2021-03-31-accounts

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Backing Better Mental Health. Annual Report and Financial Statements Maudsley Charity 2020/21 •wil

Front cover image: In 2020/21 Maudsley Charity provided funding for a photographer to work with staff at South London and Maudsley NHS Foundation Trust to document life on the front line for staff and patients living through COVID-19

Sporting Recovery, a Maudsley Charity supported project, uses physical activity to promote wellbeing and reduce isolation.

Adult mental health in the UK

A snapshot of mental health in England

Among the general population 20.6% of people have had suicidal thoughts at some time, 6.7% have attempted suicide and 7.3% have engaged in self-harm[1]

Adult mental health in the UK

Mental illness is the source second-largest of burden of disease in England. Mental illnesses are more common, long-lasting and impactful than other health conditions[1]

The average life expectancy for someone with a long-term mental illness or learning disability is 15 to 20 years shorter than someone without[2]

Children and young people

The UK has one of the highest self-harm rates in Europe

£105 billion

The total cost of mental ill health in England is estimated at £105 billion per year[1]

People with a long-term mental health condition lose their jobs every year at around double the rate of those without a mental health condition[1]

12.8%

of young people aged 5-19 meet clinical criteria for a mental health disorder[1]

Half of mental ill health starts by age About 20% of young people with 15 and 75% mental ill health wait more than six months to receive care develops by from a specialist[1] age 18[1]

Adult mental health in the UK

MHFA England – Mental Health Statistics, October 2020 https://mhfaengland.org/mhfa-centre/research-and-evaluation/mental-health-statistics
Mind and Body, Kings Health Partners: https://www.kingshealthpartners.org/our-work/mind-and-body/khp-mindbody

Children and young people

MHFA England – Mental Health Statistics, October 2020 https://mhfaengland.org/mhfa-centre/research-and-evaluation/mental-health-statistics

4 Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

COVID-19 Statistics

Analysis by NHS England found that demand for adult mental health services could rise by as much as 40% , with a 60% increase in demand for child and adolescent mental health services .[1]

In 2021/21 Maudsley Charity provided funding for a photographer to work with staff at South London and Maudsley NHS Foundation Trust to document life on the front line for staff and patients living through COVID-19

Rates of probable mental disorders have increased since 2017.

COVID-19 was strongly associated with an increased risk of neurological and psychiatric disorders in the 6 months after a diagnosis of the virus[3]

In 2020, one in six (16.0%) children aged five to 16 years were identified as having a probable mental disorder, increasing from one in nine (10.8%) in 2017.[2]

Almost one in five people diagnosed with COVID-19 receive a psychiatric diagnosis within three months[3]

NHS England, Discombe, Dec 2020
Mental Health of Children and Young People in England, 2020, Wave 1 follow up to the 2017 survey, 22 Oct 2020, NHS
Lancet Psychiatry: NIHR Oxford 2021

Backing Better Mental Health

Mental Health in our local population

1,300,000

Population of Southwark, Lambeth, Lewisham and Croydon combined is 1.3m Source: National Census, 2011

Rates of Severe Mental Illness (SMI) in 2019/20

Lewisham Southwark 4,477 - 1.31% 4,054 - 1.20% Lambeth Croydon 5,285 - 1.22% 4,892 - 1.16%

These are above both the average for London (1.10%) and for England (0.93%)

New cases of psychosis

Estimated incidence rate per 100,000 population aged 16-64 Lambeth is 4th highest borough in London Southwark and Lewisham are both in at 52.4 per 100,000, almost three times the top 10 boroughs at 50.6 the rate for England (18.1 per 100,000). and 48.6 respectively

People subject to the Mental Health Act (detained or treated in the community and subject to recall to hospital) Rate per 100,000 population aged 18+

Lewisham has the highest rate in all of London at 121.2 per 100,000 and is more than twice the average for England (45.6 per 100,000)*

Maudsley Charity funds Switched On at Blackfriars Settlement, providing digital access and skills for those with mental health conditions.

SMI is defined in this instance of data collection, as patients with schizophrenia, bipolar affective disorder and other psychoses as recorded on practice disease registers. Public Health England also more broadly define SMI as people with psychological problems that are often so debilitating as to impair a person’s ability to engage with functional or occupational activities.

*Source: Public Health England, 2019/20, Quality Outcomes Framework (QOF) Prevalence

Backing Better Mental Health

Our Work

Reach of Work

In this section you can see some examples of work we are highlighting to show our diverse range of activities.

Total new grants committed in 2020-21 £3.68 million

(excluding Pears Maudsley Centre)

Total amount in Community Total amount in and Connection grants: Anchor grants:

£245,745 £1.12 millon

Total amount in COVID-19 Total amount in other response grants: funding allocations: £1.86 million £450,400

Bethlem Museum

3,312 virtual visits 10,300 views across the via online Museum tour Museum’s social media since January 2021 platforms for artist tours and book club video content

Digi Inclusion offered approx. 250 hours of contact time with continued learning and support

Welfare Grants

Recovery College

2,161 Patient Welfare 1,600 students joined the grants were awarded Recovery College’s online courses

Bethlem Gallery

388 packs 470 400 45 of art materials artist support workshop workshops sent to artists calls participants for artists

Total number of grants awarded in 2020-21

Volunteering

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74
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Other grants (such as Special Purpose Community and Funds, dedicated to a Connection Anchor COVID-19 particular ward or service) 11 5 37 21

Total number of grants awarded over the last five years: 374

Maudsley Charity funds South London and Maudsley NHS Foundation Trust’s (SLaM) volunteering service. The project, run by SLaM staff, has supported more than 1500 people who are signed up to volunteer across the hospital trust, Bethlem Gallery and Bethlem Museum of the Mind.

200

active volunteers working through COVID-19

15

young people (7-17) working as health information champions

Please note that this year funds were reallocated from Innovation and Improvement towards COVID-19 response funding. No grants were awarded in the Transformation programme

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Title	Page
Foreword from the Chair of the Board and the Chief Executive	14
Trustees’ Annual Report	28
Review of Activities	30
Grants Activity 2020/21	36
Financial Review	72
Investments, Reserves and Risks	75
Structure, Governance and Management	80
Statement of Trustees’ Responsibilities	85
Independent Auditor’s Report	86
Consolidated Statement of Financial Activities	92
Consolidated Balance Sheet	94
Charity Balance Sheet	95
Consolidated Statement of Cash Flows	96
Notes to the Accounts	97

A runner taking part in a London Marathon fundraiser on behalf of Maudsley Charity

Backing Better Mental Health

Foreword from the Chair of the Board and the Chief Executive

One year on and we are reflecting on how the most deverstaing global event of our lives has continued to challenge the people and programmes of work we support.

We can say confidently that the impact of COVID-19 is detrimentally shaping the mental and physical health of our local populations and is having a profound impact on NHS staff. It is clear that the longerterm impacts of COVID-19 mean that more people will need our help and support, and their needs will be more acute. But we remain positive in our outlook and our belief that we can improve lives though the work we fund.

Over the past year we have been struck by the innovation and resilience of the people we support. We have provided additional funding to help NHS services and community projects adapt and respond quickly to need.

We are now focussing our efforts on longer term and sustainable strategic solutions, funding projects that have demonstrated resilience, rigor and an ability to adapt and make an impact at scale. We continue to be mindful of the role we can play in connecting and linking our communities and helping to share learning and good practice. We have provided more than £1.8m in combined initial response and longer term COVID-19 related funding.

Crucial to our grants activity is the evolution of our programme of funding. In the final quarter of 2020/21, we began a process to explore tailoring our grant making to a small number of themes. We are committed to funding projects where there is greatest need and where we have the best chance of making an impact. Through engagement with our local communities, partner organisations,

service users and health care professionals, we have started to consider how we may shape and direct this most effectively.

children and young people and a wider programme of work within our local communities.

We are pleased to have committed £10m to the Centre from the Charity, with an additional £11m raised to date from generous philanthropic institutions and individuals, who share our belief that together we can transform health on a major scale. We are grateful to them for their support and confidence in us.

Core to all of our work is our belief that we have the ability not only to make changes on a local level, but also to learn and scale this impact up. We are supported by two world-leading organisations to deliver our work, South London and Maudsley NHS Foundation Trust (SLaM) and the Institute of Psychiatry, Psychology and Neuroscience, King’s College London (IoPPN, KCL).

It would not be possible for us to deliver the amount of work we do without the financial assets we have inherited from previous generations, held in our investment and property portfolio. Following changes to our investment strategy in the previous financial years our investments have remained largely protected, in the context of larger global financial challenges.

This year has seen a huge focus on race and equality. The murder of George Floyd focussed global attention on racism in society. We are committed to changing and tackling racial inequality; we believe it is the duty of all responsible organisations to do this, but for us this goes beyond our responsibility to be a good corporate citizen.

We have grown and developed the Charity this year – building skills, knowledge and confidence among our staff. We are maturing, now entering our fourth year as an independent charity and in a strong position to achieve our ambitions for 2021/22 and beyond.

Addressing issues of equality, discrimination and diversity as they relate to mental health is fundamental to our mission. We will use our influence to help shine a spotlight on issues of equality and diversity, and to embed principles into both our organisation and the projects and people we fund through our grants programme, guided by the Association of Charitable Foundations framework.

David Barclay Chair

In January 2021 our public facing fundraising campaign ‘Change the Story’ was launched to help raise awareness and generate funds for our work with children and young people.

Together with our partners SLaM and KCL we remain committed to delivering change through learning, clinical advancement and enhanced care delivery. The vision will be delivered through the construction of the Pears Maudsley Centre for

Rebecca Gray

Chief Executive

Backing Better Mental Health

2020/21 in view

Central to our work over the last year have been four main priority areas.

This page provides a summary of how we have provided continuity in our work and continued to develop as an organisation in the face of change and uncertainty.

Need and ability to respond to COVID-19 and the new challenges it bought

Pears Maudsley Centre for Children and Young People

We have provided more than £1.8m in combined initial response and longer term COVID-19 related funding. We’ve helped services and community projects adapt and respond quickly to need.

Together with our partners we are on track to deliver a world-leading centre of care and research into the prevention and treatment of mental illness in children and young people.

In the last year we have continued to secure funding for the new centre. More than £21.35 million has now been committed against a £27 million capital fundraising target.

In the second half of the year, we focussed our efforts on funding more strategic and sustainable work, responding to the impact of the pandemic and the opportunities to provide services in new and improved ways.

Within the last year the project has completed several significant milestones including receiving full planning permission for the building.

Changing approaches to grant giving

Building a robust organisation

We are committed to maximising the impact we can make with our assets and physical resources, identifying ways we can leverage change using convening and drawing on the ideas and knowledge of our networks to do this.

In the last 12 months we have expanded the organisation with new people joining our senior management team and staff.

We have developed and implemented a series of robust systems and processes, including bringing new technological solutions online, supporting staff and grantees.

This year we’ve started work to explore funding by theme. Agreeing a set of themes will also enable us to think in the longer term, have more impact and understand how we can further our work in partnership with others.

We have put diversity, equality and inclusion at the heart of our work. Addressing issues of equality, discrimination and diversity as they relate to mental health is fundamental to our mission.

Our ongoing response to COVID-19

We have provided more than £1.8m in COVID-19 related funding. Throughout the last year we have worked to ensure that the projects we have supported adopt an evidenced-based approach and provide long term impact to patients and staff, in addition to addressing immediate need.

We are committed to supporting innovation and sharing best practice. We seek to identify projects where innovation and learning can be scaled up and shared more widely across the NHS and beyond.

and supported our volunteering service to provide telephone befriending to reduce isolation.

environments and supporting staff and patients to stay physically and mentally well.

We offered additional funding to a number of our projects to enable them to adapt and operate with agility, and to carry-on delivering vital services. Additionally we funded new research at King’s College London that considers the impact of lockdown on young people, as well as a project to better understand the effects of shifting from face-to-face appointments to digital sessions for people with severe mental illness.

We have started to orient our funding and planning to the longer term, understanding how best we will support patients and staff affected by COVID-19. We will continue to draw on the expertise of staff across SLaM and KCL, together with external partners to best direct our funds, using an evidenced based approach. We are grateful to everyone who has supported our COVID-19 work through donations.

COVID-19 has impacted every one of us. Analysis by NHS England found that demand for adult mental health services could rise by as much as 40%, with a 60% increase in demand for child and adolescent mental health services (Discombe 2020).

We are just starting to see the longer-term impact on mental health services, mindful that those in our local communities often face additional disadvantage and disproportionate impact.

We have been supported in our fundraising efforts by the general public, trusts, charitable foundations and through the work of NHS Charities Together. This body has acted as a national charity distributing public donations across NHS services.

The beginning of the year saw us very much operating in an emergency mode, supporting South London and Maudsley NHS Foundation Trust (SLaM) to secure essential supplies and services. We funded mobile telephones with pre-paid credit to enable patients to keep in touch with their clinical teams and iPads to hospital inpatient wards for people to keep in touch with their friends and family

As of March 31, 2021, we have received £170,000 through NHS Charities Together. This money has enabled us to allocate funding to directly benefit the lives of staff and patients in a variety of ways. It has included a focus on staff wellbeing – through enhancing physical

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

COVID-19: Strategic funding response in action

Towards the end of the year, we committed £1.1m to projects that supported a strategic response to the challenges of the pandemic. This built on the innovations of teams in the NHS to work differently based on their experience over the last year or invested in addressing the long-term challenges highlighted by the pandemic, particularly for those communities hardest hit.

Community and Equalities

Digital support

Black people with mental illness are more frequently detained under the Mental Health Act (MHA) than others with mental illness. Advance statements can reduce MHA use, but there are barriers to implementation, to be addressed by this project.

Patient and Carers Race Equality Framework (PCREF)

During the COVID-19 pandemic the need to contact patients virtually has highlighted how some SLaM service users experience a significant level of digital exclusion. This prevents them accessing support for their mental health and skills which enable them to embrace recovery and integrate into society.

South London and Maudsley NHS Foundation Trust (SLaM) is one of four national pilot sites taking part in this programme which seeks to significantly improve the trust and confidence of Black communities using mental health services and to eliminate unacceptable racial disparity.

Maudsley Charity funding will enable co-production, testing and refinement of resources, for Black people previously detained, or at risk of being detained under the MHA.

This Maudsley Charity funded project aims to address two elements; firstly improving digital skills in service users and carers by providing individual and group coaching, based around the Government’s Essential Digital Skills Framework, and harnessing volunteers and peer coaches. Secondly, piloting the use of tablets to provide psychological therapies digitally. The project will deploy and evaluate the use of tablet computers to increase the availability and acceptability of high-quality virtual therapy.

Maudsley Charity has provided funding to support voluntary organisations in Croydon, enabling them to identify additional time and resources to make an ongoing contribution to the PCREF. You can find out more about the project here: https://slam.nhs.uk/aboutus/equality/patient-and-carerrace-equality-framework-pcref/

Digital

Remote memory clinic for older adults

Due to COVID-19 the Trust’s memory clinics for older adults adapted their delivery, developing remote assessments through an online model.

Advance statements

Maudsley Charity has now provided funding to establish remote memory clinics for older people, as a permanent alternative model. This work will help to increase patient choice, increase the ability to support carers, widen access to more people and increase service resilience.

An Advance Statement describes a preferred treatment option or strategy for future care, it is taken into consideration by doctors when an individual no longer has the capacity to make independent decisions.

Peer Support

Peer support in crisis resolution

This project will employ a team of peer support workers to work with high intensity service users within the Trust’s Crisis Resolution Home Treatment Teams. They will use their lived experience to inspire hope that recovery is possible, by working with patients to identify and access meaningful activities in the community and by creating supportive networks out of statutory services.

Improving how we work with patients repeatedly involved in violent incidents

Each year within South London and Maudsley NHS Foundation Trust, a relatively small number of service users account for a large proportion of violent incidents on acute adult wards. Funding from the Maudsley Charity for the project is intended to reduce the number, and severity, of incidents of violence by improving relationships and patient experience during inpatient admission.

The project will enable peer supporters to advocate more effectively for service users by promoting a better understanding of what has happened to them, and how the team needs to behave/organise care to reduce stress and promote healing.

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

COVID-19 research in action

Supporting research is a core part of our work, enabling us to help build the evidence and expertise to support better mental health.

We supported three research projects focussed around COVID-19:

We provided £50,00 to King’s College London to fund research into the impacts of prolonged social distancing, isolation and
1 school closures on adolescent mental health and wellbeing through COVID-19.

Our motivation has been inspired by the Covid-19 pandemic. It has generated a significant increase in mental health research with some coordinated response and shared learning and understanding, however this still remains in pockets and silos that are not tackling some of the long-standing issues across the sector – the time for significant change is now more than ever.

We funded a project to enable researchers at King’s College London working together with SLaM staff to evaluate the move
2 to virtual treatment in NHS secondary mental health services. This project will capture experiences of this new way of working in an in-depth study using qualitative and quantitative methods, which will develop understanding of the impact of virtual working and inform Trust policy.
Funding, via partnership with the Royal Foundation, for the Centre for Mental Health to pilot a research model that identifies
3 priorities for mental health. This is informed by data and evidence to enable us to understand how the mental health sector has responded and continues to respond to the needs of the most vulnerable individuals. The project will also identify gaps in research to support/help those in the greatest need and create a model of joint working that can be built upon for the future of mental health research.

Centre for Mental Health

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Outdoor gyms
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There are stark inequalities in the physical health of people living with long term mental health conditions. People living with schizophrenia or bipolar disorder have a reduced life expectancy of between 15 and 20 years, often caused by increased risk of cardiovascular disease. (source: Laursen et al 2014; Miller and Bauer 2014).

Being a hospital inpatient can provide an opportunity for staff to help people to consider their lifestyle choices and make positive decisions. To support this work, we provided £45,000 to build three outdoor gyms at hospital inpatient sites. With many patients having their leave restricted due to COVID, outdoor gyms provided people with a positive place to exercise and spend time away from the ward. Equipment can also be used by staff.

Speaking about the project Sophia Awan, Clinical Lead and Occupational Therapist,said:

Having the gym meant it was possible to engage in greater levels of exercise and physical activity during lockdown.

It has provided a focal point to generate discussion around healthy lifestyles and exercise promotion, plus has made the environment look more appealing. It encourages both staff and service users to fit some exercise into their day and makes it look more achievable for those who have reduced exercise tolerance or are new to exercise.

Psychology in Hostels

Funding art workshops for NHS staff

We purchased communication devices and offered well-being, self-soothing and meaningful activities, to support a cohort of homeless patients relocated from the streets into hostels at the start of the pandemic. Alongside this,psychologists were able to work with patients to help them to reconsider their lifestyle choices, including smoking cessation.

In February 2021 we provided NHS staff with creative opportunities to take part in artist-led drawing workshops. Themed around resourcefulness and self-care, the eight-week course enabled 25 people to attend virtual workshops which were delivered in partnership between Bethlem Gallery and Artist Liz Atkin.

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Families Under Pressure

Bruce Clark, Clinical Director Child and Adolescent Mental Health Services, at SLaM said in support of the project:

To help families struggling through COVID-19, we cofunded a series of films together with the National Institute for Health Research, Maudsley Biomedical Research Centre offering parenting tips called ‘Families Under Pressure’ www.familiesunderpressure.org

recognised a need for the initiative and developed the concept, said:

We are hearing that many families are struggling with restrictions. This comes as no surprise as research shows that bored and worried children are more likely to play up and cause disruption and frustrated parents can over-react to these challenges. Very quickly, these sorts of behaviours can escalate and lead to the breakdown of relationships and exacerbation of problems.

As mental health professionals, we are committed to supporting young people and their families, who we know are looking for advice and support at the moment. Parenting plays a vital role in developing resilience and good mental health in young people, and it’s vital that families have access to the right information and resources in order to do this, particularly during times of crisis. The films and website provide families with useful and practical advice that can be easily implemented at home to help support the new challenges we are all facing.

The tips are based on decades of research from the UK’s leading experts and rooted in the experience of NHS teams working with families and feedback from parents. The films are available free on a dedicated website, along with informative resources, to provide parents and carers with tips on how to respond when children play up.

The idea for Families under Pressure came when I was thinking about how my poor old mum might have coped with me in this situation, as I was quite a handful as a child. What advice would she have found helpful?

This comes after government research revealed that four in 10 adults (44%) said home-schooling was putting a strain on their relationships in the household, and a further 46% said their own well-being had been affected under lockdown*.

Featuring the recognisable voices of a host of well-known parents including Olivia Colman, Rob Brydon, Holly Willoughby, Danny Dyer, Sharon Horgan, Dame Jessica Ennis-Hill, Romesh Ranganathan and Shappi Khorsandi the films were available through the All 4 platform and on social media.

These tips were originally intended to support families dealing with pressures of ADHD and other behavioural challenges but are relevant for families facing the current challenges too. I am sure that having wellloved and recognisable parents narrating and a digestible and shareable format, will really help at a time when it is needed most.

Professor Edmund

Sonuga-Barke, Professor of Developmental Psychology, Psychiatry and Neuroscience, King’s College London who

*Source: Office for National Statistics: Coronavirus and the social impacts on Great Britain: 30 April 2020

Maudsley Charity Annual Report and Financial Statements 2020/21

Diversion, Equality and Inclusion (DEI)

The Maudsley Charity is committed to changing and tackling racial inequality. As an organisation we are working to achieve positive change together with those who share our values and commitment.

This year has seen a huge focus on race and equality. Following the murder of George Floyd there has been global attention on racism in society. As an organisation we are committed to changing and tackling racial inequality, we believe it’s the duty of all responsible organisations to do this, but for us this goes beyond our responsibilities to be a good corporate citizen.

We are working with our staff and Trustees, our partner organisations, and the communities we serve to better understand the difference we can make. We’ve adapted the ACF principals as shown below to provide an overview of our work.

We recognise that there is a risk that organisations make statements around their commitments on DEI without committing to tangible action. As this is the first year we have put in place a DEI action plan we are reporting on our commitments in detail.

Addressing issues of equality, discrimination and diversity as they relate to mental health is fundamental to our mission. We will use our influence to help shine a spotlight on equality and diversity and to embed these principals into both our organisation, and the projects and people we fund through our grants programme, guided by the framework of the Association of Charitable Foundations (ACF).

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ACF Milestone Our progress to date Next steps
Invests time and resources in Mandatory training for staff In-depth unconscious bias
understanding and defining and Trustees. training.
diversity, equity and inclusion
Staff lunch and learns including Working with SLaM DEI leads.
opportunities to reflect on
Development of our
mandatory training.
understanding of terminology and
apply charity-wide practice.
Project visits to increase
understanding and learning
from others.
Produces and reviews HR policies updated to fully Staff ways of working to be
strategies that will implement reflect best practice DEI. developed further with DEI.
DEI practices
Charity Senior Leadership team Survey new Trustees to embed
signed up to ACEVO principles. lessons from recruitment.
Regular discussions on DEI at Review current process of
Trustee meetings, staff meetings payments for grant reviewers
and staff away day. and panel members.
Learning from Trustees Review committee/board
recruitment including meetings practice for DEI.
reviewing practicalities to be
Investigate HR practise related
more inclusive.
accreditations.
Collects, tracks and Staff survey included DEI Refining demographics/equalities
publishes DEI data on its own snapshot. questions asked at grant
practices and performance application stage.
Trustees completed equalities
monitoring questionnaire. Baseline survey of grantees and
collection of data going forward.
Collect DEI data of individual
applicants.
Consider how beneficiaries might
evidence impact with DEI lens.
Collect DEI data on grant panel
and reviewers; staff recruitment
data collected and reported on.
Annual Review, website, social
media, blogs to publish DEI
data on MC own practices
and performance.
Has a diverse Trustee board Applied DEI to Trustee recruitment. Review recruitment and retention
and staff team, both in for DEI best practice and ensure
Trustees to review Governance
terms of demographics resources in place to monitor and
Code section on DEI and endorse
and experience review outcomes.
organisational action plan.
Review MC values statement to
make DEI more explicit within
our values.
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Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

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ACF Milestone Our progress to date Next steps
Reflects and implements Consider partnering with others
DEI practices in its funding including black-led funders.
activities
Reflect on practice in terms of
make-up of panels, inclusive
recruitment to review process and
user experience of potential and
actual grantees in terms of ease
of access/inclusiveness.
Thematic development work to
include DEI consideration.
Seek active links/learning
from other NHS charities re.
DEI practices.
Expresses its DEI commitment, CEO statement on signing up to Website, Annual Review,
policies and practices publicly ACEVO/IoF Principles. and blogs to demonstrate
makes itself accountable to commitment, progress to date
‘Info Sheet’ to be developed to
those it serves and supports and direction of travel.
communicate how issues of race
impact mental health for external
communication.
Statement to explain why this is
important for the Charity’s work
and our communities.
Planning newsletters and
other engagement.
Makes itself accountable to Grant giving data published Publish statement about how
those it serves and supports through 360 giving. we make decisions and how to
access funding; publicly articulate
how we review commitments and
progress.
Consider transparency in grant
giving process and providing
feedback/publishes statement.
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ACF Milestone Our progress to date Next steps
Uses its own power to Review of procurement policy and
advocate for and advance practices to apply a DEI lens to
DEI practice supply chains.
Consider our place/practice
in influencing/collaborating/
mandating DEI practices on
grantees and partners including
equalities impact consideration
in work.
Consider how our commercial
activities/use of investments and
assets fully reflects our ambitions
regarding DEI.
ORTUS to act as welcoming
and inclusive space ‘living out’
our DEI commitments; work with
Anchor partners to advance their
DEI practice.
Collaborates with others to Consider how we work with key
promote and implement DEI partners on their programmes to
practices improve DEI practice, and linking
up more, for example with SLaM
for PCREF.
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As at 31 March 2021:

We believe that publicly setting and reporting on key diversity indicators is a major lever of accountability and change. As we are a small organisation, we have aggregated our data. We recognise that such data groupings are imperfect but important as a place to start our reflection on our organisation.

n 90% of staff were female (third sector benchmark 60% female).
n 43% of trustees were female.
n 28% of trustees were from black and minority ethnic communities. This includes people who identified as of being of mixed white and other ethnic heritages.
n 30% of staff were from black
and minority ethnic communities (population benchmark 40% in London). This includes people who identified as of being of mixed white and other ethnic heritages.
n none of trustees considered themselves to be disabled.

In taking these snapshots, not everyone chose to complete the equalities questionnaire or to respond to all questions. We recognise in a small organisation that changes in the number of people completing questionnaires results in significant percentage variations. In line with best practice, we will annually review and report our diversity statistics.

n none of trustees identified
n 10% of staff considered
themselves as Lesbian, Gay, Bi-sexual, Transgender, Queer/ Questioning.
themselves to be disabled (population benchmark 20% UK working area population).
n 14% of trustees identified
n 30% of staff identified themselves
themselves as having lived experience of mental illness or caring for someone with mental illness.
as Lesbian, Gay, Bi-sexual, Transgender, Queer/Questioning (LGBTQ).
n 70% of staff identified themselves as having lived experience of mental illness or caring for someone with mental illness.

Maudsley Charity is also supported in its grant decision-making by reviewers and panel members. We will review and report on these diversity statistics in future years.

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Trustees’ Annual Report

Objects and Strategic Aims

Our charitable objects, as set out in our Articles of Association, are:

Any charitable purpose or purposes relating to the South London and Maudsley NHS Foundation Trust and the community health services associated with it;

The general or specific purposes of the National Health Service; and

The relief of sickness and the preservation of health and social welfare of people living in the United Kingdom, particularly but not exclusively the mental health and wellbeing of such people.

Our vision is improved mental health

We ‘Back Better Mental Health’ by funding the ideas that will make a difference. This may be a difference to the recovery of a single individual by providing the right support in the right way, or a difference by improving our understanding of how to better identify and treat a mental illness that impacts millions of lives globally.

The following four strategic aims set out our goals for the five years from 2019/20 to 2023/24:

Help to create a world-leading centre of care and research into the prevention and treatment of mental illness in children and young people.

Fund initiatives through our grants and wider programme of work, which achieve significant impact in mental health in south London and beyond.

They will be delivered by teams who share our commitment to collaboration and learning and ORTUS, the home of the Charity, will be an important asset in this work.

3

4

Continue to build a robust and sustainable Charity, with the infrastructure, people and resources to increase our contribution to improved mental health in the long term.

Through partnerships, fundraising and communication we will build a wide community of support and increase our level of recognition and engagement from patients, staff, our local communities and beyond. We will achieve a significant increase in our fundraised income to enable us to leverage more impact in mental health.

Built by Maudsley Charity, the ORTUS provides a welcoming space for learning and connection.

Backing Better Mental Health

Review of Activities

Strategic Goal 1

Help to create a world-leading centre of care and research into the prevention and treatment of mental illness in children and young people.

Through research excellence and world-leading clinical care we’re transforming the mental health of children and young people, in the UK and across the globe.

We share a goal with our partners South London and Maudsley NHS Foundation Trust (SLaM) and the Institute of Psychiatry, Psychology & Neuroscience (IoPPN), King’s College London, to develop a programme of research, education and clinical innovation located in a new building. This will create a step change in our understanding of and ability to prevent mental illness, intervene early and build resilience in children and young people.

Our ambition is that all young people enter adulthood in good mental health.

Review of Activities

The vision will be delivered through the construction of the Pears Maudsley Centre for Children and Young People and a wider programme of work within our local communities.

This project reflects the ambition and strategy of the Charity, allowing us to make a positive impact on mental health for the next generation. The building is just the start, we’ve continued working with individuals and organisations to raise funds to support the ongoing research, treatment development and clinical care that really will make a huge difference to the lives of children and young people experiencing mental illness.

The success of this programme of work to date has seen a number of generous donations from philanthropic institutions and individuals. The total capital philanthropic funds secured, including a £10m Maudsley Charity contribution, now stands at £21.35 million against a £27 million capital fundraising target.

Recent developments and activity

n Development and sign-off the building design

n Launch of our public facing fundraising campaign ‘Change the Story’ January 2021

n Planning permission for building granted January 2021

We are grateful to those individuals and organisations for sharing our vision and placing their support and confidence in us. Our donors include Pears Foundation, The Rayne Foundation, The Wolfson Foundation, Garfield Weston Foundation, Kuok Foundation, Daniel & Elizabeth Peltz, and The Stephen Riady Foundation. We are grateful to the Monday Charitable Trust for their generous support of the CUES-Ed work, a schools based intervention service run by South London and Maudsley NHS Foundation Trust, delivered in primary schools.

The programme is bringing together the world’s leading clinicians in mental health care and research with the shared vision of transforming the mental health of children and young people, in the UK and across the globe – aligned to the Maudsley Charity’s aim – to share knowledge and learning in the UK and beyond.

n Ground-breaking event spring/summer 2021

n Completion estimated July 2023

Analysis by NHS England found that there could be an estimated 60% increase in demand for child and adolescent mental health services due to COVID-19

(Discombe 2020).

Recognising the role of digital technology in health care delivery

The recent challenges of COVID-19 and the impact of isolation from friends, worries about friends or family becoming ill, disrupted education and future economic uncertainty, mean that children and families are experiencing extreme distress.

The pandemic has put the role of digital technology into sharp focus. The use of digital technology creates challenges for children’s mental health. It also creates huge opportunities to improve and extend the impact of mental health assessments and interventions and engage with young people in ways they find familiar.

We are optimistic that remotely delivered treatments may improve access for difficult to reach communities, such as ethnic minority groups where referrals have historically been under-represented, and we are exploring ways to further integrate technology into the new building.

Recognising the role of arts in mental well-being

Bethlem Gallery are supporting the delivery of an arts programme for the building and the surrounding area. Working together with SLaM they are overseeing the delivery of an exciting arts strategy to ensure the centre includes art works developed on the principles of the Bethlem Gallery, which put patient artists, service users and staff involvement at the heart of their work.

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Review of Activities

Our grants framework focus

1 2 3

Transformation large scale projects, with long term impact, maximising the power of collaboration Innovation and Improvement accelerate change by funding mid-to-large scale clinical and research initiatives

Anchor

achieve positive impact, root us in our communities and our history, provide visibility and connection between the Charity, and our partner organisations

Our Grants Advisory Committee (GAC) has been responsible for the review and assessment of applications to our main grants programmes.

The work of the GAC is supported by specialist clinicians, service users and managers who make up the panels convened for each call.

The GAC ensures that our grantmaking processes are robust and fair, and that the projects supported are those that are most likely to further the Charity’s strategic aims by leading to the best possible outcomes for people experiencing mental health problems in south London and beyond.

Review of Activities

Strategic Goal 2

Fund initiatives through our grants and wider programme of work, which achieve significant impact in mental health in south London and beyond. They will be delivered by teams who share our commitment to collaboration and learning and ORTUS, the home of the Charity, will be an important asset in this work.

Community and Connection provide small grants for initiatives to support those who have been most unwell and/or are most disadvantaged

Backing Better Mental Health 35

Grants activity 2020/21

Anchor Programme

The Anchor grants programme enables us to offer long term, stable commitment to our partners, to fund programmes that deliver measurable value for our beneficiaries and provide a platform for two-way engagement between the Charity and people with experience of mental illness, families and staff. In 2020/21 we committed £1.1m in funding to this programme.

Our Anchor projects are:

Transformation Programme

Our transformation grants programme focuses on large scale, long term impact projects that aim to maximise the power of collaboration and world class expertise in mental health across South London and Maudsley NHS Foundation Trust (SLaM) and the Instituite of Psychiatry, Psychology and Neuroscience (IoPPN), King’s College London (KCL).

Over five years we have committed to spending £10m on initiatives on this scale.

Projects must demonstrate the ‘Maudsley vision’ in action – collaboration between clinicians, researchers and other experts, including people who experience mental illness, to accelerate change.

End outcomes are likely to include measures such as: significant contribution to evidence base on prevention and treatment, reduction in symptoms, improved efficiency of services, increased likelihood of recovery, reduced length of treatment and improved experience of care.

We have three ‘live’ transformation programmes – the Pears Maudsley Centre for Children and Young People outlined in the section above and two further projects Mind and Body - https://maudsleycharity.org/case-studies/mind-and-body and Cogstack - https://maudsleycharity.org/case-studies/cogstack/.

Bethlem Gallery

The Bethlem Gallery provides professional opportunities for artistic practice for current and former SLaM service users, in recognition of the essential role of art in health and recovery.

Bethlem Museum of the Mind

The Bethlem Museum tells the history of mental healthcare through an internationally renowned collection of archives, art and historic objects. It provides extensive education programmes to children and adult students.

Recovery College

The Recovery College enables staff and peer recovery trainers to work together to deliver a unique and collaborative form of free mental health courses for service users, carers, health professionals and support workers.

Volunteering

More than 1500 people have taken part in volunteering placements across SLaM, Bethlem Gallery and the Museum. The project, which is part funded by the Charity, enhances the experience of patients and staff across the Trust. The project enables people to share their interests, knowledge and experience as well as learn new skills and gain experience.

This is brilliant work from all of you! Thanks so much. I’m a massive admirer of the role of volunteers. This makes a difference to people’s lives.

Repeated thanks, Norman.

Sir Norman Lamb

Welfare subsistence grants

Emergency welfare support ensures that inpatients don’t experience unnecessary

hardship, and can have essential items such as toiletries and clothing, when admitted to inpatient facilities.

Other funded projects

Bethlem Walled Garden

The Bethlem Occupational Therapy Garden enables patients to connect with nature, grow vegetables and engage with wildlife in a supported environment. In addition to funding directly from the Maudsley Charity we raised an additional £20k in funding through participating in the Big Give in December 2020.

Smile grants

The Maudsley Charity supports the work of South London and Maudsley’s Council of Governors by providing funds for smallscale projects. Since 2008 there has been a scheme in place for Members of the Trust to bid for funds of up to £750.

Backing Better Mental Health

Arts and Heritage

We are proud to fund projects in art and heritage. We recognise the important and essential role that art and history can play both in recovery and improving public engagement and understanding of mental illness.

Bethlem Gallery

We are the principal funder and parent charity of Bethlem Gallery. Situated in the grounds of Bethlem Royal Hospital, the Gallery provides a supportive artist-focused environment and professional space for former and current patients. The work of the Gallery extends through South London and Maudsley NHS Foundation Trust, and our local communities.

Bethlem Gallery works with artists to support their professional development. This continued throughout 2020, despite the pandemic. The Gallery moved its activity and support online. Using the website, the Gallery ran a weekly public programme online ‘Under Construction’ which invited people to connect, to reconfigure and rebuilt in the early months of the pandemic.

Tablets were supplied to artists without means of connecting to the Gallery to help support them to get online. ‘Under Construction’ transitioned to a longer-term programme of support and development: ‘Constructing’. This included artist surgery sessions, research sessions, studio chats (online studio tours) and short courses, focusing on developing practice and fostering connections. Alongside this the Gallery delivered artists led workshops for service users. Bethlem Gallery also ran a weekly series of eight lunchtime drawing workshops for NHS staff led by artist Liz Atkin.

Between lockdowns, in September 2020, Bethlem Gallery opened the exhibition ‘Welcome to the New Fragile’, which explored collaborative practice between the gallery and staff and residents of Waddon Ward at Bethlem Royal Hospital.

With photographs taken in the grounds lining the Gallery walls, artists and technicians created ‘Living Structures’ – vehicles to carry us forward to an uncertain but hopeful future. The exhibition expanded on design models pioneered in the US in the ‘60s, using Gridbeam to build spaces to live and dream in.

Throughout the exhibition, we documented and assessed the decisions made during the design process to describe the vital but often invisible partnerships between service-users and artist-staff at Bethlem.

Mental Health and Justice

The work of the Mental Health and Justice Project, a collaboration with Kings College London, funded by Wellcome, continued into its fourth year. Overnight on 24th June 2020, graffiti reading ‘RIP SENI’ appeared on the public artwork called ‘Some questions about us’ by Mark Titchner outside Bethlem Royal Hospital.

The artwork, commissioned by the project, had been made precisely for the boundary of the hospital site and, until that point, had remained installed and undamaged for a year. The graffiti referred to Seni Lewis, a 23-year-old black man from Croydon who died at the hands of police officers while in the care of the hospital in 2010. Lucy Owen, at Bethlem Gallery, and Ajibola Lewis, Seni’s mother, commissioned a film directed by Daisy Ifama as a response to that graffiti, exploring mental health, public art and justice. The short documentary will premier in 2021.

Artist Sarah Carpenter was commissioned to make an installation ‘HOLD’ to celebrate the International Year of the Nurse, installed in the entrance of Maudsley Hospital, this project was funded through COVID-19 donations.

HOLD, Artist Sarah Carpenter

RIP SENI, Bethlem Royal Hospital

Backing Better Mental Health

Arts and Heritage

Over the last year, the Museum was only open to the public for four months, due to COVID-19. It featured a temporary exhibition on the subject of food, mental health and wellbeing during this time entitled ‘All Consuming’. However, most of the Museum’s activities were delivered remotely. ‘All Consuming’ went online, and a virtual exhibition called ‘Seeking Asylum’ was also produced.

Bethlem Museum

We are the principal funder of Bethlem Museum of the Mind. The Museum cares for an internationally renowned collection of archives, art and historic objects, which together offer an unparalleled resource to support understanding of the history of mental healthcare and treatment, and its relevance today.

Twelve remote book club videos and 12 artist-focused YouTube films were produced, attracting a total of 10.5k views across the Museum’s social media platforms. A series of Zoom research workshops were trialled in summer 2020, resulting in a virtual resource called ‘Change Minds Online’. The Museum has recently obtained ‘Collaborate and Innovate’ funding from The National Archives to deploy the ‘Change Minds’ methodology in workshops for service user groups in the year to come.

The Museum produced new resources to support these and other remote engagements, notably a pre-recorded tour of its permanent display spaces, and a 360-degree virtual tour of the Museum’s atrium, boardroom and temporary display spaces. An online shop was established and the Museum’s social media engagements intensified. These digital assets, as well as the learning from its digital pivot in general, will remain valuable long after lockdown ends.

Shortly after the words ‘RIP Seni’ were daubed onto Mark Titchner’s ‘Some Questions About Us’ outdoor installation in summer 2020, the Museum brought the work into its collections as part of an ongoing effort to broaden representation in its holdings, its programming and its workforce.

In place of face-to-face learning and outreach programmes for schools and community groups, the Museum delivered a series of live online events, including guided tours, craft workshops, behind the scenes explorations, history and art presentations, and book launches.

Backing Better Mental Health

Innovation and Improvement

Changes to funding in 2020/21 in the context of COVID-19

In 2020/21 the Charity made the decision to divert funds from our annual Innovation and Improvement round and focus our large-scale grant giving to a number of strategic projects designed to help services users and staff beyond COVID-19. These projects trial and deliver ways of working, you can read more about the projects we funded in the COVID-19 section of the report above.

The updates below relate to live Innovation and Improvement projects funded in 2019/20

Innovation and Improvement Programme

The Innovation and Improvement grants programme provides funding to develop and learn from new and improved approaches to care and treatment, with the potential to impact care across south London and the UK.

These grants support clinicians and researchers to deliver projects that improve the quality, experience of, or access to care and treatment through the development and trialling of new initiatives or scaling up of ideas that may have been tested on a small scale locally or elsewhere.

The focus of the Maudsley Charity in all our work is to deliver benefits to NHS patients and people in our local communities. We fund improvement initiatives and research projects that link as directly as possible to this outcome. Research projects usually have a significant clinical component.

Body worn cameras

Maudsley Charity is funding a study which aims to address the gap in research in the use of Body Worn Cameras (BWCs) in mental health trusts in the UK. Led by Prof Alan Simpson (Prof in Mental Health Nursing at KCL) and a team of researchers at the Institute of Psychiatry, Psychology & Neuroscience and Florence Nightingale Faculty of Nursing, Midwifery & Palliative Care at KCL, this project will be one of the first studies to explore NHS staff and patient attitudes regarding the potential use of BWCs in mental health inpatient settings. It will also explore, the ethical and therapeutic considerations of their use in NHS healthcare settings.

The researchers will undertake an exploratory study in which they will interview a wide range of service users and staff working across a range of mental health trusts, and via social media, some of them already using BWCs and others not. South London and Maudsley NHS Foundation Trust (SLaM) is the first case site they will be interviewing, followed by further sites around the UK. SLaM is already starting to prepare a pilot trial of the use of body worn cameras.

Matt Hancock, Secretary of State for Health and Social Care, advocated the use of BWCs in the violence reduction strategy produced by the Government in 2018. The results of this innovative research will have a profound impact and could ultimately contribute towards shaping national policy.

Backing Better Mental Health

Innovation and Improvement

Innovation and Improvement grants in summary

Supporting young people in care

A mobile app for people with autism and anxiety

A project that supports people with autism experiencing eating disorders

A programme delivered by South London and Maudsley NHS Foundation Trust clinicians, working with children and young people who have been in local authority care. The project will identify and support people experiencing anxiety, low mood or stress – helping them to learn coping techniques and skills. Funding for the project will also be used to teach NHS clinicians and local authority staff the skills to use this care model in their daily work, equipping staff with new clinical support skills.

A clinical team led by the IoPPN, KCL, working with the research charity Autistica, will enable further development of a mobile app to support autistic people manage anxiety, the most common treatable mental health condition in autism, experienced by 40% of the 700,000 people with autism in the UK. (source: NAS)

Working together with NHS patients, staff from SLaM and the IoPPN, KCL, will develop accessible and tailored treatment for patients with a diagnosis of autism and an eating disorder, improving clinical outcomes and developing national guidance for NHS practice. There are currently no guidelines for this patient group.

Read more: https:// maudsleycharity.org/ case-studies/a-mobileapp-for-people-withautism%E2%80%AFandanxiety/

Read more : https:// maudsleycharity.org/casestudies/supporting-people-withautism-experiencing-eatingdisorders/

Read more: https:// maudsleycharity.org/casestudies/an-app-to-help-youngpeople-with-anxiety/

Molehill Mountain app for people with autism and anxiety

Supporting mental health in young people with epilepsy

Earlier access to effective treatment for patients with psychosis

Approximately 80,000 young people in the UK have epilepsy. They also have disproportionately more mental health problems than other young people. This project, led by researchers at the Institute of Psychiatry, Psychology & Neuroscience, King’s College London, working with NHS clinicians across South London and Maudsley NHS Foundation Trust, King’s College Hospital NHS Foundation Trust and Guy’s and St Thomas’ NHS Foundation Trust, will develop new interventions to screen young people with epilepsy for mental health conditions, and provide them with better care. (neural.org.uk).

In 25% of patients with psychosis, standard treatment with antipsychotic medication is ineffective. The only treatment that can help these patients is a medication called Clozapine. However, there is often a delay of several years before patients can access Clozapine treatment. Funding this project will enable clinicians to evaluate a new approach designed to substantially reduce this delay, allowing patients to access effective treatment sooner. If successful, this approach is likely to change the way that people with ‘treatment resistant’ psychosis are treated.

Read more: https:// maudsleycharity.org/casestudies/earlier-access-toeffective-treatment-in-patientswith-psychosis/

Read more: https:// maudsleycharity.org/casestudies/supporting-mentalhealth-in-young-people-withepilepsy/

New approaches to helping young people coping with autism and eating disorders

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Community and Connection programme

The Community and Connection grants programme aims to make a positive and immediate contribution to the lives of people who experience mental illness. The programme has a particular focus on funding projects working with and for people who are, or have been, severely unwell and/or experience an additional disadvantage.

Sydenham Garden

Community and Connection

In 2020/21 we committed circa. £250,000 funding to support the following projects

Bethlem Men’s Shed

Workshops for parents

Hear Us

South London and Maudsley NHS Foundation Trust

Bethlem Royal Hospital, South London and Maudsley NHS Foundation Trust

Hear Us provides expert advice and guidance to support people with severe and enduring mental health conditions to apply for benefits and other entitlements both directly and with Hear Us representing the person where necessary.

Parents and carers of young people can experience high levels of stress, burnout and challenges in their relationships with their children.

The Bethlem Community Men’s Shed was established to promote Men’s Health through occupation. It is part of a growing Men’s Shed movement both nationally and internationally, recognising the need and benefits for men to maintain their health especially at times of inactivity. The project is unique in the NHS, offering the service to hospital inpatients and those living in the community. The project aims to provide a safe, friendly space for participants to enjoy working with wood, learning and sharing practical and life skills experiences, that make a positive difference to health and wellbeing.

Maudsley Charity funding will enable this project to trial new ways of delivering innovative, information and skills support workshops for parents and carers of young people who are being treated by South London and Maudsley NHS Foundation Trust services.

Maudsley Charity funding will enable welfare surgeries to tackle immediate crisis, empower beneficiaries to become less socially isolated and support skills development so people can reach their goals.

https://maudsleycharity.org/ case-studies/welfare-andbenefit-support-delivered-byhear-us/

https://maudsleycharity.org/ case-studies/workshops-forparents

Arts Network

Re:Surface

Through Maudsley Charity funding Arts Network will be expanding its existing service to offer an innovative and engaging arts programme to Lambeth and Southwark residents, using creative activities to support people with mental ill health.

Bethlem Royal Hospital, South London and Maudsley NHS Foundation Trust

https://maudsleycharity.org/ case-studies/bethlem-mensshed

For many people who have been on an inpatient mental health ward, being discharged back to the community can be a time which challenges self-confidence and self-worth. Re:Surface is a therapeutic vocational arts project which supports individuals to gain a better sense of identity through the art of craft.

Croydon Women’s Hub

Women in Prison, Bethlem Royal Hospital, South London and Maudsley NHS Foundation Trust

Through the programme they aim to help up to 200 people to increase their self-confidence, build new relationships and develop new skills, which will help participants access volunteering and training opportunities.

Women in Prison’s services offer safe and homely spaces for women who have had contact with criminal justice services to access gender-specialist support services. Funding will develop their Croydon hub service to offer more structured community activities for women in Croydon following hospital admission.

https://maudsleycharity. org/case-studies/bethlemhandmade-enterprise

https://maudsleycharity.org/ case-studies/arts-network

Cannabis and mental health: learning from your peers

South London and Maudsley NHS Foundation Trust and Institute of Psychiatry, Psychology and Neuroscience, King’s College London

The project will support young adults living in Lambeth and Southwark who are suffering their first episode of psychosis and currently using cannabis.

It will develop and run regular peer group sessions facilitated by mentors with lived experience of both psychosis and cannabis use, to support people to achieve a significant reduction/cessation of their cannabis use.

https://maudsleycharity.org/ case-studies/cannabis-andmental-health-learning-fromyour-peers

Digi-Inclusion

South London and Maudsley NHS Foundation Trust

This additional funding follows funding by Maudsley Charity to establish this service in 2018/19. Digi Inclusion is a community programme working with service users in Lambeth to address the lack of access to digital resources in today’s online and digital world.

With a focus on education and vocational skills, the project offers group workshops, and one-to-one support, with access to iPads. Benefits are wide ranging and include better employment prospects, independence, connectedness and self-confidence. Digi Inclusion is led by peers that are confident in digital problem solving and teaching in a way that is responsive to people’s mental health and well-being.

https://maudsleycharity.

org/case-studies/digiinclusion-2020

Lewisham, Greenwich and Southwark Samaritans

Support from the Maudsley Charity will enable the project to rebuild and strengthen all aspects of their outreach programme, following suspension during COVID-19. The service will provide direct emotional support to vulnerable groups including the homeless, those with mental ill-health, children and young people.

https://maudsleycharity.org/ case-studies/samaritans-in-thecommunity

Sydenham Garden

Sydenham Garden enables people to improve their quality of life, social interaction and physical and mental health in a supportive community environment.

Maudsley Charity funding will create a new service, the Transitions Pathways Project. The project will help people take the next steps in their recovery and progress – moving into employment, volunteering, further learning or to identify other future goals and take action to work towards them. This project will provide a supportive bridging period between regular attendance at the garden and life beyond it.

https://maudsleycharity.org/ case-studies/sydenham-garden

Sporting Recovery

Sporting Recovery is a Peckham-based not for profit Community Interest Company, providing opportunities for social interaction through physical activity and a Wellness Café; for people experiencing mental distress and those recovering from serious mental illness.

https://maudsleycharity.org/ case-studies/sporting-recoverywidening-participation

https://maudsleycharity.org/ case-studies/croydon-womenshub

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Community and Connection

Sporting Recovery

Sporting Recovery is a Peckham-based not for profit Community Interest Company, providing opportunities for social interaction through physical activity and a Wellness Café. Sport is used as a vehicle for recovery for those with mental health conditions.

The ‘Widening Participation’ project, funded by the Maudsley Charity, will use physical activity and social interaction to raise self-esteem, reduce social isolation and promote the well-being of people experiencing mental distress and those recovering from more serious mental illnesses.

Making sports inclusive

“Sometimes sports can feel exclusive, but we make it as inclusive as possible” Patrick Berry, one of the directors said. A variety of activities are on offer, from yoga and tai chi, to football and non-contact boxing. The on-site Wellness Café enables beneficiaries to socialise and combat feelings of isolation.

One participant, ‘J’, said: “I love playing football and making friends in a good environment.”

Many are referred from SLaM with whom Sporting Recovery has close relationships, especially the occupational therapists. It also has links with Community Southwark, Southwark Wellbeing Hub, St Giles, and the local Job Centre. Anyone experiencing anxiety, depression, with or without a diagnosis, can self-refer or speak to their GP to sign up.

“He would be ready for football every week” An occupational therapist based in Southwark said. “There was one patient whose main struggle was with routine, meaningful activities and boredom. He had a lack of direction or meaning to his life.

“He engaged in football at Sporting Recovery for 10 weeks, and the change we saw in his wellbeing, motivation, and energy was incredible. He was described several times as a “new man.” He would be ready for football every week and showed improvement in his mood and social confidence. We felt like much of his improvement was due to his participation in meaningful activities such as Sporting Recovery.”

“Mutual respect underpins everything we do”

“What matters is that people are treated as individuals, not as someone with a mental health issue” said Catherine Crawford, a director. “Mutual respect underpins everything we do”.

To that end, they encourage support workers and carers to get involved in the same activities: “It shows that everyone benefits from taking part, and it breaks down barriers”.

Adapting to COVID-19

The Widening Participation programme runs every Wednesday from 12-4pm. It started in October 2020 but. had to temporarily close due to a lockdown in early 2021. It, reopened on 31 March and was more popular than ever, with over 40 attendees.

It usually operates out of the Damilola Taylor Centre in Peckham, although due to COVID-19 it has been running outside in Burgess Park, where they have access to beautiful gardens and an outdoor café which provides shelter in bad weather and where people can sit and watch or socialise if they don’t feel ready to take part.

Pat said: “Our strapline is ‘reducing isolation, connecting people’, and so we felt that we couldn’t put our sessions online and risk isolating people. For some, non-verbal communication is so important – just seeing someone and smiling at them is enough.”

Expanding across south London

Participants come from Croydon, Lambeth, Lewisham and Southwark to use the services, and the effect of COVID-19 has also been to accelerate their plans to expand into other boroughs.

From April 2021, Sporting Recovery is opening a second branch of its ‘Widening Participation’ project funded by the Charity, in partnership with the Black Prince Trust in Lambeth, to make it easier for those for whom travelling to Southwark is an additional barrier to participation.

The partnership will enable them to offer football and tai chi across indoor and outdoor spaces and an exercise club. The Community Café will host their Wellness Café, where peer support volunteers are available for a chat and encouragement.

https://maudsleycharity.org/ case-studies/sporting-recoverywidening-participation/

Sporting Recovery

Backing Better Mental Health

Community and Connection

Sydenham Garden

Sydenham Garden enables people to improve their quality of life, social interaction and physical and mental health in a supportive community environment. Maudsley Charity funding is enabling the Lewisham based project, called the Transition Pathway, to become established as a new service following a successful pilot.

Sydenham Garden works with adults aged 35 years and up, experiencing a range of physical and mental health conditions, including depression, anxiety, isolation and bereavement to take part in horticultural activity. The projects are delivered through a unique well-being centre which includes gardens, a nature reserve and activity rooms.

The Transition Pathway service will be offered to people after they have completed the Growing Lives Project, a one-year programme that helps people to learn about horticulture, healthy eating and increase social inclusion whilst developing transferrable skills and working towards a qualification.

The service works with people as they make the transition from being supported in the garden to undertake work, volunteering or educational placements and plan their next steps.

Personalised support

“I’m excited about turning the Transitions Project from a trial into a fully established service”, explains Jermaine, Head of Services at Sydenham Garden. “We’ve had the opportunity to test this work out and know that it works, and the funding we’re receiving means we will be able to offer much more personalised and tailored support for people.

“It’s so important for us to be able to create individual plans for people to continue their journey after their time at Sydenham Garden, this important work can help them achieve their longer terms goals.

“Throughout the placement we work with people to get an idea of what they might like to do in the future, to date we’ve not always been able to support everyone in a focussed and concentrated way, but Maudsley Charity is helping us to change that.

“What’s next? what people want to do, sometimes they have ideas but nothing concrete – they say, ‘I might try this or that’, but now we have an opportunity to help people focus and support them to see their ideas and dreams achieved.”

The impact of COVID-19

Despite many challenges faced due to periods of lockdown and closure of the garden sites, over the past few months the Transitions Pathway project has found different ways of supporting groups.

The project has offered online workshops and ‘visits’ from local learning, employment and support organisations and tailored one to one advice offered by telephone for those people who were unable or uncomfortable with accessing online provision.

Thanks to support from an organisation addressing digital poverty, free data and reconditioned phones have been distributed to help people in need to stay connected. While often unable to signpost to in person provision, a number of referrals have been made to online groups.

As the project continues to establish good links with local organisations, they look forward to being able to organise ‘real life’ supported visits, to give people the confidence needed to help them take their next steps.

Independence and creative freedom

Monica had been involved in the Art and Craft and African & Caribbean projects at Sydenham Garden, and when they came to an end, the Transitions Pathway Project provided a supportive space in which she could decide on her next steps.

She decided to join a peer support online group in which she could continue making art, as creativity is an important way of supporting her own well-being. She’s continued to gain confidence with her art making in the peer-led group, where she also supports and encourages others. She said: “I really enjoy the independence and creative freedom”.

Her journey at Sydenham Garden has seen her mental health and anxiety improve and changed her outlook on her future as she now feels more hopeful and confident.

https://maudsleycharity.org/ case-studies/sydenhamgarden/

Sydenham Garden project

Backing Better Mental Health

Review of Activities

In January 2021 our public facing awareness and fundraising campaign ‘Change the Story’ was launched to help raise awareness and generate funds for our work around the Centre. You can find out more about our work with children and young people in Strategic Goal 1.

Review of Activities

Strategic Goal 3

Throughout 2020/21 our main focus of fundraising activity has been around the Pears Maudsley Centre for Children and Young People. In addition to £10m funding from the Maudsley Charity, we have been fortunate to receive donations from individuals, trusts and foundations.

We continue to develop our work in other areas of fundraising. Together with the Trust we are seeking to understand their fundraising priorities, and how we can best support their work and ambition. We continue to create fundraising opportunities for hospital and university staff, patients and the general public, to further build the base of people actively engaged in and supporting our work.

In the face of COVID-19 we have adapted our activity where possible, for example by holding events virtually. Our World Mental Health Day event attracted 200 attendees over the course of the day and showcased a range of Maudsley Charity funded projects, alongside arts and well-being sessions. We have continued to develop new and existing relationships with other charities and organisations enabling us to help more people and have a greater impact.

Backing Better Mental Health 55

Review of Activities

Fundraising for the Maudsley Charity

There are many ways for staff, patients and members of the public to get involved in fundraising for the Maudsley Charity – from challenge events like the London Marathon or Prudential Ride London, to bake sales, raffles and quizzes. Our fundraising team is always on hand to help with advice and provide promotional materials like collection tins and t-shirts.

“We will achieve a significant increase in our fundraised income to leverage more impact in mental health.”

Ben was inspired by his wife, a Cognitive Behavioural Therapist at SLaM, to complete the 4 x 4 x 48 challenge to raise money for Maudsley Charity

Ben decided to fundraise for the Maudsley Charity after his wife, who is a Cognitive Behavioural Therapist for South London and Maudsley NHS Foundation Trust (SLaM), changed his awareness of mental health and stigma. In March 2021, he completed the ‘4 x 4 x 48’ challenge, in which he ran 4 miles every 4 hours for 48 hours and raised over £1,600.

Ben said: “Over the years my wife has educated and improved my awareness of mental health. Through her breaking it down this has removed many of the unhelpful notions and stigmas around the subject in my mind.

“I also find that physical activity, training and sport is my best tool for maintaining good mental health. For me the mental benefits often outweigh the physical.

Regular activity and the imposed ‘struggle’ keep me positive and on an even keel.”

Ben’s original fundraising target was £250, but he has found that his friends and family have been overwhelmingly supportive of the cause. As a result, he’s not only raised more than his target, but also had an impact on their views of mental health.

He said: “I think one of the best and most surprising aspects of undertaking the challenge, is that it opened up the conversation in our social circle, of mental health and people’s struggles, especially within the last year.

4 x 4 x 48 – a mental and physical challenge

The 4 x 4 x 48 challenge is an annual event set up in 2020 by David Goggins, a retired Navy SEAL, and this year started at 8pm on 5th March. It is deceptively simple and requires a huge amount of endurance, willpower and resilience.

“The event was in equal parts one of the hardest but most rewarding challenges I’ve undertaken”, David said. “The obvious physical struggle of the task is totally surpassed by the mental aspects. The mix of sleep deprivation, hydration, the extra calories, not to mention chafing made it 48 hours of delirium. However, I think I secretly loved every second of it.”

He continued: “The memorable struggles included being chased by a fox at 2:30am and not really being able to enjoy the 10,000+ calories!

“On the final leg I wore a 10kg weighted vest, as I thought the heavy weight on your shoulders was a good metaphor for dealing with mental health problems – when you feel you just can’t get rid of that weight of the world on top of you.”

Ben (left) completing the 4 x 4 x 48 challenge to raise money for the Maudsley Charity

Maudsley Charity Annual Report and Financial Statements 2020/21

Review of Activities

This year we have supported individuals and organisations in inspiring and unique ways, some examples include:

Prudie and Annie on a fundraising walk for Maudsley Charity

Healing Art

Tanya Baxter Contemporary, an international art gallery and consultancy, generously launched an appeal in partnership with Maudsley Charity, and initially supporting our COVID-19 emergency appeal Tanya has kindly continued to support our work with children and young people.

The appeal featured work by some of the most celebrated and renowned modern and contemporary artists, including Tracey Emin, Damien Hirst, David Hockney, Jeff Koons and Bridget Riley. Buyers were encouraged to donate 10% towards the charity. The appeal was also generously supported by West End based Alan Wheatley Art.

Walking for children and young people

We’re grateful to Prudie and Annie who spent Valentine’s day 2021 walking a socially distanced marathon for us raising an amazing £3000 to support children and young people.

Support from local comedians for COVID-19 appeal

South London based comedians Jo Brand, Stephen K Amos and Lucy Porter supported the charity’s COVID-19 emergency appeal in summer 2020. Each filmed short videos highlighting the mental health challenges faced by staff and patients during the onset of the pandemic and appealed for donations. The films were viewed over 3,000 times across our website and social media channels.

In these very difficult and unpredictable times… staff and people with mental health problems are really struggling.

Jo Brand

Jo Brand also supported our Big Give campaign in December 2020. She is a former mental health nurse at SLaM. In 2013 she was elected an Honorary Fellow of King’s College London, in recognition of her work as an advocate for people with mental health problems, support of mental health research and long-standing association with the IoPPN and SLaM.

The Big Give

For the first time Maudsley Charity took part in the Big Give Christmas Challenge, an annual fundraising campaign where matched funding means that all online donations received are doubled.

Funds raised went to the garden at Bethlem Royal Hospital which provides therapeutic gardening sessions for patients to help their recovery and has been a haven for many people during the pandemic.

Thanks to generous pledges from our supporters Euroclear, who also kindly supported our COVID-19 appeal, and the Julia and Hans Rausing Trust, we had a matched funding pot of £10,000. This was in turn matched funded by individual donors to enable us to exceed our target of £20,000.

Building profile and advocacy across South London and Maudsley NHS Foundation Trust (SLaM)

Many of the projects we fund are led by staff teams from the Trust and others are initiatives from community and voluntary sector organisations locally supporting and working with patients, carers and families. This provides us with important links to SLaM staff.

We continue to work closely with individuals and teams across the Trust in different ways and the last year has provided an opportunity for us to demonstrate the true value we can add to NHS services, from short term interventions and emergency donations to support delivering longer term projects that have helped staff deliver vital services and importantly to support their patients. We’re also grateful to see staff becoming increasingly aware of our work and wanting to support the Charity through fundraising.

On behalf of Ruskin Ward, we would like to thank you for the presents you gave for our service users. They were all happy and excited to receive them at their Christmas party.

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Telling our story

ORTUS supports the work of Maudsley Charity

Built by Maudsley Charity, the ORTUS provides a welcoming space for learning and connection for NHS and university staff and students, service users, Maudsley Charity backed projects and our local community.

ORTUS an introduction

The RIBA award-winning building allows us to deliver charitable activity and build on our aim to ensure that learning from the projects we fund is shared, in addition to providing a state-of-theart conferencing and events venue.

Government restrictions meant that commercial operations at the ORTUS were significantly reduced through 2020/21. Despite this we welcomed more than 4000 visitors attending around 300 events on behalf of a range of organisations.

Additionally, the building hosted a series of training events for South London and Maudsley NHS Foundation Trust (SLaM) enabling staff working on front line NHS services to train and develop essential clinical skills. The building also provided storage for the delivery of COVID-19 donations secured by the Charity for distribution across the Trust.

With the building largely empty a project was undertaken at the start of the year to redesign the café space. The redevelopment was driven by the need to increase customer flow through the reception and café areas, provide additional capacity and increase the range of food and beverages available. To complement the renovation the café branding was also refreshed.

As we prepare to emerge from lockdown in April 2021, we are focussing our work to further

welcome the local community into the ORTUS, considering new and innovative ways of showcasing our work and continuing to use the building as a vehicle for reducing stigma in mental illness.

online programmes, while the Bethlem Gallery, Bethlem Museum and Loophole Music provided interactive activities exploring mental health and creativity.

There were over 350 registrations Plans are in place to advertise and more than 200 attendees over and engage the café reopening to the course of the day, with 1,100 people based at the Denmark Hill unique, tracked webpage visitors campus and in the local community, and 41.2k impressions on Twitter with further work to promote the during October in the lead-up to conferencing and events facilities as the event. restrictions lift.

The event was positively received by participants, with comments including: “This has been so fun and interesting! Looking forward to further events.”

World Mental Health Day

In October 2020 the Charity marked World Mental Health Day with a day of free online talks, activities and workshops that were open to all. They were delivered by a selection of projects we fund across South London and Maudsley NHS Foundation Trust (SLaM), the Institute of Psychiatry, Psychology, and Neuroscience (IoPPN), King’s College London and the local south London community.

The theme of the virtual festival was ‘Mental Health for All’ demonstrating how the Charity works together with SLaM to support people with mental illnesses.

Participants were invited to learn about the work of and meet the teams involved in some of our wellestablished projects including Mind and Body, the SLaM volunteering team and Cues-Ed. The Recovery College offered tasters of their Self Compassion and Ayurvedic therapy

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Telling our story

Shared Learning: Social Media workshop for grantees

In February 2021 the Charity’s social media team delivered a workshop, open to all current Community and Connection grantees. The aim was to support the grantees to learn how to improve their use of social media, by providing overviews of the primary channels, as well as advertising, content creation and analysis. Many of the projects we fund are based within small organisations, without digital expertise or even a dedicated communications staff member.

It was attended by 17 people from 10 different organisations, and grantees were invited to share their experiences, concerns and questions, and receive one-toone support. The workshop also featured a presentation from staff members at Good Vibrations, a current Community and Connection grantee, who discussed their own journey and offered advice on the daily realities of running social media accounts in a small charity.

Feedback was very positive, with comments such as “Thanks for the informative workshop”, and “Thanks for the invaluable info”, and one organisation subsequently signed up to a Trust communications course, which had been highlighted in the presentation.

Contribute to a thriving volunteering programme

More than 1500 people have taken part in volunteering placements across the Trust and, Bethlem Gallery and Museum, contributing their time in ward-based roles, befriending projects, research, gardening and sports groups.

The project, which is part funded by the Charity, enhances the experience of patients and staff across the Trust. Volunteering enables people to share their interests, knowledge and experience as well as learn new skills and gain experience.

Through COVID-19, 200 volunteers have continued to support Trust services. A youth volunteering scheme enabled 15 young people (7-17) working as health information champions.

Maudsley Charity Annual Report and Financial Statements 2020/21

Review of Activities

COVID-19 has been an extraordinary challenge for everyone this year. The efforts and investment that the Charity has put into building its infrastructure, team and resources since it became in 2018 proved robust and sustainable; our cloud-based IT infrastructure and support partner has meant that our team continued to deliver while based away from the office

Review of Activities

Strategic Goal 4

Continue to build a robust and sustainable Charity, with the infrastructure, people and resources, to increase our contribution to improved mental health in the long term.

n Develop our governance in line with the new Charity Code.

n Invest in and support our staff –our aim is to retain a small, skilled and highly motivated team.

We will:

n Match our investment strategy to our ambitions, by increasing the target total return from our endowment assets to CPI+4%.

Our financial investments strategy implemented in the prior year has proved robust in ensuring the value of the endowment is maintained while ensuring sufficient resources to deliver on the Charity’s ambitions to improve mental health in the long term. The Charity is starting to consider how it might bring all its assets to bear in meeting the challenges of better mental healthcare in our changing world.

We have continued to review our systems, developing our financial and grant reporting to support decision-making and impact measurement.

and Inclusion, Data Protection and Security, and Mental Health Awareness and Well-being. We have revisited how our values are embodied in the way we work and conducted a staff survey to find out how we are doing and how we can continue to improve.

We have supported and developed our staff team, implementing COVID-secure arrangements at ORTUS for when working in the office is possible, implementing support provision for working at home following consultations with staff, completing our review of policies and an updated employee handbook.

Our Trustee board continues to provide both strategic and direct support as required. During the year they assessed their own effectiveness with specific relevance to the Charity Commission Code of Governance. In 2020/1 the focus was on the sections of the code related to Organisational Purpose, Integrity and Equality, Diversity and Inclusion.

All staff completed online training encompassing Health and Safety, Safeguarding, Diversity, Equity

n Preserve the value of our endowment for future generations.
n We will build the Charity’s capacity to fundraise beyond our current campaigns.

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Statement of public benefit

In determining our grant making strategies and the general administration of the Charity, the Trustees confirm that they have complied with the duty in section 17 of the Charities Act 2011, to have due regard to the public benefit guidance published by the Charity Commission for England and Wales. The Charity has considered the Charity Commission’s guidance on public benefit, including: running a charity (PB2)’.

The charitable activities, most of which are described in this report, are by nature for the public’s benefit. Trustees regularly monitor and review the success of the Charity in meeting its key objectives and aims, which fully meet the public benefit test, and all the activities of the Charity are undertaken in pursuit of its aims.

The achievements and case studies on pages 48 -53 include illustrative examples of how the Charity’s activities have benefited the public.

Kintsugi workshops teach a Japanese pottery repair technique as part of a Restorative Justice programme, supported by the Maudsley Charity.

Future Plans

Our plans below have been refined to reflect our current situation, recognising that like all organisations we are in a changing and uncertain environment. We recognise that we are extremely fortunate within the voluntary sector to have adequate cash reserves to enable us to continue to contribute to improved mental health and support to the most vulnerable over this next period.

Future Plans

Thematic funding

We have started to develop a closer focus on understanding and targeting the areas where we can have the greatest impact, shape and direct funding most effectively.

We’ve been having a series of conversations with individuals across communities, funded projects and leading experts in health and science, to help us better understand the positive impact this approach could have. Better understanding the needs of our local community and defining criteria to ensure we are directly addressing these needs is key to the success of this work. Agreeing a set of themes will also enable us to think in the longer term how we can further our work with other charities, trusts and foundations to leverage additional funding.

We have identified a number of key considerations whilst undertaking this process and they include ensuring our work remains relevant across our local areas of operation, is relevant to research and practice.

What do we mean by a theme?

Themes could be conceived in several different ways for example: targeted around a specific metric, focused on a particular group of patients or promoting a particular way of working for example. being data and evidence led. This work will conclude in summer/autumn 2021 and this work will report back to the Board in July to take decisions on the way forward and how this will develop into programme delivery.

ORTUS

We will continue to work flexibly to ensure that the ORTUS building can deliver as much impact as possible. Plans are in place for the building to reopen aligned to Government guidelines over the coming months and we are working with SLaM and KCL to maximise opportunity to promote both our conferencing and events offer and the public café.

Diversity, Equality and Inclusion (DEI)

Our work around DEI will continue throughout the next 12 months and beyond. The essential and important work is detailed analysis of work achieved to date and future plans are outlined in the main report.

We have been fortunate to have continued operating and work towards our strategic goals through 2020/21. In the coming year we plan to continue with the same approach, whilst acknowledging the on-going uncertainties created by COVID-19 and the need for us to adapt and change how we work in future as a result.

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Future Plans

Building capacity in our fundraising

We are keen to respond to the growing public interest in mental health and keen to offer people a range of ways to support our work. We are exploring the best ways to build our own fundraising capability and capacity to be able to expand our support for mental health both within our hospitals, local community and beyond.

In 2021/22 we are planning to raise profile and awareness within South London and Maudsley NHS Foundation Trust, with staff, patients and their families, and inspire people to understand the value of fundraising and donation.

Our staff team

Staff well-being remains a key priority for us and we are committed to ensuring our team stay well and are highly motivated. In April 2021 we conducted an in-depth confidential staff survey - the feedback from this will help to ensure we are hearing and responding to the needs of our team and planning for the future.

As a responsible employer we are considering how our staff will work, both within the ORTUS and remotely, providing staff with the opportunity to blend their working pattern, and be supported to work in a safe and secure environment at the ORTUS.

Trustees

Our Board of Trustees continues to work towards best practice using Charity Governance Code. Our work to champion Diversity, Equality and Inclusion will play a key role in Board development in the coming year. Three new Trustees will join the board in May 2021 bring extensive knowledge and skills to the board. All three are deeply connected to and committed to the mental health of south London and will enrich the board by extending the diversity of experience and perspectives within it.

Our work supporting children and young people remains a key priority. Before the Pears Maudsley Centre opens in 2023, working in partnership with King’s College London, we plan to secure the outstanding philanthropic funding of £5.65m against a £27 million capital fundraising target.

We will continue to support and contribute to the wider project, this includes playing an active role in supporting and championing the arts strategy for the project.

Maudsley Charity supports SLaM’s volunteering services, including its Youth Volunteers

Maudsley Charity Annual Report and Financial Statements 2020/21

Financial Review

The Charity was incorporated on 20 November 2017; it received the assets of the Charity in its old form in February 2018 and became independent from the South London and Maudsley NHS Foundation Trust.

The name of the trading subsidiary changed previously from Maudsley Learning CIC to Maudsley Charity Trading CIC. Maudsley Learning now refers to activities carried out by South London and Maudsley NHS Foundation Trust, which also has a base at ORTUS.

Financial Review

In its third year of operation, Maudsley Charity has increased its responsive and strategic grant giving, fundraised and successfully met the operational challenges of the coronavirus pandemic.

The Charity is an endowed organisation that achieves its objects through grant making and through its trading subsidiary.

The group’s net assets have increased £36.9m from £146.0m at 31 March 2020 to £182.9m at 31 March 2021. This increase relates mainly to gains on the Charity’s investment assets, which are detailed more in the section on Investments on pages 75-77.

Income is higher in the current period than in the previous period, £4.5m compared to £4.2m. The Charity benefited from public generosity in response to pandemic appeals and fundraised to support the Pears Maudsley Centre for Children and Young People (CYP). Investment income in the form of rentals and dividends has fallen in part due to the pandemic’s impact on the wider economy. In line with the Charity’s total return investment policy, our diversified portfolio is expected to achieve more of its return through capital growth rather than investment income.

The Charity’s costs of raising funds have decreased from £0.6m to £0.5m, as its resourcing in relation to CYP project bedded in. The Charity takes a multi-year view of the contribution to fundraising and is in the process of developing its longer-term fundraising strategy beyond the current CYP project campaign.

Donations and legacies in the period total £838k, as compared with £149k in the prior period. Of this year’s voluntary income, £650k was restricted mainly for COVID-19

responsive grant giving and the CYP project. Currently donation income is not expected to be regular; the Charity aims to build a stream of regular donation income in future through its investment in fundraising.

Investment management costs have decreased from £0.9m in 2020 to £0.7m in 2021. In the prior year, professional fees and sales commission were incurred in relation the sale of an investment property.

Charitable activities principally consist of grant expenditure, and also include the activities of Maudsley Charity Trading CIC. Both ORTUS building and the activity within it are treated as part of the charitable activities/assets of the Maudsley Charity.

Support costs, which are allocated proportionately between costs of generating funds and charitable activities, have increased from £1.13 to £1.18m. The Charity continues to invest in its systems and in its operational team. We expect to develop our team and resources in the coming year in order to deliver greater impact through our grant-giving and development support to grantees.

The total assets at 31 March 2021 consist of investment assets of £163.6m, other fixed assets of £5.0m, and current assets of £16.8m, of which £15.7 is cash. Cash is at a lower level than at 1 April 2020, having been utilised for operational cash flow needs. Cash held remains in line with the reserves policy.

During the period to 31 March 2021, the Charity benefited from grants and donations, including support from:

The Monday Charitable Trust Daniel and Elizabeth Peltz NHS Charities Together The Stephen Riady Foundation Euroclear Match.com

Going concern

The Trustees have reviewed the financial position of the Charity, including its forecast cash flows, liquidity position and existing and potential funding commitments for the future. The Trustees believe that there are adequate resources to continue in operation through the Charity for the foreseeable future, and for at least 12 months from the date of signing of the accounts.

The Trustees believe there are no material uncertainties in their assessment of going concern and, in consequence, these Accounts have been prepared on a going concern basis.

The Trustees have reviewed the current and potential long-term impact of COVID-19 and remain confident in the Charity’s ability to continue to contribute to improved mental health and support to the most vulnerable. During 2020/21, a claim was submitted under its business interruption insurance policy. After an initial review of the eligibility of the claim, an unconditional interim payment was made in June 2021. An assessment of the claim is ongoing.

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Financial Review

Grants

The Charity makes a number of different types of grant which, due to the nature of the activities the grants fund, often span more than one year.

care arising from COVID-19. These grants were funded by restricted donations and from the endowment and unrestricted income.

Grant giving has increased in the current financial period to £4.7m from £2.9m in the last financial period. Of £4.7m, £3.68 related to new commitments in the year. Payments to organisations were made for 74 grants, compared to 67 in the prior period.

As analysed in note 4.2, grants committed and paid during the year have been grouped into categories in line with the Grants Strategy which was implemented in 2019/20. The four main streams of grant giving are:

During 2020/21, Maudsley Charity carried out a review of its current and prior practices in terms of grant giving, grants commitments and financial statement accounting policies. For the multi-year grants committed in years prior to 1 April 2020, expenditure is recognised as payments are raised, as payments are linked to delivery and progress reporting. From 1 April 2020, grants awarded are recognised as expenditure in the year in which the grant is formally approved by the Charity and has been communicated to the recipient, except to the extent that it is subject to performance conditions that are under the control of the Charity and would permit it to avoid making future payments.

Transformation - where the Charity has determined there is opportunity to make a ‘game changer’ shift within an area of care and/or research. For the next three years funding under this stream will be committed to the new Centre for Young People’s mental health.

The unpaid portion of historic grant awards are disclosed in note 10.1 as future commitments arising on delivery of relevant conditions. The Charity has designated funds totalling £2.0m to meet these future commitments. The Charity has also designated £10.2m from its endowment towards the CYP building project; the funding is to be drawn down by the Trust from 2021/22.

Innovation and Improvement - providing funding to develop and learn from new and improved approached to care and treatment, with the potential to impact care across South London and beyond.

Community and Connection - for projects that make a positive contribution to the lives of people who have experienced or who currently experience mental illness, primarily to benefit boroughs served by South London and Maudsley NHS Foundation Trust.

As such, grant expenditure shown in the accounts relates not only to grant awards made in the current financial period, but also often relates to grant commitments made in previous financial periods. Some grants, especially larger grants, fund projects which do not have an immediate start, and which span several financial and calendar years. Grant expenditure in any reporting period can vary quite significantly depending on the specific nature and timing of the grants committed in the current and prior reporting periods.

Anchor - providing a consistent long-term stream of funding to well established programmes of work to support people with mental illness.

In 2020/21, the Charity also responded to the immediate and longer-term needs arising out of the pandemic by making smaller response grants and a number of larger grants aimed at addressing new challenges in mental health

Investments

The Investment Advisory Committee (IAC) is established as a subcommittee of the Board of Trustees. The Committee is focussed on the performance of the financial and property investments in line with the Charity’s investment strategy, seeking total returns which match our ambitions as well as preserving the real value of our endowment for future generations.

Impact of Covid-19 on the Charity’s investments

The Charity’s property investments are predominately located in Central London and Denmark Hill. The pandemic’s impact on the retail trade and tourism was felt in the Central London portfolio, where Covid-19 has compounded the structural changes already taking place in the retail property sector. The triennial property valuation took place at 31 March 2021. On balance a reduction in the valuation of the Central London properties was almost wholly compensated by upward revaluations in the Denmark Hill properties.

periods of lockdowns. One tenant went into voluntary liquidation in early 2021, and real estate markets are expected to experience lower levels of transaction activity and liquidity until many aspects of daily life resume and the global economy recovers.

The Charity’s endowment is invested for long-term investment returns to support the Charity’s growing programme of grants. The endowment comprises cash deposits, stock market investments and commercial property. Aside from bank deposits, the Charity holds funds for foreseeable cash requirements in Short-term Money Market Funds with Royal London Asset Management.

Investment principles

The statement of investment principles was reviewed by the IAC during the year and approved by the Board of the Charity.

The purpose of the investment portfolio is to provide funds to enable the Charity to fulfil its primary objective over the medium term without damaging its ability to achieve the objective over the long term. The long-term time horizon for the investment portfolio is effectively in perpetuity. This allows for a bias in the portfolio towards long term, higher returning asset classes likely to generate the strongest capital growth in real terms after inflation.

2020/21 was an extraordinary period in the global economy and financial markets caused by measures taken to contain the spread of the Covid-19 virus. The Covid-19 crisis accelerated several societal and economic trends that are expected to continue to affect our endowment.

Despite some short-term reductions

in property values, the Charity’s property managers are optimistic for recovery in the medium to long term. In light of current circumstances, Trustees have determined to review valuations on an ongoing basis.

The Charity’s financial investments performed strongly over the course of the year, reflecting the investment managers’ focus on inherent structural growth. This has enabled the Charity to benefit from acceleration of social shifts, including videoconferencing, online shopping, and the shift to cloud computing services by enterprise buyers. The Charity’s investment horizon is long term, and periods of short-term weakness and volatility are to be expected.

The trustees remain sympathetic to the difficulties that many businesses continue to encounter, including those occupying the Charity’s properties. The trustees are also cognisant that their primary duty is to the beneficiaries of the Maudsley Charity and aim to ensure all amounts due to the Charity are pursued and collected. The trustees endeavoured to assist lessees by rephasing of rental payments and in some instances reducing rents for

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Financial Review

Investment requirements and objective

The Charity has adopted a total return approach within its investment portfolio and can distribute capital as well as income (the endowment is expendable). Consequently, there is no formal income target.

While there is no formal annual distribution rate, returns in excess of inflation may be distributed to maximise the positive impact for the current beneficiaries of the Charity. The measure of inflation used is the Consumer Price Index (CPI), the official measure of inflation in the UK, although it is accepted that the inflation rate experienced by the Charity’s beneficiaries may at times run at a higher rate.

The long-term nature of the investment portfolio allows for sizeable exposure to illiquid assets, such as direct investment in property. However, the Charity monitors its cash requirements and holds sufficient cash for its mediumterm operating plans outside its investment portfolio.

The Charity’s risk tolerance has not been formally defined in terms of the volatility of returns or the maximum permitted downside risk to capital. The long-term time horizon for the portfolio allows for a relatively high degree of risk to be taken in the portfolio. The Charity has recognised that achieving the portfolio’s total return target will require accepting a relatively high level of short-term volatility in returns and sizeable fluctuations in capital values.

In order to maintain the current planned level of spending over the medium term and to preserve the value of the portfolio in real terms after inflation and distributions, the investment objective reflects the need to generate a total return of CPI +4%.

Ethical investment policy

The Charity believes that its investment portfolio should be invested in a socially responsible manner. Its policy is to appoint investment managers who have fully integrated consideration of environmental, social and governance (ESG) issues into their investment process. Taking a socially responsible approach to investment is not inconsistent with maximising long-term investment performance, in line with the Charity’s fiduciary responsibility to maximise returns from the investment portfolio.

The Charity believes that it is inappropriate to invest in certain companies whose activities have a negative social impact or are contrary to the Charity’s primary purpose, the promotion of mental health and wellbeing. No direct investment is therefore permitted in companies generating a significant amount of their revenue (more than 10%) from tobacco manufacturing and alcohol. Indirect investment in these areas within pooled investment vehicles is avoided as far as possible although, for the purpose of efficient fund management, a de minimis exposure is permitted.

The Charity regularly reviews the list of exclusions.

Investment assets and performance

The Charity’s investment assets are analysed in note 6 to the accounts. As at 31st March 2021, approximately 71% of the total assets were financial assets, and the remaining 29% were property, a change from the previous year when the balance was 60-40.

At 31 March 2021, the financial assets held as investments listed on recognised Stock Exchanges or through a managed fund in the case of Baillie Gifford were valued at £111.6m (£74.0m, 31 March 2020). The portfolio managed by Baillie Gifford held through accumulation units was valued at £60.1m at 31 March 2021, generating a total return 81.2% over the 12-month period to 31 March 2021. The portfolio managed by Veritas was valued at £56.4m at 31 March 2021, generating a total return of 31.3% over the 12-month period to 31 March 2021.

The Charity also holds assets in Royal London Money Market Funds. These funds are planned to provide cash for the Charity’s short to medium term requirements (3 to 12 months) and are expected to generate higher interest rate returns than holding these funds in a standard bank account. The Money Market funds with Royal London were valued at £14.1m at 31 March 2021. Over 2020/21, the Charity expended £6.75m, of which £5.5m related to the VAT liability arising from the sale of an investment property in the prior year.

At 31 March 2021 the total value of the financial assets including cash held in the portfolio was £116.4m (2020: £76.6m).

Investment property assets in total stand at £47.2m at 31 March 2021 (2020: £47.3m).

In line with the Charity’s accounting policies, professional valuations of the investment properties took place on 31 March 2021. The fall in valuations for properties in Central London was offset by increased valuations for properties in Denmark Hill. The net carrying value of the investment properties declined by £-155,000. While the next formal valuation is due to be undertaken in March 2024, trustees note that the property markets continue to undergo change and valuations at a point in time may not fully capture the economic value.

Investment income

The total return on the combined financial investment portfolio was £42.7m, or 24.0% for the year (2020: £6.3m or 4.4%). The property portfolio has generated income of £2.3m (2020: £2.6m), a natural yield of 4.8% (2020: 4.1%) based on the property asset valuation at the start of the year. Dividend income received from the financial assets was £0.5m (2020: £0.4m), a yield of 0.45% (2020: 0.5%).

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Financial Review

Reserves

Reserves policy

The Maudsley Charity reserves policy, spending plans and longterm investment policies are intended to underpin the funding of grant making and operating activities. The Charity holds endowment funds, restricted funds and unrestricted funds. Some of its unrestricted funds are designated for certain uses by the Trustees.

Funds transferred from the Charity in its previous legal form to its current legal form have retained the same level and nature of restriction.

Endowment funds

The endowment funds are expendable. The Charity aims to preserve the value of the endowment in real terms to meet the needs of future generations.

The endowment is invested in property and financial assets with a view to providing sufficient funds to enable the Charity to fulfil its primary objective, the promotion of positive change in the world of mental healthcare, over the medium term without damaging its ability to achieve the objective over the long term. The investment policy and returns are set out in more detail in the investments review on pages 75-77.

Restricted funds

The Charity manages 16 restricted funds totalling £1.0m as at 31 March 2021 (2020: 15 funds totalling £0.7m). Five historic funds were fully expended in the year and the Charity continues detailed work to identify how each restricted fund can be spent down – for example being matched against approved relevant open grant bids or work with relevant clinical and academic

staff to identify appropriate uses of the funds. Restricted funds are established through grants, donations and legacies and the details of each are set out in note 9.2. The Charity is working to ensure the funds are spent, or have spending plans in place, within two years.

Designated funds

The Charity has chosen to earmark certain funds for specific charitable activities:

The fixed asset reserve: the fixed assets held for charitable purposes rather than investment purposes are separately disclosed as charitable fixed assets – note 9.5.

Within the reserves of the Charity, the Trustees have established a designated fixed asset reserve to clearly identify funds which are not freely available to be deployed. At 31 March 2021, the fixed asset reserve was valued at £5.0m (2020: £5.7m).

Special Purpose Funds: the charity also holds 90 funds (2020: 92) Special Purpose Funds held for specific purposes and disclosed in detail in note 9.1 to the accounting statements. Special Purpose Funds is the term given to funds that have arisen through the Charity in its former legal structure being the fundraising arm of the South London and Maudsley NHS Foundation Trust (SLaM). These funds have been established through donations and legacies from service users and others over time. While these funds are not restricted, the Charity has undertaken to honour the wishes of the donors by designating them to be spent on the activity or area originally indicated by the donor.

The value of Special Purpose Funds as at 31 March 2021 is £0.4m (2020: £0.8m). As with the restricted funds, the Charity continues its detailed work to identify how each fund can be spent down over an appropriate period. In many cases this means that funds will be spent, or have spending plans in place, within two years.

Unrestricted funds

The Charity holds enough unrestricted funds in cash both to meet working capital requirements of its current operations, and also to facilitate delivery of the grant making strategic aim for the next two years of the five-year strategic plan.

We aim to maintain free reserves sufficient to respond to applications for grants and ensure that the costs of raising funds (excluding fund manager fees, which are met out of our investments), governance and support are covered without becoming a forced seller of equities should there be a downturn in the market.

During the period the Charity reallocated £13.6m (2020: £0.1m) from the endowment fund to unrestricted funds to ensure these requirements could be met without risking a need to withdraw cash from the investments at an inadvisable point in time.

The reserves policy is reviewed on an annual basis. Despite volatility in financial markets due to the impact of COVID-19, unrestricted funds continue to be sufficient to meet working capital requirements and planned programme developments.

Risk Management

The Charity maintains a risk register which is brought to Trustees periodically for review, with key risks highlighted at each meeting of the Board of Trustees. Risk assessment is an ongoing process, embedded in the day-to-day operations of the Charity. At key points throughout the year, more formal reviews take place using a risk register to support the analysis of, and decision making around, risk. As well as considering how risks are managed for ‘business as usual’ and in annual planning and budgeting, the Charity considers the risks it faces when a new strategy, new project or piece of work is considered.

At March 2021, principal risks and uncertainties, and mitigations against these are as follows:

The impact of pandemic restrictions on the operation and sustainability of operations at ORTUS:

Effective fundraising is not fully developed, delivered or fails to meet expectations against our

We are in regular contact with SLaM and with the major donors who are supporting this valuable project. The Charity’s Chief Executive attends CYP project meetings where there is review of progress. We continue to communicate with donors on a regular basis. Any disruption to the delivery of this project will have a substantial impact on the Charity’s strategy for the next four years and beyond. We are closely involved not only in funding the project but also in supporting its delivery and seek to contribute in a wide range of ways to ensure that the programme can be delivered successfully.

3-year plan

During the year, we kept the operational model under sustained review and reduced costs as far as is possible while retaining the ability to respond to users’ needs. As pandemic restrictions lift, we are engaging with users and partners at SLaM and Maudsley Learning to understand their strategic needs for delivery of training, secure their commitments and reshape the operational model in order for operations at ORTUS to be financially sustainable.

Donors at all levels may be less inclined to donate in a period of recession, high unemployment and ongoing uncertainty. This could lead to failure to achieve fundraising targets and make the Charity’s Fundraising strategy unachievable.

The Charity’s fundraising strategy seeks to diversify its fundraising methods and types of donor. Regular contact and briefings with existing major donors and reports on projects aims to keep donors engaged. The appeal for an emergency COVID-19 fund for the benefit of SLaM NHS staff and patients, the ‘Change the Story’ campaign and social media communications has attracted new donors and those interested in learning more about the Charity.

Pears Maudsley build project halted or severely delayed due to issues arising from regulation, construction, finance or poor project management:

Economic risk and impact on the value of the endowment:

The Charity’s long-term horizon of financial investment and long-term leases allows for fluctuations in stock market and property values. Regular reviews and revision of budget and cash flow projections are carried out to allow matching of cash requirements to investment strategy.

The Pears Maudsley Centre for Children and Young People (CYP) is a major commitment for the Charity through which we expect to contribute to an initiative that will make a difference to the mental health of the next generation. There is a risk that the project may slow or halt completely due to financial and regulatory changes.

78 Maudsley Charity Annual Report and Financial Statements 2020/21

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Structure, Governance and management

Structure, Governance and Management

Maudsley Charity is a charitable company incorporated on 20 November 2017 and limited by guarantee. It is governed by the Memorandum and Articles of Association. Its governing body is the Board of Trustees; the Trustees are also members of the company.

The Trustees each guarantee £1. The Trustees delegate day-to-day management of the Charity to the Chief Executive.

Registered office

ORTUS

82-96 Grove Lane London SE5 8SN

Registered Charity number: 1175877 Company number: 11071377

Registered Charity number of previous Maudsley Charity legal entity: 1055440

www.maudsleycharity.org info@maudsleycharity.org

Charitable objects

The Charity’s objects are restricted specifically to:

n Any charitable purpose or purposes relating to the NHS Foundation Trust and the community health services associated with it (NHS);
n The general or specific purposes of the national health service; and
n The relief of sickness and the preservation of the health and social welfare of people living in the United Kingdom, particularly but not exclusively the mental health and wellbeing of such people.

Trustees appointment

The Board of Trustees consists of a Chairman and eight trustees. Trustees are appointed to serve for a period of three years. On retirement, they can be reappointed, but no Trustee may serve for a consecutive period of more than nine years save in exceptional circumstances and with the approval of at least two thirds of the other Directors. The minimum number of Trustees is seven and the maximum number is 12.

Charity Governance Code

The NHS Foundation Trust have the power to nominate up to three Trustees where the total number of Trustees, including those nominated by the NHS Foundation Trust, does not exceed ten.

The Board of Trustees considers the Charity to have sound governance arrangements in place. During the last year, the Charity Governance Code has been used as a helpful tool to self-assess Board performance. Two principles were reviewed in detail which enabled small improvements to be identified including:

An induction programme is provided for Trustees on appointment. Members of the Board have individual areas of expertise and share information on relevant changes in legislation affecting the charity and best practice.

n Increased focus on the relationship between the Board of Trustees and its subsidiaries.
n Develop a plan for the review and renewal of Board membership.

Committees

Much of the Board’s work is underpinned by the work of three sub-Committees.

n Further streamlining of Board agenda to enable more work to be undertaken on strategic planning.
n The Investment Advisory Committee monitors the allocation and performance of the Charity’s investment portfolio, reviews the investment strategy and policy and recommends changes to the Board of Trustees.

The Board of Trustees will continue to review its performance against the Code on an ongoing basis, selecting principles to be reviewed in detail in rotation.

n The Remuneration Committee Data Protection and reviews all key HR policies Information Governance and the annual pay award The Charity is committed to
proposals on which it makes recommendations to the Board of legislation, working to safeguard
Trustees. The Committee reviews our supporters’ information and
pay and pay structure, including respecting their preferences. The
consideration of appropriate personal information obtained
benchmarking studies.

The Charity is committed to ensuring compliance with privacy legislation, working to safeguard our supporters’ information and respecting their preferences. The personal information obtained is held, used, transferred and processed in accordance with the Data Protection Act 2018 and all other applicable data protection laws and regulations including, but not limited to, the EU General Data Protection Regulation (2016/679) and the Privacy and Electronic Communication Regulations 2003. Full details of how personal data is handled can be found on our privacy policy: www. maudsleycharity. org/privacypolicy

n The Grants Advisory Committee reviews and assesses funding applications and monitors funded projects. The Committee establishes the funding rounds for applications and provides recommendations to the Board on which project applications meet the Charity’s funding criteria.

Built by Maudsley Charity, the ORTUS provides a welcoming space for learning and connection

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Structure, Governance and management

Fundraising Governance

Maudsley Charity’s fundraising activities have been undertaken by King’s College London Fundraising and Supporter Development team (the Fundraising Team). The Fundraising Team report regularly to the Charity on fundraising income, other key performance indicators and any issues arising, including complaints. These reports are discussed with the senior executive team at the Charity. The Charity is registered with the Fundraising Regulator and the Fundraising Team abide by the Code of Fundraising Practice.

The Charity’s Trustees are aware of their obligations under the Charity Commission guidance on Charity Fundraising (CC20).

The Charity keeps abreast of any subcontractors used by the Fundraising Team for their fundraising activities, and the Fundraising Team actively monitors them. The Charity received no complaints during the year, and no sign ups to the Fundraising Preference Service. The Charity and the Fundraising Team respond appropriately to all issues raised.

The Charity takes seriously the protection of vulnerable people and other members of the public from inappropriate fundraising behaviour. In order to protect against unreasonable intrusion, persistence and undue pressure to give, the Fundraising Team ensures communications to supporters are relevant to their targeted audience and there is a clear opportunity for supporters to opt out of receiving future communications at any time.

Subsidiaries

The Charity has two subsidiaries; Maudsley Charity Trading CIC’s results are consolidated in the group accounts, and Bethlem Gallery Projects Limited’s results are not consolidated due to being immaterial to the group accounts.

Maudsley Charity Trading CIC

Company number 08122704

Maudsley Charity Trading CIC is a subsidiary whose shares are wholly owned by Maudsley Charity.

Maudsley Charity Trading CIC manages the conferencing, catering and café operations at the ORTUS, a charitable property owed by the Charity, and continues to deliver high quality facilities for education and training from the ORTUS.

More details on the ORTUS can be found on page 60 and the company’s results are detailed in note 11.1.

Bethlem Gallery Projects Limited

Registered charity number 1055440, Company number 08194872 Bethlem Gallery Projects Limited is a charitable company limited by guarantee. Maudsley Charity is the guarantor, and Bethlem Gallery Projects Limited is a linked charity of Maudsley Charity. Bethlem Gallery Projects Limited, referred to as Bethlem Gallery on page 39, is a recipient of grant funding from Maudsley Charity. Its results have not been consolidated due to immateriality; its net assets at 31 March 2021 were £134,696 (2020: £97,341).

Managed by a small, artist-led team, the gallery provides a professional space for high-quality artwork by current and former patients of South London and Maudsley NHS Foundation Trust and fosters a supportive artist focused environment.

Board of Trustees

The following trustees served throughout the year unless otherwise stated:

Charles Maisey

Béatrice Butsana-Sita*

Daniel Acquah

(Chair of Investment Advisory Committee)

(Trustee from November 2020)

(Trustee from May 2021)

Sara Cremer

Peter Baffoe (Trustee from May 2021)

(Trustee until November 2020)

June Mulroy MBE*

(Trustee until November 2020)

Trevor Goode

David Barclay (Chair) David Bradley Dr Nicola Byrne

Josephine Namusisi-Riley (Trustee from May 2021)

Nigel Keen

Catherine Lee CBE (Chair of the Grants Advisory Committee)

*Nominated by South London and Maudsley NHS Foundation Trust (SLaM).

Charity Senior Leadership Team

Rebecca Gray Chief Executive

Alice Casey Director of Programmes

Lisa Kiew Director of Finance and Operations

Maudsley Charity Annual Report and Financial Statements 2020/21

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Structure, Governance and management

Advisors

Solicitors

Bankers

The Royal Bank of Scotland Plc PO Box 412 Sceptre Court 62 - 63 Threadneedle Street 40 Tower Hill London London EC2R 8LA EC3N 4DX

Trowers and Hamlins LLP

Walker Morris LLP

Investment Managers

33 Wellington Street Leeds LS1 4DL

and Custodians

Baillie Gifford & Co.

Calton Square 1 Greenside Row Edinburgh EH1 3AN

BDB Pitmans LLP

One Bartholomew Close London EC1A 7BL

Veritas Investment

Management LLP 90 Long Acre London WC2E 9RA

Property Managers

Knight Frank LLP 55 Baker Street London W1U 8AN

Royal London Asset Management Limited 55 Gracechurch Street London EC3V 0RL

JJE Properties Limited Cambridge House 27 Cambridge Park Wanstead London, E11 2PU

Auditor

Moore Kingston Smith LLP

Devonshire House 60 Goswell Road London EC1M 7AD

Tax advisors

Buzzacott LLP 130 Wood Street London EC2V 6DL

Statement of Trustees’ Responsibilities

In preparing the financial statements, the Trustees are required to:

The Trustees (who are also directors of Maudsley Charity for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United

In so far as the Trustees are aware:

n there is no relevant audit information of which the charitable company’s auditor is unaware; and
n select suitable accounting policies and then apply them consistently;
n observe the methods and principles in the Charities SORP;
n the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.
n make judgements and estimates that are reasonable and prudent;

Kingdom Generally Accepted Accounting Practice) including FRS 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’.

n state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

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

Company law requires trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period.

n prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The Trustees’ Annual Report is approved by the trustees of the Charity. The Strategic Report, which forms part of the Annual Report, is approved by the trustees in their capacity as directors in company law of the Charity.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and to enable law of the Charity. them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of the Trust deed. They are also responsible David Barclay for safeguarding the assets of the charitable company and the group and hence taking reasonable steps 27 July 2021 for the prevention and detection of fraud and other irregularities.

Chair of the Board of Trustees

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Independent auditor’s report to the members of Maudsley Charity

Independent auditor’s report to the members of Maudsley Charity

Opinion

We have audited the financial statements of Maudsley Charity for the year ended 31 March 2021 which comprise the Group Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheets, the Group Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

n give a true and fair view of the state of the group’s and the parent charitable company’s affairs as at 31 March 2021 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;
n have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
n have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs(UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

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Independent auditor’s report to the members of Maudsley Charity

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

n The information given in the strategic report and the trustees’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
n The strategic report and the trustees’ annual report have been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the trustees’ annual report.

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

n The parent charitable company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or

n The parent charitable company’s financial statements are not in agreement with the accounting records and returns; or

n Certain disclosures of trustees’ remuneration specified by law are not made; or

n we have not received all the information and explanations we require for our audit.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 85, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group and parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.

Explanation as to what extent the audit was considered

capable of detecting

irregularities, including fraud.

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate

responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

Our approach was as follows:

n We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered that the most significant are the Companies Act 2006, the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council
n We obtained an understanding of how the charitable company complies with these requirements by discussions with management and those charged with governance.
n We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance.
n We inquired of management and those charged with governance as to any known instances of non-compliance or suspected non-compliance with laws and regulations.
n Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of

management and those charged with governance and obtaining additional corroborative evidence as required.

The risk of not detecting a

material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

n In addressing the risk of fraud forgery, intentional omissions,
due to management override misrepresentations, or the
of internal controls we tested override of internal control.
the appropriateness of journal entries and assessed whether n Obtain an understanding of the judgements made in making internal control relevant to the accounting estimates were audit in order to design audit indicative of a potential bias procedures that are appropriate in the circumstances, but not for
Due to the inherent limitations of the purposes of expressing an
an audit, there is an unavoidable opinion on the effectiveness of
risk that we may not have detected the group and parent charitable
some material misstatements in the company’s internal control.

Due to the inherent limitations of the purposes of expressing an an audit, there is an unavoidable opinion on the effectiveness of risk that we may not have detected the group and parent charitable some material misstatements in the company’s internal control. financial statements, even though we have properly planned and n Evaluate the appropriateness of performed our audit in accordance accounting policies used and the with auditing standards. For reasonableness of accounting example, as with any audit, estimates and related disclosures there remained a higher risk of made by the trustees. non-detection of irregularities, n Conclude on the appropriateness as these may involve collusion, of the trustees’ use of the going forgery, intentional omissions, concern basis of accounting and, misrepresentations, or the based on the audit evidence override of internal controls. obtained, whether a material We are not responsible for uncertainty exists related to preventing fraud or non-compliance events or conditions that may with laws and regulations and cast significant doubt on the cannot be expected to detect all group and parent charitable fraud and non-compliance with company’s ability to continue as laws and regulations.

n Conclude on the appropriateness
as these may involve collusion, of the trustees’ use of the going
forgery, intentional omissions, concern basis of accounting and,
misrepresentations, or the based on the audit evidence
override of internal controls. obtained, whether a material
We are not responsible for uncertainty exists related to
preventing fraud or non-compliance events or conditions that may
with laws and regulations and cast significant doubt on the
cannot be expected to detect all group and parent charitable
fraud and non-compliance with company’s ability to continue as
laws and regulations. a going concern. If we conclude
As part of an audit in accordance that a material uncertainty exists, with ISAs (UK) we exercise we are required to draw attention professional judgement and in our auditor’s report to the maintain professional scepticism related disclosures in the financial throughout the audit. We also: statements or, if such disclosures n Identify and assess the risks of are inadequate, to modify our opinion. Our conclusions are
material misstatement of the based on the audit evidence
financial statements, whether obtained up to the date of our
due to fraud or error, design auditor’s report. However, future
and perform audit procedures events or conditions may cause
responsive to those risks, and the group or parent charitable
obtain audit evidence that is company to cease to continue as
sufficient and appropriate to a going concern.
provide a basis for our opinion.

Maudsley Charity Annual Report and Financial Statements 2020/21

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Independent auditor’s report to the members of Maudsley Charity

n Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

n Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit report.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters which we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charitable company and charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Luke Holt

(Senior Statutory Auditor)

for and on behalf of Moore Kingston Smith LLP, Statutory Auditor 27 July 2021

Devonshire House 60 Goswell Road London EC1M 7AD

Bethlem Occupational Therapy, a potter project funded by Maudsley Charity.

Maudsley Charity Annual Report and Financial Statements 2020/21

Consolidated Statement of Financial Activities for the year ended 31 March 2021

Note Unrestricted £000 Restricted £000 Endowment £000 Income and endowments Donations and legacies 2.1 340 498 - Grants 2.1 - 152 - Investment income 2.3 2,749 - - Other income 2.2 730 - -	Year to 31 March 2021 Total funds £000 838 152 2,749 730	Year to 31 March 2020 Total funds £000 149 50 2,951 1,081
Total income 3,819 650 -	4,469	4,231
Expenditure Cost of raising funds 3.2 549 - - Investment management costs 3.2 - - 673 Charitable activities 4.2 5,880 403 -	549 673 6,283	625 909 4,832
Total expenditure 6,429 403 673	7,505	6,366
Net income/(expenditure) (2,610) 247 (673) Net gain/(loss) on investments assets 6.1 - - 40,683 Net gain/(loss) on charitable assets (800) - -	(3,036) 40,683 (800)	(2,135) - 7,400
Net income/(expenditure) (3,410) 247 40,010	36,847	5,265
Gross transfer between funds 9.4 13,571 35 (13,606)	-	-
Net movement in funds 10,161 282 26,404	36,847	5,265
Total funds brought forward 7,918 709 137,390	146,017	140,752
Total funds 18,079 991 163,794	182,864	146,017

Maudsley Charity funds Switched On at Blackfriars Settlement, providing digital access and skills for those with mental health conditions.

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Consolidated Statement of Financial Activities for the year ended 31 March 2021

Consolidated Balance Sheet as at 31 March 2021

Company number 11071377

Note Fixed assets Intangible assets 5.1 Tangible assets 5.2 Investments 6 Shares in subsidiary Total fxed assets Current assets Debtors 7 Cash at bank and in hand Total current assets Creditors: falling due within 1 year 8.1 Net current assets/(liabilities) Total assets less current liabilities Funds of the Charity Capital funds:Endowment funds 9.3 Income funds Unrestricted funds 9.1 Unrestricted funds Designated fund: Fixed Assets Reserve Designated fund: Special Purpose Funds Designated fund: PMCYP Designated fund: Grant Commitments Restricted funds 9.2 Total funds	31 March 2021 Unrestricted Restricted Endowment Total funds £000 75 - - 75 4,907 - - 4,907 - - 163,613 163,613 - - - - 4,982 - 163,613 168,595 1,096 - - 1,096 14,383 1,114 181 15,678 15,479 1,114 181 16,774 2,382 123 - 2,505 13,097 991 181 14,269 18,079 991 163,794 182,864 - - 163,794 163,794 496 - - 496 4,982 - - 4,982 419 - - 419 10,200 - - 10,200 1,982 - - 1,982 - 991 - 991 18,079 991 163,794 182,864	31 March 2020 Total funds £000 135 5,532 123,903 - 129,570 623 22,141 22,764 6,317 16,447 146,017 137,390 1,451 5,667 800 - - 709 146,017

As permitted by s408 Companies Act 2006, the company has not presented its own income and expenditure statement and related notes. The company’s profit for the year was £36.8m (2020: 5.26m).

Charity Balance Sheet as at 31 March 2021

Company number 11071377

Note Fixed assets Intangible assets 5.3 Tangible assets 5.4 Investments 6 Investment in subsidiary 9.6 Total fxed assets Current assets Debtors 7 Cash at bank and in hand Total current assets Creditors: falling due within 1 year 8.1 Net current assets/(liabilities) Total assets less current liabilities Funds of the Charity Capital funds:Endowment funds 9.3 Income funds Unrestricted funds 9.1 Unrestricted funds Designated fund: Fixed Assets Reserve Designated fund: Special Purpose Funds Designated fund: CYP Designated fund: Grant Commitments Restricted funds 9.2 Total funds	31 March 2021 Unrestricted Restricted Endowment Total funds £000 60 - - 60 4,680 - - 4,680 - - 163,613 163,613 475 - - 475 5,215 - 163,613 168,828 1,060 - - 1,060 14,112 1,114 181 15,407 15,172 1,114 181 16,467 2,308 123 - 2,431 12,864 991 181 14,036 18,079 991 163,794 182,864 - - 163,794 163,794 738 - - 738 4,740 - - 4,740 419 - - 419 10,200 - - 10,200 1,982 - - 1,982 - 991 - 991 18,079 991 163,794 182,864	31 March 2020 Total funds £000 115 5,471 123,903 834 130,323 519 21,298 21,817 6,123 15,694 146,017 137,390 1,532 5,586 800 - - 709 146,017

Signed on behalf of the Trustees on 27 July 2021

David Barclay

Chair of the Board of Trustees

David Barclay Chair of the Board of Trustees

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Consolidated Statement of Financial Activities for the year ended 31 March 2021

Consolidated Statement of Cash Flows for the period ended 31 March 2021

Cash fows from operating activities Net incoming (outgoing) resources Depreciation and amortisation charges Interest income (Increase) / Decrease in debtors Increase / (Decrease) in creditors Cash infow / (outfow) from operating activities Cash fows from investing activities Interest income Increase / (Decrease) in value of cash equivalents Payments to acquire tangible and intangible fxed assets Payments to acquire investment assets Receipts from sales of investment assets Cash infow / (outfow) from investing activities Change in cash and cash equivalents Cash and cash equivalents at begining of period Cash and cash equivalents at end of period	Period ended 31 March 2021 £000 (3,036) 114 (51) (473) (3,812) (7,258) 51 448 (232) (528) 1,056	Period ended 31 March 2020 £000 (2,135) 50 (101) (50) 5,143
		2,907
		101 (178) (166) (76,251) 90,942
	795 (6,463) 22,141 15,678	14,448
		17,355 4,786
		22,141

Notes to the Accounts

1.1 Nature of reporting entity

Maudsley Charity is a charitable company limited by guarantee registered with the Charities Commission (charity number 1175877) and incorporated in England and Wales (company number 11071377). Its Trustees are also the Members of the company, and in the event of a windup each guarantees £1. It is a public benefit entity, and its registered address is ORTUS, 82-96 Grove Lane, London SE5 8SN.

Basis of preparation of Accounts

These Accounts are prepared under the historical cost convention, as modified by the revaluation of investments being measured at fair value via income and expenditure within the Statement of Financial Activities.

They are prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). The Charity is a public benefit group for the purposes of FRS 102, and so it also prepared its Accounts in accordance with the 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 Charities SORP), the Charities Act 2011 and the Companies Act 2006.

They are prepared in GBP, which is the Charity’s functional currency. Monetary amounts in the Accounts are rounded to the nearest one thousand pounds.

Going concern

As noted in the Financial Review on page 73, the Trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the Charity to continue as a going concern, including the evolving impact of the COVID-19 emergency. The Charity prepares rolling cashflow and other forecasts, including scenario modelling in relation to its trading subsidiary. This analysis confirms, that even under the worse case scenario, the Charity would have sufficient liquidity to operate for at least the next twelve months. The Trustees believe there are no material uncertainties in their assessment of going concern and, in consequence, these Accounts have been prepared on a going concern basis.

Group Accounts

The group Accounts consolidate the Accounts of the Charity and of its wholly-owned subsidiary undertaking, Maudsley Charity Trading CIC.

1.2 Incoming resources

All incoming resources are recognised once the Charity has entitlement to the resources, they can be reliably measured and receipt is probable.

A. Donations, grants and legacies

This includes incoming resources generated from gifts, donations, grants, legacies, gifts in kind, intangible income and donated services and facilities:

a. Donations are accounted for when receivable, measurable, entitled and there is probability of receipt.
b. Grants are accounted for when receivable, measurable, entitled and there is probability of receipt.
c. Legacies are recognised once there is sufficient evidence that a receipt is probable and the amount of the legacy can be measured reliably. Where entitlement to a legacy exits but there is uncertainty as to its receipt or the amount receivable, details are disclosed as a contingent asset until the criteria for income recognition are met.

Analysis of changes in net debt


Cash and cash equivalents Cash Cash equivalents	At 1 April 2020 £000 Cash fows £000 1,485 87 20,656 (6,550)	At 31 March 2021 £000 1,572 14,106
	22,141 (6,463)	15,678

B. Investment income is accounted for as it becomes due.

C. Other incoming resources

These are incoming resources generated by the Charity which will be used to undertake its charitable activities. Income is recognised when Maudsley Charity has entitlement to the income, it is probable that it will be received, and the amount can be reliably measured.

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Consolidated Statement of Financial Activities for the year ended 31 March 2021

Notes to the Accounts

1.3 Expenditure

Liabilities are recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that category.

A. Raising funds

The costs of raising funds are the costs associated with generating income for the funds held on trust. This will include the costs associated with investment and property management, certain legal fees, consultancy and other direct costs. The costs of raising funds include an apportionment of overhead, support and governance costs.

B. Charitable activities

a. Cost of charitable activities comprises all costs incurred in the pursuit of the charitable objects of the Charity. These costs, where not wholly attributable, are apportioned between categories of charitable expenditure. The total costs of each category of charitable expenditure therefore include an apportionment of overhead, support and governance costs. The analysis of overhead and support costs and the bases of apportionment are set out at note 4.5 to the Accounts.
b. Grants are made to third parties (including NHS bodies) in the furtherance of the Charity’s aim to improve mental health. We contribute to this through grant-making related to improvement in services and care, research and raising public awareness and understanding. Grants awarded are recognised as expenditure in the year in which the grant is formally approved by the Charity and has been communicated to the recipient, except to the extent that it is subject to performance conditions that are under the control of the Charity and would permit it to avoid making future payments.

C. Allocation of overhead and support costs:

Support costs are allocated between the cost of raising funds and cost of charitable activities as a proportion of the net expenditure.

D. Irrecoverable VAT:

Irrecoverable VAT is charged against the category of resources expended for which it was incurred.

1.4 Structure of funds

A. Endowed funds:

Expendable endowed funds are those endowed funds which the Trustees have discretion to convert into expendable income. The total endowed funds of the Charity are all expendable funds.

B. Restricted income funds:

Restricted funds are funds subject to specific restrictions imposed by the donor.

Notes to the Accounts

1.5 Fixed assets

A. Capitalisation

All assets falling into the following categories are capitalised:

a. Tangible assets which are capable of being used for more than one year, and have a cost equal to or greater than £5,000.
b. Groups of tangible fixed assets which are interdependent or would normally be provided or replaced as a group with a total value in excess of £5,000 and an individual value of £250 or more.
c. Computer software licenses are capitalised as Intangible assets where they are capable of being used for more than one year and have a cost, individually or as a group, equal to or greater than £5,000.

B. Valuation

Tangible fixed assets except land and buildings are stated at the lower of replacement cost and recoverable amount. On initial recognition they are measured at cost including costs such as installation directly attributable to bringing them into working condition. The carrying values of tangible fixed assets are reviewed for impairment in periods if events or changes in circumstances indicate the carrying value may not be recoverable.

All land and buildings are restated to current value using professional valuation at least every three years. The last valuation was undertaken in March 2021 with the next valuation due to be undertaken in or by March 2024.

Equipment is valued at the lower of estimated net replacement cost or recoverable amount.

C. Depreciation, amortisation and impairment

a. Depreciation is charged on each main class of tangible assets as follows:
Charitable land and buildings are not depreciated as the Trustees view these as long term appreciating assets not requiring provision for replacement. Charitable property leases contain adequate provisions for ongoing maintenance and repair. Charitable buildings were depreciated up until 31 March 2017.
Computer equipment and office fixtures and fittings are depreciated over three years on a straight line basis.
Intangible assets, such as website and software development, are capitalised including costs directly attributable to bringing them into working condition. These assets are amortised over three years on a straight line basis.
b. Each equipment asset is depreciated over its expected useful life.
c. Impairment losses resulting from short-term changes in price that are considered to be recoverable in the long term are taken in full to the Statement of Financial Activities in the year when the impairment was recognised. The Trustees do not consider the residual value of the fixed assets to be lower than the current carrying value in the accounts.
d. Impairment of investments in subsidiaries is stated at the Charity’s share of the subsidiary’s net assets, with an annual consideration of potential impairment.

C. Unrestricted income funds:

Unrestricted funds are available for application at the discretion of the Trustees in furtherance of the charitable objects of the Charity. The Trustees may earmark an element of the unrestricted funds separately for a particular project and these are identified as designated funds. This designation does not legally restrict the Trustees’ discretion to apply the fund.

1.6 Investment fixed assets

Investment fixed assets are shown at market value.

a. Property assets are not depreciated but are shown at market value. Full valuations are carried out by a professional valuer at least every three years, and the buildings’ values in the intervening years are reviewed by professional valuer. The last valuation was undertaken in March 2021 with the next valuation due to be undertaken in or by March 2024. Valuation gains and losses are recorded in the Statement of Financial Activities with the Statement of Financial Position reflecting the revalued amounts.
b. Quoted stocks and shares are included in the Statement of Financial Position at market value. It is the Charity’s policy to keep valuations up to date such that when investments are sold there is no gain or loss arising. As a result the Statement of Financial Activities only includes those unrealised losses or gains arising from the investment portfolio throughout the period.
Social investments are carried at costs less any provision for diminution in value. Such investments are subject to review and any diminution charged to the Statement of Financial Activities.
c. Other investment fixed assets are included at Trustees’ best estimate of market value.

1.7 Realised gains and losses

All gains and losses are taken to the Statement of Financial Activities as they arise. Realised gains and losses on investments are calculated as the difference between sales proceeds and opening carrying value (or date of purchase if later). Unrealised gains or losses are calculated between market value at the period end and opening carrying value (or date of purchase of later).

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

Consolidated Statement of Financial Activities for the year ended 31 March 2021

Notes to the Accounts

1.8 Financial instruments disclosure

a. Cash and cash equivalents

Cash at bank and in hand is held to meet the day to day running costs of the Charity as they fall due.

Cash equivalents are short term deposits with a maturity date of three months or less.

b. Debtors and creditors

Debtors and creditors receivable or payable within one year of the reporting date are carried at their at transaction price. Debtors and creditors that are receivable or payable in more than one year and not subject to a market rate of interest are measured at the present value of the expected future receipts or payments discounted at a market rate of interest.

c. Fixed asset investments

Investments are a form of basic financial instrument. Fixed asset investments are initially recognised at their transaction value and are subsequently measured at their fair value as at the Statement of Financial Position date. The Statement of Financial Activities includes the net gains and losses arising on revaluation and disposals throughout the period.

1.9 Critical accounting estimates and areas of judgement

In the application of the charitable accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

These assessments include the possible impact on the values of the Charity’s investment properties for which the Charity has obtained assurance from its professional valuers. The Charity actively reviews, and seeks professional advice regarding changing market conditions and other factors including the impact of the ongoing COVID-19 situation and uncertainties in the evolving environment. After reviewing its assumptions and judgements, the Charity may seek more frequent professional re-valuations of its investment properties to ensure that carrying amounts in the accounts are appropriate.

All estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods..

In the view of the Trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the Accounts nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.

2.1 Voluntary income

Donations from individuals Grants Year to 31 March 2021 Donations from individuals Grants Year to 31 March 2020	Unrestricted £000 Restricted £000 Endowment £000 340 498 - - 152 -	Total funds £000 838 152
	340 650 -	990

	Unrestricted £000 Restricted £000 Endowment £000 41 108 - - 50 -	Total funds £000 149 50
	41 158 -	199

2.2 Other incoming resources

Bank interest Other income Gift in kind Turnover (Maudsley Charity Trading CIC) Year to 31 March 2021 Loan interest receivable Bank interest Turnover (Maudsley Charity Trading CIC) Year to 31 March 2020 Analysis of gross income from investments Investment properties Investment listed on Stock Exchange Investment in Common Investment Fund Period to 31 March 2021 Investment properties Investment listed on Stock Exchange Investment in Common Investment Fund Period to 31 March 2020	Unrestricted £000 Restricted £000 Endowment £000 51 - - 14 - - 395 - - 270 - -	Total funds £000 51 14 395 270
	730 - -	730

	Unrestricted £000 Restricted £000 Endowment £000 1 - - 100 - - 980 - -	Total funds £000 1 100 980
	1,081 - -	1,081

	Unrestricted £000 Restricted £000 Endowment £000 2,272 - - 477 - - - - -	Total funds £000 2,272 477 -
	2,749 - -	2,749

	Unrestricted £000 Restricted £000 Endowment £000 2,640 - - 311 - - - - -	Total funds £000 2,640 311 -
	2,951 - -	2,951

2.3 Analysis of gross income from investments

100

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

101

Consolidated Statement of Financial Activities for the year ended 31 March 2021

3.1 Analysis of expenditure on raising funds

Fundraising costs have been allocated as costs of raising funds. The costs of the only consolidated subsidiary (Maudsley Charity Trading CIC) have been classified as costs of charitable activities, as the aim of the entity is to deliver goals aligned to its parent charity’s objects.

Investment management fee Investment property management costs Fundraising costs Year to 31 March 2021 Investment management fee Investment property management costs Fundraising costs Period to 31 March 2020	Support costs £000 Actual £000 93 499 13 68 86 463	Total £000 592 81 549
	192 1,030	1,222

	Support costs £000 Actual £000 63 292 98 456 110 515	Total £000 355 554 625
	271 1,263	1,534

3.2 Analysis of expenditure on raising funds - by fund category

Investment management fee Investment property management costs Fundraising costs Year to 31 March 2021 Investment management fee Investment property management costs Fundraising costs Period to 31 March 2020	Unrestricted £000 Restricted £000 Endowment £000 - - 592 - - 81 549 - -	Total funds £000 592 81 549
	549 - 673	1,222

	Unrestricted £000 Restricted £000 Endowment £000 - - 355 - - 554 625 - -	Total funds £000 355 554 625
	625 - 909	1,534

4.1 Charitable activities

The Charity had a number of grant ‘rounds’ during the reporting period, in both the year ended 31 March 2020 and the year ended 31 March 2021 to consider grants under the categories Innovation and Improvement, Community and Connection and Other. The Charity has considered on an ongoing basis support for projects closely associated with the Charity (Anchor - Partnership, Bethlem Museum and Bethlem Gallery grants). Charitable activities have been reviewed across these categories.

Grants - Other Grants - COVID Grants - Innovation & Improvement Grants- Community & Connection Grants- Anchor Grants - SLaM Other Charitable property management and maintenance Charitable subsidiary activity Year to 31 March 2021 Grants - Other Grants - Innovation & Improvement Grants- Community & Connection Grants- Anchor Charitable property management and maintenance Charitable subsidiary activity Period to 31 March 2020	Support costs £000 Activities undertaken directly £000 Grant funded activities £000 64 - 342 346 - 1,860 137 - 733 78 - 421 209 - 1,120 29 - 161 6 31 - 117 629 -	Total funds £000 406 2,206 870 499 1,329 190 37 746
	986 660 4,637	6,283

	Support costs £000 Activities undertaken directly £000 Grant funded activities £000 17 - 83 269 - 1,247 75 - 348 264 - 1,224 19 86 - 213 987 -	Total funds £000 100 1,516 423 1,488 105 1,200
	857 1,073 2,902	4,832

102

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

103

Consolidated Statement of Financial Activities for the year ended 31 March 2021

4.2 Charitable activities - by fund category

Grants - Other Grants - COVID Grants - Innovation & Improvement Grants- Community & Connection Grants- Anchor Grants - SLaM Other Charitable property management and maintenance Charitable subsidiary activity Year to 31 March 2021 Grants - Other Grants - Innovation & Improvement Grants- Community & Connection Grants- Transformational Grants- Anchor Charitable property management and maintenance Charitable subsidiary activity Period to 31 March 2020	Unrestricted £000 Restricted £000 Endowment £000 284 122 - 1,925 281 - 870 - - 499 - - 1,329 - - 190 - - 37 - - 746 - -	Total funds £000 406 2,206 870 499 1,329 190 37 746
	5,880 403 -	6,283


	Unrestricted £000 Restricted £000 Endowment £000 49 51 - 1,516 - - 423 - - - - - 1,488 - - 105 - - 1,200 - -	Total funds £000 100 1,516 423 - 1,488 105 1,200
	4,781 51 -	4,832

4.3 Grants by organisation

South London and Maudsley NHS Foundation Trust Kings College London Bethlem Art & History Collections Trust Bethlem Gallery Projects Limited Sydenham Garden Arts Network Sporting Recovery CIC Lewisham, Greenwich and Southwark Samaritans Centre for Mental Health Alcohol Change Greenwich & Lewisham Young People's Theatre Raw Material Bromley, Lewisham & Greenwich Mind Good Vibrations (Music) Ltd Other grants Beat Hear Us Time and Talents Mental Fight Club Re-Instate Besstel Child Adult Psychiatric Foundation Kairos Community Trust Total grants to organisations	No. of grants To 31 March 2021 £000 55 2,570 6 308 1 420 2 243 1 25 1 25 1 25 1 15 1 10 0 - 0 - 0 - 0 - 0 - 2 4 0 - 1 25 0 - 1 3 0 - 1 3 0 - 74 3,676	To 31 March 2020 £000 1,514 657 370 251 - - - - - 24 13 12 12 11 7 1 8 5 1 8 2 6
		2,902

During 2020/21, Maudsley Charity carried out a review of its current and prior practices terms of grants, grants commitments and financial statement accounting policies. The multi-year grants committed in prior years, expenditure is recognised as payments are raised. Payments are linked to delivery and progress reporting. Failure to provide adequate reporting contractually removes the obligation to pay the full award to the grant recipient. From 1 April 2020, grants awarded are recognised as expenditure in the year in which the grant is formally approved by the Charity and has been communicated to the recipient, except to the extent that it is subject to performance conditions that are under the control of the Charity and would permit it to avoid making future payments.

The unpaid portion of historic grant awards are disclosed in note 10.1 as future commitments. The Charity has designated funds to meet these future commitments.

4.4 Grants to individuals

No grants were made to individuals in the current and prior years.

104

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

105

Consolidated Statement of Financial Activities for the year ended 31 March 2021

4.5 Allocation of support costs and overheads

Support costs have been allocated between the cost of raising funds and charitable activities as a percentage of each costs portion of the total expenditure.

Year to 31 March 2021 Financial and administration costs Other professional fees External audit fee Maudsley Charity Maudsley Charity Trading Publications and courses Depreciation and amortisation Reapportionment of governance costs Adjusted fgure Period to 31 March 2020 Financial and administration costs Other professional fees External audit fee Publications and courses Depreciation and amortisation Reapportionment of governance costs Adjusted fgure	Expenditure on raising funds £000 Expenditure on charitable activities £000 Governance costs £000 153 789 41 6 31 11 - - 25 - - 8 - - - 19 95 -	Total allocated £000 983 48 25 8 - 114
	178 915 85	1,178
	14 71 (85)	-
	192 986 -	1,178


	Expenditure on raising funds £000 Expenditure on charitable activities £000 Governance costs £000 239 750 20 9 33 - - - 27 - - - 12 38 -	Total allocated £000 1,009 42 27 - 50
	260 821 47	1,128
	11 36 (47)	-
	271 857 -	1,128

4.6 Staff costs

During the period ending 31 March 2021 an average of 11 people were employed by the Charity. There are no staff employed by Maudsley Charity Trading CIC. The Charity’s staff costs for the period ending 31 March 2021 are analysed as follows:

Salaries and wages Social security costs Employer pension costs	Year ended 31 March 2021 £000 518 49 40 607	Period ended 31 March 2020 £000 447 49 48 544

The number of employees during the period whose total employee benefits (excluding employer pension costs) fell within the following bands:

			Year ended	Period ended
		31	March 2021	31 March 2020
£60,000	- £69,999		1	1
£80,000	- £89,999		-	1
£99,000	- £99,999		1	-

The total employer pension contributions for these employees was £17,180 (2020 £22,762).

Key management personnel

The key management personnel of the Charity are the Trustees and the senior management team. The senior management team consists of 3 members of staff (2020: 2). No Trustees received any remuneration from 1 April 2020 to 31 March 2021 (2020: nil). During the period ended 31 March 2021, the total remuneration and employee benefits of the senior management team, including employer’s pension contributions and employer’s NI contributions, was £275,700 (2020: £208,031).

4.7 Related party transactions

The Charity’s related parties are its Trustees, their close family members and entities under their control, and its subsidiaries, Maudsley Charity Trading CIC and Bethlem Gallery Projects Limited. A minority of Maudsley Charity Trustees are also trustees of SLaM, but they do not control either entity individually or collectively.

No Trustees received any remuneration from 1 April 2020 to 31 March 2021. In the period ending 31 March 2021, No Trustees were reimbursed travel and training expenses incurred as part of their role as Trustees (during the year ended 31 March 2020 three Trustees were reimbursed £1,517). No amounts were owed at period end.

During the period ended 31 March 2021 the Charity paid £7,269 to Maudsley Charity Trading CIC relating to room hire at the ORTUS. At the period end, the amount owed to Maudsley Charity by Maudsley Charity Trading CIC was £57,428. During the period ended 31 March 2021 the Charity paid £303,023 in grants to Bethlem Gallery Projects Limited. At the period end no amount was owed. During the period ended 31 March 2021 the Charity paid £1.19m in grants to SLaM. At the period end £3,500 was owed. No Trustees, who were also trustees of SLaM, took part in approval of these grants.

The Charity had no other related party transactions during the period or balances at period end.

106

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

107

Consolidated Statement of Financial Activities for the year ended 31 March 2021

5 Fixed assets

5.1 Intangible assets (group)

Cost: Balance at 1 April 2020 Additions Balance at 31 March 2021 Accumulated amortisation: Balance at 1 April 2020 Charge for the period Balance at 31 March 2021 Net book value at 31 March 2021 Net book value at 31 March 2020	Software development £000 Website development £000 130 66 - -	Total £000 196 -
	130 66	196
	50 11 37 22	61 59
	87 33	120

	42 33	75

	80 55	135

5.3 Intangible assets (Charity)

Cost: Balance at 1 April 2020 Additions Balance at 31 March 2021 Accumulated amortisation: Balance at 1 April 2020 Charge for the period Balance at 31 March 2021 Balance at 31 March 2021 Net book value at 31 March 2020	Software development £000 Website development £000 106 66 - -	Total £000 172 -
	106 66	172
	46 11 33 22	57 55
	79 33	112

	27 33	60

	60 55	115

Note: all freehold land and buildings belong to Maudsley Charity.

5.2 Tangible assets (group)

5.4 Tangible assets (Charity)

Cost or valuation: Balance at 1 April 2020 Additions Disposals Revaluation Transfer to investment property Balance at 31 March 2021 Accumulated depreciation: Balance at 1 April 2020 Disposals Charge for the period Balance at 31 March 2021 Net book value at 31 March 2021 Net book value at 31 March 2020	Freehold land and buildings £000 Other fxed assets £000 5,469 105 - 232 - (4) (801) - - -	Total £000 5,574 232 (4) (801) -
	4,668 333	5,001
	- 42 - (3) - 55	42 (3) 55
	- 94	94

	4,668 239	4,907

	5,469 63	5,532

Note: all freehold land and buildings belong to Maudsley Charity.

Cost: Balance at 1 April 2020 Additions Disposals Revaluation Transfer Balance at 31 March 2021 Accumulated depreciation: Balance at 1 April 2020 Disposals Charge for the period Balance at 31 March 2021 Net book value at 31 March 2021 Net book value at 31 March 2020	Freehold land and buildings £000 Other fxed assets £000 5,469 8 - 18 - (4) (801) - - -	Total £000 5,477 18 (4) (801) -
	4,668 22	4,690
	- 6 - (3) - 7	6 (3) 7
	- 10	10

	4,668 12	4,680

	5,469 2	5,471

All charitable tangible fixed assets were independently valued on 31 March 2021 to the value of £4,667,947 by Valuation Office Agency by their Principal Surveyor; MRIC, RICS Registered Valuer, DVS. The valuations have been undertaken in accordance with International Financial Reporting Standards (IFRS). They are also prepared in accordance with the professional standards of the Royal Institution of Chartered Surveyors: RICS Valuation - Global Standards and RICS UK National Supplement. The assumption has been made that the properties valued will continue to be held by the Charity for the forseeable future.

108

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

109

Consolidated Statement of Financial Activities for the year ended 31 March 2021

6 Investments

No individual investment represented a material aspect of the total investment value.

6.1 Movement in fixed asset investments

Movement in fxed asset investments
Market value opening balance Disposals at carrying value Acquisitions at cost Net gains on revaluation Reclassifcation of properties previously held as charitable fxed assets to investments Market value as 31 March 2021	To 31 March 2021 £000 123,903 (1,056) 528 40,238 - 163,613	To 31 March 2020 £000 130,988 (90,942) 76,251 7,578 28
		123,903

The net gain on investment assets shown on the Statement of Financial activities for the year ended 31 March 2021 includes an unrealised gain of £0.44m on the value of cash investments which are included within Cash at Bank and in Hand.

6.2 Analysis of fixed asset investments

Analysis of fxed asset investments Investment properties Investments listed on the Stock Exchange Cash held as per of investment portfolio As at 31 March 2021	At 31 March 2021 £000 47,176 111,573 4,864 163,613	At 31 March 2020 £000 47,331 73,979 2,593
		123,903

7 Debtors

7.1 Amounts falling due within one year

Trade debtors Amounts due from subsidiary undertaking Prepayments Accrued income Other debtors	Group Charity At 31 March 2021 £000 At 31 March 2021 £000 394 301 - 57 24 24 638 638 40 40 1,096 1,060	Group Charity At 31 March 2020 £000 At 31 March 2020 £000 504 277 - 139 40 30 37 32 42 41
		623 519

7.2 Loan - due within one year

Loan - due within one year
Loan - Mental Health at Work	Group At 31 March 2021 £000 40	Group At 31 March 2020 £000
		40

The loan is due to be repaid in full by 30 June 2021.

Investment property was independently valued on 31 March 2021 to a value of £47.2m. Valuations were carried out primarily by Savills (MRICS and RICS Registered Valuers), an independent professional property firm by a Chartered Surveyors, with some minor holdings valued by Valuation Office Agency. The valuations have been prepared on the basis of Market Value, the definition of which is set out in Valuation Practice Statement 4 1.2 of the Red Book. The valuation has been arrived at predominately by reference to market evidence for comparable property and we can confirm that the report complies with the International Valuation Standards as well as the Red Book.

110

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

111

Consolidated Statement of Financial Activities for the year ended 31 March 2021

8 Creditors

8.1 Amounts falling due within one year

Trade creditors Grant creditors Accruals Deferred income VAT Total creditors	Group Charity At 31 March 2021 £000 At 31 March 2021 £000 181 156 1,694 1,694 220 193 394 378 16 10 2,505 2,431	Group Charity At 31 March 2020 £000 At 31 March 2020 £000 188 70 194 154 429 429 5,506 5,470
		6,317 6,123

8.2 Deferred income (Group and Charity)

Deferred income (Group and Charity)
Deferred income as at 1 April 2020 Released in year Deferred to next year Deferred income as at 31 March 2021	Year to 31 March 2021 £000 429 (429) 378 378	Year to 31 March 2020 £000 426 (426) 429
		429

Deferred income comprises income received for rent relating to the next financial period.

9 Analysis of funds

9.1 Unrestricted funds - Group

Analysis of funds Unrestricted funds - Group
Designated fund: Special Purpose Funds COVID19 - 1 fund General research - 7 funds Addiction abstract - 1 fund Drug unit research - 1 fund Manic depression research - 2 funds Learning disabilities - 1 fund Mental health training - 2 funds Hussey Trust - 1 fund Clinical audit - 1 fund Bloomfeld - 1 fund Mother and baby - 3 funds Other - 71 funds Total Special Purpose Funds Designated fund: Fixed Assets Reserve Designated fund: Grant Commitments Designated fund: PMCYP Unrestricted funds Total unrestricted funds at 31 March 2021	1 april 2020 £000 Incoming resources £000 Resources expenditure £000 Transfers £000 Gains and losses £000 200 - - (176) - 66 - - - - 84 - (84) - - 86 - (86) - - 3 - - - - 4 - - - - 39 - - - - 25 - - - - 32 - - - - 32 - - - - 36 - (1) - - 193 - (34) - -	31 March 2021 £000 24 66 - - 3 4 39 25 32 32 35 159
	800 - (205) (176) - 5,667 - (114) 229 (800) - - - 1,982 - - - - 10,200 -	419 4,982 1,982 10,200
	1,451 3,819 (6,110) 1,336 -	496

	7,918 3,819 (6,429) 13,571 (800)	18,079

112

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

113

Consolidated Statement of Financial Activities for the year ended 31 March 2021

Designated fund: Special Purpose Funds COVID19 - 1 fund General research - 7 funds Addiction abstract - 1 fund Drug unit research - 1 fund Manic depression research - 2 funds Learning disabilities - 1 fund Mental health training - 2 funds Hussey Trust - 1 fund Clinical audit - 1 fund Bloomfeld - 1 fund Mother and baby - 3 funds Other - 71 funds Total Special Purpose Funds Designated fund: Fixed Assets Reserve Unrestricted funds Total unrestricted funds at 31 March 2020
	1 April 2019 £000 Other incoming resources £000 Resources expenditure £000 Transfers £000 Gains and losses £000 - - - 200 - 66 - - - - 84 - - - - 86 - - - - 3 - - - - 4 - - - - 39 - - - - 25 - - - - 32 - - - - 32 - - - - 34 3 (1) - - 188 3 (21) 23 -	31 March 2020 £000 200 66 84 86 3 4 39 25 32 32 36 193
	593 6 (22) 223 -	800
	5,579 - (50) 138 - 2,990 4,067 (5,334) (272) -	5,667 1,451
	9,162 4,073 (5,406) 89 -	7,918

The objects of each of the designated unrestricted funds are as follows:

The COVID19 fund is designated to support front line NHS staff and patients during the Coronavirus pandemic.

The general research fund is designated for research in clinical areas.

Unrestricted funds - Charity

Unrestricted funds - Charity
Designated fund: Special Purpose Funds COVID19 - 1 fund General research - 7 funds Addiction abstract - 1 fund Drug unit research - 1 fund Manic depression research - 2 funds Learning disabilities - 1 fund Mental health training - 2 funds Hussey Trust - 1 fund Clinical audit - 1 fund Bloomfeld - 1 fund Mother and baby - 3 funds Other - 71 funds Total Special Purpose Funds Designated fund: Fixed Assets Reserve Designated fund: Grant Commitments Designated fund: PMCYP Unrestricted funds Total unrestricted funds at 31 March 2021	1 april 2020 £000 Incoming resources £000 Resources expenditure £000 Transfers £000 Gains and losses £000 200 - - (176) - 66 - - - - 84 - (84) - - 86 - (86) - - 3 - - - - 4 - - - - 39 - - - - 25 - - - - 32 - - - - 32 - - - - 36 - (1) - - 193 - (34) - -	31 March 2021 £000 24 66 - - 3 4 39 25 32 32 35 159
	800 - (205) (176) - 5,586 (62) 16 (800) - - - 1,982 - - - - 10,200 -	419 4,740 1,982 10,200
	1,532 3,549 (5,533) 1,549 (359)	738

	7,918 3,549 (5,800) 13,571 (1,159)	18,079

The addiction abstract fund is designated for supporting current awareness journal in Addiction Clinical Academic Group.

The drug unit research fund is designated for providing support for research studies in Addiction Clinical Academic Group. The manic depression research fund is designated for research in this specific clinical area.

The learning disabilities fund is designated for child disability services.

The mental health training fund is designated for the welfare and benefit of staff and patients on relevant wards.

The Hussey Trust fund is designated for staff welfare and amenities.

The clinical audit fund is designated for local mental health services, research or education.

The Bloomfield fund is designated for support in this specific clinical ward.

The mother and baby fund is designated for patients welfare and amenities.

The grants commitment fund is designated for unpaid grants commited to prior to 1 April 2020.

The PMCYP fund is designated for the Pears Maudsley Children and Yound People’s Centre.

The other funds include all donations for which a donor has not expressed any preference as to how the funds shall be spent and unrestricted income accruing to the Charity.

The majority of these funds have been in existence for many years with limited disbursements made. Many funds have similar stated purposes. Over 2020/21 the Charity actively engaged with administrators of all Special Purpose Funds to ensure planned disbursements. Where this is not possible, the Charity intends to actively engage with the administrators of all Special Purpose Funds with a view to pooling funds where possible and seeking applications from grant recipients whose projects meet the purposes specified. The Charity is of the view that this process will result in the current value of existing Special Purpose Funds will be extinguished within three years.

114

Maudsley Charity Annual Report and Financial Statements 2020/21

Backing Better Mental Health

115

Consolidated Statement of Financial Activities for the year ended 31 March 2021

Designated fund: Special Purpose Funds COVID19 - 1 fund General research - 7 funds Addiction abstract - 1 fund Drug unit research - 1 fund Manic depression research - 2 funds Learning disabilities - 1 fund Mental health training - 2 funds Hussey Trust - 1 fund Clinical audit - 1 fund Bloomfeld - 1 fund Mother and baby - 3 funds Other - 71 funds Total Special Purpose Funds Designated fund: Fixed Assets Reserve Unrestricted funds Total unrestricted funds at 31 March 2020
	1 April 2019 £000 Other incoming resources £000 Resources expenditure £000 Transfers £000 Gains and losses £000 - - - 200 - 66 - - - - 84 - - - - 86 - - - - 3 - - - - 4 - - - - 39 - - - - 25 - - - - 32 - - - - 32 - - - - 34 3 (1) - - 188 3 (21) 23 -	31 March 2020 £000 200 66 84 86 3 4 39 25 32 32 36 193
	593 6 (22) 223 -	800
	5,572 - (41) 55 - 2,997 3,087 (4,356) (189) (7)	5,586 1,532
	9,162 3,093 (4,419) 89 (7)	7,918

The objects of each of the designated unrestricted funds are as follows:

The COVID19 fund is designated to support front line NHS staff and patients during the Coronavirus pandemic.

9.2 Restricted funds

Alice Milner Goulde Barbara F Miller Cedric R Swann Lewisham & Guy’s Mental Health NHS Trust Marina House The Pears Family Charitable Foundation Ronald Lavender Pears Maudsley Children and Young People Centre Restorative Justice Funds Maudsley Theatre Project Fund CUES-Ed Autism Service Epilepsy Research OCD COVID19 Bethlem Adolescent Unit Bethlem Occupational Therapy Physical and Mental Wellbeing of Staff Psychotheraputic Treatment Mental Health of Older Adults Children and Young People Total restricted funds at 31 March 2021	1 April 2020 £000 Incoming resources £000 Resources expenditure £000 Transfers £000 Gains and losses £000 31 March 2021 £000 32 - (32) - - - 41 - - - - 41 29 - - (29) - - 30 - - - - 30 2 - (2) - - - 80 - - - - 80 2 - - - - 2 151 156 - - - 307 6 - (6) - - - 8 - - - - 8 50 50 - - - 100 10 20 - - - 30 212 - - - - 212 50 12 (1) - - 61 6 241 (281) 34 - - - 3 - - - 3 - 22 - - - 22 - 102 (81) 29 - 50 - 31 - - - 31 - - - 1 - 1 - 13 - - - 13
	709 650 (403) 35 - 991

Alice Milner Goulde
Barbara F Miller
Cedric R Swann
Lewisham & Guy’s Mental Health NHS Trust
Marina House
The Pears Family Charitable Foundation
Ronald Lavender
Pears Maudsley Children and Young People Centre
Restorative Justice Funds
Maudsley Theatre Project Fund
CUES-Ed
Autism Service
Epilepsy Research
OCD
COVID19
Bethlem Adolescent Unit
Bethlem Occupational Therapy
Physical and Mental Wellbeing of Staff
Psychotheraputic Treatment
Mental Health of Older Adults
Children and Young People
Total restricted funds at 31 March 2021

1 April
2020
£000
Incoming
resources
£000
Resources
expenditure
£000
Transfers
£000
Gains and
losses
£000
31 March
2021
£000
32
-
(32)
-
-
-
41
-
-
-
-
41
29
-
-
(29)
-
-
30
-
-
-
-
30
2
-
(2)
-
-
-
80
-
-
-
-
80
2
-
-
-
-
2
151
156
-
-
-
307
6
-
(6)
-
-
-
8
-
-
-
-
8
50
50
-
-
-
100
10
20
-
-
-
30
212
-
-
-
-
212
50
12
(1)
-
-
61
6
241
(281)
34
-
-
-
3
-
-
-
3
-
22
-
-
-
22
-
102
(81)
29
-
50
-
31
-
-
-
31
-
-
-
1
-
1
-
13
-
-
-
13

709
650
(403)
35
-
991