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