AMENDED
JFywtlng Mums and th￿'r Families
MumsAid Maternal
Mental Health Support
Report and Accounts
Year ended 31 March 2023

MUMSAID MATERNAL MENTAL HEALTH SUPPORT
CHARITY INFORMATION
FOR THE YEAR ENDED 31 MARCH 2023
Tru•t•••
Thè trustees who served during the year and al th& dale of approval were as lollows..
Mercy Brown Iresignod 19th JAnu8ry 20231
Margaret Camey Iresigned 3rd Novemb&r 20221
C18re Harland
Grishma Patel
Hazel Pèarson
Stephanie Pickerill (resigned 191h January 20231
Jill Thompson
Vicloria Wright
Nupur Yogarajah
Renu Assi (appointed 161h June 20221
Zenah Shuhaiber (appointed 8th September 20221
K•y Staff
Miriam Donaghy (Founder & CEO)
Gov•rnlng Docum•nt
CIO Foundallon registered 7 September 2018
Ch*rtty R•gl•tratlon Numb•r
1179849
Prfncl￿l Addrn¥•
184- 186 Westcombe Hill
BL3(*heath
London
SE3 7DH
Ind•p•nd¢nt EXamI￿r
Heather DLtnlop FCA
Cont•nts
Charity Information
Truste85' Annual Report
Independent Examine¢s Report
Sl8tem8nt ol Fin8naal Actiwties
B8lan¢& Sheel
Nolas to the Accounts
P*9•
2-15
16
17
18
19-26
Pagè 1

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
The trustees of MumsAid are pleased to submit the trustee5' annual report and accounts for the
period above.
Objectives and activities
Obieitrles
Mums4id is a Charitable Incorporated OrgaTrisation ICIOI. The charity'5 principal objectives as set out
in its constitution are the preservaDon and protection of health and the advancement of good health.
On 30 March 2023, the Trustees adopted a revised objerts clause for its constitution, reflerting the
charity's increased scope and arnbition. MumsAid will achieve its principal objeth.ves in parttcular by=
al Supporting the mental health and emotional health and well-being of women and families
especially during pregnancy and early motherhood.
bl Providing a holistic support service tailored to individual need including specialist l-l
perinatal and other counselling from counsellors who are clinically superwsed and trained.
cl Delivering therapeutic groups and frdcilitating peer 5UPPOrt.
dl Providing information. advice. 8uidance and community adV￿(Y to resolb* issues and
identr.fy avBilable sUPPOrt options.
el Sharing MumsAid's specialist knowledge and disseminating best practice to rnise
awareness and undefstsnding of how to support maternal and family mentsl health.
Mumthid's vision is of a future where all mothers a￿ supported in gtving their babies the best start
in life. We believe passionately that pregnancy and new motherhood can be an excitin& but also
challengin& time. and that the ri8ht support can make a difference, not just to mothers but to the
healthy emotional development of their babies, and the broader wellbein8 of their families aTh
communifies.
Activities this year
mUm&￿d tskes a holistic approach to the needs of mothefs experiencing Perinatsl Mentsl Health
IPMHI challenges. Our services combine indiwdual counselling and group support plus outreach and
advocacy, including help wtth hoLFsin& finance and employment. We also play a vital role helpir4g
mothers access other SUPPOrt via our network of partners.
We have eight key serv1￿5..
A spedallst wlnatsl counselSln8 servke open to mothers of any a8e. provided one-to-one
by counsellors who are clinically supervtsed and trained.
Therapeutlc and peer support groups bringing together mums facing similar issues $0 they
can learn how to manage their own mentsl health and support each other.
YoungMumsAid IYMA): an accessible, trauma-informed and specialist service offering more
intensivè support for mothers under 21, including home visits. regular contsrt from YMA staff.
advotacy. a 2417 texting service and up to 24 sessions of individual therdpy.

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
Mighty Acorns: a new holistr"c support service for parents of babies aged 0-2 with complex
medical conditions. additional needs or disabilities.
Outreach servlces.. these include home visits and attendance support at essential health
appointment5 Wlth babies. Other elements include befriendin8 SUPPOrt a5 well as advice and
referrals to other services on issues include housing, managing h'nances and debt, and
domestic violence issues. Some mothers need help with completion of benefits and housing
forms and with college and work applications. We also help with donated furniture and white
goods, essentials such as nappies and formula, arbd securing additional payments and
childcare Ithrou8h Care to Le3rnl-
Partnership wtth The Motherhood Group offerin8 specialist individual counselling provided
by Black therapists to support Black mothers.
Trauma Service.. a dedicated, specialist programme of therapy and group support for mothers
experiencing trauma (including birth trauma) and complex challenges such as domestic
abuse.
Private and low-cost counselling setvices- available to women and their partners that are not
eligible or able to attend our counselling services le.g., working parents not available during
the dayl. All funds generated by these services are channelled back into our core charitable
actsvitres.
In addition, we are increasingly working with partners Isee Partnershi
below), to..
Improve access to PMH services.. especially for underserved mothers.
Raise awareness and reduce the Stigma surrounding PMH, for example.. speaking at the
Westminster Health Forum Policy Conference, presenting at the Maternal Mental Health
Alliance Conference; contributr.ng artr.cles to the British journal of Midwifery, International
Journal of Parenting Education, and Perspectives in Public Health: active support for Maternal
Mental Health Awareness Week.
Share expertlse wlth other protesslonals: A PMH Clinical and Awareness Training Programme
provides specialist training and continued professional development for counsellors. GPS and
nurses, plus awareness training ft)r frontline health and social care workers.
Trends thi5 year
The aftermath of the Covid-19 pandemic and the cost-of-living crisis continued to create challenges
for MumsAid, with the women we work with needin8 SUPPOrt more than ever and the delivery of
that support continuing to be complex. We received hi8h volumes of referrals throughout the year.
particularly as other local services, including health visiting, were understaffed, resulting in a decrease
in support available to families. In addition, we continued to see an increase in mothers who were
experiencing complex needs, includin8 more birth trauma, and relationship breakdown. The growin8
fi'nancial and domestic pressures has been made worse by the ongoing cost of living crisis.

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
The MumsAid team worked with dedication and flexibility to respond to these challenges and were
able to continue with the hybTid model of delivery that we developed during the pandemic, offerin8
both online 3nd in-person counselling and therapeutic groups. Our service for young rnothers, which
we also adapted to provide a more holistr'c offer with practical as well as psychological interventions
to support their wellbeing, has continued to develop its innovative and much-needed work and was
expanded to increase access to our support. We antr'cipate that demand for this specialist support
will continue to grow. We would like to thank our staff and volunteers for their creativity, commitment
and adaptability through thi5 time, enabling MumsAid to continue meeting the needs of our clients
at a time when our support has been so vital.
Achievements, impact and performance
Our work has a proven positive impact on maternal mental health. On80ing evaluation of our
counselling services continue5 to demonstrate that we are engaging under-served groups thot some
other services have diffi'culty reaching. Again, more than half of all women supported were from non-
white 8rittsh ethnic background5.
The difference we make
MumsAid supports mothers who are experiencing significant pre- and post-natal mental health
challenges. We work with them to address the immediate emotional challenges and provide on8oin8
support to help them get back on track. Specifically* we support mothers to achieve positive change
in four areas:
Improved mental health, increasing resilience and ability to make posltfjve choices.
Improved relationship with their babies.
Reduced social isolation.
Improved quality of life.
Mum5Aid has had a proven positr've impact.. in reducing depresslon, anxiety, and stress,. Improving
mothers, confidence in parenting,. and enhancing relationship quality. We have robust monitorin8
processes, and our most recent internal evaluation of outcomes Imarch 20231 indicates that we
continue to achieve great outcomes for our clients.
Depresslon.. 97% of mothers who completed counselling saw thelr scores on the Edinburgh
Postnatal Depression Scale IEPDSI fall,. 72% moved below the threshold for clinical depression.
Confidence.. There was a marked improvement after counselling for mothers who identified
'conftdence in their parentin8' as an issue at the outset. 89% of women increased confidence
in their parenting abilities.
Stress: 98% of mothers saw their scores from the Perceived Stress Index scale improved.
Sat15fartlon.' The overall rating was 4.7 out of S. 100% would recommend the servlce.

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
In 2022, we undertook another external evaluation, led by Kerry Carter, MSC, a perinèt31
psychotherapist and coach with lived experience of being a mum. She carried out a comparative
analysis of the outcomes for mothers who received our counselling in person with those who received
it via an online platform foi her thesis research with the University of East London. Results revealed
the average EPDS IEdinburgh Postnatal Depression Scale) score changed positively and signifbcantly
at the end of therapy for both groups of mums. We were very pleased to see such a positive impact..
96% of the face-to-face group and 87% from the online group reported improvement in their
scores.
72% of the face-to-fa¢e group and 52.2% of the online group moved from a clinical to sub
clinical score.
Satisfaction with the service was rated very high on average in both 8roups.' face-to-face 4.8 out of 5
and online 4.7 out of 5.
Our holistic approach for mothers with complex needs, which combines one-to-one counselling
support with group work, outreach and advocacy. sees similar clinical outcomes and satr"sfaction
rating5. For example, in the 12-month period up to December2022, our YoungMumsAid Servi￿ saw:
8onding scores improve from 7 to 4.89, with 82% of mothers showing improvement.
Parental stress scores improve from 21.94 to 13.78, with 100% of the mother's showin8
improvement.
Social connections scores improve from 13.94 to 10.61, with 87.5% showing improvement.
Across all specialist services where clients received advocacy support from MumsAid, ICK)% reported
that the support they feceived had been beneficial for them.
Who benelits and in what way.
Our core beneficiary group consists of mothers and families in Greenwich and, increasin8ly, beyond.
This includes four main underserved groups=
Women experiencing perinatal mental health during pregnancy and the first two years
postpartum.
Teena8e and young mothers.
Mothers from Black and Minority Ethnic communities.
Mothers of babies with disabilities and medical conditions.
Our primary activity has continued to be the provision of free Counselling, using an evidence-based
(0
model, STARKID, developed by MumsAid's CEO, Dr Miriam Donaghy, for women experiencing mental
health issues or emotional difficulties during pregnancy or after having a baby. MumsAid continued
to offer face-to-face contact for those who wanted it, and when this was not feasible, we delivered
services online or by telephone. We have maintsined that hybrid approach post pandemlc,
recognising that online and telephone support can have benefits in broadenin8 access and enabling
U5 to respond to individual needs and preferences. meeting women where they feel most
comfortable.

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
Much of our work with young mothers involves teenage women who suffered neglect or abuse as
children, and many have babies who are subject to child protection plans. Many experience
Intersecting problems includin8 poverty, isolation, unstable housing, Ioss, relationship breakdown
and a lack of family support, and this has a negative impact on their mental health. The majority are
significantly above the Adverse Chlldhood Experlences (ACES) scale threshold for elevated risk for
wide range of ne8ative medical, mental health, and social outcomes. Our data shows that: 87% have
experienced domestic violence,. 95% have had previous mental health problems- 81% have special
educational needs or disabilities,. 28% have been known to Social Care CIN/CP,. 43.5% have reported
childhood neglect,. and 100% of them are dependent on benefits.
A signiflcant number. 56%, of the young mothers121 and underl that we support are from Black and
Mlnorlty Ethnlc communltles. Some have been trafficked or involved in drugs and 8an85.
Mothers benefit by accessing - often for the first time
professional, therapeutic support whlch
allows them to begin working through the difficulties they are experiencing. However, over time we
have learnt that vulnerable mothers are better able to en8a8e with therapy when other urgent,
practical needs are being addressed, such as the need for secure housin8 or access to finan¢lal
assistance. We have therefore developed other services to wrap around the needs of mothers, their
babies and frdmilies, helping them to access wider care and assistance and build new relatlonships
and networks of support. This includes:
Supporting attendance at essential health appointments with babies.
Completion of benefits and housing forms; help with college and work appllcatfons,. and
advice and support with rehousin8.
Support with moving away from violent rela￿onshIps.
Provision of donated furniture and white goods,. support to secure additional payments.
Childcare sUPPOrt (for example, through Care to Learn).
Another key audience is health and soclal care professlonals who work wlth mothers and families.
We aim to build their knowledge and understsnding of PMH issues so that they can provide effective
signpostlng and support for families durin8 the perinatal period. To date our work with this group has
been reactive. We have developed trainin8 in response to requests from professionals themselves.
Next year we want to proactively market a tralning programme to meet the demand we know exists
from our pilot Schemes thls year,

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
Beneliciary numbers
In 2021-22, we supported 295 mothers and their babies.
In 2022-23, we worked with approximately 3 10 mothers. Around 69 of these received support
through our Youn8MumsAid service.
Next year12023-241, we aim to increase the numbers that we can help in order to respond to
the huge rise in demand, but this will be subject to increasin8 capacity in the teèm to provide
more counselling and outreach support.
We have piloted our training offer with 40 professionals. We want to review our training
programme next year and work to brin8 It to new audiences includin8 corporate workforce
teams.
How we measure success
Mothers receiving counselling complete pre- and post-service questionnaires, which use recognised
clinical measures includin8 the Edinburgh Postnatal Depression Scale and the Perceived Stress Index
to evaluate mental health improvement, stress levels, and relationship quality with partners, as well
as gathering feedback on their experience of our services. We use self-report scales to determine
confidence in parenting and the bond between mother and baby. These are recorded as part of
individual case notes.
We also keep in touch with mothers who have accessed any of our services, followlng up with them
at least at three and six months "post service" Sometimes this can help identify ongoin8 or further
needs. Sometimes it sees mothers re-en8a8in8 Wlth our services as part of a network of mutual
support. For women who are receiving additional support beyond counsellin& we:
Maintain case notes to track support provided, referrals and resolutions/outcomes.
Gather group attendance data.
Gather quarterly participant feedback on services received and any other support needed.
Record therapists'ladvocacy workers, observations of mother-baby bonds.
Collect referreflpartner feedback on en8a8ement with other services.
We are embarking on training and consultancy from Pro-8ono Economics to review our theory of
change and how we evaluate our increasingly holistic support for mothers. The aim of this work is for
us to better articulate our impact and the Social Return on Investment in our approach.
At the individual level, success for us is about helping mothers access the help they need to move
forward and take the step5 they need to thrive as parents. Each cllnical measure or self-reported scale
seeks to capture that and help identify where we can improve the support we provlde.
The impact of our work is seen through the experiences of the individual mothers we WOTk with. For
example, one client, I, is showing significant improvements In depression and anxiety, and developing
a growing Sense of her own ability to keep herself and her baby safe and to pursue a career. J ha5 also
created a strong bond with her baby, who is thriving. Other mothers report reduced Isolation.

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEÉS. ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
supporting their children to socialise and seeing them develop, as well as improved housing and
money management.
External rocognition
As pioneers in the development and delivery of maternal mental health services, MumsAid has
provided over 2,OCKJ pregnant and new mums with highly 5pecialised free and low-cost perinatal
support since 2012.
We have grown from a small start-up to an award-winning charity that has achieved national
recognition including from the Maternal Mental Health Alliance IDiversity and Inclusion Award
Winner, 20181 and the Royal Society for Public Health IPublic Mental Health and Wellbeing Award
Winner, 20181. In the same year Public Health England featured our work as an example of best
practice in perinatal mental health. In 2021 MumsAid was the overall winner of the Kings Fund /
GSK Impact Award lour award video is available here..
www.
outube.com
watch ?v=
15 5usW2NAI.
In December 2022, we were highly commended for the Best of Royal Greenwich Business Award
under the category of Health and Wellbeing.
Governance, structure and management
Governing document
MumsAid was set UP a5 a CIC in 2012. In 2018, MumsAid was established as a CIO governed by its
Constitution.
MumsAid's CIO Constitution was amended for the first time in 2023. On 30 March 2023, the Trustees
adopted a revised objects clause, reflecting the charity's increased scope and ambition. MumAid's
revised objectives are the preservation and protection of health and the advancement of 8ood health;
further detail is outlined above lsee page 21.
Governance
MumsAid is governed by Its board of trustees, whlch meets re8ularly with the CEO and the senior
leadership team lon overa8e every two months). Board papers and the agenda are circulated In
advance and the meet4n8s are mlnuted, wlth a¢tlon polnts1088ed and reported back on.
The work of the board is supported by several sub-groups, includin8 a Finance Committee and
sub8roups for Governance, Fundraislng, Clinical Practice, Marketin8, HR and Strategy. The
subgroups comprise trustees and relevant staff members. The Finance Committee and the
Governance subgroup typically meet 1-2 weeks before the board meetings to prepare for them.
Other subgroups meet as and when needed, and additional working groups may be convened on an
ad hoc basis to work on a particular topic, such as reviewin8 MumsAld's organisational structure.
Trustees
MumsAid currently has eight trustees wlth a broad range of relevant knowledge, skllls and
experience. The Board is led by MumsAid's Chair Jill Thompson, who is a psychotherapist 5peciallsin8
in perinatal mental health and relationship therapy. She has over 35 years, experience of working

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
within the Statutory and voluntary sectors. MumsAid's Treasurer, Vicki Wright, is Director of Finance
and Operations at the New Economics Foundation.
Other board members, experience includes: an integrative psychotherapist with a back8round in
charity research, consultancy and grant making,. a lawyer with a focus on 8overnance, risk and
compliance,. professionals with senior level experience in Operations and Human Resources, Business
Planning, Risk Management, Finance and Marketing. Several members have lived experience of PMH
and birth trauma. One is a past service user.
Trustee recruitment, appointment and induction
The members of the CIO are its charity trustees for the time being and only its trustees may be Its
members.
All our trustee5 go through an application and interview process. All trustees are provided with kev
document5 such as the constitution and MumsAid Trustee Code of Condurt. More recently we
successfully applied for trustee support from Board Lead, who offer both newly recruited and
established trustees, access to governance trainin8 packages.
In recent years, we have been continuing to develop and enhance our governance processes,
including undertaking skills audits and trustee recruitment to fill skills gaps, introducing a trustee code
of conduct, developing our induction and selection processes, broaderbing the CPD opportunities for
trustees, and reviewing trustee commitment and involvement.
Management, staff and volunteers
Core team
MumsAid is led by Dr Miriam Oonaghy, Founder and CEO of Mum5Aid. Dr Donaghy set up one ofthe
first postnatal depression therapy groups in the UK. The approach she developed challenges existing
models of viewing PMH as only a medical condition, highlighting the crisis of identity and purpose
that many new mothers experience and advocating for an individualised approach to help recovery.
Her academic work and direct experiences are the foundations of MumsAid'5 approach today. We are
extremely fortunate to have a CEO who is a recognised and well-respected authority in the perinatsl
mental health field.
The MumsAid team brings our values of compassion and profe55ionali5m to life. We have a loyal and
dedicated core team with low levels of stsff turnover and our core staff have been with the
organisation for many years. This has been particularly appreciated in the current climate of skills
shortages. In this last linancial year, we have been able to develop our core staff team with the
addition of a full-time executive assistant who supports both the CEO and Board of Trustees. This
appointment has created more opportunities for the CEO and Board to focus on future strategy ènd
development.
To date. fundraising has been covered by the CEO and a sub8roup of trustees, with some support
from freelance fundraisers, and creating a dedicated post within the staff team to drive this forward
is a key priority. We began recruitment for a fundraising manager in late 2022, but unfortunately the
first round of recruitment did not lead to a successful appointment. Recruitment was re-opened in

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRusfEES' ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
2023 with support from an agency and a suitable candidate has now been found. We are delighted
to welcome them into the team, where they will play a vital role in supporting the sustainability and
growth of Mum5Aid.
The team adapted to working remotely durin8 the pandemic restrictions and now, as in many other
organisations, a hybrid workin8 culture has become established. In a recent service review. stsff
identified the hybrid model had created a pressing need for a designated staff member to hold offi'ce
mana8ement responsibilities and to take on basic administfative tasks which would support staff
communication, mitigatin8 against the silo effect of remote workin8. This role would also release time
for existing staff to spend on more specialised dutfes, promoting staff development. We worked in
partnership with Greenwich Local Labour and Business IGLLa81, and we are delighted to have found
a local person whose appointment lin mid 20231 also support5 our mission to develop a more
diversifr'ed team reflecting the local community we Serve. As a living wage accredited employer as of
December 2022, we are fully committed to providing salaries that meet artual costs of livin8 rather
than a government directed minimum.
Clinical staff
In January 202 1, in response to the rising numbers of women experiencing blrth trauma, we recruited
a senior psychotherapist specialisin8 in trauma. In addition to direct work with clients, the postholder
was able lo offer training in 'Trauma Informed, practice to both our clinical staff and the volunteer
counsellors on placement with us. This input enabled us to continue the delivery of our trauma
informed support groups when the inltial funding for the specialist clinician came to an end. The
trauma informed group programme has been extremely well received and Is now delivered by one of
our clinical staff wlth the support of a volunteer counselloT.
We have also condnued to prioritise the fundlng of the designated therapist to work with our
partners, The Motherhood Group, which represents members of the BAME community.
Previously the trustees had made the decislon to meet the cost of this service from reserves In line
with our commltment to continue supporting the most marginalised women. We will have a
fundraising manager in post soon and this service wlll be hlghlighted as an ongoing priority.
Volunteers
Our MumsAid covnselling placements contlnue to be sou8ht after and we have had a committed
team of 10 volunteer counsellors durlng the last year, each providlng a minimum of 3 hours per week.
We receive requests for trainee counselling placement5 throughout the year. Since the pandemic
restrictions, online sesslons have become an established part of the counselling service and have
made our placements more accessible to those students based further afi'eld. The focus, however,
has been to contfnue to work in partnership with the local children's centres and offer face-to-face
counselling in community-based settin85.
This last year has seen an expansion in our volunteer placement provision as we have recently taken
on two befrienders, both h'rst year students at the Centre for Counselling and Psychotherapy
Education ICCPEI. These placements offer the flexibility to 5UPPOrt our young mothers, who often
require more practical help before being able to utillse counselling support. We also have a volunteer
SUPPOrting one of the YMA drop-ln groups.
io

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
In addition, we have benefi.tted from volunteeis who have helped with administration, supporting
core staff, as well as fundraising and outreach volunteers, promoting and attending events to increase
awareness about our services.
We are grateful to our two MumsAid Ambassadors fof continuing to support our cause and mission..
Dr Trudi Seneviratne, a Consultant in General Adult and Perinatal Psychiatry who has held national
and internatr'onal roles promoting PMH services; and Zoe Tapper, an actress who is passionate about
supports'n8 PMH.
We are especially proud of our three MumsAid Community Champlons, all ex-service users keen to
give back by volunteering their time for fundraising and public-speaking events. sharing theif passion
and belief in the transformath've impact that being given the right support at the ri8ht time can
chieve. Our champions feature prominently in our promotional videos.
Organisatronal strucliire review
We are aware that we need to stren8then the staff team and organisattonal structure to..
Balance the workload of ihe CEO and mitigate any potential succession risk.
Ensure the right level of input across the senior team of strategic and operatlonal focus,
particularly in terms of long-term approach to service delivery. income generation and
communicarrons.
Support consistency and accountability as the organisatr'on continues to grow over the next
few years.
As part of the additional pro-bono support offered by Llovds Foundat6on, we plan to engage a
consultant to undertake a review of the current structure and roles, make recommendations for
improvements and identify the key gaps to be addressed as a priority.
We did some initial thinking on how to update our or8anisational structure as part of a business plan
and fundraising review with an independent consultant in 2022. As part of the additional pro-bono
support offered by Lloyds Foundation, we now plan to engage a consultant to undertake a more
comprehensive review of the current 5truclure and roles, make recommendations for improvements
and identify the key gaps to be addressed as a priority.
Partnerships
We work closely with other Charities, community organisatfons and Statutory agencies to ensure that
we reach the people most in need of support, and work in a joined-up way to addre55 their needs as
effectively as possible. Broadly our partners fit into five groups.
l. Referral partners
We have strong cross-sector partnerships that allow for two-way referrals and ensure that our work
Complements other services. Referral partners include.. GPS,. health visitors; social workers; the pre-
birth team,. 8est Beginnings specialist midwives; the NHS Perinatal Mental Health Team,. children's
entres,. Time to Tèlk Ipart of the NHS Improvin8 Access to Psychological Therapies programmel- and
li

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
other charities includin8 Mind and the Plef Centre. We participate in multi-a8ency Early Help meetin85
to provide early intervention support for stru8glin8 families.
2. Delivery p3rlners
Delivery partners include..
The Motherhood Group, which supports and shares the Black maternal experlence. We
support their work and provide counselling to mothers in their network.
The Bridge Community Centre, which hosts and supports the Mighty Acorns servlce for
mothers of babies with disabilitr'e5, medi¢31 conditions or complex needs.
Greenwich Leisure Limited, which provides us with room5 and creche support In two of the
children's center's they manage.
More2, which provides,. childcare and learnin8 and play opportunSties for chlldren, trainln8
and employment support for parents, and f￿e creche spaces for mothers receivin8
counselling.
New links include Nigerian Community Greenwich CIC and Black Female Entrepreneur Greenwich; we
are developing these links as part of our work to extend our reach In local communitles.
3. Supportr"ng access to other services and support
This Includes partnerships with South-East London Communlty Energy ISELCEI to help famllies wlth
energy Costs. and Mama Kind, a local "baby banv that helps mothers access essentials such as
nappies and formula.
4. Other local partnerships
Other local partnerships include..
Bromley, Lewisham & Greenwich Mind: we have partnered with their Mindful Mums
programme to help pregnant women and new mothers to look after themselves during
pregnancy and the first year after birth.
Home-start Greenwlch: we provlde servlces In some of their children's centers and postnatal
depression awareness trdlnin8 for staff and volunteers.
Greenwich Action for Voluntary Service {METRO GAVSI: whlch helps us to lden￿fy potentlal
funders and partners.
5. Good practice sharing and learning
We are a member of the Maternal Mental Health Alliance, a coalition of organisatlons worklng
together to improve the lives of women and families in the UK affected by maternal mental health
difficulties Ihtt
matern3lmenta1healthalliance.or
and of the British Association for Counsellin8
and Psychotherapy IBACPI. We are also part of the South London Perinatal Mental Health Network
and the local Maternity Voices group.
12

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
Financial review
We have worked hard to translfjon to a more 5UStainable funding model wlth a mix of income
stream5, and developed programme5 Wlth partners to broaden the specialist perinatal mental health
offer locallv.
Our funding is mainly made up of grants from charitable trusts and locally contracted services. Income
during the period, primarily from grants and contract5, totalled £426.294121-22.. £331,242). of which
£294,383121-22.' £231,978) was restricted. The increase in income was driven by the recognition in
income of grants totalling £97,455, for which we had entitlement to at the year-end, but which relate
to activities agreed with the relevant funders to be carried out in future years. Otherwise, our income
remained stable over this year, compared to last year.
We are the '80 to, service In Greenwich for PMH support, and this status supported us to secure an
asset transfer last year from a local charity that was winding up, CGCC, which accounts for the bulk
of our restricted reserves level. This funding supports local delivery, as it is restricted to the benefit
of Greenwich residents. Thi5 donation is covered by 3 grant agreement and is supporting local delivery
and development over three years from 202 1-24. These funds are supporting us to address unmet
need in Greenwich, as well as increase our sustainability. They will contribute to building Sustainable
core 5tafh.ng and infrostructure alongside extending our services to respond to demand, including
through the flexibility of adding stretch capacity via sessional roles to meet fluctuatin8 local demand
for our services.
We continue to successfully deliver commissioned perinatal services for the Royal Borou8h of
Greenwich and this service is currently funded to April 2026. We were successful in securing a
renewal of this fundin8 in Oecember 2022.
As with many small charities, one of our key ¢hallen8es is long-term financial sustainability. We have
made good progress here in drivin8 8rowth in donations and earned income, and we intend to
contr'nue building on this in future years. We continue to develop new income streams and we are
workin8 to diversify our funding mix and the range of partners we work with even further. Most of
our funding is restricted and this can make it difficult to address emer8in8 needs or innovate within
our work. We have made progress in developin8 paid-for services and there is untapped demand
here, but we currently lack the resources to market and develop this further, and this will be one of
the priorities for the planned new fundraising and business development fole, which was appointed
post year-end.
In 2023-24 we willcontinue our focus on increasing income from private and low-cost
counselling services and on the development of an enhanced training offer. with an initial focus on
corporates. We also aim to expand our work in partnership with organisations With similar aims, as
well as exploring digital delivery options to reach more mothers than ever before.
Total expenditure was £383,441 121-22: £360,529), of which £331,301 121-22: £296.1431 was
restricted. Unrestricted funds at the period end totalled £185,998121-22- £106,227) and restricted
funds were £212.186121-22.. £249,1041- The restricted fund balance is predominantly made up of the
13

MUMSAID MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
CGCC funds along with funding from the City Bridge Trust for which we had entitlement at the year-
end, but which relates to activities to be carried out in future years.
We aim to grow to meet demand and to secure a sustainable future for MumsAid. We expect our
costs to increase as we seek to appoint new roles to meet our tar8et stsffin8 Structure and develop
our unrestricted income approach.
MumsAid provides exceptional value for money. We have the equivalent of fewer than six full-time
staff but benelit from volunteer commitments and engagement on our steering groups from local
service users who help shape our work and focus. We can utilise volunteers to promote our work and
reach out to young mothers via the channels that work for them. We also benefit from some
volunteer admin support. We monitor our runnin8 Costs carefully and seek donatrons in kind where
possible to keep costs down; for example, we have secured free or discounted use of counselling
rooms and crèche facilities from many of our host partners, which would otherwise have a price of
thousands of pounds per year. We have low overhead costs and work flexibly to reduce fixed costs.
Reserves policy
The trustee5 have set a reserves policy that requires reserves to be maintained at a level that would
enable Murn5Aid's activib'es to confjnue during times of unforeseen diffi'culties. We hold reserves
to manage cashflow and enable investment in new services and ideas. We aim to hold a minimum of
three months, charitable expenditure as general reserves, approximately £104,208 based on the
agreed budget for the financial year to March 2024.
We currently have approximately 5.25 months, cover in unrestricted reserves, which meets our pollcy
target. The unrestricted reserves include £25,COO which we have reco8nised this year as we have
entitlement, but the income relates to activlties that are planned for the upcoming year. We have
budgeted to bulld our general reserves over the coming years to support the foundation5 for 8rowth,'
our busine55 Strategy for the next three years Is tar8etin8 substantial growth, and thus our underlying
reserves requirement to support sustainability will increase. We need to ensure our reserves grow
proportlonally to our expansion In activity and Income to ensure we can remain stable, especially
during such a time of economlc volatility as we expect over the next few years due to the impact
of the ongoing cost of living cri5i5, which is driving increased demand for our services. We expect Our
overall position in 2023-24 to be a deficit as we spend down an agreed portion of the CGCC restricted
fund and utilise the designated portion of our unrestricted reserves.
The desl8nated reserves cover some unfunded costs in the year to March 2024 as follows..
Unfunded portion ofdelivery costs for Young Mums Ald Apr-sep 23
Full delivery costs for Mighty Acorns Apr-sep 23
Full delivery costs for the Motherhood Group Apr-sep 23
IT & Tech Fund
Finance outsourced review
Fundraiser recruitment costs and one year post funding
£41,311
£6,OlXI
£4,250
£5,0(K)
£6,8(K)
£39,395
14

MUMSAIO MATERNAL MENTAL HEALTH SUPPPORT
TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023
Public benefit
As dlscussed further In Achievements im
ct and erfofmonce labovel, all our charitable actfvities
benefit the pvblic by their nature, because we directly support parents experiencing mental health
problems and emotional distress, and their babies, in London's Royal Borough of Greenwich and
elsewhere. We support OLtr service users 50 that they can manage their mentèl health effectively and
are thereby able to participate and contribute more fully in society, as opposed to being mar8inalised
and excluded.This also has associated benefits for their children, supporting improved
developmental outcomes over the long term. It also benefits the public through the improved
engagement of our service users with society, their enhanced ability to contribute as members of the
wider public, and in many tases their reduced reliance on statutory services.
Our seNices are widely available throughout Greenwich and the development of our online services
has further increased our reach. Our clients can self-refer or come to us through a variety of agencies.
Most of our services are free, and any contribution expected from clients is in line wlth their ability
to pay. Nobody is excluded from accessing OUT services on a financial basis.
We have referred to the guidance contained in the Charity Commission's general guidance on
public benefit when reviewing our aims and objectives and in planning our future activities.
Responsibility of trustees
Charity law requires US as trustees to prepare financial statements for each accountin8 year
which record the receipts and payments of the charity for the year. We are responsible for keeping
proper accounting records which disclose with reasonable accuracy at any time the financial position
of the charity and enable us to ensure that the financial statements comply with the Charities Act
2011. We also have a responsibility to safeguard the assets of the charity and to take reasonable steps
to prevent fraud or any other irregularities.
Approval
This report was approved by the trustees and signed on their behalf bv..
Name.. Jill Thompson, Chair
Date=
501.25
15

IPIOEPEIIDEIIT EXAIIINER'8 REPORT
TO ThE TRUSTEE8 OF
Ijm￿D WITERNAL MENYAL MEALTh SUPPORT
llh• CMrtty)
I r•F(rfl to Ihè on ry exarrrfmlkn ol ￿ •ccwts of ￿ abm Tnmn for
3 3110W3
R••pon•lbHttI•• 4n¢J of r•port
r•wlreThfit8 ollhè Chartb81 2011 (Tr A¢n
I repryi In re¥wa ol ry eN8rrtna1￿n ol th• Tntsl'• eanl•J rArt ¢xthr 145 c4 the 2011
Acl and In c4rTrlrg nry ax8nlno1kn. I hab* Ic4th¥*J 11 I1* •PF4k•t4e (%re¢Jcrn fvi ty the Chwty
I•¢¢￿ 145(SMikl A¢1.
The gr¢M •xc••J•J £250.1)X) l am 10 b
a quallw ol the of In ErqlaTrJ iTrJ w￿￿1.
¢4yTh¢vM valh ￿ exon￿￿11￿ glwa• c8uM lo th•1 In. •ty re•F•¢t'.
he recrrfd8 kapi In Ittyon 130 0lth• CharlUu*d crf
aCc￿jrrt1 ¢yJt In the charl￿ IAcc(th• aThJ Rep>ts} R¢gul•tyryry 2(X)6 IhAn
thai Ihè att￿rrtS • 'V￿ •rnl f•* VI￿ 11 rnt a mDtter ccrnhJ•t•J u part ol •n WthpOr￿f
•x•nknl
aiieniiM 01￿j be dra￿ In th1• rer*yt In lo the I¢¢￿￿ to t•
H••it*r Lknknp FCA Ilnifjlulo of Chrt•rnd In EryLgTrJ ¥bYW*••l
For aThJ b8hAlfol¢wknlo
7WYwd
Lrrthn
WC2A 2JR
18

MUMSAID MATERNAL MENTAL HEALTH SUPPORT
STATEMENT OF FINANCIAL ACTIVITIES
FOR THE YEAR ENDED 31 MARCH 2023
T¢)tsl
Funds
2023
Total
Fund¥
2022
Unrestricted
Fund$
Restricted
Funds
Note
INCOME ANO ENDOWMENTS FROM:
Oonabons
Charttable a¢tiwb'es
177.136
14,775
294.383
411.519
14.ns
312.492
18.750
Totsl Incomg Jnd •ndowm•nts
131.911
294.383
428.294
331,242
EXPENLNTURE ON..
Charita￿t actiwtres
Cost of raising funds
47.025
5.115
331.301
378,326
5,115
359,509
1.020
Totsl oxpondltur•
52,140
331,301
383,441
360,529
Not Sn¢om•ll•xp•ndltur•)
79.771
136.9181
42,853
(29.28n
Transf•rn b•tWogn lunds
14
79,771
{36,9181
42,853
{29.287)
othor rrt0gnl8￿ g*ln•lIlos8￿l.
Other 9ainslllossesl
Net movèmènt In funds
79.771
{36.9181
42.853
129,28n
R•conclliatlon of fvnd$:
Total fsjnds brought forward
1C6,227
249,104
355,331
384.618
Totsl funds carrbod forward
14
185.998
212,186
398.184
355.331
Thtr ststement of financjal actiwties indudes all g•in$ and1038¢8 rwnised in the y•ar.
Al inc¢m¢ and expenditure d8rive from continuing operation8.
Ths notes on pages 1>26 fom part ofthes& •c£ounts.
17

MUM8AID MATERIIAL MENTAL HEALTH 8UPPORT
BALANCE 8HEeT
AS AT 31 IIARCH 2023
Tot•1
Fundi
2023
Tot•1
Fund•
2022
Ufimtnc￿d
Fund•
R•Jlnd•d
Fundi
Nol•
FIXEO ASSETS
Tingible assets
392
392
617
392
392
617
CURRE14T ASSETS
O•blor•
C*Bh at b•nk •nd In h•nd
10
110,1X)s
83.191
110.005
294.985
18.313
211794
193,196
211,794
lo4.9￿)
358.741
CREDITORS.. Am•unts l•lllng
du• wlthln on• y••r
12
17,1981
(7.1981
14.tr2n
N•1 ¢uft•nt *•••l# I Ill•blllll••l
185998
211 794
397 792
354.714
Totsl •M•ts l••• curr•nt IlabllbO••
16S,998
212.186
398.184
355.331
CREDITORS.. Amounts l•lllng du•
•ft•t mor• th•n tsn• >••r
Pl•1 •u•l• I Ill•bllhl••l
165,998
212.186
398.184
355.331
TOTAL hieT A88eT8
18S998
355 331
FUNO 8ALANCE8
14
Unmthct•O Fu￿1
185998
185.998
185.998
106.227
RwtrKl•d Fund*
212.188
TOTAL FUNDS
Th• fin•nL*I •l•l¢rn•nts **r• •pprov¢d by th• Bo•rd ofTw•t•u 4nd ￿r¥ •yn•d on Il• b•h•M by..
Jill Thomp•on. Chair ol Tru
D•t•
Chanty numt•r
1179849
Th• not•• on pagu 1￿28 fom part ol Ihese #ccounll.
18

2011

l¥.f
271 •77
22010
JF•.i
12.1>)
Ib.F

MOVUIO YM¥4C¢IYJFI
iO.J86
1S•1
0.070
21•$
4¢.1
•.¢17
10.975
e07
.47
z.
3.37•
12.)•1
11.745
21 243

Z7ty)
Tth*
3% WthlOZ¥
At1WIXW
4t31 V*thXe3
AtJ1 klbTh>)YJ
At31
13.8T7
9.1L*
102
iioc*Js
.$74
012

U¥￿￿TtRI•L#￿TAL MEALTh •UPPORT
TE8 vo niEACWJItT8
314*.
2.1•))
11017111
Ilw
SI￿1
1t4J¥7
I52.1￿>
1O3.99è
2111
).?
12P.745
.1
7f
GLL
12.(O)Tr
19.42S
io.
104
IJ.04S1
J.•io
bG SÉNOfWIWty•Ltynmp#i
PBG
1¢
Ilbr
ttOS4 FW•l
21,J17
12201
212.1•8
3S8.JJi
lior
13.191
(7.18•>
iioo)>
211.791
(7,1
zizi

¥U4VXIIIAT¥W*IIEMT•LMULTh•upp¢ftr
OTEaTO ThEAt0￿1¥r8
J141A7.t2
71.
11*2V
71.
ILn.217
14.rf¢
Iio).x¢i
(7
213.rai
io.fm
(J Js01
21,3JF
210.101
JJi.w
.$211
117
IlJ1J
t•) ?4•.￿ W.42•
14,fm)
I￿217
2*101
,3)1

MOn¥TOTNt
ThE *AAC¥ J
3 7•At