The Windmill Trust '*b The Wlndmlll Trust ANNUAL REPORT & ACCOUNTS TO 31" DECEMBER 2024 THE WINDMILL TRUST TRUSTEES, REPORT FOR THE YEAR ENDED 31 DECEMBER 2024 The trustees present their annual report and financial statements for the year ended 31 December 2024. The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the trust's governing document, the Charities Act 2011 and 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021" (effective 1 January 2019). Objactivgs and activitigs Public Benefit The trustees have paid due regard to guidance issued by the Charity Commission in deciding what activities the trust should undertake. Financial review Structure, governance and management The trustees who served during the year and up to the date of signature of the financial statements were; Mrs L Ritchie Mr Garry Elliott Mr Paul Ulett Ms Katherine Haigh Mrs Sarah Parkhouse Ms Helen Whittaker Ms T Cheesbrough M5 D B Bishop Mr A Reynolds (Resigned 3 July 2025} (Resigned 1 May 20241 (Resigned 1 September 20241 (Resigned 24 April 20241 (Resigned 24 April 20241 (Appointed 3 December 20241 (Appointed 17 July 2024) (Appointed 3 July 2025} Tho trusto9s' report was approved by the Board of Trustees. Mrs L Ritchie Trustee Date: ! Oth September 2025 Contents Introduction - A Note from Our Chair Statement of Public Benefit Vision and Strategic Aims Recruitment and Appointment of Trustees Evidence of Need Our Services Impact and Evaluation 10-15 Feedback 16-18 Our Team 19-21 Fundraising 22-23 Looking Ahead 24 Partners and Supporters 25-26 Financial Performance 27 Legal and Administrative Information 28 Financial Statements 29-43 Contents Independent Examiner's Report Statement of Financial Activities Statement of Financial Position Notes to the Financial Statements 29 30 31 32 33-43 Get Involved! 44 Introduction A Note From our Chair As a small, fledging Charity, l am always in awe of the tremendous effort and commitment shown by all the staff and trustees of The Windmill Trust. The cost-of-living crisis and decrease in available funding streams has not diminished the enthusiasm and tenacity of our small charity who work tirelessly to provide a much-needed service to those in the North and West Coast of Cumbria. Over the last year our Service has increased capacity to offer more children and families access to our creative therapy service both on an individual and group basis. We have now offered provision to over 50 children and young people, taking on new sessional therapists to undertake this work. In addition to managing the charity and providing therapy our CEO Pip Chapman has delivered a very well received training programme in several local schools and at our premises in Workington. None of this could be achieved without the Herculin efforts of our Charity Manager who manages to adapt and develop at great speed, the strings to her bow ever increasing. Our service is made possible by our committed Trustee Board. 2024 saw three original trustee's leave as their time with us came to an end and we thank them for their selfless contribution to the establishment and growth of our service. We have now welcomed two new trustees who bring a wealth of experience in the education and charity sector. We look forward to the next year of continued growth whilst maintaining a high-quality Creative Therapy Service. I would like to take this opportunity to thank all The Team and Trustees at The Windmill Trust and to all of those who have and continue to support us and without whom we could not continue. Best wishes Lesley Ritehie Chair of Trustees Statement of Public Benefit In 2024, our services continued to provide essential support to children, young people and families who might otherwise lack access to help. We expanded our impact across Cumbria by establishing a new base in Workington and welcoming additional sessional Art Therapists to our team. This growth enabled us to increase our capacity by 150Yo compared to 2023. By strengthening partnerships with schools, family services and care agencies, we ensured a collaborative and holistic approach to addressing the needs of those living with trauma and adversity, further enhancing the effectiveness of our work across the region. Benefit to Children and Young People This year, we provided essential support to 50 children and young people through one-to-one and group therapy sessions. Our trauma-sensitive approach, grounded in art, play and drama empowers children to process and express complex emotions and experiences in a safe, supportive environment. We also expanded our small group therapy, introducing sessions tailored specifically for secondary school pupils alongside our ongoing work with primary school groups. These targeted interventions have helped children and young people build resilience, confidence and emotional well-being at critical stages of their development. "I f..1 ,.f J able lo éalk ab,,I ea ems. yy CHILD 1.1 THERAPY Benefit to Parents and Carers In 2024, we continued to provide vital support to parents and carers including face-to-face meetings and, where required. separate therapy sessions adapted to their individual needs. These sessions help parents and carers better understand and respond to their children's complex emotions and behaviours, often arising from trauma or Adverse Childhood Experiences IACES). Benef it to the Wider Family and Community The ripple effects of our work are clear. This year, teachers and parents reported improvements in children's ability to regulate their emotions and build positive relationships. These changes reduce strain on families and classrooms, contributing to healthier and happier communities. "Tke W J.,11 Trusl Aas reAII Ael eJ rn yy son wi is anxiel e Sessio￿S. PARENT/CARER yy an d confidence. He loves a en Benef it to Schools and Referral Partners In 2024, we provided training for educators and school staff, equipping them to better support children affected by trauma. our collaboration with local organisations continues to grow and we are exploring new funding opportunities to expand multi-agency initiatives. As demand for our services continues to grow, our goal for 2025 is to maintain our team of skilled therapists, ensuring we can continue to offer consistent, specialist support to children and families who need us most. Alongside this, we aim to develop ways of becoming more sustainable with a range of income sources. Case Study: Dani's Story (Anonymisedl Dani, aged 15, was referred for group therapy by her school due to difficulties making friends and gigns of low self-esteem, including self-harming behaviours such as pulling out her hair and eyelashe5. She had traits consistent with autism and ADHD, though no formal diagnosis, and often struggled with change, eye contact and social norms. Her parents described early life stress, but a loving and stable home. Through character creation. storytelling and shared games, she began to feel valued and connected, eventually initiating positive interartions and showing stronger Social awa￿nesS. A turning point came when the group embraced her idea during a collaborative task, allowing her to lead in a meaningful way. While group therapy helped Dani make social gains, outcorne measures showed ongoing distress, prompting a further set of one-to- one sessions. The aim of group therapy was to help Dani develop her sense of Self and confidence through creative collaboration and positive peer interactions. ThÈs¢ individual sessions supported deeper emotional processing, provided tailored insight into her neurodivergent needs and informed school and family planning. Dani now reports feeling more confident, understood and regulated. Over 12 sessions, Dani engaged in structured, sensory-informed activities led by two highly experienced therapists. Although she initially withdrew or attempted to Control the group due to anxiety, Dani gradually found comfort in the routine and creative expression. Vision and Strategic Aims Our vision is a future where, regardless of economic background, children and young people have access to researched, effective therapeutic interventions to alleviate distress and ward against long term mental health issues. We work directly with infants, children. teenagers. young people, parents and carers. We aim to provide therapeutic support to those at risk of suffering long term effects who are least likely to have access to therapeutic professionals. Our Charitable Objectives To promote and protect the mental health and wellbeing of children and young people, including through the provision of therapeutic services. To advance the education of professionals, parents and carers through specialist training and information sharing, helping them to support children more effectively. Between April 2023 and March 2026, our strategic aims are to: Provide creative therapeutic interventions to at least 100 children/young people in Cumbria. Benefit at least 20 families through direct family support and parent therapy. Reach an estimated 400 family members/carers indirectly through our work. Improve wellbeing across whole classrooms by supporting individual children who may otherwise be distressed or disruptive. Offer therapy that is responsive to each child's unique needs, ending when the child is ready, not when a set number of sessions has been reached. Secure the funding needed to sustain this work through a diverse income portfolio. Contribute to research on the impact of creative therapies, helping to improve policy and service access nationally. Grow in a sustainable. values-led way. without compromising the quality or depth of our work. Develop a strong infrastructure, across IT, finance, HR, admin, and compliance, to support our mission effectively. Recruitment and Appointment of Trustees We currently have four trustees who bring extensive experience in the areas of developmental trauma and therapy, fundraising, finance, law, education and health. In 2024, three of our original trustees completed their three-year tenure and stepped down. We are grateful for their dedication and the valuable contributions they made to The Windmill Trust during their time on the Board. To strengthen our governance and broaden our expertise, we successfully recruited new trustees this year, who bring significant experience in education and fundraising. Their skills and fresh perspectives have already begun to enhance the strategic direction of the charity. As a charity, it is our ethos that all trustees undergo DBS checks and participate in basic safeguarding training. Our trustees meet four times a year, both face-to-face and online, with the finance sub-committee convening quarterly to examine our accounts. Each year, we host a Strategy Day, bringing together trustees and staff for in-depth discussions on the charity's progress and key areas for development. This ensures a clear direction for the team and helps shape future trustee meetings and initiatives. In February 2024, we successfully held a Strategy Day, focusing on income generation, fundraising, impact measurement and financial matters. Trustees are also actively involved in other regular groups and meetings, supporting the stsff team and contributing to strategic thinking. New trustees are recruited in line with The Windmill Trust's Trustee Recruitment Policy. receiving an induction and key documents to help them fulfil their roles effectively, A yearly skills analysis ensures the Board maintains a suitable range of expertise to support the charity's needs. Where gaps are identified, we seek to address them through targeted trustee recruitment, In January 2025, we will launch a new recruitment campaign for two additional trustees, seeking individuals with skills in business, finance, ne￿orkIng and fundraising to further strengthen our Board. The Board remains committed to adhering to the principles of the Charity Governance Code for Smaller Charities. This is an ongoing process, and we continue to work towards fulfilling all aspects of the Code. Strategy Day 2024 Il'$ ke47rlk k,.9 - Ik rea e anxie r47uma, a over I, f I b ami reLI k,1, ilkess and .dd' lio Ic ékal ,k,Idren oflen kave lo Garr Ikeir skouuers +hal - 10 give IOCAI yOL4ng P F eo le j.dgemeMéal, hng-lerm ex Is PF,,+ - k kek Ihem b. AAppier, survive Ikrive &spi+e wkal Ike ve been Ihro(4gh. Im roud h be m bi+ +0 kep k a TAÉ W Jmill Trusl kL3S keen se+ . éo & somelk 9 In er suc .dful, needed ck 'éy Il's good lo know ékal, alongsi& a diversé learn of dker ari assionale vol legr$ L4n d s+Af uje are reall slAré' g éo make 64 di flerence loct411 TRUSTEE Evidence of Need Children's Mental Health in Cumbria Mentsl health challenges among children and young people have reached critical levels, both nationally and locally. In Cumbria, demand for services has surged. with referrals to Child and Adolescent Mental Health Services (CAMHSI rising by over 5010 in the past three years[11. This trend mirrors national data, where 1 in 5 young people aged 8 to 25 have a probable mental health condition, underscoring the growing crisis121. Children and young people in Cumbria's more deprived areas face disproportionately high mental health challenges, exacerbated by long waiting lists for diagnostic assessments and treatment111. The impact of untreated conditions, such as anxiety, depression, and dissociation, can be profound, often linked to childhood trauma, adversity and insecure attachment. Financial strain further compounds these difficulties, with 26.8% of children aged 8 to 16 with a probable mental disorder having a parent unable to afford extracurricular activities 111. This highlights the urgent need for accessible, community-based mental health support to ensure families receive appropriate care. Despite growing need, access to services remains limited. In 2022-23: 500 949,200 Only 32% hildron have a probable mtrntal hèalth condition ise in CAMHS rrals in Cumbrii in 3 ￿ar$ ¢hildrgn referred to CYPMHS irt 2022-23 r•Eeived tr•atment Behind these figures are children in crisis, families under pressure and schools stretched beyond capacity. The Need for Trauma-lnformed Care There is an increasing need for trauma-informed approaches, particularly for children affected by multiple Adverse Childhood Experiences IACEs}. Traditional diagnostic-based models often fail to address the deeper roots of mental health struggles; many of which stem from early-life trauma111. At The Windmill Trust, we believe that timely, trauma-informed support is essential. Many of the children we work with have experienced adversity, loss, or disrupted attachments. Traditional clinical models often don't reach these children, or arrive too late. Our creative, relationship-based therapies provide a vital alternative, helping children feel safe. understood and empowered to heal. We meet children where they are, offering early intervention that works. Our services reduce •- distress. support school engagement, and build long-term emotional resilience, especially for those least likely to access traditional support. 111 111 Cumberland Council120241 Cumberland Public Health Annual Report 2023-2024. Available at.. https'.l/www.cumberland.gov.uk/publicationslcumberland-public-health-annual-report-20234 (Accessed.. April 20251 121 NHS Digital.120231. Mental health of children and young people in England, 2023. Retrieved from https-l/digital.nhs.ukldata- and-information/publications/stati5ticallmental-health-of