Mind in Camden TRUSTEES, ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
MIND IN CAMDEN Reference and Adrnlnistratlve details Status.. Company limited by guarantee without share capital incorporated in May 1985. Registered as a ¢harily on 24 July1985. Company Number.. 1911178 Registered Charity Number: 292180 Registered Office.. Operational Address.. Barnes House 9-15 Camden Road London NW19LQ Honorary Officers: Elise Ormerod, Chair Rebecca Armstrong Donna Ellis Neeraj Mashru Honorary Officers also form Ihe members of the Management Committee Principal Staff and Company Secretary.. Jon Higgs. Chief Executive Bankers: HSBC Bank 31 Euston Road London NW1 2ST Metro Bank 227 Tottenham Court Road London W1T 7QF Audltors.. Goldwins Limited 75 Maygrove Road West Hampstead London NW6 2EG
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 1. Structure, Governance and Management Governing Document The organisation is a charitable company limited by guarantee, incorporated and registered as a charity on 27th March 1985. A Memorandum of Association establishes the objects and powers of the company, and it is governed under ils Articles of Association. 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 subsldiary, Camden Mind Ventures Ltd, which is a separate company limited by guarantee in which Mind in Camden owns 100'/o 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. Its activities and financial performance are reported on a quarterly basls to Mind in Camden's Management Committee. Recruitment and Appointment of Trustees The Directors of Mind in Camden are also Charity Trustees for the purposes of charity law. Under the quirements of the Memorandum and Articles of Association, one third of the Trustees must retire each year by rolalion but may be re-elected at the next Annual General Meeting. There 15 8 list of essential and desirable skills, knowledge, and experience required by the charity and Trustees periodically identify whether these requiremen15 are met by its membership. In case of particular skills being needed. individuals are approached to 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 Trustees. No new Trustees were appointed during the period. Trustee InductlDn and Tralnlng Trustees are provided with a detailed induction pack that covers the policies and procedures that guide the Committee's opefations. This in¢ludes= Committee terms of reference and standing order5 Trustee code of conduct Procedure and policy around expulsion of Trustees Trustee recruitment policy The current strategic plan and annual reviews The financial strategy Minutes and papers of recent meetings Key organisational policie5 A budget is set aside for Trustees to attend training events, and infofmation about relevant events is circulated lo Ihem. Trustees also have an induction with senior staff to be briefed about key aspects of the Gharily's operations. Training and ongoing support is available to all Trustees, including people with lived experience of mental health issues, lo enable them to play a full role as committee members. In 2023 the Trustees agreed a Learning Plan that applies to all Trustees. The Trustees periodically conduct Away Day5 to discuss the dire¢lion of the organisation andlor examine their own performance and working methods andlor consider significant Issues for the organisation. Risk Management Trustees Conduct an annual review of the major risks to which the charity is exposed, alongside the measures in place to manage or mitigate those risks. These include:
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2026 Funding risks.. There are risks in both contract and chaTitable income expiring and other risks (e.g., loss of grant through underperformance) which are controlled through a comprehensive Tange of management policies and prOdureS including financial standards and performance managemenl policies and procedures. There are also risks of variable income from a¢tivity related funding (e.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. Financlal rl$ks: We have a robust set of regularly reviewed financial slandards and other polices thal govern all Iransaclions and mitigate the risks of Iheft, fraud and loss of income and poor management of expenditure. Reputatlon rlsks.. We have policies lo ensure the quality and viability of services. and also policies around contact with Ihe press to effectively manage risks to our professional standing. Rlsk of harm to Indlvlduals: Procedures are in p18ce to ensure compliance wllh 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. Risk of loss through Iltlgatlon: We have a detailed set of employment policies and practices including solicitor vetted contract5 of employment, and a range of insurances to cover public liability, professional indefflnity and other losses. Insurances are revlewed annually. Perfolmance related rlsks:'Policies and procedures are in place to mitigate risks related to the perfom)ance of volunteers, staff, management and committee. IT Ilnformatlon Technology) and Informatlon related risks.. Miligalions Include measures lo ensure the security of data and policies to ensure Compliance with General Data Proleotion Regulations. Collaboratlve working related risks: Policies and practices that govern and guide collaborative working, both formal and informal are ill place Major Buslness Disruptlon Rlsks are covered by a policy including pandemic related risks. The Committee has also ensured that each service has adopted plans and standaids for its work, and compliance is checked in a ieporting framework that includes the Nalional Mind Quality Management framework, whlch is Independentty assessed by National Mind. There is a five-year cycle of slrategSc planning for the development of individual services and the organisation supported by annual management plans, in addition lo project desi9ns andlor servi specifications for each project. Charity Commisslon GuidanGe and Governance Codes of Practice: The committee governs Ihe organisation with reference to guidance published by the Charity Commission and best practice as outlined in the Charity Governance Code and ocoupational standards for committee members. Organisational Structure Mind in Camden has a Management Committee with a minimum of two and a maximum of 15 members who meet six times per year plus ad hoc meetings. The total ofvoting committee members is four. Members come from a variety of lived and professional experience backgrounds relevant to the work of the charity, including finance, legal, senior management and mental health. The Chief Executive acts as Secretary to the committee but ha5 no voting rights. A scheme of delegation is in place that is governed by Committee terms of reference and standing orders in which strategi¢ and policy framework decision5 rest with the Committee. Day-to-day responsibility for the provision of services is delegaled to the Chief Executive, who leads a Management Team where all departments are represented. The Chlef Execulive is responsible tor ensuring that Ihe charlly delivers the services 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 Pfogress towards its goals are reviewed annually by the Committee.
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2026 iro¢(Q!.. . annecl &tafflv<JlLlntèQrn4*.. MIND IPI CAMDEN ORGANISATIONALMODEL Organisatlonal Mod81 Mind in Camden has 27 full time equivalent slaff in 31 posts. As well as directly providing services. this core staff team manages and co-ordinates a very wide range of activities provlded by volunteers and sessional staff (many of them people who use our services and those with lived experience) and also through staff, volunteers and people who use services in other organisations, because many of our projects take a collaborative capaclty building approach to joint work. Partner Organi5ation Staff and Service Users Peimanent staff Sesslonal Staff Ilncluding People ;:..<.. with Llved Experience) Volunteers Ilncluding Service Users) Therefore, Ihe scope, breadth and depth of our activities is greatly increased and does far more than our relatively small staff group doing direct work alone could achieve.
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2026 2. Organisations we collaborate with formally National Mind Mind in Camden is an independent charity affiliated lo National Mind. The benefits of this to the charity include.. Access to a London and nationwide neOrk of charities working towards similar goals The opportunity to engage in, and keep informed of, national issues and campaigns around mental heallh Practical help and sharing of some resources A block insurance arrangement that substantially reduces insurance costs for the charity Collaborative work wlth 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 this, we engage with every type of organisalion in the mental health, education, arts and community sectors, including local, natlonal and even inlernational organisations and groups. We have over 150 partner organisalions who engage in joint activities with us, from running peer 5UPPOrt groups as part of our capacity building and neOrkIng projects to conducting joint WOTk with individuals who use our services - this includes all types of statutory and voluntary organisatlons working in prisons, with children, with adults. in the community, in hospitals and in secure units and in Immigration Removal Centres. The nature of the agreements we have with them r8nges from formal SU¢ontract$ {both as lead and as a sub-contractor), and other written agreements, to quid pro quo and informal mutual interest arrangements. As of April 2022, we became the Banker in the local Resilien Network Alliance- where ourselves, commissioners and several providers working locally have come together to provide joined up services in Camden. This ha5 had an impact on how our reserves largets 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 they change and develop all the time- there are more specific examples in the rest of this report. 3. The objects and underlying principles of our work Mind in Camden's charitable objects as stated in our Memorandum of Agreement are.. a) To work foT. promote and provide for the well-being. interests and rights of people who have mental ill health b} To work for and promote the preseation 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 'lhem' {= 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 that people can find in their own lives rather than as delusions, hallucinations, or symptoms of a bio-medical 'disorde We promote and Tespect diverse cultural and personal understandings of mental health. and diversity in the widei context We look to combat the isolation, low self-esteem and stigma that psychiatric labels and diagnosis can bring by recognising and valuing people's own experiences and definitions of their mental heallh. We believe that recovary is self-defined
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 We treat people with current or past lived experience of mental health issues as aclual or potential assets, contributors and partners, nol passive reciplenls of services We promote wellbeing by supporting indlvidual responsibility, independence, interdependence, and inclusion in the wider community The self-help, peer support and co-production models we adopt in our seNSces, and promote to others through our Hearing Voices projects, training and consultancy, spring directly from this vlew ol mental health We place a high value on engaging 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 adopt noD-Stigmatising, self-help, peer support and co-produ¢ed ways of working Learning from others We constantly look lo improve the services thal we and others provide by learning, training, and sharing We vallie volunteering as a means to engage as wide a range of skills and experiences as we possibly can lo increase the quality, quantity and reach of our work It is estimated that one person in four will experience some form of mental heallh issue In their lives - 250/0 of the population. In addition to dSstress experienced internally, there is also much discrimination and stigma attached to the diagnostic labels the distress can bring,. associated problems include discrimination. poverty, social exclusion, physic81 ill health, unemployment. homelessnes5, and addiction. Our charitable objects and adivities aim to benefit the public by addressing Ihese issues. 4. Activities undertaken for the public benefit, achievements and performance We have assessed the benefit thal our charity provides to the public through our seNi¢es as: Enabling people to recover their menlal wellbelng. Thi5 reduces the personal and social cost of mental health issues and enables people to make an increased conlribulioll to their communities through peer support, volunteering and in¢reased community a¢tivity, including gaining employment Working with the wKJer community, through volunteering and with community-based partners, to raise awareness of issues relating to mental health and increase capacity to deal with them, thereby increaslng understanding. improving responses.towards people with mental health iSSLtes, reducing stigma and discrimination and increasirng wellbeing Improving mental health, including undertaking preventative work, Teduclng the socielal and personal costs of far more expensive gnd life disruptive forms of help e.g.In hospital acute wards or long-term care Reducing pressure on publicly funded statutory NHS and Local Authority social care resources Providing non-medication-b2sed Inlervenlions like self-help, group work. and peer supporvtalking help and a¢livities, reducing reliance on medication regimes thal can be expensive and can have damaging side effects, irtcluding addlction. "Knowing that my support worker was compassionate and und8rstanding allowed me to feel comfortable and well supported and allowed me to reassess my suicldal thoughts"
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 'What made the diffgr•n¢e was making It conslstent. I thlnk if you are having a littl• wobble, that's quite important. Each appolntment meant a lot- the most important appointment In the weok. Can really feel the value." This yeai across our different service offers we directly supported 869 people We had 4088 attendees in our group activities We delwered speciallst mental health Iraining to 213 people 865 people subscribed to our specialist Hearing Voices newsletter Healthy Minds provided over 800 hours of support, 65 % dellvered directly in local communities. 89¥0 of people we worked with fell that we had supported their mental heatth. The achievements of the individual services this year are outlined below. "Being able to rely on weekly meetlngs has really helped me persgvore in impmvlng my emotional well-being and setting achievable goals.. As a result, I have recently successfully returned to part-time work and am most grateful for this." Reach Out Camden The Reach Out Camden Alliance, established in April 2022, evolved from the Men121 Health Resilien Network IMHRN). It provides preventative and early intervention support for individuals not meeting statutOTy mental health service criteria. The Alliance aligns with "Their Camden Vision 2025, the NHS Long Term Plan12019), and the Community Mental Health Framework for Adults and Older Adults. Its aim is to offer early. accessible, collaborative. flexible, and responsive services, reducing mental health inequalities. Launch of Reach Out Carnden's 'Front Door, (Central Polnt ofAccess) In May 2024, Reach Out Camden's 'Front Door, launched, centralising access to one-lo-one and Iherapeutic group support via a single referraS. Previously, these services required separate referrals. Paid 'lived experience advisors, ILEXAI ale part of Management and Leadership teams, and their input was crucial in designing the Front Door. A cross-organisational team of 'navigators' contacts new referrals, explaining services and assisting individuals in choosing appropriate support. This addresses past confusing referral processes. Mind in Camden leads navigalion mana9ement and team training. Between May 2024 and March 2025, 328 unique referrals were Suc$s1u[lY navigated into Reach Out servi8. Clients praised the navigation experience, describing communication as "very friendly," the approach as "very personable, helpful and compassionate,, and help as'brillianl from people who actually caie., Service users call the Alliance "lrfe changing,, reporting improved emotional stability, confidence. and overall well-being. Reach Out Carnden Feed5 into Mental Health Social Pre5crlblng, The Healthy Minds Community Programme & Community Development Communlly development and social prescribing are Alliance Strengths. The AllianGe plans to enhan¢e collaboration, with partners sharing planning, delivery, and coordination. It integrates into a wider network of tertiary, secondary, and primary caie delivery partners, including GPS, clinicians, and social workers, to person-centric care. The Prevention Concordal for better Mental Health drives cross-sector adoption of public mental health approaches. Staff are consistenlly praised as ¢2ring and supportive.
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 Healthy Minds The Healthy Minds Programrne offers therapeutic group activities lo Camden Residents 118+) experiencing social isolation. Activities help community members re-engage wilh interests, make friends, and build confidence. Members also access edu¢alional opportunities and re¢eive support for work and volunteering. A community member, completing their first year with Healthy Minds in December 2024. shared.. 'Heallhy Minds activities helped me reconnect with myself and 8 wider community POSt-pandemi¢. These experiences gave me the courage to become active and forge new connections. I got out of my head and home surroundings, even making new friendships., 2024-2025 saw increased referrals and attendance. Their activities have evolved to better interact with Reach Oul Camden and adapt to changing community needs. Acllvltles The Healthy Minds Programme offers diverse activilles to cater to various interests and support different aspects of well-being. Community members regularly provide feedback and suggest new activities. Members helped design a new drop-in art activity and, taking on board feedback, they partnered with Camden Libraries to develop creative writing ¢ours8S. Physlcal Activity Regular activities promote physical health, including weekly Badminton and Yoga (with Better partnership) and monthly Nature Walks (with Royal Parks & Heath Hands). Members have also connected with Community Sports Teams and activities al Lords Cricket Ground. 121 service users attended physical activity groups on 507 unique occasions. Al least 6 members developed regular links with Better via badminton. One community m8mber describes their regular Lords cricket malches as a 'lifeline in a difficult lime,. Educatlonal Courses Healthy Minds partners long-term with WM College, providing 3 bespoke courses annually. Nine Community Members progressed from Healthy Minds ¢ourses to longer-term study at the college. Creatlve Actlvltles Healthy Minds delivered diverse Creative Activities.. formal courses at the Foundling Museum, popular songwflting sessions (with Nordoff & Robbins), volunteer-run dropin sessions at Mlnd in Camden, and drama workshops. An email from a Healthy Minds member this Spring illustrates the creative activities, impacl. So, this week l am trying lo prove that Healthy Minds really does work wonders. I had an amazing day recording one of my songs at Sony today. Another healthy minds member sung the vocals and I played the piano part. I had never made any music before the song writing course. As if that wasn't enough - one of the paintings that I did in Art Therapy classes is in an exhibition this weekl So, can l just say thank you so much for the Incredible Healthy Minds course5. They have all really helped me in a difficult time. Monthly Outlngs & Healthy Mlnds: Healthy Minds partners with the British Museum tor monthly tours for Community Members. They also host an open access Wellbeing Festival with The Zen Project, offering a relaxing day for members and promoting the wider Reach Out offer to harder-to- reach communities.
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 Drop-ln Communlty Actlvlties This year Healthy Minds increased drop-in activities for a growing number of Reach Out Camden clients with higher support needs preferring contained spaces. The Coffee Morning acts as an entry point for intormation on Reach Out Camden or Healthy Minds and referr81 support. Infomial social activities, like ¢offee mofnings, also fostered ¢onneclion, respect. and dignity. Key Facts and Flgures for 2024-2025 79 referrals to the Healthy Minds Programme were processed With 243 unique attendees and1851 unique attendances to various activities In 2024-2025, Healthy Minds partnered with 15 Community organisations.. Castlehaven, WM College, Foundling Museum, Nordoff & Robbins, British Museum, Better, Heath Hands, Royal Parks, Burgh House, Camden Libraries, The Zen Project, The Recovery College, Voiceability, Likewise, The Advocacy Projed, Swiss Cottage Community Centre, Kentish Town Community Cenlre. Feedback Forms (Of 74 completed 2024-2025) 84 /0 of clients learned new skills. 89 % of clients felt Healthy Minds supported their mental health. 65¥0 of clients reported an improved outlook on life. Peor Support Groups at Mlnd in Camden Mind in Camden's peer support groups are the most open access of the organisation's group offefs., Camden residency is not required. These volunleer-facilitaled, peer-led spaces provide a safe. confidential environment for.Community Members to share common experiences. This year, seven groups ran weekly, including two anxiety-focused groups, three weekly Voice Hearers groups {women's, mixed. and online), an LGBTQIA+ Community group, and a group challenging Beliefs. Peer support fostered confidence, recovery, and community through shared experiences, reducing stigma and building empathy. Peer support facilitators are trained via the Hearing Voi¢es Network Facilitation Training and receNe ongoing support from Mind in Camden's Community Services Manager. Barriers to group participation have been minimised., only basic Information (past group experien¢es, emergency contact) is requested from prospective participants, leading to limited current participant data. However. optional feedback and infomiation collection began more systematically'from April 2025. 74 community members attended groups on 608 unique occasions. Alliance Performance and Future Outlook An external evaluation reported that the Alliance performed well against its commttments and aspirations. The evaluation slated service users reported prompt support and Significant quality of life improvements. That the Alliance offered flexible, community-based options. including one-lo-one home or ¢ommunity support. The care navigators were vital, and the minimal referral criteria ensured broad accessibility, enabling earlier intervention. Future actions include mapping pathways between aligned teams (core teams, social presciibers, neighbourhoods) for a more coordinated approach. The Alliance is also implementing a shared CRM system to enhance dala-driven decision-making and outcome reporting. 10
MIND IN CAM EN TRUSTEES ANNUAL REPORT 2024-2025 Community Development Team The Community Development Team, based within Reach out Camden, had a dynami¢ and purpose- driven year. The team focused on strengthening the sustainability of community mental health peer support groups, empowering them towards self-sufficiency. Their work prioiilises co-produclSon and partnership, collaborating with local organisations and residents to ensure relevant, culturalty appropriate, and responsive services that address mental health inequalities. The team operates in three key areas.. Community Mental Health Peer Support Groups-. This core offering provides safe spaces for individuals to share experiences and build connections. This year, eight diverse peer support groups were maintained and supported across Camden, with partnerships including Rhyl Primary School, Camden Arabic A550¢iation, and the Long Covid Support Group. The team also provided facilitation training and mentorship to approximately 10 emerging community facilitators, fostering long-term capacity. On&lo-One Support and Signposting.. The team offers individual support, particularly for signposting and navigation to other services (council, voluntary, healthcare) for complex challenges like houslng inslabilily OT social isolation. Thi5 area has seen increased referrals from hospital and community partners. Community Workshops and Training.. The team deliver5 workshops on mental health awareness, well-being, and resilience, equipping participants with practical tools. A notable example was a six-part Mental Health Awareness course delivered lo primary care stsff and community leade¥s at James Wigg Group Practice. The team is committed to embedding sustainable, ¢o-produced mental health support in Camden. For 2025-2028, plans include deepening peer group sustainability through structured mentoring, expanding reach to underserved communities, strengthening evalualion, and advocating for communily-based mental health initiatives. Referrals primarily come from self-refefrals and word-of-mouth. with some through the Reach Out program. Outcomes show reduced isolation, improved well-being, and stronger community connection, wilh one service user successfully Teturning to work. Approximately 137 service users were engaged across all peer support groups. Collaborations include The Story Garden, British Museum, NHS. James Wigg GP Group Practice, and Greenwood Centre. All peer support groups are co-produced, with service users actively involved in shaping their content and format. "I never thought I'd see something I helped make displayed at the Brltlsh Museuml" Mental Health Social Prescribing The Ment81 Health Social Prescribing (MHSP) seNice empowers individuals by offering 6 to 12 one- to-one sessions, delivered flexibly in person, over the phone, or via Zoom. Beyond individual support, the team has fostered a social group that meets every first Monday, with a consistent attendance of 1-4 people, and is exploring combining this with Support & Connect (S&C} and LikewlselReach Out to create a more integrated offerillg. To gain deeper insights into their impact, the leam has conducted one client interview for focus groups, with another already scheduled. A team member is also gathering valuable data for her MA Dissertation. The team is proactively connecting people with community resour$ through "Hidden Gems Visits," having successfully organised such evenl$ that supported three individuals in joining community projects before a formal referral was even needed. The team is now considering expanding this initiative as a wider Reach Out offer, prominently featuring Healthy Minds. The past year has seen significant growth in the sel¢e. The team experienced a 620kn increase in referrals compared to last year and worked with 54 % more clients. Despite being over capacity, Ihey completed work with 8 % more Clients. Notably, they rejected 570/0 fewer clients, indicating their ability to assist a broader spectrum of needs in line with the Reach Out Camden partnership. Furthermore, the team saw a 54Yo decrease in clients disengaging after starting work, which speaks volumes about
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 their rapport-building skills and the improved quality of referrals. A 36°h reduction in "No Engagement" clients also highlights a much higher rate of accurate and appropriate referrals. Referrals come from a variety of crucial sources.. psychiatrists, Reach Out Camden, GPS, icope, Population Health Nurses, Peer Mentoring/Coaching, and psychologists. Ifs particularly impacfful that 25 clients accessed the service through Reach Out Camden without needing to go through a GP or medical professional, offering a valuable alternative route for those hesilanl to engage with traditional NHS services. If these clients later decide they wish lo connect with the Mental Health Core Team, the service can seamlessly facilitate that. The primary trend in referral requests reveals that clients, mental health and well-being are often adversely affected by social isolation and a lack of activity. The team's approach begins with building Irusting Telationship, then collaboratively identifying and overcoming barriers. While their core expertise lies in social sUPPOrt. clients truly value that the team also makes space for practical and emotional assistance. Their efforts have yielded a range of positive outcomes. For example, three clients had medicationlpsy¢hialry reviews, eight joined a gym or starled physical activity, and seven joined a peer support group. The team has also connected individuals with specialised support like Tavistock Therapy, Caravan Counselling. and various community resources such as the Citizens Advice Bureau. The team actively collaborates with at least 21 local organisations, using their MHSP Asset Map to track these vital inleraclions. The relationship with statutory bodies and staff r8mains strong. with Dr. Roman Duncko and Dr. Afzal Siddiqui from the Camden Primary Care Mental Health Neork being the most frequent and reliable referrers. Tom Cosuey, Head of seiCe at Camden and Islington NHS Foundation Trust, has been instrumental in the "Hidden Gems Visits" initlatlve. Co-production is central to the philosophy. For Ihe"Hidden Gems Visits," residents played a significant role in designing the poster through 2-3 workshops. and the team was proud of the outcome, especially Ihe idea of including staff faces to make the event more relatable. The Social Group is a prime example of co-production, inspired by the "3rd Spaces" concept. It is fully co-produced, with no fixed agenda, allowing attendees to shape subsequent sessions based on their ideas. Hearing Voices Projects "I find what you are sharlng very helpful for mg to see a different view of the voices my son has... It's such a warm experience just to be amund others [in the group] going through the same or similar thlngs." Voice Collective continues lo be a leader in youth mental health, supporting children and young people with stigmalised experiences like hearing voi¢es. along with their families. Despite being a small team, their oulpul is significant, leading to increased invitations for speaking engagements, training, and collaboration. The one-to-one support, peer groups, and Discord server are all highly sought after. The team also actively involves young people in research and creates animations based on their experiences. Managing these activities is challenging, especially with staff changes, bul the team has leveraged volunteers and partnerships. Funding remains a hurdle, which they Creativety address, including through academic links. The London Hearing Voices Network {LHVN) operates online, dellvering group facilitalion training. other LHVN activities are on hold due to limited uptake and capacity. and as an unfunded project, activity has been reduced until more funding is secured. The team offers signposting and training, and an online survey gathered feedback from their mailing list lo inform future relaunch plans. LHVN aims to build on Mind in Camden's reputation. generate income through training, and foster new nelworks. Voices Unlocked faces funding challenges, though some organisations commission training directly. To maintain its presence. a Voices Unlocked website {www.voicesunlooked.co.uk) will launch in summer 2025. The team also offers free training places to staff in prisons, forensic hospitals, and immigration removal centres. 12
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024.2025 The team has seen staffing changes, including a Project Development Worker who departed In January 2025 and a Project Manager who Iransilioned lo a new full-lime role as Project Development and Innovation Lead In January 2025. Two part-time Hearing Voices Project SupeNisor roles are being recruited for summer 2025. Seven volunteers are crucial to the project, co-facilitaling groups and moderating the Discord server, and the team actively recruits and supports individuals with lived experience. Service Oulpuls.. In the past year. the team provided one-to-one support or signposting to 104 individual young people and 252 parentsl¢arers or professionals. This person-centred work includes advocacy support with other professionals. Case studies highlight success in helping young people navigate complex challenges, like securing housing after abuse or improving lamily Communication to achieve full-time work and independent living. Discord Server- The Discord Se¥ver currently has 52 young people signed up, offering an informal, lived-experience-led space for mutual 5UPPOrt. Peer Support Groups.. Voice Colleclnie {16-25 Group).. Run5 every other week with 18 regularly involved young people (up to 9 attending per session) and a wailing list of 7. A second group is planned lor summer. 11-15s Group.. Now focused on secondary school ages for better peer support. student Group.. Relaunching soon due to new interest from university students willing to facilitate. Parent Support Group (Under 25 year olds).. Held monthly, with 93 on the mailing list and an average of 5 parents attending. Parent Support Group {Over 19 year olds).. Also monthly, co-facilitaled by a voice hearer and parent, with 52 on the mailing list and an average of 54 altendees. Voices Unlocked Groups.. Continue in secure units like HMP Pentonville and the Shaftesbury Clinic. Collaborations and Partnerships.. The team has engaged in significant collaborative projects: NSUN - The Shape of Safely.. Facilitated focus groups for young people to redefine safety, resulting in a toolkit. EPIC Project - Epistemic Injustice= Co-produced an animation wrth 6 young people about voice hearing stereotypes and contributed to an academic book chapter with 3 young people as co-authors. Discovering Liveability= A staff member is a ¢o-investigator on this 7-year Welcom funded project exploring alternatives to suicide prevention, ensuring INed experience informs the work. Sussex Voices Clinic (ECHOES study).. The lèam was funded to lead Patienl and Public Involvemenl (PPI). involving 10 young people in Lived Experience Advisory Panel meellngs. Greater Manchester Mental Health NHS Trust.. Also funded for a PPI Lead role, forming two lived experience advisory groups (9 young people, 8 parents) to inform a research trial for CAMHS workers. Training.. Training is central lo Ihe team's work, equipping professionals and youth workers. They offer Group Facilitation Training (3 days) and tiered "Fresh Approach" courses (Levels 1-3, half-day each), plus specialist workshops. The team reached approximately 203 people through various events and training sessions. In 2024, they delivered combined Group Facilitation Trainings for Voice Collective, Voices Unlocked, and LHVN, enhancing knowledge exchange. Commissioned Irainings, like for Springfield Hospilal, demonstrate potential foD income generation, with plans to expand this. They also co-produced a bespoke trainlng for the North London NHS Trust crisis teams. 13
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 Comrnunicalions.. The team'$ social media, including Facebook (1350 followers), advertises events and shares relevant content. They have moved from Twitterlx to Bluesky. The Voice Collective website is well-received. and the Voices Unlocked legacy website launches in summer 2025. Across all three Hearing Voices Projects, they have 865 newsletter subscribers. The team recently moved their ticketing to Ticket Tailor. which offers a 50 % charity discounl. Co-production.. Genuine Co-production is a key goal. The team involves young people in project development, with the Discord server being a true co-produced example. A steering group of 10 young people provides feedback, and the Peer Support Groups are memb8r-led. Three young people volunteer across various project aspects, including Discord moderation, resource creation, and group facilitation. Their expertise in collaboraling with young people is recognised, leading them to lead Patient and Public Involvement in several projects. Support & Connect The Support & Connect SeNice, a key collaboration between Mind in Camden and its valued Alliance partner Likewise, continues to be a v*tal resource for the community. The North London Foundation Trust recently demonstrated its commitment to Camden's Voluntary and Community Sector IVCS) by. securing a three-year direct contract with Mind and Likewise, extending the setvice until March 2026. The comprehensive servi¢e offers a Ihree-pronged approach: individual support, communty development, and weltsre rights assistance. Key Developments.. Over the past year, several slgnificant advancements were seen.. Strengthened Partnerships.. An emerging relationship was built between Support & Connect (and the Core Teams) and the EAST Integrated Neighbourhood Team {INT). Expanded Volunteer Base: The leam successfully recruited new volunteers for the Support & Connect Team. Integrated Welfare Rights.. The Welfare Rights Worker has been seamlessly inlegrated into both the Support & Connect Team and the wider Mental Health Core Team5. New Client Group.. The service is forming a new Support & Connect client group, offering continued support after individual sessions conclude. Service Delivery and Reach.. The Support & Connecl service is fully embedded within Camden's three Menlal Health Core Teams (Kentish Town, Northwest, and South). Referrals primarily come from Primary Care {GPsl. shared collaboratively between Mind in Camden and Likewise. The support unfolds in three distinct phases. Getting to know you," supporting and connecting," and "pausing or moving on." From April 1. 2024, to March 1, 2025, Mind in Camden Support workers aided 111 individuals. To enhance social engagement, six new volunteeis were recruited and Irained. These dedicated volunteers currently offer befriending services to clients for thr88 months after their indivklual support with a recovery worker concludes. Collaborative Work and Welfare Rights= The service actively participates in the Camden Borough Partnership's first Integrated Neighbourhood Team (INT). By joining their'lunch and learn, events, the team has had the opportunity lo present and discuss cases, sharing Mind in Camden's values and expertise. This Collaboration has also led to an invitation lo a regular housing meeting, providing invaluable support for recovery support workers as they navigate complex housing cases. The welfare rights service, delivered by Ci1Szens Advice Camden, successfully integrated into the Core Teams in August 2024. Comprising one adviser working three days a week, the service received 73 referrals in its first quarter alone. Recently, the adviser provided Iraining to current and polential referrers in core teams. raising awarenes$ of referral pathways and resources for welfare benefits issues. A key focus has been assisting clients wth the disability benefit Personal Independence Payment {PIP}, including application support and challenges lo unfavourable decisions. Evolving Support.. Group Work and Co-production.- While most Support & Connect sessions are individual and community-based, many clients express interest in group work. To meet 14
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2026 this need, a new Support & Connect client group is being developed, offering an extension of support after individual recovery worker sessions. Clients will have the choice of befriending or group support for three additional months. The team is currently consulting with setvice users atross Mind in Camden and Core Teams lo ensure the group's design directly refle¢ts their feedback and needs. The Phoenix Wellbeing and Recovery Service Community and co-production are at the heart of the Phoenix Wellbeing and Recovery seNlCe. Members describe Phoenix as a safe space lo socialise, receive 5UPPOrt and be themselves. Together, community members create an environment that encourages interdependence. The approach involves parti¢ipanls in planning every workshop, group. or event, giving them control'over their experiences and the supportthey receive. Co-production in support groups, activities and outings helps to foster a sense of ownership and agency arnongsl community members., meanwhile, overthe past year, changes were made to the Phoenix calendar to help community members access direct one-to-one support with staff to help resolve urgent issues with housing, healthcare and benefits. The year has also been a lime of resilience and adaptability for the service., despite Camden Council's decision to retract fundlng from Mind in Camden and instead insource the support of members at the Greenwood Centre, the Phoenix community has remained strong. Barnes House still hosts former Pho'enix members as part of a day centre organised by the Greenwood Cenlre, the lunding of which is secure until April 2026. This funding will afford some time to consider whal to do with the Phoenlx going foNard. Several new groups have been developed, both within the Phoenix space at Barnes House and the open-access peer support groups. Phoenix members have taken part in Dance Therapy, Art Therapy .and Music Therapy all delivered onsile. Over the course of the year, a steady increase was seen in the popularlty of the open-access Peer Support groups, which has led to the recruitment of several new co-facilitators. Two ex-Phoenix members number amongst the newly recruited ColaC(litat0rS and are now helping with the groups on a regular basis. Camden Council informed the team in December 2023 that Mind in Camden will no longer receive block funding for the Phoenix seiCe and that members will transition to the Greenwood Centre a5 of April 2024. From December 2023 onwards, a series of meetings were organised with members lo get an understanding of their thoughts and feelings surrounding the service changes. These co-produced meetings gave space for Phoenix members to voice their fears about the changes bul also to clearly articulate what they most valued in the SeICe. The powerful sense of community, inclusivity and friendship in the space was mentioned by several members. Another defining theme Ihat arose from these conversations was the autonomy that Phoenix members have in selecting how the seNice runs with members feeling empowered to select and design ev8nts and activities as a group. Mind in Camden is now a host location for the Greenwood Centre support. which has allowed members to remain al Barnes House and keep continuity in their support and communlty. Key Figures.. 850 attendances at peer support groups across the year. 97 unique individuals attending peer support groups across the year. Eight members have received support in se¢uring grants for items such as computers and tablets- to facilitate education, volunteering and work. 1819 attendances at activities Phoenix Service. 42 Phoenix rnembeis attending regularly. 304 peer support groups a¢ross the year. 720 group sessions across the year. 15
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 Learning and Coproduction Programme Mind in Camden's Camden Learning and Coproduction Programme partnered with Camden Council and the North London NHS Foundation Trust to embed two learning-focused staff members within local the Mental Health Core Teams. Delivered in partnership with Likewise, its goal was to develop a 5uslainable, multi-agency approach to learning and co-production, centred on service users and staff working together. A Reference Group of mental health service users co-designed a number of research, evaluation and quality improvement initiatives. Two major co-design inilialives addressed winter crisis prevention and discharge ("Landing Space'}. creating community-centred servlce blueprints. The programme also evaluated implementation of the Community Mental Health Framework, producing tailored reports and actionable recommendations. Due to its success, the initiative will expand over the next year to include Camden's East Integrated Neighbourhood Team. with a broader partnership model for seNice delivery. 5. The Contribution of Volunteers ' Volunteerlng does benefit me in a major way, I have learned a lot from knowing myself better, and knowing others at Mind belter too, the differenco has made life better too" (Phoenix member volunteer) "Mlnd gave me the chance to volunteer in the Phoenix Centre. They also gave me training to be a co-facilitator of the Hearing Voices Group, and the Anxiety group. I have been battling with physical pain and mental health tillpresent. I really enjoy the role of engaging and helping service users in phoenix Centre and othergroups. Mind given the chance to be more Confident and have more self-worth... ' (Phoenix member volunteer) 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 conlinue to be people who use our services or who have lived experience of menlal health issues and groups. Two staff members this year were recruited who have been dedicated volunteers in the past. One of Ihem 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 service. Phoenix depends on ils volunteers especially for weekend and outside activilies. The free peer 5UPPOrt groups, which have increased in number over this period, have also benefitted from their input, and Ihere are now three co-facilitators that are also Phoenix members. There has been an average of 40 volunteers at any one time in 2024-25 and we estlmate volunteers contributed 6,500 hours or 928 working days. Using the London Living Wage rate of £13.15 per hour as a benchmark, the financial benefit would have been equivalent lo £85,475. Since the pandemi¢ we have fewer volunteers overall partly due to some services havSng a higher level of online activity, and fluctuations in staffing, impacting on the capacity to support volunteers, for example. we were not able to provide our usual work experience placements for schools. Despite the lower numbers, the quality of peoples, experience 8nd engagement as volunteers is still high 2nd the induction training has, after changing duTing COVID, has returned to being a full days at Mind in Camden shared by all the managers recruiting volunteers. Volunteers provlde help in all aspects of our work, from providing emotional and social support to the people we woik with, lo helping with running groups. administration. and being Trustees of Mind in Camden. We are 9rateful every day for their help, their time and kindness. 16
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 6. Financial Review Principal Income Sources Our principal sources of income were.. Camden Council provided1972,442 155 Yol of our income through contracted services. including Alliance and Phoenix services. Charitable Trusts and companies, Several of whom fund our Hearing Voices projects, represent (86.599 15 /0} of our income. (593.716 134 /tr) comes from looal NHS organisations funding Social Pfescfibing and new Single Point of Contact projects. 65.354 14 QA comes from Mind Ventures, the charity's trading subsidiary. The remaining (44.060 12%) Is from sales, mainly of trainin9, some lees and onethoff donalions. It is of note that1544,773 1310/0) of our total income goes to pay for services from other organisations. (493,018 128Yo) of our lolal turnover goes out in payments to our Alliance and other partners. Reserves Pollcy Current Reserves levels are outlined on Note 14 of the accounts. Note that some reseNes are restricted while the policy below covers unrestricted and designated reseNes combined. Why Mind In Camden needs reserves a) They help to manage Ihe 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. c) They enable us lo 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 reserves so our criterion for this use is that it musl be shown to be likely that funds will be raised to cover the costs. d) Often when organisalions face a substantial loss of inoome, they have to quickly shed posts and 105e core capacity that could have helped lo generate more income. or to better manage the transition to a lower income stale. Since we now have fewer bul larger contracts, this presents 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 administrative structure. e) When reserves are at an acceptable level, we can use them as an investmenL For example, we have used designated funds lo conduct a pilot project to meet the needs of local refugees and lo refurbish our premises to make the space belter for our service users and Staff. We also have liability for many repairs in our premises leases. ReseNes provide a way of meeting one off obligations for major ilems that would not be attractive to funders. gl Reserves can play a positive role in cash flow management, especially when statutory grants are often late in arfiving. 17
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 h) 11 Is generally seen as a marker for financial health and prudence to have an appropriate level of reserves it demonstrates financial competence and helps in ensuring we pass due diligence tests for contracts or other partnerships. i) Some forms of revenue income carry a higher-level risk, for example, Contraots where income is on a per capita basis and income that relies on sales. Reserves provide a buffer if our forecasts prove to be inaccurate - this is a particular risk when engaging with new contracts and untried markets, which is often the nature of our environment. j) Where higher levels of risk mean higher polenlial gains. the better our reserves level is Ihe more risk we can reasonably and safely sustain. This can increase confidence when, for example, bidding in lowest unit cost competitive tenders however, we would always be prudent in assessing how much risk is involved and identifying the benefits of taking it. The level of reserves needed Since reserves are accrued to provide for unforeseen circumstances, it is not possible to stale an exact figure that will covef all eventualities. A commonly used iule of thumb in estimating the reasonable amount of reserves a voluntary organisation should have been that of 3 months, running costs {25 % ) of the organisalion's overall tumover. For a long time, it was unrealistic for us to achieve this because each year we struggled to create a balanced budget and were often faced with a choice of creating 2 fund for reserves at the expense of posts andlor services. Since the aim of reserves is lo preserve the organisation's services, we believe it would be ¢ontradictory to cul services lo create more reserves. However, due to careful mariagement of expenditure, some unexpected income and better costings of applications we have now succeeded in building reseNes to an appropriate level. A further consequence lo us of larger contracts is Mic (Mind in Camden) taking on the 'banker' role In relation to a large Alliance oontract. Unlike the lead provide[ role - where we subcontract some elements of seNices and therefore relain liability and.responsibilily for them - this involves us being contracted for 'passing.on' funding to other organisation5 in the Alliance, with th8 funder retaining liability and responsibility which is then shared with all partners In the Allian¢e. This means that, while our tumover increases by the sum given to us to pass on, Including this considerable sum {this year £479,789) in our calculations for resetves levels would distort the reserves target. We manage this by deducting the passed-on sum from both income and expenditure to establish the Level of reserves nee'ded. Pro-active rnanagement of reserves We note that many fvnders express ¢oncerns about making grants to organisations that hold more than one year's reserves. We will automatically review the srtuation if we reach more than a 6-month level. However, these percentsge levels are proportionate to turnover, so we will consider potential shrinkage andlor anticipated growth in establishing if our level of reseNes 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 anlicipalion of these changes, as reserves are something Ihat, by their nature, cannot be d1cl1Y fundraised for and so musl be buiK up over time.
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 Also. we recognise that a level of reserves above our target may be helpful if w& do lose one of our larger contracts, so we will not 'spend down, to the 25 % level unless il is justified or il meet some urgent need. Even with this in mind, it is highly unlikely that we would ever allow reserves to go above the onfry8ar level. In the same way, we would not maintain the 25G/o of reserves at any cost. so we may decide {with good reason} to allow them to dip below this level, in which case we will assess the risk level and act accordingly. It is unlikely we would allow reserves to drop below 140kn of turnover. What steps we wlll take to establishlmaintain reserves We will continue lo manage risk with conservative budgeting and light control of spend, achieving surpluses wherever possible. and lo actively monitor reseeS through analysing the impact each revenue budget will have on reseNes 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 deficit budgets or lo use reseNes in ways that could substantially undermine their level. We will, when identtying designated funds from reserves for capital or other ontroff expenditure, aayS consider the impact on the level of reserves overall. 7. Plans for the future Our plans include.. Completing induction and appointment of new committee members Promoting the use of co-production and co-design as best practice Further develop HR systems and practice 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 Alliance- wide outcomes framework. Consolidate 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 of the Support and Connect (Core Teams} service To fully implement further develop the Support and Connect seNi To offer collaborative opportunities in the client Work to Core Team Staff to facilitate more holistic approaches and mutual learning To embed qualitative assessment elements of services and analysis into the Support and Connect service to showcase the impact of our cultural values and integrate this into the Core Team outcomes framework 19
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 To assist in evaluating the Core Team, s progress. challenges and su¢¢e5ses To collate service-users experiences and perspectives of the cole team Service and co-create meaningful outcome measures and recommendations Explore additional funding sources to address the increasing demand for peer support groups and mental health awareness training. The demand for these seTvices has escalated across various areas of Camden, particularly from health professionals serving Ihe BME community. Enhance the skill sets of the Community Development team to provide additional services including peer support groups and provide one-to-one support. Seek out relevant Continuing Professional Development {CPDI opportunities to fulfil this objective. Review and refine data collecllon methods to ensure alignment with Alliance outcomes. Establish and develop a sustainable repla¢emenl for the Phoenix service Monitor, assess and develop measures lo ensure that the Heatthy 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 continuance of Hearlng Voices services from April 2025 Continue to explore work on suicidality in relation to our Hearing Voices projects Continue lo support the development of Voice Collective groups held by other proje$ I organis21ions and Mic Continue lo work in partnership with organisations and academics to Promote different understandings of voice hearing Continue to provide London Hearing Voices NeOrK 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 Donna Ellis Neeraj Mashru All the Trustees are members of the company and guarantee to contribute to the assets of the company in the event of it being wound up,. such amounts as may be required not exceeding £1. The number of guarantees on 31 March 2025 was 4. Trustees have no beneficial interest in the company and are not remunerated. The company has obtained insurance indemnifying Trustees against Ilabilities arising from the performance of thelr duties. 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. 20
MIND IN CAMDEN TRUSTEES ANNUAL REPORT 2024-2025 statement of Trustees, responslbllitles The trustees (who are also directors of Mind In Camden for the purposes of company law) are responsible for preparing the Trustees, Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards {Uniled Kingdom Generally Accepted Accounting Practice.} Company law required trustees to prepare financial statements for each financial year which give true and fair view of the state of the affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In prepaiing these finan¢ial slalement5, the trustees are required to.. select suitable accounting policies and then apply them consislently. observe the methods and principles Iri the Charities SORP. make judgements and estimates that are reasonable and prudent. slate whether applicable UK A¢oounting Standards have been followed, subject lo any material departures disclosed and explained in the financial statements. Prepare the financial statements on the going concern basis unless it is inappropriate to presurne that the oharitable company will continue in business. The trustees are responsible for keeping Proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them lo ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for Ihe prevention and detection of fraud and other irregularities. In so far as the trustees are aware.. there is no relevant audit information of which the charitable company's auditor is unaware., and the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and lo establish that the auditor is aware of that information. Approved by the Management Committee on and signed on its behalf by Elise Ormerod, chair of Trustees 21
Independent Auditor's Report To the members ofmlnd In Camden Opinion We have audited the financial statements of Mind in Camden (the 'Charity') for the year ended 31 March 2025 whi¢h comprise the consolidated Statcment of Financial Actiyitics, Ihc group and parent Charily's Balance Sheets, group's slateinent of cash flows and notes to the financial slalem¢nts, including a sununary of significani a¢¢ounling polici¢s. The financial reportillg framework that has been applied in iheir preparation is applicable law and Unit¢d Kingdom Accounling Standards, including Financial Reporting Standard 102-. Thc Financial R¢porting Standard applicable in thc UK attd R¢publio of Ilalld (United Kingdom Generally Acccpted Accounting Practice). Opinion on financial statements In our opinion the financial statcments.. give a Inte and fair view of th¢ state of the gTOUP'S and Charity's affair5 as at 31 March 2025 and of its income and cxp¢nditure for ihe year then ended.. have been properly prcparcd in a¢cordance wffiih United Kingdom Gen¢rally Acc¢pled A¢¢ounling Practice. and havc bcen preparcd in accordan¢¢ with the requirements of Ihc Compani¢s Act 2006. Basls for oplnlon Wc conducted our audit in a¢cordancc with International Stalldar(Ls on Auditing (UK) {ISAs {UK)) and applicabl¢ law. Our responsibilities undcr those standards are fijrther dc5crib¢d in the Auditor's responsibRliti¢s for thc audit of the financial slatcmcDts $¢¢tion of our report. We are indcp¢ndent of the Charity in a¢¢ordan¢e with the ethical quIrementS that are relcvant to our audit of the fillancial statcmcnts in th¢ UK, including the FRC'S Ethical Standard and we have fulfill¢d our other ethical responsibilities in accordaD¢¢ With these requirements. Wc b¢li¢ve that the audit evidcnr¢ w¢ hav¢ obtained is sufficient and appropriate lo provide a basis for our opinion. Concluslvlls relatlng to going CDncerll In auditing the financial statemen¢s, we have concludcd that the twstees, use of th¢ going concern basis of a¢¢ounting in tbe preparation of the financial 8tatcmentS 18 appropriate. Based on the work we hav¢ perfonned, we hav¢ not identified any material uncertainties relating to Cvcnts or ¢onditions that, illdividually or collecliycly, Inay cast significant doubt on the charity's ability to continue as a going concern for a peri<)d of at least twclve months from whcn Ihc finyncial statemcnts are authoriscd for issue. Our r¢sponsibililies and the responsibililic5 of th¢ directors with rcsp¢¢t to going concern arc described in the relevant 8e¢tions of this rcpoit. Other Information The Iruste¢s are iesponsible for the other information. The other infomiaiion compriscs the inforn]ation includcd in th¢ annual report oih¢r t]1 the financial statements and ow auditor's report Ihereon. Our opinion on ¢h¢ financial statemcnls does not cover the other information and, except to the ¢xtent otherwisc cxplicitly stalcd in our report, we do not ¢xpress any form of assurance conclusion thereon. connection with our audil of the financial slat¢ments. our responsibility is to read the other informalion and, in doing so, considcr wh¢ther the olhcr infomation is matcrially inconsistcnt with the financial statements or our knowledge obtained in tbe audit or oihcrwis¢ appears to be materially misstat¢d. If we identify such matcrial inconsistencies or apparent mal¢rial misstatcmcnis, we are required lo d¢tern)inc whcther thcre is a material misstatcm¢nl in the fiDan¢ial statements or a material misstatem¢nl of the other inforn)ation. If, based on the work we have pcrfoTmed. we conclud¢ that there is a matcrial misstatemenl of this othcr inforn)ation, w¢ ar¢ required to report that fact. 22
Independent Audltor95 Report To the n)embers of Mind in Camden We havc nothing to report in this regard. Opinion on otlier matter prescribed by the Companies Act 2006 In our opinion, based ot] ihe work undertaken in the course of the audit.. the inforniation given in thetruslees, report (incorporating the directors, ieport) for the financial y¢ar for which the financial statm¢nls ar¢ pr¢pw"¢d is consistent with ihe financial statements. and the Iruslees, r¢port (incorporating the directors. report) has been prepared in accordancc with applicable legal r¢quir¢m¢nts. M&tters on whl¢h we gre required to report by exccptlon In the light of the knowlcdg¢ and understanding of the Chanty and its environment obtained in the course of the audit, we havc not identified material misstatements in the Tru5tee5' Annual Rewrt. We have nothing to report in rcspe¢t of the following matters where the Companies Aci 2006 requires us to report to you if, in our opinion: adequate accounting records have nol b¢en kepl or returns ad¢qual¢ for our audit have not been reccivcd from branches nol visited by us. or the fllwieial statemcnts ar¢ not in agreement with the 2CCOLinting records and returns. or certain disclosures of trustees, remuneration'specified by law aje not made. or w¢ have nol received all Ihc iuforn)ation and ¢xplanalions we require for our audit. Responslbllltles of the trustee5 As explained more fully in ihe Tstee$, Responsibilities Statement, the trteeS (who are also the directors of the charitablc cotllpany for thc purposes of company law} are rcsponsible for th¢ preparalion of th¢ financial s¢at¢Jn¢nt5 and for being satisfied that they givc a true and fair vicw and forsuch internal control as they detern]ine is n¢¢essary to enable the preparation of financial slal¢m¢nts that ar¢ fr¢e from material mi&statemenL whcihcr due to fraud or error. In pr¢Parn th¢ financial statetncnts, th¢ trustees are responsible for assessing the Charity's ability lo continue as a going conc¢rn, disclostllg, as appli¢abl¢, mall¢rs related Lo goitig conccrn and usiiig thc going conccrn basis of accounting ullless the trust¢es ¢iih¢r intend lo liquidaie the Charity or (o cease operations, or have no r¢alisti¢ alternative but lo do so. Our responslbllities for the *udit of the financlal statements Our objeetives are to obtain reasonable aSSurCe about whether the finallcial slalements as a whole ar¢ free from matcrial misstatement, whcthcr du¢ to fraud or error, and to issue an auditor's report ihat includes our opinion. R¢a8onable assurance is a high Icvcl of as8urall¢¢, but is not a guarantec that an audit conducled in accordance wilh ISAS (UK) will always dclect u malcrial misstatement when it cxists. Misstatements can arisc from fraud or error and are considercd matcrial if. individually or in the aggr¢gat¢. thcy ¢ould reasonably bc cxpe¢t¢d lo influ¢nce thc cconomic decisions of users taken on Ihe basis of thes¢ finanoial statements. Irregularities, including fraud, are instances of non-¢omplian¢e with laws and rcgulalious. W¢ d¢sign procedures in line with our responsibilitics, ouilin¢d above, to deteet material mi8slatem¢nls in reSpt of irrcgularilies, including fraud.. Th¢ extent to which our pro¢cdur¢8 are Capable of detecting iegularl11¢s. inrludillg fraud arc 8Ct out below. 23
Independent Auditor's Report To the members of Mind in Camden In identifying and assessing risks of matcrial misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following.. W¢ enquired of managcm¢nl, which included obtaining and reviewing supporting documcntation, conccrning thc charity's policics and proccdures relating to.. identifying, evaluating, and complying with laws and r¢gulalion8 and wh¢ih¢r Ihcy were aware of any instsnces of non-compliance. Dctccting and responding to Ihc risks of fraud and whether they have knowledge of any actual, susp¢c¢¢d, OT allcged fraud. ,The internal controls established to mitigatc risks related to fraud or non-complian¢¢ with laws and Tcgulalion5. W¢ inspected Ihe minutes ofm¢¢tings of those charged with ¥overnaDce. We obtaincd an undcrstanding of the legal and regulatory framework that the Charity operat¢s in, focusing on those laws and regulations thai had a material ¢ffc¢l on Ihc fillancial 8tatcm¢nls or thal had 2 fundameulal ¢ff¢¢l on th¢ op¢ralions of Ihc Charity from our prof¢s&iollal and sector ¢xperi¢n¢¢. Wc rcvicwcd the financial statemcnl disclosurcs and tcsted these to supporting documentatlon to asscss compliance with applicablc laws and regulations. We perfornied analytical procedures to identify any unusual or unexp¢ct¢d r¢lationships that may indicatc risks of matcrial misstalement duc to fraud. addr¢ssing th¢ risk of fraud through mattag¢m¢nl oveId¢ of ¢ontro15. WC t¢sl¢d the approprial¢ness of journal enlries and oiher adjustsncllls, asscsscd whcthcr the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the nomal cours¢ of busiu¢ss. A furth¢r d¢scription of our r¢sponsibilities for th¢ audit of the financial sta¢¢menls is located on the Financial R¢portin¥ Council's website at.. [www.frc.org.uklaudilorsresponsibiliti¢s]. This description forms part of our audiloT'S Irport. Use of our report This repon is made solely lo the c]wilable company's members, a5 a body, in accordance with Chapter 3 of Part 16 of thc Companics Act 2006. Our audit work has been undcrtakcn so that we might slate to the charity'5 Inembers thosc mattcr5 wc are required lo slat¢ lo thcm in an audilor'5 report and for T other purpose. To the fvll¢sl ¢xtent pennitted by law, we do not accept or assume responsibility lo anyone other than the Charity and the charity's Ineinbers as a bodyj for our audit work, for this repo or for th¢ opinions we have fonned. 23 October 2025 Anthony Epton (Senior Stthtutory Allditor) for and on behalf of Goldwin$ Llmited Stalutory Audltor Chartered Accountants 75 Maygrove Road West Hampstead London NW6 2EG 24
MIND IN CAMDEN CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES Ilncorporatlng an Income and Expendlture Accounti FOR THE YEAR ENDED 31 MARCH 2025 R#8trlcted nrgstrlcted Funds General De 2025 Total 2024 Income from otes Donatlons and LBgaclg8 Other Tradlng Activities -Gr055 Income from SubsidHry Incom• From Investments 21bl 8.687 8,687 9,377 65,354 10,133 84.174 65,354 10,133 84.174 85,049 11,300 105,726 Incom* from Charitable Actlvltlgs Dire¢l Support Services 64,563 1,613,433 64,563 1,613,433 1,677,996 1,701,818 1,677,998 1,701,618 Total Income 64,563 1.697.607 1,762,170 1,807,344 ondlturè on Expenditure on Ralsln9 fund8 Subsidiary costs 78,850 78,850 85.188 Exp•ndlture on Charitablo actlvlllos Dlrecl Support Services 31a1112 84,563 1.658,813 1.723.376 1,747,231 Total Charitable Expenditure Total Expendlture 64.563 1,658,813 1,723,376 1,747,231 1,B02,226 1,832,419 64,563 1,737,663 Net Incomol{Expendlturel for th• year (40,066} 140,0561 125,0751 Transfer bètween funds 13.14 Funds at 1 Aprll 2024 598,594 8,000 6Ck8,594 631,669 Fund$ at 31 Mah 2025 558,538 8,000 566.538 606,594 The notes on pages 27 to 37 form part of these financial slatemenls. There were no other recognised surpluses or deficits for the year. The movement on reserves obove is shown in notes 12, 13 and 14 to the financial statements. All ol the organisalion's opgralions are classed as continuing. 25
MIND IN CAMDEN BALANCE SHEETS AS AT 31 MARCH 2025 The Grou The Charlt 2025 2024 2025 2024 Notes Flxed Assets Intangible Fixed Assets Tangible Fixed Assets Investments 120 15,805 300 20,838 120 15,805 100 16,025 300 20,838 100 21,238 15,925 21,138 Current As50ts Debtors Cash al Bank and in Hand 10 184,817 463,434 648,251 126,174 552,359 678,533 184,355 455,976 640,331 125,896 536,151 662,047 Credltors: Amount$ Falling Due Within One Year (97,6381 {93,0771 180,296} {80,665} Net Current Assets 550,613 585.456 560,035 581,382 Net Assets 566,538 606,594 576,060 602,620 Funds Restricted Funds 12 Unreslricted Funds Designated 13 - General 14 8,000 558,538 8,000 598,594 8,000 568.060 8,000 594,620 566.538 606,594 576,060 602,620 The notes on pages 27 to 37 form part of these financial statements. The financial statements have been prepared in accordance with the special provisions relating to small companies exemption. Approved and aulhorised for issue by the Management Committee on 11 September 2025. Elise Ormerod Chair 26
Mind in Camden Consolidated Statement of Cash flows at 31st March 2025 Notes 2025 2024 Cash flows from operatlng actlvltles Net Income {lossj for the year {40.0561 {25.075) Adjustment for.. Depreciation Decresellln¢reasel in Debtors Ir)creasellDecrease) in Creditors 9,588 10 (58,643) 11 4,561 8,964 (4.845) {84.481) Cash flows generated from operating a¢tlvltles 184,550) 1105,437) Purchase of Equipment 8(a) (4,375) (13,383) Cash flows used in Investment actlvltles 14,376) (13,383) Net Increselldecreasel in ¢a$h - also see note 18 (88,926) (118,8201 27
MIND IN CAMDEN NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 1. Accounting Policies (al The Financial Statements have been prepared in accordance with Accounting and Reporting by Charities= Stalement of Recommended Practice applicable to charities preparing their accounts in accordanGe with the Financial Reporting standard applicable in the UK and Republic of Ireland (FRS102) {effective January 2015) {Charilies SORP (FRS102)) and the Companies Act 2006. Liabilities are Initial recognised at historical cost transaction value unless otheTwise stated in the relevant accounting policy note. These accounts have been prepared on a going concern basis because the charity's projected earnings in the financial year 2025-2026 will be £1,800,895. The financial statements are prepared in sterling {£) and rounded to the nearest pound. We have omitted the charity SOFA as allowed under the section 408 of Companies Act 2006. The charity is a public benefil entity. (b) Charges, investment income and voluntary income receivable by way of donations are included in full in the Statement of Financial Activities when receivable. In preparing these accounts no value has been attributed to the work performed by volunteers although their work is considered vital to the activities of the charity. Goods sold at the charity shop (Camden Mind Ventures Ltd} are recognised when the customer purchases the goods. (c) Restricted funds are to be used for specifi'ed purposes as laid down by the donor. Expenditure, which meets this criterion, is identified to the fund. (d) Unrestricted funds are donations and other income received or generated for the charitable purposes. (e) Designated funds are unrestricted funds earmarked by the Management Committee for particular purposes. The purpose and use of each fund is described in note 13. 28
MIND IN CAMDEN NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2026 1. Accountlng Policies (continued) (fj Funds received for the purchase of fixed assets are accounted for as restricted income. The treatment of the assets provided depends upon the restriction imposed by the grant. If the fixed assets, acquisition does not discharge the restriction then assets will be classified as restricted fixed assets and depreciation charged against the restricted fund. (g) Furniture, office equipment including IT equipment and SOfare costs are capitalised if the purchase price and incidental costs of additions such as installation fees and labour costs are over £500 including VAT. Depreciation is provided on all fixed assets calculated to write off the cost of each asset over its expected useful life as follows: Furniture and eqLFipment Software four years on a straight line basis four years on a straight line basis (hl All leases of land and buildings and eqLtipment are considered to be operating leases and rentals are charged to the Statement of Financial Activities when due on a straight line basis. No assets are held under finance lease agreemerlts. (i) The charitable company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The pension cost represents the contributions payable under the scheme by the company to the fund. The company has no liability under the scheme other than for the payment of those contributions. This meets new statutory requirements. Ul Staff costs. support costs and other expenses are allocated to activities on the basis of staff time and attributable cost. {k) Governance costs (note 3c) comprise statutory compliance including the costs of Trustees and auditors and legal and professional fees. 11) Expenditure is recognised on an accruals basis. In the charity, expenditure includes VAT, whereas the subsidiary excludes it as it is VAT registered. 29
MIND IN CAMDEN NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 2{a) Income from Charitable A¢tivity 2025 Total 2024 Total Re$tiicted Unrostricted DIRECT SUPPORT SERVICES Fitzrovla Youth - CYP PM Project 9,774 Phoonix and Admlnlstration Reach out Camden {Resilience Neork ) 932,387 932,387 907,387 Phoenix and Admlnistratio L B Camden- Community Support Personal Budget Income 40,055 600 40,055 600 101,178 3,418 Sin le Point of Ac¢es$ Camden & Islington 503,716 503,716 480,773 TAP Funding- Camden & Isllngton 90,000 90,000 90,000 Voices Unlocked Bromley Trust City Bridge Trust Tudor Trust Voi¢e Collective Pro John Lyon's Trust National Service User Network Prostor Association (Eramus fund) Chuse Project Echoes Project Liveabililly Project Edinburgh university Other GMS Holdings Training Income 15,000 48,400 15.000 48,400 15,000 47,100 ect 6,667 3,488 9,991 1,163 1,163 8,000 7.013 7,023 8,000 7,013 7,023 17,142 7,498 17,142 7,498 17,142 9,700 64,563 1,613,433 1,677,996 1,701,618 'Detailed ¢omparatlve Information for tho year ended 31st March 202418 glven on page 38 30
MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 21b) Other Income Voluntary Income & Membership Donations, Food Income and Sundries Total Unrestricted Income 2025 5,702 2,985 8,687 2024 8,740 637 9,377 31a) Total Charitable expenditure 2025 2024 Direct Cost$ Staff related Cost Other dire¢l Cost Designated Expenditure Support Cost (Note 3bl 949,230 707,481 966,143 714,884 66,665 1,723,376 66,203 1,747,230 3{b) Su ort Cost Anal Is 2025 2024 staff Related Cost Premises Cost Governance Cost (Notg 3¢) Overhead Cost 10,525 34,650 12,340 9,150 66,665 7,908 34,650 14,786 8,859 66,203 Support Gosls are allocated on the basis of staff time. These include costs associated with providing IT, payroll, personnel, finance, property and other central services to the charity's staff and volunteers. 31cl Governance Costs 2025 2024 Auditors, Remuneration- Current Period Auditors. Remuneration- Prior year understated Trustees, Expenses & Training Trustees, Indemnity Insurance Legal & Professional Cost Appointment of Staff and other Costs 5,900 5,900 400 396 870 1,490 5,730 14,786 64 870 5,506 12,340 31
MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 4 Net IncomelExpendlture 2025 2024 Thi5 IS stated after charging: Depreciation and inlangible amortisation (Note 8) Lease Commitment (Note 161 Auditors, Remuneration (excluding VATI 9,588 24,488 4,917 8,964 24,488 4,917 5 Staff Costs and Numbers 2025 2024 Salaries and Wages Social Se¢urity Co$ls Pension Costs (see accounting policy) Mlnd In Camden - Staff Cost 804.734 72,856 35,219 912,809 815,036 68,260 34,560 917,856 Camden Mind Vontures- Staff Cost 41,067 42,272 Agency & Sessional Staff 25,493 24,841 Totsl 979.369 984,969 One employee eamed more than £60,000 during the year (2024.. nil). Slaff Costs under notes 3{a), 3{b} and 3{c} includes training and recruitment cost of £26.959 {2024'.£37,083). The average number of staff (based on full time equiva16nl} 6mployed during the year was as follows.. 202 2024 Phoenix Project other Projects Camden Mind Ventures 25 23 29 27 Total Employee benefits of the four key management personnel's of the charity were £233,501 12024.. £213,791 }. 6 Trustees, Remuneratlon and Expenses The directors of the charitable company are Trustees under charity law. Travel and training expenses paid on behalf of all of IheTru$tees during the year were £64 (2024'.£396). No Trustees were paid any remuneration in the year {2024.'£0I. Total donations by Trustees amounts to £49 (2024.. £49>. There were no reimbursemenl lo Trustees during this period. 32
MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Taxation All of the Charity's income is applied for charitable purposes and therefore is exempt from corporation tax. The charivs trading subsidiary has no corporation tax liability because profits are transferred by Glft Aid lo Mind In Camden. 8{al Flxed Assets- Group Furnlture & ui Fixtures & Fittin Total Cost At 1 April 2024 Additions Disposal At 31 March 2025 84,160 4,375 18,970 103,130 4,375 88,53S 18,970 107,505 Depre¢iation At 1 April 2024 Charge for Year Disposal At 31 March 2025 71,317 7,227 10,975 2181 82.292 9,408 78,544 13,156 91,700 Net book value At 31 March 2025 9,991 5,814 15.805 At 31 March 2024 12,843 7,995 20,838 81bl Fixed Assets IharSty Furniture & Fixtures & Fi tln Total Cost At 1 April 2024 Additions Disposal At 31 March 2025 84,160 4,375 18,970 103,130 4,375 88,535 18,970 107,505 Depreciatlon At 1 April 2024 Charge for the year Disposal At 31 March 2025 71,317 7,227 10,975 2181 82,292 9,408 78,544 13,166 91,700 Net book value At 31 March 2025 9,991 5,814 15,805 At 31 March 2024 12,843 7,995 20,838 33
MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 81c) Intangible (Software) Fixed Asset- Charity and Group C05t At l April 2024 Addition At 31 March 2025 1,313 1,313 Depreclation At 1 April 2024 Charge for the year At 31 March 2025 1,013 180 1,193 Net book value At 31 March 2025 At 31 March 2024 420 300 Investments The charitable company hold5 1 OOYO of Ihe 100 issued ordinary £1 share capital of Camden Mind Ventu5 Limited {Company Number 02525366), a company incorporated in England and Wales. Camden Mind Ventures Limited sells donated and bought in goods. Relevant financial information regarding Camden Mind Ventures Limited is as follows.. 2025 2024 Sale of Donaled Goods Covid Grant Income Total Income Administrative Expenses Net Profrt Transferred to Mind in Camden under Gift Aid Retained in Subsidiary 65,354 85,049 65,354 (78,850) (13,496) 85,049 {85,188) (313) Nel Assets {9,S22) 3,974 The results of Camden Mind Ventures Limited have been ¢onsolidaled on a line by line basi.. and included under activities for raising funds both under Income and Expendilure. 10 Debtors The Group 2025 2024 The Charity 2025 2024 Other Debtors Prepaymenls and Accrued Income 158,162 26,654 184,817 112,847 13,327 26,174 158,068 26.287 184,355 112,797 13,099 34
MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 11 Creditors.. Amounts falling due within one year The Group 2025 2024 The Charlty 2025 2024 Taxation & Social Security Other Creditors Accruals Deferred Income (see Note 191 21,492 52,388 23,208 550 13,576 45,371 19,130 15,000 93,077 21,492 52,353 5.900 550 13.576 45.371 6.718 15.000 80,665 97,638 80,296 12 Movement on Restricted Funds AsAt AsAt 01.04.24 Income ondlture 31.03.26 Voice Colle¢tN Pro eet National Service User Network 1.163 1.163 Volces Un oc Bromley Trust City Bridge Trust 15,000 48,400 15.000 48,400 64,563 64,563 Purposes of Ihe Restri¢tod Funds Volce Collectlve Project Donations from these Trusts were specifically for our Volce collective projeds working with chSldren and young people in London who experience distress due lo voice hearing. Volces Unlocked Thè Voices Unlocked Project is developing peer support groups for prisoners who experience distressing voice hearing in prison. 35
MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 13 Deslgnated Funds Asat Amount Amount Asat 20 Camden Road maintenance 8.000 8,000 8,000 8.000 14 Movement On Uniestricted Fvnds AsAt 01.04.24 Amount Transferred AsAt 31.03.25 Income Ex endltu Charity General Funds Subsidiary General Funds 594.620 3.974 598,594 8,000 606.694 1.632,253 65,354 1.697,607 {1,658.8131 178,850} (1,737,663} 568.060 19,5221 558,538 8,000 566,638 Designated Funds INote-13) Group Unrestricted Funds 1.697,607 1,737,663 1J5{a} Analysi$ of Group Not Assets by Funds Flxed Curront Net ReslTicled Funds unstrICted Funds 15.925 15,926 648,251 64B.251 97.638 97.638 566.538 566,538 161bl Analysls of Charlty Net Assets by Fund5 Flxgd Assets Current Assets Net Assets Credltors Reslricled Funds Unrestricted Funds 16,025 640,331 640.331 180,296) 180.2961 576,060 576,060 16,025 16 Commitments Under Operating Lease$ The propety leas85 hav¢ already expired and yel to renew for next six years. The minimum notice periods lo delermintr the torms are six months and three months respectively As 4131 March 2025 Commitments under noTrcancellable operating leases were as follows.. Group and Company Land & Land & -within one year -within 2-5 years 24,488 24.488 24.488 24.488
MIND IN CAMDEN NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 17 Related parties During the year the Charity recharged Camden Mind Ventures Limited for staff r8laled Gosl of £41,067 {2024'. £42,272) and premises cost of £28,650 {2024'. £28,650). Other Costs £200 {2024..£S62). Total amount due from Camden Mind Ventu$ Limited as al 31 st March 2025 was £17,058 {2024'. £12,030). 18 Cash and Cash equlvalents At 1st A ril 2024 Cash Flow At 31st March 2025 Cash at Bank 552,359 188,9251 463,434 At 1st rll 2023 Cash Flow At31st r¢h 2024 Cash at Bank 671,179 118,8201 552,359 19 Movemenl on Deferred Income At 1st 01.04.2024 AsAt 31.03.25 Income enditure Bromley Trust Sundry Income {client gran1} 15,000 550 550 15,000 650 15,000 550 37
MIND IN CAMDEN NOTE TO THE ACCOUNTS - COMPARATIVE PAGES FOR YE 2024 Restrlcted Unrestrlcted Total Income Donations and Legacies Gross Income from Subsidiary Income from Investments 9,377 85,049 11,300 9,377 85,04g 11,300 Fitzrovia Youth .CYP PM Project 9,774 9,774 Health Mind Pro ects Reach out Camden (Resilience Network ) 907,387 907,387 Phoenlx and Administration L B Camden - Community Support Personal Budget Income 101,178 3,418 101,178 3,418 Sin le Point of C & lslinglon ¢¢ess 480,773 480,773 Voices Unlocked Bromley Trust City Bridge Trust 15,000 47,100 15,000 47,100 TAP Funding- Camden & Islington 90,000 90,000 Voice collective Pro John Lyon's Trust National Service User Network Prostor Association (Eramus fund) ect 6,667 3,488 9,991 6,667 3.488 9,991 Other GMS Holdings Training Income Total Income 17,142 9,700 1,725,098 17,142 9,700 1,807,344 82,246 Expenditure Subsidiary Cost Expenditure on Charitable activities Total Expenditure 85,188 1.823,594 1,708,782 85,188 1.747.231 1,832,419 123,637 123,637 Net Income for the Year 141,391) 16,316 125,075) 38