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**Listening to real experiences, creating real impact.** Mind Annual report and accounts 2022/23
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Mind Trustees’ annual report 2022/23
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**Every achievement in this annual report began with one thing. Listening.**
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**Mind Trustees’ annual report 2022/23**
Listening to the experiences of people whose mental health is most at risk. Young people. People from racialised communities. People in poverty.
Listening to local Mind staff who see the biggest issues in their communities. To volunteers and customers in our shops. To callers to our helplines. To our partners, supporters and funders. To everyone who’s ready to fight for mental health.
Again and again in this report, you can read about change we created with people who know what it’s like to live with a mental health problem.
The pandemic and the cost of living crisis have left so many of us struggling. Our mental health system is denying too many people the support they need. And the only way to understand and tackle the biggest issues is to listen to the people most affected.
By listening to real experiences, we create real impact. This is the story of exactly what that meant in 2022/23.
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**Mind** Trustees’ annual report 2022/23
## **Contents**
## **Trustees’ annual report**
**08** Welcome from Sarah Hughes, our CEO
- **09** Welcome from Stevie Spring, our chairman
## **Strategic report**
- **10** 2022/23 in numbers
- **12** We connect minds
- **16** We support minds
- **20** We change minds
- **24** Together, we are Mind
- **28** Becoming a truly anti-racist organisation
- **32** Supporting people in poverty
- **36** Supporting young people
- **40** How we raise our funds
- **43** How we spend our money
- **45** Looking ahead
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**Mind** Trustees’ annual report 2022/23
- **46** Environment, social responsibility and governance
- **52** Our people
- **54** Risk management
- **57** Fundraising strategies and approaches
- **60** Financial review
- **64** Statement of trustees’ responsibilities
## **Accounts**
- **66** Independent auditor’s report
- **69** Statement of financial activities
- **71** Balance sheets
- **73** Cash flow statement
- **75** Notes to the accounts
## **Thank you for making our work possible**
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**Mind Trustees’ annual report 2022/23**
**We’re Mind. We’re here to fight for mental health. For support. For respect. For you.**
**34,628 campaigners**
**2,823 Mind members**
**16 local Minds in Wales**
**512 paid staff in shops 542 full time equivalent Mind staff**
**89 local Minds in England 2,245 shop volunteers 162,831 supporters**
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Mind Trustees’ annual report 2022/23
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**Mind Trustees’ annual report 2022/23**
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## **Welcome from Sarah Hughes**
I began as Mind chief executive with only a few months left of this review period, but it’s already been one of the most extraordinary times of my life.
Mind isn’t new to me. I actually trained as a social worker and started my career at Mind in Haringey 30 years ago. It’s a massive privilege – thrilling, exciting and a huge challenge – to be back in the Mind federation at this critical time for mental health.
We have to be at the absolute top of our game to respond to the needs of people across England and Wales right now. Far too many people are still unable to get the support they need. Far too many people are struggling with their mental health because of inequality and social injustice. But, as you can read throughout this report, we have a bold and ambitious strategy to create the change that’s urgently needed. And we have a truly incredible
community of people across England and Wales doing everything they can to help us deliver.
Of course, I have to say a huge thank you to my predecessor, Paul Farmer, who was CEO for much of the period covered here. It’s my role to build on the years of progress that Paul helped to create. We’re already refining our strategy and making sure that the people we exist to support are genuinely at the front and centre of everything we do. That’s a key theme of this report, and our unstoppable federation will keep fighting every day to make sure the people whose mental health is most at risk are listened to, supported and able to shape every decision that affects their lives.
**Sarah Hughes, CEO**
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**Mind** Trustees’ annual report 2022/23
## **Welcome from Stevie Spring**
In what has inevitably been a year of transition, it’s a tribute to the whole Mind federation that there is so much progress to describe in this report.
It’s wide-ranging progress too. Mind being the only mental health charity selected as a Core Participant in the Covid-19 inquiry. Our helpline advisors supporting more people than ever through the cost of living crisis. New support co-created with students struggling with mental health problems and with young people who have experienced trauma, including young Black people who have experienced racial trauma. Throughout 2022/23, we stood alongside those disproportionately affected by mental health problems. They guided our work. They fuelled our progress.
There are so many people who have played a vital role in this progress. I can’t miss this chance to thank Paul Farmer for his 16 years as CEO. Or to thank Sophie Corlett, our formidable former director of external relations, who retired last year.
And we were delighted to welcome Sarah
Hughes back to Mind after her successful application to succeed Paul, against a very high calibre field. In Sarah we have a visionary and collaborative leader who has spent her whole career fighting for social justice in mental health. She is already bringing to Mind a relentless focus on creating impact where it is needed most and I’m excited to be working alongside her.
I also want to thank all of Mind’s trustees and committee members for their invaluable support in this busy and challenging year. And I would like to thank the endlessly determined Mind community, too. All the members, supporters, colleagues, shop volunteers, campaigners, event participants and fundraisers who make Mind who we are. We simply couldn’t do what we do without you.
Stevie Spring, Chairman
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**Mind Trustees’ annual report 2022/23**
## **2022/23 in numbers**
We responded to 130,973 queries to our support and information helplines.
Our work was mentioned over 9,000 times in the media.
Our mental health information was accessed 23.3 million times.
We sent out 1.1 million copies of our printed mental health information.
3 million people had a conversation about mental health as a result of Time to Talk Day.
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**Mind Trustees’ annual report 2022/23**
## 1.3m
employees were supported through our workplace wellbeing programmes.
17,100 people signed up to Side by Side, our online peer support community.
We created 38,945 opportunities for people to share their lived experience.
34,628 people campaigned with us to improve services and push for justice.
Local Minds supported almost 470,000 people.
We sold over 2.8 million items in our shops.
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**Mind Trustees’ annual report 2022/23**
## We connect minds
No one can take on the mental health crisis alone. That’s why we connect people and organisations to fight for mental health together. Our impact grows when we work in partnership. And more people are able to connect with each other, share experiences and feel the power of knowing they're not alone.
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## Making space to talk
Bigger than Beyoncé. That’s how big Time To Talk Day 2023 was. 3 million people made space in their day to talk about mental health. And it helped make #TimeToTalkDay the number 1 hashtag on Twitter – above Beyoncé.
Time To Talk Day is the UK’s biggest mental health conversation. Held every February, it’s run by Mind and Rethink Mental Illness in partnership with Co-op. It connects friends, families, communities and workplaces, bringing people together to talk and support each other.
## “Talking can be scary, but it’s vital. That’s why I am so proud to support the nation’s conversation about mental health.”Mind’s president, Stephen Fry
We published new research on Time To Talk Day 2023. It showed almost 20 million UK adults never speak about mental health. That’s why Time To Talk Day is needed. Spokespeople from Mind, Rethink and Co-op did over 40 TV and radio interviews on the day, explaining how talking can help. And our media coverage had a total reach of over 111 million.
Time To Talk Day even made it to the House of Commons. Rachel Hopkins MP encouraged MPs to make space to talk about mental health as she asked a question about improving mental health services. When we talk, it creates progress.
## Connecting through stories
We all experience and talk about mental health differently. But we aren’t always listened to. And we aren’t always represented. Our first ever brand awareness campaign set out to change that.
A lot of people had told us they weren’t seeing their voices and experiences represented in communications about mental health. Especially young people, people in poverty and people from racialised communities. So our new campaign was built on their stories.
In May 2022, we paired up spoken word artists and people who have lived experience of mental health problems. Together they created stories for our adverts that reflected how people really talk about mental health. By sharing real experiences in the news, on national TV, on radio, online and on billboards in 2022/23, we reached millions of people with a simple message: ‘If this speaks to you, speak to us.’ The campaign continued in October as part of World Mental Health Day. And in February 2023 we created new adverts, showing what people had been telling us about the effect of the cost of living crisis – again in their own words. The campaign was bilingual, with Welsh-speaker Gethin among those who shared their story.
Having a clear focus worked. We connected with audiences we hadn’t connected with before, and helped more people find out that we’re always here.
## Also in 2022/23:
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Our Peerfest event celebrated the
importance, power and diversity of
community-led groups who come
together for peer support. You can find
out more about one group over the page.
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**Mind Trustees’ annual report 2022/23**
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**Mind** Trustees’ annual report 2022/23
## **Shelina’s story**
In 2022 we published Jigsaw 2. It’s a research report exploring how community-led groups – led by and for people from marginalised groups –are supporting people’s wellbeing. Shelina is one of the founders of Hidayah, a volunteer-led group for queer Muslims, and shared her experiences with our peer researchers during the Jigsaw 2 study.
“Mind reached out to me looking to showcase the work community-led groups are doing, and to explore what challenges we face in setting up organisations like Hidayah and providing support. I wanted to take part because it was an opportunity to really highlight the difficulties we face.
Larger charities often don’t understand how grassroots groups struggle with things like attracting funding because we’re run by volunteers. I’ve got a day job, so all of my work with Hidayah happens either early in the morning or after 6pm. That can make it really difficult to apply for funding if deadlines for applications are tight. Larger organisations need to be more aware and supportive of that.
I absolutely felt heard and listened to. Often organisations will say, ‘Oh, we should do more together’, then you never hear from them again. But Mind called back. After my interview, Mind arranged a panel discussion so its staff could hear my experiences and see what they need to take into consideration to really support grassroots groups. And Mind also gave us some funding to carry out research into the impact of Islamophobia in the queer community. That research wouldn’t have been possible without funding from Mind.”
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**Mind Trustees’ annual report 2022/23**
## We support minds
Every year we help hundreds of thousands of people get the best possible support for their mental health. Our online and printed information makes sense of mental health, and it’s always based on real experiences. Our helplines support people to find answers, options and hope. And, working with local Minds and partners in communities, we deliver face-to-face support that meets the most urgent problems people face today.
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## Launching Money and Me
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Our new Money and Me service was led at every stage by people with experience of mental health problems and financial worries. Our research had found a real lack of support for people in that situation. So, in 2022/23, 4 local Minds worked with a service designer in their community to run interviews and workshops. They wanted to find and develop the support that would be most useful.
Money and Me was the result. It gives people free, confidential, 1:1 support. During 8 sessions with a mental health navigator, people look at their relationship with money, set goals, connect with local organisations that offer financial support and find ways to manage their money and mental health. 242 people got support through Money and Me in 2022/23. 97% said they would recommend the service to a friend.
“Having that person to help me navigate how I should approach the situation helped me when I was at my lowest point.” Money and Me service user
The approach was refined throughout the year, based on people’s feedback. New resources were created to represent diverse communities. By listening and working together, we’ll make sure more people always get the right support.
## Also in 2022/23:
Our national partner, Dunelm, became the 2,500th organisation to sign up to the Mental Health at Work Commitment, which is curated by Mind. Those 2,500 businesses have made the wellbeing of 4.8 million employees a priority.
## Fighting for crisis support
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The Mental Health Act should lead to crisis support that respects our rights and our dignity. But the existing act is out of date and failing those of us in crisis when we need support the most. So when the government published a draft of a new mental health bill in June 2022, we made sure people’s experiences were heard.
In August, ministers asked for evidence related to the new bill. We joined with campaigning group Race on the Agenda to respond. Together, we called for more to be done in the bill to promote race equity and support children and young people’s rights.
Sophie Corlett, our director of external relations, spoke at a meeting of the parliamentary committee managing the bill. She explained why those of us with mental health problems need more power and choice over our care. And we set up a lived experience advisory group. Members shaped our arguments and made their case directly to MPs.
There’s no doubt we were heard. The committee published recommendations in January 2023 that included many of the changes we fought for. There was a big focus on race equity and young people’s rights. The committee also recommended banning Community Treatment Orders, which are 11 times more likely to be used on Black people. Now we’re waiting to make sure the government accepts the recommendations and creates the Mental Health Act we all deserve.
## We owe a huge thank you to...
**Dunelm, PepsiCo Foundation and Sport England for generously supporting our work to support minds in 2022/23.**
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**Mind** Trustees’ annual report 2022/23
## **George’s story**
The mental health benefits of getting active are well known. But what about the risks? In 2022, Sport England awarded £1.9m funding to Mind for 2022-27 to help the sport and physical activity sector do more to support mental health. As part of our work, we’re looking at potential problems related to exercise. George used his experiences to help us make new resources and a film that are already having an impact.
“I was part of a group with Mind, looking at what healthy relationships with exercise involve. I’d had negative experiences that evolved around muscularity, and these were linked to eating disorder behaviours. But I struggled for a long time to get help because even in the clinical realm there is still so little understanding that exercise can be a problem.
We collaborated as a group to produce resources for the public and for professionals in the physical activity sector, explaining the issues. And 3 of us made a film with Mind, speaking alongside a physical activity psychologist. The whole time, I could tell Mind prioritised lived experience. That was always genuine, and I actually got emotional during our group sessions because it was the first time I’d ever seen a major organisation talking about these issues. I feel unbelievably lucky to have been involved.
I’m doing a PhD on muscularity and eating disorders, and several people at eating disorder services have told me they’ve already used the resources. One group watched our film and had a discussion about it. It’s amazing to see impact like that so quickly.”
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**Mind Trustees’ annual report 2022/23**
## We change minds
Together with nearly 35,000 unstoppable campaigners, we speak out and take action against injustice – and it works. We’re known for our boldness. For doing whatever it takes to fight for better services. For making sure people’s voices are heard – especially those of us who are often ignored. By putting real experiences at the heart of our campaigning and lobbying, we make real change happen.
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## Joining the Covid inquiry
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In March 2023, Mind was given Core Participant status in the UK’s Covid-19 inquiry. We were the only mental health organisation selected, and we’ll be working with partners across our sector to make sure all the key issues are heard. As a Core Participant, we can submit evidence, call witnesses and help steer the inquiry.
Ever since the start of the pandemic, we’ve made sure those of us with mental health problems have been heard by people in power. In 2021, we published research based on input from 12,000 people across England and Wales. It led Baroness Hallett – who’s chairing the inquiry – to mention our ‘depth of knowledge’ and ‘understanding of a range of issues related to mental health’.
## Around a third of adults and young people say their mental health has got much worse since March 2020.*
Being a Core Participant will mean we can make sure a genuinely diverse range of stories are heard and listened to. Many of us are still dealing with the massive mental health fallout of Covid-19. We’ll make sure decision makers are held to account and lessons are learned that support all of our mental health in the future.
## Stopping conversion ‘therapy’
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LGBTIQ+ people do not need to be ‘cured’. But conversion ‘therapy’ aims to do just that – by changing or suppressing a person’s sexual orientation or gender identity.
We know conversion ‘therapy’ can do huge damage to mental health. People have told us how it led to suicidal thoughts, self-harm and feelings of guilt, shame and self-hatred. So when the government launched a consultation – in 2021 – on whether to end conversion practices, we made our position clear.
We published a report and shared experiences from LGBTIQ+ people and from local Mind staff. It showed why conversion practices must be banned. And when reports in 2022 suggested ministers were first thinking about scrapping a potential ban, and then about ditching measures to protect trans people, we made public statements explaining our anger and disappointment.
So there was reason to celebrate in early 2023 when the government announced it was going ahead with the fully inclusive ban on conversion ‘therapies’ we had campaigned for. But there is still work to do. For example, the government needs to close a loophole that allows the ‘therapy’ to carry on in religious settings. But the decision showed how we can change minds and lives by making sure real experiences are heard.
## Also in 2022/23:
We won an on-air apology from TalkTV after the channel made completely false claims about our work with refugees. And we then made it clear how proud we are of our work with refugees and asylum seekers, who often face appalling trauma.
*Mind (2021) Coronavirus: the consequences for mental health. London: Mind. Available at: Mind.org.uk
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## **Leah’s story**
The media plays a huge role in changing minds and shaping attitudes. That’s why our Media Advisory Service supports the makers of many of the UK’s biggest soaps and dramas to show mental health sensitively and accurately. In 2022/23, Leah from the team focused on people’s lived experiences as we published our first ever media guidelines.
“It’s never been more important to create authentic and accurate storylines and characters that focus on mental health. This is alongside a changing media landscape and growing pressure on the media industry to do better when supporting both staff working behind the scenes and contributors who share their lives and stories.
Working with teams across Mind and partners such as ITV, we spent 6 months researching and speaking to our media volunteers about their own lived experiences, to create, design and publish Mind’s first guidelines focusing on depicting mental health on screen. They cover issues like avoiding myths and stereotypes, accurately showing people in mental health crisis, keeping symptoms consistent and portraying the road to recovery.
It’s clear though that there’s still a long way to go. Many of Mind’s supporters tell us they avoid watching TV because of how damaging previous mental health portrayals have been to them. The hope for these guidelines is they withstand changes in technology and society, and encourage those depicting mental health to continue to create drama with humility and authenticity. So rather than feeling isolated by what we consume, we are empowered by it.”
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**Mind Trustees’ annual report 2022/23**
## Together, we are Mind
Being a federation makes us more powerful. Together, our national charity Mind, our network of local Minds and our shops combine to reach more people in more places and deliver more impact. But we know we can always improve. We can become more inclusive and more diverse. We can work better together. Achieve these things and we’ll become an even more powerful force for change.
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**Mind** Trustees’ annual report 2022/23
## Growing our shop network
Mind’s shops are about more than preloved clothes, shoes and books. They’re a welcoming place to find out and talk about mental health. To learn about local support. To connect with people who understand. They also had a recordbreaking, award-winning year in 2022/23. And they helped bring the Mind federation even closer together.
In total, our shops raised £6.5m last year. Every penny helps to boost the fight for mental health. We opened 10 more shops, creating new links with communities. And one, in Dinnington, was opened in partnership with Barnsley and Rotherham Mind. Rachel Siddall, CEO of Rotherham & Barnsley Mind, said:
“The partnership has already benefitted our communities locally and we look forward to a prosperous and successful future, raising awareness of and access to local mental health interventions, alongside a quality retail provision.”
Our shops started to look different too. We worked with a design agency to take our new brand style and apply it in our shops. As this new visual identity is rolled out across England and Wales, it will help Mind’s shops stand out more than ever.
## Connecting through digital
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Launched in 2022/23, Digital in Mind is our new and ambitious project to use technology more effectively. We know digital can help us improve the support and information we offer, get closer to supporters, fundraise in new ways and make sure we’re ready for the future. Digital in Mind is helping all of that happen.
It has a lot of different parts. It’s already helping us improve our website, and the total number of online sessions increased from 25 million to 29 million in 2022/23. We’re exploring how we can use digital to improve the support we offer, including through a new self-help platform. And we tested new ways to encourage donations online. This led to a 15% increase in the number of people who gave after visiting the donate section of the site.
Digital in Mind is also helping the whole federation connect and grow. We set up our new intranet, Connecting Minds, in 2022. It makes it easier than ever for local Minds to stay in touch and collaborate. Our new learning platform is helping local Mind staff and volunteers across England and Wales get consistent training and build new skills. And our new website template means all local Minds can cheaply and easily build on-brand, accessible websites. In all of these ways and more, Digital in Mind is building people’s confidence and helping our reach and impact grow.
And one shop that’s already turning heads is our new Carnaby store. The only charity shop in Soho, it’s a treasure trove of designer and vintage clothes. It gained loads of media coverage and even won Best New Store at the Retail Week Awards – the first ever charity shop to be recognised at the awards.
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**Mind Trustees’ annual report 2022/23**
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## **James and Masira’s stories**
We launched Design for Equality in 2022. It brings Mind and local Minds together to answer one question. How can Mind, federation-wide, build stronger relationships with under-represented communities? Key elements include learning conversations and watch parties, which are social, very interactive workshops. It’s already resulted in a new Living Library, which is full of cocreated resources and information about equity. Here’s what the project has meant to James Reece from Leeds Mind and Masira Hans from Mind in Bradford.
“The Living Library is absolutely dazzling in the range of topics it features – anything from service design to working with refugees to talking about disability equality. Whenever you’re considering something new now, I think it’s amazing that there’s a whole conversation you can tune into and consider before doing anything. I hope it encourages us all to reflect more before we act.
Throughout this journey it’s been a partnership, which is so empowering. I also think it’s been key to Design for Equality’s success, because we really need to take stock of everything that’s happening up and down the country.” James
“Design for Equality is such a welcoming space as we often have very deep and meaningful conversations regarding equality, diversity and inclusion matters that are pertinent to the group. Everyone’s voices and perspectives are heard, respectfully challenged and embedded into our own workstream. The group has, for me, become a space ” Masira of allyship in fighting for social justice.
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**Mind Trustees’ annual report 2022/23**
## **Targeting our priorities**
## Becoming a truly anti-racist organisation
Systemic racism damages mental health and stops people getting the support and treatment they need. This has to change. At Mind, we’ve challenged ourselves to constantly be better and do better. We stand in solidarity with all people of colour and put the fight against racial injustice at the heart of everything we do.
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## Tackling racial trauma
Sony recently donated £144,000 from its Social Justice Fund to Mind. We used this generous gift to co-design support for young people with experiences of racial trauma.
Young people from racialised communities shaped the whole project. A group of 21 to 24 year olds worked with us for 6 months, leading peer research in their communities. To help us do this, we partnered with Partisan, a Black-led community interest company best known for its work on the borders of traditional mental health services, creating alternative help systems that centre marginalised and racialised communities. Hannah Alghali, clinical lead at Partisan, told us:
“There is very little discussion of racial trauma in mental health training, and even fewer services set up with the needs of those who have experienced racial trauma at their core. The opportunity to develop such a service, with young people who experience the brunt of the traumatic impact of racialisation, felt like a really powerful and important opportunity.”
The young people designed a programme of support they called Sound of Mind. It’s based on therapeutic creative workshops and events and activities in communities, all led by young people. And it’s designed to create a safe space where young people can feel free, express joy and sadness, develop new skills and improve their wellbeing. We’re now getting ready to pilot this approach in communities.
## Also in 2022/23:
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Mind Cymru was given a silver award
as part of Diverse Cymru’s Black,
Asian and Minority Ethnic Cultural
Competence Certification Scheme.
The scheme helps workplaces develop
fairer and more equitable services.
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## Shaping our future now
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To fulfil our commitment to become truly antiracist, we know we need to transform as an organisation. We need to build a genuinely inclusive, diverse organisational culture with racial equity embedded in everything we do. In February, we recruited a new director of people, equity and organisational change to drive this work forward.
Our focus since then has been on reviewing how our strategy, structure and culture all need to evolve. It’s a big piece of work, and decisions about updating our strategy, restructuring, and updating our values and behaviours will take place towards the end of 2023.
Also during this period, we kept working towards our ambition of people from diverse racial and ethnic backgrounds making up 30% of our workforce by 2025. Initial data in 2022/23 showed that 33% of new starters identified as people of colour. This is a big step forward, but we know we still have a long way to go to become actively anti-racist in everything we do.
## We owe a huge thank you to...
**the Sony Social Justice Fund for generously supporting our work to become a truly anti-racist organisation in 2022/23.**
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## **Jessica’s story**
In 2022, we recruited 16 young Black and Brown people to join and develop the OUR Mind group. It was created to make sure our race equity work is always shaped by young people. Jess Akuoko explains what being involved has meant to her.
“My motivation to join OUR Mind stemmed from my passion to address the often-overlooked struggles faced by young people of colour, particularly pertaining to race. As one of the few BAME students in my university, I have personally experienced the isolation and negative impact on mental health that comes from being under-represented in a predominantly white student body. This is why it is important spaces like OUR Mind exist, focused on increasing support and resources.
As a young person representing OUR Mind, I had the privilege of attending a Race Equity & Mental Health Partnership Lab, where I collaborated with individuals from various organisations to develop strategies that foster equitable partnerships. It was a remarkable opportunity to meet and hear from likeminded individuals to share our experiences.
Currently, I am involved in co-facilitating OUR Mind sessions, which aim to identify gaps in Mind's antiracism work and empower young people to introduce new perspectives and innovative strategic changes. Through these sessions, we discuss important topics such as internalised racism, imposter syndrome, a sense of belonging and tokenism, and support young people to lead race and mental health projects within their communities. I am excited to see where our journey takes us.”
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## **Targeting our priorities**
## Supporting people in poverty
The cost of living crisis was never out of the headlines in 2022/23. Food prices. Energy bills. Housing costs. We’re all facing a devastating mix of pressures. It’s hard to overstate the impact this is having on mental health. But thanks to our supporters and partners, we’re making sure more people can get support.
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## Responding to helpline demand
The total number of queries to our helplines grew again in 2022/23 – to 130,973. Calls also continued to get longer, more complex and often more distressing. That’s a trend we’ve seen ever since the pandemic. More people are struggling with their mental health and cuts to services are leaving people with nowhere to turn. But our expert advisors are there to provide information and support.
## Helpline enquiries about the cost of living have increased 55% in the past 18 months
As the cost of living crisis increased the pressure on mental health, our Welfare Rights helpline was busier than ever. It was developed as a trial in 2019, so Infoline advisers could connect callers with our benefits and welfare experts.
In 2022/23, the Welfare Rights helpline team supported 2,416 people, and we employed a new member of staff to help cope with rising demand. We also offered increased training to all of our advisors, so they are ready to provide the best support to every caller who contacts Mind when they need answers about mental health.
“I think empathy and being able to actively listen are so important. Often, I think we’re the first person people speak to who listens, understands their situation and empowers them to respond.” Nicole, Mind Legal Line adviser
## Joining Help through Hardship
We built a new partnership with Citizens Advice and the Trussell Trust in 2022 to target the links between poverty and poor mental health. Together, we’re now offering joined-up advice and support and campaigning for a welfare system that works for everyone.
Citizens Advice and the Trussell Trust set up Help through Hardship as a helpline in 2020. Back then, the focus was on supporting people who were struggling with money during the Covid-19 pandemic. In 2022, as the cost of living crisis weighed heavy on many of our minds, Mind joined the partnership. Help through Hardship advisers can now connect callers with our Infoline team.
The partnership is also leading to pioneering new support in communities. Local Minds, local Citizens Advice and food banks in the Trussell Trust worked together throughout 2022/23, piloting ways to help people facing mental health problems and financial hardship. The project is being led at every stage by a panel of people with experience of the issues we’re looking to tackle. 180 people at 18 local organisations got involved, and we ended this review period evaluating what we’d learned to help build similar partnerships across England and Wales.
“I’ve learnt a LOT from being part of the panel. How not alone my family’s and my own financial struggles are. How real are the problems my disabilities and mental health can cause in terms of finance. And a greater understanding of mental health problems and their impact.” Help Through Hardship panel member
## Also in 2022/23:
15,000 campaigners signed our petition calling on the government to increase benefits in line with inflation. We also handed 600 campaigner stories to 10 Downing Street. The pressure told, and MPs agreed to our demand.
## We owe a huge thank you to...
**the Association of British Insurers, the February Foundation, Kimberly-Clark, Mace Foundation, Tokio Marine Kiln and UPS Foundation for generously supporting our work with people in poverty in 2022/23.**
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**Mind** Trustees’ annual report 2022/23
## **Patrick’s story**
Thanks to generous support from our partners, we delivered 24 new projects through our Local Mind Grant Fund in 2022/23. The fund is a powerful way to help local Minds deliver support for young people, people experiencing poverty and people from racialised communities. One project, at West Sussex Mind, enabled the team to build better links with communities in deprived areas, as Outreach and Pathfinder Team Coordinator Patrick explains.
“Our data showed that our approaches to reaching people in the most deprived communities weren’t working. But this grant enabled us to build on the success of another project, where we use volunteer community champions in schools, workplaces and the community to promote mental health and wellbeing and reduce stigma. With this funding, we adapted that model to recruit volunteer champions from the communities we weren’t reaching. We also established spaces in community venues to make it easier for people to find us.
It’s had a big impact. One man came to a drop-in session feeling very isolated, struggling with suicidal thoughts and very depressed. He said he would never have come to Mind previously, because he could not afford to travel to our nearest hubs. But when he found out we are now hosting a weekly workshop in his nearest village hall, he referred himself to our service.
I have worked at West Sussex Mind for over 19 years and have to say this is the most exciting and enjoyable thing I have done. I am really excited about the possibilities of taking the service to where people are, rather than waiting for them to come to us.”
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**Mind Trustees’ annual report 2022/23**
**Targeting our priorities**
## Supporting young people
New NHS research, published in November 2022, showed exactly why our work with young people matters. 1 in 6 young people have faced a mental health problem since the start of the pandemic. For 17-19 year olds, that rises to 1 in 4. We’re calling for sustained, urgent investment in young people’s mental health. And we’re working with partners to provide support right now.
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**Mind** Trustees’ annual report 2022/23
## Developing support in schools
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Credit: Anna Sass/Mind
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Young people with mental health problems like anxiety and low mood often don’t qualify for professional support. And a lot of schools and colleges aren’t set up to fill that gap. But without the right help early enough, young people’s problems can get worse. That’s why the Schools and Colleges Early Support Service (SCESS) matters.
Delivered in partnership with Anna Freud, it offers online mental health support in schools and colleges to young people aged 11-25. Options include 1:1 online sessions with mental health practitioners, as well as pre-recorded webinars. School staff, parents and carers can get wellbeing support and training through SCESS too. And it’s run together with a network of 11 local Minds, with a focus on deprived communities where access to support is limited.
In 2022/23, 3,842 people got support through SCESS at 177 schools in England and Wales. It’s having a real impact. Results show young people feel able to cope better and say their wellbeing is improving. Anxiety and depression are falling too. Mind and Anna Freud are delivering the programme until December 2023. After this it will continue to be run by Anna Freud.
“I liked how the support was adapted to my own concerns and needs and I was given lots of methods and techniques to manage my anxiety.” Young person who got support through SCESS
## Training wellbeing advisers
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Credit: Katka photography
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Young people were at the heart of our work to recruit and train new wellbeing advisers in 2022/23. It was a pilot programme designed with and for young people, who shared their ideas and opinions at panel workshops throughout the year. We surveyed parents and carers too. And we held workshops with 3 local Minds – 1 in Wales and 2 in England.
As a result of what we heard, wellbeing advisers were trained at the 3 local Minds. They can support young people to find help if they are down or anxious – and make a plan with them. This could cover things like counselling, community groups or local health services. Advisers can talk over the phone, by video call or face to face, and we’re particularly seeking to support young people of colour, young people in poverty and young people who are digitally excluded. Anyone aged 11-24 can now see an adviser at the local Minds, and our ambition is to reach 600 young people in total.
It’s a programme with the potential for huge impact. As this work continues, we want to increase young people’s confidence and ability to manage their mental health. We want to increase and strengthen young people’s networks. And we want to empower young people to influence and lead mental health support for their peers. We’d like to thank BBC Children in Need and Deloitte for their generous support of this work.
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We owe a huge thank you to...
BBC Children in Need, Deloitte, The Ellerdale Trust, Garfield Weston Foundation,
The Helen Hamlyn Trust, Nominet, The Pixel Fund, QBE Foundation, The Thompson
Family Charitable Trust and The Wolfson Foundation for generously supporting our
work to support young people in 2022/23.
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**Mind** Trustees’ annual report 2022/23
## **Georgia’s story**
In May 2022, Mind Cymru launched our Sort The Switch campaign. Young people had told us they weren’t getting the support they needed when they moved between child and adolescent mental health services (CAMHS) and adult services. By listening to young people like Georgia and working alongside them, we produced a research report and the young people presented to a Senedd committee. As a result, the Welsh government committed to improve young people’s experiences.
“I describe my transition from CAMHS to adult services as a ‘grey space’. The grey space felt lonely, lost, uncontrolled and confusing. I really fear uncertainty, and going from a consistent support system at CAMHS and then having to wait for a very long time to be picked up by adult services sent me into a serious relapse of my eating disorder. Being in this ‘grey space’ meant I was not ill enough at the time to need an immediate admission into a specialist unit but I was showing signs that things were deteriorating.
I joined Mind Cymru’s Sort the Switch campaign, which urges the Welsh government to improve the move to adult services, as I didn’t want what happened to me to happen to anyone else. Prevention is better than cure; all of that time wasted where I had been deteriorating with limited support could have been avoided if I’d had a smoother transition from CAMHS to adult services.
Since then, I’ve spoken out about my experiences in the media, worked with my local member of the Senedd, and even gone to the Senedd to speak with committee members, asking them to please make the changes we so desperately need to see.”
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**Mind** Trustees’ annual report 2022/23
## **How we raise our funds**
Our fundraisers and supporters helped us raise £42.6 million in 2022/23. This is an incredible total, especially as times are hard for so many people. We’ll use every pound to keep fighting for mental health.
Income, including net profit from Mind Retail shops
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Total
£42.6*
million
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- [Challenge events ..............................£10.9m, 26%]
- [Grants from government, trusts, ] foundations and other bodies .........£4.3m, 10%
- [Donations ........................................... £12.8m, 30%]
- [Profit from shop sales and ] other income ........................................ £6.2m, 15%
- [Legacies .................................................£5.6m, 13%]
- [Fees and other income ........................£2.8m, 6%]
## More than 40,000 people fundraised for Mind last year – raising £10.9 million. You’re all heroes.
Again and again in 2022/23, Mind supporters showed they never give up. At hundreds of running, cycling and trekking events – like the Great North Run, London Marathon, Three Peaks Challenge, RideLondon-Essex 100 and Tough
Mudder – they battled to the finish line to fight for mental health. We’re in awe of you all.
“The honour of running the London Marathon for Mind is something I will cherish forever. I know how hard it is to cope with mental health challenges, and I wanted to do my part to help others who are going through the same. By running for Mind, I not only pushed myself to the limit but also raised awareness and funds for a vital cause. I am proud to be a Mind runner.”
The Mind Walk also returned in October 2022, with hundreds of supporters joining us for the 10km route along the River Thames – including Mind ambassador Denise Welch. As well as raising thousands of pounds, all those walkers raised awareness about mental health among everyone who saw them.
Stream for Mind also had its biggest year yet. More people than ever signed up to livestream video game challenges and fundraise while they did it. The livestreams also included a lot of very powerful conversations about mental health.
And we can’t forget the thousands of other heroes who did their own thing to fundraise for mental health in 2022/23. From the bakers to the beard growers to the bingo callers and book sellers, we salute you all.
> *£59.2m is our total income (shown on page 69) which includes
> £22.8m income from our shops. If we consider just the net profit of £6.2m from our shop sales and other retail income, together with income for Mind, we raised the £42.6m shown above.
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**Mind Trustees’ annual report 2022/23**
Everlasting Forest was just one of our fundraising innovations in 2022/23.
## Innovating to raise more
Our new fundraising innovation team led the way as we looked for new ways to raise money last year. It was set up to help fundraisers across the Mind federation work more closely and come up with new ideas our supporters will love. The team led on 4 projects to come up with lots of new ideas, involving 59 people in 2022/23. 20 prototype fundraising products were created. We tested these with our supporters. And 2 were launched based on the feedback we got:
- **[Everlasting Forest]**[ is a new way to donate in ] memory. Supporters can plant a virtual tree in a forest community of memories to celebrate those they’ve loved and lost. 826 people gave in this way in 2022/23, raising over £10,000.
- **[Mind Mix]**[ is aimed at people who love music ] and want to support Mind. It gives people exclusive access to our themed playlists and the chance to share their music with others. 1,850 people signed up for Mind Mix in 2022/23.
There were plenty more examples of innovative fundraising across Mind last year, too:
- [ We’re improving the way we send emails to ] thank people when they donate online. Our aim is to ensure that supporters feel appreciated and thanked for their gift, understand their impact in the fight for mental health and start to build a relationship with Mind that will last for years to come.
- [ Our ] **[Christmas campaign]**[ was bolder than ] ever, using the winter World Cup as a way to talk about men’s mental health. It raised £176,000 - a return of £1.25 for every £1 spent.
- [ The ] **[Mental Elf]**[ festive run raised £30,000, ] with 8 local Minds running their own events based on an idea developed by Lancashire Mind.
- [ And we gave supporters extra reasons to ] donate around **World Mental Health Day** . By offering items like badges, bandanas and tote bags based on what people gave, we increased the average gift to £53 – compared with £17 the previous year.
Fundraising is changing fast, so we’ll do everything we can to stay ahead of the game and stay in people’s minds. Thank you to everyone who supported our work this year.
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**Mind Trustees’ annual report 2022/23**
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## Leaving a lasting legacy
514 people let us know in 2022/23 that they had included Mind in their will, and over 2,000 people also asked for information about leaving a legacy gift. This incredible generosity helps us fight for mental health now and as we plan for the future. We also received 193 legacy gifts from supporters during the year. We are so grateful to everyone who gives in this way – whatever size of gift they give.
“Mind was my first choice of charity to leave a gift to. You always know you can ring Mind. They won’t call you ‘crazy’ or put you down, they are actually going to listen to you. You need
somewhere where you feel safe to share how you feel, and not be stigmatised and pushed to the side. And I feel that Mind does that.”
India, who has left a gift to Mind in her will
Also in 2022, shortly before National Grief Awareness Week, we contacted all supporters who had given to Mind in memory of a loved one. We wanted to let people know we were here for them and that we have information online about bereavement. Supporters contacted us to let us know they appreciated hearing they weren’t alone. We also received nearly £2,000 in donations. Mind supporters are amazing.
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**Mind** Trustees’ annual report 2022/23
## **How we spend our money**
In 2022/23, we spent £56m on our work to make sure everyone with a mental health problem gets support and respect.
Overall, we spent £56m in 2022/23 (on top of the £16.5m we spent on running 158 shops).
Of this, £46.3m was used to directly support and advocate for people with mental health problems, which you can read more about throughout this report. Some of our work, like our workplace wellbeing consultancy, generates income while also delivering our charitable objectives.
We spend 83p in every pound supporting people with mental health problems. The rest goes towards running the organisation, including generating funds and planning for the future.
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Total
£56
million
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- [We connect minds ..............................£5.6m, 10%]
- [We support minds ............................£13.2m, 24%]
- [We change minds .................................. £6.1m, 11%]
- [Together, we are Mind .....................£21.5m, 38%]
- [Expenditure on raising donations, ] legacies, events and organisational development .............£9.3m, 17%
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Credit: Anna Sass/Mind
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**Mind** Trustees’ annual report 2022/23
## Looking ahead
It’s been a big year. But we’re always focused on how we can do more and reach more people in the years to come. This is how our plans for 2023/24 are shaping up.
## **To support people in poverty, we will:**
- [Embed our cost of living crisis response into ] our business-as-usual operations and mediumterm poverty strategy
- [Develop new poverty programmes that ] further our strategic ambition
- [Support 15,000 people through our legal line ] and 4,000 people through our welfare advice line
- [Deliver our Help through Hardship ] partnership, togther with Citizens Advice and Trussell Trust
## **To support young people, we will:**
- [Further pilot the 1:1 wellbeing advisers service ] to create personalised journeys for young people
- [Work with local Minds to develop and deliver ] targeted, trauma-informed programmes for young people, including programmes focused on young people who have experienced racial trauma and young women who have experienced trauma
## **Also in 2023/24, we’ll:**
## **To become an anti-racist organisation, we will:**
- [Become an organisation that amplifies the ] voices of racialised communities and fights alongside them by speaking out about racism
- [Roll out capacity-building work to expand ] knowledge, confidence and capability in staff in order to become anti racist
- [Launch a new campaign to address the failings ] in mental health hospitals and make them safe places of understanding, kindness and hope
- [Continue working to influence the reform of ] the Mental Health Act
- [Roll out our Active Monitoring support ] programme across England
- [Implement the new local Mind network ] strategy in Wales, to ensure the mental health support we offer can keep improving
- [Roll out our equity strategy and equity ] language guidance, and redesign our Equity Impact Assessment (EIA) approach
- [Continue developing partnerships with ] organisations that can help us build our understanding, impact and reach
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**Mind** Trustees’ annual report 2022/23
## **Environment, social responsibility and governance**
## **Environmental sustainability**
The climate emergency is a major risk to society and our mental health. While it is not our charitable purpose to tackle the climate emergency, we must play our part in addressing its causes and adapting to its impact. As such, Mind is committed to becoming a net climate positive charity. This means going beyond net zero and actively contributing to an equitable climate recovery. Many of our activities, especially within our retail network, already have a positive impact. In response to the climate emergency, over this strategic period we will continue to improve, learn from others and share what we learn in order to meet this goal. We are always working to reduce our carbon emissions. During 2022-23 the Estates Strategy included an expansion of our office space in London to further support teams, the increase in staff and hybrid working – this of course led to a slight uptick in our energy usage, however this is in part mitigated by the fact that our offices are highly rated for energy efficiency. We continue to work to reduce waste,
promote sustainable travel and utilise digital solutions to minimise carbon emissions where appropriate.
## **Streamlined Energy & Carbon Reporting (SECR)**
## **Methodology**
Mind engaged Inspired Energy to support its SEC Reporting. Scope 1 and 2 consumption and CO2e emissions data has been calculated in line with the 2019 UK government environmental reporting guidance. Emissions Factor Database 2022 version 1 has been used, utilising the published kWh gross calorific value (CV) and kgCO2e emissions factors relevant for the reporting period. The following data relates to Mind’s annual energy consumption and CO2 emissions for 2022/23, with figures from the previous reporting period included for comparison.
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Utility and Scope 2022/23 2021/22 2022/23 2021/22
Consumption Consumption Consumption Consumption
(kWh) (kWh) (tCO2e) (tCO2e)
Grid-supplied
2,335,022 1,814,783 451.55 385.33
electricity (Scope 2)
Gaseous and other
123,643 166,107 22.49 30.42
fuels (Scope 1)
Transportation
639,966 680,745 145.39 157.85
(Scope 1)
Transportation
(Scope 3) 83,046 12,891 19.15 3.01
Total 3,181,219 2,674,526 638.58 576.61
2021/22 Intensity 2020/21 Intensity
Intensity metric 2021/22 FTE 2020/21 FTE
metric metric
tCO2e / FTE 837 0.76 759 0.76
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## Notes:
Scope 1 consumption and emissions relate to direct combustion of natural gas, and fuels utilised for transportation operations, such as company vehicle fleets.
Scope 2 consumption and emissions relate to indirect emissions relating to the consumption of purchased electricity in day-to-day business operations.
Scope 3 consumption and emissions relate to emissions resulting from sources not directly owned by us. This relates to grey fleet (business travel undertaken in employee-owned vehicles) only.
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**Mind** Trustees’ annual report 2022/23
## **Social responsibility**
## **Public benefit**
We have a duty to report on the public benefit that we deliver under section four of the Charities Act 2011. Taking the Charity Commission’s guidance into consideration, the board is satisfied that our public benefit requirements have been met and due consideration has been given to the Charity Commission’s published guidance.
## **Our work**
We will, always led by people’s experiences, keep fighting for mental health. This year we ramped up our work with people from racialised communities, young people and people living in poverty - they all face a disproportionate struggle to get support and respect. We continue to deal with the fallout from the pandemic, including the increase in waiting lists for mental health care. We will continue to provide support as the cost of living crisis deepens. When mental health is under threat, we respond.
## **Our people and policies**
## **Working with our staff communities**
Our employees and volunteers make our charity the special place it is today. More than half of our staff have their own lived experience of mental health problems. Their experiences are central to helping inform our work and our people policies. In addition to welcoming people with mental health problems, it is crucial that we ensure our charity is a safe and inclusive place in which everyone can thrive. In this spirit, we encourage our staff networks to flourish and promote staff voices for our wider continuous improvement. This includes supporting our LGBTIQ+ network, multi-ethnic staff network, disabled staff network, parent network, faith network and young people’s staff network, as well as our staff forums across both Mind and Mind Retail. Our staff networks have played a crucial role in collaborating with the people team to review our people policies.
This year, we have launched our inclusive and comprehensive suite of user-friendly policy toolkits for managers and staff. These are based on the unique needs of our staff and aim to help us create a positive organisational culture.
## **Current staff profile**
A total of 105 staff – 19.4% of our non-Retail workforce – answered yes when asked: ‘Do you consider yourself to have a disability?’, for our Mind Retail workforce, this was 7%. The gender split of our non-Retail workforce showed 71% of respondents identifying as female and 21% male. Within Retail, 81% identify as female and 19% identify as male. Less than 1% of our workforce identifies as non-binary.
Due to focused recruitment activity to increase the diverse mix of our workforce, 24.5% of our staff are non-white British, an increase of 3.5% on 2022. Within Retail, 26% of our staff are non-white British. Improving our ethnicity profile remains a priority for Mind. This year, across both national Mind and Mind Retail we have reviewed our recruitment process to ensure our recruitment practices are fair, inclusive and equitable.
## **Developing the staff experience**
We continue to evolve a workplace culture that is inclusive, promotes workplace wellbeing and builds relationships across our federation. We do this by holding cross-organisational events that encourage staff to share stories of wellbeing and mental health. We also enable staff networks to hold their own internal events relating to identity. We routinely listen to and understand the wellbeing and development needs of our staff through listening forums such as staff forums and surveys, and have used this insight to update our wellbeing offer. Our holistic wellbeing offer includes an employee assistance programme, reflective practice, a coffee ‘buddy’ system, access to financial health advice and regular internal events which focus on the five pillars of wellbeing. These are offered online, as well as in person.
We also promote flexible working practices and have core opening and working hours within our Retail shops, showing our strong commitment to a healthy work-life balance. We adopt a hybrid working model for our office-based roles, acknowledging the benefits of working from home but also the importance of the office environment for social interaction and supporting
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**Mind** Trustees’ annual report 2022/23
individual needs. Our Mind Retail shops promote a social, friendly and inclusive environment for our colleagues and volunteers. Our offices in Cardiff and London have designated wellbeing space. We encourage all staff to complete display screen equipment assessments and everyone can request specialist work tools or equipment. We continue to monitor and embed the benefits of a hybrid way of working.
We aim to give everyone clear meaning and purpose as we work to deliver our new strategy. We have developed our process for conversations around performance and development by promoting regular and meaningful conversations between managers and their team members. We provide standard templates to support these conversations, along with clear conversation guides.
The Managers’ Development Training Programme was launched alongside action learning sets in April 2023. Additionally, the people development team introduced an internal mentoring learning programme in collaboration with the fundraising team. As part of our commitment to continuous learning, a reverse mentoring learning programme is currently undergoing a pilot phase with leaders across Mind, focusing on strategic development priority areas. The outcomes of this pilot will be evaluated to determine the potential for future implementation as an ongoing learning initiative. The overall mandatory training completion rate stands at 63.4%. Our target for mandatory training completion is set at 90%, highlighting the need for focused efforts to bridge the gap and achieve the desired level of compliance.
## **Wellbeing Index**
Our commitment to all our staff is that everyone feels listened to and heard, and that they feel welcomed, supported and included. Every other year, Mind and Mind Retail take part in our own Wellbeing Index. This helps us to understand the experiences of our staff and volunteers and improve our cultural and engagement practices. (In alternate years we participate in an internal people survey, which benchmarks our wellbeing practices with other organisations.)
Key headlines from the 2022/2023 Wellbeing Index include:
- 92% of Mind respondents feel Mind runs initiatives to raise awareness of mental health
- 89% of Mind respondents agree that Mind offers flexible working arrangements to help balance work and home demands
- 95% of Mind Retail respondents feel that their work provides them with a sense of fulfilment
- 85% of Mind Retail respondents feel that they have a good work-life balance
Since our last Index, we continue to see improvements in how people feel supported by their managers. Development areas include understanding how our wellbeing initiatives can be accessible across the federation and to share learnings. We also continue to identify and monitor challenges within our culture which may be a risk to positive workplace wellbeing. To do this we continue to work with our leadership to strengthen distributed leadership practices and will be using the insights to inform the work of our organisational change team and a change programme for Mind.
## **Stakeholder engagement**
In order to best support those with mental health needs, today and in the future, we must take account of what is important to our stakeholders. This is best achieved through proactive and efficient engagement. In accordance with the Charities SORP (FRS 102), we have outlined throughout this report examples of how we engage with our employees and take care of their interests. We have also shown how we have engaged with other stakeholders, including those with lived experience, local Minds and those charged with shaping mental health policy.
We recognise that each stakeholder group requires a tailored approach to engagement. By understanding our stakeholders, we can factor into board discussions the potential impact of our decisions on each stakeholder group and consider their needs and concerns, in accordance with s172 of the Companies Act 2006.
The trustees, who are directors for the purposes of the Companies Act, can therefore confirm that in accordance with Section 172 (1) of the Companies Act, they act in a way they consider most likely to achieve the purposes of the company. In making this assessment the trustees consider the relevant actions of the board. Engagement with all stakeholders is described throughout this annual report.
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**Mind** Trustees’ annual report 2022/23
Taking the areas required for disclosure in turn:
## **1. The likely consequences of any decision in the long term**
- Mind’s long-term sustainability is considered by the trustees as set out in the funds position and reserves policy and going concern sections on page 63. The finance, risk and audit committee and the executive team review management information, budgets, forecasts, cash flow projections and progress against budget on a regular basis. Risk management is also discussed in detail in this report, from page 54 onwards.
**2. The interests of the company’s employees** Our employees and volunteers make our charity the special place it is today. We are proud to say that over 50% of our staff have their own lived experience of mental health problems. Their experiences help inform our work and our people policies. Mind promotes flexible working practices to show our commitment to a healthy work-life balance, routinely measures the wellbeing of our people, and receives feedback on employee wellbeing through regular surveys and collaboration with our staff forum. The board receives regular workforce updates in respect of all of the above. Further information is detailed on page 47 under the Our people and policies section.
Mind maintains a positive relationship with its suppliers, ensuring all non-disputed invoices are paid within 30 days, in line with Mind’s agreed payment terms. Our business partnerships are further outlined in the fundraising strategies and approaches section on page 57.
**4. The impact of the company’s operations on the community and environment** In 2022/23 Mind was able to support the incredible work of local Minds in their communities. Examples of this work are given throughout this report. Mind’s environmental approach, in compliance with Streamlined Energy and Carbon Reporting (SECR), is detailed on page 46.
## **5. The desirability of the company maintaining a reputation for high standards of business conduct**
Mind operates a compliance assurance framework to manage regulatory and legal risk and is committed to complying with all applicable laws and regulations relating to fraud, bribery and corruption.
**6. The need to act fairly between members of the company**
The trustees understand the Charity Commission requirements and understand the need to avoid and manage potential conflicts of interest.
## **3. The need to foster the company’s business relationships with suppliers, customers and others**
- Lived experience sits at the heart of all we do, in particular working with our beneficiaries, and all of our engagement with key stakeholder groups involves consideration of lived experience, including board decisions. We work with 105 local Minds and over 70,000 campaigners and members across England and Wales to change attitudes and perceptions related to mental health and to support those in need.
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**Mind** Trustees’ annual report 2022/23
## **Certifications**
We work to the following standards and certifications:
## **Fundraising Regulator**
We operate in line with the standards set out in the Code of Fundraising Practice by the Fundraising Regulator and maintain a formal complaints procedure. We fully support the self-regulation of fundraising and are committed to providing our supporters with the best possible level of service.
## **Information standard**
Our information services are accredited by the PIF (Patient Information Forum) TICK quality mark for health information. This guarantees a quality standard for the accuracy and accessibility of our information.
## **Helplines Partnership**
Our telephone-based information line, Mind Infoline, is accredited by the Helplines Partnership’s Quality Standard.
## **Mind Quality Mark**
We operate a quality assurance programme across our local Mind network. The Mind Quality Mark sets a comprehensive range of standards that all local Minds are required to meet as a condition of affiliation. Each local Mind is fully reviewed at least every three years as well as providing an annual update. Mind itself is also reviewed at least every three years to ensure it meets the MQM standards.
## **Governance**
Mind (The National Association for Mental Health) was founded in 1946 and is registered in England and Wales as a company limited by guarantee (number 424348) and a charity (number 219830). Our registered office address is 2 Redman Place, London E20 1JQ.
We are also the sole beneficiary of a wholly owned subsidiary, Minds Matter (Trading Activities) Limited (sometimes shortened to MMTA or referred to as Mind Retail), which operates a network of Mind shops across England and Wales.
These accounts do not consolidate the results of the local Minds, each of which is an independent charity responsible for its own funding and services. We work together in partnership with local Minds, funding and supporting their excellent work delivering high quality mental health services across England and Wales.
## **Equality and diversity**
Our goal is to be truly inclusive, benefit from diversity and appreciate everyone for their individual contribution. On pages 28-31 we outline what we did this year to address inequalities. During the year we took part in our own Wellbeing Index to better understand our staff and volunteers’ experiences of working at Mind. Key findings from this year's Index can be found on page 48 above.
## **Board of trustees and committees**
We are governed by our board of trustees, which meets formally at least 4 times a year. The board approves the charity’s strategy and is responsible for ensuring that our broad policies and strategies are in keeping with our mission. They provide guidance on projects such as the expansion of our helplines and support our campaigning work to
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**Mind** Trustees’ annual report 2022/23
change public and political attitudes to mental health. Our trustees are all volunteers and have a wide range of experience. They come from across England and Wales, from diverse backgrounds, and over half of them have personal experience of mental health problems. Trustees who served during 2022/23 are listed on page 52.
Trustee recruitment and selection is managed by our nominations and remuneration committee, which includes our chairman and vice chairs. Our members elect 50% of our trustees and 50% are appointed directly by the board. Trustees are appointed for an initial 3-year term and may be reappointed for up to 2 further terms. Before we advertise for trustees, we conduct an analysis of the skills we require. All trustees have a tailored induction programme and receive detailed guidance outlining their responsibilities.
Each year, the board of trustees reviews its schedule of delegation. This describes the matters reserved for the board and those that are delegated to board subcommittees and to the chief executive and executive team of directors. The chief executive is responsible to the board of trustees for the day-to-day running of the charity and for delivering our organisational strategy and policies. We ensure that our governance structure, documents and practices are aligned with relevant Charity Commission guidance, including the Charity Governance Code.
Our 5 standing subcommittees each meets at least quarterly and has a terms of reference describing its role and responsibilities. They are:
- Nominations and remuneration committee
- Finance, risk and audit committee
- Strategic delivery committee
- Network committee
- Pwyllgor Cymru (Welsh committee)
In addition, a pensions committee meets as necessary and at least annually. The main functions of the former race equity committee will be incorporated into a new committee, the terms of reference of which are to be finalised as part of a wider review of committee structure.
The chairs of our subcommittees are all experienced members of the board. The board of directors of Mind Retail includes 2 Mind trustees and other volunteers with retail experience. The retail board meets 4 times a year and provides reports to the finance, risk and audit committee. During 2022/23, we continued to strengthen the links between the national Mind and retail teams to ensure the relationship between Mind and its retail subsidiary is as effective as possible.
We have a conflict of interest policy which requires us to identify and record any conflicts of interest held by trustees and executive team members. Any conflicts arising are formally recorded at meetings of the board. All committee meetings have declarations of interests as a standing agenda item and, where a conflict arises, we ensure our policy is followed.
The board of trustees annually reviews its own performance and the performance of the chairman. Twice a year, the board and executive team members have a special board meeting to review strategy and to discuss changes in the operating environment.
As recommended by the Charity Governance Code, every 3 years the board commissions an external evaluation to consider the board’s effectiveness and the charity’s governance. The most recent evaluation took place in the second quarter of 2023, with initial findings and draft recommendations presented to the board at its June 2023 meeting.
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**Mind** Trustees’ annual report 2022/23
## **Our people**
## Patron
HRH Princess Alexandra, The Honourable Lady Ogilvy KG GCVO
## President
Stephen Fry
## Board and committee members
**----- Start of picture text -----**
Trustee Year FRAC SDC NC C R NRC PC
appointed
Stevie Spring CBE (Chairman) 2018 ✤ ✤
Emrys Elias 2016 ◊◊
Pippa Glucklich 2020 ◊
Valerie Harrison 2017 ◊
Anna Hughes 2017 ◊◊ ◊ ✤ ✤
Alex Jensen 2016 ◊ ◊
Rohan Kallicharan 2021 ◊
Cynthia Ko 2021 ◊
Alyson Scott 2018 ◊
Shubulade Smith 2020 ◊
Christer Stoyell 2016 ◊◊
Joanne Theodoulou (Vice chair) 2016 ◊ ✤
Jude Trenier 2021 ◊
John Wilderspin (Vice chair) 2019 ◊◊ ✤
**----- End of picture text -----**
## **Committees**
- Finance, risk and audit (FRAC)
- Strategic delivery (SDC)
- Network (NC)
## **Key**
◊◊ Committee chair ◊ Committee member ✤ Ex officio
- Pwyllgor Cymru (C)
- Retail board (R)
- Nominations and remuneration (NRC)
- Pensions (PC)
## Notes
1. Ian Ruddock (appointed 2013) retired from the board in June 2022
2. Mandeep Rupra resigned from the board in March 2023.
3. Richard Addy was appointed to the board in September 2022 and resigned in September 2023.
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**Mind** Trustees’ annual report 2022/23
## Non-trustee committee members
**----- Start of picture text -----**
Committee Member Committee Member
Finance, risk and audit (FRAC) Mary Gaughan Pensions (P) Tim Durkin
Strategic delivery (SDC) Jude Mackenzie Retail board (R) Alan Ritchie
Roy Smith Sally Hyndman
Helen Kemp
Ian Ruddock
Paul Ward
Andrew Vale
Kate Hagley
Hasnain Merali
Network (NC) Robin Holden Pwyllgor Cymru (C) Keith Lloyd
Stevie Rice Louise Davidson
Helen Davey Tracey Price
Jenny Murphy Victoria Hall
Pip Galland Phill Chick
Stephen Hill Mary Griffiths
Lynette Charles Sara Moseley
Elin Roberts
**----- End of picture text -----**
## Notes
1. **FRAC.** Graham Clarke retired in July 2022. Ian Ruddock was appointed in September 2022 and resigned in August 2023. Andrea Silver retired in September 2022. Mary Gaughan was appointed in August 2023.
2. **Pensions.** Graham Clarke retired in July 2022.
3. **SDC.** Roy Smith was appointed in September 2022. Wendy Mitchell resigned in May 2023.
4. **Retail board.** Andrea Silver retired in September 2022. Kate Hagley and Hasnain Merali were appointed in September 2023.
5. **Network.** Jenny Murphy was appointed in May 2022 and resigned in May 2023. Jon Neal retired in December 2022. Pip Galland and Stephen Hill were appointed in February 2023. Lynette Charles was appointed in May 2023.
6. **Pwyllgor.** Jenny Murphy was appointed in May 2022 and resigned in May 2023. Helen Kemp retired in September 2022. Arwel Roberts resigned in November 2022. Phill Chick was appointed in March 2023. Mary Griffiths was appointed in May 2023. Sara Moseley and Elin Roberts were appointed in September 2023.
## Celebrity ambassadors
Mind’s ambassadors support our president, Stephen Fry, by promoting our work as widely as possible and encouraging more people to support Mind and use our services. They are committed to our cause and to raising awareness of mental health problems.
|Anne-Marie|George Ezra|Ruby Wax OBE|
|---|---|---|
|Frankie Bridge|Matt Johnson|Denise Welch|
|Beverley Callard|Nicholas Pinnock|Anna Williamson|
|Alastair Campbell|Duke McKenzie MBE|Zoe Sugg|
|Clarke Carlisle|Stuart Semple||
|Fearne Cotton|Grace Victory||
## Professional advisors
**Legal advisors:** Anthony Collins Solicitors, 134 Edmund Street, Birmingham, B3 2ES **Auditor:** Crowe U.K. LLP, 55 Ludgate Hill, London, EC4M 7JW **Bankers:** NatWest Group, 1st Floor, 440 Strand, London, WC2R 0QS **Investment advisors:** Cazenove Capital, 1 London Wall Place, London, EC2Y 5AU
**53**
**Mind** Trustees’ annual report 2022/23
## **Risk management**
Mind reviews risks on an ongoing basis through our board of trustees, subcommittees and executive team. These groups manage ongoing risks and identify new risks. We consider the impact and likelihood of every risk and give particular attention to the management and mitigation of the most severe risks.
Our risk management process and the risk and opportunities register are scrutinised by our finance, risk and audit committee. The committee also reviews our internal controls and the work of our internal and external auditors.
Risks are divided into key components and the responsibility for the management of each is assigned to and managed by a senior manager. The risk register is continuously reviewed and, where appropriate, revised to capture the tolerance of the risk appetite and to indicate whether risks are accepted, mitigated, eliminated or transferred. The finance, risk and audit committee reports quarterly to the board of trustees on risk.
We categorise our risks as strategic, reputational, financial, operational and contractual. The trustees have taken all reasonable steps to mitigate and
manage these risks, including:
- Operating a risk register for the charity as a whole
- Operating risk registers for each directorate and major project
- Providing risk training for managers
- Operating a compliance assurance framework to manage regulatory/legal risk
- Where practical and appropriate, insuring against risk
Mind’s overall level of risk increased during 2022/23 as the challenges of our external environment grew. The nation’s mental health is in crisis, with an overall deterioration of mental health across England and Wales. There are high and growing levels of need, and inequality of mental health and health service access. This is compounded by the fall, in real terms, of funding, the recession and resulting poverty and cost of living crisis.
During the year, there were 4 principal risks which the charity was working to mitigate. These are described below.
## 1. **Increased demand for mental health services**
Mind is unable to keep up with the rapidly increasing demand for mental health services.
The mental health crisis in England and Wales deepens, due to insufficient funding, insufficient services, unacceptable inequality of care, unacceptable levels of stigma associated with severe mental illness for different minority communities, and the quality of mental health services and user experience being unacceptably low.
Across our federation - including the local Mind network and Mind Retail shops – the risk is that Mind is unable to raise the funding needed to properly respond to this crisis.
Mind, in common with most organisations, is having to change significantly to continue to both support beneficiaries and be effective in a rapidly changing world. This has implications for the types of work we do, how we organise ourselves to deliver this work, and how we best remain responsive to meet the needs of our beneficiaries. To mitigate this risk, Mind:
- Is undertaking a review of our strategy, led by our new chief executive, to ensure that we focus our efforts across the federation and in line with our equity ambitions
- Has strengthened our campaigning to draw attention to and engage people in our work to tackle underfunding and poor quality mental health services
- Continues to raise funds to enable Mind to deliver its mission
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**Mind** Trustees’ annual report 2022/23
## **2. Organisational transformational change**
The organisation is unable to respond to the increased prevalence of poor mental health and corresponding demand for mental health services with the necessary growth in capacity and capability.
The challenge as a result of a combination of the prevailing external environment, the impact of the recession, escalating cost base and unexpected expenditure in relation to our anti-poverty work and the changed working environment, is placing increasing demands on the charity, when there is a reduced level of resources available to meet these demands. To mitigate this risk, Mind has:
## **3. Culture and diversity**
Mind will face strategic damage if it is unable to adequately meet the needs of racialised communities and unless it significantly strengthens its approach to anti-stigma, race equity and diversity, and to its culture.
We know that people of colour have higher levels of need for mental health services and that services all too often insufficiently meet their needs. Racism and discrimination are root causes of these higher levels of need. We also know that we as a charity must significantly change our approach and culture. We have to work harder to address the needs and expectations of
- Committed to deliver a major organisational step-change programme to refocus our work across our federation
- Ensured resources are allocated appropriately and in areas where we can have greatest impact for our beneficiaries and best value for our supporters
- Strengthened our fundraising and Retail work to increase the amount of money which society donates to mental health and direct this to the mental health front line
- Reviewed the structure and decision-making processes to improve efficiencies within the organisation and worked to drive up the value for money, so that every donation goes further
racialised communities and do considerably more to be able to rise to this challenge. To mitigate this risk, Mind has:
- Implemented a race equity culture, leadership and structural change work plan across the organisation
- Established a stronger focus on Equitable Minds to have a real impact on tackling mental health injustice for some racialised communities
- Established a renewed focus on tackling the enduring stigma associated with severe mental illness
- Ensured that this work is informed by our equity and diversity programme
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**Mind** Trustees’ annual report 2022/23
## **4. Cyber protection and safeguarding**
The risks of non-compliance or a failure in the areas of cyber security and safeguarding are not actively managed, resulting in damage to the charity’s operations and harm to individuals. The overall level of risk at national Mind and Mind Retail is historically well-managed but external threats have increased, with the increased sophistication of hacking groups leading to major incidents, some targeted at charities.
Mind must ensure that its defences are strengthened and that any IT breaches are treated in a timely and appropriate manner. In addition, the increase in volume and complexity of demand for mental health services has led Mind to review its approach to safeguarding so that it reflects best practice and provides a more proactive management of actual and potential risk.
To mitigate this risk, Mind:
- Carries out a regular IT security audit using the NCSC 10-step security guidance and implements recommendations for further strengthening of IT security
- Regularly trains staff to increase awareness as well as clarify the actions to take in the event of a cyber attack
- Undertakes full hacking simulation to surface areas of risk that vulnerability scanners may not identify relating to Mind’s website and Mind’s wider network
- Has launched enhanced safeguarding and Disclosure and Barring Service (DBS) policies
- Has designed and delivered training for all staff and managers, and bespoke training for specific frontline teams, to give colleagues the confidence to appropriately manage data protection and safeguarding incidents
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**Mind** Trustees’ annual report 2022/23
## **Fundraising strategies and approaches**
With mental health need already at record high levels and set to increase further as the impact of the cost of living crisis continues to be felt, the need for Mind’s work has never been greater.
However, we are operating in an unpredictable environment, with institutional funding and individual ability and confidence to donate reducing. These economic challenges are likely to impact our fundraising and mean we must be agile in our approach to raising funds.
In 2022/23, we continued to deliver our fundraising strategy for the period 2021 - 2024. Our fundraising teams have continued to develop and adapt our fundraising activity and build strong foundations and the infrastructure to support future growth. The directorate has delivered a strong performance, raising over £36m thanks to the generosity of our supporters and the hard work of our fundraisers.
The year saw many fundraising highlights. We created a garden for the RHS Chelsea Flower Show, winning gold. We worked with over 2,500 organisations on their Mental Health at Work Commitment, reaching over 4.5m people. Our Co-op partnership surpassed our £8m target. And our innovative approach to fundraising resulted in several new successful events, including our Everlasting Forest (a digital remembrance space for supporters), Mind Mix and the Stadium Stairclimb.
We are also continuing to work hard on our internal infrastructure to build on the success and growth of recent years. We are improving our supporter experience, modernising our offer and streamlining our processes. We have increased our supporter insight, enabling fundraising teams to understand their audiences and adapt their approaches. And we continue to work behind the scenes to manage our data and process donations efficiently through our Income Processing and Improvement Programme.
The ongoing volatile landscape shows the importance of being flexible and ready to adapt our fundraising activity. We expect our dual approach to fundraising activity – both virtual and in person – to continue and have invested in new digital channels. We are constantly monitoring the changing external landscape, assessing new opportunities and the risks this presents and
reflecting and building on our successes. We have a desire to grow our fundraising even further.
We continue to develop and evolve our strategy to ensure we remain ambitious and have begun work planning for the next strategic period. We are working to attract a larger and more diverse group of supporters and to offer exciting and new ways of engaging with Mind. And we continue to look after our staff and supporters. With our dedicated innovation function, we are testing and learning different approaches to guide us on where to put our future focus.
In 2022/23 our approach to fundraising included:
## **Public fundraising**
**Individual giving:** Engaging members of the public through marketing campaigns, showcasing our work and asking for either one-off or regular donations to enable us to do even more.
**Community and events:** Providing opportunities for people to participate in events such as marathons and other sponsored activities or supporting them to organise their own events and challenges, ranging from virtual coffee mornings to sponsored live streaming events.
**Legacy giving:** Enabling people to choose Mind as a beneficiary when they are planning their will.
**In memory giving:** Supporting people who choose to donate in memory of a loved one who has died, or who fundraise in memory of a loved one.
## **Partnership fundraising**
Our partnership fundraising team works with charitable trusts, companies and statutory funders who want to invest in improving mental health. Some of these funders specify how they want their money to be spent and we work with others to identify spending priorities. This includes working with individuals donating larger sums of money.
## **Workplace wellbeing and commercial training**
Our workplace wellbeing and commercial training involves supplying mental health-related training and consultancy services to external organisations, and receiving payment for these
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**Mind** Trustees’ annual report 2022/23
services. We operate a Workplace Wellbeing Index as a benchmark of best policy and practice and to celebrate and inform the good work employers are doing to promote and support positive mental health.
## **Fundraising infrastructure support**
We have been able to invest in our support teams to ensure we have a strong foundation and infrastructure in place to support our growth ambitions, through putting our supporters at the heart of everything we do.
Our supporter relations team is the main point of contact for our supporters and ensures we deliver an excellent supporter experience, as well as handling complaints and processing donations.
Our data and insight team manages the system that holds our data. They also ensure our processes are integrated and that we use insight to make decisions and deliver an excellent supporter experience.
Our fundraising strategy and operations team develops our fundraising strategy to maximise our performance, drives up the quality of our work and ensures that best practice and regulations are followed. We also support our network of local Minds with their fundraising, providing training, consultancy and guidance on best practice.
Our director of fundraising has overall accountability for Mind’s fundraising work. She has more than 20 years’ experience in fundraising and oversees a team of over 190. The fundraising team works within its schedule of delegation to make sure fundraising decisions are made as agreed by the board.
## **Fundraising standards**
Fundraising operational policies are in place for all of our main fundraising areas: individual giving, community and events fundraising, trusts fundraising, corporate fundraising and major giving. We are registered with the Fundraising Regulator and adhere to the Code of Fundraising Practice.
We monitor amendments to the Code of Fundraising Practice to make sure we comply with the latest fundraising standards and our operational policies and practices are regularly updated in line with these. We are satisfied that we meet all current standards.
We operate in line with the Telephone Preference
Service (TPS) guidelines and do not make unsolicited calls to TPS subscribers.
We have a clear ethical fundraising and investment policy, which has been in place for a number of years. The policy outlines our position on not accepting donations from companies manufacturing pharmaceuticals and includes details of the industries we will not invest in. Alongside this we operate a fundraising ethical appraisal process overseen by an ethical appraisal group made up of key senior leaders from across the organisation. This covers our general conditions of partnership, how our ethical fundraising and investment policy should be applied and the circumstances when the ethical appraisal group needs to make decisions. The process ensures that decisions on whether to pursue a particular partnership or funding opportunity are made objectively, in consideration of certain criteria and the external environment, and in the best interests of Mind and our beneficiaries. To ensure our ethical fundraising and investment policy continues to align with our strategy, strategic priority areas and relevant changes externally, we have completed a full and thorough review throughout 2022/23. We will be embedding the outcomes of the review throughout 2023/24.
## **Fundraising contractors**
The majority of our fundraising work is undertaken by our directly employed fundraising team. However, because of the specialist nature of some of the work, we work with external agencies for:
- Telemarketing to potential and current donors (excluding TPS subscribers)
- Creative, media and marketing support to help us communicate effectively with donors and potential donors
- Legal services to ensure we carry out supporters’ wishes to leave us a legacy in their wills
- Logistical distribution of fundraising materials for people participating in fundraising events
- Processing donations.
We have contracts in place with all fundraising partners and agencies in these areas and review them regularly. We require them, as a minimum, to operate within the remit of the fundraising regulator, TPS framework, GDPR and ICO guidelines, and Mind’s guidelines for ensuring we treat our supporters fairly and fulfil the standards set out in Mind’s supporter promise and the Fundraising Regulator’s code of practice.
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**Mind** Trustees’ annual report 2022/23
We monitor each contract to make sure operators comply with these requirements. We ensure that new suppliers undergo a process of competitive selection and appropriate due diligence checks.
## **Fundraising quality incidents**
We routinely monitor the quality of our fundraising work. During 2022/23, there were no reported incidents in which a contractor failed to operate to the required standard. 73 quality incidents relating to the fundraising directorate were raised. The majority related to supporter safeguarding concerns, both through phone calls and online fundraisers. 5 were incidents related to potentially fraudulent fundraisers, which were flagged either to the police or to Action Fraud.
A data breach was reported to the ICO related to an incident whereby, due to a technical error, 62 records were accessible to individuals completing an expression of interest form on our website. The breach was secured promptly and reported immediately to the ICO, along with the implementation of corrective measures to prevent future occurrences. The ICO has advised that no further action is required.
## **Fundraising complaints**
We closely monitor the quality of our fundraising work and, as part of this, we monitor fundraising complaints from donors and members of the public. During 2022/23, we received 121 complaints about our fundraising activities, compared with 157 in the previous year.
The majority of complaints related to customer care and supporter stewardship, to fundraising activities and to behaviour of individual fundraisers. There were a number of complaints around our fundraising product Pause, related to payments. The team took immediate action to resolve this.
In response to incidents and complaints flagged via our quarterly quality reporting cycle, we have completed or embarked on a number of process reviews to ensure we deliver high-quality, fair and legal responses, as well as investing in dedicated resource in this area.
From issues raised in 2021/22, we recognised a need to strengthen our guidelines on ethical fundraising and launched a review into the supporting policies and processes to ensure
alignment with Mind’s values and strategic objectives. Our teams also recorded an increase in children and young people wanting to fundraise for Mind and are continuing to develop ways of working to support them to do so in a safe, legal and compliant way.
## **Protecting vulnerable donors**
We have a ‘treating supporters fairly’ policy and accompanying guidelines and training for staff, which forms part of staff induction processes. It ensures that staff working with supporters feel equipped to recognise and manage vulnerability in their day-to-day work.
This policy applies to all of our fundraising work, including that undertaken by contractors, and has established a number of safeguards to avoid requesting or receiving donations from people who may be in vulnerable circumstances. It also aims to empower supporters so that they can decide how they would like to interact with Mind.
In tandem with our organisation-wide safeguarding approach and our quality improvement processes, we regularly review this policy, the guidelines and the related training. We are also monitoring how well it has been embedded into our fundraising practices and have developed additional training for frontline fundraising staff. This will help us improve further and ensure we are continuing to do our best to protect vulnerable supporters. Fundraisers have attended new safeguarding training as a priority and all fundraising staff will complete this training in 2023/24.
The children and young people safeguarding policy has now been embedded into ways of working and is incorporated into fundraising activity, stewardship, and communications. Staff working with children and young people have also attended bespoke children and young people safeguarding training, and are DBS checked.
We also recognise, and take seriously, our responsibility to comply with all principles of the Modern Slavery Act 2015. Slavery and human trafficking are fundamentally opposed to our values and we are committed to making sure our organisation and those we work with are free of modern slavery and human trafficking. You can read our full modern slavery statement on our website.
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**Mind** Trustees’ annual report 2022/23
## **Financial review**
## **Summary**
Thanks to the hard work of our internal teams and our brilliant supporters over the last couple of years, we are in a positive position to deliver on our strategy to respond to the growing mental health need. The external financial environment has been characterised by significant volatility in recent years and the challenges have impacted both Mind’s income generation and where we focus expenditure to best support those in need.
Our total income of £59.2 and total expenditure of £72.5m, along with a small loss on investments and the sale of property, resulted in a net deficit for the year of £14.2m. The corresponding reduction in reserves – from £52.7 at the beginning of the year to £38.5m at year end – reflects our strategic and planned expenditure on mental health services during the year.
Our approach has been to forecast with a number of assumptions that we keep under review. This ensures that sufficient advance planning and thinking has been done in the event of economic downturn to enable a managed response. We have invested in cost of living support, our local Minds, and digital innovation in addition to our strategic pillars. Overall:
- Our total Mind income of £59.2m was £13.9m lower than 2021/22 for the reasons noted above.
- Despite the reduced income we were still able to spend £46.3m on our charitable activities, supporting people with mental health problems.
## **Income**
Our total combined income for Mind and Mind Retail was £59.2m. This is shown in the pie chart below with a summary of key sources and the respective size of that income for the year. Income from our charity shop sales and other activities to generate funds was 38%. Grants received for charitable activities was 7%. Voluntary income was 49% of the total income for the year. The remaining 5% was received from training courses, project fees (unrestricted income from charitable activities) and publication sales.
## **Combined income**
**----- Start of picture text -----**
Total
£59.2
million
**----- End of picture text -----**
- [Income from charity shops (£22.8m) ........38%]
- [Voluntary income (£29.2m) ..........................49%]
- [Training courses, project fees ] and investment income (£2.9m) ....................5%
- [Grants received for charitable ] activities (£4.3m) ................................................7%
Our donations and legacies income of £29.2m was £8.8m less than the previous year, which is a decrease of 23% representing the challenging fundraising environment we faced. Income from challenge events decreased by £4.8m as we saw a return to public events with donations falling slightly, potentially impacted by external inflationary pressures. Income from legacies was £5.6m, a 10% decrease on the previous year, which is a relatively volatile income stream. Income from our charity shops grew by £3m - a 15% increase - thanks to the generosity of the public in giving and shopping with us and the hard work of the team in delivering and opening new shops. Our total income is £59.2m, which includes £22.8m income from Minds Matter (Trading Activities) Ltd.
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**Mind** Trustees’ annual report 2022/23
## **Expenditure**
Our total Mind group expenditure increased by £13.8m to £72.5m, a 23.5% increase. Expenditure on charitable activities increased by £9.2m to £46.3m, a 24.9% increase. This was due to a significant increase in expenditure on our frontline mental health work compared to the previous year. The majority of our expenditure continued to be directed to our charitable work, including our 3 strategic priority areas: supporting people in poverty, supporting young people, and becoming a truly anti-racist organisation. Collectively this helps to fight for support and respect for millions of people with mental health problems.
The cost of generating funds for our fundraising department and shops increased by £4.6m to £26.2m, or 21%. This represents the combination of the pressures of inflation and the opening of more shops.
Expenditure on generating funds in 2022/23 comprised £9.3m in fundraising costs and £16.9m to run the Mind Retail network of 158 shops with a small amount spent on raffle and other activities. We have made an upfront investment in our income generation work which will help us to fund further growth in our charitable work in future years. Public fundraising and regular giving income increased in the year, and we’ve increased the resources we have dedicated to supporting them.
The pie chart below summarises key areas of expenditure and their respective size in relation to total expenditure.
**----- Start of picture text -----**
Total
£72.5
million
**----- End of picture text -----**
## **Charitable expenditure**
Our charitable expenditure was £46.3m, which is £9.2m (24.9%) more than the previous year. The pie chart shows this expenditure by strategic pillar – We connect minds, We support minds, We change minds, and Together, we are Mind. The expenditure represents a mix of restricted funded programmes and unrestricted expenditure which we have invested in charitable activity.
## **Expenditure by key activities**
**We connect minds.** No one can take on this mental health emergency alone. But, as the nation’s leading mental health charity, we can connect people and organisations who want to join the fight for mental health. Expenditure was £5.6m.
**We support minds.** By delivering life-changing mental health support and producing information that’s more widely relevant, we will help more people get the help they need, stand up for their rights and live their lives fully. Expenditure was £13.2m. This encompasses our information service work including our Infoline and legal line. We have continued to invest in community programmes and have expanded our supported self-help services.
**We change minds.** People need support right now, but they also need long-term change to the way society views, supports and funds mental health. Through this strategy, we’ll speak out boldly in the face of injustice to make sure we can all get support and respect. Expenditure was £6.1m including our policy and campaigns work.
**Together, we are Mind.** To respond to the mental health emergency, we must become a more inclusive and effective federation. We will only be able to achieve our ambitions with the generous support of funders and supporters. Expenditure was £21.5m and includes a significant number of grants to local Minds in support of their vital work across England and Wales. This support has included grants for network business continuity, our award-winning brand campaigns and investing in our Workplace Wellbeing services.
- [We connect minds (£5.6m) .............................8%]
- [We support minds (£13.2m) ..........................18%]
- [We change minds (£6.1m) .................................8%]
- [Together, we are Mind (£21.5m) ..................30% ]
- [Donation and legacy costs (£9.3m) ............13%]
- [Cost of shop sales and raffle (£16.8m) ...... 23%]
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**Mind** Trustees’ annual report 2022/23
## **Fundraising costs**
We continue to rely heavily on donations, events income, legacies, shop profits and grant income to help us carry out our vital charitable activities. We continue to work hard to raise funds to meet the increasing mental health need fallout from the pandemic.
This unrestricted income is also crucial so that we can maintain our independence as a campaigning charity. While the costs of recruiting donors and running shops are significant, these are comparable with other charities and they remain very effective ways of raising income to spend on our charitable purpose.
## **Shop costs**
The net profit of £6.2m from our charity shops has increased significantly compared to the previous year. This is a direct consequence of opening new, successful shops and the generosity of the general public. The overall provision for dilapidation is £150,000 and there were no additional provisions made in the year. This is in line with good practice and is a prudent approach to future business management.
In addition to raising vital unrestricted funds of £6.2m, our shops also contribute to our mission. They provide a community for volunteers and are often a first step for accessing information about mental health. They continued to have a beneficial environmental impact, diverting 1.71 tonnes of textiles from landfill waste during the year.
## **Investments**
The trustees have the power to invest in assets as they see fit. They have reviewed our investment strategy, policy and management over the year.
They confirmed our policy of maximising total return on investment within our agreed framework, taking the organisation’s appetite for risk into account. This helps us optimise the resources available for our charitable work. The investment portfolio is held for the long term. Cazenove Capital Management has managed the investment portfolio for the year. They seek to maintain and,
if possible, enhance the real value of funds in line with our business plan. An appropriate balance is met to maximise return on investment by operating within agreed investment areas and adopting a balanced approach to risk. Investments are made across a diverse portfolio with risk spread across different asset classes and styles of investment management.
We believe in a positive, socially responsible approach to investment. We are absolutely independent of the pharmaceutical sector. Mind does not directly invest in companies that manufacture pharmaceuticals, tobacco, or companies that are involved in pay day lending. We maintain this independence by investing in a segregated portfolio rather than a pooled fund, with discretionary management of the portfolio handled by Cazenove. Cazenove acts on our behalf in voting and engaging with companies on environmental, social and governance issues, and reports on this to us quarterly.
Performance is measured by comparing income to targets set at the beginning of the year and measuring capital growth against relevant benchmarks. 2022-23 was a particularly volatile year for markets owing to the external geopolitical environment and, as such, the value of our investment portfolio fell in the first part of the year, recovering slightly towards the end of the year. Dividend and interest income were similarly impacted. The closing value of the investment portfolio was in line with the investment managers’ and management’s expectation at the end of the year.
## **Pensions**
The final salary scheme has been closed for future accruals, however it remains a liability for the charity. As a result of work undertaken in recent years, the level of assets and liabilities was broadly in balance, with no deficit as at 31 March 2023. The actuarial valuation has been calculated in line with the Financial Reporting Standard 102 (FRS 102) and is included in the statement of financial activities. At 31 March 2023 there is a pension reserve of £1.3m in respect of potential future liabilities, however at 31 March 2023 assets exceeded liabilities. Further detail is provided in note 23.
62
**Mind** Trustees’ annual report 2022/23
## **Funds position and reserve policy**
We have unrestricted general, pension, designated and restricted reserves.
Trustees have reviewed the general reserves taking into account the following:
- The diversity of the sources of income
- Commitments to unrestricted expenditure in line with our corporate strategy and working capital requirements
- Current cost structure
- Our asset base, including long leasehold properties
- Key risks in our corporate risk register, their potential impact on reserves, and the timeframe in which mitigating actions could be put into action and the impact they would have
- Increased level of uncertainty in charity fundraising, which comes from increased regulations and the external economic environment.
Trustees discussed reserves at their latest meeting and agreed a long-term reserves target of £12.1m unrestricted expenditure. The reserves expectation for general reserves and target for the end of 2023/24 was recently reforecast to £13.5m. This will help the charity to withstand a number of scenarios including:
- A sustained increase in inflation combined with a fall in income
- Providing investment funding for strategic development.
As a result of the increased spend on delivery outlined above, general reserves at 31 March 2023 stood at £20.4m.
Designated funds consist of the fixed asset and the strategic development fund. The fixed asset fund represents the net book value of fixed assets invested in infrastructure, including estate and furniture. This is to support the charity to carry out its operations effectively and efficiently. As at 31 March 2023, the value of this fund was £4.8m. Further details can be found in note 19.
The strategic development fund is intended to act as a catalyst to investing in new developments aligned to our strategic priorities, supporting people with mental health problems. At 31 March 2023 this fund had a balance of £1.3m, which has been designated by the trustees to specific strategic projects.
At 31 March 2023 we also had a property fund of £2.3m and a pension reserve of £1.3m, held in respect of potential future property and pension liabilities respectively.
Restricted funds are only available for expenditure as directed by the donor. Total restricted funds at the end of the year were £8.4m. This money is expected to be used over the next 2 to 3 financial years. See note 18 for more information.
## **Going concern**
The trustees have assessed the charity’s ability to continue as a going concern. The trustees have considered several factors when forming their conclusion as to whether the use of the going concern basis is appropriate when preparing these financial statements, including: a review of updated forecasts to 30 September 2024; a consideration of key risks - including the impact of the global economic environment - that could impact the charity; and the latest available management information. The trustees consider that the external environment post pandemic and the crisis in Ukraine have significantly changed the landscape in which Mind operates and generates income and have had a significant impact on the charity’s operations. Given the uncertainty around the economy, and the potential recession the UK now faces, Mind has prepared a number of downside scenarios to reflect reduced fundraising and trading income capability and a minimised cost base. In all scenarios Mind has sufficient cash and reserves to continue to fund reduced operations. Trustees are confident that a combination of reserves and the resource planning work undertaken demonstrate that Mind has adequate plans to adapt to changing circumstances and, as such, consider that it is appropriate for the financial statements to be prepared using a going concern basis.
63
**Mind** Trustees’ annual report 2022/23
## **Statement of trustees’ responsibilities**
The trustees (who are also directors of Mind for the purposes of company law) are responsible for preparing the trustees’ report (including the strategic report) and the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law).
Company law requires the trustees to prepare financial statements for each financial year. Under company law, the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and the group, and of the company’s, and the group’s, surplus or deficit for that period. In preparing these financial statements, the trustees are required to:
- Select suitable accounting policies and then apply them consistently
- Observe the methods and principles in the Charities SORP (Statement of Recommended Practice, 2019)
- Make judgements and estimates that are reasonable and prudent
- State whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements
- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue to operate.
The trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charity’s and the group’s transactions and disclose with reasonable accuracy, at any time, the financial position of the charity and the group, and that enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and the group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
In the case of each trustee in office at the date this trustees’ annual report is approved:
- So far as the trustees are aware, there is no relevant audit information of which the charitable company’s auditor is unaware; and
- They have taken all the steps that they ought to have taken as trustees in order to make themselves aware of any relevant audit information and to establish that the charitable company’s auditors are aware of that information. The trustees are responsible for the maintenance and integrity of the charity and financial information on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
## **Approval of report**
This report of the trustees, which includes the strategic report, was approved by the board of trustees in their capacity as trustees and company directors on 20 September 2023.
**Stevie Spring CBE** Chairman
**Anna Hughes** Honorary treasurer
64
**Mind Accounts to 31 March 2023**
## **Accounts**
**65**
**Mind** Accounts to 31 March 2023
## **Independent auditor’s report to the members of Mind (The National Association for Mental Health)**
## **Opinion**
We have audited the financial statements of Mind (The National Association for Mental Health) (‘the charitable company’) and its subsidiaries (‘the group’) for the year ended 31 March 2023 which comprise the consolidated statement of financial activities, the consolidated and charity balance sheets, the consolidated cash flow statement and notes to the financial statements, including 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).
## **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 or the group’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.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
In our opinion the financial statements:
## **Other information**
- give a true and fair view of the state of the group’s and the charitable company’s affairs as at 31 March 2023 and of the group’s income and expenditure, for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- 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 group 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.
The trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. 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.
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 this gives rise to a material misstatement in the financial statements themselves. 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.
66
**Mind** Accounts to 31 March 2023
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion based on the work undertaken in the course of our audit:
- the information given in the trustees’ report, which includes the directors’ report and the strategic report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the strategic report and the directors’ report included within the trustees’ report have been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In light of the knowledge and understanding of the group and charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the strategic report or the directors’ report included within the trustees’ report.
We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:
- adequate and proper accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees' remuneration specified by law are not made; or
- 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, 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 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 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 the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Details of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations, are set out below.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org. uk/auditorsresponsibilities. This description forms part of our auditor’s report.
67
**Mind** Accounts to 31 March 2023
## **Extent to which the audit was considered capable of detecting irregularities, including fraud**
Irregularities, including fraud, are instances of noncompliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team members. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.
We obtained an understanding of the legal and regulatory frameworks within which the charitable company and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Companies Act 2006, the Charities Act 2011 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.
In addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charitable company’s and the group’s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charitable company and the group for fraud. The laws and regulations we considered in this context for the UK operations were fundraising regulations, employment legislation, General Data Protection Regulation (GDPR) and health and safety legislation.
Auditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the trustees and other management and inspection of regulatory and legal correspondence, if any.
We identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of grant, contract and legacy income, and the override of controls by management, in particular the appropriateness of journal entries, the assessment of provisions for dilapidations and the assumptions applied in respect of the defined benefit pension scheme. Our audit procedures to respond to these risks included enquiries of management, and the
finance, risk and audit committee about their own identification and assessment of the risks of irregularities, reviewing accounting estimates for biases, reviewing regulatory correspondence with the Charity Commission, sample testing of grant, contract and legacy income, data analytics and sample testing of journal entries, benchmarking of assumptions applied in respect of the defined benefit pension scheme and reading minutes of meetings of those charged with governance.
Owing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed noncompliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.
## **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 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 anyone other than the charitable company and the charitable company’s members as a body for our audit work, for this report, or for the opinions we have formed.
Jayne Rowe Senior Statutory Auditor For and on behalf of
**Crowe U.K. LLP** Statutory Auditor London, UK
Date: 2 November 2023
68
**Mind** Accounts to 31 March 2023
## **Consolidated statement of financial activities**
**----- Start of picture text -----**
Unrestricted Restricted Total Total
funds funds 2023 2022
Note £’000 £’000 £’000 £’000
Income from:
Donations, legacies and events 2 29,126 121 29,247 38,066
Income from other trading activities
Shop income 3 22,761 - 22,761 19,754
-
Total funds from trading activities 22,761 22,761 19,754
Investment income 4 495 - 495 221
Income from charitable activities 5
We connect Minds 839 320 1,159 2,260
We support Minds 96 2,560 2,656 7,534
We change Minds 45 624 669 993
Together, we are Mind 1,463 706 2,169 4,317
Total income from charitable activities 5 2,443 4,210 6,653 15,104
Total income 54,825 4,331 59,156 73,145
**----- End of picture text -----**
69
**Mind** Accounts to 31 March 2023
## **Consolidated statement of financial activities (continued)**
**----- Start of picture text -----**
Unrestricted Restricted Total Total
Note funds funds 2023 2022
£’000 £’000 £’000 £’000
Expenditure
Expenditure on raising funds
Donations, legacies and events 6 9,328 - 9,328 7,919
Shop costs, raffle and other activities 3 16,874 - 16,874 13,702
-
Total costs of raising funds 26,202 26,202 21,621
Expenditure on charitable activities: 7
We connect Minds 4,872 726 5,598 4,608
We support Minds 8,484 4,670 13,154 11,005
We change Minds 5,444 661 6,105 4,393
Together, we are Mind 19,929 1,551 21,480 17,089
Total expenditure on charitable activities 38,729 7,608 46,337 37,095
Total expenditure 64,931 7,608 72,539 58,716
(Loss)/Gain on investments 15 (742) - (742) 44
(Loss)/Profit on sale of Property (111) - (111) 2,294
Net expenditure (10,959) (3,277) (14,236) 16,767
Other recognised gains and losses
Actuarial gain on defined benefit
pension scheme 23 36 - 36 6
Net movement in funds (10,923) (3,277) (14,200) 16,773
Balances brought forward 41,110 11,627 52,737 35,964
Balances carried forward 30,187 8,350 38,537 52,737
**----- End of picture text -----**
> ● All transactions are derived from continuing activities.
● All recognised gains and losses are included in the statement of financial activities.
70
**Mind** Accounts to 31 March 2023
## **Consolidated balance sheet**
**----- Start of picture text -----**
2023 2022
Note
£’000 £’000 £’000 £’000
Fixed assets
Tangible assets 14 4,882 4,544
Investments 15 34,361 35,792
Total fixed assets 39,243 40,336
Current assets
Literature stocks 172 94
Debtors 16 6,430 6,900
Bank and cash in hand 4,529 14,929
Total current assets 11,131 21,923
Liabilities
Creditors: amounts falling due
Within one year 17 (11,837) (9,522)
Net current assets (706) 12,401
Total assets less current liabilities 38,537 52,737
Provisions - -
Net assets 38,537 52,737
Funds
Restricted funds 18 8,350 11,627
Unrestricted funds:
General reserves 20,411 22,027
Designated fixed asset fund 19 4,882 4,544
Property fund 2,294 2,294
Pension reserve 1,300 1,300
Strategic development fund 19 1,300 10,945
Total unrestricted funds 30,187 41,110
Total group funds 38,537 52,737
**----- End of picture text -----**
The deficit as per the statement of financial activities for Mind only is £14,236,000 (2022 surplus: £16,767,000) and the net movement in funds is £(14,200,000) (2022 : £16,773,000).
**The financial statements of Mind (The National Association for Mental Health) were approved by the board on 20 September 2023 and were signed below on its behalf by:**
**Stevie Spring CBE** Chairman
**Anna Hughes** Honorary treasurer
71
**Mind** Accounts to 31 March 2023
## **Balance sheet (charity only)**
**----- Start of picture text -----**
2023 2022
Note
£’000 £’000 £’000 £’000
Fixed assets
Tangible assets 14 4,882 4,544
Investments 15 34,361 35,792
Total fixed assets 39,243 40,336
Current assets
Literature stocks 23 21
Debtors 16 6,974 8,093
Bank and cash in hand 2,510 12,379
Total current assets 9,507 20,493
Liabilities
Creditors: amounts falling due
Within one year 17 (10,267) (8,147)
Net current assets (760) 12,346
Total assets less current liabilities 38,483 52,682
Provisions - -
Net assets 38,483 52,682
Funds
Restricted funds 18 8,296 11,572
Unrestricted funds:
General reserves 20,411 22,027
Designated fixed asset fund 19 4,882 4,544
Property fund 2,294 2,294
Pension reserve 1,300 1,300
Strategic development fund 19 1,300 10,945
Total unrestricted funds 30,187 41,110
Total charity funds 38,483 52,682
**----- End of picture text -----**
**The financial statements of Mind (The National Association for Mental Health) were approved by the board on 20 September 2023 and were signed below on its behalf by:**
**Stevie Spring CBE** Chairman
**Anna Hughes** Honorary treasurer
72
**Mind** Accounts to 31 March 2023
## **Consolidated cash flow statement**
**----- Start of picture text -----**
2023 2022
Note
£’000 £’000 £’000 £’000
Cashflow from operating activities:
Net cash (used by)/provided by operating
A (11,561) 14,461
activities
Cashflow from investing activities:
Income from investments 359 194
Bank and loan interest received 136 27
Purchase of tangible fixed assets (2,166) (2,135)
Disposals of fixed assets 2,254 1,438
Purchase of investments (8,438) (31,650)
Sale of investments 9,127 8,514
(Loss)/Profit on the sale of tangible fixed
assets (111) 2,294
Net cash from/(used in) investing
activities 1,161 (21,318)
Change in cash and cash equivalents in the
B
reporting period (10,400) (6,857)
Cash and cash equivalents at the
beginning of the reporting period 14,929 21,786
Cash and cash equivalents at the end of
the reporting period 4,529 14,929
**----- End of picture text -----**
73
**Mind** Accounts to 31 March 2023
## **Note A: Reconciliation of net movement in funds to net cashflow from operating activities**
**----- Start of picture text -----**
Net cashflow from operating activities 2023 2022
£’000 £’000
Net movement in funds for the operating period (as per the
(14,200) 16,773
statement of financial activities)
Adjustment for:
Depreciation charge 1,643 1,416
Depreciation on disposal of property (2,069) (714)
Realised loss on investments 522 503
Unrealised (gain) on defined benefit pension scheme (36) (6)
Unrealised loss/(gain) on Investments 220 (547)
Realised loss/(gain) on disposal of fixed assets 111 (2,294)
Realised loss on disposal of MMTA fixed assets 36 6
Interest receivable (136) (27)
Income from investments (359) (194)
(Increase)/Decrease in stock (78) 126
Decrease/(Increase) in debtors 470 (1,286)
Increase in creditors 2,315 705
Net cash (used by)/provided by operating activities (11,561) 14,461
**----- End of picture text -----**
## **Note B: Analysis of cash and cash equivalents**
**----- Start of picture text -----**
As at 1 April 2022 Cash flow As at 31 March 2023
£’000 £’000 £’000
Cash at bank 14,920 (10,400) 4,520
Cash in hand 9 - 9
14,929 (10,400) 4,529
**----- End of picture text -----**
74
**Mind** Accounts to 31 March 2023
## **Notes to the accounts**
## **1. Accounting policies**
## **Basis of accounting**
The charity is a company limited by guarantee (company number 424348) and a registered charity (charity number 219830), incorporated and registered in England and Wales. The registered office of the charity is 2 Redman Place, Stratford, London E20 1JQ.
The financial statements have been prepared in accordance with the Charities SORP (FRS 102) applicable in the UK and Republic of Ireland and the Charities Act 2011 and the UK Generally Accepted Accounting Practice as it applies from 1 January 2019.
The charity meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.
The charity has taken exemption from presenting its unconsolidated income and expenditure account under Section 408 of Companies Act 2006. The charity has also taken advantage of the exemptions in FRS 102 from the requirements to present a charityonly cash flow statement and certain disclosures about the charity’s financial instruments.
The accounts have been prepared on a going concern basis under the historical cost convention with the exception of investments, which are included at market value. The trustees have assessed the charity’s ability to continue as a going concern. The trustees have considered several factors when forming their conclusion as to whether the use of the going concern basis is appropriate when preparing these financial statements, including: a review of updated forecasts to 30 September 2024; a consideration of key risks - including the impact of the global economic environment - that could impact the charity; and the latest available management information. The trustees consider that the external environment post pandemic and the crisis in Ukraine have significantly changed the landscape in which Mind operates and generates income and have had a significant impact on the charity’s operations. Given the uncertainty around the economy, and the potential recession the UK now faces, Mind has prepared a number of downside scenarios to reflect reduced fundraising and trading income capability and a minimised cost base. In all scenarios, Mind has sufficient cash and reserves to continue to fund reduced operations. Trustees are confident that a combination of
reserves and the resource planning work undertaken demonstrate that Mind has adequate plans to adapt to changing circumstances and as such consider that it is appropriate for the financial statements to be prepared using a going concern basis.
## **Group financial statements**
Group financial statements have been prepared in respect of Mind and its wholly owned subsidiary Minds Matter (Trading Activities) Limited (company number 1005048) as per note 13, together with connected trusts the Elliott Charity (charity number 219829) as per note 26 and the Mary Hemingway Rees Memorial Fund (see note 27). In accordance with Section 408 of the Companies Act 2006, no separate statement of financial activities is presented for Mind. The results are consolidated on a line-by-line basis. Please refer to notes 13, 26 and 27 to the accounts for the results of the trading subsidiary and the connected trusts.
## **Fund accounting**
Restricted funds are funds subject to specific conditions imposed by the donors.
Unrestricted funds comprise accumulated net general funds. They are available for use at the discretion of the trustees in furtherance of the charity’s objectives.
Designated funds are amounts that have been put aside at the discretion of the board. At the year-end, they comprised a fixed assets fund which represents the extent to which funds are invested in property for use by the charity and a strategic development fund for further development of frontline objectives.
## **Incoming resources**
Income is recognised when: (a) the charity has entitlement to the funds; (b) any performance conditions attached to the items of income have been met; (c) it is probable that the income will be received; and (d) the amount can be measured reliably.
Donations are accounted for as received. In the event that a donation is subject to fulfilling performance conditions before the charity is entitled to the funds, the income is deferred until either those conditions are met in full, or their fulfilment is wholly within the control of the charity and it is probable that those conditions will be fulfilled by the reporting period.
75
**Mind** Accounts to 31 March 2023
## **Resources expended**
Mind recognises residuary legacy income at the earlier of date of receipt, or when the executors have determined that a payment can be made following the agreement of the estate’s accounts, or on notification by the executors that payment will be made. Pecuniary legacy income is recognised on notification. Life interest legacy income is recognised at the date of death of the life interest provided the receipt and value criteria are met.
Income from shop sales, raffle and other activities are recognised as earned.
Income from investments is recognised on a receivable basis.
Income from charitable activities includes income received under contract or sale, or where entitlement to grant funding for specific projects undertaken by the charity is recognised as earned (as the related goods and services are provided). Income from sales of publication and courses are recognised as earned.
Income from events is only recognised in the year and period in which the event takes place. Until such time that the event takes place, such income is deferred to future periods.
Some income from charitable activities, including grants income, is apportioned between two or more categories of charitable activities on a basis consistent with the use of resources.
Other incoming resources comprises one-off and irregular income recognised using the same criteria as for voluntary income.
## **Volunteers and donated services**
The value of services provided by the volunteers is not incorporated in these financial statements. Mind (group) had 2,245 (2022: 3,300) volunteers in the year of which Minds Matter had 2,245 (2022: 3,300) volunteers in the year. They have played a big role in the delivery of Mind’s services and in achieving our objectives. Further details of contributions from volunteers can be found in the trustees’ report.
Expenditure is recognised when a liability is incurred. Funding provided through contractual agreements and as agent are recognised when a constructive obligation arises that results in payments being unavoidable.
Expenditure on events is also recognised in the year in which the events take place so as to match the income.
Expenditure on raising funds are those costs incurred in attracting voluntary income. Costs of fundraising trading are those incurred in trading activities that raise funds. These are costs incurred mainly in relation to income from generated funds, i.e. donations and legacies. However, a small portion of costs incurred on income from generated funds is also allocated to costs of charitable activities for providing information in an educational manner to raise awareness of mental health issues in furtherance of the charity's objectives. The apportionment is based on an assessment of particular activities.
Some expenditure for charitable activities is apportioned between two or more categories on a basis consistent with the use of resources.
Support costs are costs of services supplied centrally, which have been allocated to activity cost categories on a basis consistent with the use of resources. For example, human resources costs have been allocated by the number of staff whereas office property costs have been apportioned by usage of the floor space. Costs that were previously classified as governance costs, which include those incurred in the governance of the charity and its assets, and those costs associated with constitutional and statutory requirements, are now part of the support costs.
## **Taxation**
Irrecoverable VAT is allocated to the same cost heading as the related expenditure.
Tax recovered for voluntary income under Gift Aid is allocated to the same income heading as the related income.
Mind has charitable status and is thus exempt from taxation of its income and gains falling within Section 478 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that they are applied to its charitable objectives. No material tax charges have arisen in its subsidiaries and no provision is required for deferred taxation.
76
**Mind** Accounts to 31 March 2023
## **Stocks**
Stocks are valued at the lower of cost and net realisable value. Stocks of donated goods held in the Minds Matter charity shops are not valued until they are sold.
## **Rental payments**
Rental payments under operating leases are charged against income on a straight line basis over the term of the lease.
## **Depreciation**
All tangible fixed assets, including freehold properties, are stated in the balance sheet at cost less depreciation. The depreciation of assets is provided in equal annual instalments over the estimated useful lives of the assets at the following rates:
Freehold property ..................................................................2% Long leasehold property ......................................................2% Short leasehold property .........Over the term of the lease Office furniture and equipment ..........................10 to 20% Computer equipment ........................................................20% Motor vehicles ......................................................................33%
Individual items of capital expenditure in excess of £2,000 are accounted for as fixed asset additions. In some circumstances the policy can be overruled and where this is the case the decision is documented and the justification recorded.
Individual items of capital expenditure of £200 or more are accounted for as fixed assets for the trading subsidiary Minds Matter (Trading Activities) Limited.
## **Investments**
Investments are shown at market value. Unrealised gains and losses represent the movement in the market value in the financial year. Realised gains and losses are calculated as the difference between sale proceeds and the market value at the beginning of the financial year. Unrealised and realised gains and losses are included together in the statement of financial activities.
## **Pensions**
Employees of the charity are entitled to join the group personal pension scheme and employees of the subsidiary Minds Matter (Trading Activities) Limited are entitled to join one of their defined contribution pension schemes. Employer contributions are charged to expenditure in the accounting period in which they are payable.
Mind operated a defined benefit scheme which was closed for future accrual on 31 July 2002. The assets and liabilities in the scheme are reported in these financial statements as required by FRS102. Please see the pension note (note 23) for more detail.
## **Critical accounting judgements and key sources of estimation uncertainty (policy)**
In the application of the charity’s accounting policies, which are described in note 1 above, trustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The 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 if the revision affects only that period, or in the period of the revision and future periods if the revision affects the current and future periods.
The estimates and assumptions which have a significant risk of causing a material adjustment to the carrying amount of assets and liabilities are set out below:
- Pension liabilities – the charity recognises its liability to its defined benefit pension scheme, which involves a number of estimations disclosed in note 23.
## **Financial instruments (policy and note)**
Mind has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at amortised cost using the effective interest method. Financial assets held at amortised cost comprise cash and bank and in hand, together with trade and other debtors. Financial liabilities held at amortised cost comprise bank loans and overdrafts, trade and other creditors.
Investments held as part of an investment portfolio are held at fair value at the balance sheet date, with gains and losses being recognised within income and expenditure.
77
**Mind** Accounts to 31 March 2023
## **2. Voluntary income**
**----- Start of picture text -----**
Total Total Total
Unrestricted Restricted 2023 2023 2022
£’000 £’000 £’000 £’000 £’000
Donations 12,766 0 12,766 16,146 17,379
Challenge events 10,879 0 10,879 15,679 12,055
Legacies 5,481 121 5,602 6,241 3,370
Total 29,126 121 29,247 38,066 32,804
**----- End of picture text -----**
The amount of legacy income notified but not recognised as income in the year according to the legacy pipeline is estimated at £5.2m (2022: £4.2m). The charity is hopeful that much of this income will be able to be recognised in future years.
## **3. Mind charity shop results**
Total group results from the charity shops included in these financial statements are shown below, some of which is reported in Minds Matter (Trading Activities) Limited accounts and some in Mind’s charity only accounts.
**----- Start of picture text -----**
2023 2022
£’000 £’000
Shop income 22,750 19,374
Trading and other income including rent received 233 620
Costs of selling goods (16,514) (13,520)
6,468 6,474
**----- End of picture text -----**
Income included within trading and other income is nil (2022: £315,143) in relation to retail leisure and hospitality grant for Minds Matter (Trading Activities) Limited.
## **4. Investment income**
**----- Start of picture text -----**
Total Total
Unrestricted Restricted 2023 2022
£’000 £’000 £’000 £’000
Interest received 136 0 136 27
Dividends 358 0 358 194
Total 495 0 495 221
**----- End of picture text -----**
78
**Mind** Accounts to 31 March 2023
## **5. Incoming resources from charitable activities**
**----- Start of picture text -----**
Total Total
Unrestricted Restricted 2023 2022
£’000 £’000 £’000 £’000
-
Government grants 1,034 1,034 1,730
Trusts, foundations and other grants 105 3,174 3,279 10,573
Fees 359 359 404
-
Conferences and training 1,167 1,167 1,444
Other 812 2 814 953
Total 2,443 4,210 6,653 15,104
**----- End of picture text -----**
**----- Start of picture text -----**
Restricted incoming resources by funder 2023 2022
£’000 £’000
Welsh government
Time to Change Wales (Adult) 480 403
Side by Side Cymru: Peer Support in your Community 40 80
Social Prescribing - 228
Mental Health Crisis Care Wales 13 16
Active Monitoring 550 1,003
1,083 1,730
National Emergencies Trust
National Emergencies Trust - 93
- 93
Sport England
System Partner Year 1 377 386
377 386
Comic Relief
Time to Change Wales (Adult) - 18
Coronavirus Mental Health Response Fund Wales - 1
- 19
Lloyds Banking Group
MHAW Commitment - 400
- 400
The Royal Foundation
Blue Light Programme - 250
Mental Health at Work Programme 2 9
Blue Light Together website 18 300
20 559
**----- End of picture text -----**
79
**Mind** Accounts to 31 March 2023
## **5. Incoming resources from charitable activities (continued)**
**----- Start of picture text -----**
2023 2022
£’000 £’000
Simply Business
Mental Health at Work 97 25
97 25
Co-op
Co-op Project 574 2,404
574 2,404
Midlands Engine
Midlands Engine 386 375
386 375
Barclays’ £100m Covid-19 Community Aid Package
Barclays - 100
- 100
Pears DCMS Community Match Challenge Fund
Racial Equity Fund - 500
- 500
The COVID-19 Support Fund
-
Pandemic Recovery programme 3,637
-
3,637
Others
Children and Young People Project 2 765
Children and Young People - Wellbeing advisors 114 -
Children and Young People (Organisational change) 41 -
Local Mind Digital Transformation - 218
Information Unit (various funders) 255 406
Money & Me 431 -
Clear Space (Schools and Colleges Early Support Service) 328 -
Peer Support 17 -
Other 485 653
1,673 2,042
Total 4,210 12,270
**----- End of picture text -----**
80
**Mind** Accounts to 31 March 2023
## **6. Expenditure on raising funds for voluntary income**
**----- Start of picture text -----**
Unrestricted Restricted Total Total
total total 2023 2022
£’000 £’000 £’000 £’000
Donations 5,742 0 5,742 4,756
Challenge events 1,671 0 1,671 1,619
Legacies 334 0 334 319
Support costs allocated 1,581 0 1,581 1,225
Total 9,328 0 9,328 7,919
**----- End of picture text -----**
## **7. Resources expended on charitable activities**
**----- Start of picture text -----**
Activities Grant
undertaken funding of Support 2023 2022
directly activities costs Total Total
£’000 £’000 £’000 £’000 £’000
We connect Minds 4,130 437 1,031 5,598 4,608
We support Minds 7,322 3,804 2,028 13,154 11,005
We change Minds 3,940 584 1,581 6,105 4,393
Together, we are Mind 15,876 928 4,676 21,480 17,089
31,268 5,753 9,316 46,337 37,095
**----- End of picture text -----**
81
**Mind** Accounts to 31 March 2023
## **8. Support costs**
**----- Start of picture text -----**
Governance Management Finance, Property Human Total Total
costs staff IT and costs resources costs costs
office area staff 2023 2022
services
staff
£’000 £’000 £’000 £’000 £’000 £’000 £’000
We connect minds 24 38 491 122 356 1,031 613
We support minds 48 76 963 240 700 2,027 1,253
We change minds 37 59 752 187 546 1,581 963
Together, we are Mind 110 174 2,225 553 1,615 4,677 2,989
219 347 4,431 1,102 3,217 9,316 5,818
Income generation
Voluntary income 37 59 752 187 546 1,581 1,226
Raffle and other activities 8 13 170 43 124 358 181
264 419 5,353 1,332 3,887 11,255 7,225
**----- End of picture text -----**
## **9. Staff costs**
**----- Start of picture text -----**
Group
2023 2022
£’000 £’000
Wages and salaries 28,189 22,626
Social security costs 2,829 2,151
Other pension contributions 2,848 2,296
33,866 27,073
Other pension contributions are made up as follows:
Mind defined benefit scheme related costs 62 62
Mind defined contribution scheme 2,567 2,056
Minds Matter defined contribution schemes 219 178
2,848 2,296
**----- End of picture text -----**
See note 23 for more information on the pension schemes
82
**Mind** Accounts to 31 March 2023
## **9. Staff costs (continued)**
**----- Start of picture text -----**
2023 2022
number number
The average number of full-time equivalent employees during the year was:
Shops 338 350
We connect Minds 38 29
We support Minds 75 59
We change Minds 59 45
Together, we are Mind 173 141
Income generation, and governance 153 135
837 759
**----- End of picture text -----**
The average number of employees during the year was 1,010 (2022: 924).
## **Higher-paid employees**
The previous chief executive, Paul Farmer, left Mind in October 2022. He received emoluments of £79,534 until October 2022 (2022: £130,898). Sarah Hughes, our current chief executive, started in January 2023. She received emoluments of £32,487 between January and March 2023.
The number of employees whose emoluments for the year fell within the following bands were:
**----- Start of picture text -----**
2023 2022
number number
£60,000 to £69,999 13 12
£70,000 to £79,999 10 4
£80,000 to £89,999 4 2
£90,000 to £99,999 2 5
£100,000 to £109,999 4 -
£110,000 to £119,999 1 -
- -
£120,000 to £129,999
£130,000 to £139,999 - 1
- -
£140,000 to £149,999
34 24
**----- End of picture text -----**
Emoluments include salary and taxable benefits but do not include employer’s pension contributions or employer’s national insurance. The highest paid employee was the chief executive.
**----- Start of picture text -----**
2023 2022
number number
Total employer contribution paid to the pension scheme for the above higher-
paid employees 214 149
**----- End of picture text -----**
83
**Mind** Accounts to 31 March 2023
## **Key management personnel**
The key management personnel comprises the executive team and is made up of the following positions within the organisation, for which the remuneration and likely short-term benefits payable for the year are:
**----- Start of picture text -----**
Designation Employer Employer Total Total
Salary Benefits NIC pension 2023 2022
£’000 £’000 £’000 £’000 £’000 £’000
Chief executive – current 32 - 4 - 36 -
Chief executive – previous 80 10 8 98 159
Chief operating officer 109 - 13 12 134 121
Director of networks and communities 100 - 11 11 122 108
Director of external relations 110 - 13 13 136 121
Director of Mind Cymru 84 - 10 7 101 93
Director of fundraising 105 - 13 8 126 113
Director of Mind Retail (MMTA) 109 - 15 8 132 114
Total 729 - 89 67 885 829
**----- End of picture text -----**
## **10. Redundancy and termination payments**
Mind made redundancy and termination payments of £154,828 in the year (2022: £119,582).
## **11. Related party disclosures**
**----- Start of picture text -----**
2023 2022
£’000 £’000
Total expenses reimbursed for support, travel and subsistence 11 2
Number of trustees reimbursed 6 3
Number of trustees in office at some time during the year 16 16
**----- End of picture text -----**
## **Trustee remuneration**
No remuneration has been paid to trustees in the year
## **Related party transactions**
Mind has a wholly owned subsidiary, Minds Matter (Trading Activities) Limited (MMTA, sometimes referred to as Mind Retail), as detailed in note 13. During the year, expenses amounting to £50,190 (2022: £64,873) were charged to MMTA in relation to rent and accountancy charges. At the year end, £2,318,861 (2022: £3,625,623) was due to Mind from MMTA. During the year, Mind received income on behalf of MMTA amounting to £199,693 (2022:
£172,727) and incurred expenditure amounting to £293,782 (2022: £129,257) on behalf of the organisation.
MMTA did not incur any expenditure on behalf of Mind in the year (2022: £61,877). MMTA received income of £21,786 (2022: £nil) on behalf of Mind during the year. MMTA also transferred fixed assets worth £1,492,729 (2022: £296,522) to Mind.
84
**Mind** Accounts to 31 March 2023
**Stevie Spring** is the chairman of Mind. During the year, transactions worth £10,856 were incurred with Co-op Legal Services (part of the Co-operative Group Limited), which is our supplier. Also £573,689 was received through Mind's partnership with the Cooperative Group Limited. Stevie is a non-executive director and chairman of the remuneration committee for Co-operative Group Limited. £9,000 was raised and received from Pladis Global, our customer, at which Stevie is an advisory board member. Transactions worth £2,250 were incurred with the Involvement and Participation Association, our supplier during the year. Stevie is a member of the Involvement and Participation Association.
**John Wilderspin** is a Mind trustee. During the year, sales transactions worth £8,903 were generated and received from Solent Mind. Expenditure transactions of £1,796 were incurred with Solent Mind, all of which were settled during the year. John is the chair of Solent Mind.
Shubulade Smith is a Mind trustee. During the year, £4,094 (relating to 21-22) was received from the Royal College of Psychiatrists, which is our customer. £49,123 of expenditure transactions were incurred with the Royal College of Psychiatrists, all of which have been settled. Shubulade is the president of the Royal College of Psychiatrists.
**Kathleen Miles** is part of the executive team at Mind. During the year, expenditure transactions worth £34,853 were incurred with the Institute of Fundraising, £5,443 of this remains unpaid at the year end. Kathleen is a full member of the Institute of Fundraising (MInstF).
**Alyson Scott** is a Mind trustee. During the year, income transactions worth £2,750 have been generated and received from York Mind. Expenditure transactions worth £135,912 were incurred with York Mind, of which £18,000 remains unpaid at the year end. Alyson is chief executive at York Mind.
Anna Hughes is a Mind trustee. During the year, sales transactions worth £4,127 were generated and received from Suffolk Mind. Anna is a trustee at the Suffolk Community Foundation.
**Joanne Theodoulou** is a Mind trustee. During the year, income of £166,694 was received from Xbridge Limited. Joanne is general counsel and company secretary at Xbridge Limited t/a Simply Business.
## **12. Net movement in funds**
**----- Start of picture text -----**
2023 2022
£’000 £’000
Net movement in funds is stated after charging:
Depreciation 1,642 1,416
Auditors’ remuneration
External audit 46 39
Tax services (payroll and corporation tax) 51 51
Internal audit 3 2
Operating lease: land and buildings 3,354 3,676
Operating lease: equipment and motor vehicles 116 265
**----- End of picture text -----**
85
**Mind** Accounts to 31 March 2023
## **13. Results from trading subsidiary, Minds Matter (Trading Activities) Limited**
**----- Start of picture text -----**
2023 2022
£’000 £’000
Turnover 15,594 12,377
Cost of sales (548) (454)
Gross profit 15,046 11,923
Other operating income 2,105 2,262
Administrative expenses (15,117) (12,438)
Operating profit and profit on ordinary activities before taxation 2,034 1,747
Tax on profit on ordinary activities - -
Profit for the financial year 2,034 1,747
Payable to Mind under Gift Aid (2,034) (1,746)
Taxation - (1)
- -
Retained earnings carried forward
**----- End of picture text -----**
**----- Start of picture text -----**
2023 2022
£ £
Total assets 3,889,750 4,996,934
Total liabilities (3,889,745) (4,996,929)
Net assets 5 5
Shareholder’s funds 5 5
**----- End of picture text -----**
86
**Mind** Accounts to 31 March 2023
## **14. Tangible fixed assets**
**----- Start of picture text -----**
Group and charity Long Short-term Furniture,
Freehold leasehold leasehold equipment
properties properties properties and vehicles Total
£’000 £’000 £’000 £’000 £’000
Cost
At 1 April 2022 219 - 598 12,897 13,714
Additions at cost - - 194 1,972 2,166
Disposals - - (29) (2,225) (2,254)
At 31 March 2023 219 - 763 12,644 13,626
Depreciation
At 1 April 2022 (87) - (479) (8,604) (9,170)
Charge for year - - (85) (1,558) (1,643)
Disposals - - 20 2,049 2,069
At 31 March 2023 (87) - (544) (8,113) (8,744)
At 31 March 2023 132 - 219 4,531 4,882
At 31 March 2022 132 - 119 4,293 4,544
**----- End of picture text -----**
87
**Mind** Accounts to 31 March 2023
## **15. Investments**
**----- Start of picture text -----**
2023 2022
£’000 £’000
The following movements took place during the year:
Market value brought forward 21,672 8,488
Disposals of investments (3,456) (4,509)
Additions to investment at cost 8,438 17,649
26,654 21,628
Net (loss)/gain on investments (742) 44
Market value carried forward 25,912 21,672
Cash 8,449 14,120
Total 34,361 35,792
**----- End of picture text -----**
**----- Start of picture text -----**
2023 2022
£’000 £’000
UK bonds 3,154 1947
UK equities 1,341 1,204
Other 4,669 4,525
Total UK 9,164 7,676
Overseas equities and bonds 16,748 13,996
Total UK and overseas equities and bonds 25,912 21,672
Cash 8,449 14,120
Total 34,361 35,792
**----- End of picture text -----**
## **16. Debtors**
**----- Start of picture text -----**
Group Mind
2023 2022 2023 2022
£’000 £’000 £’000 £’000
- -
Amount due from subsidiary undertaking 2,319 3,626
Trade debtors 418 819 418 819
Other debtors 733 265 698 288
Prepayments 2,596 2,324 1,744 1,548
Accrued income 2,683 3,492 1,795 1,812
6,430 6,900 6,974 8,093
**----- End of picture text -----**
88
**Mind** Accounts to 31 March 2023
## **17. Creditors: amounts falling due within 1 year**
**----- Start of picture text -----**
Group Mind
2023 2022 2023 2022
£’000 £’000 £’000 £’000
Trade creditors 1,530 775 1,076 633
Other creditors 290 679 205 628
Income tax and social security 1,287 882 1,100 704
Grants payable 1,845 1,794 1,845 1,794
Accruals 4,463 4,000 3,710 3,080
Deferred income 2,422 1,392 2,331 1,308
11,837 9,522 10,267 8,147
Group Mind
2023 2023
£’000 £’000
Deferred income brought forward 1,392 1,308
Release of prior year’s deferred income (1,392) (1,308)
Deferred income added in the year 2,422 2,331
Deferred income carried forward 2,422 2,331
**----- End of picture text -----**
89
**Mind** Accounts to 31 March 2023
## **18. Restricted funds by activity 2022-23**
**----- Start of picture text -----**
Incoming Balance at
Balance at resources/ Resources 31 March
1 April 2022 transfers expended 2023
£’000 £’000 £’000 £’000
Time to Change Wales (Adult) 6 480 (484) 2
Side by Side Cymru: Peer Support in your - 40 (40) -
Community
Mental Health Crisis Care Wales - 13 (13) -
Supported Self Help - 550 (550) -
Children and Young People Projects 1,210 548 (1,293) 465
Coronavirus Mental Health Response Fund Wales 1 - (1) -
Get Set to Go Development Year 38 377 (387) 28
REBOOT UK 61 - - 61
Mental Health at Work 557 99 (306) 350
Midlands Engine - 386 (251) 135
Blue Light Together 282 18 (209) 91
Partnerships- ICAP Infoline text service 436 - (2) 434
Co-op Project 2,496 574 (1,441) 1,629
Investing in Mental Health and Side by Side Online 315 (99) (191) 25
National Emergencies Trust 11 - - 11
-
Pandemic Recovery Programme 2,295 (1,086) 1,209
Young People and Racial Trauma project 144 - (144) -
Infoline 388 169 (539) 18
Reflect Product 11 - (10) 1
Money & Me - 431 (59) 372
Other 3,321 746 (602) 3,465
Total 11,572 4,331 (7,608) 8,295
The Elliott Charity 40 - - 40
Mary Hemingway Rees Memorial Fund 15 - - 15
Group restricted funds 11,627 4,331 (7,608) 8,350
**----- End of picture text -----**
90
**Mind** Accounts to 31 March 2023
## **18. Restricted funds by activity 2021-22**
**----- Start of picture text -----**
Incoming Balance at
Balance at resources/ Resources 31 March
1 April 2021 transfers expended 2022
£’000 £’000 £’000 £’000
Time to Change Wales (Adult) 1 420 (415) 6
Side by Side Cymru: Peer Support in your
25 80 (105) -
Community
Social Prescribing - 228 (228) -
Mental Health Crisis Care Wales - 16 (16) -
Active Monitoring - 1,028 (1,028) -
Children and Young People Projects 481 853 (336) 998
Side by Side: Peer Support in your Community 15 - (15) -
Coronavirus Mental Health Response Fund Wales - 1 - 1
COVID-19 74 - (74) (0)
Racial Equity Fund - 500 (500) -
Get Set to Go Development Year 62 386 (410) 38
Mind Digital Transformation 119 218 (337) -
REBOOT UK 61 - - 61
Mentally Healthy Universities 407 - (407) -
Employer Gateway Heads Together - - - -
Mental Health at Work 308 410 (161) 557
Midlands Engine 141 375 (516) -
Blue Light Programme 131 550 (398) 283
Time to Change Global - - - -
Partnerships- ICAP infoline text service 424 30 (18) 436
Co-op Project 2,574 2,404 (2,503) 2,475
Investing in Mental Health and Side by Side Online 813 100 (598) 315
National Emergencies Trust 220 93 (302) 11
Time to Change Phase III 47 - (47) -
-
Pandemic Recovery Programme 3,637 (1,342) 2,295
Young People and Racial Trauma project - 144 - 144
Infoline 200 - - 200
Reflect Product 11 - - 11
Other 2,829 1,646 (734) 3,744
Total 8,943 13,119 (10,490) 11,572
The Elliott Charity 40 - - 40
Mary Hemingway Rees Memorial Fund 15 - - 15
Group restricted funds 8,998 13,119 (10,490) 11,627
**----- End of picture text -----**
91
**Mind** Accounts to 31 March 2023
##
##
**Side by Side** (sidebyside.mind.org.uk) is our online peer support community, open to anyone with a mental health problem. Side by Side launched in September 2020, replacing our previous service, Elefriends.
**The Co-op ‘Resilience in the community’ project** is a 4-year partnership with Co-op (October 2019 – October 2023) alongside our partners SAMH (Scottish Association for Mental Health) and Inspire. The partnership aims to empower people experiencing, or at risk of, mental health problems to develop the skills needed to effectively support both their own and others’ mental health and wellbeing. We are achieving this through new research, communitybased resilience services, a national advocacy and influencing programme, as well as partnering with Co-op on Time to Talk Day – the nation’s largest mental health conversation. We have also inspired and engaged Co-op employees and networks to raise £8.45m for the partnership alongside supporting awareness of their own mental health.
**Mind’s information services** provide high-quality, person-centred information that empowers people to make informed choices, to understand and access their rights, and to live with and recover from mental health problems. We believe well-targeted, supportive, and reliable information has the power to change lives. It is vital to everyone experiencing or working with mental health issues. We also research, write and publish information booklets on a variety of mental health topics.
**Our Mind Infoline** is a specialist helpline information service for people with direct or indirect experience of mental health problems, health professionals and other organisations. Enquiries can be made by call, email, webchat or post, and are received on a wide range of issues from specific diagnoses, treatments such as talking therapies or medication, benefits, and employment. People contact us about their own issues or because they’re concerned about someone else, and the service signposts people to local sources of help or support.
**The Pandemic Recovery Programme** is a 3-year partnership funded by the Covid-19 Support Fund, supported by members of the Association of British Insurers (ABI). The programme is supporting Mind to meet the rising demand for our national mental health services, in addition to providing a long-term response to the impact of Covid-19. The grant is supporting the expansion of Mind’s most reliedupon national services, including our Infoline and online peer support platform, Side by Side, as well as contributing to a new local Mind grant fund which is funding a diverse range of regional services supporting groups disproportionately impacted by Covid-19. The programme is also supporting the development of programmes in line with our strategy, providing mental health support where it is most urgently needed.
We also research, write and publish information booklets on a variety of mental health topics.
**Active Monitoring** is an early intervention service for adults aimed at supporting people with low to moderate mental health needs. Individuals can refer themselves into the service or be referred into the service by a GP or their local Mind. The service aims to increase timely mental health support for people who do not meet the thresholds for ‘NHS Talking Therapies, for anxiety and depression services’ or other talking therapies, or who would otherwise be allocated to a waiting list under the ‘watchful waiting’ period. By offering people access to support at an early stage, supported self-help can help prevent people’s mental health problems from escalating, improve their outcomes, and help to reduce longer term health service costs by limiting the need for more intensive interventions.
**Mental Health and Productivity Pilot** is a
programme funded by the Department for Work and Pensions, Department of Health and Social Care, and Midlands Engine since 2019. Led by Coventry University, with main partners University of Warwick, West Midlands Combined Authority and Mind along with five other Midlands universities, we support Midlands-based organisations and their employees to improve workplace mental health and reduce the impact it has on sickness absence, presenteeism, and productivity – helping people to thrive. This includes leading the service delivery of a new workplace mental health pilot called MENTOR with University of Birmingham and local Minds in the Midlands (currently Burton and District Mind) and supporting organisations to sign up to the Mental Health at Work commitment.
92
**Mind** Accounts to 31 March 2023
## **18. Restricted funds by activity (continued)**
**Barclays Community Aid Package** includes two funded projects: Online Side by Side which concluded in September 2021, and Investing in Mental Health which is a 2-year programme supporting people experiencing financial difficulties as a result of the pandemic. Investing in Mental Health supports the most vulnerable people in communities across England and Wales with mental health problems to stay well, by alleviating financial difficulty. The programme provides holistic support by offering accessible online information and resources about the link between mental health and money, as well as providing locally delivered advice and support services on welfare and benefits.
**Time to Change Wales** is a national campaign to challenge the stigma and discrimination associated with mental health problems. It has been run since 2012 by Mind Cymru and Adferiad Recovery (Hafal), and in 2021 we were also supported by a new partner, EYST (Ethnic Minorities & Youth Support Team). With EYST, we carried out a scoping study of the experience of stigma in Black, Asian and minority ethnic communities, and co-produced bespoke materials for different audiences, including Black, Asian and minority ethnic communities. This work was funded by the Welsh government.
**System Partner Year 1** furthers our sport and physical activity programme and kick starts a new 5-year partnership with Sport England to co-deliver the Uniting the Movement Strategy and level-up access to sport and physical activity across the country. Through the partnership we will:
- Work collaboratively with partners to support the mental health of people experiencing inequalities, with a focus on our strategic priority groups.
- Fight for the mental health of everyone involved in the sport and physical activity ecosystem to ensure peoples’ lived experiences and evidence shape services and support.
- Advocate to national and local policy makers the role of physical activity as an engagement tool in the mental health ecosystem to promote our vision.
participants’ economic wellbeing through facilitating access to information, tools, and income to help them support their financial wellbeing and mental health.
**Clear Space** is a programme Mind is delivering in partnership with Anna Freud to provide support to young people, parents, and school staff in England and Wales. The programme provides 1:1 guided self-help sessions to young people from secondary schools and colleges with low to moderate level mental health and wellbeing problems. Clear Space seeks to support young people of colour and socioeconomically deprived communities and it offers flexible and responsive virtual support to those with mild to moderate mental health problems, including anxiety and depression. The service is free and accessible at the point of use.
**The Local Mind Grant Fund** helps local Minds to innovate and design targeted, effective services which are tailored to their local areas and ensure those organisations can continue to provide support. People with mental health problems will be better connected to each other, to their communities, and to vital avenues of support.
Awarded via a competitive application process, the local Mind Grant Fund is an opportunity for local Minds to secure funding to deliver innovative projects and new ways of working, developing an idea or applying an existing idea to a new context (demonstrating awareness of what has gone before and building on it). All local Minds in England and Wales are welcome to apply. All projects are expected to be exemplars of good practice and deliver activities that contribute to our core strategic goals.
Mind has launched an exciting new programme, **Wellbeing Advisers** , which has been designed with and for young people. Our wellbeing advisers are trained to work with young people. Young people can find help if they are down or anxious – and make a plan with the wellbeing advisers. Their plan could (for example) include counselling, community groups, or health services. Anyone aged 11-24 can see an adviser.
Our joint ambitions are to both embed mental health support across sport and physical activity ecosystems, and to embed physical activity across mental health ecosystems as an important mechanism for delivering mental health outcomes.
**Money and Me** is a mental health and financial wellbeing intervention which operates in 4 locations across England and Wales facing high levels of poverty: Leeds, Lancashire, Middleborough, and Neath and Port Talbot. This programme is part-funded by PepsiCo Foundation and aims to strengthen
**The Sony Music Entertainment Social Justice Fund** is a global fund to support social justice and anti-racist initiatives around the world, following the Black Lives Matter protests. Sony Music Entertainments grant is supporting Mind to deliver Stage 1 of our Young People and Racial Trauma project. Mind is working alongside Partisan, a Blackled Community Interest Company, and young people with experience of racism and mental health problems to design new mental health interventions, and using insights to produce influential peer-led research.
93
**Mind** Accounts to 31 March 2023
## **19. Designated funds**
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Balance at Income Expenditure Transfers Balance at
1 April 2022 2023 2023 2023 31 March 2023
£’000 £’000 £’000 £’000 £’000
Fixed asset fund 4,544 - (1,827) 2,165 4,882
- -
Strategic development fund 10,945 (9,645) 1,300
-
15,489 (11,472) 2,165 6,182
Balance at Income Expenditure Transfers Balance at
1 April 2021 2022 2022 2022 31 March 2022
Designated funds £’000 £’000 £’000 £’000 £’000
Fixed asset fund 4,549 - (2,144) 2,139 4,544
-
Strategic development fund 5,650 (4,099) 9,394 10,945
-
10,199 (6,243) 11,533 15,489
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The fixed asset fund is utilised over its economic life in accordance with our depreciation policy (see note 1). The purpose of the strategic development fund is to provide for future strategic development of Mind’s frontline charitable work. Planning is currently being undertaken for utilisation of this fund before the end of the current strategic period.
## **20. Analysis of group net assets**
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Unrestricted Restricted Total
funds funds funds
£’000 £’000 £’000
Fund balances at 31 March 2023 are represented by:
-
Tangible fixed assets 4,882 4,882
Investments 34,361 - 34,361
Current assets 1,795 9,336 11,131
Current liabilities (10,851) (986) (11,837)
30,187 8,350 38,537
Fund balances at 31 March 2022 are represented by:
-
Tangible fixed assets 4,544 4,544
Investments 35,792 - 35,792
Current assets 8,351 13,572 21,923
Current liabilities (7,577) (1,945) (9,522)
41,110 11,627 52,737
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94
**Mind** Accounts to 31 March 2023
## **21. Investment in subsidiary undertakings**
**Name of subsidiary Holding Proportion of voting rights** Minds Matter (Trading Activities) Limited 5 ordinary shares of £1 each 100% 2 Redman Place London E20 1JQ Company registration number: 01005048
## **22. Share capital**
The company is limited by guarantee and has no share capital. The liability of the members is limited to the sum of £1 per member.
## **23. Pension commitments**
Mind operates a group personal pension scheme and contributions are charged to expenditure in the accounting period in which they are payable. Charges in the year were £2,566,911 (2022: £2,054,594).
The trading subsidiary, Minds Matter (Trading Activities) Limited, operates two defined contribution-based pension schemes. Contributions are charged to expenditure in the accounting period in which they are payable. Charges in the year were £219,375 (2022: £178,482).
## **Defined benefit scheme**
Mind operates a defined benefit scheme in the UK. There is a separate trustee administered fund holding the pension scheme assets to meet long term pension liabilities. A triennal actuarial valuation was carried out at 30 September 2022 by a qualified actuary, independent of the scheme's sponsoring employer. The major assumptions used by the actuary are shown below (as per FRS 102).
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2023 2022
Net pension position at 31 March: £'000 £'000
Fair value of scheme assets 9,109 12,757
Present value of scheme liabilities (8,800) (11,295)
Effect of asset ceiling (309) (1,462)
Total - -
2023 Value 2022 Value
Asset £’000 £’000
Bonds 6,388 9,438
Property 1,146 1,475
Cash 109 113
Other 1,466 1,731
9,109 12,757
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95
**Mind** Accounts to 31 March 2023
## **23. Pension commitments (continued)**
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2023 2022
Actuarial assumptions used % pa % pa
Rate of increase of pensions 2.83 3.05
Discount rate 4.88 2.78
Retail price inflation 3.22 3.53
CPI inflation 2.90 3.17
Deferred pension revaluation 5.00 5.00
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The following amounts have been recognised in the financial statements under the requirements of FRS102:
**----- Start of picture text -----**
2023 2022
Amount charged to functional cost categories £’000 £’000
Expenses (94) (68)
Interest cost (310) (256)
Expected return on assets 350 266
Interest on effect of asset ceiling (40) (10)
Net amount charged to expenditure (94) (68)
2023 2022
Actuarial gains/(losses) £'000 £'000
Return on scheme assets (3,643) (6)
Experience gain on liabilities (514) (20)
Effects of changes in the demographic and financial
2,996 995
assumptions underlying the present value of the scheme liabilities
Effects of changes in the amount of surplus that is not
recoverable (excluding amounts included in net interest cost) – (loss) 1,193 (963)
Actuarial gain/(loss) charged to the statement of financial activities 32 6
2023 2022
Analysis of movement in deficit £'000 £'000
- -
Deficit at the beginning of year
Movement in year :
Expenses (94) (68)
Contributions paid by charity 62 62
Actuarial loss 32 6
- -
Deficit at end of the year
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96
**Mind** Accounts to 31 March 2023
## **23. Pension commitments (continued)**
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2023 2022
History of experience gains and (losses) £'000 £'000
Difference between expected and actual return on scheme assets:
Amount (3,643) (6)
% of scheme assets (39.99)% 0.00%
Experience gains/(losses) on scheme liabilities
Amount (514) (20)
% of scheme assets (5.64)% 0.00%
Total actuarial gain/(losses) recognised
Amount 32 6
% of scheme liabilities (0.36)% (0.10)%
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## **24. Operating lease commitments**
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2023 2022
Group Mind Group Mind
£’000 £’000 £’000 £’000
Land and buildings
Total non-cancellable commitments under operating
leases expiring
Within one year 2,561 2,561 2,498 2,498
In the second to fifth year 8,967 8,967 7,764 7,764
After five years 4,266 4,266 5,544 5,544
15,793 15,793 15,806 15,806
Equipment and motor vehicles
Total non-cancellable commitments under operating
leases expiring:
Within one year 103 12 146 24
In the second to fifth year 68 16 150 8
- - - -
After five years
171 28 296 32
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97
**Mind** Accounts to 31 March 2023
## **25. Grants and other distributions to institutions**
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Local Total Total
Minds Other 2022-23 2021-22
Grants £’000 £’000 £’000 £’000
Active Monitoring 22/23 (English Test & Learn) 471 - 471 -
Active Monitoring Wales - Mind 514 - 514 -
Active Monitoring Wales - Welsh government 439 - 439 840
ASICS Get Active Grant Fund 90 - 90 13
BAYO Phase 2 - 250 250 -
Blue Light Support 4 - 4 10
Cost of Living Fund 22-23 734 - 734 -
Culturally Competent Talking Therapies - 144 144 -
EFL Legacy Grants 2022 83 - 83 -
Equity and Lived Experience Development Fund 2023-24 30 - 30 -
Help Through Hardship Local 600 - 600 -
Investing in Mental Health 14 - 14 -
MHPP - MENTOR 2.0 / Midlands Engine 10 - 10 302
Mind Football Programme 22-23 10 - 10 -
Network Business Continuity Fund 548 - 548 -
Organisational Development Fund 2022 621 - 621 -
Peer Support Hubs - Welsh government - 8 8 62
Refugees and Asylum Seekers Mental Health Support Fund 282 - 282 -
Regional Network Fund - 42 42 44
Restricted Legacies 68 - 68 8
Schools and Colleges Early Support Service 247 - 247 218
Side by Side Online 5 - 5 -
Sony Young People and Racial trauma - 118 118 -
Time To Change Wales P4 - Welsh government - 111 111 119
Time to Talk Day Small Grants 16 10 25 10
Ukraine crisis response fund 60 - 60 55
Wellbeing Advisers CYP 2022-23 170 - 170 -
YBM steering group grants - 54 54 -
Active Monitoring Wales - Waterloo Fund - - - 16
Co-op Resilience Programme Extend Wave Two Local Mind - - - 67
Partnership Grant 2021-22
Co-op Resilience Programme Extend Wave Two Medium - - - 642
Grants 2021-22
Co-op Resilience Programme Extend Wave Two Medium - - - 22
Grants 2021-23
Co-op Resilience Programme Extend Wave Two Small Grants - - - 115
2021-22
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98
**Mind** Accounts to 31 March 2023
## **25. Grants and other distributions to institutions (continued)**
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Local Total Total
Minds Other 2022-23 2021-22
Grants £’000 £’000 £’000 £’000
Digital Transformation Fund - CMS Development - - - 152
Digital Transformation Fund: Strand 2 - - - 6
Engagement & Development Lead - - - 25
Equality Improvement and Influence & Participation Learning - - - 14
Exchange 2021-22
Investing in Mental Health 2021 - - - 184
LMGF Co-op Resilience Programme 2021 Extend 1 Medium - - - 384
Grants
LMGF Co-op Resilience Programme 2021 Extend 1 Small - - - 26
Grants
LMGF Co-op Resilience Programme 2021 Extend 1 'System - - - 380
Change' Grants
LMGF Services 2021 - - - 1,215
Local Mind Grant Fund Co-op Resilience Programme 2020 - - - - 60
Large Grants
Local Mind Grant Fund Co-op Resilience Programme 2020 - - - - 5
Small Grants
Mentally Healthy Universities - - - 244
Mind Series Local Mind award (physical activity) 21/22 - - - 57
Money & Me 2022/23 - - - 237
Network Support Fund - - - 25
Pears-DCMS Racial Equity Fund - - - 475
Social Prescribing - Welsh government - - - 148
Time to Change Re-brand Grant - - - 12
Whole School Approach 2021 - - - 77
WSA Co-op Academies 2021 - - - 32
Grant total 5,016 737 5,753 6,301
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99
**Mind** Accounts to 31 March 2023
## **25. Grants and other distributions to institutions (continued)**
Grants and distributions made in the 2022-23 financial year varied from £500 to £250,000 and were made to the following institutions. Listed below are the grantees who received grants greater than £5,000 during the year.
## **Active Monitoring 22/23 (English Test & Learn)**
Tameside Oldham and Glossop Mind Oxfordshire Mind Coventry and Warwickshire Mind Dorset Mind Springfield Mind (South Warwick&Worcester) Mind in Furness Derbyshire Mind Nottinghamshire Mind
Neath Port Talbot Mind Association Newport Mind North-East Wales Mind Pembrokeshire Mind Swansea Mind Torfaen & Blaenau Gwent Mind Vale of Clwyd Mind Ystradgynlais Mind
## **ASICS Get Active Connector Fund**
Neath Port Talbot Mind Association West Sussex Mind Mid Powys Mind Scarborough Whitby & Ryedale Mind
## **BAYO Phase 2**
The Ubele Initiative
## **Active Monitoring Wales - Mind Investment Fund**
Swansea Mind Cardiff Mind Carmarthen Mind Llanelli Mind Mid Powys Mind Mind in the Vale of Glamorgan Mind Monmouthshire Ltd Neath Port Talbot Mind Association Newport Mind North-East Wales Mind Pembrokeshire Mind Swansea Mind Ystradgynlais Mind Aberconwy Mind Aberystwyth Mind Brecon & District Mind Caerphilly Borough Mind Merthyr & the Valleys Mind Torfaen & Blaenau Gwent Mind Vale of Clwyd Mind
## **Active Monitoring Wales - Welsh Government Fund**
Cardiff Mind Aberconwy Mind Aberystwyth Mind Brecon & District Mind Caerphilly Borough Mind Carmarthen Mind Llanelli Mind Merthyr & the Valleys Mind Mid Powys Mind Mind Monmouthshire Ltd
## **Cost of Living Fund 22-23**
West Sussex Mind Mind in West Essex Suffolk Mind Wiltshire Mind North Staffs Mind Mind in Bexley and East Kent Lancashire Mind Mind in Haringey Cardiff Mind Bristol Mind Hammersmith and Fulham Association for Mental Health Mind in Croydon Scarborough, Whitby and Ryedale Mind Dorset Mind Mind in Harrogate District Manchester Mind Leeds Mind Sheffield Mind Ltd Conwy Mind Mid Kent Mind North Lincolnshire Mind South Kent Mind Swansea Mind Abertawe Rotherham and Barnsley Mind Torfaen & Blaenau Mind Islington Mind Neath Port Talbot Mind Mind in Harrow York & District Mind Oxfordshire Mind Tameside Oldham and Glossop Mind Brecon & District Mind Mid and North Powys Mind
100
**Mind** Accounts to 31 March 2023
## **25. Grants and other distributions to institutions (continued)**
Newport Mind Mind Ystradgynlais Mind in Salford Lambeth and Southwark Mind
## **Culturally Competent Talking Therapies**
The Empowerment Group Diverse Excellence Cymru Nilaari Agency Black Minds Matter UK
## **EFL Legacy Grants 2022**
Washington Mind Middlesbrough & Stockton Mind Burton & District Mind Nottinghamshire Mind Rotherham & Barnsley Mind Havant & East Hants Mind Mind in Mid Herts Dorset Mind
## **Equity and Lived Experience Development Fund 2023-24**
Coventry & Warwickshire Mind Hammersmith & Fulham Mind Tyneside and Northumberland Mind Mid and North-East Essex Mind Islington Mind
## **Help Through Hardship Local**
Leeds Mind Wirral Mind Middlesbrough and Stockton Mind Doncaster Mind North Kent Mind Vale of Clwyd Mind
Lambeth and Southwark Mind North-East Wales Mind Mind Jersey West Kent Mind Suffolk Mind York & District Mind Mind In Croydon Doncaster Mind Wiltshire Mind Harrogate & District Mind Mind In Bexley TA East Kent Mind Herts Mind Network Ltd Mind in Enfield and Barnet
## **Organisational Development Fund 2022**
Harrogate & District Mind Hammersmith & Fulham Mind Lancashire Mind Burton and District Mind Springfield Mind (South Warwick & Worcester) Buckinghamshire Mind Coventry & Warwickshire Mind Derbyshire Mind City, Hackney & Waltham Mind Aberconwy Mind Bristol Mind West Sussex Mind West Kent Mind Mind in Tower Hamlets and Newham Tyneside and Northumberland Mind Doncaster Mind Swansea Mind Abertawe Manchester Mind Leeds Mind Mind in Croydon Havant and East Hants Mind Carlisle Eden Mind Richmond Borough Mind Llanelli Mind
## **Investing in Mental Health**
Oxfordshire Mind
## **Legacies**
Oxfordshire Mind
## **MHPP - MENTOR 2.0**
Burton and District Mind
## **Mind Football Programme 22/23**
Oxfordshire Mind
## **Network Business Continuity Fund**
Oxfordshire Mind
## **Refugees and Asylum Seekers Mental Health Support Fund**
Tyneside & Northumberland Mind Bristol Mind Mind in Kingston West Sussex Mind Harrogate & District Mind Islington Mind Coventry & Warwickshire Mind Pembrokeshire Mind Mind In Furness Harrow Mind Plymouth & District Mind Doncaster Mind Herts Mind Network Ltd
101
**Mind** Accounts to 31 March 2023
## **Regional Network Fund**
Move Consulting Limited Active Partners Trust Think Active CSW
## **Schools and Colleges Early Support Service 2022**
Rotherham & Barnsley Mind Aberconwy Mind City, Hackney & Waltham Mind Coventry & Warwickshire Mind Neath Port Talbot Mind Association Hammersmith & Fulham Mind Middlesbrough & Stockton Mind York & District Mind North Staffordshire Mind
## **Sony Young People and Racial Trauma**
Partisan
## **Time to Change Wales**
## **Ukraine crisis response fund**
City, Hackney & Waltham Mind Swindon and Gloucestershire Mind Havant & East Hants Mind Mind in the Vale of Glamorgan Middlesbrough & Stockton Mind Dorset Mind Bristol Mind Hammersmith & Fulham Mind Norfolk and Waveney Mind North Lincolnshire Mind Washington Mind Wiltshire Mind
## **Wellbeing Advisers CYP 2022-23**
Hammersmith & Fulham Mind Coventry & Warwickshire Mind Newport Mind
## **YBM steering group grants**
Panoptical Films Ltd Nyall Simms (Shoot to Score Media Ltd)
Adferiad Recovery Ethnic Minorities & Youth Support Team (EYST)
## **25. Grants and other distributions to institutions (continued)**
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2023 2022
Grants payable by charitable objective number number
We connect Minds 437 508
We support Minds 3,804 3,632
We change Minds 584 254
Together, we are Mind 928 1,907
Total 5,753 6,301
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102
**Mind** Accounts to 31 March 2023
## **26. The Elliott Charity**
Mind is the trustee of The Elliot Charity. The figures below have been included in the consolidated accounts in restricted funds.
**----- Start of picture text -----**
2023 2022
£'000 £'000
Net assets
Cash at bank 40 40
Funds
Balance at 1 April 40 40
- -
Income/(expenditure)
Balance at 31 March 40 40
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The charity makes grants to provide training and personal development opportunities for persons employed in the field of mental health. We are reviewing how best these funds can be used for the beneficiaries.
## **27. Mary Hemingway Rees Memorial Fund**
Mind is the trustee of this fund. The figures below have been included in the consolidated accounts in restricted funds.
**----- Start of picture text -----**
2023 2022
£'000 £'000
Net assets
Cash at bank 15 15
Funds
Balance at 1 April 15 15
- -
Income/(expenditure)
Balance at 31 March 15 15
**----- End of picture text -----**
The fund gives grants towards speakers’ expenses for lectures on mental health and spiritual values usually organised by the World Federation for Mental Health as a memorial to the late Dr Mary Hemingway Rees.
103
**Mind** Accounts to 31 March 2023
## **28. Prior year comparatives for the statement of financial activities**
**----- Start of picture text -----**
Note Unrestricted Restricted Total
funds funds 2022
£’000 £’000 £’000
Income and endowments
Incoming resources from generated funds
Donations and legacies 2 37,217 849 38,066
Income from other trading activities
Shop income 3 19,754 - 19,754
Total funds from trading activities 19,754 - 19,754
Investment income 4 221 221
Income from charitable activities 5
We connect Minds 802 1,458 2,260
We support Minds 151 7,383 7,534
We change Minds 89 904 993
Together, we are Mind 1,792 2,525 4,317
Total income from charitable activities 5 2,834 12,270 15,104
Total income 60,026 13,119 73,145
Expenditure
Expenditure on raising funds
Donations and legacies 6 7,919 - 7,919
Shop costs 3 13,702 - 13,702
Total costs of raising funds 21,621 - 21,621
Expenditure on charitable activities
We connect Minds 3,448 1,160 4,608
We support Minds 5,256 5,749 11,005
We change Minds 3,514 879 4,393
Together, we are Mind 14,387 2,702 17,089
Total expenditure on charitable activities 7 26,605 10,490 37,095
Total expenditure 48,226 10,490 58,716
Gain on investments 44 - 44
-
Profit on sale of property 2,294 2,294
Net income 14,138 2,629 16,767
Other recognised gains/(losses)
Actuarial loss on defined benefit pension scheme 6 - 6
Net movement in funds 14,144 2,629 16,773
Balances brought forward 26,966 8,998 35,964
Balances carried forward 41,110 11,627 52,737
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- All transactions are derived from continuing activities.
- All recognised gains and losses are included in the statement of financial activities.
104
Mind Accounts to 31 March 2023
105
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Mind A ccounts to 31 March 2023nnual report and accounts 2022/23
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## **We really can’t thank you enough**
Everyone who supports Mind in any way changes people’s lives. Everyone who is part of our community strengthens the fight for mental health. To everyone listed here, and to the millions of Mind supporters there isn’t space to mention, we hope you know what a difference you make. Thank you for everything you do.
**106**
**Mind** Annual report and accounts 2022/23
## **The companies, trusts, special individual supporters and statutory bodies that funded our work**
## Companies
Allianz
ASICS EMEA
BSS
Bupa Foundation Co-op
Connells Group Dunelm (Soft Furnishings) Ltd
HSBC UK
JD Outdoor (GO Outdoors, Millets, Blacks, Fishing Republic and Naylors)
Kimberly-Clark
McLaren Racing McVitie’s Moto Foundation Seasalt Cornwall Simply Business Telent Technology Services Ltd The Works WHSmith
## Trusts, foundations and individual supporters
Adint Charitable Trust
Barclays’ £100m Covid-19 Community Aid Package
BBC Children in Need
Boundless Foundation
Cecil and Hilda Lewis Charitable Trust
Covid-19 Support Fund supported by members of the Association of British Insurers (ABI)
David and Margaret Sargent
Edith Murphy Foundation Ellerdale Trust February Foundation Garfield Weston Foundation
GMC Trust Great Causes II Helen Hamlyn Trust Hosking Charitable Trust Miss Hanson's Charitable Trust
Miss Kathleen Beryl Sleigh Charitable Trust Miss Patricia Ann Herbert's Charitable Trust Moira O'Connor (Gavin Quinlivan) Pacific Discovery
## QBE Foundation
ServiceNow
ShareGift Simon Gibson Charitable Trust
Sophie Tea Art The Brewers Foundation CAF Trust The 3 Ts Charitable Trust The Chillag Family Charitable Trust
The Constance Travis Charitable Trust
The Ian Mactaggart Trust The Lyons Charitable Trust The Pemberton Barnes Trust
The Pixel Fund
The Royal Foundation The Thompson Family Charitable Trust The Wolfson Foundation
The Wyseliot Rose Charitable Trust
## Statutory bodies
Care Quality Commission Crisis Care Concordat MEAM Midlands Engine Sport England Welsh government
107
**We are Mind. We’re here to fight for mental health. For support. For respect. For you.**
To donate to our work and join the fight for mental health, please visit mind.org.uk/donate
Mind (The National Association for Mental Health) Registered as a charity in England and Wales under number 219830 and as a company limited by guarantee in England and Wales under number 424348
Registered office: 2 Redman Place London E20 1JQ
020 8519 2122 contact@mind.org.uk
mind.org.uk Twitter @mindcharity Facebook.com/mindforbettermentalhealth
Mind Infoline: 0300 123 3393