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35,970 claims
Enfield Saheli has a risk management strategy that includes annual reviews and mitigation policies.
The trustees have a risk management strategy which comprises: ● An annual review of the principal risks and uncertainties that the charity undertake. ● The establishment of policies, systems and procedures to mitigate those risks identified in the annual review;
Governance · Procedural statement · From Enfield Saheli — annual report and accounts, year ending 31 March 2025, page 6
Enfield Saheli is committed to addressing inequalities faced by women from diverse backgrounds in the future.
remain committed to strengthening our services, addressing inequalities faced by women from diverse backgrounds, and advocating for sustainable funding to meet growing demand
Service · Commitment statement · From Enfield Saheli — annual report and accounts, year ending 31 March 2025, page 7
Enfield Saheli plans to enhance its digital services to reach more women and improve operational efficiency.
Modernize the organisation by expanding online services, such as workshops, webinars, and virtual support groups, to reach more women.
Operational · Commitment statement · From Enfield Saheli — annual report and accounts, year ending 31 March 2025, page 7
Enfield Saheli aims to secure long-term funding from diverse sources in the future.
Work proactively to secure long-term funding from a diverse range of funders and partners to ensure continuity and growth.
Commissioning · Commitment statement · From Enfield Saheli — annual report and accounts, year ending 31 March 2025, page 7
Enfield Saheli's approach includes trauma-informed practice and cultural competence to address the needs of women from diverse communities.
- Trauma-informed practice - Cultural competence and sensitivity
Service · Policy statement · From Enfield Saheli — annual report and accounts, year ending 31 March 2025, page 4
Women seeking help from Enfield Saheli often present with multiple intersecting needs, including mental health challenges and housing insecurity.
Women seeking support during this year presented with multiple and intersecting needs. Alongside domestic abuse, many women experienced mental health challenges, housing insecurity, financial hardship, social isolation, and, in some cases, insecure immigration status.
Service · Observational claim · From Enfield Saheli — annual report and accounts, year ending 31 March 2025, page 5
Enfield Saheli experienced an increase in demand for its services during the year ending March 2025.
During the period April 2024 to March 2025, Enfield Saheli experienced a continued and growing demand for specialist support services for women and children affected by domestic abuse and poor mental wellbeing.
Service · Observational claim · From Enfield Saheli — annual report and accounts, year ending 31 March 2025, page 5
An independent examination is required instead of an audit for this year.
The trustees consider that an audit is not required for this year, under section 144 (2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed.
Governance · Procedural statement · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 14
The charity's trustees are responsible for preparing the accounts.
The charity's trustees are responsible for the preparation of the accounts.
Governance · Procedural statement · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 14
Creative Recovery received funding from the National Lottery Community Fund and Barnsley Council.
We would like to give thanks to our funders and partners, National Lottery Community Fund, Barnsley Council; Libraries NPO, Public Health, Central Area Team and Ward Alliances, Berneslai Homes, Creative Minds- South West Yorkshire Foundation Trust, Barnsley CIVIC and National Trust (Wentworth Castle Gardens).
Commissioning · Stakeholder position · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 13
The charity transferred £8,075 to its core operations from various fund pots in 2025.
## Fund Transfers to core £8,075 was transferred to core from contributions from fund pots in 2025.
Financial · Funding statement · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 12
Creative Recovery maintains a minimum reserve of £7,000 to ensure financial stability.
As a small charity, reliant on public and charitable funding and susceptible to factors beyond the control of the organisation, the trustees recognise the need to keep reserves at a level which will give the organisation stability to enable it to continue to operate in the future. The trustees have decided that a minimum of £7,000 should be kept in reserve at any one time.
Governance · Policy statement · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 13
The charity experienced a deficit of £2,398 for the year ending December 2025.
The Receipts and Payments Account shows a deficit for the year of £2,398 (2024: surplus £32,726).
Financial · Metric statement · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 13
Creative Recovery received £9,016 in funding during the year ending December 2025.
## Funding awarded: £9,016
Financial · Funding statement · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 12
The Green UPLIFT Project hosted various events to promote social prescribing and mental health.
Throughout 2025 our Green Social Prescribing Project continued. 19 Green UPLIFT Events
Service · Observational claim · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 8
The Friday JAM project continued to support recovery and wellbeing through music-making opportunities.
Friday JAM, bringing people together to engage in music-making opportunities to support recovery and wellbeing. The programme developed in response to the group's interests, with visiting artists and bands joining weekly - this has included an eclectic mix of genres- world music, rock and roll, blues, song writing and Jazz.
Service · Observational claim · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 8
Creative Recovery partnered with Barnsley Civic for a national project reflecting on 'Our Freedom'.
Creative Recovery again partnered with Barnsley Civic in 2025 becoming part of a national project reflecting on what 'Our Freedom' means to local people and their communities, following the 80th anniversary of VE/VJ Day.
Service · Observational claim · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 7
The UPLIFT choir performed at Wentworth Castle Gardens and received a grant to work with the Creative Recovery Art Group.
We received a small grant that enabled us to work with the Creative Recovery Art Group to create giant, colourful blooms to augment the gardens for the event held in May.
Service · Observational claim · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 6
Creative Recovery's core projects were fully operational with an increase in new referrals.
2025 was a year of growth for Creative Recovery with all 8 core projects fully operational and an increase in new referrals across the programme.
Service · Observational claim · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 6
Creative Recovery began a consultation process in 2025 to reimagine its work and create a new vision.
We recruited a consultant who began working with us in September and will continue to support our Board and Conn unity- to reflect on our model of working, consider the landscape and opportunities that we're presented with, reimagine our work, revise our structure, and create a fresh vision and mission for a vibrant, creative and sustainable future.
Strategic · Commitment statement · From Creative Recovery CIO — annual report and accounts, year ending 31 December 2025, page 6