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← Chasing The Stigma

2024-04-05-accounts

Registered Charity Number: 1170757

Trustees’ Annual Report and Financial Statements for the year ended 5 April 2024

Doc ID: fe3ee73faac6701077c66c24915c7fce02b71a3d

Chasing the Stigma Reference and administration information

Charity number 1170757

Registered office and operational address

Burlington House, Crosby Road North, L22 0PJ

Trustees

Trustees who served during the year and up to the date of this report were as follows:

Andrew Smith Nicola Croft-Girvan Elizabeth Israeli Sonya Clarkson Dr Anindita Sarkar (Appointed September 2023) Sarah Francis (Appointed September 2023) Angela Samata (Resigned September 2023)

Key management personnel

Jake Mills Chief Executive

Bankers

NatWest, City Branch, 2-8 Church Street, Liverpool, L1 3BG

Independent examiner

Patrick Morrello ACA, Third Sector Accountancy Limited, Holyoake House, Hanover Street, Manchester M60 0AS

Email: info@chasingthestigma.co.uk

Telephone: 0151 318 4747

Instagram: chasingstigma

Twitter: @chasingstigma

Facebook: chasingstigma

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

The trustees present their report and the unaudited financial statements for the year ended 5 April 2024.

Reference and administrative information set out on page 1 forms part of this report. The financial statements comply with current statutory requirements, the memorandum and articles of association and the Statement of Recommended Practice - Accounting and Reporting by Charities: SORP applicable to charities preparing their accounts in accordance with FRS 102.

Our Details

Chasing the Stigma is a national mental health charity with big ambitions; to reduce suicide, eradicate stigma and enable everyone in the country to be able to access clear pathways to mental health care.

Head Office: Burlington House, Crosby Road North, Waterloo, Liverpool, L22 0PJ

Email: info@chasingthestigma.co.uk

Telephone: 01513184747

Instagram: chasingstigma

Twitter: @chasingstigma

Facebook: chasingstigma

Chasing the Stigma is a charitable incorporated organisation, registered as a charity on 14th December 2016 under charity number 1170757.

Chasing the Stigma is governed by a board of Trustees who are responsible for the governance and strategic direction of the charity as well as supporting the Chief Executive and staff in delivering on our key priorities. A list of Trustees can be found on our website.

All trustees give their time voluntarily and receive no benefits from the charity.

Objectives, Values and Vision

Chasing the Stigma is a national mental health charity on a mission to normalise and humanise conversations about mental health, ensuring that everyone in the UK can access clear pathways to support, whenever and wherever they need it.

With lived experience at our core, we are driven to create a society where there is no longer a stigma associated with mental health, where people are as comfortable talking about their mental health as their physical health, and where everyone can find appropriate support before they reach a point of crisis, leading to a significant long-term reduction in self-harm and suicide.

Our objectives are to:

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

Our vision is to live in a society where there is no longer a stigma associated with mental health, where people are as comfortable talking about their mental health as their physical health, and where everyone can access timely support wherever they are in the UK at any stage of their mental health journey.

We strive to achieve this mission by providing pioneering training services, delivering awareness-raising campaigns, lobbying for change and operating the UK’s largest and most comprehensive directory of community mental health services, the Hub of Hope.

Our values are important to us and must be embodied in all we do:

The trustees review the aims, objectives and activities of the charity each year. This report looks at what the charity has achieved and the outcomes of its work in the reporting period. The trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the trustees ensure the charity's aims, objectives and activities remained focused on its stated purposes.

The trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the trustees consider how planned activities will contribute to the aims and objectives that have been set.

Achievements and performance

The year 2023-24 marked a significant period for Chasing the Stigma as we made substantial investments in our staff and organisational structure. Our primary goal was to enhance efficiency, safety, and overall performance in serving the people we are dedicated to helping. Recognising the substantial growth and expanded audience reach, along with the endorsements and utilisation of our platforms, it became imperative to establish a strong foundation and structure to support our future growth.

The balance of having to progress at pace whilst having to ensure we could do so effectively and responsibly was paramount to our overall strategy.

In addition to the significant need for recruitment and restructuring in terms of staffing, equal importance was placed on analysing and enhancing the governance of the charity. This was done to ensure that it keeps pace with the rapid growth of our operations and remains well-suited to fulfil its purpose.

The following highlights the notable achievements in the charity's main activities, all of which are undertaken to advance Chasing the Stigma's charitable objectives for the benefit of the public.

Governance

Building on the skills gap assessment and established objectives carried out by the board in the previous financial year, clear recruitment targets were set for the coming years. The board identified two key areas critical to the charity’s operations—clinical mental health expertise and data/technology—where there was a limited skillset among current members. Additionally, the absence of a dedicated financial expert on the board was noted as a concern, to

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

be addressed in future recruitment efforts. The board also recognised the lack of diversity and made it a priority to actively focus on this in all recruitment activities.

After a thorough recruitment process, which included targeted role advertisements, application reviews, and two rounds of interviews, Chasing the Stigma appointed two new Trustees, Dr Anindita Sarkar and Sarah Francis, effective from 4[th] September, 2023.

Anindita is a consultant clinical psychologist, former head of clinical services, and founding director of Affiniti+ Ltd. She brings both clinical expertise and a strong commitment to destigmatising mental health and neurodiversity, as well as a personal perspective as a woman of colour with dyslexia.

Sarah is an experienced, data-driven commercial and creative product leader with 10 years in designing, delivering, and scaling software for global companies. Currently serving as Product Director at YouGov, she is passionate about using technology to drive change and believes in the power of diverse, curious, creative, and empowered teams united by a shared mission.

With these new appointments, and the board now better equipped, Deputy Chair Angela Samata felt it was the right time for her to step down. This decision was made amicably, and we thank Angela for her dedication, hard work, and invaluable contributions to Chasing the Stigma since its inception.

As a result, a new Deputy Chair needed to be appointed, with Lizzie Israeli being voted into the position unanimously by the board on 15[th] December 2023.

Staff Growth and Development

The 2023-24 year marked a period of significant growth and investment in Chasing the Stigma's workforce, driven by a comprehensive recruitment effort aimed at addressing key areas of need across the charity. This recruitment push was essential to ensure that the team could perform effectively, safely, and to the highest standards, while also meeting the expectations of both our partners and the public. Over the year, we made seven key appointments, including Heads of Departments in Partnerships, Marketing and Communications, and Digital and Development. We also strengthened our capabilities in data analysis, database quality assurance, and design.

However, this rapid growth, which more than doubled our staff in a short period, presented its own set of challenges. The swift pace of change inevitably brought complications, making it critical for Chasing the Stigma to manage this transition thoughtfully and responsibly, ensuring the wellbeing of staff whilst creating a supportive, safe, and inclusive culture was central to this process.

As part of this organisational shift, considerable effort went into refining our culture, clarifying our values and behaviours, and developing a clear staff development framework. This framework will guide future objectives, feedback, and appraisals. While such a significant transition can be challenging for any small organisation, staff were involved throughout the process, and their adaptability was remarkable. As a result, the organisation has emerged stronger and better positioned for the future.

National Recognition and Partnerships

Chasing the Stigma and the Hub of Hope have continued to gain national recognition for the vital role we play in suicide prevention and mental health support across the UK. The Hub of Hope has been widely promoted by NHS England, integrated into mandates, and recognised as “the main national signposting tool for mental health services.” It was also cited in the Government’s National Suicide Prevention Plan as a key resource for connecting individuals with mental health support, further solidifying our national importance.

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

This growing recognition builds upon a series of significant endorsements and partnerships, which reinforce the impact of Chasing the Stigma’s work on a national scale.

Collaboration has always been at the heart of the charity’s mission, amplifying its reach, influence, and resources. Partnerships are especially crucial in engaging communities that might not traditionally seek out mental health support, helping to break down barriers and reduce stigma. By working with like-minded organisations, Chasing the Stigma can share expertise, access additional funding, and expand its capacity to deliver vital services and initiatives. These partnerships also foster a unified effort within the mental health sector, driving long-term change and systemic improvements.

Over the past year, the charity has formed several impactful and far-reaching partnerships. One such collaboration was with the retail group New River, who trained staff across its shopping centres in Ambassador of Hope training and promoted the Hub of Hope to thousands of people in environments where they feel safe. Student Roost continued to build on previous success, expanding its partnership with the “Behind Every Door” initiative, which placed Hub of Hope posters in student accommodation across the UK, while also supporting the Zen Bus project, which brought mental health resources directly to university campuses.

Additionally, Chasing the Stigma has worked closely with NHS Trusts and providers, including Thames Valley and Wessex, Central and North West London, Lancashire and South Cumbria, Derbyshire NHS Trust, and Mental Health Matters. Other strategic partnerships have included collaboration with organisations such as Network Rail, Prison and Probation, Mental Health First England, and Mind.

Other collaborations include work with The Revelry Collective, which integrated the Hub of Hope discreetly into clothing to facilitate conversations around mental health support, and with filmmakers One of Nine Ltd and House of Create on films, No Filter and Sweet Honey , which sensitively explored the complexities of mental health and suicide ideation.

Chasing the Stigma has continued to be an important voice in national discussions, contributing to roundtable talks with key figures like Amanda Pritchard, CEO of NHS England, and Richard Meddings, Chair of NHS England. The charity is also a proud member of the NHS Confederation’s Mental Health Network and Health Equals and has had the opportunity to speak at major conferences, including the National Suicide Prevention Conference and NHS Expo, raising awareness and shaping the future of mental health support in the UK.

Hope in the Community – Westminster

February 2024 saw the launch of Hope in the Community Westminster, a collaborative, non-clinical physical space located on the ground floor of Gordon Hospital in Westminster. The space is owned by Central and North West London NHS Trust (CNWL) but branded in partnership with Chasing the Stigma, making collaboration a central aspect of its design and operation.

CNWL and CTS first partnered in 2021, and as part of their ongoing collaboration, CTS's Hub of Hope App has been embedded into CNWL’s website and mental health services, further enhancing the support available through the space.

The space was developed through extensive collaboration with CTS, local Voluntary, Community, and Social Enterprise (VCSE) organisations, as well as patients, carers, and residents from Westminster.

This co-design approach ensures that the space meets the needs of the community it serves, providing a welcoming, accessible environment where organisations can run wellness-focused services and activities. It offers a vital resource for mental health support, reducing stigma and making help more approachable, especially for those who may find traditional healthcare settings intimidating.

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

The space is celebrated for its airy, clean, and comfortable atmosphere, providing a much-needed safe haven for community members to engage in activities that promote mental well-being and reduce the stigma surrounding mental health.

Hub of Hope

The Hub of Hope is the cornerstone of Chasing the Stigma's work and the most crucial element of our mission. Our funding, partnerships, training, and overall sustainability are all closely tied to the effectiveness of the Hub of Hope as a safe, reliable, and productive platform.

More importantly, it serves as a life-saving and life-enhancing tool for hundreds of thousands of people across the UK, with its impact being far-reaching and profound. The Hub is not only a resource for individuals in crisis, but it is also widely used by organisations nationwide and has become an integral part of government policy. The success of the charity is inseparable from the success of the Hub.

However, following an unexpected surge in demand during 2022-2023, the Hub has consistently exceeded our initial forecasts. This spike in use is due in part to its promotion on NHS.uk, its citation in government mandates, and other high-profile endorsements—often without prior notice to us. As a result, it has become increasingly difficult to plan for the growing demand, putting pressure on our resources and making it harder to sustainably manage user needs. The rapid expansion of the Hub's reach has outpaced our technological capacity, creating additional strain on our team, who, despite their best efforts, are struggling to keep up.

The past year has made it clear that urgent investment in the Hub's technological infrastructure is needed. After consulting with external experts and conducting thorough research, we partnered with the company 6B to assess the Hub’s current capabilities and outline a roadmap for future improvements. This research included feedback from a wide range of users—including individuals with lived experience, frontline workers, NHS England, and the Department of Health and Social Care—providing valuable insights into the Hub’s limitations and areas for development.

Based on these findings, we issued a Request for Information to identify potential technology providers who could support the necessary upgrades. After a rigorous and transparent tendering process, we selected Hiyield as our new technological partner. We are confident that Hiyield is well-suited to meet our needs and will provide the expertise required to expand and enhance the Hub’s capabilities. Although the rebuild is a significant investment, it is vital for the continued growth of the platform. The project is underway, with completion expected by December 2024.

In the meantime, the Hub of Hope remains a vital resource, currently supporting over 300,000 users annually, helping people conduct almost 1 million searches for mental health support.

Ambassador of Hope

The charity places a strong emphasis on improving community and workplace mental health and creating environments of understanding, by partnering with businesses and organisations to provide mental health training in an accessible, non-clinical manner.

We use our Ambassador of Hope training programme, which is written and delivered from a lived experience point of view to offer an accessible and affordable resource designed to enhance mental health practices to individuals and workplaces.

These initiatives not only support employee well-being but also contribute to income generation for the charity, helping to sustain and expand its vital work.

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

The Ambassador of Hope training, continues to prove to be highly successful, reaching 2,010 participants across 31 organisations between April 2023 and April 2024. The program engaged a diverse range of partners, including key organisations such as Regenda Housing, University for the Creative Arts, Lancashire Police, MSV Housing, Derbyshire Public Health, Brentford FC, Blackpool Council, and Sheffield United, among others.

With participants spanning multiple sectors, including housing, education, public health, sports, and community development, the training sessions were held at various locations throughout the year. This widespread collaboration not only expanded the initiative’s reach and impact but also played a key role in income generation for the charity.

Over 2,000 trained Ambassadors of Hope are now equipped to inspire and support their communities, furthering mental health awareness and continuing to generate essential funding to sustain the charity’s mission.

Expanded Media Presence

In 2023 and 2024, Chasing the Stigma significantly amplified its media presence, engaging with national media outlets, podcasts, and television programs to further advocate for mental health awareness and access to services. This heightened visibility has helped to elevate the conversation around mental health and the vital work the charity is doing.

Our CEO has become a highly sought-after spokesperson, regularly providing expert commentary and insights across various media platforms. Whether offering written statements or appearing in interviews, they effectively represent the charity and the communities we serve, ensuring that the voices of those impacted by mental health challenges are heard at the highest levels. Through these media engagements, the charity continues to raise awareness and create a broader public understanding of mental health issues.

Fundraising

While Chasing the Stigma does not have internal expertise or dedicated support for fundraising activities, the charity experienced a significant increase in fundraising success throughout the year. Donations in the year increased to almost £98k, significantly improving the net return from fundraising.

A range of events and campaigns played a crucial role in generating the funds necessary to sustain and expand its mental health services. These donations directly supported initiatives such as enhancing the Hub of Hope and broadening its outreach programs.

A special thank you goes to Admiral Taverns, and various community-based fundraising events—such as Tough Mudder, marathons, half marathons, 10k races, virtual runs, social media challenges, and corporate giving—who have contributed to raising both funds and awareness for our mission. The charity was also deeply moved by the many kind, individual gestures of support, all of which made a significant impact.

We are sincerely grateful to every person who fundraised or donated to Chasing the Stigma. Your generosity ensures that we can continue our work and make a lasting difference in the lives of those affected by mental health challenges. We truly couldn’t do it without you.

Plans for the Future

The trustees are focused on ensuring the charity's long-term sustainability and maximising its impact. Our future plans aim to expand access to services, strengthen partnerships, and enhance service delivery. We will increase awareness through targeted outreach, improve user experiences based on feedback, and adopt innovative approaches to meet evolving needs.

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

A key priority is expanding the reach and influence of the Hub of Hope as a vital tool for policy-making and commissioning, ensuring mental health services are better integrated and accessible. A rebuild of the Hub of Hope, informed by user feedback and the expertise of partners and service providers, will create a more user-friendly platform. This enhanced platform will effectively leverage the data we collect, transforming it into actionable insights that drive meaningful impact.

Additionally, we aim to grow the reach of our Ambassador of Hope program, creating environments of understanding and equipping individuals and communities with the knowledge to support mental health effectively.

The charity will continue to leverage lived experience to prioritise person-centred approaches, ensuring our solutions meet real needs and foster long-term mental health resilience.

Lessons from past activities have highlighted the importance of flexibility and resource efficiency, shaping our commitment to focusing resources where they have the greatest impact.

To secure financial stability, we will diversify income streams through grants, donor engagement, and new funding opportunities.

The trustees are confident that these strategies will strengthen the charity’s ability to meet future challenges while staying true to its mission of creating lasting, meaningful change in mental health support and awareness.

Financial review

The financial statements show the funds balance as:

Restricted funds: £224,397 Unrestricted funds: £241,319 Designated unrestricted fund: £103,642

The trustees have designated £50,000 of unrestricted funds towards the development of the Hub of Hope. This is likely to be spent during the next financial year. The remainder of the designated fund represents the net book value of fixed assets, which are funds not freely available to be spent on operating costs.

Income is generated through donations and legacies, fundraising activities, grants and the trading of Ambassador of Hope training, as well as Hub of Hope licensing.

The board of trustees are particularly thankful to NHS England, Nominet and NPC for their support.

The board are also extremely grateful to all those who fundraised for Chasing the Stigma across the year, each and every effort is appreciated.

Expenditure on charitable activities shows a total of £616,339.

This has been another year of significant increase in the workforce and technological development of the Hub of Hope, which has allowed Chasing the Stigma to offer hope and support to more people than ever, across the UK.

Reserves policy

Restricted funds are excluded from charity reserves, as any such amounts held are for defined purposes The charity seeks to build reserves sufficient to cover operational costs for three months should there be a significant loss of income.

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

The Trustees have agreed that reserves held are to grow in line with the overall growth of the organisation.

In addition, there will be a contingency reserve at the discretion of the committee to reflect known risk areas for the forthcoming year. The balance of unrestricted reserves is to be included in the budgeted spend for the forthcoming year.

The free reserves of the charity currently stand at £241,319 which significantly exceeds the free reserves target of approximately £150,000.

Principal Risks and Uncertainties

The trustees have identified several principal risks and uncertainties facing the charity, including financial sustainability, the need to proactively develop a diversified fundraising strategy, ensuring operational capacity can meet growing demand, and actively reviewing the potential impact of misinformation or data inaccuracies in service delivery.

These risks are further compounded by external factors such as changes in government policy and economic pressures that may affect funding opportunities and service accessibility.

To mitigate these risks, the charity has implemented a robust risk management framework, including regular financial reviews, diversified income generation strategies, and the development of sustainable funding partnerships.

Operational risks are managed through enhanced training for staff and volunteers, comprehensive service verification protocols, and the adoption of digital tools to streamline processes and ensure data accuracy. The trustees remain committed to ongoing risk assessment and proactive planning to safeguard the charity’s mission and ensure its longterm impact.

Remuneration Policy for Key Management Personnel

The remuneration of key management personnel is determined by the trustees based on a commitment to transparency, fairness, and the responsible use of charitable funds. Pay levels are benchmarked against similar roles in charities of comparable size, scope, and location to ensure competitiveness and appropriateness.

The roles and responsibilities of key management personnel are carefully evaluated to reflect the required skills, experience, and contributions to achieving the charity’s objectives. Trustees ensure that remuneration is affordable within the charity’s financial capacity and does not compromise its ability to deliver on its mission.

Pay reviews are linked to the achievement of strategic goals and individual performance, fostering accountability and alignment with organisational priorities. Where necessary, external professional advice is sought to guide decisions, ensuring compliance with best practices and legal obligations.

This policy is reviewed annually to ensure it remains aligned with the charity’s values, financial health, and strategic objectives.

Going Concern

The board of Trustees are confident that the charity remains financially healthy enough to continue for the foreseeable future of the organisation.

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

Structure, Governance, and Management

Chasing the Stigma is a charitable incorporated organisation (CIO) with no share capital. The charity was registered on 14 December 2016 and is governed by its constitution, which sets out its objects and powers.

Board Composition and Trustee Appointment

The Board of Trustees, which can have up to 13 members, is responsible for the overall governance and strategic direction of the charity. Trustees are appointed based on their skills and expertise to ensure the board maintains a balanced and effective leadership. New trustees are nominated and elected by the existing board in line with the charity’s constitution. The Chair of Trustees is also nominated and appointed by the trustees. The terms of appointment are set out in the charity’s constitution.

Trustee Induction and Training

Chasing the Stigma recognises the importance of ongoing development and support for its trustees to ensure they are fully equipped to carry out their roles effectively. The charity has an established structured onboarding and training process, which includes:

Induction Meetings: New trustees are invited to the charity’s offices to meet staff and gain a deeper understanding of the organisation’s work, culture, and strategic priorities.

Staff Presentations: The team provides an overview of the charity’s operations, key programmes, and impact, ensuring trustees are well-informed from the outset.

Governance and Policy Review: Trustees are provided with key governance documents, including the charity’s constitution, strategic plan, financial reports, and policies on safeguarding, risk management, and compliance.

Ongoing Development: Trustees are encouraged to attend relevant training sessions, including governance best practices, charity finance, risk management, and mental health awareness.

All of the above processes are reviewed periodically to reflect current practice, and ongoing compliance with all relevant regulatory matters.

Decision-Making and Delegation

The charity operates under a clear governance and decision-making framework to ensure effective leadership and accountability:

Strategic Oversight: The Board of Trustees is responsible for setting the overall strategy, risk appetite, and governance policies. It ensures the appropriate risk management procedures and internal controls are in place. Trustees act as a critical friend to the Chief Executive, offering guidance and challenge where needed.

Operational Decision-Making: The Senior Leadership Team (SLT), led by the Chief Executive, manages the charity’s day-to-day operations. Trustees delegate operational decisions to the SLT, which is responsible for programme delivery, resource allocation, and implementation of the strategic plan.

Board Meetings: The Board meets at least four times per year to review progress, assess risks, and approve key decisions.

Subcommittees and Working Groups: Where necessary, the Board may establish subcommittees or working groups to oversee specific areas, such as finance, governance, or programme impact.

This governance structure ensures effective oversight while allowing the charity’s leadership team the flexibility to make informed and timely operational decisions.

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Chasing the Stigma Trustees annual report for the year ended 5 April 2024

Statement of Responsibilities of the Trustees

The trustees are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Charity law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charity for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

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

The trustees’ annual report has been approved by the trustees on _____ and signed on their behalf by 04 / 02 / 2025

Prof Andy Smith, Chair of Board of Trustees.

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Chasing the Stigma

Independent examiner’s report to the trustees for the year ended 5 April 2024

I report on the accounts of the charity for the year ended 5 April 2024 set out on pages 13 to 29.

Respective responsibilities of trustees and examiner

The charity's trustees are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 144 of the Charities Act 2011 (“the Charities Act”) and that an independent examination is needed. The charity’s gross income exceeded £250,000 and I am qualified to undertake the examination by being a qualified member of ICAEW .

It is my responsibility to:

Basis of independent examiner’s statement

My examination was carried out in accordance with general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair’ view and the report is limited to those matters set out in the statement below.

Other matters

Your attention is to drawn to the fact that the charity has prepared the accounts (financial statements) in accordance with Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has been withdrawn. We understand that this has been done in order for the accounts to provide a true and fair view in accordance with the Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2015.

Independent examiner's statement

In connection with my examination, no matter has come to my attention:

  1. which gives me reasonable cause to believe that, in any material respect, the requirements:

  2. to keep accounting records in accordance with section 130 of the Charities Act; and

  3. to prepare accounts which accord with the accounting records and comply with the accounting requirements of the Charities Act

have not been met; or

  1. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

Patrick Morrello ACA

Third Sector Accountancy Limited Holyoake House Hanover Street Manchester, M60 0AS

Date: 05 / 02 / 2025

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Chasing The Stigma

Statement of Financial Activities

for the year ended 5 April 2024

Unrestricted
funds
Note
£
Income from:
Donations and legacies
3
97,774
Charitable activities
4
333,282
Total income
431,056
Expenditure on:
Raising funds
5
46,428
Charitable activities
6
447,961
Total expenditure
494,389
8
(63,333)
Transfer between funds
-
Net movement in funds for the year
(63,333)
Reconciliation of funds
Total funds brought forward
408,294
Total funds carried forward
344,961
Net income for the year		 Restricted
funds
£
-
206,900
206,900
-
168,378
168,378
38,522
-
38,522
185,875
224,397		 Total funds
2024
£
97,774
540,182
637,956
46,428
616,339
662,767
(24,811)
-
(24,811)
594,169
569,358		 Unrestricted
funds
£
76,805
268,460
345,265
43,531
337,145
380,676
(35,411)
-
(35,411)
443,704
408,293		 Restricted
funds
£
-
206,790
206,790
-
20,915
20,915
185,875
-
185,875
-
185,875		 Total funds
2023
£
76,805
475,250
552,055
43,531
358,060
401,591
150,464
-
150,464
443,704
594,168

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

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Chasing The Stigma

Balance sheet as at 5 April 2024

Note 2024 2023
£ £ £ £
Fixed assets
Intangible fixed assets 13 44,657 82,769
Tangible fixed assets 14 8,984 5,836
Total fixed assets 53,641 88,605
Current assets
Debtors 15 17,149 110,510
Cash at bank and in hand 507,615 412,439
Total current assets 524,764 522,949
Liabilities
Creditors: amounts falling
due in less than one year 16 (9,047) (17,386)
Net current assets 515,717 505,563
Total assets less current liabilities 569,358 594,168
Net assets 569,358 594,168
The funds of the charity:
Restricted income funds 17 224,397 185,875
Unrestricted income funds 18 344,961 408,294
Total charity funds 569,358 594,168

For the year in question, the charity was entitled to exemption from an audit under section 144 of the Charities Act 2011. The Charity Commission has not ordered an audit to be carried out under Section 146 of Charities Act 2011.

The notes on pages 16 to 29 form part of these accounts.

Approved by the trustees on ................................. and signed on their behalf by: 04 / 02 / 2025

Prof. Andy Smith

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Statement of Cash Flows for the year ending 5 April 2024

Notes
Cash provided by/(used in) operating activities
21
Cash flows from investing activities
Purchase of tangible fixed assets
Cash provided by/(used in) investing activities
Cash flows from financing activities
Interest paid
Cash provided by/(used in) financing activities
Increase/(decrease) in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year		 2024
£
105,132
(9,632)
(9,632)
(324)
(324)
95,176
412,439
507,615		 2023
£
96,786
(10,630)
(10,630)
(366)
(366)
85,790
326,649
412,439

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Notes to the accounts for the year ended 5 April 2024

1 Accounting policies

The principal accounting policies adopted, judgments and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

a Basis of preparation

The accounts (financial statements) have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011 and UK Generally Accepted Practice as it applies from 1 January 2019.

The accounts (financial statements) have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’. This departure has involved following Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019 rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.

Chasing The Stigma meets the definition of a public benefit entity under FRS102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.

The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £ sterling.

b Preparation of the accounts on a going concern basis

The trustees consider that there are no material uncertainties about the charities ability to continue as a going concern.

c Income

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

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

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Notes to the accounts for the year ended 5 April 2024 (continued)

Income received in advance of a provision of a specified service is deferred until the criteria for income recognition are met.

Income generated by sales of licences for usage of the Hub of Hope is recognised in the period of receipt and not deferred. There is no right to claw back or matched expenditure in future periods.

d Interest receivable

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank.

Unrestricted funds are available to spend on activities that further any of the purposes of the charity.

Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose.

Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity.

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

g Allocation of support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the charity's programmes and activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities. The bases on which support costs have been allocated are set out in note 7.

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Notes to the accounts for the year ended 5 April 2024 (continued)

h Tangible and intangible fixed assets

Individual fixed assets costing £500 or more are capitalised at cost and are depreciated over their estimated useful economic lives on a straight line basis as follows:

Office fixtures and equipment 33% Intangible assets: software 20%

i Debtors

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

j Cash at bank and in hand

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

k Creditors and provisions

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

l Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

m Pensions

Employees of the charity are entitled to join a defined contribution ‘money purchase’ scheme. The charity’s contribution is restricted to the contributions disclosed in note 9. There were no outstanding contributions at the year end.

The charity is a Charitable Incorporated Organisation registered in England and Wales and has no share capital. The registered office address is disclosed on page 1.

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Notes to the accounts for the year ended 5 April 2024 (continued)

3 Income from donations and legacies

Small grants and donations
Total
Income from charitable activities
Mental health education services
Restricted grants
Total		 Unrestricted
£
97,774
97,774
Unrestricted
£
333,282
-
333,282		 Restricted
£
-
-
Restricted
£
-
206,900
206,900		 Total 2024
£
97,774
97,774
Total 2024
£
333,282
206,900
540,182		 Unrestricted
£
76,805
76,805
Unrestricted
£
268,460
-
268,460		 Restricted
£
-
-
Restricted
£
-
206,790
206,790		 Total 2023
£
76,805
76,805
Total 2023
£
268,460
206,790
475,250

4 Income from charitable activities

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Notes to the accounts for the year ended 5 April 2024 (continued)

5
Cost of raising funds
Unrestricted
£
Staff costs
29,699
Fundraising
801
Support costs (see note 7)
14,423
Governance costs (see note 7)
1,505
46,428
6
Analysis of expenditure on charitable activities
Staff costs
Depreciation
IT costs
Professional fees
Support costs (see note 7)
Governance costs (see note 7)
Restricted expenditure
Unrestricted expenditure		 Restricted
£
-
-
-
-
-		 2024
£
29,699
801
14,423
1,505
46,428
2024
£
341,556
38,112
20,562
32,929
165,878
17,302
616,339
168,378
447,961
616,339		 Unrestricted
£
22,951
6,610
12,173
1,797
43,531		 Restricted
£
-
-
-
-
-		 2023
£
22,951
6,610
12,173
1,797
43,531
2023
£
190,761
37,422
13,761
-
101,181
14,935
358,060
20,915
337,145
358,060

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Notes to the accounts for the year ended 5 April 2024 (continued)

7
Analysis of support and governance costs
Support
£
Staff costs
31,597
Premises
23,512
Administration
41,614
Accountancy
4,653
Finance costs
451
Depreciation
6,484
IT costs
12,713
Travel and subsistence
8,906
Advertising and marketing
14,205
Professional fees
36,167
180,302
Allocated in proportion to staff costs as follows:
Cost of raising funds
14,423
Charitable activities
165,878
180,301		 Governance
£
17,643
-
519
-
-
-
-
645
-
-
18,807
1,505
17,302
18,807		 Total 2024
£
49,240
23,512
42,133
4,653
451
6,484
12,713
9,551
14,205
36,167
199,109
15,928
183,180
199,108		 Support
£
20,992
20,047
23,260
4,893
366
3,171
3,009
9,004
5,527
23,086
113,355
12,173
101,181
113,354		 Governance
£
16,732
-
-
-
-
-
-
-
-
-
16,732
1,797
14,935
16,732		 Total 2023
£
37,724
20,047
23,260
4,893
366
3,171
3,009
9,004
5,527
23,086
130,087
13,970
116,116
130,086

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Notes to the accounts for the year ended 5 April 2024 (continued)

8 Net income/(expenditure) for the year

This is stated after charging/(crediting):
Depreciation
Interest payable
Operating lease rentals: property
Staff costs
Staff costs during the year were as follows:
Wages and salaries
Social security costs
Pension costs
Staff training
Freelance workers
Allocated as follows:
Cost of raising funds
Charitable activities
Support costs
Governance costs
Independent examiner's fee - other
Independent examiner's fee - independent exam
Independent examiner's fee - accounts		 2024
£
44,596
324
10,064
415
1,665
2,573
2024
£
362,824
30,987
8,413
490
17,781
420,495
29,699
341,556
31,597
17,643
420,495		 2023
£
40,593
366
-
400
1,450
3,043
2023
£
203,359
15,233
4,794
3,870
24,180
251,436
22,951
190,761
20,992
16,732
251,436

9 Staff costs

One employee has employee benefits in excess of £60,000 (2023: Nil).

The average number of staff employed during the period was 11.3 (2023: 7.3).

The key management personnel of the charity comprise the trustees and the Chief Executive Officer. The total employee benefits of the key management personnel of the charity were £61,586 (2023: £54,321).

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Notes to the accounts for the year ended 5 April 2024 (continued)

10 Trustee remuneration and expenses, and related party transactions

Neither the trustees nor any persons connected with them received any remuneration during the year (2023: £nil).

Two trustees received travel and subsistence expenses during the year; the total amount reimbursed was £355 (2023: £nil).

Aggregate donations from related parties were nil (2023: £nil).

There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.

Jake Mills, CEO of the charity, is married to the owner of Lovebug Films. During the year, the charity paid £1,680 to Lovebug Films for promotional materials (2023: £525).

11 Government grants

The government grants recognised in the accounts were as follows:

2024 2023
£ £
NHS England 156,900 156,900

There were no unfulfilled conditions and contingencies at the end of the period.

12 Corporation tax

The charity is exempt from tax on income and gains falling within Chapter 3 of Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects. No tax charges have arisen in the charity.

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Notes to the accounts for the year ended 5 April 2024 (continued)

13 Fixed assets: intangible assets

Cost
Depreciation
Charge for the year
Net book value
Fixed assets: tangible assets
Cost
Additions
Depreciation
Charge for the year
Net book value
At 5 April 2023
At 5 April 2024
At 5 April 2024
At 5 April 2024
At 6 April 2023
At 5 April 2024
At 5 April 2024
At 6 April 2023
At 5 April 2023
At 6 April 2023
At 5 April 2024
At 6 April 2023		 Software
£
190,560
190,560
107,791
38,112
145,903
44,657
82,769
Equipment
£
11,039
9,632
20,671
5,203
6,484
11,687
8,984
5,836

14 Fixed assets: tangible assets

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Notes to the accounts for the year ended 5 April 2024 (continued)

15 Debtors

Trade debtors
Prepayments and accrued income
Other debtors
16
Creditors: amounts falling due within one year
Tax and social security
Other creditors and accruals		 2024
£
3,000
13,749
400
17,149
2024
£
6,574
2,473
9,047		 2023
£
110,110
-
400
110,510
2023
£
15,536
1,850
17,386

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Notes to the accounts for the year ended 5 April 2024 (continued)

17 Analysis of movements in restricted funds

NHS England
Nominet
Total
Comparative period
NHS England
Nominet
Total
New Philanthropy
Capital
Enterprise
Development Fund		 Balance at 6
April 2023
£
145,875
40,000
-
185,875
Balance at 6
April 2022
£
-
-
-
-		 Income
£
156,900
-
50,000
206,900
Income
£
156,900
40,000
9,890
206,790		 Expenditure
£
(91,111)
(34,875)
(42,392)
(168,378)
Expenditure
£
(11,025)
-
(9,890)
(20,915)		 Transfers
£
-
-
-
-
Transfers
£
-
-
-
-		 Balance at 5
April 2024
£
211,664
5,125
7,608
224,397
Balance at 5
April 2023
£
145,875
40,000
-
185,875

Name of restricted fund Description, nature and purposes of the fund

NHS England To further charitable activities. Nominet For the development of the Hub of Hope. New Philanthropy For the Signpost+ programme, which aims to improve mental Capital health signposting for young people.

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Notes to the accounts for the year ended 5 April 2024 (continued)

18 Analysis of movement in unrestricted funds

Fixed assets
Hub of Hope
Comparative period
Fixed assets
General fund
General fund
Designated fund:
Designated fund:		 Balance at 6
April 2023
£
314,411
93,883
-
408,294
Balance at 6
April 2022
£
325,135
118,569
443,704		 Income
£
431,057
-
-
431,057
Income
£
345,266
-
345,266		 Expenditure
£
(456,277)
(38,112)
-
(494,389)
Expenditure
£
(343,254)
(37,422)
(380,676)		 Transfers
£
(47,871)
(2,129)
50,000
-
Transfers
£
(12,736)
12,736
-		 As at 5 April
2024
£
241,319
53,642
50,000
344,961
As at 5 April
2023
£
314,411
93,883
408,294

Name of Description, nature and purposes of the fund unrestricted fund

General fund The free reserves after allowing for all designated funds. Designated fund - The fixed assets are essential for the future operation of the charity and so are Fixed assets excluded from free reserves. Designated fund - Hub Development of the intangible asset application 'The Hub of Hope', a mental of Hope health support portal.

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Notes to the accounts for the year ended 5 April 2024 (continued)

19 Analysis of net assets between funds

Intangible fixed assets
Tangible fixed assets
Net current assets
Total
Comparative period
Intangible fixed assets
Tangible fixed assets
Net current assets/(liabilities)
Total		 General
fund
£
-
-
241,320
241,320
General
fund
£
-
5,836
308,574
314,410		 Designated
funds
£
44,657
8,984
50,000
103,641
Designated
funds
£
82,769
-
11,114
93,883		 Restricted
funds
£
-
-
224,397
224,397
Restricted
funds
£
-
-
185,875
185,875		 Total 2024
£
44,657
8,984
515,717
569,358
Total 2023
£
82,769
5,836
505,563
594,168

The charity's total future minimum lease payments under non-cancellable operating leases is as follows

Less than one year
One to five years
Over five years		 2024
2023
£
£
26,837
-
6,709
-
-
-
33,546
-
Property		 2024
2023
£
£
-
-
-
-
-
-
-
-
Equipment

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Notes to the accounts for the year ended 5 April 2024 (continued)

21 Reconciliation of net movement in funds to net cash flow from operating activities

Net income/(expenditure)
Adjustments for:
Depreciation expense
Interest paid
Decrease in receivables
Decrease in payables
Net cash provided by/(used in) operating activities		 2024
£
(24,811)
44,596
324
93,361
(8,338)
105,132

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