Share Excellence in Psychotherapy Annual Report Ist April 2021 to 31st March 2022 Share Psychotherapy (Company Limited By Guarantee) Company No: 06757798 Charity Number: 1130400) 73 Wilkinson Street Sheffield S10 2GJ 0114 273 0200 office@sharepsychotherapy.org www.sharepsychotherapy.org Our Independent Examiners are: Sarah Lightfoot, ACA DChA Sheffield Voluntary Action Sheffield Community Accountancy The Circle 33 Rockingham Lane Sheffield S1 4FW 2 ## **Contents** Mission Statement…………………………………………………………………………………………………….…4 The Year in Numbers……………………………………………………………………………………………….….5 Share Personnel………………………………………………………………………………………………………..…..6 - Trustees Review of the Year 2021 22………………………………………………………….………….8 Clinical Lead Report…………………………………………………………………………………….………………11 Business Manager Report……………………………………………………………...………………………..13 Facts and Figures………………………………………………………………………………………………….…… **..** 15 Client Comments………………………………………………………..……………………………………………….17 3 ## **Our Mission Statement** **To offer psychotherapy at as low a cost as possible to those who are economically disadvantaged or for other reasons cannot obtain such help elsewhere.** 4 49 151 clients accessing volunteers regular therapy 93% of clients likely to recommend Share to hours of 4,674 a friend or colleague One to One therapy **- 2021 22 : The year in numbers** £15.37 average per session fee paid by Share clients - 29% of clients in full time education and paying a reduced fee 40% of 100% of therapists able clients paying the to offer remote therapy lowest session fee **- Share Board of Trustees 2021 22** — - - Lynn Keirs Trustee and co Chair [2016 present] — - - Astrid Walker Bourne Trustee and co Chair [2019 present] — - Vanessa Boddye Trustee [2019 present] — - Jim Millns Trustee [2021 present] — - Bethany Rodgers Trustee [2021 present} — - Eric Lee Treasurer & Trustee [2021 present] **- Share Staff 2021 22** — Simon Bell Clinical Manager [left September 2021} — Jon Martyn Clinical Lead [joined January 2022] — Mike Taylor Business Manager — Laura Receptionist/Administrator — Lisa Matheson Receptionist/Administrator [left October 2021] — Hannah Woods Receptionist/Administrator [joined November 2021] — Jenny Grant Cleaner **- Associate Therapists 2021 22** Jill Double Helen Hawley Sharron Herriot 6 ## **- Share Volunteer Therapists 2021 22** Abby Sarkar Hazel Meakin April Hartley Helen Hawley Bethan Hughes Helen Nicol Betty Smith Jackie Robinson Carly Mountain Jane Richardson - Carmen Calvo Rodriguez Jennifer Whytock Caroline Bush Jess Maynard Celia Sanderson John McLure Clare Crehan Julie Frith Clare Turner Katie Jermain Craig Hawker Kirsty Allen Des Reid Lotte Worthington Eleanor McMillan Lucy Brinkley - Emily Jane Lunn Marie Ellis Emma Gray Martyn Ellis Mary Nieder Mick Beck Mick Dixon Orla O’Connor Penny Furness Rachael Finn Rachael Todraighen Robbie Thompson Roz Savage Sarah Kirby Seamus Coleman Simon Hallion Sophie Croft Vanessa Boddye Wioleta Sypianska ## **- Other Share Volunteers 2021 22** — Louis Wassell Library Administrator and Development — Ken Wong Library Administrator and Development — Edgar Yuanbo Mao Library Administrator and Development — Steve Wood Property Advisor ## **- Share’s Funders 2021 22** The Harry Bottom Charitable Trust The JG Graves Charitable Trust NHS Clinical Commissioning Group Sheffield City Council Sheffield Church Burgesses Trust Sheffield Town Trust The Talbot Trusts The Zachary Merton and George Woofindin Convalescent Trust 7 ## **- Trustees’ Review of the Year 2021 22** ## Objectives, activities and public beneft psychotherapy and counselling for those who are unable to afford it through lack of means, or who are otherwise in need. A substantial proportion of our clients endure severe and complex mental - health difficulties and over 75% of them pay the lowest or second lowest fee possible due to financial disadvantage. The importance of such services to Sheffield’s recovery from the pandemic has brought Share’s contribution to the public good into even sharper focus. the Charities Commission on public benefit. The business plan for the 21/22 period covered five areas: 1. Stabilising Our Financial Position 2. Becoming A Centre Of Excellence in Psychotherapy and Developing a Strong Learning & Therapeutic Culture - therapists 4. Working closely with the statutory and VCF sectors 5. Cross-cutting: Strategy development We will address below the work undertaken in the last twelve months on these areas, along with a general overview of Share’s performance in 2021/22. ## Achievements and Performance Share has continued to provide a full service during 21/22, delivering the highest level of activity in our history - 4674 hours of therapy in total. In a year which saw ongoing, Covid-related lockdowns and restrictions, this is a remarkable achievement. Share is now able to switch between online and faceto- face therapy instantly, essentially future proofing our service delivery should any further restrictions be mandated. The average per session fee paid by our clients was £15.37. Share’s fees range from £10 to £50 and are assessed based on a client’s individual annual income. A low average fee suggests we are meeting our goal of providing therapy to those who could not afford it privately. Following the resignation of the Clinical Manager in September 2021 we began a longer-than-expected recruitment process, and through this period managed the service safely for several months, drawing - on experienced Clinical Associate support and input from the co chairs. Lack of a Clinical Manager meant Share focused on core 1-1 therapy work rather than piloting new programmes (eg. group work). ## 1. Stabilising Our Financial Position from therapy by over £6,000 despite the ongoing pandemic and the resignation of the Clinical Manager. We have maximised income from local charitable trusts but been unable to negotiate additional CCG income despite our best efforts. The CCG is about to undergo a significant change, becoming the South Yorkshire Integrated Care Board (SY ICB), and it is unclear how this will affect Share. The current contract runs until March 2023 and we are hopeful they will continue their current financial support to us but understand that no promises can be made in what is a time of upheaval and change for them. Our plan for a National Lottery Community Fund bid has been postponed as it requires an intensive stakeholder consultation process which, in light of the absence of a Clinical Manager and subsequent pressures on the Business Manager, has not been feasible to advance. 2. Becoming A Centre Of Excellence in Psychotherapy and Developing a Strong Learning & Therapeutic Culture During 21/22 Share has seen a continued increase in the number of clients seeking therapy, with demand far exceeding capacity. Over the course of the year our referral rates came close to tripling pre-Covid levels. The co-Chairs informed the CCG that the number of clients waiting to start therapy 8 ## **- Trustees Review of the Year 2021 22 continued...** had exceeded 100 and that reluctantly, without further investment on the horizon, we would have to close to new referrals. In October 2021 the Board took the decision to close to all new referrals and the position remained unchanged for the remainder of 21/22. In the absence of a Clinical Manager, Associate Therapists were contracted to provide clinical - leadership, clinical cover & supervision. This work was overseen by the co Chairs & monitored through the period until the new Clinical Lead was appointed. Minor steps were taken in user engagement with the revamping of our client feedback forms, moving these from paper to online and retooling the format to offer a wider and more detailed level of feedback. Our engagement with our volunteer base also improved with the creation of a regular Newsletter. However, the bulk of user engagement was once again put on hold as staffing challenges meant more pressing matters (i.e. service delivery) took hold. Share’s physical library is now up and running again and this is a popular and vital resource for our volunteer therapists. In the latter part of 21/22 Share invested in designed and booking a full schedule of CPD for our volunteer therapists, with a calendar of events up until early 2023 now in place. The first training - event, a workshop run by self harm charity Battle Scars, took place in March 2022 and was wellattended - by both Share personnel and staff & volunteers from other third sector organisations. ## as well as boost much-needed admin/reception capacity to free up Business Manager time. This was a planned and considered investment of surplus reserves which we outlined in last year’s report. The Clinical Manager resigned in the summer and we had an extensive recruitment process, appointing a - new Clinical Lead (Jon Martyn) in January. During the vacancy the co Chairs worked closely with a group of Associates, having monthly meetings to ensure clinical governance was maintained and to provide a venue to raise and resolve any clinical concerns such as safeguarding. to inform the board’s decision whether or not to extend the lease beyond March 2023. The building has a number of ongoing maintenance issues along with accessibility concerns, however sourcing suitable alternatives has so far been unsuccessful and it is likely we will remain at Wilkinson Street for at least another 12 months beyond the lease end. A final decision is forthcoming in Q2 of 22/23. ## 4. Working closely with the statutory and VCF sectors One of the costatutory services are represented, to ensure that Share is well informed and can contribute to a district- wide approach to the provision of psychotherapy services in Sheffield. The Business Manager attends monthly Mental Health Partnership Network meetings, the MHPN being an informal collective of similar and like- minded organisations in Sheffield. Share has also been present through the early stages and meetings of the Rethink Alliance, a more formal voluntary sector collective with a number of broad aims and hopes for the future of VCS mental health organisations in Sheffield. ## 5. Cross-cutting: Strategy development - 2022) Strategy framework has come to an end with this business period. Share - has secured pro bono support from an experienced senior NHS Programme Manager to facilitate a process of strategy development for Share. We have produced an engagement framework for internal and external stakeholders which will be taken forward in Q1 and Q2 of 22/23, as we create and formalise a new Strategy to take Share forward into the coming years. 9 ## **- Trustees Review of the Year 2021 22 continued...** Future Plans Share is currently formulating its new Business Plan and some of the key elements will include: - term, accessible premises - Ensuring the SY ICB support Share in the same way the CCG did (ideally increasing funding) - Seeking new medium-to-long-term funders, prioritising core costs ahead of project work - Implementing a user engagement programme which will inform funding bids and overall strategic direction - diverse and in-need client base. ## Reserves policy The Board of Trustees has determined that the free reserves target should be £37,000 based upon three months’ worth of typical expenditure while taking into account any costs associated with closing the organisation. Free reserves, i.e. unrestricted funds excluding fixed assets, as of 31 March 2022 were £44,973. Astrid Walker Bourne Co-Chair On behalf of the Board of Trustees. 10 ## **Clinical Lead Report** in 2020. Prior to my move, I’ve worked as an art psychotherapist and clinical supervisor for the NHS in Leicesters specialist personality disorder service, in private practice at the London Art Therapy Centre, as a lecturer on the art psychotherapy MA at Goldsmiths College, London, and set and run a charity, the New Art Studio, a therapeutic art studio for asylum seekers and refugees. I am also a published author, - and have recently co edited the book ‘Art Psychotherapy Groups in The Hostile Environment of Neoliberalism: Collusion or Resistance?’ for Routledge. In keeping with Share’s values, I’ve a passion for providing therapy to those who are socially and economically excluded. Given my start date, this report is limited to the period January - March 2022. It has been a pleasure to join Share and to discover how aptly the charity clearly lives up to its moniker of ‘excellence in psychotherapy’ and its reputation of being a warm and supportive therapeutic environment. While the gap between Clinical Leads and the disruptions of COVID brought a number of pressing issues, - I am fortunate that Share has been well held between the business manager, co chairs, associates, admin staff and our dedicated volunteer therapists. It feels especially important to recognise the contributions of administrator Laura Darrington and associates Helen Hawley, Sharon Herriot and Jill Double who have all worked above and beyond their roles to hold Share together through this difficult time. Beyond induction, below are the core areas of my activities. 1. Easing of COVID restrictions. 2. Clinical matters. 3. The learning environment. Conclusion. ## 1. Easing of COVID restrictions. While government restrictions for COVID ended in February, it was clear that we could not assume that Share could simply return to ‘business as usual’, as there continue to be clients and therapists profoundly impacted by the pandemic. While I oversaw this period as being a return to face-to-face therapy, it was important to continue to consider remote working as an option for those who are vulnerable. therapy available when therapists and clients are not able to attend sessions in person. ## 2. Clinical matters. Prior to my joining, the charity had been overwhelmed with applications for therapy, and forced to close for applications in Oct 2021. Share’s waiting list was over one hundred clients in January 2022. In addition to this, given the charity’s reliance upon trainee therapists, there are a number of ‘complex clients’ (those who require experienced therapists) who had remained on our waiting list for prolonged periods, many for over eighteen months. A number of strategies have been undertaken to attend to these problems; i. Recruitment for qualified therapists was greatly needed, and a drive to recruit new volunteer therapists led to the appointment of three qualified therapists, due to start in April. ii. The Covid Recovery Fund (see BM report) has created opportunities for qualified therapists to be paid for taking on additional clients, thus increasing Share’s capacity to meet with complex clients through the appointment of Emma Gray as Senior Therapist, and providing opportunities for our qualified volunteer therapists to undertake paid sessional work. At the time of writing eight clients were being seen under this scheme. iii. Short-term therapy. While having no intention to water- -term therapy, there are some on our waiting list who’ve had substantial amounts of therapy, for whom it seems appropriate to offer short & focussed pieces of therapy. There are two clients who have accepted the offer of six months of therapy. 11 ## **Clinical Lead Report continued...** unfair to keep applicants waiting when Share is unable to provide suitable support. In these cases, discussions were offered to applicants to explain the charity’s limits, prior to discharge. Similarly, there were applicants who repeatedly failed to attend assessments or reply to our messages, these people were given deadlines to confirm their commitment to the service or removed from our waiting list. ## 3. The learning environment. Underneath the warmth that Share exudes is a undergird of robust supervision and a consistent therapeutic environment. Our therapists and trainees clearly hold our supervision in high regard, and I would like to thank our associates, Helen Hawley, Jill Double and Sharon Herriott for their commitment to providing high quality supervision, throughout and beyond the pandemic. - Other areas of support were mal impacted by the pandemic, with the absence of a clinical lead, library closure and our CPD program grinding to a halt. My appointment means that Share is again able to provide therapeutic containment in addition to fortnightly supervision. the arduous task of reordering and digitising our collection. This is expected to be concluded in June 2022. CPD was also restarted, thanks to the work of board member Vanessa, who developed a monthly program of training. This program started in February with ‘clinical note taking’ led by associate Helen - followed by and training from the lived experience group ‘Battle Scars’ in March. ## 4. Conclusion. To end, I would like to say that I’ve found Share to be an inspiring place to join, whose humanistic values and excellence in psychotherapy come out of the dedication and passion of its staff and therapists. I look forward to working to build upon Share’s strong base and reputation. In the next period I will continue to interview for new therapists, this time focusing on a new cohort of trainees, undertake a service review, induct the senior therapist, and work with the board to develop the long term business strategy. Jon Martyn, Clinical Lead August 2022 12 ## **Business Manager Report** Despite challenges around recruitment and the continuing effects of the Covid pandemic, it was an - excellent year for Share, and we are extremely proud to have delivered so many 1 1 therapy sessions for our clients in 2021/22. Demand for our service effectively tripled in the early part of 21/22 and it was with sadness that we closed to new applications in the autumn for around six months, an incredibly difficult decision but a necessary one to prevent our ‘Client Pool’ (i.e. waiting list) becoming unmanageable. We noted that other similar services had taken the decision to do the same thing, a reflection of the incredible demand for psychotherapy interventions in Sheffield – particularly the low-cost, long-term model we offer. Simon Bell left us in September 2021 and the Clinical Lead post remained vacant for four months - much longer than expected. The whole sector in Sheffield has struggled to recruit in the last 12 to 18 months and Share was no exception. It was an extremely challenging period and I was grateful for the support of our Clinical Associates (Jill Double, Sharon Herriot, Helen Hawley and Clare Turner) over this time. Eventually we were able to recruit an excellent candidate in Jon Martyn. The lack of a Clinical Lead for a third of the year means 2022/23’s stats (specifically number of client hours) will be a good way below those in 21/22, as recruitment of volunteer therapists and screening of client applications took a back seat. In Q1 we decided to make the second Administrator/Receptionist post permanent, with Lisa Matheson initially in this role before taking maternity leave. Hannah Woods came in on a temporary contract and - proved an able deputy. Having the reception area staffed 9 5, Monday to Friday, is very important to me and client feedback received throughout the year reflected how valued this is. Fundraising was challenging in 21/22 in light of staff absences, but I was delighted we were able to secure ongoing support from the local trusts listed on page 8 of this report. We were also lucky enough to receive a grant of around £27,000 from Sheffield City Council’s Covid Recovery Fund. This grant enabled us to create a Senior Therapist post, providing the sort of support for the Clinical Lead which we have long needed. Emma Gray stepped into the role and will be an enormous help to Share in 22/23. - The grant also enables us to pay some of our qualified therapists to facilitate assessments and deliver 1 1 therapy, speeding up the journey from referral to therapy for some of those in our Client Pool. Client arrears is one area which has significantly improved from last year. The amount of outstanding - money owed to Share by its clients each month is typically 50% 75% less than it was twelve months ago. Systems and communication are much clearer and this has been a real weight off my mind. Share depends on client income to survive and having a clear and simple payment system is vital. Share’s lease on 73 Wilkinson Street expires in March 2023 and we are currently in negotiations with our landlord about extending. In the medium to long term Share needs to move to a more modern, accessible space, but for now the cost and time needed to move is beyond our means and we intend to remain here in the short-term. There have been ongoing issues with a leaky roof which I hope will be - resolved in the early part of 22/23 unfortunately the landlord is unwilling to contribute to repair and this will take a chunk out of our budget which could have been invested elsewhere. Networking went well in 21/22 and Share continues to become a more recognisable name in the local mental health sector. I attended most Mental Health Partnership Network meetings and our co-chair - Lynn Keirs was a virtually ever present at the Sheffield Psychology Board. The nascent Rethink Alliance came into formation in 21/22 and I’ve attended several meetings, at this stage Share does not really have a vested interest but the Alliance is likely to develop into something more relevant over time. We also established firm links with wellbeing services at both Sheffield Hallam University and the University of Sheffield, vital given the number of students on our books. We finished the year with £44,973 in unrestricted reserves and have budgeted for 2023/24 as follows on the next page: 13 ## **Business Manager Report continued...** Budget For 2022/23 |For 2022/23|||| |---|---|---|---| |Income|£|Expenditure|£| |Grants|62,000|Staffing|105,000| |Client Income|76,000|Therapy Support|31,500| |Individual Donations|2,000|Premises|23,000| |Other|3,600|Admin & Equipment|8,000| |||Utilities & Services|9,250| ||||| |TOTAL|143,600|TOTAL|176,750*| *NB. £27,000 of this spend is a restricted grant from Sheffield City Council which must be spent in full by March 2023 Share faces very real financial challenges in 2022/23. We will deliver lower client numbers this year due to the aforementioned absence of a Clinical Lead in 2021, and this in turn means less client income than was budgeted for. Energy costs have risen by around 250%, and our staff team is bigger than it was two or three years ago. Fundraising is a top priority and we hope to be able to find new partners to back us - and our work, along with retaining the support of long standing supporters. In the face of unprecedented demand it is incredibly important for our unique charity to survive. I will be leaving Share in August 2022, having been offered a very exciting role with another charity in the city. I am enormously grateful for my two years here and for the faith the board showed in hiring me. On both a personal and professional level it has been a transformative experience and I will always have a deep affection for Share and the work it does. Mike Taylor Business Manager 14 ## **The Numbers** The big number to shout about this year is the 4,674 hours of one to one therapy delivered, — more than any other year in our history. Curiously, we saw less clients in total than last year — 151 against 165 but 2020/21 was the year we ran our National Lottery project to get thirty - - - extra clients in for short term therapy, which explains the discrepancy. Income from one to one — - sessions across 2021/22 was £71,656.86 another all time high, though with increased client capacity comes increased staff and clinical costs, meaning our reserves surplus is significantly down from 20/21. ## About our clients The gender makeup of our client group is similar to previous years, with many more female clients than those - identifying as male or non binary. National statistics suggest women are more likely than men to suffer from a common mental health problem, though the suicide rate for men is three times higher than for women, so it’s hard to ascertain whether our client base is truly representative of the wider population. Share continues to see a high number of therapy applications from clients in the immediate — - - geographical area S2, S6, S10 and S11 featuring heaviest in the breakdown of client by postcode: - - - We remain heavily oversubscribed with ever increasing interest in our low cost, long term therapy model and long wait times, which has held up aspirations to reach further beyond the city centre and into areas rated higher in the Indices of Deprivation. As part of our new strategy (at time of writing, currently in development) we will explore ways to diversify the geographical 15 ## **The Numbers continued...** ## makeup of our client group. The age range of our clients skews towards the younger end, with 59% of - those in therapy aged 35 or younger though this is slightly down from last year’s 63%. - The overall percentage of full time students having therapy at Share fell for the first time in five years, though at 29% the number is still very significant. Almost all are studying at the University of Sheffield, with low single from Hallam figures Sheffield University. In 2021/22 we began to build links with the Wellbeing services at both universities and look forward to exploring how we can work together in the near future. ## Client Fees We are reassured to see 40% of our clients paid our lowest fee (£10 per session) and 34% the second lowest (£15) last year, keeping true to our mission to reach those most in need. Our - means tested session fees range from £10 to £50, and with the average session fee paid last year being £15.37, we definitely appear to be reaching clients in difficult economic circumstances and who almost certainly could not afford private rates. ## Client Feedback - We have revamped our process of gathering post therapy feedback from clients and, while this is still in an embryonic phase, we do have some data to look at: First, we asked our clients about the wait time between applying for and beginning therapy. 63% felt the wait was about what they’d expect, 25% felt it was too long, and 13% felt it was quicker than they expected. This is perhaps surprising, given our long wait times, but perhaps underscores pressures across the mental health sector as a whole, and how clients have become used to waiting a number of months before accessing interventions. 50% felt it was excellent, 44% - good, and 5% okay. None were dissatisfied. This is particularly satisfying for our hard working reception team who juggle lots of different responsibilities and have justly acquired an excellent reputation among our clients. Asked about our session fees, 100% of respondents felt the fees were “about right”, with none feeling they were too little or too much. This would suggest our sliding scale fees are set within realistic and appropriate boundaries. - Looking back at their time with Share, 67% therapy had been met, with 33% feeling they had been “more than met”. No respondents found the therapy less than expected. A fantastic bit of feedback here! 16 ## **Client Comments** “My experience at Share enabled me to confront some issues that had underpinned a lot of uncomfortable times in life. Exploring those issues and getting to the root has given me a clarity that was not in existence prior to my time. Thank you, Share!” “Thank you for providing access to those who cannot aford long term therapy!” “Share and my therapist have restored my trust back in services and I have been able to cope with my personal circumstances now. I have a much clearer mind and more confidence. I have gotten a lot out of my experience. Thank you so much!” “The therapy made a massive positive impact on my life, even when things were very tough, and is still helping me today. I am very glad I came to Share Psychotherapy” 17 Registered Charity Number: 1130400 Company number: 06757798 Share Psychotherapy ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS For the year ended 31 March 2022 *aB9U6Z￿. A07 #173 COMPANIES HOUSE Share Psychotherapy Contents Trustee5' annual report Independent examiner's report Staiement of finanaal actNities Balance sheet Notes to the attounts 9-13 share Psychotherapy Trustees, annual rep¢brt For the year ended 31 March 2022 The Trustees, who are also Directors of the Company for the purp05e5 of the Cornpanie5 Act. present this Annual Report and Financial Statements of the company for the year ended 31 March 2022. The Trustee5 confim that the Annual Report and Financial Statements have been prepared in accordance with the Statement of Recornmended Practice-. Accounting and Reporting by Charities preparing their accounts in accordance the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 (second edition). the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland IFRS1021 and with the Charities Act 2011. Objectives, arti¥ities and public benefrt The object of the charity is to promote good mental health for the public benefit by the provision of psythotherapy and counselling for those who are unable to afford it through lack of means, or who are otherwise in need. A substantial proportion of our clients endure severe and complex mental health difficulties and over 75% of them pay the lowest or second-lowe5t fee possible due to financial disadvantage. The importènce of such services to Sheffield's recovery from the pandemic has brou8ht Share's contribution to the public good into even sharper focus. In defining our aims and carrying them out. the Trustees have full re8ard to the guidance published by the Charitie5 Commission on public benefit. The business plan for the 21122 period covered five areas.. Stabilising Our Financial P051tion 8ecoming A Centre Of Excellence in Psychotherapy and Developing a Strong Learning & Therapeutic Culture Developing our staffin& systems and infrastructure Working closely with the ststutory and VCF sectors Cr055-cutting= Strategy development We will address below the work undertaken in the last twelve months on these areas, along with a general overview of Share's perfonnance in 2021122. Achievements and Perforniance Share has continued to provide a full service during 21122, delivering the highest level of activity in our history- 4674 hours of therapy in total. In a year which saw ongoing, Covid-related lockdowns and restrictions. this is a remarkable achievement. Share is now able to switch between online and fa￿- to-face therapy instantly. essentially futu￿-prO0flng our service delivery should any further restrictions be mandated. The average per 5e55ion fee paid by our clients was £15.37. Share's fees range from £10 to £50 and are assessed based on a client's individual annual income. A low average fee su88ests we are meeting our goal of providing therapy to those who could not afford it privotefy. Following the resignation of the Clinical Manager in Septernber 2021 we began a longer-than-expected recruitment process. and through this period managed the service safely for several months, drawing on experienced Clinical Associate sUPPOrt and input from the co-thairs. Lack of a Clinical Manager meant Share focused on core l-l therapy work ratherthan piloting new programmes le8. group workl. vASCon￿￿nrtYA¢C￿rt Share Psythotherapv Trustee5' annual report- continued For the year ended 31 March 2022 Stabilising Our Financial Position We end 21122 in 50und financial health. It ha5 been a great achievement to exceed income targets from therapy by over £6,OCKJ despite the ongoing pandemic and the resignation of the Clinical Manager. We have maximised income from local charitable trusts but been unable to negotiate additional CCG income despite our best efforts. The CCG is about to undergo a Significant change. becoming the South Yorkshire Integrated Care Board ISY ICBI, and it is unclear how this will affect Share. The current contratt runs until March 2023 and we are hopeful they will continLse their current financial support to us but understand that no promises can be ma(le in what is a time of upheaval and change for them. Our plan for a National Lottery Community Fund bid has been postponed as it requires an intensive stakeholder consultation process which. in light of the absence of a Clinical Manager and subsequent pre55ure5 on the Business Manager. ha5 not been feasible to advance. Becoming A Centre Of Excellen￿ in Psychotherapy and Developing a Strong Learning & Therapeutic Culture During 21122 Share has seen a continued increase in the number of clients seeking therapy, with demand far exceeding capacity. Over the course of the year our referral rates came close to tripling pre-covid levels. The co-chairs informed the CCG that the number of client5 waiting to start therapy had exceeded 100 and that reluctantly. without further investment on the horizon. we would have to 105e to new referra15. In Ortober 2021 the Board took the decision to dose to all new referra15 and the position remained unchanged for the remainder of 21122. In the absence of a Clinical ManaEer. Associate Therapists were contracted to provide tlinical leadership, clinical cover & supervision. This work was overseen by the co-chair5 & monitored through the period until the new Clbnical Lead was apwinted. Minor steps were taken in user engagement with the revarnping of our ¢lient feedback forms, Moving these from paper to online and retooling the format to offer a wider and more detailed level of feedback. Our engagement with our volunteer base also improved with the creation of a regular Newsletter. However. the bulk of user engagement was once again put on hold as staffinE challenges meant more pressing matters li.e. service delivery) took hold. We welcomed three students from the University of Sheffield as library Volunteers in January 2022. Shale's physical library is now up and runninE aBain and this is a popular and vital resource for our volunteer therapists. In the latter part of 21122 Share invested in designed and booking a full schedule of CPD for our volunteer therapists. with a calendar of events up until early 2023 now in place. The first training event, a v￿rkshop run by self-harm charity Battle Scars. took place in March 2022 and was well- attended by both Share personnel and staff & volunteers from other third-sector organisation5. Share Psychotherapy Tru5tees' annual report- continued For the year ended 31 March 2022 Developing our Staffing, systems and infrastructure Glven our stable finances we have been able to extend the Business Managerfs contract to full time as well as boost much-needed adminlreception capacity to free up Business Manager time. This was a planned and considered investment of surplus reserves which we outlined in last yearfs report. The Cllnical Manager resigned in the summer and we had an extensive recruitment process, appointing a new Clinical Lead (Jon Martynl in January. During the vacancy the co C•sh ind u6h •qul¥al•nti Cash and ush equlvalenl$ compr15e cash on hand Ind CHII deposlts, and other ShOrt-ten￿ hl8hly Ilquld Investment$ that are reBdlly tonvertlble lo a known amount of cash and are 5ublert to an In518nificant r15k ofthaTr8e In value, 111 Tr•dedebto Trade debttsr5 are amount5due from customersfor seNkes perlormed In the ordlnary ¢our5e ol bu51ne5S. Tiad¢ d¢btor$ are recognlsed Inltlalty at the tr8nsattion prlte. They are subsequentty MeasU￿d at wnortlsed c05t tssin8 th2 eflectfve Interest me¢hod, 145$ provlsion for Impalrment. A provlslon for the 5mpalrmenr of trade debtor5 Is e5tab115hed when there Is tyblectfve evldente thèt the company w111 not be able to collect all arnoun¢5 due accordSn8 10 the orlglnal term5 of ihe recelvables. Tr•d• ¢r•di¢ors Trade credllor5 are obll8atlons to pay for gpod5 or servlces thar have a¢qulred the ordlnary course pf bu51ness from suppllers. Accounts payable are classified as ¢urrent liabilitie511 Ihe charlty does not have an uThcondlilonal rS8ht, at the end of the reportln8 perlod, to defer settlement of the credltor for at least twelve month5 after the reportlngdate. If there 15 an unconditiDnal right lodefer settlement for at leJ5t twelve months after the reportlng date. they ère presented ès non-currÈnt Ilabllities. Tr&le rredltor5 are reeo8nSsed In￿[allY It the trnn5actlon prfce and subsequently measured at arThJrtised tost uslng the effective Interest method, Ihl Fund •¢¢oyntlth8 Vnrestrleted fund5 are donallons and oiher income rÈtel¥able or 8eneraled for the objerts of thp organlsatknn without further speclfled purpose ènd areavallable as general funds. Re$irl¢ted fuod$ are elther donatlons whlch the donor ha5 5pecifled are to bÈ 501ply used for partlcular area5 of the chaflty's work or 8rant lficome StsUBht for 5peclfled ac11￿LIeS. CommunilyAccounianty Share Psythotherapy Noteslo the Attounts- contlnued for the year ended 31 March 2022 AttountlnB Pollcles- contlnued Vl Employee bendts TI1¥ L051014ny unused holiday entltlement IJ roco8n15ed In thc perlod in thlch iho omploy8@'E so￿1c•S ar• r•cglwd. TermlnatlDn beneffts are reco8ni¥ed SmmedIate￿ a$ an expense when the Is demonstrably comml¢ted to termlnat• the employment of an employee orto provide iermlnaiion benpfit5. Ul Oper¥tlh8 lelse rentsls Rentals under operating leases are tharged to the StatÈment of Flnanc4alAc¢lvkles on a stral8ht Ilne bas1$ over t￿ lease iorm. Ikl Goln8cantern The hnancial 5tJtemÈnts have bepn prepared ¢n 8 80Ithg concern b￿15 05 the trustees belleve that no materf41 uncertalnt1•5 exlit. The tiustee5 have cDn51dered the level of funds held and the expected le￿1 of Ineome and eXpendIt￿re for 12 months from authorlsln8 these financlal statements. The bud8eted Inwme and expendltuie Is suffident wlth the ￿¥¢1 of reserves lorthe ¢harl¢y to ￿ able to cgnllnue as soln8 concern. 111 Sf6nlhc•nt•5tlm•te$ and lud88m4nts E511mates and judgements are contlnually eval￿ated and are bosed ort hlstL¥kal experlence and other factors, Includln8 expettatlon5 01 luture event5thai are belleved to be reasonable under the drcumstances. rltlcal accountlns estimatesand a5$umptlons'. Jud8emÈnts have been m&le re8ardln8 the rfBht to recelpt5 frum the Coronavlrus Job R￿e*ll10n Scherne grant, 8l¥Èn the partlal publ1¢ fundin8 of the chadtv. om•from donatlon5pyants and lrf•d•s Unre5trlrt*d Re¥trlct•d fuhdi Funds 2021 lthrutrlrt•d Totsl lunth R•AtvlcMd 2021 Toi•l 5hÈffield Church Burge55e5 Trust Sheffield Town Trust The Zachary Merton And Geor8e Wooflndln Convalescent Tfu5t arry Bottom Ch4rltableTrust Talbot Trv5t The JG Graves Chèrltable Trusr Coronaviwsjob Retentlon kheme 8rant General donations 2,CXIO 5,500 2,5QO 5.50) 5.DJO 2,1Y)O 3.250 4.OCO 3,250 15.QQJ 2,500 15,OJO 2,500 11,478 375 11,478 375 1.993 1,993 In¢omefwomthsritsble8ttlv1￿ Untemrftted RestrScted lund¥ Funds 2012 UThre5tr1rted Totsl fvnd$ Re5trlct•d Fundi 2021 Tvtil Sheffipld Cllnlcal CommSsslonlngGroup Cllent fee5 Sheffleld Chy Councll Q)mmunlty Covld Reeovery Grant N3¢lon31 Lottery- Coronaviru5 Cornmunty Support Fund rioDm rentèl 36,886 73,622 36,886 73,622 68,886 44,936 6B,886 44,936 27,762 27,762 40,649 40.849 1,368 1,368 111876 139 638 113 821 154 d71 VASCornmUn￿ Accounl8ncy io Sh•re Psychotherapy N¢tes to the A¢¢ounts- contlnued for thè yèar ended 31 Marth 2022 E¥yndltur•on ¢h•rltsble actlv5tleg iknrestrf¢ttd R¢sirlrted funds Furtds 1022 Yotal unr￿rICted fund5 Restricted Funds 20II Note$ Dlrect cllent costs Stsff costs SJlBry and assoclated costs A5s0clote5 Pèyroll fees Supervlslon tosts Oihei 5t•ff costs Sn¢ludln8 trninin8•nd dbs cheeks Piopertycojts ent tes and wèttr LiBht and heit Repalrs, malntenance and equlprnent Ofll¢q costs i.iio I,iio 374 174 71.063 29,999 555 580 482 5,68A 5,412 76,747 35,411 555 56,753 17.304 482 1,170 2,387 15,ZD5 26,274 71,958 43,578 482 J.170 2.387 482 20,LK)O 2.508 1,790 2,628 20,rxxi 2,508 1,7 2,728 18,931 1,810 3,B84 I,￿2 18,931 1,810 3,884 8,742 Icv 6,340 1,676 554 654 890 1,142 1,152 341 413 1,676 554 654 890 1,142 1,152 341 413 1.640 723 S61 833 889 166 E4ulpment rental Photocopyln& post•8e and stat￿nery Tilephone Computer ¢o$ts Subserlptlons Web51te ¢osts Oepreclailon Bod dEbts 8ank and paymtht faclllty chir8es Genaral expen5e5 Ilncludlng refreshments) Le8al and professlonal fees Independent e￿MInatiOn fee 723 561 833 4,218 346 3,329 515 176 409 757 754 84D 515 176 409 757 754 840 576 905 655 804 576 905 655 140 477 151673 113 428 165 256 5 St•ff eoits 2012 2021 73.791 5.534 69.239 5,316 14,WOI 1,413 Empltytr's Natlonal Insvrènce contrlbutlons Emplfyyer's 8llowance Employer'5 pen$lon ¢ontrlbutlons 1,422 The avera8e numberof ernployees In the yearwas 512021.. 41. No employee recelved emolument5 of more than £60,000 In eltheryear. 6 kndependerf evmlner's feeb 2022 2011 IndepEndent examlnatlon fee linclude5 atttrurbt3nc¥ costs) otherfees pèid to Independent examiner's Dr8an15atlon'. Otherprofessional suvice5 Payroll 5Ervlce5 and software 5ubsdptfjon 804 840 150 753 903 734 734 VAS Comrnunlty AccArfèncy li Share Psychotherapv Notes to the Accounts- ¢ontlnued forthe year ended 31 March 2022 Trustees and Keymanag￿ent personnel rEm￿eratIon. beneflts and expènses No trustees were relmbursed for out of pocket expen5e5 dudn8 the year12021.. Enlll. The charfty trusiees were not pèld or rttelved •rbV other benetits from employrnent wlth the charity durlngthe year12021.. Énlll. Vanessa 6odth. tru51eE. fEcelved £798 a5 a self ernployed assoclate for hEr therapy 5ervlces a5 Port ol the Natlonal Lottery fvndlng. Thls 15 pEndln8 ietrospectlve approval by the Charlty ComThlsslon. No other trustee r¢¢elved payrnent for profes￿0￿31 or other Mr￿CeS $￿PplIed io the charlty12021.. E2,1481. The key management P8rscnnel Imana8ement teaml. eompr15e ol the alnlcal kid Irepladng the Cllnlul man￿er posltlon dudno the yeèrl ind the Buslness manager. The total employee bEnents of the key rndné8em¢nt personnel were £54,42211011., £41,211?. 8 T•rW¢ Ilxed •sset$ Flxiuresjnd FIttIDy Tot•1 Cost A5 at l &>rll 20ZI Addltlons As Bt 31 Marth 2022 9.773 ,773 D¢pr¢¢l•tlon As at l Aprll 2021 Charge th15 perlod As •131 Mor¢h 2021 7,714 415 7,714 413 127 N•tbookv•lue Aoat JI M•￿h 2022 As8131 March 2021 AII fixed assw5 are wnsldered to be for dlred ¢hirlia￿e purposes. 9 Oqbtm 2022 2QZI Trade debtors Prepayments Other debtors 435 2,406 1499 IS4 lo Cr•dltors'. am•unt51illlni due wlthln oneywr 1022 2021 Tradetredltors Othercfftditors Otherta¥e5 soclal securlly Accrua15 252 574 1,914 954 2.081 352 840 VASCornrnunityAtcountancy 12 Shar• Psychoth•rapv Notes to the Accounts- contlnued for tho y•arend•d 31 March 2022 11 Restrlct•d lund5 Balanre Balan bl￿d In¢¢me Expenditure Tran5fer5 5crewflx- bulldln8 repairs Talbot Trust Sheffield Oty Council commun￿¥CO¥￿1 RecoveryGrènt 225 11,096 I1(￿) 111,0961 125 27,762 27,762 Scmrflx- bL4ldln8 repalrs - £5,￿owa5 glven towards tle rep1acemÈnt olthp central heatln8 boller. Talbot Truit £Is.L￿ provlded to support extrè demand dut to COVID, and •lso to Stren￿heTh and t¢nx)Ildate the cllnlcal and buslness mana8ernent p•clt¥. Sh¢ffidd CItyCoun¢ll Ctsmmunlty Covld Rew¥qryGrant - £27,762 8lven to support Jddltlon41 c•p¥l¢y requlred a5 a result ofthe ￿ndemIc. The fundlng Is lor February 2022 to March 2023. Prloryeorromporlson 8olunce Bolonce c/Abvd Intome E4iendltwe Tronqeis ScrewfiK- bulldln¢reptslrs NorlonolLorrtry- Coronovlrus Communltysupport Fund rolbot Trust The)G Groveschorltoble Tiyst s.(￿0 14,7751 (40.6491 13.9049 12,5001 225 40,649 15,OL Z5C 11.096 5 t700 58 149 12 Net bylund Unrestrleted Re5tr1eted lundi 2022 Tot•1 Llmestrlcted lunds Restrlcted Fund5 2011 T￿01 TanBlble fixed 855et5 Net Cur￿nt a$5ets 1,646 44,973 1,646 72,860 2,059 53,667 2,059 64,988 27,887 11,321 IJ R*l*t*d p•rtyIr•n￿ct￿O There wtre no related portytransattions otherthan those detalled ITr note 7. 14 Op•r•tln8 Iu5e commlMents As at 31 March 2022 the char￿¥ w45 commthd to makln8 the foll¢h￿ry payment5underoperatlnB leases a5 follow5.. 2022 2021 L•nd and Bulldlngs Other Paybbl•wlthltt I 21,( 622 20,(M 156 20,156 Lgnd and Bulldln8S Other y4bl•brtW¢•l 1-5 years 21,Lh)J 778 778 21,0(M) VAS CornmMIty At¢ountarKy 13