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2023-09-30-accounts

Our impact Trustees’ report and financial statements Period ending 30 September 2023

everyturn.org

Company registration number 2073465 Charity number 519332

Our Impact 20242/23

Contents

Page 3 Introduction

Page 6 Our mission and values

Page 8 Chief Exec and Vice Chair statements

Page 12 Delivering the future of Everyturn

Page 22 Organisational culture

Page 28 Social value and sustainability Page 34 Risk management

Page 38 Directors report

Page 50 Finance

Page 14

Our progress and impact

2 Everyturn Mental Health

Our Impact 2022/23

Section one

Introduction

Who we are

We’re a mental health non-profit, dedicated to supporting people, families, and communities across the country.

We’re here so no one has to struggle alone with their mental health. We know our teams, the partnerships we build, and the care we give makes a difference. We work to understand the needs of every person and community we support, to offer care that’s personalised, compassionate, and impactful.

We’re here to help the people we support to live the life they want to live, and to feel valued.

What we do

Whether someone needs clinical or practical support, we care about their whole life.

We provide a wide range of national services on behalf of the NHS and local authorities, including talking therapies, crisis support, dementia care, supported housing, specialist nursing, and community wellbeing support.

Our teams are strengthened by their own lived experience of mental health challenges. We bring our values to life every day, so that every person we support feels understood, is respected, and has the help they need.

Everyturn Mental Health

Our Impact 2022/23

Introduction

Our year in numbers

General

£40.4 million

total turnover

300+ people engaged in our rebrand process

£15.8 million

invested in local suppliers 20% of which are VCSEs and small/micro entities

Community/crisis:

6,468 people supported

across our community and crisis services

2,505 people

in crisis supported

64,960

support sessions provided for people in crisis

146,644,727 people reached

by our media activity

87%

of people in crisis we supported increased their wellbeing scores

4 Everyturn Mental Health

Our Impact 2022/23

NHS Talking Therapies:

Housing and nursing:

133,335 hours of talking therapy provided

57,536 talking therapy referrals received

97% of people

would recommend our talking therapies to friends or family

99% of people

felt listened to and taken seriously

100% regulated services rated Good by CQC

12,532 hours of support

given to people in supported housing properties

2,300 plants and trees planted

at our older adult services

Our people

335

new starters

898 colleagues (on average in 2022/23)

25

new apprenticeships undertaken

16,800 learning hours spent on our Everyturn Academy

Everyturn Mental Health

Our Impact 2022/23

Section two

Our mission and values

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Everyturn Mental Health

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Our mission

Our mission is to provide highquality integrated mental health and wellbeing services, placing people and communities at the heart of everything we do.

Our values

Innovation

Respect

Compassion

Excellence

Accountability

Everyturn Mental Health

Our Impact 2022/23

Section three

Chief Exec and Vice Chair statements

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Vice Chair statement

After 10 years of being a trustee, then becoming our chair in 2019, we’re bidding a fond farewell to Rosemary Granger , our Chair of the Board of Trustees.

We offer our enormous thanks for the commitment, expertise, and leadership that she’s offered us in that time. Rosemary has led the organisation through a time of enormous change, helping us cement Everyturn’s position as an innovative partner to the NHS. We are now recruiting for a new Chair.

During Rosemary’s tenure, Everyturn has gone through significant growth and doubled in size. She recruited Adam as our new Chief Executive three years ago, oversaw our rebrand, and has pulled together almost an entirely new board of trustees.

During 2022/23, in response to a board effectiveness and skills review, we welcomed several new trustees. This was linked to our evolving strategy, to ensure we had the right skills at board level, and included bringing in additional clinical, governance, HR, and organisational culture expertise.

This year certainly hasn’t been without its challenges, with demand for mental health services consistently outstripping capacity, and the challenges of working closely with an evolving NHS. While we absolutely welcome commissioning, we also know that changes to the NHS create unrest. As we look to the future, we see the green shoots of place-based integrated commissioning, and it’s clear to see how that will benefit organisations like ours and, most importantly, the people we support.

Graham Puntis (he/him) Vice Chair of the Board of Trustees

Everyturn Mental Health

Our Impact 2022/23

Chief Exec statement

This year has been a significant one in our strategic journey and I’m incredibly proud of the progress we’ve made.

Our approach to transforming Everyturn Mental Health to a mental health charity for the future is a three-step process of fix, grow, and differentiate. This year we’ve been focused predominantly on fixing and growing, to give us the good foundations for our next strategic objectives. Which is why 2022/23 has been a year of major investment: in our people, our working environments, and our technology – all of which you’ll read more about in this report.

This is also the first annual report under our new name and brand identity! This was a huge project for us this year, focused on integrating the two halves of our organisation – Mental Health Concern and Insight IAPT – under a single identity, giving one ‘front door’ to all our services. After a deep-dive engagement process with the people we work with and support, and thoughtful creative development, we’re all proud that the final brand is a direct result of what people told us was important to them.

The rebrand project formed part of our strategic pillar of integration, which also included appointing a single Chief Operating Officer across our services, to pull both sides of the organisation together, share best practice, and drive clinical and operational excellence.

When we set our strategy two years ago, it was based on an ambition to pull ourselves back to our roots of working in close partnership with the NHS. The work we’ve done over the last 12 months has done just that: Everyturn was asked to be the voluntary, community, and social enterprise (VCSE) lead for North East and North Cumbria Integrated Care Board (ICB), and I was invited to chair its VCSE sub-group.

Everyturn Mental Health works as a partner to the North East & North Cumbria ICB, delivering the lead VCSE mental health role for the system. By doing so, Everyturn works with NHS colleagues and the VCSE sector to help deliver community mental health transformation. We’re thankful to Everyturn for the work they do to improve mental health services across the ICB.”

Kate O’Brien

Director of Transformation Learning Disabilities, Autism and Mental Health

North East and North Cumbria Integrated Care Board

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Our Impact 2022/23

And the commendations kept coming. I was asked to speak at NHS England’s board about new models of care in mental health, with Everyturn showcased as an exemplar of working with the NHS to reduce waiting lists. We’re particularly proud that our Waiting List Support Service, developed in partnership with Cumbria, Northumberland, and Tyne and Wear NHS Trust to support their community mental health team, was shortlisted for a national HSJ Partnership Award and NHS Confederation Innovate Award.

I’m also pleased to report another strong financial trading year, despite the financially challenging time for families and organisations across the country. An improved outlook and careful financial controls meant we could invest in IT systems and premises, alongside supporting our people with additional pay, to support with cost-of-living challenges and to remain competitive in a competitive talent marketplace.

More than anything, I’m proud of the people I am privileged to work alongside each day. I never fail to be moved by our amazing teams, working in challenging roles, supporting people through life’s darkest and most difficult times, while living our values in everything they do. Everyturn really is its people.”

Adam Crampsie (he/him) Chief Executive

Everyturn Mental Health

Our Impact 2022/23

Section four

Delivering the future of Everyturn

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Everyturn Mental Health

Our Impact 2022/23

Our ‘Shaping Our Future Strategy’ has been in place for two years, helping us to transform the organisation and lay the groundwork for the next steps of our journey.

The next phase of this strategy will take us to 2026, as we focus on eight objectives:

We will deliver our 3-year equity, diversity, and inclusion strategy to make EDI central to our culture.

We will become a leader in sustainable practice within healthcare and will reach net zero.

We will deliver a 3-year people strategy to transform the way we work with our colleagues and service users.

We will develop a standardised organisational-wide recovery focused approach.

We will deliver our digital strategy to transform our organisation with a focus on technology and a digital culture.

We will deliver a new programme of clinical, corporate & information governance across the organisation.

We will deliver a 3-year programme of proposition developments for all our services.

We will continue to deliver the 3- year business plan, with a focus on revenue diversification.

Turning our vision to the future, we’re embracing the changing landscape of community mental health care. By joining up our services internally, creating new partnerships, and innovating to close gaps in the system, we’re delivering on our purpose: to make sure no one struggles alone.

Everyturn Mental Health

Our Impact 2022/23

Section five

Our progress and impact

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Everyturn Mental Health

Our Impact 2022/23

Against a very challenging backdrop of increased pressure on the health and social care system, we’ve made 2022/23 a year of significant investment in our services, premises, and systems. We’ve retained and expanded existing services, created new partnerships, and launched new initiatives to reach even more people in new ways.

Progress against strategic goals

2.

1.

We will continue to develop our offer for older adults, to create outstanding services.

We will develop our community services so that we have a fully integrated set of defined propositions for community mental health.

Everyturn Mental Health

Our Impact 2022/23

Our progress and impact

3.

We will develop our crisis service offer into a fully integrated, system-wide, non-clinical offer, working alongside Cumbria, Northumberland, Tyne and Wear (CNTW) and Tees Esk and Wear Valleys (TEWV) NHS Foundation Trusts.

4.

We will develop Project Impact which will deliver:

1. Social value and sustainability policies and reporting

2. Patient experience strategy and reporting

3. Impact reporting on our services and communities

Everyturn Mental Health

Our Impact 2022/23

6.

5.

We will fully rebrand the organisation, creating a single cohesive brand and culture across the organisation.

We will develop our adult services offer, alongside our supported housing, to create a best-in-class service for supporting adults with their mental health.

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Our Impact 2022/23

Our progress and impact

7.

We will deliver on the first phase of our equality, diversity, and inclusion (EDI) strategy.

We pledge to foster an open culture by opening up the conversation on equity, diversity and inclusion. We will give all our colleagues the opportunity to share their own personal story and journey, enable colleagues to ask questions, and build a culture where we all learn from each other.

Love your courage! Thank you for your insights, this is exactly the conversation we need to learn and effect change!”

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8.
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We will implement the first phase of our digital strategy.

Everyturn Mental Health

Our Impact 2022/23

Our progress and impact

10.

We will develop and deliver an estates strategy for all our premises, to give our colleagues and the people we support the best surroundings.

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Photo credit:
Southern Green
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11.

12.

We will implement a new process for performance and talent management to unlock the potential of our people, including performance-related rewards.

We will deliver our 2022–2023 business plan priorities that will see us retain 100% of our contracts up for renewal.

Everyturn Mental Health

Our Impact 2022/23

Section six

Organisational culture

Our organisational culture is shaped by our values: innovation, compassion, accountability, respect, and excellence.

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We’re proud to have created a workplace where people feel accepted for who they are and can thrive in their career with Everyturn. Through our approaches to colleague engagement; equity, diversity, and inclusion; recognition; wellbeing; and learning, we place a huge focus on investing in our people.

Engaging with our colleagues

We saw improvement in many areas, most significantly:

The voice of our colleagues is incredibly important to us. This year, we asked for feedback and gathered their views, both formally and informally. We did this in different ways, including:

Our top scoring statements :

More formally, we conducted the externally accredited Great Place To Work® survey (which we do every two years) and carried out ongoing pulse surveys (see below).

With 75% of colleagues who responded agreeing we were a Great Place To Work®, together with high engagement across the survey, we were proud to be reaccredited officially as a Great Place To Work® in 2023 and listed as one the UK’s Best Workplaces[TM]

Everyturn Mental Health

Our Impact 2022/23

Organisational culture

Championing equity, diversity and inclusion for everyone

Our Values Awards

Our organisational values were co-created with our colleagues and are embedded in how we work together, forming a central part of both our recruitment process and ongoing appraisal and development conversations.

We could see the impact of our commitment to diversity, equity and inclusion in 2022/23 in the results of our Great Place To Work® survey, which told us:

These values are celebrated through our Values Awards which are open to all colleagues.

In 2022/23, we celebrated 70 winners alongside all those nominated at our ‘Stand Up’ event for all colleagues. Together with prizes, trees are planted for all winners in line with our commitment to sustainability.

Some of our 2022/23 winners...

Compassion

“As a patient, you’ve definitely helped me find peace and showed me that people can, and do, like and care about me. Thanks for the insightful, encouraging and supportive care and for freeing me from the years of fear and sadness.”

Our approach to equity, diversity and inclusion over the year included a number of impactful initiatives.

Michael, High Intensity Therapist

Excellence

“A client came to us with numerous social stressors that had culminated in an attempt to end their life. Lauren supported them to resolve their outstanding difficulties, and developed their self-confidence to the point where they felt comfortable attending groups at Mind.”

Lauren, Caseworker.

Everyturn Mental Health

Our Impact 2022/23

Our colleague network

Education and awareness

Our colleagues suggested putting network groups in place. These five groups are having a huge impact:

Throughout 2022/23, we looked to educate our colleagues by creating a series of ‘In conversation with’ events with network group members, hosted by our executive and board members. These recorded interviews enabled our colleagues to share their stories in an open and authentic way.

Topics included: understanding dyslexia, balancing working and caring responsibilities, racial heritage and experiencing microagressions, and reflections on LGBTQIA+ History Month as an Everyturn leader.

The groups are there for colleagues to support each other and, importantly, are there to challenge our way of thinking at Everyturn. Members of our network groups attend our People and Wellbeing Committee, along with members of the board and executive team, on a quarterly basis in order to debate and elevate conversations.

“Just brilliant. Thank you for being so open about your sexuality – when I first started, this helped me know the kind of culture I was working in. It made me feel it was okay to be open about my sexuality and be myself working here.”

Example: The LGBTQIA+ Group in action

Our EDI commitments

This year we worked with our LGBTQIA+ group to create and communicate a Gender Identity policy. Members of the group asked that Everyturn consider such a policy and by working together a policy was put in place to cover important topics such as – understanding terminology, using personal pronouns and transitioning at work. The policy was launched to all colleagues at our ‘Stand Up’ event by members of the network group, together with a Q&A session to break down barriers and increase understanding. As a result of this group’s feedback, we now store gender identity on HR records if someone has chosen to disclose it, as well as personal pronouns on our email signatures and ID badges.

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Our Impact 2022/23

Organisational culture

A culture of learning, development and growth

2022/23 saw significant investment in our learning and development programme as we looked to ensure our colleagues had the knowledge and skills needed to thrive in their role and could progress and grow their career with us. Some highlights from our 2022/23 year are below:

Spotlight on our Leadership Academy

Our leadership programme developed the core leadership skills of over 120 leaders with 4 sessions delivered across the year. The sessions covered effective communication as a leader, coaching and feedback, tackling difficult conversations, and setting objectives and reviewing performance.

“This was one of the best training sessions I’ve attended, I really enjoyed the interaction and pace of the varied tasks.”

“The day was engaging and incredibly relevant. This is the first training I’ve been on in a long time which provides me with actual workable material, and information and techniques I can begin to implement immediately.”

26 Everyturn Mental Health

Our Impact 2022/23

Our commitment to colleague wellbeing

Keeping our colleagues physically and mentally healthy, well and in work was an important area of focus for us in 2022/23.

Colleagues were supported in their wellbeing through:

• Access to wellbeing benefits including Vitality at Work (including fully funded physiotherapy, the Headspace app and an Employee Assistance Programme including access to talking therapies).

Spotlight on ‘Move this May’

In May 2023, colleagues from across Everyturn took part in ‘Move this May’, with the aim of promoting physical activity and wellbeing. Teams tracked their physical activity during the month, to be in with the chance of winning prizes (and glory).

Colleagues fed back that they’d enjoyed the teamwork and fun of the month, and it encouraged them to think differently about physical movement, with 91% of people moving more than they normally would.

Through photos and sharing tips on Viva Engage, our internal colleague engagement platform, around 5,000 impressions were created.

• Two days volunteering per year for local charities, to benefit from the link between time spent volunteering and an increased sense of wellbeing.

• Online mindfulness sessions hosted by our clinicians.

Volunteers

During 2022/23 we had 59 volunteers working with us, predominantly in our community and crisis services in North East England.

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Section seven

Social value and sustainability

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Our Impact 2022/23

As part of our ongoing commitment to meaningful measurement, management, and creation of social value, we are proud to be a member of Social Value UK, the professional body for social value and impact management.

Its organisational members play a leading role in driving forward principled practice, guiding legislation, and being thought leaders in social value.

As part of ‘Project Impact’, we’ve also launched our Social Value Delivery Group. The aim of the delivery group is to embed social value measurement, management and reporting across the organisation.

Throughout 2023 we worked with Envoy Partnership to help us understand the social value we deliver as an organisation and the ways we can build on this in the future. We’ve launched ‘Social Value Manager’, Envoy’s bespoke social value calculator and plan to run our baseline calculation in early 2024.

The delivery group’s objectives include the development of social value policy and governance processes, research opportunities in social value, and increasing our credibility through award submissions.

Everyturn Mental Health

Our Impact 2022/23

Social value and sustainability

A spotlight on sustainability

We know the climate emergency is also a health emergency. Its effects will increase the challenges that already make life hard for so many of the people we support: the cost of energy and food, inadequate housing, overstretched public services, unemployment, or a feeling of things being out of control.

Our ‘Shaping Our Future Strategy’ has four pillars: integration, reach, outcomes, and social value. To reflect our commitment to reducing our impact on the planet, we’ve updated the fourth pillar from social value to sustainability, with the goal to deliver social value and a positive environmental impact in everything we do.

Through our sustainability programme, we will:

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• Reduce our impact on our planet.
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Everyturn Mental Health

Our Impact 2022/23

To support our sustainability goals, in 2023 we recruited a Net Zero & Sustainability Lead, who has already begun scoping our areas of focus and taking action.

One of their first actions was to survey our colleagues to gather their views on our responsibilities to tackling the climate crisis. From this survey, we found:

When we asked our colleagues which areas they felt we should focus on first as an organisation, the top three choices were:

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1. Reducing waste and increasing recycling.

2. Minimising our energy use.

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3. Improving learning and training about sustainability.

This has given us a very clear steer to shape our activities, which will include rolling out a bespoke Carbon Literacy training course to all colleagues, to empower our people to make changes at work and in their personal lives.

Of the colleagues who hadn’t yet made any lifestyle changes, the biggest reason was not knowing what changes to make.

So far, we have also:

We’re also proud to have joined ‘Become Green Together’, to be working towards our bronze ‘Investors in the Environment’ accreditation, and to be aligned with the ‘Greener NHS’ programme.

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Social value and sustainability

Energy and Emissions Reporting

This section includes our mandatory reporting of energy and greenhouse gas emissions for the period 01 October 2022 to 30 September 2023, pursuant to the Companies (Directors’ Report) and Limited Liability Partnerships (Energy and Carbon Report) Regulations 2018, implementing the government’s Streamlined Energy and Carbon Reporting (SECR) policy.

Our methodology is adopted in line with the Greenhouse Gas Protocol and the BEIS Environmental Reporting Guidelines. The calculations were completed on the SmartCarbon calculator using the UK Government emissions factors.

We report using a operational control approach to define our organisational boundary. We have reported all material emission sources required by the regulations for which we deem ourselves to be responsible and have maintained records of all source data and calculations.

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Our Impact 2022/23

The table below includes total energy consumption (reported as kWh) and greenhouse gas emissions for the sources required by the regulations, along with our intensity ratio.

01/10/2022–30/09/2023
Total Energy Consumption –
Used for Emissions Calculation (kWh)		 4,396,359
Gas Combustion Emissions, Scope 1 (tCO2e) 335,511
Purchased Electricity Emissions, Scope 2 (tCO2e) 91,073
Other indirect green house gas Emissions,
Scope 3 (tCO2e)		 586,429
Total Gross Reported Emissions (tCO2e) 1,013,013
Turnover (£000) 40,425
Intensity Ratio: 0.47 tCO2e per total
full-time equivalent employee (FTE).		 427

Everyturn Mental Health

Our Impact 2022/23

Section eight

Risk management

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Everyturn’s trustees are responsible for making sure there’s appropriate risk management and internal control systems in place to manage any strategic risks we may be exposed to.

Our approach to risk means we’ll manage and reduce the risk of loss, rather than completely eliminate it. This allows us to continue achieving our objectives.

The following processes and controls were in place during the year:

A comprehensive review of the strategic risk register was completed by the executive team and board of trustees to reflect our three-year strategic plan. All risks were clarified, summarised and their impact and likelihood were assessed.

The strategic risk register was reviewed by all board sub-committees on a quarterly basis.

We continued our relationship with Audit One as our internal audit partner, conducting five internal audits linked to the strategic risk register to seek external assurance.

A bi-annual PESTLE and SWOT analysis was completed by the executive team and board of trustees.

Everyturn Mental Health

Our Impact 2022/23

Risk management

Risk theme

Financial sustainability

Impact to cashflow and financial sustainability linked to loss of NHS contracted income as a result of competitive landscape and changes to NHS commissioning.

Mitigations and controls

Workforce

Risk to operational/service delivery based on not having a workforce in place who are qualified and engaged.

Major incident

Failure to prevent and respond to all major incidents across the charity, which could lead to serious harm to service users and staff, and ultimately resulting in serious reputational damage to the charity

Everyturn Mental Health

Our Impact 2022/23

Risk theme

Data system and infrastructure

Increased risk of cyber security threats with an ageing technology infrastructure that requires significant modernisation to deliver strategic plans.

Mitigations and controls

Quality & governance

Failure to meet compliance with quality standards and national guidance.

Everyturn Mental Health 37

Our Impact 2022/23

Section nine

Directors report

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Our board of trustees

Rosemary Granger (she/her) Chair of the Board until 15 September 2023

Rosemary has been a leadership coach and an independent consultant since 2010, working with the NHS and other public and third sector organisations.

With 19 years’ NHS service, Rosemary has experience as both a provider and commissioner, working with health authorities and strategic health authorities at director level, with much of that in the field of mental health. Rosemary was appointed to Chair of the Board of Trustees for Everyturn Mental Health in 2019.

Graham Puntis (he/him) Vice Chair of the Board

Graham is a strategic leader, with over 20 years’ experience in management and leadership roles across a range of engineering sectors. He’s led teams through all stages of the business cycle and has a strong belief in achievement through teamwork.

Graham brings his strategic and commercial skills to the board, along with his experience of governance and performance management.

Everyturn Mental Health

Our Impact 2022/23

Directors report

Our board of trustees

Helen Baker (she/her) Chair of People Committee since April 2022

A proud LGBTQIA+ woman, wife, and mother to two children, Helen has worked in the corporate world for 25 years, working in the fields of customer services, user assistance design, and product software development.

Over the last four years, Helen’s career has shifted to blend her passion for leadership with diversity, equity, and inclusion (DEI), working with Sage as Global Director for DEI to deliver a robust DEI strategy. Through this, she has built an intentionally inclusive and equitable colleague experience for candidates, partners, and customers.

Helen and her family have personal experience of receiving support from specialist mental health services, and she has a deep respect for the work we do. She’s looking forward to sharing her skills and experience to support our culture over the coming years.

Himal Kakad (he/him) Chair of Finance Committee since April 2022

Himal is currently a Vice President at State Street Global Advisors, an international asset manager.

In this role, he’s responsible for leading all finance activities for the exchange traded fund business across Europe and Asia.

He has extensive experience in making operational and commercial decisions within complex financial constraints; developing and driving financial strategy; and working within diverse, multicultural teams.

Himal has had an extensive finance career with a broad range of experience gained across a number of organisations, most recently Aon, MSCI, and American Express.

Himal has a Master’s degree in Business Administration from Warwick University and is an Associate Chartered Management Accountant.

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Our Impact 2022/23

Steven Bainbridge (he/him) Chair of Governance Committee since June 2022

Steven is a quality and risk assurance professional with experience working across health and social care and education.

With a background in professional services, Steven has implemented governance frameworks and quality assurance processes across a number of organisations, playing a key role in quality improvement and good governance.

Steven is driven by governance that works for service users and is keen to lend his skills to the Board to help in embedding the organisation’s values and developing its strategy.

Dr Wendy Kaiser (she/her) Interim Chair of Quality and Performance Committee from March – September 2023

Wendy has had 40 years’ service in the NHS, including within neurology services, primary care, community children’s services, and adult and older people’s mental health services.

Wendy has also worked in mental health commissioning, with a focus on older people and dementia, investment in primary care, and quality of care in care homes.

In the final five years of her career, Wendy has been a senior commissioning manager within a non-profit organisation, providing commissioning support and delivery of services to CCGs and other commissioners.

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Directors report

Our board of trustees

Chris Gibbons (he/him)

Chris is a digital health leader, bringing over a decade of experience working with national and local NHS organisations to deliver large-scale technology transformation.

Chris is Director of Digital Health & Technology Transformation at KPMG, and he's driven to find opportunities to transform experiences, and deliver inclusive services enabled by technology. He brings his technology experience, along with his commercial and growth strategy acumen, to the board.

Paul Wait (he/him) Chair of Quality and Performance Committee until March 2023

Paul has worked for the NHS for almost 19 years, and has been a registered mental health nurse for 14 years. He has been in a senior clinical leadership post as Nurse Consultant since 2019.

He has an MSc in Healthcare Leadership and has trained as a Feedback Facilitator for the NHS Leadership Academy, supporting the developments of the wider NHS workforce. He’s also an ILM level 5 coach and mentor in training.

Paul is determined to ensure our services are supporting the needs of our local communities.

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Anila Arshad-Mehmood (she/her)

Anila has experience working with children and young people from nurseries to adult education, most recently in further and higher education as a professional services lead and senior leader for welfare, safeguarding and personal development.

Anila now works in people wellbeing and development, leading training on antiracism, mental health, and wellbeing and safeguarding. Anila volunteered to join Everyturn’s People and Wellbeing Committee because of her strong belief in the role of people development as a gateway to selfreflection and ongoing development in both self and society.

Professor Neil Watson (he/him) Chair of Quality and Performance Committee since September 2023

Neil is an experienced system and clinical leader with expertise in healthcare transformation, advanced therapies, population health, and innovation adoption.

His experience includes roles such as Director of Pharmacy at Royal Marsden NHS Foundation Trust, Chief Operating Officer of North East and North Cumbria Vaccination Programme, Director of Pharmacy at Newcastle upon Tyne Hospitals NHS Foundation Trust, and Professor of Practice at Newcastle University.

Everyturn Mental Health

Our Impact 2022/23

Directors report

Our executive team

Adam Crampsie (he/him) Chief Executive

Adam joined Everyturn in December 2020 and has overseen a significant period of change for the charity.

Adam is a mental health clinician by background and his experience spans the public, private, and charity sectors. He started his career working in the NHS in mental health, before moving into private healthcare to develop and lead NHScommissioned services. Adam aspires to create an empowered workforce of motivated people who do amazing things for service users, all underpinned by a simple system that lets them do what they do best.

Adam also serves as a Non-Executive Director at Gateshead Health NHS Foundation Trust and is a Trustee of the Terrence Higgins Trust. He chairs the ICS-wide VCSE Partnership Programme Mental Health sub-group and is the VCSE Mental Health lead for the North East and North Cumbria Integrated Care Board (ICB), and sits on the ICB’s mental health, learning disabilities & autism (MHLDA) executive sub-committee.

Sarah Dewar (she/her) Chief People Officer

Sarah joined us in March 2021, coming from her role as Director of People at an independent provider of integrated community health services.

Prior to this, Sarah spent 11 years in HR at a national housing association. Sarah is an ardent believer in supporting and valuing the amazing people who work across Everyturn Mental Health, creating opportunities for development, recognition, and empowerment in innovative and responsive ways.

Within Everyturn, Sarah is accountable for people and culture, together with digital and technology.

Sarah also serves as Vice Chair of the Board for the arts venue Dance City (together with chairing the finance, governance and people committee). She’s also a mentor on the national CIPD Aspiring HR Directors programme.

He is the organisation’s Caldicott Guardian responsible for overseeing the appropriate use of personal information.

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Emily Evans (she/her) Chief Commercial Officer

Emily has worked in healthcare for 20 years, 15 of which were in a variety of third sector operational and commercial leadership roles.

During her career, Emily has supported teams through periods of significant organisational change, and led the development and delivery of highperforming and impactful mental health services.

In her current role, Emily created Everyturn’s commercial function, bringing together business and service development, the project management office, marketing and communications, and relationship management.

Emily is also the deputy chair and trustee of ‘The Conservation Volunteers’, a charity that promotes wellbeing by bringing people and communities together to develop green spaces. Emily believes that if organisations want to drive positive change they need to align their policies and values with a more sustainable future.

Claire Foster (she/her) Acting Chief Finance Officer

Claire joined us in October 2021, with extensive technical experience from financial leadership roles in large UK and global organisations across different sectors.

Most recently, she led the Wood PLC environment and infrastructure consultancy business through extended periods of transformational change.

Claire has overall responsibility for the protection and control of the financial resources of the charity and its trading subsidiaries, to benefit the people we support. She’s all for inclusion and diversity and is the proud champion of our organisational Menopause Group.

Andy Wright (he/him) Chief Operating Officer

Andy’s work in the field of mental health has included a variety of organisations, including the NHS, the Home Office, local authorities, and the Ministry of Defence.

Andy originally joined the NHS to set up NHS Talking Therapies (formerly known as IAPT) services for veterans, after which he managed a number of large and successful talking therapies services. Andy is now responsible for the operations of our many services across the organisation, ensuring they deliver clinical and operational excellence.

Everyturn Mental Health

Our Impact 2022/23

Directors report

Board effectiveness

An independent board effectiveness review was carried out in 2022. The recommendations from the review were distilled into an action plan which continued to be reviewed throughout 2022/23.

Key action areas identified were grouped into four themes: board meetings; committees; trustee role definition, skills, and development; and group structures. Actions undertaken included:

Everyturn Board Meetings

Board Attendance between October 2022 and September 2023

Number of meetings
between October 2022 5
and September 2023
Numbers Attended
Rosemary Granger (Chair)
(resigned 15/09/2023)		 5
Graham Puntis (Vice Chair) 5
Chris Gibbons 5
Steven Bainbridge 5
Helen Baker 5
Dr Wendy Kaiser 5
Himal Kakad 4
Paul Wait (resigned
20/03/2023)		 2
Anila Arshad-Mehmood
(appointed 17/03/2023)		 1
Professor Neil Watson
(appointed 15/09/2023)		 1

Everyturn Mental Health

Our Impact 2022/23

Group Sub Committees

The Board of Trustees delivers its duties through six sub-committees.

Group People & Wellbeing Committee

Group Service Quality and Performance Committee

The People & Wellbeing Committee provides consistent and regular monitoring and analysis, and offers guidance on organisational culture and transformation in line with the organisation’s strategy.

The Group Service Quality and Performance Committee provides consistent & regular monitoring and analysis, offering guidance and support to operational services on the quality and performance of our services.

Group Finance Committee

Group Approvals Committee

The Group Finance Committee acts on behalf of the Board of Directors and provides critical oversight and assurance to the board on the organisation’s financial structure, processes & controls, and financial/business plans.

The Group Approvals Committee is convened as and when required to consider matters that occur outside of our usual diarised Board and Committee meetings and which require urgent Board level consideration and decision.

Group Governance & Risk Committee

Group Remuneration Committee

The Group Governance and Risk Committee supports the Board in fulfilling its responsibilities for ensuring the adequacy of risk management, internal control, corporate governance arrangements, and compliance with relevant law, guidance and regulations.

Responsible for overseeing the remuneration policy and strategy for the organisation and agreeing the salaries and other payments to the Chief Executive Officer (CEO) and the Executive Team. The Committee provides assurance to the Board that the organisation meets required policies, standards, best practice, and regulatory requirements.

Everyturn Mental Health 47

Our Impact 2022/23

Directors report

Conflict of interest

Everyturn operates under the principles of the Charity Governance Code and we have adopted its recommendations to manage conflicts of interest.

Each trustee must disclose potential or actual conflicts of interest to the charity (to include in the register of interests) and at group committee meetings and board meetings, when relevant.

In line with Charity Commission guidance, details of positions held by trustees outside of the charity are available to the public on request.

Quality and Performance Committee and the Board

We routinely track quality indicators in our integrated performance reports, which are reviewed by teams, services, and the board. Quality indicators include surveys of the people we support, audits, infection prevention and control performance, serious incidents, safer staffing, pressure ulcers, complaints, and safeguarding.

Last year we procured and implemented ‘Ulysses’, a web-based system for reporting incidents, which is allowing us to triangulate and appreciate data in new ways, supporting our Patient Safety Incident Response Framework development. We improved our approach to risk management with the introduction of operational risk registers, using our risk register software.

We continued to promote our ‘Speaking Up’ culture as part of a whole-system approach to improving standards, and protecting the people we support from unacceptable standards of care.

48

Everyturn Mental Health

Our Impact 2022/23

Structure, governance, and management

Everyturn has five nurse-led care homes, which support people with a serious mental illness or complex dementia. 100% of our homes are rated ‘Good’ by the Care Quality Commission (CQC). Over the past year, we commissioned a specialist company to undertake independent mock inspections of these homes. They were all rated as ‘Good’ and action plans created to help facilitate our journey to outstanding. We created our ‘Good to Outstanding’ working group, which is now the vehicle for our quality improvement work.

This year, we appointed a new National Operations Director for our NHS Talking Therapies services. Gareth Griffiths joined us from SignHealth, a specialist provider of health and wellbeing services for deaf people. Our NHS Talking Therapies services have continued to grow, with us securing a partnership role in the newly-commissioned ICB-wide service in Nottingham and Nottinghamshire.

Our community and crisis services have continued to diversify and become even more integrated into our local communities.

We secured contracts to deliver NHS 111 mental health support; provide safe havens in the North East; as well as an innovative partnership to embed mental health workers into the Northumbria Police control room, to support the implementation of ‘Right Care Right Person’.

All our services are supported by our Quality Governance and Assurance Framework, which provides clear direction and a vision for how we deliver high-quality, safe services.

Our combined clinical, operational, and governance roles provide leadership for quality, which is overseen by our senior operations meeting structure, the executive management team, and reports to our Quality and Performance Committee and the Board.

The work by our Community Development Workers saw us invited to speak at the NHS Confed Expo in Manchester, where we shared our innovative approaches to increasing access and participation from older adults in our Wirral service. We were also recognised nationally for our digital innovation and the integration of AI technology into our services, which has also increased access for racialised communities and members of the LGBTQIA+ community. Overall, as a group we achieved the national standards for ‘recovery,’ ‘reliable improvement’, and ‘waiting times’.

Everyturn Mental Health

Our Impact 20242/23

Section ten

Finance

Page 51 Reference and administrative details

Page 53 Financial Review

Page 54 Financial risk management objectives and policies

Page 56 Structure, governance, and management

50

Everyturn Mental Health

Our Impact 2022/23

Reference and administrative details

Registered office Sir Bobby Robson House 1st Floor, 2 Esh Plaza Sir Bobby Robson Way Great Park, Gosforth Newcastle upon Tyne NE13 9BA

Trustees

Vacancy

Chair

Graham Puntis

Vice Chair

Christopher Gibbons Chair: Everyturn Services Ltd

Executive team

Helen Baker

Chair: Group People & Culture Committee

Adam Crampsie Chief Executive Officer

Prof Neil Watson

Claire Foster

Chair: Quality & Service Delivery Committee

Acting Chief Finance Officer

Andy Wright Chief Operating Officer

Himal Kakad

Chair: Finance Committee

Emily Evans Chief Commercial Officer

Steven Bainbridge

Chair: Group Governance & Risk Committee

Sarah Dewar Chief People Officer

Anila Marshad-Mehmood

Dr Brigid Joughin

Internal auditors

Richard Bold

Audit One

Company reg. no.

Kirkstone Villa Lanchester Road Hospital Durham DH1 5RD

02073465

Charity registered no.

519332

Everyturn Mental Health

Our Impact 2022/23

Reference and administrative details

External Auditors

Solicitors

Haines Watts North East Audit LLP

PGS Law

Law Court Chamber Waterloo Square South Shields NE33 1AW

17 Queens Lane Newcastle upon Tyne Tyne and Wear NE1 1RN

Gordons LLP

Bankers

Lloyds Bank plc Gosforth Tyne and Wear NE3 1JQ

Santander

112-118 Northumberland St Newcastle upon Tyne NE1 7DG

NatWest

16 Northumberland St Newcastle upon Tyne NE1 7EL

Investment Advisors

Brewin Dolphin

Time Central 32 Gallowgate Newcastle upon Tyne NE1 4SR

Rathbones

Earl Grey House 75-85 Grey Street Newcastle upon Tyne NE1 6EF

Eden Tree

Riverside West Whitehall Road Leeds LS1 4AW

Womble Bond Dickinson

Helix, The Spark Draymans Way Newcastle upon Tyne NE4 5DE

The trustees (who are also Directors of the Charity for the purposes of the Companies Act) present their annual report together with the audited financial statements of Everyturn Mental Health (the company and the Group) for the year ended 30 September 2023.

The trustees confirm that the annual report and financial statements of the company and the Group comply with the current statutory requirements; the requirements of the company and the Group’s governing document; and the provisions of the Statement of Recommended Practice (SORP), applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

24 Monument Street London EC3R 8AJ

52

Everyturn Mental Health

Our Impact 2022/23

Financial review

Financial Performance

As reflected in our 2022 Statutory Accounts, our prior year covered an 18-month period to 30 September 2022. As part of our growth plans, we changed our financial year to enable us to work more effectively with our NHS partners’ funding cycles.

12 months to 18 months to
Summary of Performance September 2023 September 2022
Income £40.43m £52.46m
Charitable Expenditure £43.22m £51.42m
Workforce – Average number of employees 898 871
Net Surplus / (Defcit) from Operations £0.85m £4.25m
Net Surplus / (Defcit) as % of Income 2.1% 8.1%
Elimination of Gift Aid (from prior year) - (£2.96m)
Expenditure from Designated Funds (£3.65m) -
Other recognised gains/(losses) £0.43m -
Net Movement in Funds (£2.39m) £1.29m
Total funds carried forward £13.18m £15.57m

We are pleased to report another strong financial performance underpinning the organisation generating an operating surplus of £0.85m before our large spend from Designated Funds.

Everyturn Mental Health

Our Impact 2022/23

Financial performance

With additional investment in our commercial function, in line with our strategic objectives, we’ve focused on realigning all contracts into a surplus making position or making the decision to exit. This enabled a renewed focus on renegotiating key contracts, and gaining material uplifts, alongside working with new strategic partners for innovative delivery of our strategic priorities, including a partnership in Nottinghamshire. During the year, we also made some changes to the structure of our registered services contract, which included an uplift in funding of around £0.4m per annum for fewer beds, but also allowed for those remaining beds to be sold on a spot basis . This added a new revenue stream and flexibility in how we can best support our residents in this area.

Our annualised operating costs were 11% higher than the prior year, with staffing costs responsible for 69% of the total; compared to 65% of total costs in the prior year. This investment in staffing was as a result of right-sizing the organisation to deliver services at scale across the country.

While recruitment challenges have continued to dominate the sector, our People Strategy focused on attracting and retaining colleagues during this period, as seen by our 3.1% growth in average headcount since September 2022. We continue to invest in our colleagues by remaining a Real Living Wage employer and we also provided a 2.5% salary uplift over the period.

The cash and cash equivalents are £6.8m at the end of the period, 29% lower than the prior year. This is largely due to the multi-million pound refurbishment programme in our three registered services for older adults carried out during the year, as well as other investments in our property portfolio.

Going concern

After making appropriate enquiries, the trustees are satisfied that the company has adequate resources to continue in operational existence for the foreseeable future and accordingly continues to adopt the going concern basis as the basis for the preparation of the accounts.

Financial risk management objectives and policies

Within the Strategic Risk Register, which is reviewed quarterly by the trustees, the most significant financial risk facing Everyturn Mental Health is the reliance on commissioned public contracts in a continuing period of economic austerity, and the impact of inflation risk. To mitigate this risk, we have engaged in a revenue diversification strategy.

Trustees review liquidity through regular reports including income and expenditure accounts, balance sheets and cash flow forecasts. To date, our strategy to secure block funding in advance for all significant contracts has been successful, including our new Nottinghamshire partnership. All our services are subject to the risk of increases in purchase price of supplies. As a result of our ongoing review of central costs, we’ve seen recurring efficiency savings and applied the same into our budget for 24/25. Where practical, prices are agreed in advance through supplier quotations and tendering,

focusing on key areas within the year to gain economies of scale. Our budgeting and forecasting processes are designed to alert management and trustees to potential problems.

We don’t make charges to the people we support for the services we provide, so we have no exposure to credit risk in relation to beneficiaries. Funding from the NHS and local authorities is based on commissioned services under standard public sector contracts. As this funding comes from government-related public bodies, we consider our credit risk to be minimal.

Each of our organisations have interestbearing assets, in the form of cash deposits, which are subject to changes in interest rates. Significant levels of cash are needed for operating funds, to meet liquidity risk. The increased levels of interest have been recognised in our accounts relating to our cash and investment funds.

Everyturn Mental Health

Our Impact 2022/23

Free reserves policy

The trustees consider a risk-based reserves policy on an annual basis, considering the risks raised by the strategic risk register, which in turn feeds into the investment policy.

The reserves policy was maintained this year at the equivalent of 6 months head office costs. The trustees considered the risks facing the group and agreed this was sufficient.

The trustees continue to support the investment required to deliver the strategic priorities of the group and have agreed a number of areas which need more investment over the next 12 months to protect the charity from risk, and to deliver on the strategic priorities set over the next three years. The following funds have been designated to take forward:

Designated Funds Total C/F £000
Property Fund
To fund unexpected property maintenance costs or
dilapidations that may arise. 160
Older Person’s Strategy
Estates investment in our 3 care schemes. 250
Delivery of Strategic Objectives
Fund to support the delivery of our strategic objectives
in line with our agreed strategic priorities. 500
Innovation Fund
Fund to support added value activities which improve
the experience of the people who use our services. 20
Digital Strategy Fund
Investment to support digital transformation across
the organisation. 1,620
Total 2,550

During 2023 we spent £3.7m of our designated funds set aside in the previous year. This meant we could make huge improvements to our estates portfolio, as well as investing in back office and infrastructure. When the major refurbishment works were completed, we also completed a full revaluation exercise, which has also resulted in a positive impact of £0.4m.

55

Everyturn Mental Health

Our Impact 2022/23

Investment policy and performance

The trustees have the power to invest and deal with the monies of the charity not immediately required for the purpose of its business, in investments or securities and in such manner as may from time to time be determined. The trustees have held investments, other than investments in property for the use of operational services, as cash on deposit and with a number of investment managers. Following a tender process, three investment managers were appointed in 2021.

We invested £0.6m into three long-term investment funds to spread the risk of exposure. Following a period of economic instability, poor returns, and administration difficulties, in 2023 we decided to close these funds down, reinvest more directly into the charity, and revisit our approach to investments.

Fundraising

As per our prior year as we focus on commercial activities in line with our 3-year business plan, we’re no longer actively fundraising.

Our efforts are fully focussed on our commissioned income from the NHS, local government and revenue diversification.

Structure, governance, and management

Constitution

Everyturn is a company limited by guarantee (number 02073465), incorporated on 12 November 1986 and is governed by its articles and memorandum.

It is a registered charity with the number 519332.

Reference details for Everyturn and its subsidiaries are set out below:

Everyturn

Trading Charity No. 519332 Co. No. 02073465

MHC/NTW
LLP
50% Joint
Venture
Dissolved
(Nov – 23)
Co. No.
0C360242		 MHCO
LTD
Dormant
Co. No.
08617228		 MHC
Resources
Limited
Dormant		 Mental
Health
Concern
Dormant
Co. No.
14559191		 Insight
Healthcare LTD
Dormant
Co. No.
14559187

Everyturn and Everyturn Services Limited are governed by a Board of Trustees (who are also Directors of the Charity for the purpose of the Companies Act).

Everyturn Mental Health

Our Impact 2022/23

Everyturn promotes, improves, and advances health in general and mental health in particular, including the prevention and treatment of mental ill-health via a wide range of commissioned services. It provides treatments and interventions, social housing and support, without distinction as to a person’s age, race, gender, sexual orientation, political, religious, or other persuasion.

The charity actively promotes service improvement and development in the field of mental health and emotional wellbeing. The charity’s business mission statement upholds that as a responsive and enabling organisation, we will endeavour to provide distinctive and effective services.

Method of appointment or election of trustees

The management of the company and its subsidiaries is the responsibility of the trustees, who are elected and co-opted under the terms of the Articles of Association.

Each trustee shall be appointed for a threeyear term and may be reappointed at the end of their three-year term for up to two further terms of three years. No trustee shall serve in office for more than nine consecutive years. However, in exceptional circumstances and where the best interests of the charity requires, the term of office of a trustee may be extended after they have served the maximum number of consecutive terms permitted, provided that their appointment is re-confirmed annually and Everyturn has given its prior consent to such reappointment. Otherwise, a trustee may not be reappointed beyond their maximum term until they have been out of office for at least two years.

Policies adopted for the induction and training of trustees

In 2022, we developed a new induction programme for trustees. On our online Everyturn Academy, all trustees undergo a thorough induction on the organisation and also the role of a trustee. We work in conjunction with NCVO to deliver their training courses for trustees on roles and responsibilities.

Pay policy for senior colleagues

All employees of Everyturn Mental Health, including all senior staff, are remunerated in accordance with an approved pay structure, with all roles subject to job evaluation at creation or when changes in responsibilities are required of the post holder.

Colleagues are appointed to a salary band, which includes a range of salaries to reflect the experience and skills highlighted in the job evaluation. The range of salaries allows colleagues to incrementally increase their earnings towards the top of their salary band subject to performance. Colleagues undertake regular performance reviews with their line managers. Any proposed pay awards are presented to the trustees for approval at regular intervals.

Our Remuneration Committee meets annually to consider the wider pay awards for colleagues, as well as senior management salaries above £90k.

Public benefit

The trustees have considered the Charity Commission’s guidance on public benefit. The services we offer in the areas we are commissioned are available free of charge to people who need our support. Our work benefits individuals and their families, and also the wider community by reducing the impact and cost of ill-health to society.

Risk management

The trustees have assessed the major risks to which the company and its subsidiaries are exposed, and those related to the operations and finances, and are satisfied that the systems and procedures are in place to mitigate our exposure to the major risks.

We delivered a robust internal audit process throughout 22/23 with our audit partner, Audit One. A total of six internal audits were completed on behalf of the board.

57

Everyturn Mental Health

Our Impact 2022/23

Structure, governance, and management

Safeguarding

Members’ liability

Our safeguarding systems and processes follow statutory guidance to ensure risk is managed to protect both people who use our services and people who work in our services from harm, this includes:

The members of the company and its subsidiaries guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up.

Auditors

In accordance with the Companies Act 2006 a resolution proposing the appointment of external auditors for the year ending 30 September 2024 will be put to the members.

Statement of trustees’ responsibilities

The trustees (who are directors of Everyturn for the purposes of company law) are responsible for preparing the Directors’ Annual Report, the Strategic Report, and the financial statements in accordance with matters in section 172(1)(a-f) of the Companies Act 2006:

A director of a company must act in the way he considers, in good faith, would be most likely to promote the success of the company for the benefit of its members as a whole, and in doing so have regard (amongst other matters) to:

Funds held as custodian on behalf of others

The charity works with other organisations in pursuit of its charitable objectives and holds funds as custodian on behalf of others.

During the year, Everyturn Mental Health has administered funds on behalf of partner agencies and committees, to ‘host’ and develop projects whose objectives are mental health care-related. These functions are part of Everyturn Mental Health’s role as an enabling organisation within the local mental health arena.

The people we support are sometimes unable to take full control of their own financial affairs and we are asked to receive their welfare benefits on their behalf. We hold residents’ money separately from those of the charity and account to the residents and their carers for our actions. The funds are included within our cash deposits and the amounts owed to residents are held within creditors.

58 Everyturn Mental Health

Our Impact 2022/23

Company law requires the trustees to prepare financial statements for each financial year. Under that law, the trustees have elected to prepare the financial statements in accordance with United Kingdom Accounting Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company law, the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the situation of the charitable company and its subsidiaries, and of the incoming resources and application of resources, including the income and expenditure for that period.

In preparing these financial statements, the trustees are required to:

As far as the trustees are aware:

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

The trustees adopted the Charity Governance Code for larger charities at the board meeting held on the 23 August 2021.

The trustees are responsible for keeping adequate accounting records, which disclose with reasonable accuracy at any time the financial position of the charitable company, ensuring that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and its subsidiaries, hence taking reasonable steps for the prevention and detection of fraud and other irregularities. The directors are also responsible for ensuring the assets of the charitable company are properly applied in accordance with charity law.

This report was approved by the trustees on 8 May 2024 and signed on their behalf by:

Mr G Puntis

Everyturn Mental Health

Everyturn Mental Health

2 Esh Plaza, Sir Bobby Robson Way, Newcastle upon Tyne, NE13 9BA

T: +44 (0)191 217 0377

E: enquiries@everyturn.org

everyturn.org

Everyturn Mental Health is the trading name of Everyturn (charity number 519332) and Everyturn Services Ltd (company registered in England & Wales, number 4391008).

Design by Altogether.

Everyturn (A company limited by guarantee)

Independent Auditors’ Report to the members of Everyturn For the year ended 30 September 2023

Opinion

We have audited the financial statements of Everyturn (the ‘parent charitable company’) and its subsidiary (the ‘group’) for the period ending 30 September 2023 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s or parent charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

.

60

Everyturn (A company limited by guarantee)

Independent Auditors’ Report to the members of Everyturn (continued) For the year ended 30 September 2023

Other information

The trustees are responsible for the other information. The other information comprises the information included in the trustees’ report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of our knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 require us to report to you if, in our opinion:

61

Everyturn (A company limited by guarantee)

Independent Auditors’ Report to the members of Everyturn (continued) For the year ended 30 September 2023

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 19, the trustees are responsible for the preparation of the financial statements which give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group and parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group and parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the companies Act 2006 and we report in accordance with this Act.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud, is detailed below.

We obtained an understanding of the legal and regulatory framework applicable to both the company itself and the industry in which it operates. We identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our sector experience and through discussion with the directors and other management. The most significant were identified as the Charities Act 2011, Companies Act 2006, UK GAAP (FRS102) and relevant tax legislation. We considered the extent of compliance with those laws and regulations as part of our procedures on the related financial statements. Our audit procedures included:

62

Everyturn (A company limited by guarantee)

Independent Auditors’ Report to the members of Everyturn (continued) For the year ended 30 September 2023

Our audit did not identify any key audit matters relating to the detection of irregularities including fraud. However, despite the audit being planned and conducted in accordance with ISAs (UK) there remains an unavoidable risk that material misstatements in the financial statements may not be detected owing to inherent limitations of the audit, and that by their very nature, any such instances of fraud or irregularity likely involve collusion, forgery, intentional misrepresentations, or the override of internal controls.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

23 May 2024

Donna Bulmer BA (Hons) ACA (Senior Statutory Auditor) ………………………. For and on behalf of Haines Watts North East Audit LLP

Statutory Auditors

17 Queens Lane Newcastle upon Tyne NE1 1RN

63

Everyturn (A company limited by guarantee)

Consolidated Statement of Financial Activities (Incorporating Income and expenditure account) For the year ended 30 September 2023

Unrestricted Designated Restricted
funds
funds
funds
Notes
Income from:
Donations
4
385
-
-
Charitable activities
5
- Mental Health activities
14,720
-
927
- IAPT services
24,266
-
-
Other trading activities
-
-
-
Investments
6
126
-
-
Other Income
1
-
-
_
_
_
Total income
39,498
-
927
_
_
_
Expenditure on:
Costs of raising funds
-
-
-
Charitable activities
7
38,692
3,653
880
_
_
_
Total expenditure
38,692
3,653
880
_
_
_
Net income before investment gains/(losses)
806
( 3,653 )
47
Share of profit/loss in joint venture
-
-
-
Gain on investments
22
-
-
Gain on revaluation of properties
62
-
-
Transfers between funds
( 1,503 )
1,841
( 338 )
_
_
_
Net movement in funds before other
recognised gains/(losses)
( 613 )
( 1,812 )
( 291 )
Other recognised gains/(losses)
Gain on revaluation of properties
330
-
-
_
_
_
Net movement in funds
( 283 )
( 1,812 )
( 291 )
Reconciliation of funds
Total funds brought forward
10,459
4,362
752
_
_
_
Total funds carried forward
10,176
2,550
461


 Total
2023
385
15,647
24,266
-
126
1
_
40,425
_
-
43,225
_
43,225
_
( 2,800 )
-
22
62
-
_
( 2,716 )
330
_
( 2,386 )
15,573
_
13,187
 Total
2022
20
21,109
31,257
39
7
28
_
52,460
_
21
51,397
_
51,418
_
1,042
249
-
-
-
_
1,291
-
_
1,291
14,282
_
15,573

The results for the year derive from continuing activities and there are no gains or losses other than those shown above.

64

Everyturn (A company limited by guarantee)

Consolidated Balance Sheet As at 30 September 2023

Notes
£000
Fixed assets
Intangible assets
13
Tangible assets
14
Investments
15
560
Investments in joint ventures
15
- Share of gross assets
-
- Share of gross liabilities
-
_
Share of net assets
Investments in associates
15

Current assets
Debtors
16
9,114
Cash at bank and in hand
6,804
_
15,918
Creditors:amounts falling
due within one year
17
( 9,973 )
_
Net current assets

Total assets less current liabilities
Creditors:amounts falling due after
more than one year
18
Provisions for Liabilities
20

Net assets


Charity Funds
Restricted funds
Unrestricted funds
Designated funds
Revaluation reserve

Total funds
21

The financial statements were aroved and authorised for issue b the trust		 2023
£000
£000
63
7,231
539
377
( 1 )
_
560
-
_
7,854
3,525
9,579
_
13,104
( 5,747 )
_
5,945
_
13,799
( 56 )
( 556 )
_
13,187
_
461
5,818
2,549
4,359
_
13,187
_
es on
14 March 2024		 2022
£000
187
7,296
915
-
_
8,398
7,357
_
15,755
( 68 )
( 114 )
_
15,573
_
752
6,076
4,362
4,383
_
15,573
_
and

The financial statements were approved and authorised for issue by the trustees on …………………………… and signed on their behalf by:

………………………………….

Mr G Puntis

Vice Chair

The notes form part of these financial statements

Registered company number: 2073465

65

Everyturn (A company limited by guarantee)

Company Balance Sheet As at 30 September 2023

Note
£000
Fixed assets
Tangible assets
14
Investments
15

Current assets
Debtors
16
3,619
Cash at bank
6,097
_
9,716
Creditors:amounts falling
due within one year
17
( 4,732 )
_
Net current assets

Total assets less current liabilities
Creditors:amounts falling due after
more than one year
18
Provisions for Liabilities
20

Net assets

Charity Funds
Restricted funds
Unrestricted funds
Designated funds
Revaluation reserve

Total funds
 2023
£000
£000
7,217
982
_
8,199
1,273
7,722
_
8,995
( 3,777 )
_
4,984
_
13,183
( 56 )
( 122 )
_
13,005
_
461
5,636
2,549
4,359
_
13,005
_		 2022
£000
7,253
960
_
8,213
5,218
_
13,431
( 68 )
( 60 )
_
13,303
_
752
3,807
4,362
4,382
_
13,303
_

The financial statements were approved and authorised for issue by the trustees on ……………………… and signed 14 March 2024 on their behalf by:

………………………………….

Mr G Puntis

Vice Chair

The notes form part of these financial statements

Registered company number: 2073465

66

Everyturn (A company limited by guarantee)

Consolidated statement of cash flows Year ended 30 September 2023

Note
Cash flows from operating activities
Net cash provided by/(used in) operating activities
23

Cash flows from investing activities:
Dividends, interest and rents from investments
Purchase of intangible fixed asset
Purchase of tangible fixed assets
Proceeds on sale of tangible fixed assets
Payments to acquire investments

Net cash used in investing activities

Cash flows from financing activities:
Repayments of borrowings
Advance of new bank loan

Net cash used in financing activities

Change in cash and cash equivalents in the year

Cash and cash equivalents brought forward

Cash and cash equivalents carried forward


Cash and cash equivalents consist of:
Cash in hand
 2023
£000
( 2,703 )
_
126
-
( 105 )
5
( 41 )
_
( 15 )
_
( 57 )
-
_
( 57 )
_
( 2,775 )
9,579
_
6,804
_
6,804
 2022
£000
2,292
_
8
( 79 )
( 89 )
52
( 539 )
_
( 647 )
_
( 15 )
45
_
30
_
1,675
7,904
_
9,579
_
9,579

67

Everyturn (A company limited by guarantee)

Notes to the financial statements Year ended 30 September 2023

1. Accounting Policies

The company is a company limited by guarantee and incorporated in England and Wales. The members of the company are the Trustees named on page 1. In the event of the company being wound up, the liability in respect of the guarantee is limited to £1 per member of the company.

1.1 Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019, the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice.

Everyturn meets the definition of a public benefit under FRS 102. The financial statements are prepared under the historical cost convention or transaction value unless otherwise stated in the relevant accounting policy note(s). The financial statements are prepared in Sterling which is the functional currency of the charity and rounded to the nearest £’000.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated. The amounts shown for the current year are for the 12 month period ending 30 September 2023, while the comparative balances are for the 18 month period ending 30 September 2022.

1.2 Basis of consolidation

The financial statements consolidate the results of the charity and its wholly owned subsidiary Everyturn Services Limited on a line-by-line basis. A separate Statement of Financial Activities and Income and Expenditure Account for the charity has not been presented because the Charity has taken advantage of the exemption afforded by section 408 of the Companies Act 2006.

1.3 Going concern

After making appropriate enquiries, the trustees are satisfied that the company has adequate resources to continue in operational existence for the foreseeable future and accordingly continues to adopt the going concern basis as the basis for the preparation of the accounts.

1.4 Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the company and which have not been designated for other purposes.

Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. The aim and use of each designated fund is set out in the notes to the financial statements.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the company for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.

68

Notes to the financial statements (continued) Year ended 30 September 2023

Everyturn (A company limited by guarantee)

1.5 Income

All incoming resources are included in the Statement of Financial Activities when the charity has entitlement to the funds, any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.

Income from charitable activities includes income received under contract or where entitlement to grant funding is subject to specific performance conditions and is recognised as earned. Grant income included in this category provides funding to support performance activities and is recognised where there is entitlement, certainty of receipt and the amount can be measured with reasonable certainty. Income received to deliver services over a specific period covering more than one financial year is accounted for over the specific period; related expenditure is accounted when incurred.

Investment income is interest on funds held on deposit is included when receivable and the amount can be measured reliably by the company, this is normally upon notification of the interest paid or payable by the bank.

Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Other income is recognised in the period in which it is receivable and to the extent the goods have been provided or on completion of the service.

No amount is included in the financial statements for volunteer time in line with the SORP (FRS 102). Further detail is given in the Trustees’ Annual Report.

1.6 Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use.

1.7 Intangible fixed assets and amortisation

Intangible assets costing £5,000 or more are capitalised and recognised when future economic benefits are probable and the cost or value of the asset can be measured reliably. Intangible assets are initially recognised at cost and are subsequently measured at cost net of amortisation and any provision for impairment. Amortisation is provided on intangible assets so as to write off the costs of an asset over its estimated useful life as follows:

Software development costs

33% straight line

69

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

1.8 Tangible fixed assets and depreciation

All assets costing more than £5,000 are capitalised.

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses. Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated residual value, over their expected useful lives on the following basis:

Freehold property 50 years to residual value Leasehold property improvements shorther of lease term or 50 years Fixtures and fittings 1 – 10 years straight line Office equipment 4 years straight line

Properties whose fair value can be measured reliably are held under the revaluation model and are carried at a revalued amount, being their fair value at the date of valuation less any subsequent accumulated depreciation and subsequent accumulated impairment losses. The fair value of the land and buildings is usually considered to be their market value.

Revaluation gains and losses are recognised in other recognised gains and losses and accumulated in equity, except to the extent that a revaluation gain reverses a revaluation loss previously recognised in net income/(expenditure) or a revaluation loss exceeds the accumulated revaluation gains recognised in equity; such gains and loss are recognised in net income/(expenditure) for the year.

1.9 Fixed asset investments

In the company balance sheet, investments in subsidiary undertakings and joint ventures are measured at costs less accumulated impairment losses.

Investments in joint ventures are stated at the charitable company’s share of net assets. The charitable company’s share in the profit and loss of the joint venture is included in the consolidated statement of financial activities using the equity based method.

1.10 Impairment of assets

At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

70

Notes to the financial statements (continued) Year ended 30 September 2023

Everyturn (A company limited by guarantee)

1.11 Debtors

Trade and other debtors are recognised at the settlement amount after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

1.12 Cash at Bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

1.13 Creditors and provisions

Liabilities are recognised when there is an obligation at the balance sheet as a result of a past event. It is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are recognised at the amount that the company anticipates it will pay to settle the debt or amount it has received as advanced payments for the goods or services it must provide. Provisions are measured at the best estimate of the amounts required to settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risk specific to the liability. The unwinding of the discount is recognised within interest payable and similar charges.

1.14 Financial instruments

Financial instruments are classified and accounted for as financial assets, financial liabilities or equity instruments, according to the substance of contractual arrangement.

Financial instruments which are assets are stated at cost less any provision for impairment. Financial liabilities are stated at principle capital amounts outstanding at the period end. Issue costs related to financial liabilities are deducted from the outstanding balance and are amortised over the period to the due date for repayment of the financial liability.

1.15 Deferred taxation

Deferred tax represents the future tax consequences of transactions and event recognised in the financial statements of current and previous periods. It is recognised in respect of all timing differences, with certain exceptions. Timing differences are differences between taxable profits and total comprehensive income as stated in the financial statements that arise from the inclusion of income and expense in tax assessments in periods different from those in which are they recognised in the financial statements. Unrelieved tax losses and other deferred tax assets are recognised only to the extent that it is probable that they will be recovered against the reversal of deferred tax liabilities or other future taxable profits.

Deferred tax is measured using the tax rates and laws that have been enacted or substantively enacted by the balance sheet date that are expected to apply to the reversal of timing differences. Deferred tax on revalued non-depreciable tangible fixed assets is measured using the rates ad allowance that apply to the sale of the asset.

71

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

1.16 Pensions

The group operates a defined contribution pension scheme and the pension charge represents the amounts payable by the group to the fund in respect of the year. The group participated in the NHS defined contribution pension scheme. The scheme is a multi-employer scheme where it is not possible, in the normal case of events, to identify on a consistent and reasonable basis, the share of underlying assets and liabilities belonging to individual participating employers. Therefore, as required by FRS102 the group accounts for this scheme as if it was a defined contribution scheme. The amount charged to the statement of financial activities represents contributions payable to the scheme in respect of the accounting period.

1.17 Taxation

The company is considered to pass the tests set out in paragraph 1 Schedule 6 of the Finance Act 2010 and therefore meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the company is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992 to the extent that such income or gains are applied exclusively to charitable purposes.

1.18 Judgements in applying accounting policies and key sources of estimation uncertainty

In the application of the group’s accounting policies, the directors are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised. The following estimates are included within the financial statements;

Accrued income

The group enters into contracts with customers with varying contract periods. Management consider that the main judgement and source of estimation arises from the estimation of progress within the specified services for amounts held as accrued income, and the assessment of the level of profitability around key contracts.

2. Financial performance of the charity

The Consolidated Statement of Financial Activities includes the results of the wholly owned subsidiary. The summary financial performance of the charity alone is;

Income
Gift aid from subsidiary company
Expenditure
Gain on revaluation of properties
Gain on investment
Net (expenditure)/income		 2023
£000
16,170
2,077
_
18,247
( 18,959 )
392
22
_
( 298 )
 2022
£000
21,270
2,957
_
24,227
( 22,225 )
-
-
_
2,002

72

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

3. Statement of financial activities for the prior year

Unrestricted Restricted
Funds
Funds
2022
2022
Notes
£000
£000
Income and endowments from:
Donations and legacies
4
20
-
Charitable activities:
5
Mental Health activities
18,448
2,661
IAPT services
31,257
-
Other trading activities
39
-
Investments
6
7
-
Other income
28
-
_ _
Total income
49,799
2,661
_ _
Expenditure on:
Raising funds
21
-
Charitable activities
7
48,936
2,461
_ _
Total expenditure
48,957
2,461
_ _
Net income before investment gains
842
200
Share of profit/loss in joint venture
249
-
Other recognised gains/(losses)
Loss on revaluation of properties
-
-
Loss of disposal of investment
-
-
_ _
Net movement in funds

1,091
200
Reconciliation of funds:
Total fund brought forward
13,731
551
_ _
Total funds carried forward
14,822
751
 Total
Funds
2022
£000
20
21,109
31,257
39
7
28
_
52,460
_
21
51,397
_
51,418
_
1,042
249
-
-
_
1,291
14,282
_
15,573
 Total
Funds
2021
£000
246
12,654
21,091
25
2
46
_
34,064
_
21
30,002
_
30,023
_
4,041
74
( 966 )
( 21 )
_
3,128
11,154
_
14,282

73

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued)

Year ended 30 September 2023

4. Income from donations

4.
Income from donations
Donations
5.
Income from charitable activities
Dementia Care, rehabilitation and recover services
IAPT services provided under Everyturn Services Limited
Supported housing services
Community and wellbeing services
Other mental health services		 2023
£000
385
_
385
_
2023
£000
7,418
24,266
702
6,496
1,031
_
39,913
_		 2022
£000
20
_
20
_
2022
£000
10,427
31,258
1,002
9,515
164
_
52,366
_

6. Investment income

Investment income of £126,414 (2022: £7,000) relates to interest earned on deposit accounts.

7. Analysis of expenditure by activities

Activities
Undertaken
Directly
£000
Dementia Care, rehabilitation and
recovery services
7,829
IAPT services
19,208
Supported housing services
716
Wellbeing services
4,822
Other mental health activities
443
_
33,018
 Support
costs
£000
1,675
7,066
186
1,271
9
_
10,207
 Total
2023
£000
9,504
26,274
902
6,093
452
_
43,225
 Total
2022
£000
10,053
29,374
1,121
8,633
2,216
_
51,397

74

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

8. Support costs

Mental
Health
Services
£000
Wages and salaries
1,166
Office costs
43
Governance costs
44
Other costs
422
_
1,675
_
Wages and salaries
Office costs
Governance costs
Other costs
9.
Governance
Wages & salaries
Audit fee
Trustee liability insurance
Other
10.
Net income/(expenditure)
This is stated after charging/(crediting):
Depreciation of tangible fixed assets: owner by charitable group
Amortisation of intangible fixed assets
Operating lease rentals
Bank loan interest		 IAPT
Supported
Wellbeing
services
housing
services
£000
£000
£000
4,918
130
885
182
5
33
186
5
33
1,780
47
321
_
_
_
7,066
187
1,272
_
_
_
Other
Mental
Total
Total
Health
2023
2022
£000
£000
£000
5
7,104
4,501
-
2,571
235
-
269
340
2
263
2,277
_
_
_
7
10,207
7,353
_
_
_
2023
2022
£000
£000
188
254
35
19
1
1
45
66
_
_
269
340
_
_
2023
2022
£000
£000
247
438
124
175
344
534
4
4

75

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

11. Auditors’ remuneration

Fees payable to the charity’s auditor for the audit of the charity’s annual accounts
Fees payable to the charity’s auditor for other services:
Audit of the charity’s subsidiaries
 2023
£000
20
15
2022

£000

13

9

12 . Staff costs

Staff costs were as follows:
2023
£000
Wages and salaries
28,535
Social security costs
2,064
Other pension costs
1,001
_
31,600
_
The average number of persons employed by the company during the year was as follows:

2023
No.
Nursing, therapy, support and administrative staff
898
_
The number of higher paid employees was:
2023
No.
In the band £60,001 - £70,000
-
In the band £70,001 - £80,000
1
In the band £80,001 - £90,000
1
In the band £90,001 - £100,000
3
In the band £100,001 - £110,000
-
In the band £110,001 - £120,000
-
In the band £120,001 - £130,000
-
In the band £130,001 - £140,000
-
In the band £140,001 - £150,000
-
In the band £150,001 - £160,000
1
In the band £160,001 - £170,000
-
2022

£000

29,340

2,453

1,379
_

33,172
_

2022

No.

871
_

2022

No.

-

1

3

-

-

-

-

1

-

1

-

Key management personnel are deemed to be those having authority and responsibility, delegated to them by trustees for planning, directing and controlling the activities of the charity, as listed on page 1. During the year their total remuneration, including employees benefits, amounted to £677,577. (2022 18 month period - £833,270).

76

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

13. Intangible fixed assets

Group Software
Development Goodwill
Total
£000 £000
£000
Cost
At 1 October 2022 651 507
1,158
Additions - -
-
_ _
_
As at 30 September 2023 651 507
1,158
_ _
_
Amortisation
At 1 October 2022 464 507
971
Charge for the year 124 -
124
_ _
_
At 30 September 2023 588 507
1,095
_ _
_
Carrying amount
At 30 September 2023 63 -
63
_ _ _
At 30 September 2022 187 -
187
_ _ _
Company Software
Development
£000
Cost
At 1 October 2022 107
Additions -
_
At 30 September 2023 107
_
Amortisation
At 1 October 2022 107
Charge for the year -
_
At 30 September 2023 107
_
Carrying amount
At 30 September 2023 -
_
At 30 September 2022 -
_

77

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

14. Tangible fixed assets

Group
Long-term
Freehold leasehold
Fixture &
Office
property
property
Fittings
Equipment
£000
£000
£000
£000
Cost
At 1 October 2022
7,578
935
45
448
Additions
25
-
80
-
Disposals
( 311 )
-
-
( 151 )
Revaluation
( 884 )
( 215 )
-
-
_
_
_
_
At 30 September 2023
6,408
720
125
297
_
_
_
_
Depreciation
At 1 October 2022
1,084
255
18
353
Charge for year
145
19
13
70
Disposals
( 6 )
-
-
( 151 )
Revaluation
( 1,223 )
( 258 )
-
-
_
_
_
_
At 30 September 2023
-
16
31
272
_
_
_
_
Net book value
At 30 September 2023
6,408
704
94
25
_
__
_
_____
At 30 September 2022
6,494
680
27
95

Total

£000

9,006

105

( 462 )

( 1,099 )
_

7,550
_

1,710

247

( 157 )

( 1,481 )
_

319
_

7,231
_

7,296

78

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

14. Tangible fixed assets (Continued)

Company
Long-term
Freehold leasehold
Fixture &
Office
property
property
Fittings
Equipment
£000
£000
£000
£000
Cost
At 1 April 2022
7,578
919
45
320
Additions
25
-
80
-
Disposals
( 311 )
-
-
( 151 )
Revaluation
( 883 )
( 215 )
-
-
_
_
_
_
At 30 September 2023
6,408
704
125
169
_
_
_
_
Depreciation
At 1 April 2022
1,084
238
18
269
Charge for the year
145
18
13
40
Elimination on disposal
( 6 )
-
-
( 151 )
Revaluation
( 1,223 )
( 257 )
-
-
_
_
_
_
At 30 September 2023
-
-
31
158
_
_
_
_
Net book value
At 30 September 2023
6,408
704
94
11
_
_
_
_
,
At 30 September 2022
6,494
681
27
51

Total

£000

8,862

105

( 462 )

( 1,098 )
_

7,407
_

1,609

216

( 157 )

( 1,480 )
_

190
_

7,217
_

7,253

The charity’s freehold and leasehold property was revalued in August 2023 on an existing use basis by independent valuers, Sanderson Weatherall Chartered Surveyors, and incorporated into the financial statements as at that date

79

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

14. Tangible fixed assets (Continued)

If the land and buildings had not been included at valuation they would have been included under the historical cost convention as follows:

Cost
At 1 October 2022
Additions
Disposals
As at 30 September 2023
Depreciation
At 1 October 2022
Charge for the year
As at 30 September 2023
Net book value
At 30 September 2023
At 30 September 2022
15.
Investments
Listed Investments
Cash funds held with investment managers
Listed Investments
Market Value
At 1 October 2022
Additions
Disposals
Management fees
Dividends
Unrealised loss on investments
Historical cost		 2023
£’000
540
20
_
560
_
















_





__
_
_

80

Notes to the financial statements (continued) Year ended 30 September 2023

Everyturn (A company limited by guarantee)

Equity investments that are traded on a quoted market are held at fair value determined by reference to the quoted price for identical assets in an active market at the balance sheet date.

15. Investments (Continued)

Group
Investment in wholly owned subsidiary
companies
Everyturn Services Limited
Investment in joint venture
MHC/NTW LLP
Total investments		 Group
2023
£000
-
-
_
-
 Group Company Company
2022
2023
2022
£000
£000
£000
-
422
422
376
-
-
_ _ _
376
422
422

Subsidiaries

The charity has two wholly owned subsidiaries which are registered in England and Wales; MHC Resourse Limited (company number 06390967) which is dormant and Everyturn Services Limited (company number 04391008).

Everyturn Services Limited

Everyturn Services Limited is a leading provider of Improving Access to Psychological Therapies services across England. A summary of the trading results is shown below. Audited financial statements will be filed with the Registrar of Companies.

Profit & loss account
Turnover
Cost of sales and administration expenses
Other income
Net profit
Amount gifted to charity under gift aid
A summary of the Balance Sheet is shown below:
Fixed assets
Current assets
Current liabilities
Provisions
Net assets		 2023
2022
£000
£000
24,266
31,257
( 23,913 ) ( 29,261 )
13
1
_ _
366
1,997
_ _
2,077
2,957
_ _
26
230
7,477
4,663
( 6,515 )
( 2,524 )
( 434 )
( 54 )
_ _
554
2,315
_ _		 2023
2022
£000
£000
24,266
31,257
( 23,913 ) ( 29,261 )
13
1
_ _
366
1,997
_ _
2,077
2,957
_ _
26
230
7,477
4,663
( 6,515 )
( 2,524 )
( 434 )
( 54 )
_ _
554
2,315
_ _
_
2,957
_
230
4,663
( 2,524 )
( 54 )
_
2,315
_

81

Notes to the financial statements (continued) Year ended 30 September 2023

Everyturn (A company limited by guarantee)

15. Investments (Continued)

Principle joint ventures

Company name Country Percentage Shareholding Description
MHC/NTW LLP United Kingdom 50% Joint venture

Joint venture with Northumberland Tyne and Wear NHS Foundation Trust

Analysis of share of joint venture and associate results

Balance sheet
Share of current assets
Share of gross liabilities
Profit and loss account
Share of income
Share of expenditure
Share of profit/(loss)
MHC/NTW LLP was dissolved on the 07 November 2023.		 MHC/NTW LLP
2023
2022
£000
£000
-
377
-
( 1 )
_
_
-
376
_
_
-
1,641
-
( 1,391 )
_
_
-
250
_
_

82

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued)

Year ended 30 September 2023

16. Debtors

2023
£000
Trade debtors
6,257
Amounts owed by group undertakings
-
Other debtors
142
Prepayments and accrued income
2,715
_
9,114
_
Creditors: amounts falling due within one year
2023
£000
Bank loan and overdrafts
9
Trade creditors
826
Other taxation and social security
1,507
Other creditors
702
Accruals and deferred income
6,928
_
9,972
_
2023
£000
Deferred income
Deferred income at 1 October 2022
2,476
Resources deferred during the year
5,534
Amounts released from previous years
( 2,476 )
_
Deferred income at 30 September 2023
5,534
 Group
2022
£000
1,192
-
122
2,211
_
3,525
_
Group
2022
£000
54
686
624
503
3,880
_
5,747
_
Group
2022
£000
820
2,476
( 820 )
_
2,476
 Company
2023
2022
£000
£000
1,366
239
1,275
553
87
92
891
389
_
_
3,619
1,273
_
_
Company
2023
2022
£000
£000
9
9
507
382
260
229
568
406
3,388
2,751
_
_
4,732
3,777
_
_
Company
2023
2022
£000
£000
1,712
180
2,613
1,712
( 1,712 )
( 180 )
_
_
2,613
1,712

17. Creditors: amounts falling due within one year

Deferred income comprises CCG core funding and IAPT service receipts relating to future accounting periods.

83

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

18. Creditors: amounts falling due after more than one year

Group
2023
£000
Bank loans
56
_
Included within the above amounts falling due as follows:
Group
2023
£000
Between one and two years
9
Between two and five years
45
Due more than five years
5
2022
£000
68
_

2022
£000
9
45
23
 Company
2023
2022
£000
£000
56
68
_
_
Company
2023
2022
£000
£000
9
9
45
45
5
23

The bank borrowings are secured by fixed and floating charges over the current and future assets of Everyturn.

The bank loan bears interest at a rate of 4.57% and is due to be repaid in March 2029.

19. Financial instruments

Financial assets measured at amortised cost
Financial liabilities measured at amortised cost		 2023
£000
8,223
_
2,990
 2022
£000
2,875
_
2,716

Financial assets measured at amortised cost comprise trade and other debtors and accrued income.

Financial liabilities measured at amortised cost comprise bank loans, trade and other creditors and accruals.

84

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

20. Provisions

Group
At 1 October 2022
Amounts used/released
At 30 September 2023
Company
At 1 October 2022
Amounts used/released
At 30 September 2023		 Other
£000
114
441
_
555
_
Other
£000
60
61
_
121
_		 Total
£000
114
441
_
555
_
Total
£000
60
61
_
121
_

85

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

21. Statement of funds

For the period ended 30 September 2023

Balance at
1 October
2022
£000
Unrestricted funds
General unrestricted funds
6,076
Revaluation reserves
4,383
Designated funds
Property maintenance fund
896
Innovation fund
20
Back office systems & processes 356
Older person’s strategy
1,473
Delivery of strategic objectives
717
Investment in people
500
Digital Strategy Fund
400
_
4,362
_
Total unrestricted funds
14,821
_
Restricted funds
Building Better Opportunities
152
Community services
600
_
752
_
Total funds
15,573
 Transfers
Income
Expenditure
in/out
£000
£000
£000
39,498
( 38,692 )
( 1,148 )
-
-
( 355 )
-
( 194 )
( 542 )
-
-
-
-
( 351 )
( 5 )
-
( 1,330 )
107
-
( 537 )
370
-
( 831 )
331
-
( 410 )
1,580
_
__
_
-
( 3,653 )
1,841
_
_
_
39,498
( 42,345 )
338
_
_
_
898
( 704 )
( 346 )
29
( 176 )
8
_
_
_
927
( 880 )
( 338 )
_
_
_____
40,425
( 43,225 )
-


 Balance at
Gains/
30 Sep
(losses)
2023
£000
£000
84
5,818
330
4,358
-
160
-
20
-
-
-
250
-
550
-
-
-
1,570
_
_
-
2,550
_
_
414
12,726
_
_
-
-
-
461
_
_
-
461
_
_
414
13,187

86

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

21. Statement of funds (Continued)

For the period ended 30 September 2022

Balance at
1 April
2021
£000
Unrestricted funds
General unrestricted funds
5,407
Revaluation reserves
4,592
Designated funds
Property maintenance fund
1,536
Innovation fund
21
Data warehouse fund
225
Back office systems & processes 500
Older person’s strategy
1,000
Delivery of strategic objectives
100
Investment in people
250
Clinical management
system Development Fund
100
New Office Move
-
Digital Strategy Fund
-
_
3,732
_
Total unrestricted funds
13,731
_
Restricted funds
Building Better Opportunities
56
Community services
490
Older People services
5
_
551
_
Total funds
14,282
 Transfers
Income
Expenditure
in/out
£000
£000
£000
49,799
( 46,605 )
( 2,771 )
-
( 132 )
( 77 )
-
( 476 )
( 166 )
-
( 6 )
5
-
( 242 )
17
-
( 259 )
115
-
( 768 )
1,241
-
( 136 )
753
-
-
250
-
( 33 )
( 67 )
-
( 300 )
300
-
-
400
_
__
_
-
( 2,220 )
2,848
_
_
_
49,799
( 48,957 )
-
_
_
_
2,042
( 1,946 )
-
619
( 510 )
-
-
( 5 )
-
_
_
_
2,661
( 2,461 )
-
_
_
_____
52,460
( 51,418 )
-


 Balance at
Gains/
30 Sep
(losses)
2022
£000
£000
249
6,076
-
4,383
-
896
-
20
-
-
-
356
-
1,473
-
717
-
500
-
-
-
-
-
400
_
_
-
4,362
_
_
249
14,821
_
_
-
152
-
600
-
-
_
_
-
752
_
_
249
15,573

87

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

Designated funds

Property maintenance fund

To fund unexpected property maintenance costs or dilapidations that may arise.

Innovation fund (previously Going the extra mile fund)

To support added value activities which further enhance the experience of the people who use our services.

Clinical management system development fund

The trustees recognise the need to invest in our system to develop the functionality needed to realise the full benefits of the recent transformation programme delivered across Everyturn Services Limited.

Data warehouse fund

This is the capital investment required to set up a data warehouse and move towards becoming a datainformed organisation. We are committed to using data and insights to improve joined-up decision making.

88

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

21. Statement of funds (Continued)

Back office systems & processes

This fund has been set aside to allow us to improve and implement new joined up back office systems and processes. The aim is to simplify our organisation and become more efficient in what we do.

Older person’s strategy

The trustees recognise the need to invest further funds to improve the environments of our Older People’s Services, and the potential level of investment required to do so. A full assessment is being undertaken next year and this fund has been set aside to kickstart the investment potentially required. Further funds will be raised through several approaches, including but not limited to the sale of assets, grants, current funders, etc.

Shaping our future

The fund relates to several costs required to the roll-out of the strategic plan.

Investment in people

We would like to reward our staff for the efforts they have made in the year of the pandemic and have set this fund aside to invest in our people to create a high-performing organisation.

New office move

Office move from Buttress House to the current office premises.

Digital strategy fund

Investment to support digital transformation.

Restricted funds

Building Better Opportunities

A local employability programme to help people in Tyne and Wear who are unemployed and have a health barrier, disability, additional learning need or autism get into employment, training or volunteering.

Community services

Funds received to help people to rebuild their social support networks and develop friendships.

Older people services

Fund receive to support the two kinds of services for older people: caring for those with dementia, and supportive rehabilitation for those who have other complex mental health problems.

89

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

22. Analysis of net assets between funds

For the period ended 30 September 2023
Unrestricted
Restricted
funds
funds
£000
£000
Intangible fixed assets
63
-
Tangible fixed assets
7,231
-
Fixed asset investments
560
-
Current assets
15,457
461
Creditors due within one year
( 9,973 )
-
Creditors due in more than one year
( 56 )
-
Provisions for liabilities and charges
( 556 )
-
_
_
12,726
461
_
_
For the period ended 30 September 2022
Unrestricted
Restricted
funds
funds
£000
£000
Intangible fixed assets
187
-
Tangible fixed assets
7,296
-
Fixed asset investments
915
-
Current assets
12,353
752
Creditors due within one year
( 5,747 )
-
Creditors due in more than one year
( 68 )
-
Provisions for liabilities and charges
( 114 )
-
_
_
14,822
752

 Total
funds
£000
63
7,231
560
15,918
( 9,973 )
( 56 )
( 556 )
_
13,187
_
Total
funds
£000
187
7,296
915
13,104
( 5,747 )
( 68 )
( 114 )
_
15,573

90

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

23. Reconciliation of net movement in funds to net cash flow from operating activities

Net income for the year (as per Statement of Financial Activities)
Adjustment for:
Share of results of a joint venture
Investment income
Gain on revaluation
Amortisation of intangible assets
Depreciation charges
Decrease in work in progress
(Increase)/decrease in debtors
Decrease/(increase) in creditors
Movement in provisions
Net cash provided by/(used in) operating activities
Analysis of changes in net debt
Short term cash borrowings

Long term cash borrowings

Total liabilities
Cash and cash equivalents
Total net debt		 1 Oct
2022
£000
( 54 )
( 68 )
_
( 122 )
9,579
_
9,457
 2023
£000
( 2,386 )
376
( 126 )
( 62 )
124
247
-
( 5,589 )
4,271
442
_
( 2,703 )
_
Cash
flows
£000
45
12
_
57
( 2,775 )
_
( 2,718 )
 2022
£000
3,128
( 249 )
( 8 )
-
175
438
117
( 544 )
968
104
_
2,292
_
30 Sep
2023
£000
( 9 )
( 56 )
_
( 65 )
6,804
_
6,739

24. Analysis of changes in net debt

25. Pension commitments

The group operates various defined contributions pension scheme. The assets of the scheme are held separately from those of the group in an independently administered fund. The pension cost charge represents contributions payable by the group to the fund and amounted to £1,096,266 (2022 - £1,378,891). Contributions totalling £235,796 (2022 - £170,106) were payable to the fund at the balance sheet date and are included in creditors.

91

Notes to the financial statements (continued) Year ended 30 September 2023

Everyturn (A company limited by guarantee)

26. Operating lease commitments

At 30 September 2023 the total of the group’s future minimum payments under non-cancellable operating leases was:

Group
Land and buildings
Within 1 year
Between 1 and 5 years
After more than 5 years
Total
Other
Within 1 year
Between 1 and 5 years
After more than 5 years
Total		 2023
£000
344
438
-
_
782
_
27
-
-
_
27
 2022
£000
344
698
84
_
1,126
_
68
29
-
_
95

At 30 September 2023 the company had annual commitments under non-cancellable operating leases as follows:

Company
Land and buildings
Within 1 year
Between 1 and 5 years
After more than 5 years
Total
Other
Within 1 year
Between 1 and 5 years
After more than 5 years
Total		 169
435
-
_
604
_
-
-
-
_
-
 169
520
84
_
773
_
22
-
-
_
22

92

Everyturn (A company limited by guarantee)

Notes to the financial statements (continued) Year ended 30 September 2023

27. Trustees’ benefits: advances, credit and guarantees

The charity paid directors’ and officers’ liability insurance amounting to £0 (2022 - £892).

The charity trustees were not paid or received any other benefits from employment in the year (2022 - £nil). No charity trustee received payment for professional or other services supplied to the charity (2022 - £nil). No trustee was reimbursed expenses. (2022 – nil).

28. Related party transactions

The charity has taken exemption contained within FRS 102 for disclosing any transactions with entities which are part of the Everyturn Group as consolidated financial statements are prepared.

There are no other related party transactions during the year (2022 – none).

29. Controlling party

The ultimate control of the charity rests with the board of trustees.

93