local services and progression routes
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Learners were supported to set post-programme goals, with progress reviewed at six and twelve months to assess longer-term impact. In 2024–25, Limehouse Project’s Training and Employment services provided a vital pathway for women facing multiple and entrenched barriers to economic participation. By combining flexible delivery, intensive one-to-one support and practical skills development, the programmes enabled learners to rebuild confidence, gain relevant skills and move closer to sustainable employment or enterprise. As economic pressures continue to affect low-income households and marginalised communities, the demand for tailored, women-centred employment support remains high. The outcomes achieved this year demonstrate the effectiveness of Limehouse Project’s approach in supporting long-term progression and economic inclusion within Tower Hamlets. ## **Case Study: Rebuilding Confidence and Independence** ## _**“I never thought I could get back on my feet again after separating from my former partner. With the right support from Limehouse Project, I am so happy to have secured a job and gained valuable skills. I hope to start my own small business in the near future.”**_ Ms Begum is a 29-year-old woman who came to Limehouse Project after leaving an abusive marriage. With no close family nearby, she was temporarily staying with friends and had very little income. She was struggling with low confidence, anxiety and low self-esteem, and felt unsure about her future. Ms Begum was working part-time, but the work was irregular and unstable. She had no formal qualifications and was unclear about what type of work she wanted to do. She was also unfamiliar with current job-search practices and did not know what local support services were available. Although she had creative skills, she lacked the confidence and guidance to use them to find work or start a small business. When Ms Begum first approached Limehouse Project, she was looking for support with education, training and employment. At her first appointment, we offered a listening ear and emotional support. Together, we created a clear action plan to identify her goals, the barriers she was facing, and the steps needed to move forward. We identified that Ms Begum would benefit from confidence-building support and help with her English language skills. She was added to the waiting list for ESOL classes and enrolled in motivation and confidence-building courses. She also joined the **More New Horizons** self-employment course, which she completed successfully. The course helped her develop new skills, understand how to start a small business, and significantly increased her confidence and motivation. Ms Begum was also referred to Work Path for additional employability support. ## **Outcome** With support from Limehouse Project, Ms Begum secured a full-time job as a carer and moved into safe, secure private rented accommodation. She now feels more confident and hopeful about the future and plans to use the skills she gained to start her own business. ## **Case Study: Supporting Young People to Explore Work and Enterprise** ## _**““During the project, I started a fitness brand with my friends to motivate people in our community through faith and strength. We focus on outdoor fitness and have also started selling our clothing to local customers in Tower Hamlets.”**_ Mr Ahmed is a 19-year-old British Bangladeshi man who approached Limehouse Project for advice on selfemployment and business start-up. He had recently completed a BTEC Level 2 in Public Services and was working part-time at the Whitechapel Gallery. Alongside his studies and work, he had developed an interest in customising clothing with friends and wanted to explore whether this could become a small business. When Mr Ahmed first contacted Limehouse Project, he was unsure about his next steps. He had an interest in both self-employment and apprenticeships and wanted guidance to help him make informed decisions about his future. At his initial appointment, we held a one-to-one action planning session to understand his background, interests and goals. Together, we identified his short- and long-term aspirations and the support he would need to move forward. Mr Ahmed was given clear information and guidance on self-employment, including how to start a business and what to consider when developing a business idea. He was also referred to our in-house employment adviser to receive tailored support around apprenticeships, CV writing and interview preparation. ## **Outcome** Through this support, Mr Ahmed improved his communication skills and built confidence in presenting his ideas. He expanded his local networks, which helped him develop his business concept further. He gained a better understanding of business planning, branding and how to turn creative ideas into practical steps. As a result, Mr Ahmed and his friends began developing a small fitness and clothing brand aimed at encouraging young people in the community to stay active and motivated through outdoor fitness activities. He now feels better equipped to explore both employment and self-employment opportunities. ## **Case Study: Building Confidence and Exploring New Opportunities** ## _**“Now I’m excited to see where my idea might take me. I feel more confident about working and about how I can use the skills I’ve learned.”**_ Mrs Khatun is a woman who had been unemployed for a long period and was living with a physical health condition. She was referred to Limehouse Project by the Jobcentre. As a benefit-dependent parent with older children in secondary school, she faced several barriers, including low confidence and limited knowledge about managing money or entering work. Because of her health, she was initially unsure about taking part in training or employment-related activity. With encouragement from her employment adviser, Mrs Khatun was referred to the **New Horizons** course. She found the personalised and supportive approach of the project workers reassuring, which helped her feel comfortable taking part. As part of the programme, she was also referred to the Advice Service to ensure she was receiving the correct benefits while exploring new options. Working with a project worker, Mrs Khatun developed an action plan based on her own skills, interests and goals. Through the **e-commerce and digital skills sessions** , she was introduced to new ideas and opportunities she had not previously considered. ## _**“I haven’t been on a course for seven years, and I’ve never worked before,” she shared. “But I’ve always loved cooking. I just didn’t know how to turn that into something more.”**_ During the course, she gained practical knowledge in digital marketing, online business basics and simple financial planning. The supportive learning environment helped her build confidence and understand new concepts at her own pace. ## **Outcome** After completing the course, Mrs Khatun received tailored employability support, including help with CV writing and understanding the local labour market. Her confidence continued to grow as she developed new skills and explored future options. Inspired by her passion for cooking and her new digital skills, she began to explore ideas for a potential small business. Recognising her progress and motivation, Limehouse Project supported Mrs Khatun to join **Dare to Lead** , an external programme designed to further develop skills and confidence. She now feels more positive about the future and better prepared to move towards work or self-employment. ## **Supporting Health, Preventing Inequality** Women in Tower Hamlets face some worse health outcomes and face more challenges than men in several key areas that directly impact health: female employment rates lag significantly behind male rates, with women especially Black, Asian and multi-ethnic women much less likely to be in formal employment. Within this context of persistent health inequalities, Limehouse Project’s Health & Wellbeing services have sought to bridge gaps in access, confidence and culturally appropriate community support. Our programmes, ranging from the weekly Living Well Club luncheon to reproductive and preventative health workshops, are designed to meet women in trusted community spaces, help them navigate complex health systems and take proactive steps towards better health. By centering lived experience and culturally sensitive delivery, these services aim not only to provide practical support but also to build health literacy, social connection and resilience among women who are underserved by statutory health services. ## **Service Delivery and Reach** ## **Living Well Club – Luncheon Service** The Living Well Club continued to provide a vital weekly lifeline for isolated and vulnerable residents. Sessions were attended by 35–45 participants per week and delivered in partnership with The Royal Foundation of St Katharine’s. Alongside a warm, nutritious meal, participants received holistic support including health information, cost-of-living advice, energy-saving guidance, and signposting to employment, training and welfare support. Referrals were made internally and externally, including from NHS and community partners. ## **Flourishing Communities & Muslim Women’s Health** Limehouse Project played a key role in the Flourishing Communities partnership, led by THCVS and delivered alongside Women’s Inclusive Team, Praxis, LBTH Public Health, Barts NHS, QMUL and GP Care Group. The programme focused on improving culturally appropriate access to services relating to cervical screening, maternity care and menopause. ## **During the year:** **3 Cervical Screening Champions were trained** **123 individuals attended health workshops** delivered in English and community languages **1 contraception session was delivered** **Additional sessions covered anaemia, nutrition, Vital 5 and healthy lifestyle choices** ## **Muslim Women’s Health Initiative** This initiative aimed to tackle long-term health conditions driving inequalities among Muslim women. Between March and June 2025, Limehouse Project collected the voices and lived experiences of **104 Muslim women through:** **78 focus group participants** **26 in-depth one-to-one interviews.** Sessions were delivered in trusted community spaces, including Limehouse Project, Docklands Community Organisation, Zander Court and Women Inclusive Team, creating safe environments for open and honest dialogue. ## **Key Findings from Community Research** The research highlighted systemic barriers to accessing healthcare: **68% cited staying healthy for their children and family as their main motivation for self-care** **70% experienced language or digital barriers, rising to 88% among older women** **76% identified household duties and childcare as significant obstacles** **50% expressed fear of disclosing mental health issues due to concerns about stigma or social services involvement** **41% felt judged due to attire or language** **Over 70% reported a lack of interpreters as a major barrier** Cost-of-living pressures further limited health choices, with many women reporting difficulty affording healthy food and culturally appropriate diets. Limited access to women-only exercise spaces and faithsensitive health services also emerged as key concerns. ## **Outcomes and Impact** Across Health & Wellbeing provision, strong outcomes were achieved: **92% of Living Well Club participants reported improved wellbeing, healthier eating habits and reduced loneliness** - **91% reported improved wellbeing and overall quality of life** **88% demonstrated increased confidence and social engagement** **85% reported reduced stress and isolation** **82% improved understanding of local health and support services** ## **Health Creation Alliance – Breast Cancer Survivors Project** In partnership with the Health Creation Alliance, 20 Bangladeshi breast cancer survivors participated in an appreciative enquiry workshop to shape improvements in post-treatment support. 100% reported feeling empowered to raise awareness and support others. Two priority interventions were identified: **Development of a culturally tailored resource for survivors, carers and families Peer-to-peer community education delivered by survivors and carers** ## **Food Security Support** **30 households received Rose Food Vouchers,** helping reduce food insecurity and immediate financial pressure. ## **Community Engagement and Health Promotion** In June 2025, Limehouse Project hosted a major **Muslim Women’s Health Fair** , attended by **over 163 women** . The event brought together **18+ health and wellbeing services,** offering free health checks, cancer screening advice, mental wellbeing support and culturally appropriate information. Engagement levels were high, with strong feedback from both attendees and service providers. ## **Rose Vouchers started Oct 2022-present** The Alexandra Rose Charity delivers its flagship _Rose Vouchers for Early Years_ programme, enabling families to access high-quality fresh fruit and vegetables and make healthier food choices. The programme provides weekly vouchers to low-income families, allowing them to purchase the fresh produce of their choice from local markets and grocers. Recognising that the first 1,001 days of a child’s life are critical in shaping long-term health and development, the programme focuses on families with children aged four and under—ensuring that young children get the healthiest possible start. Through our pilot project, we have supported 30 families who were struggling to make ends meet during the cost-of-living crisis. The Rose Vouchers have provided reliable access to fresh fruit and vegetables, reducing financial pressure on households and helping children to enjoy a nutritious, healthy start in life. Families report that the vouchers have made a meaningful difference to their wellbeing, food security, and confidence in providing balanced meals for their children. ## **Communities Keeping Well – Local Health Network** The Communities Keeping Well Project takes a community-led approach to improving health and wellbeing in areas of high deprivation across Tower Hamlets. The project focuses on strengthening local community assets and supporting residents, local stakeholders and commissioners to identify gaps in provision, build on existing resources and develop practical action plans to improve health outcomes. Working in partnership with the Communities Keeping Well Project, our Health and Wellbeing team supported residents in Lansbury, Limehouse East and Millwall North to actively participate in this local health network. Through close collaboration, we helped ensure that community voices shaped priorities and contributed to the development of solutions aimed at creating healthier, more connected neighbourhoods. ## **Case Study: Reducing Isolation and Rebuilding Confidence** ## _**“The luncheon club has helped me learn more about my health in a simple way. I enjoy sharing meals with friends, talking together and celebrating different cultural days.”**_ Mr Khan, aged 73, moved to the UK in 2021 on a parent visa to join his family, who are EU residents. After arriving, he struggled to adjust to life in a new country. The COVID-19 lockdowns limited social contact and had a significant impact on his confidence and emotional wellbeing. Before moving to the UK, Mr Khan led an active and independent life in Bangladesh. He regularly socialised, travelled and felt confident managing his daily life. In contrast, he found it difficult to make new friends in the UK and often felt lonely. He became increasingly reliant on family members, who had limited time to support him. Ongoing health conditions, including diabetes and high cholesterol, also affected his independence. In September 2023, Mr Khan joined the Limehouse Project Luncheon Club. This marked a positive turning point. He also began attending learning sessions delivered in Bengali, where he felt comfortable, included and able to participate fully. The sessions helped him understand his entitlements, gain useful information and connect with others in a familiar and trusted environment. ## **Outcome** Through regular attendance, Mr Khan has formed strong friendships and now socialises frequently, both at the Luncheon Club and outside of it. He meets friends at weekends and has rebuilt a routine that keeps him active and engaged. His participation has encouraged healthier eating habits, improved confidence and a renewed sense of independence. Overall, Mr Khan’s emotional wellbeing, confidence and sense of belonging within the community have improved significantly, demonstrating the positive impact of culturally appropriate, community-based support. ## **Case Study: Building Confidence, Health and Community Leadership** Ms Rahman is a 42-year-old woman who moved to the UK from Bangladesh many years ago. Most of her time has been spent caring for her children and supporting extended family, leaving little opportunity to focus on her own health or personal goals. She had limited contact with services outside the home and often felt isolated and unsure where to turn for support. Ms Rahman frequently experienced tiredness and body pain but felt her concerns were not taken seriously during health appointments. She left these appointments confused and unsure how to improve her wellbeing. Her diet mainly consisted of traditional meals and fast food, and although she wanted to make healthier choices for herself and her family, she did not know how to begin. Through the Muslim Women’s Health Initiative, Ms Rahman joined focus group sessions where she was able to speak openly about her experiences in a safe and supportive space. Being listened to and understood helped build her confidence. She later attended the Muslim Women’s Health Fair, where she took part in health checks for the first time. Speaking directly with health professionals helped her feel valued and reassured. She was given clear advice and information to take back to her GP, including support around raising concerns about her BMI—something she had previously felt unable to do. Alongside this, Ms Rahman received one-to-one support from our training and employment team to develop a personal action plan. She has been referred to Functional English classes and is motivated to continue learning. She has also expressed a strong interest in becoming a Community Health Champion and has committed to training so she can support other women in her community. ## **Outcome** Ms Rahman now feels more confident accessing services, has a better understanding of her health, and is taking positive steps towards improving her wellbeing. Her journey shows how culturally appropriate, community-led support can empower women—not only to improve their own lives, but to become confident advocates for others within their families and communities. ## **Little Limehouse Preschool** Over the year, Little Limehouse Preschool has continued to deliver a high-quality early years' service for local families, while strengthening leadership, staff practice and operational resilience. The nursery remains open from 8.30am to 4.30pm, with places filled with new starters and strong engagement with parents and external professionals, particularly to support children with additional needs. Children’s development and wellbeing remain central to our work and are closely monitored. Partnership working has been a key strength. With generous funding from the Quilter Foundation, we transformed the outdoor space into a natural, forest-themed garden, creating vital access to green space for children living locally, many of whom do not have this at home. The new garden includes dens, mud kitchens, climbing structures and gardening areas, supporting play, learning and wellbeing through nature. In addition, nine families received £300 Early Years Grants from Save the Children, bringing the total number of children supported through this scheme to 29. Overall, the nursery continues to make steady progress, with a strong focus on quality improvement, staff development, and positive outcomes for children and families. tch JJW Limehouse Project 66to allevkile the and help to re?Iise the askmralions of the m051 deprived mbws of the community 9 9 ADVSCE SERVICE dES a&¢