Mind In Camden TRUSTEES, ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 MIND IN CAMDEN Reference and Admlnistrative detsils Status.. Company limited by guarantee without share capital incorporated in May 1985. Registered as a charity on 24 July1985. Company Number.. 1911178 Registered Charity Nurnber.. 292180 Registered Office.. Operational Address.. Barnes House 9-15 Camden Road London NW19LQ Honorary Officers.. Elise Ormerod, Chair Rebecca Armstrong Rebecca Hammond (left May 2023) Donna Ellis Honorary Officers also form the members of the Management Committee Principal Staff and Company Secretary.. Brian Dawn, Chief Executive (left Augusl 2024) Jon Cumings-Higgs, Chief Executive O'oined July 20241 Bank8rs'. I(W￿sBc Bank 31 Euston Road London NW12ST Metro Bank 227 Tottenham Court Road London W1T 7QF Auditors.. Goldwins Limited 75 Maygrove Road West Hampstead London NW6 2EG MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 1. Structure, Governance and Management Governing Document The organisation is a charitable company limited by guaranlee, incorporated and registered as a charity on 27th March 1985. A Memorandum of Association eslablishes the objects and powers of the company, and it is governed under its Articles ofAssociation. The governing document was reviewed and amended by special resolution on 26th May 1988, 22nd January 2004 and 6th December 2023 Subsidiary The charity has one subsidiary, Camden Mind Ventures Lld, 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 expenditure of which is gift aided to Mind in Camden. The subsidiary has as its Directors Mind in Camden's Chief Executive and one Mind in Camden Committee Member. Ils activities and financial performance are reported on a quarterly basis lo 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 ofAssociation, one third of the Trustees must retire each year by rotation but may be re-elected at the next Annual General Meeting. There is a list of essential and desirable skills, knowledge, and experience required by the charity and Trustees periodically identify whether these requirements are met by its membership. In case of particular skills being needed. individuals are approached lo offer themselves for election to the Management Committee. These positions are advertised via volunteer agencies and to people who use our services. Trustees spend some lime attending meetings as a trial period before they become full Truslees. No new Truslees were appointed during the period. Trustee Induction and Training Trustees are provided with a detailed induction pack that covers the policies and procedures that guide the Commrttee's operations. This includes.. Committee terms of reference and standing orders Trustee code of conduct Procedure and policy around expulsion of Trustees Trustee recruitmenl policy The current strategic plan and annual reviews The financial strategy Minutes and papers of re￿nI meetings Key organisational policies A budget is set aside for Trusteès to attend training events, and information about r8levant events is circulated to them. Trustees also have an induction with senior staff to be briefed about key aspects of the charity's operations. Training and ongoing support is available to all Trustees, including people with lived experience of mental health issues, to enable them to play a full role as committee rnembers. In 2023 the Trustees agreed a Learning Plan that applies to all Trustees. The Trustees periodically conduct Away Days to discuss the direction of the organisation andlor examine their own performance and working methods andlor consider significant issues for the organisation. Risk Management Trustees Gonducl 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: Funding risks: There are risks in both contract and charitable income expiring and other risks (e.g., loss of grant through underperforman￿> which are controlled through a comprehensive range MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 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 le.g. for individual budget payments and training income}, so this is carefully projected and checked through our budgeting and management accounting systems. Also see below for reserves policy. Financial risks: We have a robusl set of regularly reviewed financial standards and other polices that govern all transaclions and mitigate the risks of theft, fraud and loss of income and poor management of expenditure. Reputation risks.. We have policies to ensure the quality and viability of services, and also policies around contact with the press to effectively manage risks to our professional standing. Risk of harm to indlvlduals: Procedures are in place to ensure compliance with the health and safety of staff, volunteers, people who use our services and visitors, and to address issues such as adult and child safeguarding, and the risks around providing support. Rlsk of loss through litlgation: We have a detailed set of employmenl policies and practi¢es 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 rlsks: Policies and procedures are in place to mitigate risks related to the performance of volunteers, staff, management and committee. IT Ilnformation Technology> and informatlon related rlsks.. Mitigations Include measures to ensure the security of data and policies lo ensure compliance with General Data Protection Regulalions. Collaboratlve worklng related risks: Policies and practices that govern and guide collaborative working, both formal and informal are in place Major Business Dlsruptlon Risks are Govered by a policy including pandemic related risks. The Committee has also ensured that each service has adopted plans and standards for its work, and compliance is checked in a reporting framework that includes the National Mind Quality Management framework, which is independently assessed by National Mind. There is a five-year cy¢le of strategic planning for the development of individual services and the organisation supported by annual management plans, in addition to project designs andlor service specifications for each project. Charlty Commission Guidance and Governance Codes of Practice: The committee governs the organisalion with reference to guidance published by the Charity Commission and best praGlice as outlined in the Charity Governance Code and occupational standards for committee members. Organisational Structure Mind in Camden has a Management Committee wilh a minimum of two and a maximum of 15 members who meet six time5 per year plus ad hoc meetings. The total ofvoting committee members is three. Members come from a variety of lived and professional experien¢e backgrounds relevant to the work of the charity, including finan￿, legal, senior management and mental health. The Chief Executiv8 acts as Secretary to the committee but has no voting rights. A scheme of delegation is in place that is governed by Committee terms of reference and standing orders in which strategic and policy framework decisions rest with the Commiltee. Day-to-day responsibility for the provision of servi￿$ is delegated to the Chief Executive, who leads Managemenl Team where all departments are represented. The Chief Executive is responsible for ensuring that the charity delivers the seTvices specified through a five-year strategic plan implemented through annual management plans, and that key performance and development indicators are met. The strategic plan and progress towards its goals are reviewed annually by the Committee. MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 erg1!oD8.Dir¢- Rè8OtJrtte$ Dlre 9.ts-8tsh and,!oluitte.ei$ lancè, P￿99n14 Hearlng. IGe3:8nd Support and Connec ...slaffhiolL4ntoer8 p ,, . MIND IN CAMDEN I)RGANISATIONAL MODEL Organisational Model Mind in Camden has 27 full time equivalent staff in 31 posts. As well as directly providing services, this Gore staff team manages and co-ordinates a very wide range of aGlivilies provided by volunteers and sessional staff (many of them people who use our services and those with lived experiencè) and also through staff, voluntéers and people who use services in other organisations, because many of our projects take a collaborativ8 capaGity building approach lo joint work. Partner Or8anlsatlon Staff and Service Users m•nent Staff Sessional Staff Ilncluding People wlth Llved Experience) Volunteer5 Ilncluding Service Users) Therefore, the scope, breadth and depth of our aclivities is greatly increased and does far more than our relatively small staff group doing direct work alon8 could achieve. MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 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 nelwork of charities working towards similar goals The opportunity to engage in, and keep informed of, national issues and campaigns around mental health Practical help and sharing of some resources A block insurance arrangement that substantially reduces insurance costs for thè charity Collaborative work with other bodies Collaborative 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 Ihis, we engage with every type of organisation in the mental heallh, 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 seNices - this includes all types of statLttoTy and voluntary organisations working in prisons, with children, with adults, in the community, in hospitals and in secure unils 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. As ofApril 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 Reserves Policy below) It would not be possible to list every instance of collaborative work we undertake because they are so many, and Ihey 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 stated in our Memorandum of Agreement are: al To work for, promote and provide for the well-being, interests and rights of people who have mental ill health 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' (= well and 'normal'> and 'them' (= ill and 'disordered') We work in a way that sees voices, visions, unusual beliefs, anxiety and extremes of mood as a response to real events, understandable feelings and cultural influences thai people can find 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 mental 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 exp8riences and definitions of their Mental health. We believe that recovery is self-defined MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 We treat people with Current or past lived experience of mental health issues as actual or potential assets. contributors and partners, not passive recipienls of seNices W8 promote wellbeing by supporting individual responsibility, independence, interdependence, and inclusion in the wider community The self-help, peer support and co-production models we adopt in our services, and promote to others through Ouf Hearing Voices projects, training and consultancy, spring directly from this view of mental health We Pla￿ a high value on enga9ing in partnership work.in everything we do because we see it as a means of.. Extending what we can offer people who take part in our directly provided services. Influencing other organisations and individuals to adopl non-sligmalising, 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 lo engage as wide a range of skills and experiences as we possibly can to increase the quality, quantity and reaGh of our work 11 is eslimated that one person in four will experience some form of mental health issue in Ih8ir lives 25% of the population. In addition to distress eXperien￿d internally, there is also much discrimination and stigma attached lo the diagnostic labels the distress Gan bring,. associaled problems include discriminalion, poverty, social exclusion, physical ill health, unemployment, homelessness, and addiction. Our charitable objects and activities aim to benefit the public by addressing these issues. 4. Activities undertaken for the public benefit, achievements and performance We have assessed the benefrt that our charity provides to the public through our servi¢es as.. Enabling people to recover their mental wellbeing. This reduces the p8rsonal and social cost of mental health issues and enables people to make an increased contrlbutlon to tholr communltles through peer support, volunteering and increased community activity, including gaining employmenl Working with the wider community, through volunteering and with ¢ommunity-based partners, to raise awareness of issues relating to menlal health and increase Gapacity to deal with them, thereby increasing understanding, improving responses towards people with mental health issues, reducing $tlgma and dlscrimlnatlon and increaslng wellbeing Improving mental health, including undertaking preventative work, reducing the soGietal and personal costs of far more expènsive and life disruptive fomis of help e.g.in hospital acute wards or long-temi care Redu¢lng pressure on publlcly funded statutory NHS and Local Authorlty social care resources Providing non-medication-based interventions like self-help, group work, and peer supportilalking help and activities, reducing rellance on medlcation reglmes that can be expenslvg and can have damaging sido effects, Including addl¢tion. The achievements of the services thi5 year are outlined below. MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 a) Hearing Voices & Distressing Beliefs Projects i) Volces Unlocked °Just Want to say how gre8t Iha training was- you creat8d such a good, easy space for us lo engage, and leamt so much" (trainee) Vol￿S Unlocked works with prisons, forensic units, and Immigration Removal Centres, aiming to support people who are detained in these settings who struggle with sensory experiences such as hearing voices, seeing visions, distressing beliefs, as well as a range of related experiences such as trauma reactions, self-harm and suicidalily, and dissociation. The main way we achieve this is by delivering trainings lo staff who work in forensic settings lo better understand voice hearing as well as to be better equipped and more confident in effectively supporting people who may be distressed by their voices or other experiences. We also encourage these institutions to make space for peer support groups for voice heaTers who are under their care, with the aim of creating safe spaces for people who are detained to talk about what can be highly stigmatised experiences. Being able to connect with someone who has similar eXperien￿S, being able to share their stories, realise they are not alone in what they go through, and having a sense of solidarity from their peers can be empowering, especially in detention seltings. Staff within these settings have remained enthusiastic about the work of Voices Unlocked and keen to learn, which has led to a Continued high demand for training. We have continued to offer a range of trainings on facilitating peer support groups, supporting voice hearers one-to-one, and other more specialised topics like suicidality. The convenience and accessibility of online trainings has made it a popular option for people, as it also removes geographical barriers in attending Irainings, but some institutions have asked for in-person training in order to allow group members to become facilitalors. 'Thank you so much for the session and I really enjoyed the whole presentation and the gmup work... I will use il in my work" (train8e) Many lessons have been learnt around providing online support in ar6 ac￿ssible way for those who are still wanting to access our courses. In addition to training, our focus has been on providing support to staff. Support to staff on a one lo one basis has been more effeGtive than holding reflective spaces for staff, however we would like to hold networking and development spaces for people working in these settings which can also provid8 a refledive practiGe element. Voices Unlocked has been op8rating with minimal resources, and as such, we have not been able to achieve as mu¢h as previous years. However, we have continued to offer trainings, including doing cross-projecl facilitation trainings thal allow staff who work in forensic settings to do the facilitation training alongside professionals who work with young people who hear voices, or people who want to establish groups in the London Hearing Voices Network. We continue to have strong links with Pentonville and Springfield. We are slowly but surely r8-establishing a strong network of groups in prisons, forènsic units and Immigration Removal Centres, in addition lo planning on creating a legacy website for Voices Unlocked which will bè a cost effective way of making information and resources widely available to both staff and voice hearers. Key Flgures: Number of trainings held - 7, Number of groups existing - 9, Number of staff supported 1..1 90 11) Volce Collective: our children and young people's project 'Although I've never seen you or met YOU 117 person you hav8 been someone I've been able to open up to mor8 than anyone else" (young person) PJIIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 Voice Collective is a project that seeks lo provide support to children and young people under the age of 25 who hear voices, have other sensory experiences, difficull or unshared beliefs, and other forms of related distres5. This happens through a range of methods, including offering one to one support to young people who hear voices and the familieslGarerslsupporters of young people who hear voices which can happen face to face. on the phone, by email, or on zoom. We also deliver training and workshops to mental health professionals, youth workers, and academics on understanding and sUPPOrting young people who hear voices. An additional training we offer is Group Facilitation Training, which helps people lo feel equipped to facilitate peer support spaces, with a particular emphasis on facililating hearing vol￿$ groups for young people. We also hold several peer support groups at Voice Collective, with different groups for different age brackels, as well as support groups for parentslcarers. Another form of support for young people is an online Discord seTver which has been set up to be a safe space that respects young people's autonomy and encourages peer support, whilst also having options for moderation by staff and volunteers. Other aspects of the work Garried out at Voice Collective involves creative workshops, such 8S poetry or animation workshops, focus groups to get feedback or influence issues that matter to thè young people, having a steering group of young people to feedback on our work as well as other projects we collaborate with, including academic research studies where we lead on involving young people in the process and ensuring their opinions are heard. "Thank you for delivering this session. I had 8 number of members of my team in 8ttendance and we all found it very well delivered and supportive to the work we do at Childlin8 Wlth young p80pI8 who hear, feel and see Ihings olhers don'l." (Trainee) Voice Collective prides itself on being a project that offers support in a range of ways that encourage accessibility, and being a form of support that both complements existing mainstream mental health services for some, but also serves as an alternative support for young people who have found mental health services unhelpful or are stuck on long waiting lists. "Your 8mails have r8alty saved me from dropping too low" (young person) Collaborative work is part of Voi¢e Collective's foundation, and this means collaborating with young people in their support, in giving them a voice in the charity sector as well as academia, and collaborating with people and projects that have a similar ethos. Conceptualising a project that tackles problematic aspects of safeguarding and creating opportunities for young people to share what they find helpful or unhelpful in being safe and that coming to fruition in partnership with other organisations has been a real highlight. However, in contrast to big picture influence, the service also provides vital support on an individual level, One lo one work provides a safe. non-judgemental and non-palhologising Spa￿ for parentslcarers and young people to open up about Vol￿ hearing experiences, and often member of the Voice Collective team use elements of their own personal experiences of distress to connect with the young people who reach out for help. "Thank you for all your wisdom... I feelpositive for [my daughter] as you have given me strength to know voices will not go but they can be managed posilively ai7d even when they are not, we are better @quipped" (Parent) Key Figures: Young people supported 1'.1- 89 Parents supported 1..1 ~ 57 Professionals supported 1.1 113 Discord seNer members- 37 Number of peer support groups for young people held - 60 Number of peer support groups for parents held - 98 Number of focus groupslcreative workshops - 12 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 iii) Camden Youth Peer Mentoring Programme The Camden Peer Mentoring Progfamme is a partnership be￿een Mind in Camden and Fitzrovia Youth Action {FYA), helping schools and other youth organisations in Camden to develop a culture of peer support for young people. The Peer Mentoring Programme is designed to help normalise talking about wellbeing and mental health, and creating awareness of challenges or difficulties people might experience, with signposting to other support when needed. With each participating school or youth project, young people are recruited, trained and supported to provide peer mentoring to other young people. The training is AQA accredited which gives the young people a qualification and can really boost their confidence. It focuses on a range of topics but places value on empathy and ways of supporting people such as listening and communication skills, boundaries, and confidentiality. Voice Collective supports the Peer Mentoring Programme in Camden schools as well as also supporting the FYA Girls Group which is a peer support space specifically for young girls in Camden and involves a range of activities such as cooking and dancing, in addition to conversations about what is happening in their lives or any issues that are impacting them and their wellbeing. This can range from personal issues to wider societal and political issues. The collaboration with FYA has involved offering ongoing reflective spaces and conversations with staff, in addition to planning a delivery of the Peer Mentoring Programme for young people at Voice Collective who would like to become Peer Mentors on our online Discord server. Voice Collective are going to deliver training on Discord and ways of moderating online servers, and FYA are going to train young people who would like to be Peer Mentors in that space. Key Figures: Reflective sessions held - 3 Meetings wilh FYA- 5 Training for FYA - 1 FYA groups supported - 18 Sv) The London Hearing Voices Network "Thank you so much for a fantastically interesting and well-conslrucled course. 11 was one of the niost interesting things I've done for 8gesl Since b8ing retired from the Open University I've found it very isol8ting being in a world where not many people (if any) understand or even ever mantion mental health. It W8s extremely refreshing being amongst people who are interested. compassionate and dedicated to moving understanding of mental h8alth on in the world." (trainee) The London Hearing Voices Network (LHVNI is a project that keeps re¢ord of hearing voices peer support groups for adults across London and not only signposts people to existing groups if they make enquiries, but also offering trainings for more p8ople to train and be able to facilitate peer support groups for adults who hear voiGes, see visions, have other sensory expérience or unusual beliefs that others find confusing or difficult, in addition to other forms of mental distress that are connected to unshared sensory experiences or beliefs. We aim to hoSd regular network meetings where people involved in Ihe hearing voices groups in London, whether as group members or facilitators, can come together. These network meetings often have a guest speaker to talk about a topic that might be of interest to the community, with time afterwards to discuss the groups and any issues that might arise in those groups. 10 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 We hold our network meelings as well as our trainings online, and all are generally well att8nded. Despite limited staffing and resources, we have been able to deliver several group facilitation trainings, especially when we integrated the facilitation training to cover all of the hearing voices projects at Mind in Camden. It is also common for people with lived experience of voice hearing to join these trainings and to become facililators of groups in London, and LHVN really values being able to play a role in making those groups happen. Trainings around suicidality, as well as trainings around racism and hearing voices have proved to be popular with positive feedback, whiGh reinforces the importance of being able to deliver sessions on topics that feel relevant. 'ljust wanted to drop you a note and say how amazing the three days of training havo been, and what a fab job you did,. thank you. It has definitely rai58d my confidence and really 8mpowered me to be able to take a greater rolo locally (and maybe nation811y if the opportunily arisesj." (Trainee) Key Figures: Network meetings held.. 2 Number oftrainings.. 5 Facilitators Irained.. 47 v) Erasmus Project "It has been fun to b8 part of a project that looks at things from such a different perspeGtIVg. I love the emph8sis on cre8tivity because art can b8 so h8aling in lots of diffe￿nI wgys and w8 need more of that" event participant The Erasmus funded project which was named 'Art ofvoices, is a collaboration between Mind in Camden and various organisalions associated with the Balkans Hearing Voice Network. The project aimed to develop a training resourced aimed al professionals working in Serbia and other neighbouring countries to support people who hear voices in creative and Gompassionate ways. The Iraining was developed by a range of creative therapists trained in artistic mediums such as dance and movement therapy, bibliotherapy, art therapy, etc, and sUpe￿Ised by Mind in Camden. The training was piloted in Sarajevo, as well as having multiplier events acr0$5 the world to promote the project, for which Mind in Camden was responsible for holding a London based event to celebrate the Art of VoiGes. Mind in Camden was also responsiblè for holding regular supervisions with the collaborators as a group, as well as separately, and would guide them in creating training resources that are effective and could bè made into an online training. The pilot was a success and the training is available online for people lo access and Complete th8 various modules that cover different creative modalities. Key Figures: Number of people at multiplier event: 30 vi) Backroom support for International Hearing Voices Projects (IHVP). International Hearing Voices Projects is a small voluntary led UK (United Kingdom) registered charity that provides support for the international hearing voices movement by Convening an annual international congress {Recently held in Canada, Gree￿, Spain, the USA and France, and online), curating the Intervoice website at htt .'Ilwww.intervoiceonline.or providing a social media presenGe and providing support for budding national movements. MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 For several years Mind in Camden has provided backroom services to IHVP including basic accounling, co-ordinating AGM meetings and the submission of required information to regulators in return for a small management charge levied on membership income. We are pleased to undertake this work as it is in line with our values and our aim to promote the adoplion of more person centred and human rights-based approaches lo mental health. Key Figures: There are now over 24 countries that have their own established national hearing vol￿S networks, and many more where the movement is growing. This has been supported by the pioneering work of this organisalion. b) The Phoenix Wellbeing and Recovery Service Community and co-production are at the heart ofthe Phoenix Wellbeing and Recovery service. Members describe Phoenix as a safe space lo socialise, receive support and be themselvés. Together, community members create an environment that encourages interdependence. Our approach involves participants in planning every workshop, group, or event, giving them control over their experiences and the support they receive. Co-production in support groups. activilies and outings helps lo foster a sense of ownership and agency amongst community members-, meanwhile, over the past year, we have made changes to the Phoenix calendar to help community members access direct one-to-one support with staff to help resolve urgénl issues with housing, healthcare and benefits. The year has also been a time of resilience and adaplability for the service.. despite Camden Council's decision to retract funding from Mind in Camden and instead insource the support of our members at the Greenwood Centre, the Phoenix community has remained strong. At the time of writing (July 2024}, Barnes House still hosts former Phoenix members as part of a day centre organised by the Greenwood Centre, the funding of which is secure until April 2025. This funding will afford us some time to consider what we want to do with the Phoenix going fo￿ard. Our Phoenix Recovery Worker and Senior Recovery Worker have made a significant impact. They provided individual support for nine individuals with housing-related issues and 14 individuals with wèlfare benefits issues, In addition lo providing members with support for essential mattérs, our Recovery Worker has also supported 9 members in receiving grants for computers and tablets to pursue education, volunteering and work. One of our member volunteers, inspired by her work volunteering in peer support groups has gone on to study a diploma in counselling. Addilionally, two Phoenix members have been supporting in the space as volunteers bringing the total number of member volunteers to seven. We have developed sevéral new groups, both within the Phoenix space at Barnes House and our open-access peer support groups. A new partnership with Kentish Town Pool has facilitated weekly swimming club for those that need physical support getting in and out of the water. Trips to the pool saw an increase attendance with one member commenting that she'loves being in the water, and 'appreciales the support and motivation from Phoenix volunteers., Phoenix members have also taken part in Dance Therapy, Art Therapy and Music Therapy all delivered onsite. Over the course of the year, we have seen a steady increase in the popularity of our open-access Peer Support groups, this has led to us to recruit several new co-facilitators. Two ex-Phoenix members number amongst our newly recruited co-facilitators and are now helping with our groups on a regular basis. The support group for the LGBTQIA+ community started in October 2023 has seen a consistent increase in participation throughout the year. 12 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 Camden Council inforrned us in December 2023 that Mind in Camden will no longer receive block funding for the Phoenix service and that members will transition to the Greenwood Centre as of April 2024. From December 2023 onwards, we organised a series of meetings with members to get an understanding of their thoughts and feelings surrounding the service change5. These CO•produced meetings gave space for Phoenix members to voice their fears about the changes but also lo clearly articulate what they most valued in the servi￿. The powerful sense of community, inclusivity and friendship in the space was mentioned by several members. Another defining theme that arose from these Gonversations was the autonomy that Phoenix members have in selecting how the service runs with members feeling empowered to select and design events and activities as a group. Mind in Camden is now a host location for the Greenwood Centre support, which has allowed m8mbers lo remain at Barnes House and keep continuity in their support and community. Throughout the uncertainty, members have also used community meetings as a forum to discuss what they would like to do in celebration of the service culminating in a lively Irip to Brighton and barbeque held for members in late March. Whilst the planned changes have been diffiGuIt for many of our community members- they have been able to communicate aspects about the Servi￿ that they would like to preserve. Key Flgures: 850 attendances at peer support groups across the year 97 unique individLtals attending peer support groups across the year Eight members have received support in securing grants for items such as computers and tablets - to facilitate education, volunteering and work. 1819 attendances at activities Phoenix Service 42 Phoenix members attending regularly 304 peer support groups across the year 720 group sessions across the year What our members say". .1 am as 18m with all the contradictions, and l am not being palhologised. Everyone has problems and, in this space, I don't stick out like a sora thumb. .1 lik8 the way that this community helps to provide an oullel for difficult emotions through the arts... Keep up the h8rd woth in all you do. It's amazing" "l am so thankful to have somewhere that I can como when I have pmblems.. It's a nurturing place." 'Very good service, I would like it to b8 here pennanently. c) Regch Out {Formerly the Camden Mental Health Alliance) The Alliance was envisioned to plan, coordinate and manage a range of support and services for those who are concerned about their own or their family or friend's mental wèllbeing. With other partners, it is working to build community resilience and reduG8 stigma and inequalities in mental health. Alliance partners include service5 at Likewise, VoiceAbility and The Advocacy Project, as well as our Alliance manager at Voluntary Action Camden and our commissioners at Camden Council. 13 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 The initial contract, which commenced in April 2022, was inilially for 2 years bul has been extended by a further year. The assumption from Camden is that if successful it will be re-contracted with a longer time period. i) Group work: The Healthy Minds Community Programme {HMCP) The Healthy Minds Community Programme (HMCP) links mental health seNices and ¢ommunity- based support by partnering with Camden organisations and locals to provide free wellbeing activities. These activities are group-orienled and customised for individuals facing mental health challenges or social isolation. Our groups adapt to match the current demographics of Camden and include adult education classes, community art projects. creative workshops, and sports and fitness groups. HMCP is notjust a program, it's a community-driven initiative. As part ol Reach OLrt, a group of Camden-based charities, we're working logether to creale a cohesive network of diverse community support offers. This is not something we're doing for the community, but with the Gommunity. Members and lived experience advisors have been and continue lo be instrumental in developing how we operate, from co-producing the structure, messaging and processes that make up integrated CA Community support. Over Ihe past year, the HMCP has been a source of hope and optimism. We've increased the number of infomial social spaces, with both staff and volunteers present, welcoming community members from other Reach Out organisations. These lively social spaces have seNed as a forum for HMCP members to provide valuable feedback and share ideas, fostering a sense of community and belonging. Our increasingly popular Coffee Mornings allow members to socialise in a familiar setting with the wider community. Meanwhile, our Zen and Wellbeing days, which include activities such as meditation, mindfulness exercises, and group discussions on mental health, are an opportunity to link Healthy Mind members with other organisations in the local community, such as the SURMA Centre {Bengali Worker's Association), Casllehaven and Likewise (to name but a few). These evenls have helped members connect with different groups through adivities such as gardening and Yoga. They have also conneGled them with a wider network of support in the community that can help with vital issues such as housing and benefits, instilling a sense of optimism for a brighter future. This year, we introduced a collaboration with Nordoff-Robbins to deliver Group Music Therapy Sessions. In 2023, we ran three 6-week songwriting courses. These groups inspired members to produce music about their lives and experiences - many participants were working on their pieces in their own time. They were excited to share developments with the rest of the group. Eight participants went on to record their songs with Nordoff-Robbins and took home a finish8d produ they felt proud of. The experience has led several members to pursue musical interests independently- two members joined a women's only group run al Nordoff-Robbins. Another member, who slruggled with confidence, found that the group reignited their passion for playing guitar. After receiving praise and encouragement from other members, he has regularly attended a drop-in 'jam' session in Camdén Town. In r8sponse to member feedback, the HMCP has expanded its group offeTS to include more frequent exploration of Camden's parks and green spaces. Over the last year, the HMCP organised 15 Nature Walks in collaboration with Heath Hands and Royal Park$. These supported events have helped community members access free walks, activities, and volunteering opportunities with the organisations direGlly. Through Ihe partnership with Royal Parks, Healthy Minds members havè also made their voices heard in consultations with Royal Parks aboLrt new initiatives and developments in Regents Park. 14 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 Our adutt education offer at the WM College has continued to grow in popularity. Our bespoke ourses in Sculplure and Ceramics were lively and popular, providing a valuable introduction to the WM College for members. Twelve Healthy Minds clients went on to use our WM College bursary of £65, and four went on to access free courses in core skills such as English, Maths, and IT. The HMCP continues increasing its scope and accessibility lo other community members within CA services. Key Figures: We trained 12 development and engagement volunteers who support us by co-facililating our groups, offering emolional and practical support, and calling around members to engage them in our aclivilies. We provided over 800 hours of group support spaces, over 65¥0 of these were delivered out in the community. 195 people attended our offèrs throughout this period, including OUT Gutrent membership, earlier members, and the general public interested In our programme. What Healthy Minds Member5 Say: .1 have appr8ci8led being able to leave the house and fe61 safe attending activities with other people and leaming new things" 'Coffee moming has been a rock for me, though I slarted off quiel- lh8 SUPPOrtive environment has h61ped ine to feel comfortable and come out of my shell" "The Music Ther8py course had me inflated my egol I didn't think this was possible but feeling Ih8t I was good at something and could support others has helped me" 1) 1.1 work: The Mental Health Social Prescribing service (MHSP) Our Social Prescribing team value a collaborative and human approach. Al the heart of its work, MHSP supports clients to consider what is important to them and make meaningful connedions within their community. Through up to 12 one-to-one sessions, they explore ways in which clients 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 Confiden￿ 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 Foundalion Trust and Mind in Camden. The service is also 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 resources rather than through statutory services. Over the period ofApril 2023- March 2024, some key developments were.. Creatlve Wrltlng Workshop: We have continued to work with one of our volunteers to offer a comprehensive Creative Writing Workshop after 1..1 session. Whilst the inGlusion criteria are quite strict, the workshop has had ovemhelmingly positive responses from those who have engaged with it. We hope to continue to develop this so that the team can offer it as a reflective piece of work for the Glients. Proactive Social Prescribing initlatlve: We have started thinking about how we can possibly implement more Proactive Social Prescribing initiatives. One exciting idea is a community walking tour, open to service users and staff alike, to visit S8veral key organisations in the local area. This initiative, which we started piloting in March 2024, has the potential to significantly enhance our 15 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 ommunity engagement and service provision. We are optimistic about the positive impact it can have. Ex-servlce User Involvement Development: We have been developing a potential pathway for ex-service users to take on more of a volunteer role. The idea is to find ex-service users who have successfully integrated into a community and are happy to represent Social Prescribing as ambassadors of the service. We aim to direct current service users to ex-service users who are already involved in projects to help them attend new activities. This development will continue into 2024-2025. P8er Support Groups: These groups have conlinued to be one of our most valuable offers alongside the main 1..1 offer. We are continuing to reflecl on and review how we can use our closer partnership with Ihe Healthy Minds Community programme to produce further group offers to complement our existing 1..1 offer. Increased emphasis for Lws to network In the community: Building relationships across slaff, teams, and organisalions has been a focus for 2024. We continue to develop and build strong working relationships, especially with referrers and organisations we refer to. By evaluating our services, we see that service users benefit when Link Workers have themselves visited community projects and know named Gontacls. We will continue to do outreach in this Ihis way with an increased focus on Connecting with other Social Prescribers in Camden. Case Load: A wailing list resource package, a collaborative effort in response lo the long waiting list that had become much longer due to staff shortages, was created. This paGkage was sent to clients whose referrals were accepted, but it was suggested as a starting point if they were motivated to do so. Since the waiting list hit around five months in December, we have managed to reduce it ba¢k to around two months. This reduction is further accelerating with the positivè impact of a new part-time link worker being recruited. Key Flgures: Total Referral Number.. 112 Referrals Rejededllnappropriate.. 18 Clients Disengaged.. 18 Clients opted out.. 28 Initial Assessments done.. 50 Total Session completed- 247 R8f8rrals per Core Teams.. North West.. 45 South.. 6 Kentish Town.. 3 Other teams (e.g. icope).. 12 What servlce users say: 'The most important support I got from Social PresGribing was talking, listening, and holding. You need lo share lo go Ihrough it. You feel like a horse with blinders, onGe you realiz&, through sharing, that it s not 88 bad as you think. You also support to mediate betW88n your culture and the one of your new countries, whKh is not easy" 'Somotimes we are so absorbed by what is going on. H8ving someone who helps you create a narrative of your path, who gives you the idea of how much you achioved, this is very hglpful.. 16 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 'Prior to joining the seNKe, I spenl 81most all of my days al home alone, without seeing (Y communicating with anyong. ... Issues with paniG and anxiety 8tt8cks bought on by soci81 interact￿￿ were alleviated slightly wilh tools I was given via sessions with icopo. With the use of these lools, I started to go for walks and visit art galleries on a daily basis.... It was useful because of 8 couple of tasks set and lools given but mostly it was benefici81 because I had a routine of interacting with soméone." 'Aft8r my first visit fo Social Prescribing, I started to write. Aftgr a few further sessions I started writing/painting/cre8ting more or18ss every day" iii} Alliance Community Development: Cultural Advocacy Project The Community Development Team, formerly known as the Cultural Advocacy Project (CAP}, has experienced a dynamic sixth year, marked by proactive responses to Ihe evolving ne8ds and demands of service users and affiliated organisations. Our commitment is still steadfast in supporting a wide array of community groups and organisations across Camden to champion mental health and well-being. Through our endeavours, we aim to empower individuals and families to prioritise and nurtur8 their mental health and overall well-being. Our setvice aims to facilitate access to preventative services while leveraging intemal strengths and resources to enhance mental heallh resilience and reduce isolation among individuals. The leam persistently supported Bangladeshi, Black African and Caribbean, and Arab Gommunities, nurturing ongoing partnerships with parents, community centres, and patients. We take pride in providing meaningful links that have fostered lasting connections within groups, enriching people's experiences and creating opportunities for growth and collaboration. These ¢onnections are eagerly anticipated by individuals looking to expand their networks and engage in meaningful interactions within their communities. The following report provides an overview of the Communily Development Servi￿'s activities and achievements during the period of April 2023 to March 2024. This report aims to highlighl key successes, partnerships. member feedback, and plans for consideration by the trustees. The leam continues its support in the four key areas.. 1) Community Mental Health Peer Support Groups. In 2023- 2024 we have been running 7 peer support groups, attended by over 121 individuals, we trained 11 facilitators to run these groups. Alongside our regular collaborations, we have introduced several new groups in thè community. We successfully launched a thriving peer support group in Camden, specifically tailored for Chinese visitors seeking refuge from civil liberties infringements in their home country. This community has seen a significant turnout, and we have Go-producod a safe haven for individuals fa¢ing challenges. The group foster5 a supportive environment for sharing experiences, seeking guidance, and building solidarity, with Mind in Camden providing cNcial support and resources to those navigating difficult circumstances. Our efforts have created a vital space for connection and empowerment, offering respite and resources to the people who use the servic6. 2) Individual Support: The Community Development team have trained 8 individual peer mentors, who are embedded in ¢ommunities to provide one lo one support to community members. The team has also provided 1-1 support to a Servi￿ user seeking work 31 Communlty Workshops.. We delivered 144 community workshops covering 9 Iopic5. 4) Hospital-based Sèrvices Our Hospital Link Worker is still dedicated to their role at st Pancras Hospital, aiding patients nearing discharge in accessing peer support groups and community peer mentoring. They diligently set up post-discharge pathways to peer mentonng and other non- statutory and preventative Alliance offerings. striving to seamlessly reintegrate patients into the community. 17 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 Feedback from members.. Fèedback from our members reflects the invaluable impact of our services and peer support groups. Peer support groups seNe as vital resources, providing safe and supportive environments for individuals lo share concerns and receive practical feedback. Participants tell us they appreciate the sense of community and ongoing support provided by the groups, emphasising its importance in their lives. Feedback is primarily galhered through meetings and one-on-one interactions, predominantly based on narratives rather than tick box exercises. Once again, this year, feedback has been overwhelmingly positive. Attendees have expressed thal discussions have been helpful and relevant, particularly aboul topics such as managin9 daily life. Group members consistently provide feedback showing that the peer groups significantly enhance their overall wellbeing and facilitate valuable connections with like-minded individuals. They express gratitude for the supportive environment, which not only offers solace during challenging times but also serves as a platfomi for forging lasting friendships. This positive feedback underscores the importance of our peer groups in fostering emotional resilience, camaraderie, and a sense of belonging among our members. An example of commendation comes from from members of the Highgate Newtown Peer Support Group, who praised adeptness in balancing facilitation and participation in running peer support groups. New Partnerships and Inltlatives". We were approache(I by the CEO of Highgate Newtown Community Partnership to lead a support group for Afghan refugees, reflecting our reputation and ability in facilitating such initiatives. Furthermore, we have been contacted by health professionals al St Pancras Hospital to provide a Long Covid 19 peer support group which is due to start in May 2024. In addition, we are in discussions wilh a Clinical Director from Kentish Town PCN to train female members from Ihe Bangladeshi community to be Mental Health champions for the practice and ¢ommunity. Mental Health Awareness Tralnlng: Successful training sessions on Mental Health Awareness and Pe8r Support were conducted for the Hong Kong community, with requests for further training received. Somall Communlty Engagement: Discussions with the Brrtish Somali Community Projecl Coordinator for mental hea￿h training for prospective Cornmunity Mental Health Champions are ongoing. These contributions and initiatives show our ¢ommitment to fostering community connections, promoting well-being, and ensuring the long-term sustainability of our programs. Plans for Future Development: We ar8 exploring opportunities to enhance our services by incorporating activities su¢h as trips and walks, as suggested by the Highgate Newtown Team. Moving forward, we are eager to start training sessions within each group aimed at equipping members with the skills and knowledge necessary to conduct their own fundraising initiatives. By empowering our community to g8nerate its own financial support, we can work towards achieving financial independence and ensuring the 5UStainability of our groups for years to come. In conclusion, the efforts of the Community Development Service continue to make a meaningful difference in the Ilv8s of individuals and communities we serve. We stay committed to fostering partnerships, promoting m8nlal health awareness, and providing essential support to those in need. What servlce users say: MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 .1 h8ve learned so much fmm the group. I have new friands. I get advice fn)m the group. It h8S helped m8 improve and strengthened me so th8t18m more foGus8d now." .1 didn't know what Io expecl. Il's been wonderful. Part of my life. It provides an anchor for me in my everyday life, and hope for the future.. 'The group has been è real resource for me. A fixture in my week. A lovely space and 8 lovely group to share fny worries with. l Gan unpack my wOrr￿S and gel real support. I will le8ve less conGgrn8d about my troubles knowing I can relurn noxt week. That's very important.. 'a re81 lifesaver." d) The Support and Connect Service The Support & Connect IS&C (Support & Connectl} service is a collaboration between Mind in Camden and Likewise a local community organisation Ihat is also a valued partner in our Reach Out Camden Se￿ICeS and Camden and Islington Foundation Trust (C&ll. The service continues providing its three-fold offer.. Individual support, community development and welfare rights support The Gore aims ofthe seNice are.. To support the most vulnerable people struggling with their mental health, including people who don't usually engage with services and those isolated or disconnected. To adopt a holistic approach when supporting people with their menlal health and taking into context social determinants of wellbeing such as social contact, welfare, physical activity and beyond To continue embodying Mind in Camden Values and Gulture in Core Teams spaces to model what we want to see,. by offering empathy, authenticity, and openness to all NHS Golleagues. To embed qualitative assessment and analysis into the service to showcase the impact of our cullural values and integrale this into the Core Team outcomes framework. To work closely with Reach Out Camden and community groups and partnerships to ollaborale on offers and to support awareness of opportunities. Over the last year, the service has become fully embedded wlthin the three Camden M8ntal Health Core Teams (Kentish Town, Northwest, and South). People are referred into the service predominantly through Primary Care (GPS), with referrals being shared across Mind in Camden and Likewise. Support is provided over three phases.. Gelting to know you., supporting and connecting,. and pausing or moving on. The'pause, function allows us lo reconnect with follow-up support without them needing lo be re-referred. Through the pause, we work with people in a way that aims to adapt to their needs and remove the stress that comes from the rigid conditions of some referral processes. In the last year, Mind in Camden Support Workers offered the one-to-one service to 200 people be￿een 1st April 2023 and 31. March 2024. The service has also recruited and trained five new volunteers to extend social engagement opportunities for those receiving one-to-one work. We have ju51 recruited a Welfare Rights Worker through a partnership wilh Citizens Advice Camden. Communlty Development: In addition to our one-to-one offer, our community development offer builds relationships with the local community, promoting group working and encouraging service user involvement. Last year, the Community Development Worker worked alongside many communily organisations in Camden including the Chinese Community Centre, Filzrovia Youth Action. Living Cenlre, the Bengali Workers AssoGiation, 19 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 These partnerships involved exploration of what support is missing, raising awareness of the Core Teams offer, as well as collaborating wilh NHS colleagues to facilitate joint mental health workshops in different community spa￿s. This work has started to provide a bridge belween the community and NHS services as well as helping clini¢ian5 to work more closely with VCS organisations, In turn, feedback has been brought to different Core Team meetings to help shape service delivery. What People using the sèrvlce say: "Both the one-to-ong seNice and the groups l attend have helped me a greal deal in managing my mental health and getting me lo participate and interact wilh people and discover new ways to b6 part of the community." "Th8 biggest dIffe￿nCe I can point out is th81 this support felt mor8 E)11-8ncompassing. I w8s s88n as a whole person, all my lile and experiences were taken into Gonsideration when thinking aboul support and th8r8 was a real focus on addressing the more practical thing￿daY to day elements that were negatively impact117g my physical, mei?tal and emotional health 8nd wellbeing. Thank you, thank you for understanding Ihat Ihere are many elements Ihal imp8Gt and affect mental health. Thank you for helping lo empower me to be acliva in supporting my own recovery and wellb8ing. rhank you for being Ih8re for me and lor prov￿l￿g me with lools and resources to lake positive steps low8￿S supporting my own heallh and wellbeing." "This SP8Ge just rell better because I never felt lik8 I had lo explain myself properly,. In Ihe past when I d see other people I fell like I had to have a direct reason or answer to the things they wanted to know and it would make me doubt myself or wonder if the way my n78ntal health impacled ffl8 was basically jusl in my head because I didn't have Ihe space to filter every thoughl going thmugh my he8d." Key Figures: We received 159 referrals across the year from Ihree Camdén Core Teams. Most of these referrals came from Kentish Town168) while North West Camden received 45 referrals and 46 came from South Camden. We had an 870/0 acceptance rate of referrals. Referrals are widely accepted wherever possible, though sometimes rejected on Ihe basis that they come from outside of Camden or may be more suitable for another service. Often these referrals were passed to our Social Prescribing Team. Our four Recovery Workers and one Senior Recovery Worker worked with 138 people over the year. We achieved an average response time of 13 days from referral to first Gontact. è) Our environmental footprint and the impact of our seNices Mind in Camden's commitment lo minimising our carbon footprint has always been important to us. For over ten years we have been a member of the Camden Climate Change Alliance (recently rebranded as the Camden Climate Allianc8) which is a Council initiative aiming to reduce the borough's environmental impact. Over this time, we have benefiled from advice, annual monitoring, workshops and local green initialives from the Alliance. Our carbon footprint has reduced by 53% since 2012113 and we have won several award5 for our work. We continued lo take part this year in the Mayor of London's Business Climate Challenge, which entails making a commitment to carbon reduclion, and this year we continued to replace all our fluorescent strip lights with LED lights which are both much cheaper to run and easier to recycle. With regards to our heating, the recommended heat pump was prohibitively expensive, but we replaced our nearly twenly-year-old boilers with efficient Eco models. We continue to encourage 20 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023.2024 staff to minimise paper use and use both products and services that are environmentally friendly whèrever possible. Key Figures: Total Materials Recycled.. 388kg { an improvement of 32¥0 on the previous year) of which White Paper.. 162kg (same as last year) Mixed Paper.. 198kg (31 % less than last year) Security Paper.. 26kg {670k less than last year) Batteries.. 2 kg (none recycled in the previous year) Total Trees saved.. 4 Total kg C02." 440kg 5. The Contribution of Volunteers 'Worki17g 117 the admi17 offiGe has spring boarded n?y Conl￿ence, (admii? volunteer) Volui?teering does be17efit in8 in a major way, I have learned a lol from knowing myself better, and ki?owing others at Mind beller too, lh8 differeiice has made life beller loo" (P170enix member volunteer) 'Mind gave me the chance lo volunteer 117 Phoenix Centre. They also gave me a 3-day trai17iiig to be a co-faGilitator, the H8ari17g Voices Group, and the Anxiety group. I have been battling Wlth physical pain and also mei?t81 health till present. I really enjoy the role of engaging and helpii?g sewice users ii? phoenix Ce17tre a17d olher groups. Mind given the chance to be more confident and have more self-worth... ' (Phoenix member volui?teer) Volunteers have always been at the heart of Mind in Camden, adding their own energy, unique perspectives, skills and experience to our community of service members and Staff. Many of our volunteers continue to be people who use our services or who have lived experience of mental health issues and groups. Two staff members this year were recruited who have been dedicated volunteers in the past. One of them has been proactive in helping Phoenix members take on volunteering both here and elsewhere- one of the Phoenix member volunteers has now obtained sessional work in another organisation. The member volunteers actively help the service provide more peer support, and more outings and groups, and their dedication fosters a powerful sense of community in the servicè. Phoenix depends on ils volunteers especially for weekend and outside activitl8s. The free peer support groups, which have increased in number over this period, have also benefitted from their input, and there are now three co-facilitalors that are also Phoenix members. There has been an average of 40 volunteers at any one time in 2023-24 and we estimate volunteers ontributed 6,500 hours or 928 working days. Using the London Living Wage rate of£13.15 per hour as a benchmark, the financial b8nefit would have been equivalént to £85,475. Since the pandemic we have fewer volunteers overall partly due to some services having a higher level of online activity, and fluctuations in staffing, impacting on the capaGity to support volunteers, for example, we were not able lo provide our usual work experien￿ placements for schools. Despite the lower numbers. the quslily of peoples, experience and engagement as volunteers is still high and the induction training has, after changing during COVID, has returned to being a full day5 at Mind in Camden shared by all the managers recruiting volunteers. Volunteers provide help in all aspects of our work, from providing emotional and social support lo the people we work with, to helping with running grotjps. administration, and being Trustees of Mind in Camden. We are grateful every day for their help, their time and kindness. 21 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 6. Financial Review Principal Income Sources Our principal sources of income were.. Camden Council provided 560A {1,008.565) of our income through contracted seNices. including Alliance and Phoenix services Charitable Trusts and companies. several of whom fund our Hearing Voices projeds, represent 5%1£82,246) of our income 320￿ (£570,773) comes from local NHS organisations funding Social Prescribing and new Single Point of Contact projects 50k1£85,0491 come5 from Mind Ventures. the charity's trading subsidiary. The remaining 20A1£33,7951 is mainly oftraining, some fees and one-off donations. 11 is of note that 290/0 (£531,126) of our total income goes to pay for services from other organisations. 27¥01£479,789) of our total turnover goes out in payments to our Alliance and other partners. Investment Pollcy Most of the charity's funds are revenue grants to be spent within each budget year. We need quick access to our limited reserves lo cover Gash flow and to meet unexpected expenditure, so there ar6 no funds available for long term investment. The Management Committee delegates the Finance Director to invest the relatively lesser amounts of funds that the organisation has available in short-term money market account to generate interest, with low interest rates this activity amounted lo only £11,300 in this financial year. Reserves Policy Current Reserves levels are outlined on Page 40 of the accounts. Note that some rese￿eS are restricted while the policy below Govers unrestricted and designated reserves combined. Why Mlnd in Camden needs reserves al They help to manage the risks of legallfinancial liability around entering into contracts with individuals and organisations. b} They protect the charity from insolvency or serious cash flow issues during times of change. cl They enabl8 US to temporarily support projects that are short of funding until funding is found. We do not see the deferment of difficult decisions as an effective use of reservès so our criterion for this use is that it must be shown lo be likely that funds will be raised to cover the costs. d) Often when organisations face a substanlial loss of income, they have to quickly shed post5 and lose cor8 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 butlarger contracts, this presenls an increased risk, so there may be a need to support core capacity in the short to medium term to 'buy time, to fundraise andlor make a well planned and gradual transition to a new adminislrative structure. e) When reserves are at an acceptable level, we can use them as an investment. For example, we have used designated funds to conduct a pilot project to meet the needs of local refugees and to refurbish our premises to make the space better for our service users and staff. n We also have liability for many repairs in our premises lea8e8. ReseNes piovide a way of meeting one off obligations for major items Ihat would not be attraclive to funders. 22 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 g} Reserves can play a positive role in cash flow management, especially when statulory grants are often late in arriving. h}11 is generally seen as a marker for financial health and prudence to hav8 an appropriat8 level of resetves - it demonstrates financial competence and helps in ensuring we pass due diligence tests for Gontracts or other partnerships. i) Some forms of revenue income carry a higher-level risk, for example. contracts where income is on a per capila 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 contracts and untried markets, which is often the nature of our environment. j) Where higher levels of risk mean higher potential gains, the better our resetves 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 reservès needed Sin¢e resetves are accrued lo provide for unforeseen Circumstances, il 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 reserves a volunlary organisation should have been that of 3 months, running costs (25D/o) of the organisation's overall turnover. For a long time, it was unrealistic for us to a¢hieve this because each year we slruggled to create a balanced budget and were often faced with 8 choice of creating a fund for reserves at the expense of posts andlor services. Since the aim of reserves is to preserve the organisation's seryices, we believe it would be contradictory to cut services to create more resetves. However. due to careful management of expenditure, some unexpected income and batter costings of applications we have now succeeded in building reserves to an appropriate level. A further consequence lo us of larger contracts is Mic {Mind in Camden) taking on the 'bankerf role in relation to a large Alliance Gontract. Unlike the lead provider role - where we subcontract some elements of seryices 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 responsibiliiy which is then shared with all partners in the Alliance. This means thal, while our turnover increases by the sum given to US to pass on, including this considerable sum (this year £479,789) in our calculations for reserves levels would distort the reserves target. We manage this by deducling the passed-on sum from both income and expenditure to establish the level of reserves needed. Pro-active management of reserves We note that many funders express concerns about making grants to organisations that hold more than one year's reserves. We will automatically review the situation if we reach more than a 6-month level. However, these percentage Sevels are proportionate to turnover, 80 we will conslder potential shrinkage andlor anticipated growth in establishing if our level of resetves is reasonable. For example, if we think that turnover will substantially 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 that, by their nalure, cannot be directly fundraised for and so must be built up over time. 23 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 Also, we recognise Ihal a level of reserves above our target may be helpful if we do lose one of our larger contracts, so we will not 'spend down, to the 250kn level unless it is justified or il meel some urgent need. Even with this in mind, it is highly unlikely that we would ever allow reseNes to go above the one-year level. In the same way. we would not maintain the 250A of reseNes at any cost, so we may decide (wilh good reason) to allow them to dip below this level, in which case we will assess the risk level and act accordingly. It is unlikely we would allow rese￿e$ to drop below 140h of turnover. What steps we wlll take to estsblishlmalntain reserves We will continue to manage risk with conservative budgeting and tight control of spend, achieving surpluses wherever possible, and lo actively monilor 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 integrity of our revenue budget by identifying the underlying causes of any ongoing tendency to set deficil budgets or to Lsse reserves in ways Ihat could substantially undermine their level. We will, when idenlifying designated funds from reserves for capital or other one-off expenditure, always consider the impact on the level of reserves overall. Designated Expenditure Given that reserves are at an acceptable level, the Trustees have designated funds to improve our premises, facilities, services and online presence. The movement of designated expenditure during the year is explained in note13 in the main aGcounts. 7. Plans Our plans include.. Completing induction and appointment of new committee members Recruiting and induct a new CEO after the retirement of our existing one Further develop HR systems and practice Change the payroll from Sage to Money Soft for the 2024-2025 accounts. Finalise leadership work in Alliance and work on next steps for Alliance Manager post In partnership with other providers, complete development and implementation of an AllIan￿- wide outcomes framework. Consolidale the single point of access including its online home and referral route In partnership with Likewise and Camden and Islington NHS Trust facilitate and manage the continuing strategic development ofthe Support and Connect (Core Teams) servi To fully implement further develop the Support and Conned service To offer collaborative opportunities in the client work to Core Team Staff lo facilitate morè holistic approaches and mutual learning To embed qualitalive assessment and analysis into the Support and Connect service to showcase the impact of our cultural values and integrate this into the Core T8am outcomes framework To assist in evaluating the Core Team's progress, challenges and successes To collate service-user's experiences and perspectives of core team service and co-create meaningful outcomè measures and recommendalions. 24 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 Explore additional funding sources to address the increasing demand for peer support groups and mental health awareness training. The demand for these services has escalated across various areas of Camden, particularly from health professionals serving the BME communily. Enhance the skill sets of the Community Development team to provide additional services including peer support groups and provide one-lo-one support. Seek out relevant Continuing Professional Development {CPDI opportunities to fulfil this objective. Review and refine data collection methods to ensLtre alignment with AllianGe outcomes. Establish and develop a sustainable replacement for the Phoenix service Monitor, assess and develop measures to ensure that the Healthy Minds Community Programme is accessible in the context of the Camden Reach Out Alliance. Continue to expand Mind in Camden's open-access group offers both in the form of peer support groups and counsellingl therapy groups Engage in fundraising for Gontinuance of Hearing Voices services from April 2025 Continue to explore work on suicidality in relation lo our Hearing Voices projeGIs Support existing hearing voices per support groups in prisons and secure units and encourage the development of new groups, particularly in IRCS Voice Collective to finish work around reimagining safely and safeguardinglduty of care processes funded by NSUN, encouraging practice that supports young people's agency and autonomy Continue to support the development of Voice Collective groups held by olher projects I organisations and Mic Continue to work in partnership with organisations and academics to promote different understandings of voice hearing Continue to provide London Hearing Voices Ne￿Ork trainings online. 8. Trustees The following served as charity Trustees and Company Directors during the period covered by the Report.. Elise Ormerod, Chair Rebecca Armstrong Rebecca Hammond- who left in May 2023 Donna Ellis The Trustees began the process of recruiling and inducting new Trustees towards the end of the period covered by this report. All the Trustees are members of the company and guarantee to contribute to the assets of the ompany in the evenl of it being wound up; such amounts as may be required not exceeding £1. The number of guarantees on 31 March 2024 was 3. 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 Trustee3' responsibilities Company law requires the Trustees to prepare financial statements for each financial year. Under that law the Truslees have elected to prepare the financial statements in accordanGe wilh the United Kingdom Generally A¢￿pted Accounting Practice (United Kingdom Accounting Standards and applicable lawl. Under company law the Trustees must not approve the financial statements unless they are satisfied that thèy give a true and fair view of the situation of the charity and of the surplus or deficit of the charity for that period. In preparing these financial stateménts, the Trustees are required to.. 25 MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2023-2024 Select suitable accounting policies and then apply them consistently Make judgements and estimates that are reasonable and prudent Comply with applicable accounling standards, subject to any material departures disclosed and where explained in the financial statements Prepare the financial statements on the going concèrn basis unless it is inappropriate to presume that the charity will conlinue 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 al any lime the financial position of the charity and enable them lo ensure that the financial stalem6nts comply with the Companies Act 2006. They are also responsible for safeguarding the assets ofthe charity and hence for taking reasonable steps in the prevention and detection of fraud and other irregularities. The Gharity has taken advantage of the small entities, exemption. Approved by the Management Committee on 23rd Sept 2024 and signed on its behalf by Elise Ormerod - Chair 26 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 2024 which comprise the consolidated Slatement 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 signifiGant 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 Practicè). Opinion on financlal statements In our opinion the financial statements-. give a true and fair view of the state of the groups and Charity's affairs as at 31 March 2024 and of the group's incoming resources and application of resources including its income and expenditure for the year then ended.. have been properly prepared in aGcordan¢e with United Kingdom Generally Accepted Accounting Practice., and have been prepared in accordan￿ wrth the requirements ofthe Compani8s Act 2006. Basis for opinion We conducted our audit in accordance with International Standards on Auditing (UK) IISAS (UK)) and applicable law. OUT 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 Charrty in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Elhical Standard and we have fulfi'lled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence w8 have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relatlng to going ¢onGern In auditing the financial statements, we have concluded that the trustees, use of the going concem basis of aGGounting in the preparation of the financial statements is appropriale. Based on the work we have perfomied, we have not Identified any malerial uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements ar8 authorised for issue. Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report. Other infomiatlon The trustees are responsible for the other informalion. The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. Our opinion on the financial statements does nol cover the other information and, except to Ihe extent olherwise explicitly slated in our report, we do not express any form of assuran conclusion Ihereon. In connection with our audit of the financial ststements, our responsibilFty is to read the other information and, in doing so, consider whether the othef informalion is materially inconsistent with the financial statements or our knowledge obtained in the audit or othetwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whelher there is a material misstatement in the financial statements or a material misstatement ofthe other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report Ihat fact. We have nothing to Teport in this regard. 27 INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES OF MIND IN CAMDEN Oplnlon on other matter pres¢rlbed by the Companies AGt 2006 In our opinion, based on the work undertaken in the course of the audit.. the information given in the trustees. report (incorporating the direGlors' report) for the financial year for which the financial statements are prepared is consistent with the financial statements-, and the trustees. report lincorporaling the directors, report> has been prepared in accordance with applicable legal requirements. Matters on which we are required to report by exceptlon. In the light of the knowledge and underslanding of the Charily and its environment obtained in the course of the audit, we have not identified material mi5Statements in the Trustees, Annual Report. We have nothing to report in respect of Ihe 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 from branches not visited by us., or the financial slatements are not in agreement with the accounting records and returns., or certain dis¢losures of truslee5' remuneration specified by law are nol made., or we have not received all the information and explanations we require for our audit. Responslbllitles of the trustees As explained more fully in the Trustees. Responsibilities Statement, the trustees (who are also the directors of the Gharilable Gompany for the purposes of company lawl are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view and for such internal control as they determine is necessary to enable the preparation of finan¢ial statements that are free from material misstatement, whether due to fraud or error. In preparlng the financial statements, the trustees are responsible for assessing the Charity's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless Ihe trustees either intend to liquidale the Charity or to cease operations. or have no realistic alternative but to do so. Our responsibilities for Ihè audit of the financial statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whelher due to fraud or error, and to issue an audilor's report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee Ihat an audit conducted in accordan￿ with ISAS IUKI will always detect a malerial misstatement when il exists. Misslatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of thèse financial statemenls. Irregularities, including fraud, are instances of non-complian￿ with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in resp8Ct of irregularilies, 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-complian¢e with laws and regulations, our procedures included the following: We enquired of management, which included obtaining and revièwing supporting documentation, concerning the charity's policies and procedures relating to, 28 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 instances of non-compliance. Detecting and responding to the risks of fraud and whether Ihey have knowledge of any actual, suspected, or alleged fraud. The internal controls were èstablished to mitigate risks related to fraud or non- compliance with laws and regulations. We inspected the minutes of meetings of those charged with governance. We obtained an understanding of the legal and regulatory framework that the charily 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 Gharity from our professional and sector experience. We reviewed the financial slatement disclosures and tested these to supporting documentation to assess compliance with applicable laws and regulations. We performed analytical procedures to identify any unusual or unexpected relationships thal may indicate risks of material misslatemenl 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 indicatwe of a potential bias and tested significant transactions that are unusual or those outside the normal course of business. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at.. Iwww.frG.org.ukJauditorsresponsibilitiesl. This description forms part of our auditor's report. Uso of our report This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity's members those matters we are required to state to them in an auditor's report and for no other purpose. To the fullest extenl permitted by law, we do not accept or assume responsibility to anyone other than the charity and Ihe charity's members as a body, for our audit work, for this report, or for the opinions we have formed. 111012024 Anthony Epton (Senior Statutory Auditor) for and on behalf of Goldwlns Limited Statutory Auditor Chartered Accounlants 75 Maygrove Road West Hampstead London NW6 2EG 29 MIND IN CAMDEN CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES Iln¢orporatlng an Incom• and Expvndltur8 Account) FOR THE YEAR ENDED 31 MARCH 2024 R¢strlctsd Unre8trlcted Fund8 Funds D¢81 2024 Total 2023 Totsl Income from Donatlons and L8gaclg1 Other Tradlng Actlvl¢les -Gross Income Irorn Subsidiary Income From Investments 21bl 9,377 9,377 12,222 85,049 11.300 105.728 85,049 11,300 105.726 52.058 3.297 67.577 In¢om¢ from Charftable Actlvltle8 Direct Support Services 82.246 82,246 1.619.372 1,819,372 1,701,618 1,701.618 1,680,947 1,680,947 Totsl Income 82,246 1,725.098 1,807,344 1,748,524 Ex endlture on Expendlturo on Ralslng funds Subsidi8ry cos15 85,188 85,186 52,371 Expendltur• on ChaAtable actlvltlès Direct Support Services 31ay12 123,637 1,623.594 1.747,231 1,896.914 Total Charitable Expendilure 123,637 1.623,594 1,747,231 1,696,914 Total Expendltu 123,637 1,708,782 1,832,419 1,749,285 N•t IncomellExpendlturel for tho year 141,3911 16,316 125,0751 17611 Transfor botwe•n funds 13.14 6,882 18,8821 Fund$ ot 1 Aprll 2023 41,391 575,396 14,882 631,669 632,430 Fund$ at 31 March 2024 598,594 8,000 606,594 631,669 The not83 on pages 32 10 42 fomi p8rt of thèsè financlal statement$. There were no other re¢ogfiised surpluses or deficits forlhe year. The movement on re3erves above is shown in notes 12.13 and 14 to the financial statements. All ol the organi3alion's operations are classed as continubng. MIND IN CAMDEN BALANCE SHEETS AS AT 31 MARCH 2024 The Grou The Charlt 2024 2023 2024 2023 Not Fixed Assets Intangible Fixed Assets Tangible Fixed Assets Investments 300 20,838 480 16,239 300 20,838 100 21,238 480 16,239 100 16,819 21,138 16,719 Current Assets Debtors Cash al Bank and in Hand 10 126,174 552,359 678,533 121,329 671 179 792,508 125,896 536 151 662,047 120,819 659,725 780,544 Credltors: Amounts Falllng Due Within One Year 11 193,077) 1177,5581 180,6651 1169,8071 Net Current Assets 585,456 614.950 581,382 610,737 Net Assets 606.594 631.669 602,620 627,556 Funds Restricted Funds Unrestricted Fursds 12 13 14 41,391 14,882 575,396 41,391 14,882 571,283 Designated General 8,000 598,594 8,000 594,620 606,594 631,669 602,620 627,556 The notes on pages 32 to 43 form part of these financial statements. The financial statements have been prepared in a¢¢ordance with the special provisions relating to small companies exemption. Approved and authorised for issue by the Management Committee on 23rd September 2024. Elise Ormerod - Chair 31 MSnd in Camden Consolidated Ststement of Cash flows at 31st March 2024 Notes 2024 2023 Cash flows from operating actlvlties Net Income Ilossl for the year {25.0751 17611 Adjustment for.. Depreciation Decreselllncrease) in DebloTS IncreasellDeGrease} in Creditors 8,964 14.8451 {84,4811 8.647 43,282 36,846 10 11 Cash flows generated from opgratlng activities (105,437) 88,014 Purchase of Equipment 81a) 13,3831 5.6551 Cash flows used in Investment actlvltles 113,383) (5,6551 Net Increselldecrease) in cash also sge nolo 18 {118,820) 82,359 32 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS 1. Accounting Policies la) The Financial Slalements have been prepared in accordance wilh Accounting and Reporting by Charities.. Statemenl of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting standard applicable in the UK and Republi¢ of Ireland (FRS102) (effective January 2015) - (Charities SORP (FRS102}) and the Companies Act 2006. Liabilities are initially recognised at hislorical cost transaction value unless othe￿ise stated in the relevant accounling policy note. These accounts have been prepared on a going concern basis because the charity's projected earnings in the financial year 2024-2025 will be £1,679,206. The financial statements are prepared in sterling {£) and rounded to the nearest pound. We havè omitted the charity SOFA as allowed under the section 408 of Companies Act 2006. The charlly is a public benefit entity. (b) Charges, investment income and voluntary income receivable by way of donations are included in full in the Sla*emenl of Financial Activities when receivable. In preparing these accounts no value has been attributed to the work performed by volunteers although their work is considered vital to the activities of the charity. Goods sold al the charity shop (Camdèn Mind Ventures Ltd) are recognised when the custorner purchases the goods. (¢) Restricted funds are to be used for specified purposes as laid down by the donor. Expenditure, which meets this criterion, is identified to the fund. Id) Unrestricted funds are donations and other income received or generated for the Charitable purposes. (e) Designated funds are unrestricted funds earmarked by the Managemenl Committee for particular purposes. The purpose and use of eaGh fund is described in note 13. (fj Funds re￿Ived 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 be classified as restricted fixed assets and depreciation charged against the restricted fund. (g) Furniture, office equipment including IT equipment and software costs are capitalised if Ihe 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 assel over its expected useful life as follows.. Fumiture and equipmént four years on a straight line 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 to the Statement of Financial Activitie5 when due on a straight line basis. No assets are held under hire purchase agreements. (i) The charitable company operates a defined contribution pension scherne. The assets of the scheme are held separately from those ofthe company in an independently administered fund. The pension cost represents the contributions payable under the scheme by the company to 33 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 requirements. (J'l Staff costs, support costs and other expenses are allocated to adivities on the basis of slaff time and allributable Cost. {kl Governance costs (note 3c) comprise slatutory Compliance including the ¢osls of Trustees and auditors and legal and professional fees. {1) Expendilure is recognised on an accruals basis. In the charity, expenditure includes VAT, whereas the subsidiary excludes it as it is VAT registered. 34 MIND IN CAMDEN NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 2{al Income from Charitable Actlvlty 2024 Total 2023 Total Restrlcted Unrestrlcted DIRECT SUPPORT SERVICES Fltzrovla Youth - CYP Pfvl Project 9,774 9,774 9.774 Phoenix and Admlnlstratlon Reach out Camden IResilience Ne￿Ork I 907,387 907,387 907,387 Phoenlx and Admlnlstratlon L B Camden- Community Support Personal 8udgel Income 101,178 3,418 101,178 3,418 101.178 8.999 Sln le Point of Acces8 Camden & Islinglon 480,773 480,773 439,702 TAP Fundlng- Camdon & lsllngton 90,000 90,000 90,000 Volces Unlocked Bromley Trust City Bridge TrLtst Tudor Trust Volce Collectlve Pro Children in Need John Lyon's Trust National Service User Network Prostor Association (Eramus fund) Student Mind 15,000 47,100 15,000 47,100 15,000 30,000 ect 6,667 3,488 9,991 6,667 3,488 9,991 20,000 8,705 18.747 Other GMS Holdings Intervoice Tudor Training Income 17,142 17.142 17,142 297 9,700 1,619,372 9,700 1,701,618 14,016 1,680.947 82.246 'Detailed comparative Informauon for the y8ar ended 316t March 20231$ glven on page 43 35 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 2(b) Other Income Voluntary Income & Membership Donations, Food Income and Sundries Total Unre8trl¢ted Income 2024 8,740 637 9,377 2023 11,099 1,123 12,222 3(a) Total Charltable expendlture 2024 2023 Dlract Costs Staff related Cost other direct Co81 Designated Expenditure Support Cost (Note 3b) 966,143 714,884 874,557 741,374 17,382 63,601 1,696,914 66,203 1,747 231 31bl Su Cost Anal sls 2024 2023 Staff Related Cost Premises Cost Governance Cost (Note 3¢) Overhead Cost 7,908 34.650 14,786 7,925 34.650 13,640 7,386 63,601 66,203 Support cosls are allocaled on the basis of staff time. These include costs 8ssociated with providing IT, payroll, personnel, finance, property and other central service$ lo the charity's staff and volunteers. 31cl Governance Costs 2024 2023 Auditors, Remuneration- Current Period Auditors, Remuneration- Prior year understated Trustees, Expenses & Training Trustees, Indemnity Insurance Leg81 & Professional Cosl Appointment of Staff and olher Costs 5,900 400 396 870 1.490 5,500 254 856 1,440 14,786 13,640 36 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 4 Net InGomolExpenditure 2024 2023 This is stated after charging.. Depreciation and inlangible amortisalion (Note 8) Lease Commilmenl {Not9 16) Auditors, Remuneration {excluding VAT) 8,964 24,488 4,917 8,647 45,066 4,583 5 Staff Costs and Numbers 2024 2023 Salaries and Wages Social Security Costs Pension Costs (see accounting policy} Mlnd in Camden - Staff Cost 815,036 68,260 34,560 917,856 706,541 60,004 31,291 797,836 Camden Mind Ventures- Staff Cost 42,272 42,452 Agency & Sesslonal Staff 24,841 41,196 Total 984,969 881,484 No employeè earned more than £60,000 during the year120223'. nil). Staff Costs under notes 3la), 3{b) and 3{cl includes training and recruitment cost of £37,083 (2023.'£49,039) The average number of staff (based on full time equivalentl employed during the year was as follows.. 2024 2023 Phoenix Project other ProjeGIs Camden Mind Ventures 23 21 27 25 Total Employee benefits of the four key management personnel's of the charity were £213,79112023'.£179.268J. 6 Trustèes. Remunèratlon and Expenses The direGtors of the charitable company are Trustees under charity law. Travel and training expenses paid on behalf of all of theTrustees during the year were £396 {2023.'£0). No Trustees were paid any remuneration in the year (2023=£0). Total donations by Trustees amounts to £49 (2023'.£49). There were no reimbursement to Trustees during this period. 37 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 Taxatlon All of the Char￿lS income is applied for charitable purposes and therefore Is exempt from corporation tax. The chanty's trading subsidiary has no corporalion lax liability because profit5 are transferred by Gift Aid to Mlnd in Camden. 8(a) Flxed Assets - Group Furniture & Fixtures & Flttln Total Cost At 1 Aprll 2023 Additions Disposal At 31 March 2024 81,490 4,660 1,990 84,160 10,247 8,723 91,737 13,383 1,990 103,130 18,970 Depreciation At 1 Aprll 2023 Charge for Year Disposal At 31 March 2024 65,251 8,056 (1,9go) 71,317 10,247 728 75,498 8,784 11,990) 82.292 10,975 Net book value At 31 March 2024 12,843 7,996 20,838 At 31 March 2023 16,239 16,239 81b} Flxed Assets -Charlty Furnlture & Fixtures & Flttln Total Cost At 1 April 2023 Additions Disposal At 31 March 2024 79,500 4,660 10,247 8,723 89,747 13,383 84,160 18,970 103,130 Depreclation At 1 April 2023 Charge for the year Disposal At 31 March 2024 63,261 8,056 10,247 728 73,508 8,784 71.317 10,975 82,292 Net book value At 31 March 2024 12,843 7,995 20,838 At 31 March 2023 16,239 16,239 38 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 8{cl Intsnglble (Software) Flxed Asset- Charity and Group Cost At l Aprll 2023 Addition At 31 March 2024 1,313 1,313 Depreclatlon At 1 April 2023 Charge for the year At 31 March 2024 833 180 1,013 Net book value At 31 March 2024 At 31 March 2023 300 480 Investments The charitable company holds 1000k of the 100 issued ordinary £1 share capital of Camden Mind Ventures Limited (Company Number 025253661, 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.. 2024 2023 Sale of Donated Goods Covid Grant Income Total Income Administrative Expenses Net Profil Transferred to Mind in Camden under Gift Aid Retained in Subsidiary 85.049 52,058 85,049 85,188 1139) 52,058 52,371 1313) Net Assets 3,974 4,113 The results of Camden Milld Ventures Limited have been consolidatéd on a line by line basis and included under activities for raising funds both under Income and Expenditure. 10 Debtors The Group 2024 2023 The Charlty 2024 2023 Amount due from Subsidiary Other Debtors Prepayments and Accrued Income 112,847 13,327 126,174 100,748 20,581 121,329 112,797 13,099 125,896 100,641 20,178 120,819 39 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 11 Credltors., Amounts falllng dug wlthln ong year The Group 2024 2023 The Charity 2024 2023 Taxation & Social Security Other Creditors Accruals Deferred Income (see Note 191 13.576 45.371 19,130 15,000 93,077 16,076 137,312 7,511 16,659 177,558 13,576 45,371 6,718 15,000 80,665 16,076 130,643 6,429 16,6S9 169,807 12 Movoment on Restrlcted Funds AsAt 01.04.23 AsAt 31.03,24 Income Ex endStur8 L B Camdgn Communlty Fund 41,391 41,391 Volce Collective Pro gct John Lyon's Trust Prostor Association National Service User Ne￿ork 6,667 9,991 3,488 6,667 9,991 3,488 Volce8 Unlocked Bromley Trust City Bridge Trust 15.000 47,100 15,000 47,100 41,391 82,246 123,637 Purposes of the Re8trlcted Funds L B Camden- Communlty fund This is a restricted grant from Camden for slaoing local communty mental health events in collaboialion with other Camden organisalions. Volce Collectlvo Project Donations from these Trusts were specifically for our Voice collective projects working with children and young people in London who experience d￿StresS due lo voice hearing. Volces Unlocked The Voices Unlocked Project is developing peer support groups for prisoners who experience distressing voice hearing in prison. 40 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 13 Dgslgnated Funds Asat 31.03.2023 Amount tlllsod Amounl Transferred Asat 31.03.2024 Vvebsite fund 20 Camden Road maintenance Barnes House basement relurbishing Partner8hip Fund 2,546 (2,5461 8,000 11,5591 10,777 6,882 8.000 1,559 10,777 14,882 B,000 14 Mov•ment On Unr&strlcted Funds AsAt 01.04.23 Amount Transfèrred AsAt 1.03.24 In Ex endlture Charity General Funds Subsidiary General Funds 571,283 4.113 575,396 14,882 590,278 1,640,049 85.049 1,725,098 11,623,594) 185,1881 11,708,782) 6,882 594,620 3,974 598,594 8,000 606.594 6,882 6,8821 Designated Funds INotg.131 Group Unrestricted Funds 1,725,098 11.708.782) 15lal Analys1$ of Group Net Assèts by Funds Flxed ss Curranl Assets Not Assets Restricted Funds Unrestricted Funds 21,138 21,138 678,533 678.533 193,0771 93,077 605,594 606.594 151bl Analysls of Charlty Net Ass0ts by Funds Fixed Currant Assets Net A$$&ts Credltors Restricted Funds Unrestricted Funds 21,238 21,238 862,047 662,047 80,665 80,665 602,620 602,620 16 Commltments Under Opèratlng Lèas98 The property leases have already expired and yot to renew for next slx yeafS. The mlnimum nolirR periods to delemiine the terms are six months and three monlhs respectively As al 31 March 2024 Commllmonts under non-cancellable op¥rating lease5 were as lollow$'. Group and Company 2024 Land & Buildin Land & s Bulldin Leases Ex inn -Wilhin one year -Wilhin 2-5 years 24,488 45,066 24,488 45,066 41 MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 PJIARCH 2024 17 Related partles During the year the Charity recharged Camden Mind Ventures Limited for staff related cost of £42,272 (2023. £42,452} and premises cost of £28,650 {2023'. £0). Other Costs £ 662 {2023'.£2,4011. Total amount due from Camden Mind Ventures Limited as al 31 sl March 2024 was £12,030 {2023'. £01. 18 Cash and Cash equlvalents At 1st ril 2023 Cash Flow At 31st March 2024 Cash at Bank 671,179 118,820 552,359 At1st rll 2022 Cash Flow At 31st March 2023 Cash at Bank 588,820 82,359 671,179 19 Movement on Deferred Income At 1st 01.04.2023 AsAt 31.03.24 Income endlture Bromley Trust 15,000 15,000 15,000 15,000 15,000 42 MIND IN CAMDEN NOTE TO THE ACCOUNTS - COMPARATIVE PAGES FOR YE 2023 Restricted Unrestricted Total Income Donations and Legacies Gross Income from Subsidiary Income from Inveslmenls 12,222 52.058 3,297 12.222 52.058 3,297 Fltzrovia Youth -CYP PM ProJe¢t 9,774 9,774 Health Mlnd Pro ects Reach out Camden (Resilience Network ) 907,387 907,387 Phoenlx and Adminlstration L B Camden - Community Support Personal Budget Income 101,178 8.999 101.178 8,999 Sin le Polnt of Ac¢¢$s C & Islinglon 439,702 439,702 Voices Unlocked Bromley Tiusl Tudor Trust 15,000 30,000 15,000 30,000 TAP Funding 90,000 90,000 Volce ¢olle¢tlve Pro John Lyon's Trust National Service User Neiworf( Pixel Proslor Association {Eramus fund) Student Mind ect 20,000 20,000 8,705 8,705 18,747 18,747 Other GMS Holdirtrgs Intervoice Training Income Total Income 17,142 297 14,016 1,674,819 17,142 297 14,016 1,748,524 73.705 Expenditure Subsidiary Cost Exp8ndilure on Charitable a¢livilies Total Expendlture 52,371 1,593,958 1,646,329 52,371 1,696,914 1,749,285 102,956 102,956 Net Income for the Year 129,251 > 28.490 {761 43