2021-03-31-accounts

Mind in Camden TRUSTEES, ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

. MIND IN CAMDEN Roforence and Administrative details Slalus.. Company limited by guarantee without share capital incorporated in May 1985. Registered as a charity on 24 July 1985. Company Number., 1911178 Registered Charity Number.. 292180 Registered Offlce.. Operational Address.. Barnes House 9-15 Camden Road London NW19LQ Honorary Officers-. Elise Ormerod, Chair Rebecca Armstrong Reb&cca Hammond Tirnothy Hobbs Donna Ellis Honorary Officers also comprise th8 members ofthe Management Commillee Principal Staff and Company SeGrelary'. Brian Dawn - Chief Executive Bankers.. HSBC Bank 31 Euslon Road London NW12ST Metro Bank 227 Tollenham Court Road London W1T 7QF Solicitors-. Gotelee SoliGltoks 31-41 Elm Street Ipswich IP12AY Auditors-, Goldwins Limited 75 Maygrove Road Wesl Hampslead London NW6 2EG

. iVIIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 3q MARCH 2021 1. Structure, Governance and Management Governing Document. The organisation is a charilable Gompany limited by guarantee, incorporal8d and registered as a charity on 27th March 1985. A Memr)randum of Association establishes the objects and powers of the company and it is governed under its Articles of Association. The Memorandum and Articles of Association were subslanlially rewritten and agreed by the membership and the Charity Commission on 22nd January 2004. Subsidiary The charity has one subsidiary, Camden Mind Ventures Ltd, which is a separate company Ilmlted by. guarantee in which Mind in Camden owns 100% shares. This Company runs our charity shop, the income above expenditure of which is gift aided lo Mind in Camden. The subsidiary has as its Directors Mind in Camden's Chief Executive and one Mind in Camden Committee Memb8r. Its activities and financial performance are reported on a quarterly basis to Mind in Camden's Management Committee. Recruitment and Appointment of Tr,ustees The Directors of Mind in Camden are also Charity Trustees for the purposes of charity law. Under the requirements of the MemorandLfm and Articles of Association, one third of the Trustees musl retire each year by rotation but may be re-elected at the next Annual General Meeting. There is a list of essential and desirable skills, knowledge, and experi8nce required by th8 charity and Trustees annually identify whether these requirements are met by its membership. In the event of particular skills being required, individuals are approached to offer themselves for election to the Management Committee. These positions are advertised via volunteer agencies 2nd to people who use our services. Trustees spend some time attending meetings as a trial period before they become full Trustees. No new Trustees were appointed during the period. Trustee Induction and Training Trustees are provided with a detailed induction pack that covers the policies and procedures that guide the Committee's operation$. This includes: Committee terms of referenGe and stariding orders Trustee code of Conduct Procedure and policy around expulsion of Trustees Trustee recruitment poliGy The current strategic plan and annual reviews The financial strategy Minutes and papers of recent meetings Key organisational policies A budget is set aside for Trustees to attend training events, and information about relevant events is circulated to them. Trustees also have an induction with senior staff to be briefed about key aspects of the charity's operations. Training and ongoing support is available to all Tmstees, including people with lived exp8rience of menlal health issues, lo enable them to play a full role as committee members. The Trustees periodically Gonduct Away Days to discuss the direction of thg organisalion andlor examine their own performance and working methods. Risk Management Trustees conduct an annual review of the major risks to which the charity 18 exposed, alongside the measures in place to manage or mitigate those risks. These include.. Funding risks= There are risks in both contract and charitable income expiring and other risks (e.g. loss of grant through underperformance) which are controlled through a comprehensive range of management policies and procedures including financial standards and perfonnance management

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 policies and procedures. There are also risks of variable income from activlly related funding (e.g. for individual budget payments and training income) so this is carefully projected and monitored through our budgeting and management accounting systems. Also see below for reserves policy. Financial risks.. We have a robust sel of regularly reviewed financial standards that govern all tronsaclions and miligale the risks of theft, fraud and loss of income through bad pracliGe. Reputation risks.. We have policies lo ensure the quality and viability of services, and also policies around contact with the press lo effectively manage risks lo our professional slanding. Risk of harm lo individuals= Procedures are in place to ensure compliance with the health and safety of staff, volunteers, people who use our services and visitors, and lo address issues such as adult and child safeguarding. Ri8k of loss Ihrough liligation= We hav8 a detailed sel of employment policies and practices including solicitor vetted contracts of employment, and a range of insurances to cover public liability, professional indemnity and other losses. Insurances are reviewed annually. COVID-19.' The committee have specifically looked al the immediate and longer-term risks of COVID-I g, both in health and safety and financial terms and has taken measures to ensure compllance with the law and the health and safely of staff. volunteers and the publi¢ who u8e our services. The Committee has also ensured that each service has adopted appropriate quality Standards for its work, and compliance is monitored in a reporting framework. There is a five-year cycle of strategic planning for the development of individual services and tho organisalion as a whole, supported by annual management plans, in addition lo project designs andlor service specifications for each project. Charity CommFssion GuidanGe and Governance Codes of Pra¢tiGe: The committee govems the organisation with referen￿ to guidance published by the Charity Commission and best practice as outlined In the Charity Governance Code. Organisational Structure Mind in Camden has a Management Commitlee with a minimum oflwo and a maximum of 15 member8 who meet six times per year. The total of voting committee members is five. Members come from a variety of lived and professional experience backgrounds relevant to the work of the ¢harily, including finance, legal, senior management and mental health. The Chlef Executlve acts as Secretary to the Committee, but has no voting right5. A scheme of delegation is in pla￿ that is governed by Committee terms of reference and standing orders in which strategi¢ and policy framework decisions rest with the Committee. Day-to-day responsibility for the provision of services is delegated to the Chief Executive, who leads a Management Team where all departments are represented. The Chief Executive is responsible for.. ensuring that.the charity delivers the s&rvi¢es specified through a five-year strategic plan implemented through annual management plans, and that key performance and development indicators are met. The strategic plan and progress towards ils goals are reviewed annually by Ihe Committee.

PJIIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 Assislant:Manager." Sl3-,op_Volunteprj:. . Direct Seriiicesy Operations D.1￿ctOr. & Assisfant to Operallorits-DlrÈctor Project Mariageis.of'.- Hgaring Voioes, Pho8nlx. Sooial_ Prescrlblng.. Cultura! Advocacy,'".Vea!thy & stafflvoltitiféers Corporate Services.- Resources'Director & Finance'Dlre¢toi Finance and Admin_stafffvoluntèers.-" Organisational Model Mind in Camden has 25 full time equivalent staff in 35 posts. As well as direcuy providing services, this core staff team manages and co-ordinates a very wide range of activities provided by volunteers and sessional staff (many of them people who use our services and those with lived experience) and also through slaff, volunteers and people who use services in other organisalions, because many of our projects take a collaborative capacity buildin9 approa¢h to joint woth.

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 M114D IN CAIVIDEN OR6APJISATIONALMDDEL Partner Organisation Staff and Service Users Pe ma￿ent staff Sessional Staff Ilncluding People with Lived Experien￿) Volunteers Ilncluding Service U5ers} Therefore, the scope, breadth and depth of our activities is greatly increased and accomplishes far more than our relatively small staff group doing direct work alone could achieve. 2. Organisations we collaborate with formally National Mind Mind in Camden is an independent charity affiliated to National Mind. Th8 benefits of this to the charity include.. Access to a London and nationwide network of charit185 working towards similar goals The opportunity to engage in, and keep informed of, national issues and campaigns around mental health Practical help and sharing of some resources A block insurance arrangement that substantially reduces insurance costs for the charity Collaborative work with other bodies Collaborative work is one of the key elements of our Straleglc Plan so we continue to involve a very wide range of stakeholders in all of our projects and are, in turn, involved by them. The most fundamental partnership to US 15 undertaking joinl work with the people who use our seNices (e.g. the joint provision of 8LlPPOrt groups) beyond this we engage with every type of organisalion in the mental health, education, arts and Community sectors, including local, national and even international organisalionb and groups. We have ov8r 100 partner organisalions who engage in joint aclivilles from running peer support groups as part of our Gapacity building and networking projects to conducting joint work with individuals who user our services- this includes all types of statutory and voluntary organisations working in prisons, with Ghildren, with adults, in the community, in hospitals and in secure units. more recently it has also involved us in working in Immigration Removal Centres. The nature of the agreements ranges from formal sub-contraGls (both as lead and as a sub- contractor) to quid pro quo and informal mutual benefit arrangements.

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 Several of our projects. including the Cultural Advocacy and Healthy Minds ProjeGls involve us in formally sub-contracting elements of the service, or in funding specifitt aclivilies undertaken by other organisalions. It would nol be possible lo list every instance of collaborative work we undertake because they are $0 numerous and they Ghange and dev8lop all the time - there ale many specific examples in the remainder of this report. 3. The objects and underlying principles of our work Mind in Cainden's Gharilable objects as stated in our Memorandum of Agreement are.. a) To work for, promote and provide for the wellbeing, interests and rights of people who have mental ill health b) To work for and promote the preservation and safeguarding of good mental health The underlying values of our work.. We see mental health as a conlilluum we all move along at different times In our lives - there is no 'us' {= well and 'normal'l and 'them' (- ill and 'disordered') We work in a way that sees voiGes, visions, unusual beliefs, anxiety and extremes of mood as a response to real events, understandable feelings and cultural influences that people can identify in their own lives rather than as delusion8, hallucinations, or symptoms of a bio-medical 'disorder' We promole and respecl diff8rent cultural and personal understandings of menlal health, and diversity in Ihe wider context We seek to cc>mbal the isolation, low self-esteem and stigma that psychiatric labels and diagnosis can bring by recognising and valuing people's own experiences and definilions of their mental health. We believe that recovery is self-defined We Ireat people with current or past lived experience of memlal heaFth issues as actual or potential assets, Gontribulors and partners. not passive recipients of servi¢es We promote wellbeing by supporting individual responsibility, independence, interdependence, and inclusion in the wider community. The self-help, peer support and co-production models we adopt in our Se￿l¢e$, and promote to others through our Hearing Voices projects, training and Gonsullancy, spring dir&¢tly from thi$ view of mental health We place a high value on engaging in partnership work in everything we do because we see11 as a means of: Extending what we can offer people who participate in our directly provided services InfluenGing other organisations and individuals to adopt non-sligmalisSng, self-help, peer supp.ort and co-produ¢ed ways tsf working Learning from others We seek to wnstan15y improve the services we and others provide by.learning, Iraining, and sharing We value volunteering as a means to engage as wide a range ol sknlls and experiences as we possibly can lo increase the quality, quantity and reach of our work It is estimated that one person in four will experience some form of mental health issue in their lives 25Qh of the population. In addition to distress experienced internally, there is also much discrimination and stigma attached to the diagnostic labels the distress can brlng., 28sociated problems include discrimination, poverty, Social exGlusion. physical ill health, unemployment, homelessness, and addiction. Our charitable objects and activities aim to benefit the public by addressing these ￿SSues.

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 4. Activities undertaken for the public benefit, achievements and performance a) Hearing Voices & Distressing Beliefs Projects il Voices Unlocked (formerly London Hearing Volces Prlsons Project) I have l&amt the importance of the fund8men181 basics r8gai.ding language, communicatioi?, 8mpaÈhy elc. aiid trying our best not to make assumptions orimpose our own bgli8fs/views on P8ople s 8xp8rienGos' ('One-to-one support for people who Hear Voices or have Alternative Realities, 3-day training, February 2021) This project outreaches lo prisons, secure units and Immlgration Removal Centres to promote peer support and best practice in working with people who hear voices or have other unusual experiences. An obvious challenge this year has been delivering the project whilst COVID-19 limited available services in prisons, IRCS and forensic units. Though staff in these institutions were working hard to provide some support, group work stopped within prisons and IRCS. However, there was slill an appetite for attending training and we successfully facililaled 14 online courses, including the launch of 2 new pilot courses - 'Onepto-one support for people who Hear Voices or have Alternative Realities, and 'Working with suicidal people,. All of our trainings ran online. A positive from this has been attracting more allendees from outside of London, helpful in working towards our largel of setting up 3 networks outside of London over the course of the project. Though a Irying year, feedba¢k in Year 1 has been positive with over 930h of attendees reporting positive outcomes. We have found that a significant amount of people preferred online trainings. The question 'How did you flnd the training being online?, returned answers such as.. 'It was still interactive, 8nd ran really smoothty, 'Great- prefer it to be online as mor8 comfortab18 - No recommendations, '/ much pref8r online tr&ining th8n silting in 8 room on uncomfortable ch8irs' Many lessons have been learnt around providing online support in an accessible way for those who are wanting to attend our course5. Although we still think face-lo-face trainings are best, our n8W ease in providing online trainings has been 2 real benefit in the still uncertain terrain of COVID-19. Going forward, it's likely that we shall continue runnlng our courses online, whilst offering inhouse options toc. Overall, we ran three 3-day facilitation courses, reaching 50 trainees. Our new 3-day 'One-to-one support for people who Hear Voices or have Alternative Realities, course launched in response to COVID-19, training 37 people. 'This Iraining has definitely given me inslght on how to work with som80ne who hears voices which directs away from the medical mod81 and always thinking someone needs m8diGalion to lake th8 voicos awey, We ran 2 training courses for.the legal action charity Reprieve, an NGO who work on human rights issues internationally, with a focus on tortur8, unlawful detention and the death penalty. I think the tr&ining was re811y interesting and g8V8 a lol of food for Ihought...it definitety made me think about organisational needs and widercommunicalion considerations' (Attendee, Reprieve) For our long-standing partners, Det8Tltion Action, we ran 'An Introduction to Hearing Voices, for and piloted the new course Working with suicidal people,. A different approach to meiital he81th comp&red to what I kngw. It definitely incr8ased my confidenc8 and gave m8 some interesting tools to work with people experiencing diffiGu1118&'_ 12tlendee, Detention Action)

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 IVtARC14 2021 Aside fron) training, our focus has been on providing support to staff. As tlie crisis hit. staff wellbeing suffered so we provided. staff trainings with heavy focus acknowledging systemic issues within instilulions. We also focused on individual burnout, the importance of self-care and peer support. We launGhed a pilot for Ihe first online peer support group for staff worl(ing with those who hear voices in forensic settings aiid are particularly proud of our work with staff al HMP Chelmsford. Though a year where good work look place. we hope that over the coming year, we will be able lo work directly wth detainees. We shall be running an online training specifically for those with such lived experience in Summer 2021. We continue lo lay the foundation for work with those diagnosed with Dementia, Learning Difficulties and racialised groups by sustaining or establishing Gonlacls and focusing on team development In areas of expansion. In a year when institutional racism has been spoken of extensively within charitable settings, we pride ourselves in running training inclusive of Grilical raG8 perspectives, prior to the George Floyd Iragedy. To aid our development in this area we've been to the following courses or events - 'Silling with Discornfort and an 'lslamic Perspective on Mental Health.. Jinn, Evil Eye & Black Magio, _ these further enable us lo challenge dominant narratives on Western mental health. We have also supported and provided refleGlive spaces for staff members personally affected by the irllpacl of the upsurge of interest in racial politics. This year, the project manager spoke at the webinar 'Psychosis and soci21 distancing.. challenges and opportunities of support online, held by the International Society for Psychological and Social Approaches to Psychosis (ISPS) in June 2020. Also for ISPS, in November 2020, she chaired a panel discussing institutional raGism within mental health services at the launch of the crowdfunding for the film 'Dismar>lling the Master's House.. becoming anli-raGlSt'. More information can be found here htl '.Ilwww.is suk.or e id=1311 Our monthly newsletter has 286 readers. We also have an active Iwitter account and regularly post blogs on our news page on ourwebsile. We published a new 2-page resource on Hearing Vol￿S Coping Strategies for F>fi50ners inclusive of easy read text and a page of cartoons. Extremely well received, please follow the link below to lake a look. htt s:I1voi￿SUnI0¢ked.f1IeS.w0rd ress.¢om120211031vu-co We also produced a coping strategy document more appropriate for those in forensic unils htt s.'Ilvoicesunlocked.files.word ress.com120201011co -slrale ies-012020 df Plus a version in Easy read htt s-.Ilvoicesunlocked.files.word voices-2. df in df ess.com120201041co -strate les- li) Volce Collectlve: our children and young people's project Voice Collective aims to provide support and capacity building seryices for Children and Young People (CYPI who hear voice and have other unusual experiences, this includes providing some direct support lo CYP, and training and support to their parents and professional carers. 'I've noticed the work Voice Colleclive has been doing and the parti?erships they are building for interestingprojects. Th8y're making waves and are having a noticeable impact with their events, trainings, and support. lin h88ring about Voic8 Colle¢live more and mor&'_ (CEO of a mental health charity) This year we have been creative and adaptable, continuing throughout the pandemic to provide support to CYP. Using Ihe umbrella term of 'hearing voices,, we also work with CYP who have other sensory experi8nces, difficult or confusing beliefs, and fell presences, dissociation, elc. There has been a considerable increase in young people, families and servi¢es getting in tOUGh with us for advice, supporl and guidance via email and our moderated forum. We are responding lo increased interest by collaborating with other organisations to set up rnore online Voice Collective groups, extending our influence bul also allowing us to signpost people to other groups.

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 Over the year we have worked with 526 CYP and 56 parents and Garers. Feedback and comments from CYP, family members, and professionals, has conlinued to show us how important ourwoth is.. '1 wish I could Gome every d&y, I have neverin my life felt a sense of Gommunlly as strong as tonight. I feel warm and feel safe in ki?owing we are all on a healing journ&y.. Ihe way you h81p8d navigate conversation was r88lly reassuring' (young person) The contenl was very interesting and explained w811.. I now would feel comfortable rfa child csme to me and lold me they heard/saw things thal otherp8ople dony and I will know how I can support them further through helping th&m 8xpress and empower themselv6s' (training allendee) '1 feel reassured that ourrelu¢tance as paren¢s to put our Ghlld on anli-psychotlG medicalion when Iha psychi8trisls themselves were unsuie al)out what was going on, w8s a good instinct...we have been able to point them in Ihe direction of your website so Ihal Ihgy can hearthey are not alone... and also we can unders18nd belterhow we can support Ihem' (parenl) We ran 3 creative workshops, one with the Charles Dickens Museum called My technicolour self,. one wlh Manchester Metropolitan Unlversity and Emerging Minds for Iheir Special Interest ResearGh Group Collaboration,. and a Mural based webinar for our Voice Collective film project. Due to a noticeable number of inquiries from CYP under the age of 14, we recognised a need for some form of peer support for younger children. After initial research and a focus group, we launched an initial pilot session in [￿arch 2021 and the space. which uses a creative medium lo work with voices. continues to be held every other week. Initial feedba¢k from parents and young people has been positive- 'Even though sho got a bil ov8Thvhelmed with h8r volGes, after 10 minutes she was St8￿ng to show son78 interest in the other children in the group' (parenti We also ran the following training, reaching 337 participants.. Webinar for Educational Psychologists,. Group Facilitator Refresher Training., Online group facilitation Iraining x 2,. Level 1 training x 6; Level 2 training., Level 1 training Talk4Heallh.. Level 1 training Together all {Big While Wall),. Group Facilitation Training. We've also spoken at a number of events with the following partners.. Hearts and Minds., National English Healing VoiGes Network,. Queer¢are' CAMHS around the Campfire with ACAMH and Mental Elf- Student Space. Our work remains cutting edge, in part dLte to our ability to weave lived experience of these distressing experiences into our training$: "Everyon8 really enjoygd the presentation which was so well thought out, so professional, very impressive and fasGint7ting. Yourpersonal Gontribulion really enriGhed the content 8nd was very generous ofyou, and humbling for us. Th8nkyou" 'Im anpazed wilh Ihe way the trainer users h8r exp8rience to help people make sons8 of hearing voices,. I don t think IÈ would have th8 same impact if delivered by someone who had nol gon8 on herjourney to where she is today.. We are active on a number of social media platforms (Twttter, Facebook, Instagram) plus regularly update'L)ur website with upcoming events and opportunities. Tho website is currently being refreshed to streamline some of the resources 2nd information. We continue lo add new resources inoluding a Voices and Cannabis leaflet and a COVID-19 and Lockdown resource. We also produce a monthly newsletter and host our own Eventbrile page. We continue to have impact and influence in various arena5. We do this paFlly by partnering with other organisations, including Manchester Metropolitan University- Hearing the Voice al Durham University,. and Student Minds. We are also In regular communication with Children & Adolescent Mental Health Services (CAMHS), The Emotional Wellbeing and Mental Health Services (EWMHS) and Early Intervention Servi¢6s across the UK. One of our most exciting partnerships this year has been setting up the 'Youth Constellation Network, with the chaTilies NSUN, and 'Hearts and Minds,. It is an innovative space to provide Support, solidarity, opportunities and development for young leader8 and organisers who are progressing peer support for young people. We are emphasising our support of projects thal work io

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 with young people facing multiple disadvantages and forms of oppression, such as queer and BIPOC IBlaGk, Indigenous, and People of Colour) young people. IFII Camden Youth Peer Mentoring Programme 'During lockdowii its b88n up and down. It's been mentally ch811enging and I have definitely needed support. l in glod lo be a part of FYA aijd t17e peer menloring programme to galn support and support others. It's definitely helped me a lol., (peer mentor} The Camden Peer Mentoring Programme is an innovalive partnership between Mind in Camden and Filzrovia Youth in Action IFYA}, helping schools and youth organisalions to develop a culture of pèer support for yourTrg people. The programme is designed lo help normalise the aGI of talking about emotional health, placing il inlo context and helping young people lo identify where to gel support if needed. The training delivered is AQA accredited and explores values around mental health, the different ways to support someone, listening and ¢ommunication skills, boundaries and confidentiality in peer mentoring. The Project Manager {based at FYA) and the Development Worker (based at Mind in Camden) liaises with schoolslstakeholders al the begiFinSng of each programme and checks in with them after training and mentoring sessions. This year the official partnership with the Tavistock and Portman NHS Trust came to an end, though they still provide signposting support. The project works closely with Camden CCG (Clinical Commissioning Group}, attending Edu¢ational Psychologist, Mental Health in Schools and SENCO lead meetings with FYA'S CEO silting on the Camden CAMHS transformation plan board. The programme offers 3 main models that have been flexibly designed to best support the organisations It works with - The Core model (where young people Irain as peer mentors to deliver youth led mentoring sessions through group activities and one-to-one discussion- focusing on the Ihemes of self-awareness,. support networks and relationships with a positive impact., skills & goals., resilience and coping skills}', the One-lo-one mentoring model (involving young people trained to mentor younger peers. and a Group model (where group members all acGess and provide mutual peer support). Though we had some face-to-face delivery in Ihe Ilrsl and second quarters of the year. at the end of last year, peer menloring moved mostly to remote and online platforms. We worked with a range of young people and flexibly utilised a variety of model types and techniques including traditional peer mentoring, activity-based group models and peer support discus5ion-based models. Discussion shapes the structure then followed. Young people are encouraged to reflect on how language used impacts how they and those arciund them undarstand mental health distress. Mind Sn Camd&n's development worker imparts our ethos of coproduction. alongside staff framing mental health using a non-medicalising approach, looking at other models of mental health such as Ihe socio-polilieal. This year, exceeding targets, the programme has been delivered to a total of 363 young people across 19 different schools and youth organlsalions with 1404 sessions were run overall. We worked across the following places: held core groups at FYA Including a group just for young women,. La Sainte Union School., Body and Soul charity,. Corams., William Ellis School,. Hillsong organisation., Parliament Hill School,. Fleet Primary School- UCL {University College London) Academy,. Tavistock Relationship (TR) Parent separation Group., New Horizon YoLrth Cenlre. See below for feedback-. "Th& Peer Mentoring Sessions makes me feel more proaGlive but also allows m8 lo talk to and support otheryoung peoplg whiGh is important to me ss l am someone who thrAves on social inleractionl" (peer mentor) °It W88 8 new experignce forme and everyone was very nice, I felt anxious at first but18t8r on il became more fun, It definitely improved my social skills and helped with social anxiely and expressing myself and also listening to others. The sl&ff have been very supportive, you have this calm 8nd caring and encouraging 8nergW- (peer mentor)

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 .1 n3 glad l ip) a part of this programme and going IhroLJgh the training. 11 really good and ltre 18ainl a lot. It ieally helps espeoially witli whats Ipappenii?g" (peer supporter) "As facililglors you gol lh8 h8lai?Ge jusl righl.. you gave them the time and oppoitunily to be heard, lo be appieciRled ai?d to experience a bit of Ipadership. You n]od&116d acceptaiice and validat1017, were palieiil and mii?dfiil of their individlial needs.. I Ih8nk you a17d all Ilie faGili18lors in the program for coming inlo schools aiid doi17g wllat YOLI do" (SEND lead al a school) "Olhei. Ihe past Iwo years w8 have worked with girls in sometimes challenging situalioi?s ai?d alvvays come oiit oflhe other end. This year the girls have massiv81y benefited from Ih@ prograffl and hav6 grown in confidence. Thankyou forinspiring Ihem and I liope you Continue the worf(" (school staff} 'Thankyou for continuing to d81iv8r Ihe pn)gr8mme. The boys have worked well so far and I'm looki17g fonyard to seeing them lead nexl week' (S¢hool Slaffj "I have seen a gre8t change in him ai?d he s 6njoying the s8ssioiis. l am very grateful he is a part of Ihis programme as it is helping him develop, 8SP8cially during this time" (Peer Menlee Parent) Though we have exceeded our targets, the curr8nl situation continues to impact young people's desire to meet f2ce-to-face, some don't want lo go out due to the COVID-19 risk, also being back at school means their workload is high and they feel pregsure to be focused. Working online, or with restrictions face-lo-face sometimes isnl ideal. but we are meeting these challenges head on, and adapting well to Ihe needs of the young people in our Gommunities. Iv}The London Hearing Volces Neiwork 'The experiential nature was Ihe mosl helpful aspecl of lhe Ir8inii?g. The way the group w85 run r8flected so much of what we were le8ming' (frainee on LHVN Fa¢ililalion training) The London Hearing Voices.Network ILHVN) aims to support a network of Hearing Voices peer support groups run by other organisations across Greater London by providing training and support for group facilitators and poople looking for groups. LHVN has moved online and Gontinues to deliver HeaTir)g Voices training, regular Gritical menlal health trainings, and our quarterly network meetings. As the pandemic has progressed, we have become more confident delivering the project online. Highlights this year have been Dr Sara Betleridge's Iraining 'AN Islamic Perspective on Mental Health.. Jinn. Evil Eye & BlaGk Magic, which promoted Ihe Hearing Voices ethos within anlslamic framework, vital lo working in a person-centred way with people who have this frame of referenGe. We also are very pleased with the deliv8ry of our quarteTly nelwork meetings. Working online has given them a new vibrancy, appealing to people who may not previously have come to Camden, furthering our reach and influence within the world of Hearing Voices and critical mental health approaches. A speaker who attracted a particularly high number was Paul Baker, who brought the Hearing Voices groups to the UK in the 1990s, speaking on'the history of the Hearing.Voices Movement and the Manchester's network's cenlrin9 of anti-racism and civil rights. We have provided the following Irainings.. l is for Insult.. Questioning BPD, July 2020, 10 attendees Exploring Mindfulness for vol￿$, September 2020, 11 altendees LHVN Hearing VoieEs Group Facilitation, October 2020, 16 attend@es An Islamic Perspective on mental health, November 2020, 12 attendees LHVN Hearing Voices Group Facilitation, March 2021, 20 attendees Some feedback we have reGeived: I loved he8niJg fron7 Sara about th8 Islamic conc8Ptualis8tion of the self, and hovv this links to 8veryday exp8rien¢es. l also re811y appreGia18d the disentanglemei?t ofreligion and culture, as I 12

MIND IN CADIiDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 thinl( it's important to make these distinclions aiid to consid81' in18rs8clionality in a meai?ingful way. I Jil(ed ljaving bi"eal(oul rooms to discuss Wlth others 817d IEflect wit17 thein on w17al we w6re learning, {Irainee on Ali Islamic Perspective on Mental Health.. Jinn, Evil Eye & Black Magic) F8lt lil(e 8 safe space for expansive18arning' Ilrainee on LHVN Facililalion training} 'Seeing a differenl view of mei?tal dislress was most helpful, ii?cluding new reflections on my own Iwed experience' (trainee on LHVN Facililalion Irainingl I would jiist like to say tl?ank you for such a rewarding and inspir8tional expenenG8. I hav& enjoyed the Iraini17g very n7UGh ai)d feel so muoh mors equipped. Th8nl(s 80 much' (trainee on LHVN Facilitation training} I very much enjoyed the training. 11 was incredibly insighlful will? sucli a weallh of v81118bl8 Icnowledge 81?d experieiice from people with a wide range of bacl(grounds. 11 was f8cilila18d beautifully and cr88ted such an open sp8ce for discussion, whiGh w8 hope to adopt and learn from when creating our h8arii?g voices group'_ {Irainee on LHVN Facilitation training) We have published all trainings OM Eventbrile and the main Miiid in Camden website, as well as www.menlalheallh¢amden.co.uk where appropriate. They are advertised through our monthly e- newsleller and social media. We have created numerous informal partnerships with several third sector organisations, collectives, and universities across the UK, including.. Durham University, through Hearing the Voice and the Institute of Medical Humanities, University of East London., ISPS where projeGt manager Jessica is now a Trustee of,. and organisalions such as CLEAR, Community Links where we have just delivered in-house training. This project complements the aims of the National Hearing VoiGes Network. The nallonal network is undergoing mapping of groups across England, which we are widely advertising to assist with. At the inception of the original London Hearing Voices Project, we adopted 2 formal affiliallon agreement with the national network. We.continue to have a strong working relationship with the National Network and work within this agreement. vi) Backroom support for International Hearing Voices Projects IIHVPI., Internalional Hearing VoiGes Projects 18 a small voluntary led UK registered charity that provide8 support for the international hearing voices movement by convening an annual international congress (Recently he5d in Canada, Greece, Spain, the USA and France), curating tho Inlervoice website at htt :Ilwww.inlervoiceonline.o and social media presence and providing 8UPPOrt for bLtdding national movements. There are now around 30 countries that have hearing voices movements and this has been supported by the pioneering work of this organisation. For several year$ Mind in Camden has provided backroom services to IHVP including basic accounting, co-ordaining AGM meetings and the submission of requir8d information to regulators in relurn for a small management charge levied on income. We are pleased to undertake this work as it is in line with our values and our aim to promote the adoption of more person-¢entred and human rights based approaches to mental health. b) The Phoenix Wellbeing and Recovery Service The Phoenix Wellbeing & Recovery Service aims to support Ils members on their own self-defined recovery journey.11 is targeted at people who may find accessing community resources by themselves diffioull and require longer term support with their mental health needs, so it is commissioned lo work with people eligible for a Care Acl Assessment that determines if they have a sufficiently high level of need to use the servi￿. 13

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 Community is al the heart of the Phoenix. Members are very much part of the process of creating its ethos, through strong social connection and regular co-production forums which determine future aclivily. Each workshop or group provided 18 also created with partlcipanls rather than for Ihem, so they are often loosely structured al the oulsel, giving room for people to become involved in shaping them in a way which feels supportive and valuable. The year of the pandemlc may have been intensely disruptive, but this has actually been a major opportunity for development al the Phoenix, where ￿e paved the way for a revised seNiee Ihal will increase emphasis on 1..1 recovery work, co-production and on community partnerships. The service was redesigned to operate safely under COVID-19 to support the most vulnerable. AS cirCumstan￿S changeol throughout the year, the Phoenix adapted to provide.. Individual telephone befriending to all members, including 38 Healthy Minds members in need of one-to-one support, which served as a triage system for in-person and remote assistance Face-to-face doorstep visits (with guidelines), such as shopping, medicalioT) collection and emotional support Freshly prepared takeaway food Mihich is delivered on Fridays by the partnership Wlth FEASTI an organisation cr8aling community meal events using good food that would have gone to waste Counselling that moved online or by telèphone for those wishing to lake up this opportunity Peer support groups that moved online to video Call Walking groups several limes a week, which are always co-facilitaled by members In-person social supporl groups for those most in need The Phoenix is enhanced.greatly by its successful volunteering programme, recruiting volunteers who contribute a broad range of skills and lived experience of mental health issues. This year, volunteers received enhanced training to assume new responsibilities working one-to-one over the phone and in-person. We devised several specifi¢ Member-volunteer rol88, supporting members of any ability to gain Gonfidence, valuable experien¢e, and pride in co-producing their service. Roles include leading or co-facilitaling workshops and activities, supporting other members, and being responsible for specific tasks in the upkeep of the sewi¢e. We also have established roles for peer sessional workers to facilitate our co-production forums. Our established peer support groups moved online and continued to thrive, attracting new members who are welcorned and supported by established participanls. This year we have delivered 138 peer support groups in partnership wllh Healthy Minds and there has been an increase in the number of group members completing training lo ¢o-facilitate the groups. The peer support groups are offered for free and are open access in that they do not require full membership of Ihe service. Joint working wtlh Healthy Minds and Support & Connect meanl that an informal pathway through services at Mind in Camden has begun lo take shape, in which Support & Connect has become a referral palhway into the Phoeniy and Healthy Minds a pathway out. This year, a trial period has been introduced, involving a four-week free trial followed by a four-week grace period, to allow new members who have not yel been fully assessed to make sure the service Is a good fil for them before commilling lo the process. The partnership with FEASTI has deepened to planning joint work beyond our COVID-19 partnership- the meals are planned to start in-person later in the year (social distancing guidelines allowing), when they will lake place in the PhoenrK dining area for the lirsl time as part of the Phoenix members, programme. The projed will be expanded to include skills elements encouraging members to engage in meal preparation, recipe development and food safety, with the potential to complete food hygiene and other certificales. FEASTI and Phoenix are collaborating on plans for Ihe Phoenix garden design, where they will help run a member-led vegetable patch, composting, and other initiatives. Our new partnership with Createl {a community arts organisation) saw the delivery of three six- week, half-day online arts programmes. Members collaborated to make a radio play, a comic strip and practiced their digital photography. Plans are undeTway for the projects to run in-person In the 14

MIND IN CAIVIDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 autumn. Pariicipanl respoiises so far have includèd, "I leel more coipfidenl because I kilow I can C0171ribute my ideas and Gomplele a project on 8 tOPlG that is i?ew lo m8. and, 'l17ave more hopellj Phoenix Members say.. "Its bee17 8 lifeline. It's helped us slay togetl?er 8nd Icijow that we re not 81one. "It l?elped ine to get out and lo m8et Peop18 a17d to 1701 be in tl?e hous6 all the time. It helped me to be conneGled.' "When I come here I d017'1 heal. voices and I don'l self-118rm, because it helps a lol to speak to friei?ds here. We'ie a close-l(nil family and we undersland each others feg1ii?gs.' °Its helped me lo coffte out of my shell, be more fui?G11017al and Gommunic8tlve." "The staff are nice, Ihey really lislen. When they phone, it helps me to achieve what I want to achi8V8, lik8 going swimming. going to cafes, meetii?g friends, things like Uiat." c) The Mental Health Social Prescribing service (Formerly TAP). The mental health Social Prescribing service is a continuation of a service previously provided since 2015 within the Team Around the Practice service, in collaboration with the Tavistock and Portman NHS Foundation Trust. The service now sils wilhin the Primary Care Men121 Health Team (PCMHT) in collaboration with Camden and Islington NHS Foundation Trust with this move occurring in Summer 2020. The PCMHT provides Psychiatrtc, Social work, Employment and Social Prescribing support lo GPS and those they support, embedded as closely ag possible with GP practi￿$ across the borough of Camden. The types of people the PCMHT supports is very broad but, generally, il is those who have been struggling for longer and with more complex situations than would traditionally be offered Primary Care mental health"support through teams like icope or practice Gounsellors. The Mental Health Social Prescribing team sits alongside a 'sister team, in Healthy Mind8 Social Prescribing who are also embedded in the PCMHT, providing similar but distinct offers to support people with social engagement. The Mental Health Social Prescribing team aims lo support people who may be a little more ambivalent to making life changes right now or who may have disengaged or not got use out of other similar getvices. Over Ihe period of 2020-2021, the team has faced a number of challenges including COVID-19. a change of contracts and 'base' as well a5 signrficant staff changes. Throughout the year the focus has been on a sel of balancing a¢ts'. adapting to a new environment and way of working al Camden and Islinglon NHS Foundation Trust while keeping the approaches and learning fiotn our collaboration with the Tavistock as well as adapting to remote working from home. While this has been a challenge, the team has managed to balance these differing demands while puttinu ourselves in a position to adapt as Ihings have settled down. The service is used substantially by the PCMHT, Camden GPS and Mental Health Services due likely lo a combination of our own history within the borough, the benefit of Healthy Minds Social Prescribing forging a reputation and the greater focus on the benefits of social engagement that has been laknng place over the last year. While facing a process of change in where specifically within the new systems the team fils, the team certainly sits al Ihe very middle of Mental Health provision in Camden. This is refle¢ted furthei. by our preseiice at meetiiigs witli botli PCMHT colleagues and Independently with both GP surgeries and other Mental Health Services. The service has also been involved in the ongoing discussions across the borough around servicè integration with Core Teams and the NHS Community Framework and while this is an ongoing pro￿sS, the hope is that the team can continue lo play an important role in ensuring there is a breadth of provision in these new arrangements. The still emerging changes with these frameworks will also hopefully enable the team to continue to innovate in what we provide while remaining true lo the core identity of the team - namely proiiiding input lo those who may be1081 between the gaps in other 8etvi¢es and who may be unsure of the Input of different services. 15

MIND IN CAnnDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 While the team has mainly focused on how to adapt the way we wol'l( from face-lo-face contacts with people in GP surgeries lo an online or phone offer, which has required significant adaplalion and work on behalf of all the leam mèmbers past and present, the team has also made some heaolway in conllnuing to diversify what we are able lo offer. Part of this will be some ainount of remote contact for those who need it, while maintaining a stance on the importance of face-lo-face working, but a significant amount of thinking and worli has also been done on offering SOGial prescribing groups lo people referred to the service. This worl( was started substantially in Autumn 2020 bul has continued into Ihe new year, with a group due lo start in August 2021. "Sgeing h81ped m8 ma17agg lo find small t88k8 lo just do wheii I feel totally and utterly ovenvhelmed with lif8 8nd ils challenges feel too much. "I w8s listeiiecl lo and was able to think things Ihrough to help me, and to improv8 my life for the better, to explore aiid get out more. d) Healthy Minds Projects l} Healthy Minds Community Programme The Healthy Minds Community Programme is 8 well-established local community resourGe partnering with local projects to provide a vast range of courses, skills workshops, social spaces and goal orientated peer support. Pulting the needs, wants and eXperIen￿S of services users al ils core we support users to shape the programme and Co-produce ils conlenls. Securing funding until March 2022, Healthy Minds worked logether with its members and partners to develop, implemenl and run an array of online conlenl to seNe the Community while the country faced unprecedented challenges posed by the coronavirus pandemic. With all community centres closing due to COVID-19, Ihe team had to adapt f2St and creatively figure out how best to serve our community. Building on our strong relationships with our core eight partners, we delivered over 300 online offers to both our members and Ihe wider Camden Community. Working with our volunteers, we were able lo drop materials at people's doorsteps so they could complete our online courses al home over ZOOM. In collaboTation with our fantastic partners, the food waste charity FEASTI and the Phoenix Wellbeing and Recovery Service, we delivered 20 hol vegetarian meals par week, tolalling 960 meals over the year. We supported up lo 900 people through a combination of one-to-one telephone belriending, supporting people to allend our online offers and signposting both members and the public to relevant services. We offered the support we delivered mainly via telephone. video conferencing, text messages and newslellers. In collaboration with the Resilience Network members, Healthy Minds developed and produced The Digital Collective e-newsletter. which lists borough wide online offers every week. SinG& the Digital Colle¢live's inception in May 2020, we have created 42 editions. and it averages with a 32D/o open rate. The resource is distributed to 165 members and has many organisalions that use il in their day-to-day work with people who use their services. It is hosted on Ihe Mental Health Camden website and shared a$ part of the Healthy Minds programme. The Digital Collective has helped us highlight spiritual and culturally significant events across the borough. We tailored the contenl lo specific communily events, including Blad< History Month, Pride, inlernalSonal women's day, religious festivals and holidays. The Healthy Minds, Healthy Relationships Persona5 Development Group 1$ a new initiative launching in April 2021. We developed the group Ihrough ¢onsulting members during weekty coffee mornings hosted throughout the pandemic. Members reported feeling isolated and disconnected from others and recognised this was ofien due to a breakdown in their relationships. Using Gestalt Group Therapy techniques, which specifically look al how we relate to one another, the group fostered a supportive community and developed confidence. Utilising knowledge gained from the Cultural Advocacy prDj8cI, we hope lo train members who have participated in the group to go on and co-facilitate it themselves. 16

MIND IN CAMDEN TRUSTEES. ANNUAL REPORT FOR THE YEAR ENDED 31 iVIARCH 2021 Through our deepening relationship with Central Saint Martins, we have teamed with the incredible Charity Stretch, who support marginalised communities through cultural education, lo pilot a digital storytelling workshop hosted at Samsung KX. In this co-produced workshop, members express their COVID-19 experiences and create short aniillations lo be exhibited in front of a live audience. Combining traditional slorylelling circles with culling edge technology gives participants a place to share experiences and leam practical, creative skills. We are excited by the polenlial of this group. We hope to attract funding to implement it as a year-long series of workshops, ultimately using il as a qualitative research method to capture peoples experien¢es of being on the Healthy Minds community programme. What our members say about our online groups.. .1 ain joi17it7g zoom 8Ctivilies and gm grateful for t17e opportunity and support from your team. l am like n7&ny very isolated ai present as I do nol have a support bubljle. 'It has been lovely. I have been extremely careful with isolating, consideri17g my health and age and so il was lovely m88ting people Ihal I would not ordinarily see." What our members say about the Digital Collective.. 'The digital Gollective has been a literal lif81in8. Having that lo look fonward to each week is great. Whal our members said about the Healthy Relationships group.. 'For me. being opeii about VLilnerabilily has been 8 way of br6aking out of isolation. .1 have learned a lot about myself and how lo Irust peop18. 1 Iiave found & place to be honest with my feelings and &Gcepling them as Part ofmy body and iiol hiding them away.. ill Healthy Minds Social Pres¢riblng The Healthy Minds Social Prescribing IHMSP} service is a partnership between Camden and Islinglon NHS Foundation Trust and Mind in Camden. The service is part of the Camden Primary Care Mental Health Network and offers social prescribing to people using Primary Care seNices. The team aims to work with people who have social needs which are best supported through linking with community resources rather just through than through slatulory servi¢es.11 includes people are who are transition points due to life events such as relationships breakdown, financial difficulties or bereavement. The core aims of the S￿l¢e are: To build individual resilience,. strengthen life and Goping ski118 of people with mental health needs To help ￿Ople realise their skills and strengths and build on this To improve the physical wellbeing of people with mental health needs The Service is fully embedded in the Camden Primary Care Mental Health Nelwork {C-PCMHNI. The Social Prescribing arm of the Network is perceived by GPS and other practitioners to be integral to it5 range of seNices, and an important contribution to holisti¢ care provision. The leam operates. as part of a multi-disciplinary approach, meeting with partners to discuss processes, the inlerface with people who use the ServI￿S and referrals within th8 n8lwork. As part of this integration into the C-PCMHN, TAP Social Prescribing and Healthy Minds Social Prescribing {HMSP) have begun to work together more closely, with Mind in Camden now being the representative for Mental Health Social Prescribing in Camden. The Leads for the TAP Social Prescribing and Healthy Minds Social prescribing services come together regulaHy to create a coordinated menlal health social prescribing resource. With the changes in structure of the C- PCMHN this has evolved into a referral discussion meeting in which decisions are made about which service can best support each person in achieving their goals. The Leads also allocate service representation at neighbourhood level meetings, usually with the HMSP Lead covering the North of the borough (NW31NW51 and the TAP SP Lead covering the South and West patches. 17

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 niIARCH 2021 There are currently different workshops and worl< streams to discuss the best way lo integrate Heallliy Minds Social Prescribing within the new C-PCMHN NW5 Neighbourhood Core Teain as part of the new Community Framework Pilot which is starting on the 131.July 2021. As a result ofthe COVID-19 Pandemic staff have worked from home. The Team is working alongside the C-PCMHN to implement the necessary team structures to accommodate a reluTn lo Sl Pancras Hospital later this year, even if this is a blended approach with home worl(ing. Over the course of the year, sinGe April 2020, the Team lias received 155 referrals from different mental health professionals. The source of referrals has been.. Psychialrisls, Mental Health Nurses and SoGial Workers from C-PCMHN,. TAP service,. icope.. Cri8is Team and different Camden GPS. As a result of these referrals, 130 initial assessment appointments have been conducted and 170 Social Prescribing Sessions have been delivered virtually (due to the Pandemic) by Volunteer Linl( workers. The Volunteer Link worlfers receive regular online supervision, allending both one-lo-one supervision with their line manager and monthly group supervisions facilitated by an exlemal supervisor. This level of supervision is essential to provide th& level of serviGe offered, allowing real thought to be put into the support that every client is offered. The Se￿Ice adopts a co-produced approach to the support il offers through the following methods= Social Prescribing Procedure - Volunteer Link Workers work together with people lo produce goal plans which the person owns, rather than advising on any particular course of action. Each goal plan is personali8ed and reflects each person's interests and objectives. Social Prescribing Sessions people are fully involved in the planning of each social prescribing session and they make decisions on the duration and frequency of the sessions. With the pandemic, people have been offered a choice of having appointments on the telephone and via video consultation (Zoom). Furthermore, during final assessments, people are asked ahout the service and their experienceljourney in working V￿t￿ 2 volunteer link worker. We ask for feedback about the service, and people Gan suggest ways lo improve il and ¢ommenl on their experience of the service, including if they would reGommend the service to others. Feedback during final Social Prescribing sessions Includes- °It was useful having Ihe linl( worker share the 6Greon and helping me along the way.. 'You gave me th81 lillle kick, that I needed.. 'It was useful to have a link work6r to show me the diff8rent seNic8s online" 'Having these {essions on Zoom gave me th8 confiden¢e to explore other online events "Thank you for taking the time to meet with me onlino and forlistening.. e} Camden Clinical Commissioning Group Website Project Our contract lo provide a Conlenl management service for the Clinical Commissioning Group's mental health information website continued inlo ils fourth year. The website highlights key services, upcoming local community events, training and useful resources to download. This year, because of the pandemic, the usually very active calendar of events ￿aSed as most local setvice providers moved much of their a¢livity online, bul the website proved a useful resource for advertising GOVID-19 arrangements. We found that, initially, the numbers of people visiting the sile dropped once lockdown started in March 2020 but, over the year, the number of visitors gradually increased and by the year end the 18

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 IVIARCH 2021 average number of people who had visited the sile was 1,862 per month which was not much less the previous year. Of these, 88Q/o were new visitors. The pandemic did r)ol seem lo affeGI the profile of those using the website. It remained consislenl with two-thirds of visllors being female and two- thirds aged under 44. There was a wide. ranging lisl of topics that people searched for, giving a picture of the issues Ihat Ihe local communily is facing. Since its launch in March 2017, 57,436 people {unique visitor8) have vlsiled the website. n The Cultural Advocacy Project The Camden Cultural Advocaoy Project The Cultural Advooacy Project (CAPI has had a busy fourth year, responding to challenges arising as a result of the pandemic and continued lockdowns. CAP has continually evolved and innovated services lo respond lo changing needs and has continued to support diverse community groups and organisations around Camden to promote mental health and wellbeing and support individuals and families lo look after their wellbeing and mental h8allh. The emphasis has been on coprodudion with eaGh organisalion, taking on board learning and feedback from continual conversations from members to ensure all services are reflective of specifiG needs and answering k8y questions around mental health. The aim is to support people's access to preventative services as well as build on inlernal strengths and resources to support mental health, resilience and reduction of isolation. Due lo the lockdown in Mar¢h 2020, all face-to-face groups, 8venls and one-to-one servlces were halted and coproduction with members took place to discuss how to develop necessary services. The project continued lo support Bangladeshi, Black African and Caribbean, and Chinese communities. CAP has also started new partnerships with primary school parents, estale-based ¢ommunily centres, football clubs and faith ¢entres. Members forTned WhatsApp groups for their organisalions and held weekly Zoom sessions for online peeT SUPPOrt. In addition, members seeking extra support were visited weekly by a volunleer from a safe distance to discuss their wellbeing and any other support they may need. The main activities of CAP are.. Community Mental Health Peer Support Groups.. CAP co-produces culturally speclfic training with Gommunity volunteers in facilitating weekly peer mental healthlwÈllb8ing theme based peer support groups aiming lo promote wellbeing and resilience through mutual suppott, problem solving and access lo slalulory and non-slalutory preventative services. These are in different settings.. Community Organisations Eslate-based community centres ITRAs} In school - for parents Sports Clubs Within GP surgeries for specific cultural groups CAP staff c￿deliVer groups initially, wlth the host organi$alion laking on the lead once groups are eslabli$h8d to make it sustainable in the long term. Facilitators are provided with superwsion once a month. Vve have set up 12 peer support groups, attended by.over 200 individuals, and trained 15 facilitators. The groups have a wide range of themes dictated by each indiwdual group, themes havé included.. Wellbeing Family health Migration 19

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 Impact of Physical Health on Emotions and vice versa. Safety Building self esteem Relationship Issues in the home Bereavement Parenting Issues Feedback is largely through meetings and supervision and is based on narratives. SWEMBWBS (Short WarwFck-Edinburgh Mental Wellbeing SGale} are used intermillently bul due to movemei)t in groups feedback is usua51y verbal. Feedback from the groups have been positive. Attendees have reported feeling welcomed and embraGed by the group and have found conversations helpful and relevant, such as managing daily stresses, isolation, behavioural problems in children and anxiety about financial and so¢ial issues arising as a result of the pandemic, and slaying healthy. Bereavement sessions have supported members in Goping with bereavement, especially as a result of COVID-19. Members have reported-. "I lost 8 sense of myseifand who I was in the lockdowns. I lost my identity, friendships, and family members. The bereavemei?t group he>lped me U17dgrstand wh81 w8s happening to me and made me f&el like I could cope. "Having the groiip lo talk to dunng lockdown in8dg It so inuch easier forme and I stOPP8d f6eli17g like it was th8 end of the world. ive learned to18ugh togeÈlier and find joy in small things in ourlives" Members aTe encouraged lo look at different ways of lifestyle such as diet, exercise, movement, sleep, relationships and stress as well developing new hobbies such as art, crafts. dance and music. CAP sent out regular emails regarding Council support, ac￿SS to PPE, food deliveries and Resources on anxiety and physical health management and referral pathways. Individual support: CAP has trained 20 individual peer menlor$, who are embedded in communities, to provide one-to-one support to community members. Members requiring addilional support were called, and when possible, vislted weekly lo ensure they were supported and listened to and linked to any organizalions delivering their additional needs. Community Workshops. CAP dellvered daily workshops run by a variety of experts during the week. These included Mental Health, Physical Health workshops run by a GP, Vaccination Advice Sessions, Arts and Crafts, Diet Nutrition and exercise classes, and specialised courses such as Bereavement, Parenting and Relationship Issues. These workshops were well attended by over 60 weekly attendees and slides were sent out to ensur8 everyone had access to support and material. Hospital based services: The service employs a Hospital Llnk Worker to work in St Pancras Hospital and Highgate to help patients approaching discharge to access the peer support groups and communily peer mentoring and support, and create post discharge pathways lo peer mentoring and other non-stalulory and preventative iesilience nelwork offers. The Link Worker has been working with patients remotely and supporting them with difficulties such as discharge, advocacy support, and linking back to the community. Refvrence Group: All group facilitators are provided with regular personal development sessions 8nd opportunities are given to Come together to share experiences and expertise, get advice from our staff. and problem solve. Members can also feedback on the running of the groups and mental. health provision, allowing the initiatives to develop and grow over time. This group is linked lo the Equality and Diversity lead al Camden and Islington Trust, providing a link between the Trust and community groups to open a platform for dialogue and identrfy and collaboratively develop seNices catering to all members nf the community that understand their specific needs and experien￿8. CAP regularly allends and leeds back learning to other member organisations Io Support effective and impactful delivery ol projects. 20

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 Referralg: As a member of the Resilience Network, referral pathways are Created for members of BME IBlaGk and Minority Ethnic} groups to access prevenlalive and other services in Camden. Council Engagement: CAP has collaborated in several projects with Camden Council and Camden and Islinglon Foundation Trust, including working with the Council's Mental Health and Lèaming Disabilities Team, Camden Safer Neighbourhoods and Reducing Inequalities wgrk slream. It has also been leading the Community Engagement Group *orthe Camden & Islington Community Framewoik Project. g) Resilience Network Single Point of Access Service - (Support and Connect} Camden's Rosilience Network- the Camden Commissioning Group, the Camden and Islington NHS Trust, and local Voluntary Sector mental health organisalions - Game together al the outbreak of COVID-19 to design and deliver a serviGe that would.. Meet the needs of the most vulnerable people in the borough during the pandemic Implement slgnificant systems change to better respond to the social determinants of mental wellbeing Reduce the impact on an over-stretched NHS Create a much more person-cenlred approach lo mental health across the borough The new se￿l¢e is seen as a vilal first step into creating a stronger mental health System that reaches far beyond ¢linical seNices and into the community, ensuring Ihal people are support8d ba8ed on the diversity of their needs, be they clinical, social," physical. or anything else that is meaningful to them. As such, the se￿ice identified several key aims-. Reaching and supporting the most vulnerable people living with mental health issues during the pandemic, in¢luding people who don't usually engage with services and those isolated or disconnected Working lo a 'whole person, approach, 8UPPOrting people not only with mental health speGifiG concerns but with the SOGial determinants of wellbeing 8u¢h as social contact, welfare, physical activity and beyond. During the pandemic, this includes food and medication supplies Ensuring any referrals between different partners are smooth, efficient. and do not repeat the same assessment processes utilising the skills of the VCS.(Voluntary and Communlty Sector) organisation8 in Camden lo mak8 sure everyone referred felt heard, understood, and treated like a full person Using the above to support Camden residents living with mehtal health issues lo be as safe and as well as possible in their homes and in Iheir communities People are referred into the service predominantly through Secondary and Primary Care, with referrals being shared across Mind in Camden and our VCS partners al Likewise. Support is provided over three phases.. 1. Getting to know you." People intrOdU￿d to Ihe se￿(Ce are given a key worker as their main contact, together they work to build a relationship and understand the needs and hopes of the person using the service. 2. Supporting and ¢onne¢tlng' They will then explore what they Gan do or who they can connect. with so that each person can starl to improve their own wellbeing. This could involve lots of different things depending on each person and how what matters to them may change over time. These include.. Telephone and in person support, welfare support, support communicating and 21

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 202q planning with wider support nelwoH(s, helping people access and adapt lo online and distanced offers and linl(ing people in with appropriate support services. 3. Continuings pausing or rnovlng on: After connectioiis have been made and support has developed, key-workers will lalk with people (and their ¢are teams where relevant) to review how things are going and see if the support is still needed. Hopefully, people will be connected to other resources andlor be maintaining their wellbeing themselves. Thls means they will be pul on 'pause' _ the service will be slowed down, with a key worker or volunteer gelling in touch lo see how they are doing al an agreed frequency, from every couple of months lo every 6 months. However, if there are still Ihirlgs Ihat need to be Worked on after the initial period, the service is flexible so il Gan be continued and reviewed again after a few more sessions. If the person and their key worker realise that longer-term support is needed, then they can be connected to longer-term serviGe. Finally, If someone is connected with a differenl service or decides Wlth their key worl(er that the support is no longer needed, they can move on - hopefully with more connections lo things that maller lo them. The impa¢l over the first year of service has been.. 485 total referrals across all service partners 198 people worked with by Mind in Camden 77Dk of people found their initial support offer.eilher very or extremely useful 88% of people felt elther very or mostly heard and understood by the service 91 % Satisfaction with the seTviGe 370A Reduction in number of conlaGls with Secondary Care teams, including a 68Qh reduction with Mental Health A&E Liaison teams and a 450A reduction with the Crisis Team Since implemenlalion the service'has continued to develop, with ils success being recognised and shortlisted for the Health Service Journal Partnership Awards - which recognises, celebrates and Greates a plalform for the best products and services being used by the'NHS. Building on this success, the reach of Ihe project includes efforts to influence broader systemic change under the national Mental Health Community Framework. Funding has been secured longer term and we are in the process of recruiting a permanent staff team to continue development of the project across the borough. 'The seNice gave me a lift and a guide ralhgr Ihan pushing me into things. The world would be a betterplace if 811 services were like Ihat" (servi¢e user) 'Pause is a good idea. It gives 8 window to see how som8on8 manages, 8t7d that all h8lps with fonvard planning- by a ceit8in stage we'll know whether theJ/ need longer term support ornot. It allows 8V8ryone to work log8lher early on to identify andprepare for that.' {menlal health social worker) g) The Impact of COVID-19 The impact of lod(down measures to prevent the spread of COVID-19 bp.gan from March 23rd 2020 (the official start of full lockdown). Repeated lockdowns and restrictions for social distancing have affected us throughout the year and continue to the time of writing (July 2021) al Effect on Actlvlties: AIS of Mind in Camden's services remained operational during all lockdowns, with several going entirely online and Ihe majority of staff working from home. There was one exceplion where activity around.a Camden grant given for funding mental health awareness and wellbeing events in local community venues, run in partnership with other mental health providers in Camden, had lo be curtailed. We have agreed with Camden that the worl( can be Carried over in a reslricled fund to fund activity in 2021-2022.

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 The majority of our services are," al the same time, facing increased need. Our office has been closed to the general public bul still used as an appointment on5y base to provide essential seNices lo very vulnerable people including doorstep support, the delivery of cooked meals lo those in need of them and face-to-face work with those who could not cope with online interactions. We are grateful lo the people who patticipate in our setvices, staff, volunteers and partnerorggnisations who were key in making this response. We began a gradual return to face-to-face work after the first lockdown bul this was curtailed by further reslriclions that took us up lo the end of the financial year, at the lime of writing we are again opening up to fa¢e-to-fac8 work, starting with small groups and one-lo-one work for those most in need. Over811 we are taking a slow and cautious approatsh lo ensure the Safely of everyone involved. bl Financial Impact: We have no pension fund or materi81 investment liabilities, so the main impact was in lost inGome, mostly taking place in the financial year ending 2021. The subsidiary runs a charity shop that had lo be periodiGally ¢los8d, and we anticipated and sustained losses in per capita funded services like training and ¢ounselling. Thanks to a combination of very quick action taken by funders and Local and National GDveTnmenl in making funds and relief available, we managed to mitigate the expected impact (see below), and have been able to make a surplus due to taking on new projects and improving our turnover overall. c) Impact on risk: When the crisis began lo lake hold, risk levels varied widely almost day-to-day as information was vague, sometimes conlradiclory and often changing rapidly. At the very start we were facing a potenlial deficit of over £100,000 for YE 2021, and, with uncertainty over how long lockdown would last, we were losing in the region of £8,000 per month prior to the aid measures that oentral and local government took. We benefited from small business grants and furlough measures for our shop, and rate and rent relief, plus we made several applications for COVID-19 related funds and were granted extra money to maintain and even extend our services - this funding has been confirmed for future years, making a substantial contribution to our finanGial health and stability. We were in a very similar situation in relation to pulling measures in place to ensure that those few attending our offices were also safe and had slNggles like many others in finding reliable sources of appropriate Personal Protective Equipment. At the same lime, we were pulting measures in place to ensure that all financial and other Iransaclions could take place online and ensuring that our staff working from home were supported. All of this was managed successfully and this is a credit to all our staff teams, the people who use our seNices, partner organisations and funders. dl Ongoing J future and wider impact$: Though, al the lime of writing. lockdown is easing il is clear that there will be ongoing impacts both in the onviyonmenl and wider context and in our own approaches. In terms of how we provide services we have found Ihal many can b8 provided effectively and safely online, so we wlll Continue this element of our seNices even if the risk of COVID-19 is completely eliminated. The Impact on the wider context is harder to estimate but, it seems an economic downlurn is a probable result and, past eviLlen¢e is anything to go by, this will impa¢t disproporlionately highly on the people we serve. There is also Ihe phenomenon of psychological damag8 from the lockdowns and trauma experienced during it. All of this indicates that need will increase. Al the same time much money in the system, particularly from ¢haritable trusts on whom some of our services rely, has gone into COVID-19 specific grants. Furthermor@, the finances of Local Authorities have been negatively impacted and this often means, in the longer term, reduced fundin9 for soc¢al care. How8ver, there have been sustainable gains. We have worked closely in an extremely positive partnership lo serve Camden residents Imth Commissioners and other staff from our local and health authorities, gaining subslanlial extra funding for new services developed in lockdown, and have created new partnerships with other organisations in the sector and have gained skills and insights into online and distanced work Ihat we would not have acquired othetwise. 23

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 h) Public Benafit: We haiie assegsed the benefit Ihal our charity provides to the public through our selvices as: Enabling people lo recover their mental wellbeing. This reduces the personal and social cost of mental health issues and enables people to make an increased contribution to their ommunltles through peer support, volunteering and increased community aolivily, including gaining employment Working with the wid8r community, through volunteering and with community-based partners, to raise awareness of issues relating to mental health and inGrease Gapacily to deal with them. thereby increasing understanding, improving responses towards people with mental health issues, reducing stigma and discrimlnation and Increasing wellbeing Improving mental health, including undertaking preventative work, reducing the societal and personal costs of far more expensive and life disruptive forms of help e.g. in hospital acute wards or long-temi care Reducing pressure on publicly funded statutory NHS and Local Authorlty soclal care resources Providing non-medication based interventions Ilke Se￿-help, group work, and peer supportllalking help and activities, reducing reliance on medication reglmes that can be expensive and can have damaglng side effects, including addiction. 5. The Contribution of Volunteers Our voluntegr experience this y.ear was very different than usual. Volunte8rs would normally help to run our on-site services and assist wlh office work, and we would usually expect to have about 100 people a year helping us. In March 2020 we had lo make a very speedy transition lo mainly online service provision. There was also a requirement through the three lockdowns that people must slay at home if possible. Fortunately, volunteers Gonlinued to support us by helping to deliver the online services SUGh as support groups and counselling, and a leam of volunteers ran a "keeping in tOUGh' service for members by phoning them once a week. We also had a team of staff and volunteers based at Barnes House who ran a doorstep seNice for most of the year. The team made regular visits to people who were 8elf-isolating to provide practical help with delivering shopping, collectin9 prescriptions, providing craft materlals and, for a while books, as people did not have a￿sS lo libraries or bookshops. We were also able to deliver hol meals once a week in collaboration with FEAST! a voluntary organisation Ihal collects.donated food and turns it into free meals. 11 was a challenging year, which would have been much more difficult had volunteers not been there to support us and we are indebted to them for all the holp that they provided. In 2020-21 we had 55 volunteers, contributing an estimated 12.000 hours or 1,714 days. Using the London Living Wage rate of £10.85 per hour, the financial benefit would have been £130,200. 6. Financial Review Principal Income Sources Our principal sources of income were.. Camden Council provide 650fi of our income Ihrough contracted services including Healthy Minds, Cultural Advocacy and Phoenix Charitable Tnjsls, who fund our Hearing Voices projects, representing 16% of our income 24

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 7¥0 comes from local NHS organisations funding our TAP, CCG website and new Single Point of Contact projects 8¥¢ comes from Mind Ventures, the charity's trading subsidiary. Personal Budget incoffie and fees contribute 1 O/oof our income The remaining 30/0 is from sales, mainly of training, and one-off donations. Investment Policy Most of the charsty's funds are revenue grants to be Spent within each financial year. We nged quick access to our limited reserves in order lo cover cash flow and to meet unexpected expenditure, so there are no funds available for IDng term investment. The Management Committee delegates the Finance Director to invest the relatively small amounts of funds Ihal the organisation has available in a short-term money market account to generate interest, with low interest ratgs this actimty amounted lo only £190 in this financial year. Reserves Pollcy Why Mind in Camden needs reserves: They help to manage the risks of legallfinancial liability around entering into contra¢ts with individuals and organisalions They protect the charity from insolvency or serious cash flow issues during times of Ghange They enable us to temporarily support projeds that are short of funding until funding is found. We do not see the deferment of diffiGuII decisions as a good use of reserves, so our criterion Is that il must be shown to be likely that funds will be raised to cover Ihe costs Vvhen reserves are at an ac￿Ptable I6vel, we Gan use them as investment, for example, over the past two yeaTS we have used designated funds to refurbish our main premises and our shop to make the space better for the people who use our seNic8s and staff, wè have funded a consultant lo help us with strategic planning and we have used designated funds to improve our online presence and IT capabilities We also have liability for many repalrs in our leases. Reserves provide a way of meeting one-off obligations for major items that would not be altractive to funder8 Reserves can play a posltive role in cash flow management, especially when statutory grants are late in arriving It is generally seen as a marker for financial health and prudence to have an approprlate level of reseNes as It demonstrates financial competence and helps to ensure that we pa88 due diligence tests for contracts or other partnerships Some forms of revenue income caTry a higher-level risk, for example, contracts where income Is on a per capila basis and income that relies on sales. ReseNes provide a buffer if .our forecasts prove lo be inaccurate, a particular risk when engaging with new contracts and untried markets, which is often the nature of our environment VVhere.higher levels of risk m8an higher potential gains, the better our reseNes level, the more risk we can reasonably and safely sustain. This can increase confidence when, for example, bidding in competitive lenders where lowest unit cost or overall pri¢e is a substantial ¢onlr£butor to scoring. However, we are always prudent in assessing how much risk is involved and in identifying the slrategic benefits of taking it The level of reserves needed: Since reserves are accrued in order lo provide for unfores6en circumstances It is not possible to state an exact figure that will cover all evenlualilies. 25

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 A commonly used rule of Iliumb in e51imaling the reasonable amount of reserves a voluntary organisalion should have is that of three months running Gosts {25010l of the organisation's overall turnover. For 2 long limé it wa5 unrealistic for us lo achieve this be¢2use each year we struggled to create a balanced budget and were often faced with a Choi￿ of creating a fund for reserves al the expense of pogls andlor seNices. sin￿ the aim of resérves is to preserve the organisation's services, we believe it would be conlradiclory lo cul services in order to create more resetves. However, due to careful management of expenditure, a wider acknowledgement from funders Ihal core costs are neGe5sary through implementation of 'lull cost recovery, funding, some unexpected income and beller costing5 of competitive applications. we have now succeeded in building reseNes to an appropriate level. We note Ihal many charitable funders express concerns about making grants to organisations that hold more Ihar) one year's reserves and we would aulomaliGally review the siluation if we reach more than a six-monlh level. However, these percentage levels are proportionate to turnover, so we will take into account potential shrinkage andltsr anticipated growth in eslablishlng whether our level of reserves is reasonable, for example, if we think that turnover will subslanlially increase, or be very variable in subsequent years, we might hold a higher level of reserves in anticipation of these changes, as reserves are some*hlng that, by their nature, cannot be directly fundraised for and so must be built up over time. Even with this in mind, it 15 highly unlikely that we would ever allow reserves to go above the one year level. We would not maintain the 25Yo of reserves al any cost, so we may decide {wilh good reason) to allow them to dip below this level, in which case we would assess the risk level and take aGtion accordingly. It is unlikely that we would allow reserves to drop below 140% of turnover. Dftslgnated Expenditure Given that re8eTves are at an acGeplabl8 level, the Trustees have designated funds to improve our premises, facilities, ServI￿S and online presence. The movemenl of designated expenditure during the year is explained in note 13 in the main accounts. 7. Plans for Future Periods Our plans include: Winning tenders for exlslin9 local services due to take place durlng the year Revlew Charitable Fundraising Strategy and revise accordingly Review post COViD-19 impacts and ensure operalions and plans are revised accordingly Continue implementation and development of the new Single Point of Access service Ensure a smooth and safe relum lo face-to-face working in line with th8 easing of government restrictions Continue to ensure adherence lo the new General Data Protection Regulations and further develop awarenes5 and practice Launch the new website Continue the ongoing development of financial practice and controls Complete Community Impact Fund project and final report Review the SeNi¢e Review Framework for internal reporting 26

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 Contlnying to develop and maintain relationships with both new and exisling partners Continue to develop our range of offers based on emerging themes from members Align social prescribing services with the new Neighbourhood Core Teams as part of the new Community Framework Refurbish se￿}Ge usei spaces al our base Contlnue to maintain and support Gurrent community projects for raGialised groups Create new partnerships with local community centres, Cultural groups and schools to embed mental hgallh ServI￿S in their organisation5 Begin lo develop and deliver Gullurally sensitive training on equality and diversity in Mental Health to other significant providers in Camden Continue to develop work around hearing voloes In prisolls, secure units and immigration removal cenlres Continue to work with young people who hear voices lo develop services- particular online and focusing on developing work with students through partnerships with universities Continue to facilitate and lead the London Hearing Voices Network 8. Trustees The following setwed as charity Trustees and Company Directors during and up to the date of this report.. Elise Orrnerod, Chair Rebecca Arm81rong Rebecca Hammond Timothy Hobbs Donna Ellis All th8 Trustees are members of the company and guarantee to contribute to the assets of the company in Ihe evant of it being wound up,- such amounts as may be required not exGeeding £1. The number of guarantees at 31 March 2021 was five12020. five) Trustees have no beneficial interest in the company and are not remunerated. The company has obtained insurance indemnifying Trustees against liabilities arising from the performance of their duties. Statement of Trustees, responsibllitles Company law requires Ihe Trustees to prepare financial statements for each financial year. Under that law the Trustees have elected to prepare the financial statements in accordance with the United Kingdom Generally Accepted AGGounting Pra¢tice {United Kingdom Accounting Standards and applicable law). Under company law the Trustees musl not approve the financial statements unless they are satisfied that they give a true and fair view of the stste of affair8 of the charity and of the surplus or deficit of the charity for that period. In preparing these financial statements, the TrLlStees are required to= Selecl suitable accounting poli¢ie8 and then apply them consistently Make judgements and estimates that are reasonable and prudent Comply with applicable accounting standards, subject to any material departures disclosed and where explained in the linancial statements Prepare the financial statements on the going concern basis unless it is inappropriate to presume that tho charity will continue in business 27

MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2021 The Truslegs are responsible for keeping adequate accounting reGords that are sufficient ID show and explain the ¢harily's Iransa¢lions, and disclose with reasonable accuracy at any lime the financial position of the charity, and 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 hence for taking reasonable steps in the prevention and detection of fraud and other irregularilles. The charity has taken advantage 9f the small enlilies exemption. Approved by the Management Commlttea on 11th October 2021 and signed on ils behalf by Elise Omierod- Chair 28

INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF MIND IN CAMDEN Opinion We have audited the financial statements of Mind in Camden (the 'Charily'} for the year ended 31 March 2021 which comprise Ihe consolidated Statement of Financial Activities, the group and parent Charity's Balance Sheets, group's slalement of cash flows and notes to the financia5 statements, Including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom AGcounling Standards, including Financial Reporting Standard 102.. The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practi￿). Opinion on financial statements In our opinion the financial stalemenls.. give a true and fair view of the slate of the group's and Charity's affairs as at 31 March 2021 and of its income.and expenditure for the year Ihen ended.. have been Properly prepared in accoidance with United Kingdom Generally Accepted Accounting PracliGe.' and have been prepared in accordan￿ with the requirements of the Companies Act 20D6. Basls for opinion We conducted our audit in accordance with International Standards on Auditing (UK) IISAS {UK)l and applicable law. Our responsibililies under those standards are further described in the Audilorfs responsibilities for the audit of the financial statemenls section of our report.'We are independent of the Charity in accordan￿ with the ethical requirements Ihat are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard 2nd we have fulfilled our other ethical responsibilities in actsordance with these requirements. We believe that the audit evidence we have obtained is sufFicient and appropriate to provide a basis for our opinlon. Conclusions relallng to going concern In auditing the financial slat8monts. we have concluded that the trustees, use of the going conoern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have perfomied, we have not identified any material uncertaintles relaling to events or Gonditions that, individually or GolleGlively, may cast signifvcanl doubt on the charity's ability to continue as a going concern for a period of at18ast twelve months from when the financial statements are aulhorised for issue. Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of Ihis report. other Informa￿on Thè Iruslees ar8 responsible for the other information. The other information comprise8 the information included iri the annual report other than the financial statements and our auditor's report Ihereon. Our opinion on the financial statements does not cover the other information and, except to the extent othe￿iSe explicitly stated in our report, we do not express any form of assurance conclusion thereon. In conne¢tion with our audit of the financial slalemenls, our responsibilhy 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 inGonsisten¢ies or apparent material misstatements, we are required to determine whelher there is a material misslatement in the financial statements or a material misstaternent of the other information. If. based on the work we have performed, we conclude that Ihere Is a material misstatement of thi5 other information, we are required to report that fact. We have nothing to report In this regard. 29

INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF MIND IN CAMDEN Opinion on other matter prescribed by the Companies Act 2006 In our opinion, based on Ihe work undertaken in the course of the audit.. the information given in the Iruslees, report lincorporaling the directors, report) for the financial yearforwhich the financial statements are prepared is consistent with the financial statements., and Ihe truslees. report {inGorporating the direGtors' report) has been prepared in aGcordance with applicable legal requirements. Matters on which we are requlred to report by exGeption In the light of th8 knowledge and understanding of the Charity 2nd ils enviionment obtained in the course of the audit, we have not identified malerial misstatements in the Trustees, Annual Report. Vve have nothing to report in respect of the folSowing matters where th8 Companies Act 2006 requires us to report to you if, in our opinion.. adequatÈ accounting records have not been kept or returns adequate for our audit havo not been received from branches not visited by us., or the financial staleTnenls are not in agreement with the accounting records and returns,. or certain disclosures of Iruslees, remuneration specified by law are not made- or we have not re￿iVed all the information and explanalions we require for our audll. Responsibilities of the trust&es As explained more fully in the Truslee8' Responsibilities Statement, the Irusle8s (who are also the directors of Ihe charitable company lor the purposes of company law) are responsible. for the preparation of the financial statements and for being salisfied that they give a true and fair view and for such internal control as Ihey determine is necessary to enable the preparation of financial statements that are free from material misstatement, whelh8r due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the Charity'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 Charity or to cease operations, or have no realistic alternative but to do so. Our responsiblllties for th& audlt of the financial statements Our objectlves are to obtain reasonable assuran￿ about whether the financial stalemenls 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 delect a material misstatementwhen it exists. Misstatements Can arise from fraud or error and are considered material if, individually or in the aggregate, they Gould reasonably be expected to influence the economic decisions of users lak6n on the b3sis of these financial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below. In idenlifying and assessing risks of material misstatement in respect of ir¥egularities. including fraud and non-compliance with laws and regulations, our procedures included the following.. Wo enquired of management, which included oblaining and reviewing supporting documentation, concerning Ihe charitvs policies and procedures relating lo.. 30

INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF MIND IN CAMDEN identifying, evaluating, and Gomplying with laws and regulalions and whetherthey were aware of any instances of non-compliance,. Delecling and responding lo the risks of fraud and whether they have knowledge of any actual, suspected, or alleged fraud,. The internal conlrols established lo miligale risks related to fraud or non-complianGe with laws and regulation5. We inspected the minutes of meeting8 of those charged with governance. We obtained an understanding of the legal and regulatory framework that the charity operates in, focusing on those laws and regulations Ihat had a material effect on the financial slalemenls or that had a fundamental effect on the operalions of the charity from our professional and sector experience. We reviewed the fir)ancial slalemenl disclosures 2nd tested these to supporting documentation lo assess compliance with applicable laws and regulations. We performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due lo fraud. In addressing the risk of fraud through management override of controls, we lesled the 8pproprialeness of journal entries and other adjuslmenls, assessed whpther the judgements made in making accounting estimates are Indicative of a potential bias and lested signifiGant transactions that are unusual or those oulslde the normal course of business. A further description of Dur r8sponsibililies for the audit of the'financial statements. is located on the Financial Reporting Council's website at.. Iwww.frc.org.ukJaudilorsresponsibilitiesl. This description forms part of our auditor's report. 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 Compani05 Act 2006. Our audit work has been undertaken 50 that we might state to the charity's members those matters we are required to state to them in an auditorfs report and for no oth9r purpose. To the fullest extent permitted by law, we do not accept or assume responsibility lo anyone other than the charity and the ¢harity's member$ ag a body, for our audit wort(, for thls report, or for the opinions we have formed. 23 November 2021 Anthony Epton (Senior Statutory Audltorl for and on behalf of Goldwins Limited Statutory Audltor Chartered Accountants 75 Maygrove Road West Hampstead London NW6 2EG

MIND IN CAMDEN CONSOLIDATED STATEMENT OF FIIéANCIAL AGTIVITIES Ilncorporatlng an Incomfy and Expgndltur&A¢GDUnti FOR THE YEAR Ef4QED 31 MARCH 2021 Unrostrlct8d Fund nated 21 2020 Fu Notès Donatlon8 and Logaclos Other Tradlng Actlvltles -Gross Ino)me from Sub￿dIary Income From Investments 15,716 15.718. 18,223 102,711 190 118,617 102,711 190 118,6t7 105,216 1,164 124.603 Incom¢ from Charltablp AGtlvltie¥ D5r8cI Support Servi 227,234 227,234 931,978 931.978 1,159,212 1,159,212 1,023.651 1.023.651 Totsl Income 227.234 1,050,596 1.277,829 1,148,254 Ex èndltu on Expendltur8 on Ral8lng lunds - Subsh8iary co3ts 81,809 81,809 75.L Expendltum on GharltablB actlvltlès Dlr8¢1 Support ser￿1¢85 31al 159,995 8ff5,128 3.920 979.043 979,347 Total CharKabl¥ ExpeThSllwe 159,995 815.128 3.920 979,043 979.347 Yotsl Expendlturg 169,996 896.937 3,920 1,060,B52 1.064,413 Net IngorndlExppndlturel for the yfrHr 67.239 153,658 la,9201 216,977 P3,841 YraTh8f8r be￿8￿￿ fund$ 13,14 155,0001 61,0 Fund6 8t l Aprll 2020 67,685 385,867 14,156 437.708 343.867 Funds at 31 MAr¢h 2021 124,924 468.525 61,236 654,665 437,fO Th8 nol88 on page5 261045 form part of Ihtrse financial slelamenl$. There wer8 no othar recognlsed suTpluse5 or deftds forlhe yeor, The nw¥m￿t on reserves above 1$ shown In note$ 12.13 and 14 to the finan¢¥81 $18ièmenlÈ. All of th8 org8nlsalion's opergllon$ Éro ¢￿ssed as contlnulng. 32

MIND IN GAMDEN BALANCE SHEETS AS Af 31 MARCH 202fj The Grou h• Chailt 2021 2020 2021 2020 Notes Flxed Assèts Inlanglble Flxed Asse18 T&nglble Fixed As8818 Investments 13,724 13.848 13,724 100 13,824 13.848 100 13,948 13.724 13,84B Current As$et8 Debtors Cash al Bank and In Hand 10 114,772 641,201 755,973 108.644 424.477 533,121 100,901 634,286 735,167 109,269 417,9C() 527,169 Credllors: Arnounts Fallliig Dug withln One Year 11 1115.012} 1109,261) {98,7321 1107,8351 Net Curront Assets 640,961 423,660 636.435 419.334 Net As8ets 654,685 437,70B 8SO,259 433,282 Funds Reslri¢ted Funds Unreslrioled Funds 12 13 14 124,924 61,236 488,525 57,685 14,156 365,867 124,924 61,236 464.099 57,685 14,156 361,441 De81gn8ted - Gensral 6S4,685 437,708 650,269 433,282 The notes on pages 35 10 45 form parf of Ihese fin8nGl81 stalemenls. Th8 flnandal statements hava been prepared In accordan¢8 wlh the special provisions relalSng lo srnall companies exemption. Approved and aulhorlsed for v68u8 by the Management Committee on 111h October 2021 Ellse Ormerod- Chalrman

Mfnd In Camden Consolldated Statement of Cash flows at 31st March 2021 Notes 2021 2010 Cash flows from gpèratlng actlvltles Nel Income foi Ihg year 216,977 93,841 Adjustment for.. Depreclation Ilncreasel in Debtors Increase/lDecreasel ITE Credltors 7,283 16,1281 5,751 6,946 140,2811 52,737 io li Cash flow5 generated (used In) Irom operatlnK a¢tlvltles 223,883 113,243 Purchase of Equlpment 81al 17,1591 14,3861 Cash IIow5 Used In Investmeht actlvltle5 17,1591 14,386) Net Incresellderreasel In cash-atso see note IB 216,724 108,857 34

MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS . Accounting Policies (al The FinanGial Statements have been prepared in acGordance with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their aGGounts in a¢cordan¢e with the Financial ReportSng standard applicable in the UK and Republic of Ireland IFRS102) {effective January 2015}- (Charities SORP <FRS102)) and the Companies AGt 2006. -liabilities are initially recognised al historical cost transaction value unless otherwise staled in the relevant accounting policy note. These accounts have been prepared on a going concern basis because the charity's projected earnings in th8 financial year 2021-2022 will be £1,264.959 The financial statements are prepared in sterling 1£) and rounded to the nearest pour7d. We have omilted the charity SOFA as allowed under the section 408 of Companies Act 2006 The charity is a public benefit entity. {b} Charges, investment income and voluntary income receivable by way of donations are included in full in the Statement of Financial Activities when receivable. In preparing these accounts no value has been attributed to the work performed by volunteers althoL¥gh their work is considered vital lo Ihe activities of the Charity. Goods sold at the ¢harity shop {Camden Mind Ventures Ltd) are recognised when the customer purchases the goods. {cl Restricted funds are lo be used for specified purposes as laid down by Ihe donor. Expenditure, which meets this criterion, is identified to the fund. (d) Unrestricted funds are donations and olher income received or g8neraled for the charitable purposes. {el Designated funds are unreslricled funds earmarked by the Management Committee for particular purposes. The purpose and use of each fund 15 described in note 13. (Q Funds received for the purchase of fixed assets are accounted for as restricted incgme. The treatment of the assets provided depends upon the restriction imposed by the grant. If the fixed assets, acquisition does not discharge the restriction then assets will be ¢lassified as reslriGled fixed assets and depreciation charged against the restricted fund. (g} Furniture, office equipment including.IT equipment and soflware costs are ¢apilalised rf the purchase price and incidental costs of additions SUGh as installation fees and labour ￿St5 are over £500 including VAT. Depreciation is provided on all fixed assets calculated to write off the cost of each asset over its expected useful life as follows-. Furniture and equipment four years on a slralght line basis Software four years on a straight line basls h} All leases of land and buildlngs and equipment are considered to be operating leases and rentals are charged to the Statement of Financial AGtivilies when due on a straight line basis. No assets are held under hire purchase agreements. (i) The charitable company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The pension cost represents the contribulioris payable under the scheme by the company to 35

MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS the fund. The company has no liability under the scheme other than for the payment of those contributions. This meets new slalulory requirements. O) Staff costs. support costs and other expenses are allocated to activities on the basis of staff lime and allributable cost. Ikl Governance costs (note 3¢) comprise statutory complianc& including the costs of Trustees and auditors and legal and professional fees. 11} Expenditure is recognised on an accruals basis. In the charity, expenditure includes VAT, wh8r8as the subsidiary excludes it as it 15 VAT registered. 36

MIND IN CAMDEN NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2021 2 Incomè from Charltable Actlvlty 2021 Totsi 202Q tal R8Strlct¢d Unrgglrlcto DIRECT SUPPO T SERVICES Webslte Content M Tra emen Camden Clinlcal Cornmlssloning Group 18,984 18,984 18.984 L B Camden- Cultural Advocacy Project Fltzrovla Youth.CYP PM Piolect 197,499 19.546 197,499 19.546 194.183 19,187 Health Mlnd Pro e¢ts L B Camd8n- Soclal Pre8cribing L B Camden- Communlly Programme G & Isllngton-Green Sodol Projecl 75,000 150,000 1,000 75,000 150.LK)O i.ODO 75,000 150.000 2.000 hoenlx a Ad I I t atlon L B Camden Ront- R8nl Subsldy L B Camden- Commvnily Support L B Camden - Community Fund. Personal 8udgel Incon 15,592 101.176 loo.000 23,347 101,178 101,178 91.667 12.625 91.667 12,625 Sln le Poln Carnden &n18linglon CCOS8 198,590 198.690 Volces Brom18yTiust Cat8ly5t City Bridges Trust Slr Halley Stewart Tnjsl Evan Cornlgh Thlrd Housin9 Tudor Trust 15.000 4.OJO 15,000 4,000 15,000 45,400 18,846 7.000 10,000 30,000 7,000 10,000 a0,(￿0 . 30,000 . TAP Fundlng. Camden &n l#llngtOD 90.OtM) ,000 102,043 Vol¢ colleGtI e Pro Children In Need E5mee Faiibalm John Lyons Tiusl London Commun5ty Response Pixel •¢t 27,245 27.245 26.104 34.Th)0 13,333 4,385 13.333 , 4.385 8.000 othor C & Islington-Primtose Hill Projact Ea8t Anolla Universlty 2,928 GMS Holdlngs 17,000 Graal PorUand Esla19 5,000 London Community Response 11,124 ' LB Camden-slaff Wellbelng Prdect 10,000 .. National Mlnd 5.50) Rank 18,000 18.O¢X) Trainlng Income 14,628 14.828 227,234 932,978 1,159.212 'Detallod compardtI￿ Informatlon for the year ended 3181 March 2020 15 glven on page 45 37 2.928 17,000 5,000 1S,OOD 11,124 10.000 6,500 22,807 1,023,651

MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 3(al Total Charltable gxpondllure 2020 Dlrect costs Slafl Yelaled Cost other Direcl Cost Designated Expenditure Support Cog1 {Nole 3b) 746.896 178.463 3,920 49 764 979 043 669,578 235,508 13,204 61,059 979 347 ortcos Anal sls 2021 2020 Staff Related Cost Premises Cost. Governance Cost Overhead Cost 7,523 21.6S6 12,107 8.478 49,764 181 qlr. full rent 2nd qlr. hall rent were walv8d by Camden due to Covid 7,006 34,650 11.972 Note 31¢1 61,059 Support cosls are allocated on the bas1$ ol staff Ilme. The88 include costs associated wkh providlng IT, payroll, personnel, finance, property and olhor central services lo charity'8 Staff and volunteers. 31cl Gov•rnance Costs 2021 Audllors, Remunoralion Trusle¢s' Expenses & Tralnlng Tru8l¢es' Indomnity Insurance Legal & PTI)lesslonal Cost Appointment of Staff and other Cost 5,500 90 763 565 5,189 5,500 700 450 4.616 12,107 11.972

MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 4 Net Ineom&lExpendlture 2021 2020 This is slated after charging.. Depreciation and inlanglble amortlsalion INole 8} Lease Commllmenl (Not? 161 Auditors, Rernuneralion 7,283 45,066 5,500 6,945 108,366 5,500 5 Staff Costs and Numb9rs 2021 2020 Salaries and Wages Social Securlly Costs Pension Costs (see aC￿￿ntIng poliGyl Mlnd in Camden- Staff Cost 591,289 48,506 534,745 44,240 666,405 603,717 Camden Mind Ventures- Staff Cost 39,660 35,486 Agoncy & Se$slonal Staff 85,446 62,637 Total 791.410 701,840 No employee eaTned more than £60,000 during the year12020'. nlll. Siaff Costs under nolos 3lal, 3lbl and 3lc) Includes training and recruilmenl cost of £7.759 {2020.'£14,8451 The aveTage number of staff (based on fu15 time equivalenll employed durlng the y&ar was as lollows: 2021 2020 Phoenlx Projecl Other ProjeGIs Camd8n Mlnd Venturas 20 19 24 22 Total Employee benefits of the key management PeFsonnel's ofthe charity were £184,933 12020'.£180,4451 . 6 Trustees. Remuneration and Expenses The dlr8Ctors of the charitable company are Iruslees under charity taw. Travel and Iralning expenses paid on behalf of all of the trustees during the yearwere £150 12020.'£8621. No Iruslees We￿ paid any remuneration in the year12020..£0I. Tota donalions by Iruslees amounts to £6912020.'£491. There were no reimbur88ment to Trustees during Ihls perlod.

MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 Taxatlon All of Ibe charity's Income is applled for charllable purposes and therefore is exempl frorn corporation tax. The Charills Iradinu subsidiary has no corporallon lax liability because profits are transferred by Gift Aid lo Mind in Camden. 8181 Flxed Assets - Group ur Iture & Flxtures & Flttln me Total Cost At l Aprll 2020 Additions At 31 March 2021 54,865 17,968 72,833 62,024 17.96B 79,992 Depreclatlon At 1 Aprll 2020 Charo8 for Year At 31 March 2021 41,017 7,283 4B,300 17,966 58,985 7,283 66,268 17,968 Net book value At 3l Ma￿h 2021 13,724 13,724 At 31 March 2020 13,B48 13,848 81bl Fixed Assots .Charlty Furnlture & men Flxtures & Total Cost At l April 2020 Additions At 31 March 2021 52,875 7,159 60,034 ' 17,968 70.843 7,159 78,002 17,968 Depr&ciJtlon At I April 2020 Charge lor Year At 31 March 2021 39.027 7.283 48,310 17,968 56.995 7,283 64,278 17,968 Ntt book valu* At 31 March 2021 13,724 13.724 At 31 March 2020 13.848 13.848

NJIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 81c} Inlanglble (Software} Flxod Assel-charlty and Group Cost Al 1 April 2020 At 31 March 2021 593 593 Depreclaflon Al 1 April 2020 Chafge for Year At 21 Maroh 2021 593 593 Net book value At 31 March 2021 At 31 MarGh 2020 Investments The chafllable company holds 100% of the 100 Issugd ordinary £1 Share capital of C8mden Mlnd Ventures Llmiled Icompany Numb¥r 025253861. a ¢ompany incorpoTaled in England and Wales. Camden MI￿1 Ventures Limlled $8lls donated and bought in goods. Relevant financlal InlormalSon regarding Camdgn Mind Venlures Limited is 8$ follows.. 2021 2020 Sale of Donated Goods Covid Grant Income Total Income Adminlstralive Expenses Governance expense8 Nel Profil Transferfod lo Mind In Camden under Gfft Ald Relalned in Subsldiary 45.611 105.216 102,711 181,8091 105.216 175,066} 19,902 29,150 Nel Assets 4,428 4,428 The Sub8ldSary is 8xempl from audit by virtue ol s479A of Companies Act 20L The resu118 01 Carnden Mind Ventures L1m116d have been consolidated on a line by line basls 8nd included under activillos for raising funds both under Income and Expenditure. 10 Dgblor6 The Group 2021 20 Thè Charlty 2021 2020 Amount due from Subsldiary Olh8r Debtor8 Pr$paymenls and Accrued Incom& 902 77.596 22.403 100.901 2.650 88,121 18,498 109,269 92.251 22,521 114,772 88,366 20.278 108,644 41

MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 11 Credltorg.. Amounts falllng due withln one year The GroLtp 20 The Charlty 2021 2020 2021 Taxation & Social Sacurity Olhei c￿dI[0rS Accruals Deferred Incorne (see Note 201 14.391 68.879 25.075 6.667 115,012 11.109 27.675 9.810 60.667 109,261 14,391 69,658 8,016 6,867 98,732 11,109 27,675 8,384 60,667 lQ7,835 12 Movement on Restrlct8d Funds A5At 01.04.20 AsAt 31.03.21 Incom& andlturo L B Camden Communily Fund Prlmrosa Hlll Pro oct Camden & IslSnglon rade Clolhwork8rs Ic& Collectlve P Childr8n In Need John Lyons Tiusl London Communlly Rèsponse, Plxel Volces Unloeke Bromley Trust Caialyst Evan Cornish Thlrd Housing Tudor Trust hèr Pro London Comtnunlly Response" N8llonal V4nd 46,740 91.667 21,575 116,832 4.955 353 4.602 5.990 2,5CM) 3,490 èct 27,245 13,333 4,385 8,000 27,245 13,333 4.365 8,000 15.000 4,000 7,000 10,000 30,000 15.000 4.000 7.000 10.000 . 30,0(X) 11.724 11.124 . 57,685 227,234 159,995 124,924 os f the RgstrS¢led Fund Prffimro8* Hlll Project- Camden & Islln9ton We are provlding supervision and additional Iralnlng lor peer mantors from Camden &1511nglon Foundation Trust L B Camden- Communlty fund Ihis 15 a reslri¢ted grant from Camden for staging local ¢ommuntty mental haallh evonts in collaboration wilh other Camdsn organisations Volce Collectlv¢ Project Donations from these Trusts were specifically IOT our Voice colleclive projects working wllh childr8n and young people In Loodon who axpert8nce dislr8ss due lo voice h8arlng. Vol¢86 Unlooked The Voices Unlocked Project Is dev8loplng peer supporf groups for prisoners who experience dl$tressing volce hearlng in prisons. London Comrnunlty Response.. Th1$ was a QOVID-19 5p8cifi¢granl foT Increased hours to $padfic po$ts and a580dated w8¢8 lo enab soGklly dislancad provk8ion . Natlon81 Mlnd IT Grants 1£5000 + £5001 These were COVID-19 spéclllc giants to pay lof IT r61ated wen8e8 lo enabl$ home worklng 42

MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021 13 ￿lo￿al9d Funds Asal 01,04.2020 Amoltnt utili58d Amout)t Transferre Asat 31.03.20 Website fund Carpel r8placem8nt Building Maintenance fund 8ain85 House UpgKade 20 Catnden Road maintenance 88rnes House basement wfurblshino SPA Handover 12.000 18e 375 1,595 11,8441 1106} 13751 11,5951 10,156 80 10,000. 25,000 16,000 1,000 10,000 25,000 14,166 3,920 61.236 14 Movement On Unrestrfct&d Fund$ AsAt 01.04.20 Amount AsAt Ex endll Trans Income ￿U[g ￿￿r8d 3103.21 Charlty General Funds Subsidiary General Fund8 361,741 4,126 365,867 14.156 380.Q23 947,884 102,711 1,050,595 1794,2261 102,7111 1896,9371 13,920 900,857 515,399 4,126 478,52S 61,236 529,761 141.000 141.0001 51,0(YJ Deslgnaled Fund8 INole-131 Group Unreslriciad Funds 1.060,595 151al Analys1$ of Group Ng¢Assel$ by Funds Flxed As Currènt Nel Ass CrgdltOTS R8slrlcled Funds Unre5trlcled Funds 3.490 10,234 13,724 121.434 634,539 755,973 . 124.924 529.761 664,68S 115,012 116,012 151bl Analysls of Gharlty Net A3Bgts by Funds Flxed Asset & Inve tments Curront Not Assets Itors Restricted Funds Unreslricled Funds 3,490 10,334 13,824 121,434 613,733 735,167 124,924 525,335 660,259 98,732 98,732 16 Commllments Under Optratlng L8a50S As at 31 March 2021 Commllmenls tJn(ler non-¢aneellable operating leases were Os follows 21. 2020 Land & Land & Bujldln s Bulldln Group and Company L8ases E -Wllhin one year -within 2-5 year 45,066 83,300 45,068 108.366

MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THEYEAR ENDED 31 MARCH 2021 17 Related partle8 During the ygar the Charlly recharuod Carnden Mlnd Venluies Limited for staff rtsl8ted c051 of £39.56012020-. £35,486) and PT8mises cosl 01,£28,72512020.' £35,560). Total amount due from Camdgn Mind Ventures Limited a5 al 31st March 2021 was £778 12020.. £2,650). 18 Cash and Cash equlvalents Al1st A rll 2020 Cash Flow At31st h 2021 Cash al Bank 424,477 216724 641201 At1 At31st Mar¢ Cash al Bank 315,620 108 857 424 477 19 Movement on Defermd Income At 1st 01.04.2020 8At 31.03.21 com Ex ¥ndlture The Bromly Trust Calalysl Community Fund Evan Comish 15,000 4,000 41,667 15,000 4,ODO 41,667 60,667 6,667 60,667 6,667 44

MIND IN CAMDEN . NOTE TO THE ACCOUNTS - COMPARATIVE PAGES FOR YE 2020 Re$trlcte 8tr cte Total Incoma Donallons and LEgacle8 Gross Incoma fiorn Subsidlary Income from Inveslmanls 18,223 105.215 1.164 18,223 105,215 1,164 Website Desl Camden Communily Commlslonlng Group 18,984 18,984 L B Camden- Cultural Advocacy Project 194.183 194,183 Fitzrovla Youth-CYP PM Prol4¢t 19,167 19.167 Hoalth Pro L B CamdEn- Social Piesciibing L B Camden- Cotnfftunliy Progiarnm8 C & Islington- Green SOCI￿ Project 75,000 . 150,ODO 2,000 75,000 150,LYJO 2.000 Phoenlx and Admlnlstratlon L B Camden Rent- Rent Subsidy L B Camden - Community Support L B Catnden Qommunily Fund P&Tsonal Budgel Income 15,592 15,592 101,178 100,000 23,347 10fj.178 100,0(]O 23.347 Volces Unlock•d romley Trust City Bridges Trust Sir Hall&y Stewart Trust Tudor Trust 15,000 45,40D 18,846 30.000 15,000 45,400 18.846 TAP Funding 102.043 102.043 Volce GLillèctlv8 Pro Children In Need Esme8 F8irbairn 38.104 34.000 36,104 34,000 Othar C & IGlington- Primros6 Hlll Prol8cl GMS Holdings Intervolce Training Income Total Income 5.000 5,000 15,000 15,000 299,942 848,312 1,148,254 Expgndltura Sub51dSary Cost Expenditure oh ChotllablE acuvil￿5 Total Expendlturo 75,068 724 048 799,112 75.066 255,3D1 1,064,413 Net Income for the Year 44,641 49,200 93,841 45