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 prO￿dureS 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 ne￿Ork 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 ne￿OrkIng 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 prese￿ation 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 servi￿8. 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 se￿l¢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 Ne￿ork being
the most frequent and reliable referrers. Tom Cosuey, Head of se￿iCe 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 Co￿laC(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 se￿iCe 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 Se￿ICe. 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 d1￿cl1Y 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 rese￿eS 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,
a￿ayS 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 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
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 I￿lalld (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 T￿stee$, Responsibilities Statement, the tr￿teeS (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¢Par￿n￿ 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 aSSur￿Ce 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 reSp￿t
of irrcgularilies, including fraud.. Th¢ extent to which our pro¢cdur¢8 are Capable of detecting
i￿egularl11¢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 ove￿Id¢ 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 Ma￿h 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 SOf￿are 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$tiicted Unrostricted
DIRECT SUPPORT SERVICES
Fitzrovla Youth - CYP PM Project
9,774
Phoonix and Admlnlstration
Reach out Camden {Resilience Ne￿ork )
932,387
932,387
907,387
Phoenix and Admlnistratio
L B Camden- Community Support
Personal Budget Income
40,055
600
40,055
600
101,178
3,418
Sin
le Point of Ac¢es$
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 Ventu￿5 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
un￿strICted 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