in Camden TRUSTEES, ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 MIND IN CAMDEN Reference and Administrative details Status= Company limited by guarantee without share capital incorporated in May 1985. Registered a8 a charity on 24 July 1985. Company Number.. 1911178 Registered Charity Number.. 292180 Registered Office.. Operational Address.. Barnes House 9-15 Camden Road London NW19LQ Honorary Officers.. Elise Ormerod, Chair Rebecca Armstrong Donna Ellis Rebecca Hammond {until May 2023) Honorary Officers also comprise the memb&rs oflhe Management Committee Principal Staff and Company Secretary.. Brian Dawn - Chief Executive Bankers: HSBC Bank 31 Euston Road London NW12ST Metro Bank 227 Tottenham Court Road London W1T7QF Soli¢ilors-. Gotelee Solicitors 31-41 Elm Street Ipswich IP12AY Auditors.. Goldwins Limited 75 Maygrove Road Wesl Hampslead London NW6 2EG MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 1. Structure, Governance and Management Governing Document The organisation is a charitable company limited by guarantee, incorporated and registered as charily on 27th March 1985. A Memorandum 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 substantially 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 limited by guarantee in which Mind in Camden owns 1000/0 shares. This company runs our charity shop, the income above expenditL(re of which is gift aided to Mind in Camden. The subsidiary has as its Direclors Mind in Camden's Chief Executive and one Mind in Camden Committee member. Its activities and financial performance are reported on a quarterly basis to Mind in Camden's Management Committee. Recruitment and Appointment of Trustees The Directors of Mind in Camden are also Charity Trustees for the purposes of charity law. Under the requirements of the Memorandum and Articles of Association, one third of the Trustees must retire each year by rolation but may be re-elected at the next Annual General Meeting. There is list of essential and desirable skills, knowledge, and experience required by the charity and Trustees periodically identify whether these requirements are met by its membership. In the event of particular skills being required, individuals are approached lo offer themselves for election to the Management Comrnitlee. These positions are advertised via volunleer agencies and lo people who use our seNices. Trustees Spend some time attending meetings as a trial period before they become full Trustees. No new Trustees were appoint8d 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 operations. This includes.. Committee térms of reference and standing orders Trustee Gode of conducl Procedure and policy around expulsion of Trustees Trustee recruilmenl policy The current slrategic plan and annual reviews The financial strategy Minutes and papers of recent me8tings 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 inductior) with senior staff to be briefed about key aspects of the charity's operations. Training and ongoing support is available to all Trustees, including people with lived experience of menlal health issués, to enable them to play a full role as Committee members. The Trustees periodically conduct Away Days to discuss the diredion of the organisalion andlor examine their own performance and working methods. Risk Management Trustees conduct an annual review of the major risks to which the charity is exposed, alongside the measures in place to manage or mitigate those risks. These include- MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 Funding risks: There are risks in both contract and charitable income expiring and other risks le.g. loss of granl through underperformance) which are controSled through a comprehensive range of management policies and procedures including financial standards and performance management policies and procedures. There are also risks of variable income from activity related funding (e.g. for individLJal budget payments and training income), so this is carefully projected and checked through our budgeling and management accounting systems. Also see below for reserves policy. Financial risks: We have a robust set of regularly reviewed financial standards and other polici8S that govern all transactions and mitigate the risks of theft, fraud and loss of inGome and poor management of expendilure. Reputation risks= We have policies to ensure the quality and viability of services, and also policies around contacl with the press to effectively manage risks lo our professional slanding. Risk of harm to Individuals: Procedures are in place to ensure compliance with the health and safety of staff, volunteers, people who use our services and visilors, and to address issues such as adult and child safeguarding, and the risks around providing support. Risk of loss through Iltigation: We have a detailed set 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. Performance related risks: Policies and procedures are in place to mitigate risks related to the performance of volunteers, staff, management and Commiltee. IT {InformatFon Technology} and information related risks.. Mitigations include measures to ensure the securily of data and policies to ensure compliance with General Data Protedion Regulations. Collaborative working related risks: Policies and practices that govern and guide collaborative working, both formal and informal, are in place. Major Business Disruption risks: These are covered by a policy including COVID-19 and pandemic related risks. The Commitlee has also ensured that each service has adopted plans and standards for its work, and Gompliance is monitored in a reporting framework that includes the National Mind Quality Management framework, which is independently assessed by National Mind. There is a five-year cycle of strategic planning for the development of individual services and the organisation as a whole, supported by annual management plans, in addition to projecl designs andlor Servi￿ specifications for each project. Charity Commission Guidance and Governance Codes of Practice The Committee governs the organisation with reference to guidance published by the Charity Commission and best practice as outlined in the Charity Governance Code and occupational slandards for Committee members. Organisational Structure Mind in Camden has a Management Committee with a minimum of two and a maximum of 15 mémbers 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 charity, including finance, legal, senior management and mental health. The Chief Executive acts as Secretary to Ihe Committee but has no voting rights. A scheme of delegation is in place that is govemed by Committee terms of reference and standing orders in which strategic and policy framework decisions rest wilh the Committee. Day-to-day responsibility for the provision of services is delegated to the Chief Executive, who leads Management Team where all departments are represented. The Chief Executive is responsible for ensuring that the charity delivers the seNices specified through a five-year strategic plan implemented through annual management plans, and that key perf0mlan￿ and development MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 indicators are met. The strategic plan and progress towards its goals are reviewed annually by the Committee. Management Committee Chief Executive Subsidiary: Camden Mind Ventures Ltd Shop manager, assistant manager, shop volunteer5 Direct Services: Operations Director Senior managers,front line managers, staff and volunteers for Alliance, Phoenix. Hearing Voices and Support and Connect Services Corporate Services: Resources Director & Finance Director, finance and admin stafflvolunteers Organisational Model Mind in Camden has 25 full time equivalent staff in 35 posts. As well as directly 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 staff, volunteers and people who use services in other organisations, because many of our projects take a collaborattve capacity building approach to joint work. MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 MIND IN CAMDEN ORGANISATIONAL MODEL Partner Organisation Staff and Service Users Pe 4neni Staff 5e55ional Staff Ilncludlng People with Lived Experiencel Volunteers Ilncluding Service Users) Therefore, the scope, breadth and depth of our activities is greatly increased and does 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. The benefits of this to the charity include.. Access to a London and nationwide network of charities working towards similar goals. The opportunity lo engage in, and keep informed of, national issues and campaigns around mental health. Practical help and sharing of some resources. A block insurance arrangemenl that substantially reduces insurance costs for the charity Collaborative work with other bodies Collaboralive work is one of the key elements of our Strategic Plan, so we continue to involve a very wide range of stakeholders in all our projects and are, in turn, involved by them. The most fundamental partnership to us is undertaking joint work with the people who use our services (e.g. the joint provision of support groups). Beyond this, we engage with every type of organisation in the rnental health, education, arts and community sectors, including local, national and even international organisations and groups. We have over 150 partner organisations who engage in joint activities with us, from running peer support groups as part of our capacity building and networking projects to conducting joint work with individuals who use our services - this includes all types of statutory and voluntary organisations working in prisons, with children, with adults, in the community, in hospitals and in secure units and in Immigration Removal Centres. The nature of the agreements we have with them ranges from formal sub-contracts (both as lead and as a sub-contractor) and other written agreements, to quid pro quo and informal mutual interest arrangements. MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 We also provide administrative work experience placements for young people from local schools and colleges and for local organisations enabling people with learning disabilities to learn work skills and find employment. As of April 2022, we became the Banker in the local Resilience Network Alliance - where ourselves, commissioners and several providers working locally have come together to provide joined up services in Camden. This has had an impact on how our reserves targets are calculated (see Rese￿eS Policy below). It would not be possible to list every instance of collaborative work we undertake because they are so many, and they change and develop all the time - there are more specific examples in the rest of this report 3. The objects and underlying principles of our work Mind in Camden's charitable objects as staled in our Memorandum ofAgreement are.. a) To work for, promote and provide for the wellbeing, interests and rights of people who have mental ill health bl 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 continuum we all move along at various times in our lives - there is no 'us' l= well and 'normal') and 'them' (= ill and 'disDrdered') We work in a way that sees voices, visions, unusual beliefs, anxiety and extremes of mood as a respons@ to real events, understandable feelings and cultural influences that people can identify in their own lives rather than as delusions, hallucinations, or symptoms of a bio-medical 'disorder' We promote and respect diverse cultural and personal understandings of menlal health, and diversity in the wider context. We look to combat the isolation. low self-esteem and stigma that psychiatric labels and diagnosis can bring by recognising and valuing people's own experiences and definitions of their mental health. We believe Ihal recovery is self-defined. We treat people with Current or past lived experience of mental health issues as actual or potential assets, contributors and partners, not passive recipients of services. We promote wellbeing by supporting individual responsibility, independence, interdependence, and inclusion in the wider community. The sew-help, peer support and co-production models we adopt in our se￿iCe8, and promote lo olhers through our Hearing Voices projects, training and consultancy, spring directly from this view of mental health. We place a high value on engaging in partnership work in everything wo do because we see it as a means of.. Extending what we Gan offer peop18 who take part in our directly provided s8rvices. Influencing other organisations and individuals to adopt non-stigmatising, self-help, peer support and co-produced ways of working. Learning from others We constantly look to improve the services that we and others provide by learning, training, and sharing. We value volunteering as a means to engage as wide a range of skills and experienGes as we possibly can to increase the quality, quantity and reach of our work. It is estimated thal one person in four will experience some form of mental health issue in their lives 25°/0 of the population. In addition to distress experienced internally, there is also much MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 discrimination and stigma attached to the diagnostic labels the distress can bring; associated problems include discrimination, poverty, social exclusion, physical ill health. unemployment, homelessness, and addiction. Our charitable objects and aclivilies aim to benefit the public by addressing these issues. 4. Activities undertaken for the public benefit, achievements and performance a} Hearing Voices & Distressing Beliefs Projects i) Voices Unlocked "This training has been fantastic- I have learnl so much, and l am really looking fonvard to starting th& group. I have laarnl there is no 'us and them,, and that we can hold this space in our setting d8spNt8 the chall817ges" (fraining attendee) Voices Unlocked works with prisons, forensic units, and Immigration Removal Centres (IRCS) to support those who are detained in these settings who hear voices, see visions, have other sensory experiences or distressing beliefs, as well as those who have a range of related eXperIen￿S including trauma reactions, dissociation, suicidality and self-harm. We do this through delivering Irainings to staff working in these institutions lo beller understand and feel equipped lo support people with ovewhelming or confusing experiences, as well as encouraging institutions to sel up peer support groups. We offer ongoing mentoring and support to staff in prisons, forensic unils and IRCS, and we assist them in holding peer support groups through training group facilitators and co- facilitating with them. The global pandemic resulted in Voices Unlocked needing to think about how, in addition to offering online training, we Gan offerways of supporting detained voice hearers. One way we have achieved this is to create 50 'coping kils,, which are clear plastic bundles of resources to support people who are hearing voices or having overwhelming experien￿$. We were able to include a grounding objecufidget toy, a journal, a puzzle book, pencil, a fold-out coping strategies poster, booklets on hearing voices from the Understanding Voices website from Hearing the Voice, an allergy sensitive chocolate bar, and for some coping kits. exercise dice, for those who prefer to cope with their experiences in a more physical way. The initial feedback to the 26 kits we have delivered so far has been resoundingly positive, with HMP Pentonville saying that not only have they supported people when they are alone in their cells, but they have also given the group members things to discuss and talk through or work on together in the group itself. We were also able to begin involving the opinions and ideas of people with lived experience of criminalisation and hearing voices by holding a focus group for ex-prisoners wilh experiences of voice hearing, which led to fruitful discussions which offered feedback on our service, our coping kits, and proffered the idea to set up a peer support space 'with purpose, for ex-prisoners to meet others in similar situations, offer support and solidarity to each olher, bul to also have autonomy and capacity to try and create meaningful change for voice hearers who are currently incarcerated. We also were able to build a connection with a prison who had funding lo pay someone wilh experience of being in prison and hearing voices to talk to their group members. -To have a space where I wony be judged and where I can tell my story is so important. It has helped me recover, and now being a facilitator is an honourf, (group member/faGilit8tor) Vol￿$ Unlocked has delivered a range of trainings and have been able to begin returning to face- to-face trainings, meaning that in-house trainings can be given which will create opportunities for group members to train to be facilitators instead of just staff members. We have delivered training in group facilitation, one-to-one support, and supporting people who are suicidal in forensic settings. We have also started to place more emphasis on our work with IRCS and have been invited to MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 stakeholder meelings al Heathrow IRC and have been invited to join the roundtable for Revoke who work with young refugees. .1 really appreciated the facili18toffs own disclosures and willingness to talk aboul their own experiences and what was and was not helpful. Ai?d they ￿ non-judgemental presence- it felt safe and ok lo make a mistake" (Iraining allei?dee) li} Voice Collective: our children and young people's project "Compassion and open-mindedness seem, to me, to be at the heart of Voice Colleclive s approach. In practice, this means always treatii?g everyone with courtesy and care, as opposed to the judgemei7t aiid harshness whiGh is Gommon forpeople with distressi17g sensory experie17ces to receive. Their compassion sels them apart from the often rushed and cold intervention provided by medical mental health seThices, and their open-mii?dedness facilitates their ground-hreaking work. I truly can l overstate Ihe pow8r of th8S8 values" (parent) Voice Collective works to provide support to children and young people under the age of 25 who hear voices, have other sensory experiences, difficult or Ltnshared beliefs, and related forms of distress. We achieve this through various means, including delivering training and workshops to mental health professionals and youth workers, offering one-lo-one support lo young people and their families, holding peer support groups for young voice hearers and parentslcarers, an online forum space for young people who hear voices, creative workshops, and partnerships with allies in academia who share our ethos of exploring experiences Ihal might be overwhelming or confusing for people, and not pathologising them. We are excited to have launched our Discord seNer as an online space for young voice hearers across the world to connect with and support each other, which has been co-produced with young people we work with. We have also been able to work with Media and Comms professionals through the John Lyons Trust scheme which was in partnership with the Media Trust. With the voluntary help of a company called Few and Far, we have been able lo produce a new modernised aeslhetic for Voice Collective and develop a new website which takes into consideration feedback from the old website. Our groups continue to run and be in demand, as does one-to-one support. .1 cannot even begin lo lell you what a lifeline your s8rvice has been" (young person) Voice Collective continues to be a leading light in supporting young people in dislress, incorporating meaningful involvement of people with lived experience, youth-cenlred peer support, as well as being part of conversations about reimagining safeguarding. We are collaborating on numerous projects in partnership with both NHS trusts and universities to develop resources that will help schools be better equipped to have helpful conversations with young voice hearers, and for there to be space lo explore voice hearing from different perspectives and frameworks, including multiplicity and voice hearing in relation to disordered eating. We continue to be invited to speak al national and international conferences and events. One-lo-one support remains an integral part of our work, with parents and young people finding onversations with our team a safe space lo be listened to, validated and supported. We find ourselves supporting people from a range of backgrounds and with varying experiences of mainstream mental health services. Some have found mental health seNices helpful, others have found them harmful, and everything in between. It speaks volumes Ihat Voice Collective are able to provide helpful support to people regardless of their experiences of other servi￿S. "The support we get via zoom Galls is just amazing. Having an opportunity to talk is such good ther8py. However, as well as being able to lalk we also problem solve issues 8nd always end the call armed wilh some invaluable advice/slrategies/8ltemalive way of looking at things. We will be et8rn811y grateful to Voice Coll8CtIV8- the organisation (Ihat it existsl) and the individuals who work there" (parent) MIND IN CAMDEN TRUSTEES, ANf4ipA'L REPORT FOR THE YEAR ENDED 31 MARCH 20?3 lil) Camden Youth Peer Mentoring Programme "I really value the group and Ihe opporlui?ity it provides to coi7neGt with others in simi181' siliialions. The shared wisdom and siipport are inva1118ble to me and18m very grateful foryou facilitation and the contribution of all the members" (young person) The Camden Peer Mentoring Programme is an innovative partnership between Mind in Camden and Fitzrovia Youth in Action, helping sGhools and youth organisations to develop a culture of peer support for young people. The programme is designed to help normalise the act of talking about emotional health and the challenges young people face, and it helps young people lo identify where to get support if needed. In each participating school or youth organisation. young people are recruited, trained and supported to provide mentoring to their peers. The training is AQA accredited and explores values on mental health, empathy and the differenl ways lo support someone, listening and communicalion skills, boundaries, and confidentiality in peer mentoring. More and more of the spaces have returned to face-to-face as restrictions have allowed. We worked with a range of young people and utilised a variety of model types and techniques including traditional peer mentoring, aclivily-based group models, and peer support discussion based models. Voice Collective have been supporting their peer mentoring programme being held in Camden schools, as well as supporting their Girls Group, which is a peer support space for girls in Camden, and offers a range of activities including cooking, in addition to conversations about what is going on in their lives and offering a space to explore their wellbeing or any issues that arise for them. We have been able lo deliver bespoke training to FYA staff and volunteers which explains the Hearing Voices Movement, as well as Mind in Camden's overall ethos and approach to understanding dislress and supporting those who are ovenMhelmed or struggling. We have liaised with the FYA team to discuss the peer mentoring scheme and to conceptualise how it might be utilised to support the Voice Collective Discord seNer and allow an opportunity for members of the server lo gain a qualification and become peer mentors. Other collaborations include FYA and Voice Collective delivering sessions which share our knowledge and expertise in peer support, in one-to-one contexts and group contexts respectively. Voice Collective continue to hold reflective spaces for group facilitators, staff and volunteers alike, whiGh remain open to FYA staff. iv) The London Hearlng Volces Network 'Just wanted to say a huge th8nk you for the training you deliv8red- it was such an ii)sightful and affirmlng experience. I found il really valuable to he8r nol only people's personal stories but Iheir id&as about some big questions.. what support sho(Ild look like, how we conceptualise me17tal h6allh, how lo talk about voices Il's bee17 a really fruilful space for me to think about how we woH( at PP. I've been telling the whole te8m about f8scinating the training was and how wann and mobilisii?g Ihe almosphere was" (training attendee) The London Hearing Voices Network (LHVN) has continued to operate online and deliver Hearing Voices Group Facilitation training, regular critical mental health trainings. as well as our quarterly nelwork meeting. We have continued to offer our events online to reduce costs and increase accessibility, however we did hold a network meeting in collaboration with the Erasmus funded project 'Art of Voices, which was in-person and offered creative sessions with attendees as well as general discussion. Highlights this year have been a joint training with the Hearing Voices Project Manager and the Vvildflower Alliance in the US, discussing peer support for people who are suicidal and exploring suicidalily with an ethos that is also reflected in our work around voice hearing. This is an area of growing interest in the mental health sector, with a real demand for critical or alternative perspectives on understanding and supporting those who are struggling with suicidality. Several attendees wished to b8 kèpt informed of_: any further developments LHVN might make on this top,'c, 10 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 and led to the Hearing Voices Project Manager delivering a training session on the intersection of healing voices and suicidality. We also are very pleased with the delivery of our quarterly network meetings. Working online has given them a new vibranGy, appealing lo people who may not previously have come lo Camden, furthering our reach and Influen￿ within the world of Hearing Vol￿S and critical mental health approaches. We have also held regular online reflective spaces for facilitators of hearing voices groups in London in order to provide the supportive spaces which used to be part of the network meetings. LHVN were able to partner with the Phoenix Servi￿ and other Mind in Camden seNiGes lo try a virtual reality experience called 'Goliath' which is based on someone's personal experience of being diagnosed with schizophrenia, being hospitalised, and finding community and support in the gaming ' world. The Hearing Voices Project Manager spoke at the launch event for Goliath at the BFI in May 2022 in partnership with We Are Anagram who developed Goliath. The Hearing Voices Project Manager has also been invited to speak al several other events, including a panel event for discussing and launching a series of films depicting people's experiences of hearing voices and diagnosis or psychiatric treatment with Art Angel. LHVN remains a first point of contact for people researching voice hearing and looking for signposting or support, and we continue to respond lo enquiries about hearing voices groups and the hearing voices movement more widely. Erasmus Project 'I've been a client and 8 Iherapisl foryears so I saw things that were close to me. There was a lot of theory, but it was also spontaneous, 8 total giving over to the process, so unpretentious and that s important. It s so simple, and so much was said without using words. I like listening to stories so that was 8 nice w8Y to learn, through authentic storytelling. I could see how much hard work 8nd how much energy went into it. I'm grateful the hierarchy is horizontal, that s the reason I became a Iherapisl" The Erasmus funded project, called 'Art of Voices, is a partnership between Mind in Camden and various projects operating in the Balkans countries and the general Balkans Hearing Voices Network. The aim is to create a training resource aimed at professionals to work with voice hearers in crealive and compassionate ways, composed of a faGe-to-face pilot delivery of the training in Sarajevo, and then an online version of the training for people to access outside of the in-person training. Mind in Camden's role has been to largely oversee and supetvise the development of the training, using our specialist knowledge in developing trainings, especially around supporting voice hearers, and to guide the projects in the Balkans to collectively deliver a cohesive training which covers many creative modalities, inGluding bibliotherapy, arts based activities, and dance, drama and movement. Each participating project has specialised in a particular modality and has individual supeNisions as well as having access to group supervisions for everyone to come together and ensure that the individual modules link together. Due to language barriers and the mental toll of people trying to convey their thoughts and reflections in English rather than their first languages. group supervisions have been held in two parts, the firsl having the project members coming together to talk in Bosnianlserbianlcroatian in a shared understanding of the languages, and Ihe second part in English to discuss what had arisen in the first part of supervision with the Mind in Camden team. We hosted a rneeling in London in February 2023 for participating projects to meèt face-to-face and discuss the projeGI and to build team cohesion, and to plan the multiplier events to promote the training, as well as thinking ahead to the delivery of the training in Sarajevo. Mind in Camden was responsible for the multiplier event in London and held it in partnership with LHVN, offering in- person creative sessions to allendees and discussing the project with them. MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 Mind in Camden is offering ongoing guidance and supervision to the projects involved, and is working towards the pilot delivery of the training in Sarajevo, as well as considering how the training might be transitioned to an online learning format. vi) Backroom support for International Hearing Voices Projects (IHVPI: International Hearing Voices Projects is 8 small voluntary led UK registered charity that provides support for the Inlernational Hearing Voices Movement by convening an annual international congress (Recently held in Canada, Greece, Spain, the USA and France, and online during COVID- 19 Reslrictionsl, CLJrating the Intervoice website at htt 'llwww.intervoiceonline.or providing a social media presence and providing support for budding national movements. There are now around 24 countries that have their own established national hearing voices networks, and many more where the movement is growing. This has been supported by the pioneering work of Ihis organisation. For several years Mind in Camden has provided backroom services lo IHVP including basic accounting, co-ordinating AGM meetings and the submission of required information to regulators in return 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-centred and human righls-based approaches to mental health. b) The Phoenix Wellbeing and Recovery Service The Phoenix Wellbeing and Recovery service is one of our longest-running offers. It is emblematic of Mind in Camden's mission to promote self-defined recovery and to work alongside people with current and past lived experiences, co-creating an active, thriving community. It is described by members as a safe space wh&re people can be themselves without fear ofjudgement. Members directly support each other with their wellbeing and co-creale an environment which fosters independence and interdependence. We aim to create every workshop, group or event with participants rather than for them, giving people a sense of agency over Iheir lives and Ihe support available to them. Phoenix has now returned to entirely in-person activities and support spaces. Members and slaff hold community meetings on Tuesdays and Fridays, where participants co-produce weekly activities and organise regular community trips around London and the surrounding areas such as Brighton and Cambridge. Members have continued to grow the programme, adding to our roster of ongoing group activities, including yoga, laughing meditation, art club. hearing vol￿S peer support, anxiety peer support, knitting, and a Sunday social club. These activities run alongside our external support spaces, including various therapeutic groups, benefits support, and employment workshops. The Phoenix member volunteer programme has expanded to six member volunteers. Member Volunteers actively support new members to integrate into the service, support staff and volunteers in setting up the spaces ahead of events, facilitate walking groups, and co-facilitate peer support spaces. The increased confidence members have reported in taking on more responsibility within the Phoenix has directly translated lo these members volunteering with other organisations and. in one case, gaining part-time employment as a sessional worker in another charity organisation. The volunteer programme has been set up and delivered by sessional workers and is becoming a crucial part of people's recovery. We established a dedicated staff member responsible forworking with members to find mainstream opportunities and offers in the community. This role identifies and supports people attending activities outside of Mind in Camden. Members were keen to participate in volunteer opportunities throughout the borough but needed help figuring out where lo start. We sel this role up in 12 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 collaboration with members to support those considering moving on from Phoenix as part of their managed exit strategy. The Phoenix continues to work alongside the Healthy Minds Community Programme to produce monthly Zen Day wellbeing festivals, which operate as an open-to-all promotion of wellbeing activities people can practice in their own lime and serves lo promote both the Healthy Minds Community Programme and the Phoenix Servi￿ to the broader population. The initiative inlrodLAces Phoenix members to community centres throughout Camden," promoting their services and supporting members to familiarise themselves with multiple support hubs. Developing closer ties lo the Healthy Minds Community Programme suits our longer-term aim of helping members to move on from the service. The Healthy Minds Programme bridges the more held space of the Phoenix service and non-mental health services. Our peer support groups {PSGs) continue to grow in size and popularity. We opened a second anxiety group at the beginning of October 2022 to accommodate demand. We plan to open several more in the coming months, including a bereavement group. This year we established an ongoing monthly supervision group for facilitators of PSGS, These monthly supervision groups allow facilitators to reflect and share best practices, experience being a group member, and try co- facilitating in a supportive space where they can get live feedback. The Phoenix setvice's funding is due to end in March 2024, and members have been working with the ¢ouncil in a series of engagement meetings to co-produce what the future of day services will look like in the borough. Members have been excited to contribute to the plans and have their say on the future of the service, giving lols of valuable feedback lo commissioners. Members organised themselves, planning the route to the Greenwood Centre where the engagement session occurred, and collaborated to ensure their voices were heard. We are proud to have recently recruited one of our long-running lived-experience sessional workers into the position of Recovery Worker. The recruit has volunteered with Mind in Camden for several years before becoming a sessional worker during the pandemic. They have been inslrumental in setting up and supporting member volunteers, providing high￿UalItY one-to-one support. They are a role model to members, and we are pleased they are now a fully-fledged Mind in Camden team member. Key Figures: 660/0 of our co-produced activities are based in community settings. 1,248 sessions delivered throughout the year, of whiGh at least 800kn were peerlvolunteer led Over 90 people attended our peer support groups We trained 12 new volunteers who joined Ihe service this year in addition to the six member volunteers. What our members and volunteers say: "During my time with the Phoenix community I h8ve had the pleasure of meeting and working with a divprse group of bright, ¢Aring 8nd dediG8tpd individuals. The experience,$ I have to dale h8ve shown me n8W 8nd different W8yS to G8f8 for on8 another and have developed 8 deeper understanding about how simple, and often overlooked, acts such as lending a liste17ing ear, can hav8 a profound in7paGt on the lives ofpeople who struggle with a variety of issues that Mind 117 CamderF does so well to 8ddress" "The Phoenix service offers a supportive space for placement students to explore 8nd develop new skills. The unique nature of community-based recovery service and caring environment enable me to disGOV8r the personal strength and area to d8velop. l enjoyed being part of this community and it 13 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 was an honour to learn ai3d grow with service users who regiilarly joined the Dance movemenl psychotherapy open group" c) The Camden Mental Health Alliance The Alliance was envisioned lo plan, coordinate and manage a range of support and services for those who are concerned about their own or their family or friends, mental wellbeing. With other partners, it IS Working to build community resilience and reduce stigma and inequalities in mental health. Alliance partners include services at Likewise, VoiceAbility and The Advocacy Project, as well as our Alliance manager al Voluntary AGlion Camden and our commissioners at Camden Council. The initial contract, which commenced in April 2022, is two years with an option to extend for further year. The assumption from Camden is that if successful it will be re-contracled with a longer time period. In Ihis, the firsl year of the Alliance, a huge amount of work was pul into forging the relationships and innovative ways of working which will hopefully take this radical partnership to new strenglhs for many years to come. At Ihe same time, each constituent service has continued lo work to ils strengths, within the same sel of resources. We were yet lo see the official 'swilching on, of much of the extra work we had done, developing the Front Door single point of access, our joint Getting to Know You service user navigation phase, and our rebrand as a group of strongly networked organisalions. We were already seeing the benefits of an influx of new opportunities from the strengthening of our partnerships, as well as efficiencies in training and capacity sharing. il Alliance group work: The Healthy Minds Communlty Programme {HMCP) The Healthy Minds Community Programme {HMCP) bridges the gap between mental health provisions and community-based services by collaborating with Camden organisalions and r8sidents to deliver free wellbeing activities. Our wellbeing activities are group based and specifically tailored for people who may be experiencing difficulties with their mental health or are socially isolated. Our groups evolve to reflect current Camden demographics and consist of adult education courses, cornmunity art projects, creative workshops, and sports and fitness groups. HMCP has been operating as part of the Camden Alliance since the beginning of the financial year. working alongside other charitable organisations to deliver a more integrated system, ultimately benefitling service users as we advance. Members and lived experience advisors have been and continue to be instrumental in developing how we operate, from co-producing a terms of reference to designing the Alliance-wide referral form. One of the highlights of this year's programme has been our collaboration with the Foundling Museum. Initially sel up as a series of tasters, we worked with the Foundling Museum to deliver three eight-week courses where members worked wilh a commLFnity artist lo develop knot-making, printing, lie-dye and textiles skills. Each course culminated in a public exhibition in one of the museum's galleries. Members co-produced copy for the Foundling Museum website and took ownership of Iheirwork. The Foundling Museum put on a series of maker's spaces between these courses, where previous attendees were encouraged to share their skills with newcomers. This sense of sharing skills enabled one particularly isolated participant to become an art gallery volunteer with the museum independently. Through the Alliance, we have developed closer ties with Likewise. who now regularly hosl our Zen Day.. Urban Wellbeing Festivals. We continue to run our Urban Wellbeing Festivals monthly, touring different community centres within Camden. This year we took up residencies in the Bengali Workers Association's Surma Centre, Likewise, and Casllehaven and Queen's Crescent Community Centres. Touring different community centres has broadened our appeal to diverse populations and 14 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 introduced our current membership lo valuable local resources such as weekly food banks, free employment training, free classes and much more. Our long-running partnership with the Mary Ward Centre ended in March 2022 due to the Mary Ward relocating lo Stratford. Our membership values having access to adult education courses as part of the programme, and we established a new partnership with the Workir)g Men's College to fulfil this area. We ran three adult workshops through WM College, including sculpture, frame making and pottery. Alongside this, members had access lo a £65 bursary lo pay for a course within VVM College'8 current prospectus. Key Figures". We re￿iVed 131 referrals representing a 59 % inGrease from the previous year. All 131 be¢arne new Healthy Minds members within four weeks of us receiving their referral. We trained 20 development and engagement volunteers who support us by co-facilitating our groups, offering emotional and practical support, and calling around members lo engage them in our activities. We provided over 800 hours of group support spaces, over 85°A of these were delivered out in the community. 243 people allended our offers throughout this period, including our current membership, previous members, and the general public interested in our programme. We delivered six tailored "How to have better conversations about mental health. trainings lo our partner organisations. 15 members used our WM College bursary to fund mainstream adult education courses Fe6dback from our mental health training: "Thank you so much for the excellent Iraining session today. il was very insightful and enjoyable" "The thing I liked most about the Iraining was the traii?erfs knowledge of mental health ~ 8ny questions we had were answered really well" "I came away from the Iraining being more aware of the external f8Ctors that affect people's mgntal heallh, as well as my own wellbeing" "I havgn't been so honest and open in years! Thank you" li) Alliance one-to-one work: The Mental Health Social Prescribing service {MHSP) Our Social Prescribing team value a collaborative and human approach. At the heart of its work, MHSP supports clients to consider what's important to them and make meaningful connections within their community. Through up to 12 one-to-one sessions, they explore ways in which clienls can enrich their lives by doing things that support their relationships and mental health. By engaging with social prescribing and identifying their strengths, Clients can build confidence in making decisions that best serve their own interests and wellbeing. With MHSP'S consistent and reliable support, clients can leave feeling more hopeful and inspired for their futures. The MHSP service is a partnership between Camden and Islington NHS Foundation Trust and Mind in Camden. The seNice is now part of the Camden Core Teams and offers Social Prescribing to people within Primary Care. The team aims to work with people who have social needs which are best supported through linking with community resource5 rather than through statutory Servi￿$. Over the period of April 2022 - March 2023, some key developments are= MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 MHSP has begun using Dialog+ instead of previous monitoring tools to measure outcomes, in preparation for alignment of outcome measurement throughout the Camden Mental Health Alliance services. MHSP was a part ofthe old Camden Primary Care Mental Health Network, which became defunct in September 2022. Instead, MHSP has transitioned lo become part of the Camden Core Teams, from where it now receives its referrals. The previous MHSP manager moved lo a new role in Mind in Camden and the newly recruited manager was not able to access Ihe NHS IT systems with clienl referrals for some months, due to delay at Camden and Islingion. In addition, the full-lime link worker was unexpectedly off sick for several months and a parl time link work8r left and was re-recruiled. All of this increased wailing lisl times. The Mental Health Social Prescribing Group was started to provide a peer support space for individuals who have been Ihrough the Social Prescribing programme. From April 2022 until March 2023, the team received 156 referrals from healthcare professionals, including psychiatrists, nurses, social workers, psychologists, GPS from The Core Teams, icope and differenl Camden based GPS. As a result, the team has conducted 140 initial assessments and a total of 270 sessions, delivered according to client preferences via Zoom sessions, face-to-fa¢e, and telephone appointments. Since the Camden Core Teams do not yel have a building we can use, Link Workers have moved lo working in a variety of environments, including Barnes House and local community centres. This has increased alignment with Mind in Camden's values in that clients have reported feeling like the sessions are less clinical as th8y were previously at St Pancras Hospital, Camley Centre. Staff have reported enjoying working from Barnes House as this gives a sense of unity with Mind in Camden as an organisalion, and other staff members working in a similar capacity. The partnerships with the South Core Team, Northwest Core Team and Kentish Town Core Team are conlinuously flourishing, as link workers are involved in team meetings and establish regular contact with referrers to feed back the work done with clients. The MHSP service user group has been adapted according to client feedback and the Social Prescribing team's value assessment. Clients that go through the one-lo-one SP journey are offered an optional invitation to the group. This has been found to create longer-lasting impact of Social Prescribing. provide 'social practice, for those who still struggle with social conneclion, and a way to soften the ending of client's one-to-one sessions with their link worker. A long-standing Social Prescribing volunteer has offered creative narrative workshops to a select few clients (six to date) to co-creale a story out of their journey. The feedback on this has b8en remarkably positive, highlighting the value of SP work and the creative narrative workshops. iii) Alliance Community Development: Cultural Advocacy Project The Alliance Community Development work within Mind in Camden is comprised of the Cultural Advacacy Project team. This team, delivered in partnership between Mind in Camden and Voluntary Action Camden (VAC) has aimed to develop partnerships with BME community groups and organisations to embed culturally appropriate mental heaKh and wellbeing programmes, focusing on connectedness, reducing isolation and building resilience. Community volunteers and leaders are upskilled in mental health awareness and facilitation of peer support groups, wellbeing events and individual support to increase community resilience. The team also builds connections between community organisations and the Trust, facilrtating feedback on learning and community experiences to create dialogue and change. 16 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 Some key developments are of note over the period this report covers: The Cultural Advocacy Project has begun tts rebrand into the Community Development team, where il is beginning to expand ils flexible and ground-up learning approach lo community development towards working with other community groups representing those with protected characteristics The Community Development team has begun to work alongside Core Team Community Development workers, sharing best practice and increasing reach across the diversity of need in Camden's population and embedding work within statutory services. Community Development continues its work with refugees, e.g., running a three-day training on welcoming new arrivals, intended lo support the new Ukrainian population in Camden, its ward work supporting BME patients approaching discharge, and its community outreach through partnerships with various organisations. The service is running partnerships with eight organisation5 this year, continuing to support Bangladeshi, Black African and Arab communities and continuing partnerships with school parents, estate-based community cenlres and faith ￿ntres. Peer support groups run weekly around the borough, with about 70 people attending. New groups include a knitting and craft group for women from Hong Kong, as this was identified to be a new population group in need of community support. We continue to employ an imam embedded in the Camden Arabic Association community as a sessional worker participating in our team. What our members say: "It s a lifeline" "It's a place where I can socialise and feel less isolated and alone. I really value coming to the space beG8use I meet so many like-minded people. We are a real comn7unity" "I love the music Iherapy group. I love singing my heart out and hearing Others sing too" 'Lovely f8Gilit8tors, great work, very inclusive and diverse" °The staff were bnlliant 8nd very hiimanising" "I find it calming being here. I feel hgard and underslood" "Mind in Camden is the only place I feel safe enough to be me". -Thank you for ALL your help while I've been on this journey. I wouldn't be here without yoii guys. From the bottom ofmy heart" "The wheel is easier to handle now. I know it can start moving sidaways... It means I have to listen to myself and start thinking about myself,. .1 feel like l opened up like 8 flower, I'm even leaming a new18ngu8ge and travelling abroad for the first time in many years. .1 didn't know just how much there was on at my local c6ntre. Social prescribing gave me lh8 strength to take a step to looking after my mental health by meeting other friendly people" '1 know now Ihere s 8 lot more of me to be allowed out. Now thal I r8oognise my true value, I can do the same with others, and look at them less superficially. I can choose who I want in n7y life and when lo step away fron7 relationships. It s easier now to Gonnect wilh real people, starting from the rk 8nvironment'. "Social prescribing was like liltle kiGks up the arse I needed to make tiny meaningful changes happen,: 17 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 d) The Support and Connect Service The Support & Connect Service is a collaboration between Mind in Camden and Likewise- a local community organisation that is also a valued partner in our Alliance services. The setvice embeds our staff into statutory core mental health services in Camden. It has progressed from being a COVID-19 response service meeting the needs of the most vulnerable people in the borough during the pandemic, to a service whose reach includes efforts to influence broader systemic change as per the NHS Mental Health Community Framework. Towards the end of the year the service was tendered out and Mind in Camden and Likewise successfully partnered in a bid to cor7tinue to provide the service under contract from Aprtl 2023. The seNice continues to offer person-centred practical and emotional support and aims to be holistic, individualised, flexible, and responsive to the needs of each person, empowering them to guide their mental health recovery using a co-production approach. It follows a rough structure of offering maximum len to twelve sessions within a maximum of six monlhs. Support workers then review the work with the individual and either continue, close the seNice, or offer a pause. Pausing means that for a period of six months, service users may come back to have additional focused support lasting two lo three sessions. The service has continued to evolve and expand. It nDW comprises three sub-services.. one-to-one community mental health recovery support work, welfare rights support, and community development work. Over the last year, the service has become increasingly embedded within the three Camden Mental Health Core Teams {Kentish Town, North, and South), addressing the need for joint work with VCS (Voluntary and Community Sector), SOGial care, and clinical NHS teams in line with the Community Mental Health Framework forAdults and OlderAdults. As a Core Team service, the Support and Connect service has b8en able to take advantage of being part of a broader network of professionals. where cross referrals and input from statutory seNices is slreamlined. All refeTrals now come in via the Core Team inbox and are Ihen passed on to the service. as appropriate. Mind in Camden and Likewise colleagues have been working closely together to align the work across the two organisations, reflect on shared values, and consider how these are carried out in practice. Reflective spaces have also been set up for staff divided by Core Team to consider on how our seNiGe can smoothly navigate and integrate with NHS teams while adding a non-Glinical dimension to NHS services. Additionally, the support workers from both organisations have created a regular peer reflection space to ensure best practice and increase the impact of the work. In the last year, Mind in Camden has added two new community mental health reGovery support workers to the service, making a total of six support workers, including the senior support worker, t￿0 in each Core Team. There are six support workers from Likewise. Mind in Camden support workers have offered the service to 198 people through our one-to-one support between 1 $1 April 2022 and 31 $1 March 2023. The service has also recruited and trained eight new VDlunteers to extend the social engagement opportunities with the one-to-one work. The welfare rights support position offers one-to-one support for more complex benefits cases, while also upskilling the team and developing resources to be used across the Core Teams. At present we are looking to recruit a welfare rights worker by partnering with Citizèns Advice Camden as they have extensive experience in this field. The community development work aims to understand and build connections wilh local communities in Camden for the purpose of addressing mental health concerns and barriers to access in these communities. The community development worker began engaging with the Core Teams over the 18 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 last year and now serves the South Core Team. He has connected with numerous community organisations, such as North Camden Zone, Holborn Community Association, the Bengali Workers Association, the Camden Chinese Community Centre, Filzrovia Youth in Action, and UCL Wellbeing SeNices. He has also held numerous mental health and wellbeing workshops. The role and work continue lo develop with the Iwo counterpart roles silting in Likewise for the other two Camden Core Teams. The impact of the service is best described by the people who use it.. "I was fortunate lo be able to access the sewice in March 2Q21 and Èo have weekly on8-to-one sessions with a Con7munily Mental Heallh Recovery Support Worker. When l accessed the Se￿l¢e, I was finding il hard lo work out how lo solve the issues in my life which were impeding my recovery. In the Comfnunity Ment81 Health Recovery Support Workers, I foui3d supportive, curious, inlelligenl, kind people, who gently helped me to work out. for rnyself, what I needed lo do_ Since accessing the service, I have managed lo make large and small changes to my life, which have improved my menlal health trenlendously. Atthough it is an ongoi17g process. I feel much more able to rély on myself. The seThice has helped me to help myself,. "The inpul I received from Mind was 017ly positive. They facilitated regular m881ings wi117 my keyworker where I had Ihe option to meet in person, or over the phone. I had the option to pick and choose which lype of appointment I wanted providing me flexibilily. My key worker [ ..] was f8nlastic. l always fell lislened to a17d only ever felt positive and motivated following our meetings. The appointmei?Is with my keyworker could be something as simple as a calch up, to pmblem solving and organising specific aGtion plans as to how best achieve my goals. When al my lowest, I often disengage from services and neglecl to do tasks l am supposed to. My keyworker was excellent in thal he always prompted me and provided that gei?tle nudge when 17eeded. It was so great and reassuring to know thal I could always reach out to him énd I'm so happy for all fulure Se￿ICe users who will get lo work wilh him at Mind. I will always be grateful lor his and Mind's ii?put. they alvvays made time for me where no one else could". "J find it really helpful lo talk lo [my support worker] about my depression and illnesses. 11 gives me sgcurity when I know I can see [my support worker], I know there s someone there for me. When things feel loo much, I know I cai7 go and get it all off my chest. Il's really a god send for me" "The support I have had from [my support worker] has been so powerful on different levels. He h8S g8nuinely kept me sale with his ability lo communicate with the relevant people involved in my lif8. He has been someone to speak to when I don't usually speak lo anyone about my thoughts. When I speak with hin7 and then when he replies Io son7ething I've said, he listens to every word, and I feel listened to by him becaus& he gets my perspecliv8" "This service has been invaluable and life saving for me. Although my support worker is not a mental he8llh nurse, just having someone lo listen to n7e has helped me tremendously. She has sent emails on my behalf and given me helpful guidance and inforn78lion. Thank you" "The service provided for me al Mind in Camden has been a lifeline. I was npade hon7eless in October, thmugh eviction as the property was being demolished and my n7ental health spir811ed. Meeting [my support Wo￿@r] and h8ving her support through very difficult 8nd uncertain times has helped so much. Without her I don't know how I would've coped these last few months. Thank you. "This seNic8 has been completely invaluable to mel As someone who has sufferod with severe mental health issues for a long period of time, l only wish I had beeij refeired or been aware of the seNice sooner. Before being referred to the sewice by 8 one in a million GP, I had been left out in the cold, struggling with mental health issues wilh no praGtical and li1118 emotional support. I now have access to organisations and Se￿iCeS who have supported me, and that can continue to support me in the fulure, bolh practlcally and emotionally. My support worker from the setvice has 81so been amazingl He has been highly pmfessional and competent and has supported and stuck 19 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 by me through a very difficult and challenging time, and when I have been feeling very broken and have h8ted myself. He has taken care of things on my behalf lik8 8n absolute prol I will never forget all the amazing work my support worker and the service h8s done for mel I know Ihal are time will come lo an eiid, bill I feel confident that thanks lo him I have now been r8f8rred to other seNices which will continue to support me. I cannot express how vit81 and important this service has been for m81" e) The impact of COVID-19 on all services All COVID-19 relaled restrictions ended on 24th February 2022, though the impact on activities went beyond this date, hence the inclusion in this report. Effect on Activities: The majority of our services continue to facè increased need. Post COVID-19 we have also experienced Gonsiderably more difficulties appointing to some posts, though this varies and may be contributed to by other factors that have impacted on Ihe economy. Other organisations we are in contact with doing similar work report similar issues. Financlal Impact: There has been no long-term financial impact beyond some funding lost during the period. During lockdowns and restrictions, we were granted extra money to maintain and even extend our serviGes- some of this funding has been confirmed for future years, making contribution to our financial health and stability. Cyber Sacurity Certificate: The onset of the pandemic significantly affected our working patterns with every member of staff working at home for some or all ofthe lime. There were many benefits to this new flexibility, but it also brought with it new technological and practical challenges, including an increased threat from cybercrime. We worked closely with our IT company to address this issue and we were awarded a Cyber Security Certifi'cate. We are aware that having sound procedures is only part of the task and thal we must continue to be conslantly vigilant. Ongolngi future and wlder Impacts: In lerms of how we provide services we have found that many can be provided effectively and safely online, so we continue this element of our services in mixed online and face-to-face services. fj Public benefit of our services We have assessed the benefi't that our charity provides to the public through our services as.. Enabling people to recover their mental wellbeing. This reduces the personal and social Cost of mental health issues and enables people to make an Increased contrlbutlon to thelr communilies through peer support, volunteering and inGreased community a¢tivity, including gaining employment. Working with the wider community. through volunteering and with community-based partners, to raise awareness of issues relating to mental health and increase capacity to deal with them, thereby increasing understanding, improving responses towards people with mental health Issues, reduclng stlgma and dlscriminatlon and increasing wellbolng. Improvlng 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 a¢ute wards or long-term care Reduclng pressure on publlcly funded statutory NHS and Local Authority social Gar8 resources Providing non-medication-based interventions like self-help, group work, and peer supportltalking help and activities, reducing rellance on medication regimes that can be expenslve and can havo damaging slde effects, including addlction 20 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 g) Our environmental footprint and the impact of our services Mind in Camden is committed to reducing ils environmental impad at our centre and offices at Barnes House and in our working practices generally. For over ten years we have been a member of the Camden Climate Change Alliance, which is a Council initiative aiming to reduce the borough's carbon footprint. We have benefited from advi￿, annual monitoring, workshops and local green initiatives from the Alliance. Our carbon footprint has reduced by 530A Sin￿ 2012113 and we have won several award8 for our work. In December, we were selected to take part in the Mayor {of London)'s Business Climate Challenge, which entails making a commitment to carbon reduction and we benefit from £6,000 of technical support to h8lp us to achieve it. 5. The contribution of volunteers "I have really loved volunleering with Iwind in Camdenl J have learned so much about Admin and Front-line work and have found a job as an Admii?istrator ii? 8 G178rily. But besides to this, I have enjoyed so much lo be around people who care about mental health and aboul each other. It has been a grèat experience for me" (admin volunteer) .1 really appreGl8te the chance lo contribute something...to give something back...., (Phoenix volunteer) The contributions made by volunteers is vital and we appreciate the diverse skills and fresh perspectives they bring to our seNices. Many of our volunteers are people who use our services or who have lived experience of mental health issues. During the pandemic, the role of volunteers changed and there were fewer of them. Those who were able to help mainly engaged with online activities and providing doorstep support during the lockdowns. During this year, we have returned to in-person volunteering and have reGruited new teams to help Phoenix, Social Prescribing, Hearing Voices, Healthy Minds and Support and Connect. The people who us8 our se￿iceS are encouraged to take on volunteering responsibilities. Roles can range from people simply helping out with the pradical aspects of Servi￿ delivery like answering emails, setting up rooms or providing refreshments, lo running or co-facilitating groups, lo providing one-to-one support, depending on what people want to do. We Continue to b8 very ably supported by our Trustees who are all volunteers. There has been an average of 75 volunteers in 2022-23. Pre-COVID-19 there were between 100- 120 in any given y8ar. but this has reduced due to a combination of some of our services being reconfigured and rt being more difficult to find volunteers for some roles. We usually provide several work placements for local schools at the 8nd of the school year, but there were no requests last year. At the end of 2022-23 we had started to r8ceive requests again for the summer of 2023. In 2022-23, we estimate volunteers contributed approximately 10,920 hours or 1,560. working days. Using the London Living Wage rate of£11.95 per hour as a benchmark, the financial benefit would have been equivalent to £130,494. 21 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 6. Financial review Principal income sources Our principal sour¢8s of income were: Camden Council provided £1,008,585 {580AI of our income through contracted servI￿s, including Alliance and Phoenix services. Charitable Trusts and companies, several of whom fund our Hearing Voices projeds, represent £119,665 (7%} of our in¢ome. £529,702 {300hl comes from local NHS org8nisations funding Social Pr8scribing and new Single Point of Contact projects. £52,058 (3%> comes from Camden Mind Ventur8S, the charity's trading subsidiary. £8,999 (1 %) comes from Personal Budget The remaining £29,535 {1%} is from sales, mainly of training, some fees, and one-off donations. It is of note that £69,490 {40h) of our total income goes to pay for services from other organisations. £479,789 (270A} of our total turnover goes out in payments to our Alliance partners. Investment policy Most of the charity's funds are revenue grants to be spent within each budget year. We need quick access to our limited reserves in order to cover cash flow and to meet unexpected expenditure. so there are no funds available for long lerm investment. The Management Committee delegates the Finance Director to invest the relatively lesser amounts of funds that the organisation has available in a short-term money market account to generate interest, with low interest rates this aclivity amounted to only £3,297 in this financial year. Reserves policy Current Reserves levels are outlined on Page 40 of the accounts. Nole that some reserves are restricted while the poliGy below covers unrestricted and designaled reserves combined. Why Mind in Camden needs reserves. a} They help to manage the risks of legallfinancial liability around ent8ring into contracts with individuals and organisations. b> They protect the chaTity from insolvency or serious cash flow issues during times of change. c} They enable us to temporarily support projects that are short of funding until funding is found. W8 do not see the deferment of difficult deGisions as an effective use of reserves so our criterion for Ihis use is that it must be shown to be likely thal funds will be raised to cover the costs. d} Often when organisalions face a substantial loss of income, they have lo quickly shed posts and lose core capacity that could have helped to generate more income, or to better manage the transition to a lower income state. Since we now have fewer but larger contracts, this presents an increased risk, so there may be a need to support core capacity in the short to medium term in order to 'buy time, to fundraise andlor make a well planned and gradual transition lo a new administrative structure. e} lfvhen reserves are at an acceplable level, we can us8 them as an investment. For example, we have used designated funds to conduct a pilot projecl to meet the needs of local refugees and to refurbish our premises to make the space better for our service users and staff. fj We also have liability for many repairs in our premises leases. Reserves provide a way of meeting one-off obligations for major items Ihat would not be attractive to funders. g) Resèrves can play a positive role in cash flow management, espécially when slatutory grants are often late in arriving. 22 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 h) It is generally seen as a marker for financial health and prudence to have an appropriate level of reserves - it demonslrales financial competence and helps in ensuring we pass due diligence tests for conlraots or other partnerships. il Some forms of revenue income carry a higher-level risk, for example, contracts where income 16 on a per capita basis and income that relies on sales. Reserves provide a buffer if our forecasts prove to be inaccurate - this is a particular risk when engaging with new contrads and untried markets, which is often the nature of our environment. j) Where higher levels of risk mean higher potential gains, the better our reserves level is, the more risk we can reasonably and safely sustain. This can increase confidence when, for example, bidding in lowest unit cost competitive tenders - however, we would always be prudent in assessing how much risk is involved and identifying the benefits of taking it. The level of reserves needed. Since reserves are accrued in order to provide for unforeseen circumstances, it is not possible to state an exact figure that will cover all eventualities. A commonly used rule of thumb in estimating the reasonable amount of reseTves a voluntary organisalion should have been that of three months. running costs {25%) of the organisation's overall turnover. For a long time, it was unrealistic for us to achieve this because each year we struggled to create a balanced budget and were often faced with a choice of Grealing a fund for reserves at the expense of posts andlor services. Since the aim of reserves is to préseNé the organisation's Servi￿$, we believe it would be contradictory to cul services in ordér to create more reseNes. However, due to areful management of expenditure, some unexpected income and better costings of applications we have now Suc￿eded in building reserves to an appropriale level. A further Gonsequence to us of larger contracts is Mind in Camden taking on the'bankerf role in relalion to a large Alliance conlract. Unlike the lead provider role - where we subcontract some elements of services and therefore retain liability and responsibility for them - this involves us being contracted for 'passing on, funding to other organisations in the Alliance, with the funder retaining liability and responsibility which is then shared with all partners in the Alliance. This means that, while our lurnover increases by the sum given to us to pass on, including this onsiderable sum (this year £479,789) in our calculations for reserves levels would distort the rese￿eS target. We manage this by deducting the passed-on sum from both income and expenditure in order to establish the level of rèserves needed. Pro-active management of reserves We note that many funders 8xpress concerns about making grants to organisations that hold more than one year's resérves. We will automatically review the sltuation if we reach more than a six-month level. However, these percentage levels are proportionate to turnover, so we will take into account potential shrinkage andlor anticipated growth in establishing if our level of reserves is reasonable. For example, if we think that turnover will SLtbstantially increase or be very variable in subsequent years we might hold a higher level of reserves in anticipation of these changes, as reserves are something Ihat, by their nature, cannot be directly fundraised for and so must be built up over time. Also, we recognise that a level of reserves above our target may be h81pful if we do lose one of our larger contracts, so we will not 'spend down, to the 25%18vel unless it is juslified or it meet some urgent need. Even with this in mind, it is highly unlikely that We would ever allow reserves to go above the one- year level. 23 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 In the same way. we would not maintain the 25% of reserves at any cost, so we may decide (with good reason) to allow them to dip below this level, in which case we will asse5S the risk level and take action accordingly. It is unlikely we would allow reserves to drop below 140/0 of turnover. What steps we will take to establishlmaintain reserves We will continue to manage risk with conservative budgeting and tight control of spend, achieving surpluses wherever possible, and to actively monitor reserves through analysing the impact each revenue budget will have on reserves levels in each budgeting process. We will also look to ensure the structural inlegrity of our revenue budget by identifying Ihe underlying causes of any ongoing tendency lo set deficit budgets or to use reserves in ways that could sub51antially undermine their level. We will, when identifying designated funds from reseNes for capital or other one-off expenditure, always consider th8 impact on the level of reserves overall. Designated expenditure Given that reserves are at an a¢ceplable Fevel, the Trustees have designated funds to improve our premises, facilities, services and online Presen￿. The movement of designated expendrture during thè y8ar is explained in note 13 in the main accounts. 7. Plans for the future Our plans includ8'. Responding to consultation process and making tenders for Phoenix and Social Prescribing Servi￿$ Appoint to Operations Director post and establish new post holder fully in rol6 Facilitate the Committee in appointing new Committee members. Continue fundraising for the balance of the Hearing Voices Projects costs. Continue ensuring that Mic's values are maintained in transitioning to closer working with statutory services. Agree with Committee arrangements for reviewing our strategic plan and ¢reating a new plan in 2025-26 Complete the Mind Quality Managernenl process. Consolidate new structure for Resources team. In partnership with other providers, complete development and implementation of an Allian¢e-wide outcomes framework In partnership with Likewisè and Camden and Islington NHS Trust, facilitate and manage th8 Continuing strategi¢ development of the Support and Connect (Core Teams) service. Increase the flexibility of community development offers to incorporate workshops, coaching, personal development and supportive programmes reflective of community needs. Support existing hearing voices peer support groups in places of detention and enwurage th8 development of new groups, particularly in Immigration Removal Centres 24 MIND IN CAMDEN TRUSTEES, ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2023 Engage with other agencies in work around reimagining safety and safeguardinglduty of care processes in children and young people's services for young voice hearers, encouraging practice that supports young people's agency and autonomy Continue to provide quarterly facilitation meetings and annual trainings for the London Hearing Vol￿8 Nelwork 8. Trustees The following servèd as charity Trustees and Company Directors during and up lo the date of this report.. Elise Ormerod, Chair Rebecca Armstrong Rebecca Hammond (until May 2023) Donna Ellis All the Trustees are members of the company and guarantee lo contribute to the assets of the company in the event of it being wound up,. such amounts as may be required not exceeding £1. The number of guarantees on 31 March 2023 was four. 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, responsibilities Company law requires the 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 Accounting Practice (United Kingdom Accounting Standards and applicable lawl. Under company law the Trustees must not approve the financial statements unl8SS they are satisfied that they give a true and fair view of the stale of affairs of the charity and of the surplus or defi¢it of the charity for that period. In preparing these financial statemenls, the Trustees are required to.. Select suitable accounting policies and then apply th8m consistently. Make judgements and estimates that are reasonable and prudent. Comply with applicable accounling standards, subject to any matèrial departures disclosed and were èxplained in the financial statements. Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charily will continue in business. The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity's transactions and disclose with reasonable accuracy at any time the financial position of the Gharity 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 irregularities. The charity has taken advantage of the small entities, exemption. Approved by the Management Committee on 25th Sepl 2023 and signed on its behalf by Elise Ormerod - Chair 25 INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF MIND IN CAMDEN We have audited the financial statements of Mind in Camden (the 'Charity') for the year ended 31 March 2023 which comprise the consolidated Statement of Financial Activities, the group and parent Charity's Balance Sheets, group's statement of cash flows and notes to the financial 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 Accounting 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 frnancial ststements In our opinion the financial statements.. give a true and fair view of the state of the group's and Charity's affairs as at 31 March 2023 and of ils income and expenditure for the year then ended". have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice., and have been prepared in accordance with the requirements ofthe Companies Ad 2006. Basis for opinion We conducted our audit in accordance with International Slandards on Auditing (UK) {ISAs (UKI} and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the Charity in acGordance with the ethical requirements that are relevant lo our audit of the financial statements in the UK, including the FRC'S Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate lo provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements, we have concluded that the trustees, use of the going concern basis of accounting in the preparation of the financial slatements is appropriate. Based on the work we have performed, we have not identified any material uncertainlies relating to events or conditions thal, individually or collectively, may cast signifiGant doubt on the charity's ability to conlinue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the directors with respect to going concem are described in the relevant sections of this report. Other infomiation The trustees are responsible for the other information. The other information comprises the informalion included in the annual report other than the financial statements and our auditor's report thereon. Our opinion on the financial stalements does not cover the olher information and, except to the exlent otherwise explicitly stated in our report, we do not express any form of assurance conclusion Ihereon. In conneclion with our audit of the financial statements, our responsibility is to read the other infomiation and, in doing so, consider whether the other informalion 15 materially inconsistent with the fi'nancial statements or our knowledge obtained in the audit or othemise appears to be materially misstated. If we identify such material inGonsislencies or apparent material misstatements, we are required to detemiine whether there is a material misstatement in the financial slalements or a material misstalement ofthe otherinformalion. If, based on the work we have performed, we conclude that there is a material misststement of this other information, we are required to report that fact. We have nothing to report in this regard. Opinion on other matter prescribed by the Companies Act 2006 INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF MIND IN CAMDEN In our opinion, based on the work undertaken in the course of the audil.. the information given in the trustees, report {incorporaling the directors, report) for the financial year for which Ihe financial statements are prepared is consistent with the financial statements., and the trustees, report (incorporating the directors, report) has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exception. In the light of the knowledge and understanding of the Charity and its environmenl obtained in the course of the audit, we have not identified material misstatements in the Trustees, Annual Report. We have nothing to report in respect ofthe following matters where the Companies Act 2006 requires us to report to you if, in our opinion.. adequate accounting records have not been kept or returns adequate for our audit have not been received frorn branches not visited by us., or the financial statements are not in agreement with the accounting records and returns., or certain disclosures of trustees, remuneration specified by law are not made,. or we have nol received all the information and explanations we require for our audit. Responsibilities of tho trustees As explained more fully in the Trustees, Responsibilities Statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied thal they give a true and fair view and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the Charity's ability to continue as a going Concern, disclosing, as applicable, matters relaled to going concern and using the going concern basi5 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 responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from mat8rial mis5tatemenl, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assuran￿ is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregale, they could reasonably be expected to influence the economic decisions of users laken on the basis of these fi'nancial statements. Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedur8s in line with our responsibilitles, Outlined above, to det8Ct 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 identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following.. We enquired of management, which included obtaining and reviewing supporting documentation, concerning the charity's policies and procedures relating to: 27 INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF MIND IN CAMDEN identifying, evaluating, and complying with laws and regulations and whether they were aware of any InStan￿S of non-compliance. Detecting and responding lo the risks of fraud and whether they hav8 knowledge of any actual, suspected, or alleged fraud. The internal controls were established to mitigate risks related to fraud or non- compliance with laws and regulations. We inspected the minutes of meetings Df 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 that had a material effect on the financial statements or that had a fundamental effect on the operations of the chariiy from our professional and sector experience. We reviewed the financial statement disclosures and tested these to supporting do¢umentalion to 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 to fraud. In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and lested significant transactions that are unusual or those outside the normal coutse of business. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting CounGil's website at.- Iwww.frc.org.uklauditorsresponsibilitiesl. 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 Companies Ad 2006. Our audit work has been undertaken so that we mighl state to the charity's members Ihose matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extent pemiitted by law, we do not ac￿pt or assume responsibility to anyone other than the charity and the charily's members as a body, for our audit work, for this report, or for the opinions we have formed. 24 October 2023 Anthony Epton (Senior Statutory Auditor) for and on behalf of Goldwins Limited Statutory Auditor Chartered Accountants 75 Maygrove Road West Hampstead London NW6 2EG 28 MIND IN CAMDEN CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES Iln¢orporatlng an Incom• and Expendltur• Account) FOR THE YEAR ENDED 31 MARCH 2023 Roslrlcted Unrestrleted Funds Funds Desi 2023 2022 Income from Donations and Lega¢le¥ Other Trading AetlvltJe8 -Gross Income Irorn Subsidiary Income From Investm•nts 21bl 12,222 12,222 21,159 52,058 3,297 67.577 52,058 3,297 87,577 80,482 59 101,700 Income from Charftable ActivIt￿5 Dir8Ct Support S8rvices 73.705 73,705 1.607.242 1,607,242 1,680,947 1,680,947 1,130,958 1.130.958 Total Ineom• 73,705 1,674.819 1,748,524 1,232,668 Ex endlture on Expendltur• on Ralslng ILtnds Subsidiary costs 52,371 62,371 77,385 Expondlture on Charltsblo actl¥ltl•$ Direct Support Services 31al 102,956 1.S7e,576 17,382 1.896,914 1,177,528 Totsl Charitabl8 Expenditure 102,956 1.576.576 17.382 1,696,914 1,177,528 Total Expendlturo 102,956 1.628.947 17,382 1,749.285 1,254,913 Net IncomellExpendlture) for tho y•ar 129,2511 45.872 117.3821 17611 122.255 Transfer behyean lunds 13,14 19,6281 9,628 Funds at 1 April 2022 70,642 539.152 22,636 832,430 854,685 Funds ot 31 March 2023 41,391 575,396 14,882 631,669 632,430 The notes on pages 32 10 42 forrn part ol the8è financial stslements. Thère were no other recognised surpluses or delrAIs for the year. The movement on r¢serve8 abov8 is shown in notes 12,13 and 14 to the finanaal slatemenls. All of the organisation'8 op$r81ions ar? ¢lassed a¥ contir*uing. 29 MIND IN CAMDEN BALANCE SHEETS AS AT 31 MARCH 2023 Th8 Grou Thè Charlt 2023 2022 2023 2022 Notes Fixed Assets Intangible Fixed Assets Tangible Fixed Assets Investments 480 16,239 480 16,239 100 16,819 660 19,051 100 19,811 19.051 16,719 19,711 Current Assets Debtors Cash at Bank and in Hand 10 121.329 671 179 792.508 164,611 588,820 753,431 120,819 659,725 780,544 174,123 575,211 749,334 Credltors: Amounts Falllng Due Wlthln One Year 11 1177,5581 1140,7121 1169,808) 1141,141) Net Curr•nt Assets 614,950 612,719 610,736 608,193 Net Assgts 631,669 632,430 627,S55 628,004 Funds Restricted Funds Unrestricled Funds 12 13 14 41.391 14,882 575,396 70,642 22,636 539,152 41,391 14,882 571,283 70,642 22,636 534,726 Designated General 631,669 632,430 627.555 628.004 The notes on pages 32 to 42 form part of these financial statements. The financial slatemenl$ have been prepared in accordance with the special provisions relating lo small companies exemption. Approved and aulhorised for issue by the Management Committee on 25th September 2023. Elise Ormerod - Chair 30 Mlnd In Camden Consolidated Statement of Cash flows at 31st March 2023 Notes 2023 Cash flows from Op•r#￿ng actlvlties Net Income110551 for the year {761) (22,255) Adjustment for. Depiecialion Decreselllncrease} in Debtors Increasel{Decreasel in Creditors 8.647 43,282 36.846 8,544 {49,839) 25,700 10 11 Cash flows generated from operating actlvlties 88,014 {37,8501 Purchase of Equipment 5,655 14.531 } Cash flows used in Investment activitles (5,6551 114,531 Net Incresellde¢reasel in cash - al80 see note 18 182,3591 52,381 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS 1. Accounting Policies la) The FinanGial Statements have been prepared in accordance with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting standard applicable in Ihe UK and Republic of Ireland {FRS102) (effective January 20151- (Charities SORP {FRS102)) and the Companies Act 2006. Liabilities are initially recognised at historical cost transa¢tion value unless otherwise stated in the relevant accounting policy note. These accounts have been prepared on a going concern basis because the charity's projected earnings in the financial year 2023-2024 will be £1,750,871. The financial statements are prepared in sterling {£} and rounded to the nearest pound. We have omitted th8 charity SOFA as allowed under the section 408 of Companies Act 2006. The charity is a public benefit entity. (b) Charges, investment in¢ome 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 although Iheir work is considered vital to the activities of the charity. Goods sold at the charity shop {Camden Mind Ventures Ltd> are recognised when the customer purchases the goods. {G) Reslricled funds are to be used for specified purposes as laid down by the donor. Expenditure, which meets Ihis criterion, is identified to the fund. {d) Unrestrictèd funds are donations and other income received or generated for the charitable purposes. le) Designated funds are unrestricted funds earmarked by the Management Committee for particular purposes. The purpose and use of eaGh fund is described in note 13. (fj Funds received for the purchase of fixed assets are accounted for as restricted income. 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 b8 classified as restricted fixed assets and depreciation charged against the restricted fund. (gl Furniture, office equipment including IT equipment and software costs are capitalised if the purchase price and incidental costs of additions such as installation fees and labour costs 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 straight lin8 basis Software four years on a straight line basis h) All leases of land and buildings and equipment are considered to be operating leases and rentals are charged lo the Statement of Financial Activities when due on a straight lin8 basis. No assets are held under hire PLsrchase 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. Thè pension cosl represents the contributions payable under Ihe scheme by the company to 32 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 statutory requirement$. li) Staff costs, support costs and other expenses are allocated to activit18s on the basis of staff time and attributable cost. (kl Governance costs {note 3c) comprise statutory Compliance including the costs of Trustees and auditors and legal and professional fees. (l) Expenditure is recognised on an accruals basis. In the charity, expenditure includes VAT, whereas the subsidiary excludes it as it is VAT registered. 33 MIND IN CAMDEN NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2023 21al Income from Charltable AGtlvlty 2023 Total 2022 Total Restricted Unrestricted DIRECT SUPPORT SERVICES Website Content Mana ement Camden Clinical Commissioning Group 19,016 L B Camden- Cuttural Advocacy Project Ethiopian Welfare Fltzrovia Youth - CYP PM Project 200,874 500 19,546 9.774 9,774 Health Mlnd Pro ects L B Camden - Social Prescribing L B Camden- Community Programme Resilience Network 75,000 150,000 907.387 907,387 Phoenix and Admlnistration L B Camden- Community Support Personal Budget Income 101.178 8.999 101,178 8,999 101,178 10,063 Sln le Poln of Access Camden & lslinglon 439.702 439,702 309,384 TAP Fundlng- Camden & Isllngton 90,000 90,000 90,000 Voices Unlocked Bromley Trust Tudor Trust 15,000 30.000 15,000 30.000 15.000 30,000 Voi¢• Collective Pro Children in Need John Lyon's Trust National Seryice User Ne￿Ork Pixel Proslor Association (Eramus fund) Student Mind ect 20.000 20,000 20,000 500 8,000 672 51,249 8,705 8.705 18,747 18,747 other GMS Holdings InteNoice Tudor Training Income 17.142 297 17,142 297 17.142 480 2,000 10,354 1,130,958 14.016 1.607,242 14,016 1,680,947 73,705 'Detalled ¢omparatlv• Information for thg yoar ended 31st March 2022 Is glven on page 42 34 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 2(b) Other Income Voluntary Income & Membership Donalions, Food Income and Sundrles Total Unre5triclgd Income 2023 11,099 1,123 12,222 2022 14,489 6.670 21,159 3(a) Total Charitsble expondSture 2023 2022 Direct Costs Staff related Cost Olher direct Cost Designated Expendituie Support Cost {Note 3bl 874,557 741,374 17,382 63.601 1,696,914 826,852 245,404 48.480 58,792 1 177 528 3{b) Su ort Cost Anal sis 2023 2022 Staff Related Cost Premises Cost ' Governance Cost (Note kl Overhead Cost 7,925 34,650 13,640 7,865 34,650 12,309 63,601 58,792 Support costs are allocated on the basis of staff time. These include costs associated with providing IT, payroll, personnel, finance, propety and other central services lo the charity's staff and volunteers. 3{c) Governance Costs 2023 2022 Auditors, Remuneration Trustees. Expenses & Training Trustees, Indemnity Insurance Legal & Professional Cost Appointment of Staff and other Cosls 5,500 254 856 1,440 5,590 13,640 5,500 820 690 5.299 12.309 35 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 4 Net IncomelExpenditure 2023 2022 This is stated after charging.. Depreciation and intangible amortisation (Note 8) Lease Commitment {Note 16) Auditors, Remuneration (excluding VAT} 8,647 45,068 4,583 8,544 45,066 4,583 5 Staff Costs and Numbers 2023 2022 Salaries and Wages Social Security Costs Pension Costs (see accounting policy) Mind in Camden - Staff Cost 706,541 60,004 636.227 52,021 29,912 718,160 797,837 Camden Mind V&nture8- Staff Cost 42,452 37,631 Agency & Sessional Staff 41,196 101,697 Total 881,484 857,488 No employee earned more than £60,000 during the year <20221.. nill. Slaff Costs under notes 3(a), 3(b) and 3lcl includes training and recruitmenl cost of £49,039 {2022.'£20,159) The average number of staff {based on full tim8 equivalent) employed during the year was as follows.. 2023 2022 Phoenix Project Other Projects Camden Mind Ventures 21 24 25 28 Total Employee benefits of thé four key management personnel's of the charity Were £179,268 {2022'.£207,587). 6 Trustees. R8muneration and Expenses The directors of the charitable company are Trustees under ¢harity law. Travel and training expenses paid on behalf of all of theTrustees during the year were £0 (2022:£0). No Trustees were paid any remuneration in the year {2022'.£0). Total donations by Trustees amounts to £4912022'.£69). There were no reimbursement to Trustees during Ihis period. MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 Taxation All of the Charws income is applied for charitable purpos8s and therefore is exempt from corporation lax. The charity's trading subsidiary has no corporation tax liability because profits are transferred by Gift Aid lo Mind in Camden. 81a) Fixod Assets . Group Furnlture & Flxtures & Flttin Total Cost At 1 April 2022 Additions Disposal At 31 March 2023 75.835 5,655 10,247 86.082 5,655 81,490 10,247 91,737 Depreclatlon At 1 Aprll 2023 Charge for Year Disposal At 31 March 2023 56,784 8,467 10,247 67,031 8,467 65,251 10,247 75,498 Net book value At 31 March 2023 16,239 16,239 At 31 March 2022 19.051 19,051 81bl Flxed Assgts 4harity Furnlture & Fl Fittin Totsl Cost At 1 Aprll 2022 Additions Disposal At 31 March 2023 73,845 5,655 10,247 84,092 5,655 79.500 10,247 89,747 Depreclation At 1 Aprll 2022 Charge for the year Disposal At 31 March 2023 54,794 8.467 10,247 65,041 8,467 63,281 10.247 73,508 Net book value At 31 March 2023 16,239 16,239 At 31 March 2022 19,051 19,061 37 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 81c) Intanglble (Software) Flxod Asset- Charity and Group Cost At 1 April 2022 Addition At 31 March 2023 1,313 1,313 Depreciatlon At 1 April 2022 Charge for the year At 31 March 2023 653 180 833 Net book value At 31 March 2023 At 31 March 2022 480 660 Investments The charltable company holds 100% of the 100 issugd ordinary £1 share capital of Camden Mind Ventures Limited (Company Number 02525366), a company Incorporated in England and Wales. Camden Mind Ventures Limited sells donated and bought in goods. Relevant financial Information regarding Camden Mind Ventures Limited is as follows: 2023 2022 Sal8 of Donated Goods Covid Grant Income Total Income Administrative Expenses Net Profil Transferred lo Mind in Camden under Gift Aid Retained in Subsidiary 52,058 76,005 4,477 80,482 78,385 2,097 52,058 1313} Net Assets 4,113 4,426 The resulls of Camden Mind Ventures Limited have been consolidated on a line by line basis and included under activities for raising funds both under Income and Expenditure. 10 Debtors The Group 2023 2022 The Charity 2023 2022 Amount due from Subsidiary other Debtors Prepayments and Accrued Income 2,097 150.454 21,572 174,123 100,748 20,581 121.329 142,748 21.863 164,611 100,641 20.178 120.819 38 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEfvIENTS FOR THE YEAR ENDED 31 MARCH 2023 11 Credltors: Amounts falllng due wlthin one year The Group 2023 2022 The Charity 2023 2022 Taxation & Social Security Other Creditors Accruals Deferred Income Isee Note 19) 16,076 137,312 7,511 16,659 177,558 15,952 94,692 12,712 17,356 140,712 16,076 130,643 6,429 16,659 169.808 15,952 102,478 5,355 17,356 141,141 12 Movement on R￿trIcted Funds AsAt 01.04.22 AsAt 31.03.23 Income Ex endituro L B Camdgn Communlty Fund 65.140 23,749 41,391 Prlmroso Hlll Pro ect Camden & Islinglon 3,840 3,840 Serwor U rade Clolhworkers, Foundation 990 990 Volce Coll8ctlve Pro Oct John Lyon's Tru51 Proslor As50¢iation 20,000 8,705 20,000 9,377 672 VolGe8 Unlock¢d Bromley Trust Tudor Trust 15,000 30,000 15,000 30,000 70,642 73,705 102,956 41.391 Purposes of the R•strf¢ted Funds L B Camden- Communlty fund This is a Te51ricled grant from Camden for staging local Community mental health events in collaboration with other Camden organisalions. Prlmrose Hlll Project- Camden & Isllngton We are providing supervision and additional training for peer mentors from Camden & Islinglon Foundation Trust. Volce CollectSve Project Donations from these Trusts were specifically for our Voice collective projects worklng with children and young people in London who experience distress due to voice hearing. Volc8s Unlocked The Voices Unlocked Project is developing peer support groups for prisoners who experience distressing voice hearing in prison. 39 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 13 Deslgnated Funds Asat 31.03.2022 Amount Utlllsed Amount Asat Transferred 31.03.2 Website fund 20 Camden Road maintenance Barnes House basement refurbishing Partnership Fund 4,370 2,812 1,574 13,880 22,636 11,8241 112,4401 {151 13,1031 17,382 2.546 9.828 1.559 10,777 14,882 9,628 14 Movement On Unrestricted Funds AsAt 01. 4.22 Amount AsAt endlture TransfOTred 31.0 Incomg Charity General Funds Subsidlary General Funds 534,726 1,622.761 {1,S76,5761 4,426 52.058 {52,371 539,152 1,674,819 {1.628,9471 22,636 {17,3821 561,788 1,674,819 {1,646.3291 19,628) 571,283 4,113 57S,396 14,882 590,278 19,628} 9,628 Designated Funds {Note-131 Group Unrestricted Funds 15lal Analysls of Group Net Assots by Funds Flxed Assets Current Asset8 Not A8sets Croditors Restricted Funds Unrestricted Funds 990 15.729 16,719 40,401 752,107 792,508 41,391 590,278 631,669 1177,5581 177,558 151bl Analysls of Charlty Net Assets by Funds Flx8d Assets Current Assets Net Assets Croditors Restricted Funds Unrestricted Funds 990 15,829 16,819 40,401 740,143 780.544 41,391 586,164 627,555 1169,8081 1169,808 16 Commltm&nt8 Undgr Operatlng Leases As at 31 March 2023 Commitments under non-can¢ellable operating leases were as follows.. Group and Company 2023 Land & Bulldin 2022 Land & s Bulldln Lease5 E -within one year -within 2-5 years 45.Q66 45,066 45,066 Lease is ending during the year and possibly renewed for next six years 45,066 40 MIND IN CAIJIDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 17 Related parties During the year the Charity recharged Camden Mind Ventures Limited for staff related cost of £42,452(2022-. £37.361) and premises cost of £0 (2022.. £29,264). Other Costs £2,401 (2022= Total amount due from Camden Mind Ventures Limiled as al 31 sl March 2023 was £0 {2022.' £2,097). 18 Cash and Cash equlvalents At 1st A rll 2022 C h Flow 31st March 2023 Cash at Bank 588,820 82,359 671,179 At 1st A ril 2021 Cash Flow At31st March 2022 Cash at Bank 641,201 52,381 588 820 19 Movement on Deferred In¢ome At 1st 01.04.2022 AsAt 31.03.23 Income endltu John Lyons Trusl Proster European Fund student Mind 6,667 6,614 4,075 17,356 20.000 12,755 18,747 31.502 20,000 9,377 22,822 52,199 6,667 9,992 16,659 41 MIND IN CAMDEN NOTE TO THE ACCOUNTS - COMPARATIVE PAGES FOR YE 2022 Restrlcted Unrestrlcted Total Income Donations and Legacies Gross Income from Subsidiary Income from Inveslments 21,159 80,482 59 21,159 80,482 59 Website Desl Camden Community Commisioning Group 19.016 19,016 L B Camden - Cultural Advocacy Project L B Camden - Ethiopian Welfare 200,874 500 200,874 500 Fllzrovla Youth -CYP PM Project 19,546 19,546 Health Mlnd Pro ects L B Camden - Social Prescribing L B Camden- Communliy Programmè 75,000 150,000 75.000 150,000 Phoenlx and Administratlon L B Camden - Community Support Personal Budget Income 101,178 10,063 101,178 10,063 Sln le Polnt of Access C & Islington 309,384 309,384 Volce5 Unlocke Bromley Trust Tudor Trust 15,000 30,000 15,000 30.000 TAP Fundlng 90.000 90,000 Volce collectlve Pro John Lyon's Trust National Service User Nelwofk Pixel Prostor Association {Eramus fund} Student Mind ect 20.000 20,000 500 8,000 672 51,249 500 8,000 672 51,249 Other GMS Holdings Intervoice Tudor Training Income Total Income 17.142 480 17,142 480 2,000 10,354 1,232,658 2,000 10,354 1,156,986 76,672 Expendlture Subsidiary Cost Expenditure on Charitable activities Total Expendlture 77,385 1,047,574 1,124,959 77,385 1,177,528 1,264,913 129,954 129,954 Not Income for the Year 64,282) 32,027 {22.255) 42