ANNUAL REPORT
2024
ITED
HAPPENS
-'ry¥IE

Conients
Welcome from the Chair
03
Welcome from Frazzled CEO
04
Welcome from a Facilitator
05
Whowe are
06
2024 in Review
08
How we support minds
10
Community and partnerships
12
Fundraising and Financial review
14
Our People and Governance
16
Looking Ahead
18
Financial Statements
20

Welcome Irom the Chair
2024 has been a year of significant
consolidation and steady progress for
Frazzled.
In a climate of
increasing financial
strain across the third
sector, we have worked
At a time when the UK continues to face
diligently to secure funding
growing ment81 health challenges, our model f rom a diverse range of sources.
of safe, structured peer support remains both
relevant and in demand. l am pleased to
introduce this year's annual report, which
reflects the
resilience,
integrity,
and
adaptability of our organisation.
While income has slightly declined from the
previous
year,
our
caref ul financial
stewardship has ensured continued stability,
with free reserves of £145,925 at year-end.
Frazzled exists to provide spaces where
We recognise that the demand for
people can speak openly 8bout their mental
preventative.
accessible
mental health
wellbeing in a confidential and non-
support is growing. As we enter the next
judgemental environment to find relief in
phase of our development, we are undertaking
connection. As Chair of the Board of Trustees.
a strategic review to clarify our vision to 2030.
I have seen first-hand the impact of our
This will include a refreshed operating model
services on individuals across the UK. Through for in-person community delivery, enhanced
our network of trained facilitators and
volunteer support systems, and continued
volunteers, we continue to offer hundreds of
investment in safeguarding and quality
meetings each year, ensuring that no one
assurance.
needs to navigate emotional overwhelm alone.
I would like to express my deep gratitude to all
This year, we delivered 705 meetings across
of our supporters, volunteers, funders, and
our online plattorm, including 562 facilitator-
Partners. Your belief in Frazzled enables us to
led sessions, 75 mindfulness sessions. and 56
continue providing vital support to those who
partnership events. We also hosted 12 larger-
need it most. My thanks also to the Board of
Scale meetings led by our Founder and Patron,
Trustees for their oversight, and to our Chief
Ruby Wax, whose ongoing commitment to
Executive and team for their dedication and
Frazzled remains a cornerstone of our visibility professionalism.
and impact. In total, these sessions supported
thousands of individuals, many of whom
reported a marked improvement in their
emotional wellbeing after attending.
Finally. I want to acknowledge every individual
who attended 8 Frazzled meeting this year.
Whether you spoke or simply listened, your
presence is what brings our mission to life. We
l am immensely proud of the professionalism
exist to support you, and we are committed to
and compassion with which our small staff being here for the long term.
team and extensive volunteer network deliver
these services.
Brian Muniania
Chair ol Trustees

Welcome Irom the CEO
It is a privilege to lead Frazzled at 8 time when
simple. human
our services are not just valuable, but vital.
connection in a
2024 has brought fresh challenges to the
world that can feel
mental health landscape, but it has also
increasingly disconnected.
reaff irmed the power of structured, peer-led
In 2024. we've seen demand
support. Our work is about meeting people
remain high, but we've also seen the impact -
where they are, and ensuring that no one feels
thousands of people finding steadiness,
alone in their struggle. Frazzled exists to be a
community and moments of calm amidst the
place of shelter-somewhere people can
storm.
come in from the storm, however long it's
We also began to pilot new ways of working,
been raging. Whether it's 8 passing shower or
including in-person community delivery and a
a full-blown hurricane, we aim to provide calm,
refreshed model for partnership meetings. As
structured spaces where people feel safe
we prepare for a strategic review in 2025, our
enough to say how they're really doing. and focus is on building sustain8bility without
steady enough to carry on.
compromising our values. That means
This year, we delivered our core programme
thoughtful growth, rigorous governance, and
with the consistency, integrity and care that
staying close to the people who use our
underpins everything we do here at Frazzled.
service.
Behind the scenes. we have invested in
As we look ahead, Frazzled is preparing to
strengthening the foundations that support grow - not just in size, but in strength. We are
everything we do, from safeguarding and
investing in the systems and support that will
technology to governance and volunteer
enable us to reach more people while staying
development.
rooted in our core values. We are exploring
Our wonderful volunteers have continued to
new models of delivery, new ways to reach
bring empathy and structure to every meeting.
underserved
communities,
and
new
creating spaces where it's not only ok not to
approaches to storytelling and impact.
be ok, but actively encouraged. That work is
Always, we will
remain grounded
often invisible, but it is deeply impactful.
authenticity, led by compassion, and driven by
One of the most exciting milestones this year
the belief that it's ok not to be ok.
was the launch of our new visual identity- a
To our volunteers, funders, partners and
bold. human rebrand developed in partnership participants: thank you. Your commitment,
with the creative agency Revolt and facilitated
belief and generosity have carried us through
by our consultant Hayley Shepherd. The
another year. Together, we are building a
refreshed brand captures the warmth,
future in which people feel less alone, more
honesty and accessibility at the heart of
supported, and better able to face whatever
everything we do, and has already helped us
life throws their way.
re8ch new audiences while deepening our
connection with our existing community.
We've expanded our partnerships and
strengthened relationships with funders who
recognise the value of what we offer:
Alex Sanileison
CEO

Welcome Irom a Facilitator*
*Given Ihe persona n*ure 01 Iheir lollr￿. Ihey have cMsen10 ￿maIn anonymous ior Ihis inimuciio
I feel privileged to be writing this introduction
for Frazzled's 2024 Annual Report. When I
think about what Frazzled means to me. it's
hard to put into words- but I'll try. I first came
to Frazzled as 8n attendee after my marri8ge
broke down, looking for somewhere I could be
myself and speak openly without judgement. I
was listening to Ruby Wax on a podcast 8nd
there was such love in her voice when talking
about Frazzled l just knew I had to give tt a go.
The idea of facilitating was daunting at first - I
wasn't sure I had the right experience, and I
worried about whether I could do it "properly"
But the training was brilliant, and the ongoing
support from the team gave me the
confidence to step into the role. What
surprised me most was how much I got out of
it personally. Volunteering isn't just about
giving your time
you receive so much in
return.
A particularly special moment for me was
stepping into the facilitator role for the same
time slot meeting I had first attended as 8
participant. It was a real full circle moment
reminding me just how far I'd come, and how
meaningful the Frazzled community is.
From the moment l joined my f irst group, I felt
welcome.
It W8S
warm. friendly. 8nd
completely free from pressure to "fix"
anything. Just knowing I could come as I was,
on good days and bad, I knew I had found my
place.
At that time, Frazzled felt like a life raft
something that kept me afloat when
everything else felt too much. Over time, it
became more than that. It stopped just being
about keeping my head above water and
started becoming an anchor
something
steady I could return to. no matter what was
happening in life.
After about a ye8r, I st8rted to realise that I
might have outgrown my initial need for
Frazzled. Being an attendee had brought me
to a place beyond where I thought I could get,
and I became aware that anything I was
getting from being in that meeting as an
attendee, I could get - and more - by being a
Facilitator. And instead of taking up a space
that somebody else could use, I could create
15 more spaces for new people who need it.
Being 8 Facilitator means holding space for
others in a way that's non-judgemental,
compassionate, and calm. Some people come
regularly, others pop in when they need it
most. Every single person has a story, and I
feel honoured that they trust me - and each
other - enough to share it. There is laughter,
tears. and always a sense of "we're in this
together"
Looking back, Frazzled has changed me in
ways I never expected. Reading through this
annual report, it's clear that the charity
continues to be a lifeline for so many, offering
safety, connection, and support when it's
needed most. I'm proud to be part of an
organisation that holds space for people so
fully, and I hope this report gives a sense of
the impact Frazzled has had over the past
year, as well 88 the exciting plans for growth in
the year ahead.

Who We Are
Frazzled is a small national mental health and wellbeing charity
focused on supporting individuals who feel overvvhelmed bythe
pressures of everyday life. We offer structured peer support
meetings where people can speak openly about their mental
wellbeing, without fear of judgement orthe pressure to offer
solutions. Our approach is not clinical ortherapeutic, but it is
deeply supportive. It is grounded in the understanding that
connection, empathy, and consistency are powerful tools for
maintaining emotional resilience.
Ruby identified a gap in the mental health landscape in 2017: a safe.
stigma-free space where people can talk openly, be truly heard, &
feel less alone. Free of charge. Research is now starting to be
published on how feeling heard is statistically associated with lower
burnout & better adaptability during situations of uncertainty.
Since then, Frazzled has evolved into a reliable and respected
organisation offering hundreds of free meetings each year.
facilitated bytrained volunteers and attended bythousands of
individuals from across the UK.We raise awareness of 'feeling
frazzled, & normalise feeling overwhelmed by modern life. We are
here to help people build resilience &to promote good everyday
mental wellbeing.
Our services are designed to be inclusive, accessible, and
preventative. We operate seven days a week, offering meetings
from early morning through to evening. All our sessions follow a
consistent format. with clear guidelines. trained facilitators, and
safeguarding protocols.

Attendees canjoin anonymously and are never required to speak
unless they wish to. This creates a space where it is truly safe to be
vulnerable.
The cornerstone of our offer is ourfacilitator-led online meetings.
complemented by mindfulness sessions, large-scale events with
ourfounder, and community partnerships. We also provide
resources and signposting through ourwebsite, helping people find
additional support when needed.
Frazzled's strength lies in its community: from our volunteers who
hold space for others with such care. to the attendees who bring
authenticity and trust into every session. We are here to remind
people that it's ok notto be ok- and that help, in the form of
structured peer support, is available and effective.
Our mission is clear: to reduce the stigma surrounding mental
health by providing spaces where people feel seen. heard. and less
alone. We are committed to growing our impact in a sustainable
and values-led way, with the aim of ensuring that anyone who feels
frazzled can access support when they need it.
Our vision is for a future where everyone feels comfortable to talk
openly about good everyday mental wellbeing & has the skills/
knowledge to maintain it. no matter what life brings.

2024 in Review
This year, Frazzled continued to deliver consistent, high-quality
supportto thousands of people across the UK. Ourfocus remained
on delivering accessible peer support in structured, welcoming
spaces, while also adapting and expanding our reach through
digital delivery and local partnerships. The figures below reflect
both our reach and the reliability of our model:
705 total meetlngs dellvered
562 facilitator-led meetings
75 mindfulness sessions
56 partnership meetings
12 Ruby Wax-hosted large-group events
Average monthly meeting attendance: 290+ individuals
Total bookings across all sessions: 9,295
Volunteers trained and active:102
Facllltator and host retentlon rate: 94 %
Website trafflc:146,000+ visits, with over10,000 clicks on
Find a Meeting
Attendee feedback: 81 % of participants reported feeling
better or significantly better after attending a session
These figures illustratethe breadth of our activity, but behind every
number is a person who found a safe space to speak, listen or
simply be. The continued grovrth of our attendance and booking
numbers is matched by our careful safeguarding practices, team
development and operational integrity.
Our partnerships have also played a key role in extending our
supportto new communities and organisational settings, with
several new collaborative pilots initiated in 2024.

Our large-scale meetings hosted by Ruby Wax remain an anchor
point for visibility and engagement, while mindfulness sessions
continue to offer attendees moments of quiet reflection and
emotional reset as well as opportunities to build mindfulness skills
into their emotional toolkit .
The data tells a clear story: Frazzled remains a trusted, effective
and scalable early inteniention sendice in the mental health space.
As demand continues to grow, we remain committed to
strengthening ourfoundations and preparing for strategic,
measured expansion.
In 2024, we completed a major rebrand with purpose-led creative
agency Revolt, facilitated by consultant Hayley Shepherd. The new
brand was launched to coincide with World Mental Health Day and
aims to reflect how our communitytrulytalks about mental
wellbeing-honestly. openly. and withoutjudgement.
The refreshed identity includes a modernised logo, expressive
visual elements, and a bold newtone of voice rooted in empathy
and lived experience. The campaign, which included Frazzled's first-
everTV commercial. helped us reach wider audiences and renewed
awareness of our work.
This rebrand marks a significant step in our growth-positioning
Frazzled as more visible, more accessible. and more relevant than
ever.

How We Support Minds
At the heart of Frazzled is a commitmentto peer-led emotional
support: structured. safe, and designed to meet people where they
are. We are not a therapeutic service, nor are we a crisis
organisation. Instead, we occupy a vital space in the mental health
landscape- providing early inteNention through regular, facilitated
group meetings that allow participants to speak openly. connect
with others, and begin to feel less alone in their experience.
We are lilling a gap in whal is cuiienlly available in Ihe UK in this middle
space - belore intervention is requiiell.
Our core offer remains ourfacilitator-led meetings, which in 2024
totalled 562 sessions. These are run bytrained volunteers who
follow a consistent format, grounded in best practice for
psychological safety and community support. Each meeting begins
with a set of clear guidelines and ends with a mindfulness exercise,
helping to contain and hold the session safely. Attendees are not
required to speak and canjoin anonymously. helping us reach
individuals who might otherwise be reluctant to seek support.
We complemented this offer with mindfulness sessions and large-
format meetings hosted by our Founder, Ruby Wax. These events
continue to bring energy. visibility and accessibility to the wider
Frazzled mission. In parallel. we deepened ourwork with
community partners- delivering 56 meetings through local
collaborations designed to pilot a decentralised model of in-person
support.
All ol our Se￿IceS ale Ilelivereil Iiee ol charge anil are open to adults ageil
18 anil abov

While we are clearthat our meetings are not suitable forthose in
acute distress or crisis, they have proven highly effective for
individuals seeking early-stage support. emotional release, or
connection during difficult periods of stress or anxiety.
Feedback from attendees remains consistently strong. In 2024,
81 % of participants reported feeling better or significantly better
after attending a session. Manytold us that Frazzled meetings
were their only regular outlet for honest self-expression. Some
described the relief of being able to speak without fear of
judgement; others, the comfort of listening and realising they were
not alone.
We continue to prioritise safeguarding and volunteertraining. All
facilitators are vetted and trained using a bespoke programme,
which includes attendance at a detailed facilitatortraining
programme, a practical induction. and a minimum of three
structured observations. Ongoing supervision. observations. and
peer support are built into our operational framework.
This year. we also took steps to streamline our digital
infrastructure, improving the booking and registration system to
make our meetings more accessible. Alongside this, we invested in
new volunteer resources and expanded our bank of specialist
sessions.
Frazzled's model is deceptively simple, butthe impact is profound.
By creating spaces that are safe, boundaried and human, we help
people take that vital first step: acknowledging howtheyfeel. It is
from this place of recognition that resilience can grow.
As we continue to refine and expand our work, we remain
committed to meeting people with compassion, structure and care
- whereverthey are on their mental healthjourney.

Community and Partnerships
Frazzled's impact extends beyond our meetings- we are also a
network of relationships and a growing community of collaborators
committed to supporting emotional wellbeing at scale. Throughout
2024, we deepened our partnerships and developed new
community-led initiatives that allowed us to expand our reach while
staying rooted in our core values.
One of our key developments this year was the continued success
of our partnership with The Harpenden Trust. This collaboration
enabled us to pilot a model for in-person. community-based
Frazzled meetings in Hertfordshire. Co-produced with local
stakeholders and led bytrained facilitators from the area, the
sessions created a safe, accessible and familiar setting for
individuals who may be less likelyto access support online. The
outcomes of this pilot were encouraging, and we are actively
exploring how similar models could be scaled and replicated in
other regions.
In addition, we formed new relationships with a number of
community, voluntary and public sector organisations who share
our commitmentto preventative mental health support. Our
partnership meetings- of which there were 56 this year- allowed us
to reach individuals in more targeted or marginalised settings, and
to build mutual understanding with organisations who serve
communities under pressure. This includes early-stage discussions
with workplace wellbeing teams, educational charities and local
health networks.
We also continued to strengthen our connection with Ruby Wax's
wider platform.

Ruby's public profile remains a powerful driver of awareness for
Frazzled, and the12 large-format meetings she hosted this year
reached hundreds of individuals who may not have otherwise
encountered our offer. These events are designed to be welcoming.
lightly moderated spaces where Ruby shares her lived experience
and helps normalise open conversations about mental health.
Frazzled's wider community also includes our volunteers- many of
whom support our work long-term- and a growing base of
supporters who engage with us online and through our newsletter.
In 2024, we continued to engage this networkthrough community
communication. events. and opportunities to contribute to service
design.
Our approach to partnership is grounded in reciprocity and
alignment. We seek relationships that are values-driven and where
our model of support can meaningfully complement other offers.
Where appropriate. we sharetraining materials, host joint events,
and co-develop strategies for community outreach.
As we plan forthe future, community and partnership working will
remain central to our growrth strategy. We know we cannot meet
the scale of demand for mental health and wellbeing support alone.
But we believe that through collaboration, shared learning, and a
shared commitmentto kindness and safety. we can contribute to a
broader movement that makes it easierfor people to get the
supportthey need- before crisis point.

Fundraising and Financial Review
In 2024, Frazzled operated within a challenging financial context.
Across the sector. inflationary pressures and reduced availability of
unrestricted income placed charities under strain. Despite this, we
were able to maintain a strong operational position and continue
delivering our core programme thanks to prudentfinancial
management, diversified income streams. and the loyalty of our
funders and supporters.
Ourtotal income forthe year was £128,647, a modest decrease
from £146,948 in 2023. This income was derived from a combination
of individual donations, charitable foundations. corporate partners.
and public fundraising campaigns. Significant contributors
included The Big Give (£62,447), Luckybean (£23,488 alongside
(£26.500 Big Give donation)). and new supporters such as the
Garfield Weston Foundation (£15.000). Albert Hunt Trust (£5,000),
and Anton Jurgens Charitable Trust (£6,000). We also benefited
from in-kind support and small-scaletrading activity.
Ourtotal expenditurefor the year was £137,299. with 92 % allocated
directlyto charitable activities. These costs covered the delivery of
meetings, volunteer recruitment and training, safeguarding
infrastructure, and digital platform maintenance. Administrative
and governance costs were keptto a minimum. in line with our
commitmentto transparency and value for money.
As of 31 December 2024. our free reserves stood at £145,925. This
represents a decrease from the previous year (£154,577) but
remains within our reserves policytarget of maintaining a minimum
of six months, operational costs.

These reserves provide essential stability and allow us to respond
flexiblyto future challenges or opportunities.
We are grateful to all of ourfunders- whether individuals who
donated £5 ortrusts who awarded us grants. Your contributions
directly support our ability to provide free, high-quality support to
those who need it. In 2024, we also strengthened our stewardship
processes, improved reporting to major donors. and enhanced our
online donation platform to make giving easier and more
transparent.
We recognise the importance of continued investment in
fundraising. To that end. we have allocated resource in 2025 to
support income diversification and the exploration of earned
income models, such as licensed delivery of Frazzled meetings
within workplaces and universities. Our goal is to strengthen our
sustainability while remaining true to our core purpose.
Frazzled is committed to financial integrity, accountability, and
responsible grovvth. To demonstrate this, 2025 will see us
registering with the Fundraising Regulator. We continue to operate
with low overheads, clear governance, and a focus on impact. While
2024 brought pressures, it also affirmed the value of our work and
the strength of our community. With careful planning and
continued support. we are well-positioned forthe future.

Our People and Governance
Frazzled is powered by people- our volunteers. staff, trustees, and
wider community- each of whom plays a critical role in supporting
our mission. As a charity rooted in trust, compassion and structure,
we place high value on transparency, integrity and collective care in
how we govern and lead the organisation.
In 2024, Frazzled remained a Charitable Incorporated Organisation
(CIO), governed by a Constitution and overseen by a Board of
Trustees. The Board met quarterly and provided strategic
oversight, financial scrutiny and supportto the Chief Executive. No
Trustees received remuneration. and all were encouraged to
maintain up-to-date knowledge of Charity Commission guidance
and governance best practice.
Day-to-day operational responsibility was delegated to our Chief
Executive, supported by a small but committed core team of four
staff members. Theirfocus spanned service delivery, safeguarding,
volunteer coordination, fundraising, and digital infrastructure. As
ever, the scale of Frazzled's output- 705 meetings delivered to
thousands of people- was made possible bythis highly efficient
and mission-driven team.
Volunteers remain at the centre of everything we do. In 2024, we
worked with 24 trained volunteers. including facilitators and hosts,
who delivered meetings across our calendar. Each volunteer is
recruited through a rigorous process, including interviews,
reference checks, safeguarding training and observation.
Facilitators also complete an intensive facilitator training
programme, ensuring a baseline level of awareness in working
safely and empathetically with attendees.

Volunteer development remains a priority. In addition to core
training, we offer ongoing supervision, Obser￿ations, peer
support groups, and regularcommunity callsto ensurethat
facilitators and hosts feel equipped, valued and supported in
their roles. This year, we piloted additional reflective practice
sessions and received very positive feedback on their value in
preventing burnout and sustaining high-quality delivery.
From a risk management perspective. the Trustees continued to
review and update our organisational risk register. Key areas of
focus in 2024 included digital safeguarding, data protection,
volunteer wellbeing, and income resilience. We maintained robust
internal controls, followed GDPR best practices, and made
targeted improvements to our booking platform to further
safeguard participant privacy.
Equality, Diversity and Inclusion {EDI) also remained an area of
active commitment. In 2024, we completed a review of our
recruitment materials and meeting guidelines to ensure
inclusivity, and initiated a baseline data collection process to
better understand who we are reaching- and who we are not.
This work will inform our 2025-2028 inclusion strategy.
Frazzled remains an organisation where people matter. Our
governance is lean, ethical and committed to continuous
learning. Our team and volunteers are compassionate, skilled
and generous with theirtime. And our Trustees bring a wealth
of experience to help us stay steady and strategic as we grow.
Together, we remain united by a shared belief: that no one
should face mental overwhelm alone.

Looking ahead
As we looktowards 2025 and beyond. Frazzled remains focused on
deepening our impact. strengthening our model. and ensuring our
offer remains accessible, inclusive and sustainable. We have made
considerable progress in 2024, and our priorities forthe coming
year reflect a commitment to growth grounded in strategy,
evidence and values.
A central focus will be our strategic review, due to begin in 2025.
This will help us define a refreshed vision to 2030 and build a
framework for sustainable. scalable impact. We will engage our
Trustees. staff, volunteers. partners and attendees in this process
to ensure the resulting strategy is informed by lived experience and
grounded in operational reality.
We intend to build on the success of our core online programme
while exploring new pathways for in-person, community-led
delivery. Our pilot partnership in Harpenden has demonstrated the
viability and impact of local meetings. In 2025, we will develop a
national model forthis type of delivery. including a framework for
quality assurance, facilitatortraining, and partner onboarding.
Volunteer support and development will also remain a key priority.
We continually review our recruitment and training process to
improve accessibility and consistency.
Technology will continue to play a key role in how we deliver and
manage our services.

We are exploring improvements to our digital booking platform to
enhance the user experience and increase accessibility forthose
with specific needs. We are also reviewing data systems to ensure
that we can capture meaningful insights about who we are reaching
and what difference we are making- without compromising
anonymity or psychological safety.
In terms of funding, we recognisethe importance of diversification.
In 2025, we will continue to pursue new philanthropic partnerships
while exploring earned income models, including the potential
licensing of Frazzled meetings in workplace and education settings.
We are committed to financial sustainability. but never at the
expense of mission integrity.
Finally, we will continue our work on inclusion. This includes ongoing
work to understand barriers to access. as well as targeted outreach
to communities currently underrepresented in our meetings. Our
goal is simple: anyone who needs Frazzled should be able to find it-
and feel welcome when they do.
We enter 2025 with renewed purpose and clarity. We remain
committed to providing calm. structured. human spaces in a world
that often feels overwhelming. With the continued support of our
community, we are confident in our abilityto grow with care and
intention in the years ahead.

Financial Slatements
The financial statements forthe year ending 31 December 2024
provide a detailed account of Frazzled's income. expenditure,
assets and resenies, and have been independently examined in
accordance with the requirements of the Charities Act 2011.
Ourtotal income forthe year was £128.647. a decrease from
£146,948 in 2023. This included donations from individuals, support
from charitable trusts and foundations, and proceeds from events
and merchandise. Ourtotal expenditure was £137,299, which was
used to fund the delivery of our core services. including volunteer-
led meetings. safeguarding, training. digital platform costs, and
organisational overheads.
At year-end. Frazzled held unrestricted reserves of £145,925. These
reserves are equivalentto approximately12 months of operational
expenditure and exceed our reserves policytarget of six months.
This level of reserves provides security and continuity of service
delivery. and allows for careful investment in strategic priorities
such as volunteer infrastructure, digital systems. and community
expansion.
Ourfinancial procedures follow best practice for small charities. We
operate with a high level of cost-efficiency. and ensure that
restricted funds are used in accordance with donor intentions.
Trustees receive regularfinancial updates at each Board meeting,
and continue to monitor and advise on financial planning, risk, and
compliance.

The financial statements, including:
The Independent Examiner's Report
The Statement of Financial Activities
The Balance Sheet
Notes to the Accounts
can be found in the final pages of this report.
These provide full transparency on the charity's financial position
and demonstrate our continued commitment to prudentfinancial
stewardship.
Frazzled remains in a strong financial position as we move into
2025. While external conditions remain unpredictable, we are
confident in our ability to maintain stability and deliver meaningful
impact through careful management and continued support from
our community of funders and partners.

Frazzled Trustee Annual Report 2024
22

REGISTERED CHARITY NUMBER: 1173064
FRAZZLED CAFE
REPORT OF THE TRUSTEES AND
UNAUDITED FINANCIAL STATEMENTS FOR THE
YEAR ENDED 31 DECEMBER 2024
Table of Contents
REPORT OF THE TRUSTEES
23
INDEPENDENT EXAMINER'S REPORTTO THE TRUSTEE5 OF FRAZZLED CAFE
27
STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED DECEMBER 2024
29
STATEMENT OF FINANCIAL POSITION AT 31 DECEMBER 2024
30
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024
31
REPORT OF THE TRUSTEES
23

CONTENTS OF THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 31 DECEMBER 2024
The trustees present their report with the financial statements of the charity for the year ended 31
December 2024. The trustees have adopted the provisions of 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) (effective I
January 2015).
OBJECTIVES AND AcfiviTIES
Support Services
Frazzled exist5 to support people who are feeling overwhelmed by providing safe, structured, peer-led
spaces to talk. Our meetings are not therapy or crisis support - they are a calm, human space where
people can speak openly, without judgement or the pressure to offer solutions.
We are here for anyone feeling stressed, anxious, or emotionally overloaded. Meetings are facilitated by
trained volunteers, follow a consistent format, and begin and end with mindfulness exercises to support
psychological safety. Sessions are free, anonymous, and open to anyone aged 18+ in the UK.
PUBLIC BENEFIT
Frazzled provides a vital early-intervention model for mental wellbeing. Our meetings help people feel
seen, heard, and less alone. 2024 data shows that 81% of attendees reported feeling better or
signilicantly better after a session. These outcomes are supported by national research showing that
structured peer support improves emotional resilience, reduces isolation, and can ease pressure on
clinical services.
In offering a space for open, honest conversation, Frazzled also contributes to the wider effort to reduce
stigma around mental health - reminding people that it's ok not to be ok.
The Trustees have paid due regard to the Charity Commission's guidance on public benefit in deciding
the activities undertaken during the year.
CHARITABLE AcfiviTIES
In 2024, Frazzled held 705 meetings for over 9,700 total booking5 - Wlth an
average of more than 290 attendees per month. Our programme included:
562 facilitator-led meetings
75 mindfulness sessions
56 partnership meetings
12 large-scale sessions hosted by our Founder, Ruby Wax
We also trained and supported 102 volunteers - a testament to the dedication
and care within our community.
With NHS and clinical services under strain, more people are turning to Frazzled
as a trusted, accessible first step. Our reach has widened across demographics,
and demand for our meetings continues to grow.
We also launched a national rebrand with creative agency Revolt, clarifying our
24

tone and identity for a wider audience and increasing visibility.
This was a key milestone in building long-term impact.
FINANCIAL REVIEW
Financial position
The financial position of the charity at the year end is set out on page 7.
Various organisations and individuals have supported Frazzled Cafe in
2024. At the time of writing this report (July 2025) Frazzled Cafe is
considered financially viable until at least Spring 2026.
Total reserves at the year-end amounted to £129,533 {2023 £154,577). All reserves are unrestricted.
Total free reserves (unrestricted reserves less functional fixed assets) at the year-end amounted to
£129,533 (2023 £154,577}.
RESERVES POLICY
Frazzled aims to hold a minimum of 6 months budgeted operating costs in reserve.
FUTURE PLANS
Following a year of steady progress, we are now preparing for our next chapter.
In 2025, we will undertake a strategic review to shape our future to 2030, with input
from our team, volunteers, attendees, and partners.
We will continue to strengthen our online offer while piloting new models for in-person
delivery. We'll also explore licensing our programme for use in workplaces and educational
settings - ensuring greater sustainability without compromising values.
We remain committed to structured, peer-led emotional support that meets people
where they are - creating calm in the storm, and showing up with care and consistency.
STRUCTURE, GOVERNANCE AND MANAGEMENT
Governing document
The charity is controlled by its governing document, a deed of trust, and constitutes an unincorporated
charity.
CHARITY CONSTITUTION
Frazzled is a Charitable Incorporated Organi5ation (CIO) governed by a constitution.
Trustee appointments are proposed and seconded by the Board. All Trustees are advised to make
themselves familiar with the Charity Commission guidance on Trustee responsibilities.
Board meetings are held quarterly with the CEO who has day-to-day responsibility for running the
charity.
25

Day-to-day decisions are delegated to the CEO. The Trustees receive no remuneration for their work with
Frazzled Cafe.
RISK MANAGEMENT
The trustees have a duty to identify and review the risks to which the charity is exposed and to ensure
appropriate controls are in place to provide reasonable assurance against fraud and error.
26

REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 DECEMBER 2024
REFERENCE AND ADMINISTRATIVE DEfAILS
Registered Charity number
1173064
Principal address
International House
36-38 Cornhill
London
EC3V 3NG
Trustees
Kathryn Balls
Ms Margo Miller
Mr Brian Munjanja
Ms Michelle Potter
REFERENCE AND ADMINISTRATIVE DEfAILS
Independent examiner
Jade Paton A
Unit 2a, Rickyard Barn
Blisworth Hill Farm
Stoke Road
Northampton
NN7 3DB
Approved by order of the board of trustees on
3010912025
and signed on its behalf by:
1.rr
Mr Brian Munjanja- Chair
INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF FRAZZLED CAFE
Independent examiner's report to the trustees of Frazzled Cafe
I report to the charity trustees on my examination of the accounts of the Frazzled Cafe (the Trust) for the
year ended 31 December 2024.
Responsibilities and basis of report
27

As the charity trustees of the Trust you are responsible for the preparation of the accounts in accordance
with the requirements of the Charities Act 2011 ('the Act,).
I report in respect of my examination of the Trust's accounts carried out under section 145 of the Act
and in carrying out my examination I have followed all applicable Directions given by the Charity
Commission under section 145(5)(b) of the Act.
Independent examiner's statement
I have completed my examination. I confirm that no material matters have come to my attention in
connection with the examination giving me cause to believe that in any material respect:
accounting records were not kept in respect of the Trust as required by section 130 of the Act;
or
the accounts do not accord with those records; or
the accounts do not comply with the applicable requirements concerning the form and content
of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement
that the accounts give a true and fair view which is not a matter considered as part of an independent
examination.
I have no concerns and have come across no other matters in connection with the examination to which
attention should be drawn in this report in order to enable a proper understanding of the accounts to be
reached.
3010912025
28

STATEMENT OF FINANCIAL AcfiviTIES FOR THE YEAR ENDED
DECEMBER 2024
2024
2023
Unrestricted and Total
funds
Notes
INCOMEAND
ENDOWMENTS FROM
Donations, legacies and
Erants
Other trading activity
Total
128,493
154
146,791
157
128,647
146,948
EXPENDITURE ON
Charitable artivities
Frazzled Cafe
meetings
NEf INCOME
137,299
{8,652)
126,986
19,962
RECONCILIATION OF
FUNDS
Total funds brought
fonNard
TOTAL FUNDS CARRIED
FORWARD
154,577
134,615
145,925
154,577
29

STATEMENT OF FINANCIAL POSITION AT 31 DECEMBER 2024
2024
2023
Unrestrirted fund Total
funds
Notes
CURRENT ASSETS
Tangible Assets
Debtors
Cash at bank
173
43,971
103,156
147,300
243
41,959
116,833
159,034
CREDITORS
Amounts falling due within
one year
{1,375)
(4,457)
NEf CURRENT ASSErs
145,925
154,577
TOTAL ASSETS LESS
CURRENT LIABILITIES
145,925
154,577
NEf ASSErs
145,925
154,577
FUNDS
Unrestricted funds
145,925
154,577
The financial statements were approved by the Board of Trustees on
and were signed on its behalf by:
Mr Brian Munjanja- Trustee
30

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31
DECEMBER 2024
I. ACCOUNTING
POLICIES
Basis of preparing the
financial statements
The financial statements of the charity, which is a public benefit entity under
FRS 102, have been prepared in accordance with the Charities SORP (FRS 102)
'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) {effective l January 2015),, Financial Reporting Standard 102 'The
Financial Reporting Standard applicable in the UK and Republic of Ireland, and
the Charities Act 2011. The financial statements have been prepared under
the historical cost convention.
The financial statements are prepared in sterling, which is the functional
currency of the entity and rounded to the nearest £.
Going concern
There are no material uncertainties about the charity's ability to continue.
Income
All income is recognised in the Statement of Financial Activities once the
charity has entitlement to the funds, it is probable that the income will be
received and the amount can be measured reliably.
Expenditure
Liabilities are recognised as expenditure as soon as there is a legal or
constructive obligation committing the charity to that expenditure, it 15
probable that a transfer of economic benefits will be required in settlement
and the amount of the obligation can be measured reliably. Expenditure is
accounted for on an accruals basis and has been classified under headings
that aggregate all cost related to the category. Where costs cannot be directly
attributed to particular headings they have been allocated to activities on a
basis consistent with the use of resources.
Taxation
The charity is exempt from tax on its charitable activities.
Fund accounting
Unrestricted funds can be used in accordance with the charitable objectives
at the discretion of the trustees.
31

Restricted funds can only be used for particular restricted purposes within the
objects of the charity. Restrictions arise when specified by the donor or when
funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the
notes to the financial statements.
32

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED
31 DECEMBER 2024
I. ACCOUNTING POLICIES -
continued
Debtors
Trade and other debtors are recognised at the settlement amount due.
Prepayments are valued at the amount prepaid.
Creditors
Creditors 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 are recognised at their settlement amount.
INCOMEAND
ENDOWMENTS
2024
2023
Other trading
activity
Merchandise
sales
Ticket sales
93
157
61
154
157
Donations,
legacies and grants
2024
2023
Other-
donations
Qvc
2,961
2,915
8,150
Luckybean
23,488
20,309
The Big Give
62,447
99,047
CAF
225
6,000
3,200
Anton Jurgens
Garfield
Weston
Albert Hunt
15,000
5,000
10,972
CADF
The
Harpenden
Trust
Ruby Wax
5,400
(3,000)
33

The Funding
Network
11,169
Waterloo
foundation
2,000
128,493
146,790
TRUSTEES,
REMUNERATION
AND BENEFITS
There were no trustees, remuneration or other benefits for the year
ended 31 December 2023 nor for the year ended 31 December 2024.
Trustees.
expenses
There were no trustees, expenses paid for the year ended 31 December
2024 nor for the year ended 31 December 2023.
COMPARATIVES FOR THE
STATEMENT OF FINANCIAL
ACTIVITIES
Unrestricted fvnd
INCOMEAND
ENDOWMENTS
FROM
Donations and
legacies
128,647
Total
128,647
EXPENDITURE
ON
Charitable
activities
Frazzled Cafe
meetings
137,299
Total
137,299
NEf INCOME
(8,652)
TOTAL FUNDS
CARRIED FORWARD
145,925
34

STAFF COSTS
An average of 4 (2023 4) members of staff was directly
employed by the charity during the year.
INDEPENDENT
EXAMINATION
Fees for the Independent Examination of the financial statements were
£1,200 {incl VAT).
DEBTORS: AMOUNTS
FALLING DUE WITHIN
ONE YEAR
2024
2023
Other debtors
970
970
1,959
1,959
CREDITORS: AMOUNTS
FALLING DUE WITHIN ONE
YEAR
2024
2023
Other creditors
1,746
1,746
4,457
4,457
MOVEMENT IN
FUNDS
Net
movement
in funds At At
31112124 31112124
At 111124
Unrestricted
funds
General fund
TOTAL FUNDS
154,577
154,577
{8,652)
{8,652)
145,925
145,925
Net movement in funds,
included in the above are as
follows:
35

Resources
expended
Movement
in funds
Incoming
resources
Unrestricted
funds
General fund
TOTAL FUNDS
128,647
128,647
137,299
137,299
{8,652)
{8,652)
Comparatives for
movement in funds
Net
Movement
in funds
31112124
At
31112123
Unrestricted
Funds
General fund
{8,652)
(45,601}
TOTAL FUNDS
{8,652)
(45,601)
Comparative net movement in funds,
included in the above are as follows:
Incoming Resources
Resources
expended
Movement
in funds
Unrestricted
funds
General fund
TOTAL FUNDS
128,647
128,647
137,299
137,299
(8,652)
{8,652)
A current year 12 months and prior year 12 months combined position
is as follows:
Net
movement
in funds 3111212023
At
Unrestricted
funds
General fund
TOTAL FUNDS
11,310
11,310
(4,353)
{4,353)
36

A current year 12 months and prior year 12 months combined net
movement in funds, included in the above are as follows:
Incoming Resources
resources
expended
Movement
in funds
Unrestricted
funds
General fund
TOTAL FUNDS
275,595
275,595
264,285
264,285
11,310
11,310
10.
RELATED PARTY
DISCLOSURES
There were no related party transactions for the year
ended 31 December 2024.
37