## **everyturn.org**
## **Our impact in 2023/24**
**Trustees’ report and financial statements** Period ending 30 September 2024
**Everyturn Mental Health**
## **Contents**
Page 3 **Introduction**
Page 6 **Our mission and values**
Page 8 **Statements from the Chair and Chief Executive**
Page 12
**Our organisational strategy**
## SE **2**
Page 14 **Our progress and impact**
Page 20 **Organisational culture**
Page 26 **Social value and sustainability**
Page 32 **Risk management**
Page 38 **Structure, governance, and management**
Page 52 **Finance**
**Our Impact 2023/24**
## **Introduction**
## **Who we are**
**Everyturn is a mental health charity, committed to the vision of no one struggling alone with their mental health.**
Whether our colleagues work on the frontline, in our central support teams, or in our boardroom, we’re united by a belief that every person experiencing mental ill-health deserves to live a satisfying life, with as much independence as possible.
We’re here to support people in a way that’s personal, compassionate, and impactful.
## **What we do**
## **We’re proud to have been a charity partner to the NHS since 1986.**
When we support someone, we care about their whole life. For any of us, having good mental health comes down to having somewhere safe to live, something meaningful to do, and people around us to love.
At Everyturn, we help people to build their confidence, connect to their local communities, and hold onto hope even during the most difficult days of their lives.
We provide our services on behalf of the NHS and local authorities, including talking therapies, crisis support, dementia care, supported housing, specialist nursing, and community wellbeing support.
> i] We’re proud that many of our colleagues bring pryc seasg Si their own lived experience of mental health
> yh a‘ challenges. Our values are what connect us, 4‘'. underpinning our belief that when people are ae 4 listened to and given the right support to a v4 \ thrive, no one needs to struggle alone.
> **Introduction 3**
**Everyturn Mental Health**
## **Our year in numbers**
**£111.3 million £38,977,000 social value created total turnover**
**12,995 NHS 111 calls from people in crisis answered**
**136,993 hours of talking therapies provided**
**439 people supported in our Northumberland Safe Haven**
**2,562 students**
**in our recovery colleges**
**50,972 talking therapy referrals received**
**95%**
**of people would recommend our talking therapies to friends or family**
## **£1.86 million**
**invested in suppliers which are VCSEs and small/micro entities**
**£48,145 grants awarded to local VCSE providers through the Northumberland VCSE Mental Health Alliance**
**18,212 people in crisis supported**
**98%**
**of people who received talking therapies felt listened to and taken seriously**
**4 Section 1** O
**Our Impact 2023/24**
**94% of people who stayed in our crisis houses returned home rather than be admitted to hospital**
**100% of our regulated services are rated ‘Good’ by the Care Quality Commission**
**343 new 18 new colleagues apprenticeships were started joined Everyturn**
**14,700 learning hours**
**24% reduction in our gas and electric carbon dioxide equivalent emissions since 2022**
**were spent on our Everyturn Academy**
**206 people with dementia were supported to stay in their own home**
**995**
**colleagues across Everyturn (on average in 2023/24)**
**2,814,482,517 views of our PR activity**
**Introduction**
**5**
**Everyturn Mental Health**
## **Our mission and values**
## **Mission:**
**Everyturn is here to provide highquality integrated mental health and wellbeing services, keeping people and communities at the heart of everything we do.**
**6 Section 2**
**Our Impact 2023/24**
## **Values:**
## **Innovation**
We think creatively and dynamically to give opportunities and the right support to people and our colleagues.
We work collaboratively to create new ideas and ways of working.
We challenge norms and always look to improve the way we deliver the best social values.
## **Compassion**
We act with humility and kindness.
We are hopeful for people even when they struggle to be hopeful for themselves.
We show empathy to our colleagues and those we support, to ensure we understand and meet their needs.
## **Respect**
We act with consideration towards others. We are open, approachable, and fair.
We act in a way that is inclusive of others and respectful of their dignity.
## **Excellence**
We use our experience and expertise to deliver a measurable impact for our communities.
We go the extra mile to deliver the right outcomes for people and we’re proud of what we do.
We work together to ensure we deliver joined up services, where there is no ‘wrong door’ to getting help.
## **Accountability**
We deliver on our promises.
We hold ourselves and our partners to account in all that we do.
We listen and act on what the people we support tell us is important to them.
> **Our mission and values 7**
## **Everyturn Mental Health Statements from** eon **the Chair and Chief Executive** 7, oO 1, (. < **8 Section 3** : \
**Our Impact 2023/24**
## **Chair statement**
## **I was delighted to become chair of this wonderful organisation in September 2024, and I’m enormously proud of Everyturn’s achievements this year.**
I joined Everyturn at a time when so much hard work had been done to get the charity onto a stable financial footing. This has allowed us to pursue the organisation’s development, growth, and diversification.
As a board of trustees, we’re also focused on developing Everyturn’s national voice, by using our strong relationships with NHS partners and our innovative ways of working to influence policy and help to shape mental health care.
To support us in this, we’re committed to continuing to grow our board by further developing our skills and welcoming new trustees who have the expertise Everyturn needs to achieve its strategy in the future. I was very pleased to join the board at the same time as Sam McCann, the new chair of our finance committee, and I’m looking forward to welcoming more colleagues in the coming year.
I would like to take the opportunity to thank my fellow trustees, the executive team, and their teams for all their support and making me so welcome.
Also on the horizon is the 40[th] anniversary of Everyturn, as the charity was founded in 1986.
This is a hugely significant milestone, which will also be accompanied by the launch of our refreshed organisational strategy in 2026. That a charity has weathered so many storms, embraced so much change, and changed the lives of so many will certainly be cause for celebration.
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Heather Benjamin (she/her)
Chair of the Board of Trustees
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Chief Exec and chair statements 9
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**Everyturn Mental Health**
## **Chief Executive statement**
## **I’ll start with saying how pleased we’ve been to welcome Heather as our new chair of trustees. Heather brings a new perspective and helpful challenge to me and our executive team.**
Heather has a range of public, private, and voluntary sector experience, and has been really encouraging us in the areas of growth, diversification, and environmental sustainability. We’re already benefiting from her experience, expertise, and enthusiasm.
More broadly, as for so many UK charities, this year has been all about the pursuit of elusive balance. We’ve been continually balancing the need to invest in our services, grow our reach, and change even more people’s lives, while maintaining our financial sustainability.
It goes without saying how challenging the health and social care landscape continues to be. The cost-of-living crisis, high inflation, rising energy costs, and demand consistently outstripping funding has meant lots of charities have taken some very difficult decisions, and many have had to close their doors completely.
Everyturn is absolutely not immune to these challenges, but I’m proud that our careful financial management has allowed us to weather this year’s biggest storms. Not only that, but we’ve also made significant progress on our strategic and business objectives, which align with the three key shifts in the NHS’s upcoming 10 Year Health Plan:
- Moving care from hospitals to communities.
To that end, this year we were particularly proud to open the North East’s first Safe Haven, bringing 1:1 crisis support to the high street in Northumberland, opened in partnership with Cumbria, Northumberland, Tyne & Wear Integrated Care Board, with more planned for 2024/25. We also launched our Complex Transition Support Service, providing case management on behalf of North East and North Cumbria Integrated Care Board, to support people to move out of hospital and back into the community.
Our major technological project, which we refer to as Project Heart, represents a significant investment to replace our clinical systems and create a ‘360 care record’ for every person we support, helping to join up their care and transform the way we work.
Another real highlight this year was our first ever Everyturn Awards event. This brought together colleagues from across the organisation (and the country) to celebrate all we’ve achieved together, and award colleagues who have been nominated and voted for by their peers. It’s no exaggeration to say there was scarcely a dry eye in the house, particularly as we were joined by Julie Bartley – the daughter of our founder, Tom Carpenter – who spoke very movingly about Everyturn being part of her father’s legacy. The event reminded us of why we’re all here.
Making better use of technology.
- Focusing on preventing sickness, not just treating it.
While we’ve made significant progress this year, it hasn’t been easy, and we’ve had some losses too. Having provided NHS Talking Therapies in Kent and Medway for 10 years, we sadly lost the contract in April 2024 after a highly competitive tender. It was difficult to say goodbye to many excellent colleagues from that service, when they transferred with the new contract.
**10 Section 3**
**Our Impact 2023/24**
Another example of attempting to achieve balance was the difficult decision to postpone the pay award for our colleagues, which was originally due to come into effect in October 2024. Instead, we decided to pause the decision until April 2025, to give us time to negotiate uplifts on our service contracts, win new tenders, and make efficiencies across the organisation. By increasing our income and adding additional controls on our spending, we were able to give our hardworking teams an uplift from April 2025.
Ultimately, we’re all here because we want to change lives. We can see the realities that are pushing so many people into crisis, and we want to change them. We can see that personalised, practical support helps people to be well and stay well, and we want to provide it. We can see innovative ways to support the healthcare system, and we want to make them happen.
No single organisation can do it alone, so we’re proud to continue to be a dependable partner to the NHS and our voluntary sector colleagues. Together, we’re innovating, collaborating, and advocating to make sure no one struggles alone.
**Adam Crampsie (he/him) Chief Executive**
> **Chief Exec and chair statements 11** O
**Everyturn Mental Health**
## **Our organisational strategy**
**This year’s impact report covers the third year of our ‘Shaping Our Future Strategy’, which has been one of significant progress in the ongoing transformation of Everyturn.**
**12 Section 4**
**Our Impact 2023/24**
## **2024/25 will be the penultimate year of this strategy before its refresh in 2026. Until then, we continue to focus on delivering eight objectives:**
- >> Deliver our 3-year equity, diversity, and Ensure we become a leader in sustainable inclusion strategy to make EDI central practice within healthcare and will reach to our culture. net zero.
- Deliver a 3-year people strategy to transform > the way we work with our colleagues and the people we support.
- Deliver our digital strategy to transform our organisation with a focus on technology and a digital culture.
- Deliver a new programme of clinical, corporate & information governance across the organisation.
- Develop a standardised organisational-wide recovery-focused approach.
- Deliver a 3-year programme of proposition developments for all our services.
- Ensure we continue to deliver the 3-year business plan, with a focus on income and service diversification.
**This year, we’ve continued to close gaps in the mental health care system, including bringing crisis support to the high street, helping people to move out of in-patient care and into the community, launching a national team of therapists to tackle waiting lists, and becoming a charity provider of NHS telephone-based first response crisis support.**
By continuing to join up our own services and strengthen our collaborations with the NHS and our system partners, we’re delivering on our purpose: to make sure no one struggles alone.
> **Our organisational strategy 13**
**Everyturn Mental Health**
**Our progress and impact**
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14 Section 5
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**Our Impact 2023/24** “ory.WS
**Though 2023/24 has been another year of significant pressure on the health and social care system, with demand outstripping capacity, we’ve maintained the pace of progress against our strategic objectives, with significant continued investment.**
This year has seen us focus on our impact on the people we support, our colleagues, our communities, our system partners, and the planet.
## **Progress against strategic goals:**
**We will deliver our 3-year equity, diversity, and inclusion (EDI) strategy to make EDI central to Everyturn’s culture.**
**We will deliver a 3-year people strategy to transform the way we work with our colleagues and service users.**
- We’ve created more opportunities for our colleagues’ development through training, CPD, and apprenticeships. This resulted in Everyturn being recognised by Great Place To Work® as one of the UK’s Best Workplaces for Development in 2024.
- ?? We’ve continued to develop our EDI learning We’ve created more opportunities for our offer, with specialists contributing to training colleagues’ development through training, on topics including anti-racism, perinatal CPD, and apprenticeships. This resulted in care, and neurodiversity. Everyturn being recognised by Great Place
- We were certified as a Disability Confident for Development in 2024. employer, and we signed the Armed Forces
- ?? Covenant and Menopause Workplace Pledge. We hosted the first Everyturn Awards event,
- We hosted the first Everyturn Awards event, to recognise and celebrate the work of colleagues across the organisation.
- We introduced a new pregnancy loss policy, as colleagues across the organisation. well as a fertility policy to support colleagues
- ?? going through fertility treatment. We created We introduced our Future Leaders both policies in collaboration with our programme to develop colleagues colleagues and trustees. and cultivate future leaders.
- We improved our benefits package, in response to feedback from our colleagues to make sure we offer a range of personalised benefits.
- ? We launched our Workplace Experience ? Group. This is a forum for diverse voices and allows everyone at Everyturn to feel heard and valued, and to suggest areas for improvement.
- We launched a rolling programme of colleague listening sessions, hosted by our trustees, executive team, and strategic leadership team.
- We reviewed many of our workforce policies to make sure that they reflect our approach to EDI they reflect our colleague network groups supported us to develop and review several key policies.
- We diversified our board and executive team by recruiting people with protected characteristics.
> **Our progress and impact 15**
**Everyturn Mental Health**
## **Progress against strategic goals:**
**We will deliver our digital strategy to transform our organisation, with a focus on technology and a digital culture.**
**We will become a leader in sustainable practice within healthcare and will reach net zero.**
- ?? We’ve launched Project Heart, our multiWe launched our Green Champions network million pound programme to replace and of colleagues, to support the behavioural integrate all clinical systems across the changes we need to make in order to meet organisation. This will create a 360° care our net zero targets, and to increase our record for every person we support, allow discussions about the climate emergency. real-time reporting, and create a seamless journey through our services for the people ? We hosted our first VCSE roundtable we support. event, bringing together voluntary sector
- ? We hosted our first VCSE roundtable event, bringing together voluntary sector organisations to discuss shared challenges and solutions.
- ? We’ve increased our Microsoft 365 Security and solutions. Score from 6% to over 70%, by adding stronger protections to keep our systems ? We invested in energy efficiency and data safe. improvements at our largest CO2-emitting -emitting
- ? We invested in energy efficiency improvements at our largest CO2-emitting property in our estate portfolio.
- ? We launched a security operations centre and
- ? We launched a security operations centre and security information and event management ? We achieved bronze accreditation as an solution. Our system is now monitored 24/7 Investor in the Environment. for potential threats, allowing us to quickly detect and respond to security issues. ? We developed a bespoke Carbon Literacy
- ? We developed a bespoke Carbon Literacy course to educate colleagues on the impacts of the climate crisis and the steps they can take to reduce their carbon footprint. We’re delighted that the course has been officially accredited by the Carbon Literacy Project.
- ? In our progress towards ISO27001 accreditation, we’ve created an information security management system and aligned our IT policies with ISO, to meet compliance requirements.
- ? We’re working towards achieving DCB1596 ? accreditation by aligning our email security practices with NHS Secure Mail Standards.
- We’ve strengthened our cybersecurity measures and aligned our IT policies with Cyber Essentials accreditation requirements.
- We partnered with Sustainable Tech 4 Good to recycle and repurpose some of our legacy IT equipment. 60% of the devices were recycled, with 40% refurbished and made available for people who use our services, as part of their Tech4Inclusion programme.
**16 Section 5**
**Our Impact 2023/24**
**We will deliver a new programme of clinical, corporate, and information governance across the organisation.**
**We will deliver a 3-year programme of proposition developments for all our services.**
- We’ve significantly expanded our alternative to crisis services, including the launch of the North East’s first physical Safe Haven in Northumberland.
- ?? We’ve created the new role of Chief Quality We’ve significantly expanded our alternative Officer in our executive team, and we also to crisis services, including the launch of welcomed a new Information Governance the North East’s first physical Safe Haven Manager, who makes sure we comply with in Northumberland. regulatory standards and also serves as our Data Protection Officer. ? Our new telephone-based support services
- ? Our new telephone-based support services now offer people immediate support when they dial NHS 111 and press option 2 for mental health.
- ? We’ve improved our ‘terms of reference’ documentation to increase clarity of purpose and streamline communication about the scope of our activities.
- ? As part of the NHS transforming care agenda and Inpatient Quality Transformation (IPQT), we launched our Complex Transition Support Service, on behalf of North East and North Cumbria Integrated Care Board, to provide case management for people who are ready to step-down from hospital to the community.
- ? We’re planning to launch a new policy review group, which will support the development of our policies and procedures, giving clear governance during their design and approval.
- We’re improving our organisational clinical oversight by planning the launch of a new clinical quality governance group in 2024/25. This central group, including senior clinical and quality leaders, will supervise all clinical activities at Everyturn. It will provide consistency and quality in the delivery of our clinical activities.
- We developed our Community Rehabilitation Transition Service to provide a pathway for people in our 24-hour specialist beds to live independently in the community. We do this by providing bespoke packages of care to people in our supported housing properties, alongside our statutory partners. Our first two residents moved onto the pathway this year.
- Care Quality Commission mock inspections completed in all our registered services by an external consultancy, creating our ‘journey to outstanding’ action plans.
- We launched our NHS Talking Therapies national team, which provides qualified practitioners to address national waiting lists.
> **Our progress and impact 17**
**Everyturn Mental Health**
## **Progress against strategic goals:**
he,
**We will develop a standardised organisational-wide recovery focused approach.**
Shay **We will continue to deliver our 3-year business plan, with a focus on revenue diversification.**
- We’ve explored how best to embed NHS England’s recommended Patient Reported Outcome Measures (PROMs) across our community mental health services. We’ll use Goal Based Outcomes, Recovering Quality of Life, and DIALOG+ measures across our services, and have included them in the requirements for our new clinical recording systems.
- We developed our plan to improve patient engagement and co-production in 2024/25.
- Development of our recovery-focused approach will form part of our ‘Learning Organisation’ strategic project in 2024/25, which will focus on developing co-production and including the voices of the people we
> support in quality improvement. rh
- Our board of trustees, executive and senior leadership teams launched a programme of income and service diversification activities, to scope and agree our areas of focus.
- Throughout the year, we’ve worked on a merger with the award-winning Streetwise Young People’s Project, which has provided information, advice, and guidance to young people in the North East since 1991. We expect This merger was completed in January 2025.
- We have explored other potential areas of revenue diversification to build on our existing service models. For example, we started to scope a low-cost self-pay talking therapy service, to offer an alternative to statutory support.
- Despite losing a large NHS Talking Therapies contract in Kent and Medway, the financial impact was mitigated by winning new business across the year with new contracts and income.
**18 Section 5**
**Our Impact 2023/24**
## **Crisis support on the high street: Matt’s story**
**Matt* contacted our Northumberland Safe Haven because he was having housing issues and had recently been diagnosed with autism, which had pushed him into a mental health crisis.**
Our team supported Matt over the phone straight away and booked him in for a face-to-face meeting later that day.
When Matt came to the Safe Haven, the team gave him advice, support, and a safe space to open up about other things that were troubling him. He told the team that he was also facing homelessness, because he was the victim of domestic violence. He described his distress as a zero, the highest level on our scale.
Our team linked Matt up with local housing and domestic abuse services, and also introduced him to Everyturn’s Northumberland Recovery College, where he could find ongoing support to improve his wellbeing.
By the end of Matt’s first meeting with our Safe Haven team, he rated his distress as reduced by five points, a very significant improvement.
*name changed for privacy
## **From hospital to independence James’ story** et
**James is 42 and had lived a fully independent life until a car accident left him with a significant brain injury.**
James had been in a hospital for some time, which had really limited his freedom and the things he could do for himself. He wanted to go to the gym several times a week, but his care team didn’t feel they could make that happen, as they worried that he wouldn’t be able to manage.
Through Everyturn’s new clinical case management service, our team was able to safely move James out of hospital and into Alderwood, one of our 24-hour nursing services.
Since James moved to Alderwood, he hasn’t had a single safety incident. Instead, he’s built friendships with the other residents, and they enjoy trips out together. He’s rebuilding his living skills and is now living far more independently – including regular trips to the gym.
**Scan to hear from James himself.**
> **Our progress and impact 19**
**Everyturn Mental Health**
## **Organisational culture**
**Our culture is shaped by our values of innovation, compassion, accountability, respect, and excellence. During 2023/24, we worked hard to grow our culture, supporting our people, improving their experience of working at Everyturn, and creating an inclusive environment where everyone can thrive.**
**20 Section 6**
**Our Impact 2023/24**
## **How we communicated with colleagues**
**We improved our communication strategy to keep all colleagues informed, engaged, and able to share their perspectives.**
## **This included:**
- ?? **Workplace Experience Group:** We launched **Internal communications improvements:** this organisation-wide group to represent We recruited a Senior Internal Communications every part of Everyturn. This year, the group Executive, who now runs our internal reviewed and gave feedback on our wellbeing communications and colleague engagement provider, advised on how we can make our campaigns, is maximising our use of Viva working environments more accessible, and Engage, and is working with our IT and estates discussed ways that we can use technology teams to introduce digital screens in our to improve our ways of working. 24-hour services to reach colleagues with
- **Internal communications improvements:** We recruited a Senior Internal Communications Executive, who now runs our internal communications and colleague engagement campaigns, is maximising our use of Viva Engage, and is working with our IT and estates teams to introduce digital screens in our 24-hour services to reach colleagues with limited computer access.
- ? **Listening sessions:** Our executive team, trustees, and strategic leaders hosted regular department-focused sessions to understand concerns directly from teams and incorporate their feedback into strategic decisions.
- **Get Together Events:** At our bi-monthly ‘Get Together’ live town hall events, our leadership teams share organisational updates, celebrate successes, host our Values Awards, and answer live questions directly from our colleagues.
**Freedom to Speak Up (FTSU):** We recruited volunteer colleague FTSU Champions, to support colleagues who want to raise ideas or concerns.
> **Organisational culture 21** Fe NS
**Everyturn Mental Health**
## **: Results of 2023/24 surveys**
**We regularly measure colleague satisfaction through the Great Place To Work® (GPTW) survey and internal pulse surveys, which all give us insights into our colleagues’ experience of our organisational culture.**
## **GPTW survey (Nov 2023):**
- We’re proud to have kept our accreditation as a Great Place To Work and we were delighted to also make it onto four additional lists: UK’s Best Workplaces 2024, for Development, for Wellbeing, and for Women.
- 75% of colleagues agreed Everyturn is a Great Place To Work.
## **Some key improvements since our 2021 survey include:**
- 63% of colleagues now agree we have special and unique benefits (a 21% increase).
- 20% more colleagues agree that we provide good workplace support for their personal financial management.
- 74% of colleagues agree that Everyturn actively promotes physical health to its employees (a 15% increase)
## **Summer pulse survey highlights:**
- 86% of colleagues feel their work is meaningful.
- 86% believe we encourage a good work-life balance.
- 90% feel confident speaking to their managers about mental health.
- 90% believe their concerns would be taken seriously.
**22 Section 6**
**Our Impact 2023/24**
**Awards**
## **To celebrate our colleagues’ commitment to our values, we continued our bi-monthly Values Awards at our live town hall events.**
In June 2024, we also hosted our first annual Everyturn Awards ceremony, recognising outstanding achievements by our colleagues across the organisation. We received over 90 nominations and our celebratory event included 120 colleagues.
We were particularly honoured to be joined by Julie Bartley, the daughter of our late founder. Julie spoke very movingly about her father, Tom Carpenter, and the many ways she sees his legacy alive in Everyturn. We presented a Tom Carpenter Award in his honour, which was given to a colleague chosen by our executive team for embodying the values Tom held closely.
> **Organisational culture 23**
**Everyturn Mental Health**
## **Championing equity, diversity, and inclusion (EDI)**
**We’re still dedicated to building an inclusive workplace where everyone feels respected and valued. Our survey results from this year show significant progress:**
## **GPTW survey (2023):**
97% of colleagues feel treated fairly, regardless of sexual orientation.
- 95% feel treated fairly, regardless of gender.
94% feel treated fairly, regardless of race.
90% feel treated fairly, regardless of age.
## **Pulse survey (2023):**
- 95% believe Everyturn treats people equally regardless of gender, race, or sexuality.
## **Learning and development**
## **Volunteering**
We continued to invest in our people’s growth through our online Everyturn Academy, offering comprehensive training programmes, leadership development opportunities, and fully-funded apprenticeships. We’re committed to giving our colleagues the tools they need to succeed.
We expanded our Leadership Academy programme, equipping current and future leaders with the skills to inspire and guide their teams effectively.
We encouraged colleagues to engage with their local communities by offering two paid volunteering days per year.
Our teams supported impactful local charities, including People’s Kitchen, Ouseburn Farm, and Smart Works, reflecting our commitment to social value.
**24 Section 6** ©
**Our Impact 2023/24**
## **Colleague wellbeing**
**At Everyturn, we’re here so no one struggles alone – and that includes our colleagues. Our commitment to colleague wellbeing prompted several new initiatives:**
- **Mental Health at Work Task & Finish Group:** We conducted a full review of support systems and made significant changes.
- **Partnership with Smart Clinic:** Following feedback from colleagues, we ended our partnership with Vitality and moved to Smart Clinic, which provides occupational health and wellbeing services, including counselling, cognitive behavioural therapy (CBT), and stress management training.
- **Suicide and self-harm prevention training:** We created in-house training accessible to all colleagues, with a tailored version for managers.
- **Wellbeing Hub:** We’re in the process of creating a central resource for mental, physical, and financial wellbeing on our intranet.
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Organisational culture 25
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**Everyturn Mental Health**
# **Social value and sustainability**
**26 Section 7**
**Our Impact 2023/24**
## **Sustainability at Everyturn**
## **Sustainability is one of four pillars in our 'Shaping Our Future Strategy', reflecting our commitment to delivering social value and having a positive environmental impact in everything we do.**
We know the climate crisis requires urgent action, so we recognise Everyturn’s role in reducing our own emissions and influencing other organisations to do the same.
The climate emergency is also a health emergency. It’s already making life hard for many of the people we support, whether through increased living costs, unemployment, or inadequate housing – to name just some of the impacts.
**Through our sustainability programme, we will:**
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Reduce our controllable
emissions to net zero
by 2030.
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**Reduce our impact Improve health conditions on the planet. for the people we support and our colleagues – now and in the future**
## **Key activity and outcomes**
**In 2023/24, we conducted our annual sustainability survey, which had 32% more responses than in 2022/23. After one year of the sustainability programme, we were pleased to find:**
**85.3%** 1G. ) **of colleagues feel informed about climate change.** SN [)z
**92.2% feel that they understand how to reduce their impact on the planet.**
> **Social value and sustainability 27** ;
**Everyturn Mental Health**
## **Our sustainability programme covers four key areas of work:**
## **Foundations**
We’ve achieved the Investors in Environment (IIE) bronze accreditation and we’re working towards silver, with an Environmental Management System (EMS) in place to guide our sustainable operations.
Through our EMS, we measure all our impacts on the environment and have targets in place to improve resource efficiency. Each month we track progress against these targets and report back to our executive team.
**Foundations Estates & facilities People & community Supply chain**
## **Estates & facilities**
- We’ve improved the energy efficiency of our residential care homes and social housing through heat pump installations, extra insulation, smart controls, and a building management system. These changes will create better thermal environments for the people we support and our colleagues, as well as reducing carbon emissions from our buildings.
- We’ve improved the green spaces at our older adult residential services, to boost biodiversity and provide outdoor areas that support mental health recovery.
- All our directly purchased electricity now comes from guaranteed renewable energy sources.
- We’ve reduced the carbon emissions from our gas and electricity consumption by 24% from our 2022 baseline year.
**Section 7**
**28**
**Our Impact 2023/24**
## **People & community**
- In our 2023 survey, our colleagues told us that improving learning and training about sustainability was a top priority. In response, we’ve developed a bespoke Carbon Literacy training course, which has been accredited by the Carbon Literacy Project and is aligned with our organisational values. Our course gives colleagues a better understanding of the climate crisis, its links with mental health, and how they can reduce their own carbon emissions at work and at home.
## **Supply chain**
We’ve reported the baseline carbon emissions of our supply chain and engaged with our largest suppliers to understand their sustainability ambitions and encourage their future sustainability planning.
- We established a ‘Green Champions’ colleague network, giving an opportunity for everyone to be involved in our sustainability work. There are over 10 Green Champions who are directly supporting sustainability initiatives in different areas of the organisation.
- We held a roundtable event with other voluntary, charity, and social enterprise (VCSE) organisations, to share common challenges and solutions in working towards net zero. We continue to be part of the ‘Become Green Together’ network, working with other VCSEs to embed sustainability into our operations.
- A Green Award has been added to our bi-monthly Values Awards, to celebrate and reward colleagues who are making positive environmental impacts.
> **Social value and sustainability 29** ©
**Everyturn Mental Health**
|**Energy and emissions reporting**
**2022/23**
**2023/24**
Wo|**Energy and emissions reporting**
**2022/23**
**2023/24**
Wo|**Energy and emissions reporting**
**2022/23**
**2023/24**
Wo|
|---|---|---|
|**Total energy consumption (kWh)**|2,389,247.55|2,256,678.6|
|Gas combustion emissions, scope 1 (tCO2e)|335.5|295.8|
|Purchased Electricity emissions,|||
|scope 2 – location-based, (tCO2e*)|91.1|90.1|
|**Total emissions scope 1 & 2 (tCO2e)**|**426.6**|**385.9**|
|**Intensity ratio:**|||
|**Total scope 1 & 2 emissions per employee**|**0.48**|**0.46**|
|Indirect emissions, scope 3 (tCO2e)|801.8|1,018|
|**Total reported emissions, scopes 1, 2 & 3 (tCO2e )**|**1,228.4**|**1,403.9**|
|**Intensity ratio:**|||
|**Total scope 1, 2 & 3 emissions per employee**|**1.4**|**1.7**|
*** Tonnes of Carbon Dioxide Equivalent.**
We’ve adopted an operational control approach to establishing the boundary, meaning we report emissions from all the sites we operate in, not just the ones we own. We use this method in line with the Greenhouse Gas Protocol and the UK government’s Department for Business, Energy and Industrial Strategy environmental reporting guidelines. The calculations were completed on the SmartCarbon[TM] Calculator using the UK government emissions factors.
For National Grid electricity consumption, we’ve included factors for the transmission and distribution of electricity (T&D) losses, which happen between the power station and site(s). The emissions from T&D have been accounted for in Scope 3. As with other Scope 3 impacts, reporting T&D is voluntary but is recommended standard practice by the UK government.
**30 Section 7**
**Our Impact 2023/24**
## **Social value**
**Our social value delivery group leads our work in measuring, managing, and reporting on the social value generated by our services. The group’s objectives include developing our social value policy and governance processes, research opportunities, and increasing our credibility through award submissions.**
This year, we’ve been working with Envoy Partnership to embed ‘Social Value Manager’, Envoy’s bespoke social value calculator across the organisation to produce our baseline calculation (covering the 2022/23 financial year). Our operations teams have compiled key performance indicator data to deliver this analysis. We’re proud to say that our calculated social value for 2023/24 was £111.3 million, with £4.38 of social value delivered for every £1 spent. This included £4.27 for every £1 spent in our NHS Talking Therapies services, £7.13 in our crisis services, and £2.06 in our community services.
Our work is closely connected to the project to deliver our new electronic patient recording systems, which we refer to as Project Heart. The social value delivery group has worked closely with the Project Heart mobilisation team to agree how data will flow from Rio and PCMIS, our new patient management systems, to Social Value Manager. This means that our reporting in future years will be more efficient.
> **Social value and sustainability 31**
## **Everyturn Mental Health** A **Risk management**
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32 Section 8
**----- End of picture text -----**
**Our Impact 2023/24**
- **The following processes and controls were in place during 2023/24:** RSM is our new internal audit provider
- ( and they completed a health and safety internal audit for us, aligned with our key strategic objectives.
- We fully reviewed our infection prevention and control (IPC) policy, which we’ve made into a single overarching policy to improve IPC-related outcomes.
- ? We launched a thorough audit process ? to guide our compliance and improve governance. Any non-compliance is tracked and monitored digitally through our Ulysses management system.
- We made continual improvements to our incident management systems, to help us make better, data-informed decisions.
## **Risk themes and key mitigations/controls**
## **Risk theme**
## **Mitigations and controls**
## **Financial sustainability**
- We have a customer relationship management (CRM) system to support our contract and relationship management, and business development opportunities.
- Our approach to tender financial modelling is guided by a set of commercial guardrails, aligned to our financial regulations policy. This means our bids are as competitive as possible, while covering our minimum central contribution and surplus expectations.
- We invest in annual impact statements to increase our market presence and commercial opportunities.
- Our senior colleagues collaborate with various strategic groups across the North East and North Cumbria, helping us to develop strong relationships with partners and create nontender opportunities.
> **Risk management 33** ©
**Everyturn Mental Health**
## **Risk themes and key mitigations/controls**
|**Risk theme**|**Mitigations and controls**|**Mitigations and controls**|
|---|---|---|
|**Workforce**|?|We use a range of ways to gather colleague|
|||feedback, including our “Speaking Up” processes.|
||?|We have an apprenticeship programme for key|
|||roles, using 100% of our levy.|
||?|Our wellbeing strategy is based on the CIPD|
|||(Chartered Institute of Personnel and Development)|
|||pillars of wellbeing and includes an improved|
|||benefits package for our colleagues.|
||?|We’ve improved our colleague recognition|
|||and engagement programmes, which|
|||include bi-monthly Values Awards and|
|||our new annual Everyturn Awards event.|
|**Major incident**|?|We have an out-of-hours/emergency|
|||response process.|
||?|We’ve improved our corporate business|
|||continuity processes and policy, following|
|||an internal audit. We have enhanced local|
|||recovery plans in place with regular testing.|
||?|Our winter maintenance regime helps to|
|||mitigate the impact of extreme weather|
|||on our services.|
||?|The local fire authority does an annual|
|||inspection of our high-risk premises.|
|**Estates**|?|We have a planned preventative maintenance|
|||programme across all our services.|
||?|We’ve launched a new estates request reporting|
|||system, to improve oversight and tracking of|
|||estates issues.|
||?|Our Carbon Literacy training has been|
|||developed and launched for all colleagues.|
||?|As sustainability is part of our overarching|
|||strategy, we have appointed new sustainability|
|||roles to support the delivery of our goals, for|
|||example, to bring our controllable emissions|
|||to net zero by 2030.|
||?|We’ve appointed a Health & Safety Manager.|
**34 Section 8**
**Our Impact 2023/24**
|**Risk theme**|**Mitigations and controls**|**Mitigations and controls**|
|---|---|---|
|**Quality and safety**|?|We’ve appointed a Chief Quality Officer to|
|||our executive team and a Head of Quality|
|||and Safety to our strategic leadership team.|
||?|We’ve launched patient safety incident|
|||learning groups, to share lessons learnt|
|||from incidents.|
||?|We’ve developed a quality and safety|
|||framework, due to launch in 2025.|
||?|We’ve improved our response time to|
|||incident reports and we’ve aligned our|
|||processes to industry standards.|
||?|Appointment of a new Freedom to Speak|
|||Up Guardian with increase in Speaking Up|
|||Champions across the organisation|
||?|Successful integration of Health and Safety|
|||into the portfolio, including the appointment|
|||of a Health and Safety Manager.|
|**Data systems and infrastructure**|?|Achieving accreditation to ISO 27001.|
||?|Successfully completing our accreditation for|
|||Cyber Essentials|
||?|Continued compliance to regulatory standards,|
|||for instance, Data Protection and Security Toolkit.|
||?|Use of multi-factor authentication to|
|||access our systems, improving the security|
|||of our infrastructure.|
||?|Appointment of an Information Governance|
|||Manager to our Quality & Safety Teams to|
|||support our Senior Information Risk Owner|
|||implementing improvements to our data|
|||security processes.|
> **Risk management 35**
**Everyturn Mental Health**
## **Safeguarding**
**Our safeguarding systems and processes protect the people we support and colleagues from harm. By following statutory guidance and best practice frameworks, we make sure risks are managed effectively.**
**Our activities include:**
- **Clear safeguarding policies:** We have comprehensive safeguarding policies for both adults and children, which include detailed procedures for identifying, referring, and responding to safeguarding concerns in accordance with local authority and statutory guidelines.
- **Organisational safeguarding structure:** We’ve designed this to escalate and respond to concerns promptly, with a clear chain of accountability. This includes dedicated safeguarding leads, protocols for investigations, and appropriate actions to address risks or incidents.
- **Training and resources:** We provide regular mandatory safeguarding training for our colleagues, linked to local authority provision. This keeps everyone aware of their safeguarding responsibilities and means they’re equipped to handle potential concerns appropriately.
- **Whistleblowing and ‘Freedom to Speak Up’:** We’ve built clear whistleblowing procedures and a Freedom to Speak Up process, to encourage colleagues and the people we support to share any concerns without worrying about retaliation. We use these systems to promote transparency and accountability across Everyturn.
- **Safe recruitment practices:** We have robust recruitment processes, including thorough DBS (Disclosure and Barring Service) checks, to make sure all colleagues and volunteers are suitable and safe to work with vulnerable people.
recruitment processes, including thorough **Risk escalation and management:** DBS (Disclosure and Barring Service) checks, Through our risk register system, we to make sure all colleagues and volunteers regularly review, assess, and appropriately are suitable and safe to work with vulnerable escalate safeguarding concerns or risks people. to the relevant level of governance for effective management. Underpinning all these measures is our commitment to continually improving. We regularly review all the above to make sure we comply with the Charity Commission’s guidelines, NHS safeguarding frameworks, and other relevant statutory requirements. C) **36 Section 8** .pire
**Our Impact 2023/24**
## **Risk management**
The trustees have assessed the major operational and financial risks to the organisation and its subsidiaries and are satisfied that the systems and procedures are in place to mitigate our exposure to the major risks.
We’ve also reviewed our risk appetite and developed our board assurance framework, to keep focus on the risks that could impact the delivery of our strategic objectives.
Our robust programme of internal audits on behalf of the board received ‘reasonable assurance’ for all four audits, including health and safety, cyber security, service user engagement, and governance.
> **Risk management 37**
**Everyturn Mental Health**
## **Structure, governance, and management**
**38 Section 9**
**Our Impact 2023/24**
## **Our board of trustees**
## **Heather Benjamin (she/her) Chair of the Board**
Heather joined us in September 2024. Since her role as Chief Procurement Officer with Centrica, Heather has held a range of chair and non-executive director roles across private, public, and voluntary organisations.
Heather is Independent Non-Executive Director for BlueLight Commercial, collaborating with police and fire forces across England and Wales. She is Vice President of The Leaders Club, which networks with senior leaders; as well as the chair of ShareSoc, a not-for-profit organisation, created for members who are individual investors, to enable their voice to be heard.
## **Graham Puntis (he/him) Vice Chair of the Board (outgoing)**
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.
Heather has previously been Chair of Walsingham Support, which supports people with learning disabilities, and Air Ambulances UK.
Heather is passionate about supporting mental health organisations, bringing her experience from the NHS and non-profit organisations.
> **Trustees report 39**
**Everyturn Mental Health**
## **Our board of trustees**
## **Helen Baker (she/her) Chair of People and Wellbeing Committee**
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.
## **Steven Bainbridge (he/him) Chair of Governance Committee (and incoming Vice Chair of the Board)**
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 passionate about ensuring that governance works for the benefit of service users and is keen to lend his skills to the Board to help in embedding the organisation’s values and developing its strategy.
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 coming years.
**40 Section 9**
**Our Impact 2023/24**
## **Professor Neil Watson (he/him) Chair of Quality and Performance Committee**
Neil is an experienced system and clinical leader with expertise in healthcare transformation, advanced therapies, population health, and innovation adoption.
His experience includes roles 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.
## **Sam McCann (she/her) Chair of the Finance Committee**
Sam is a passionate finance leader with a track record of developing and transforming cross-functional finance teams and leading them from good to great.
Sam has over 25 years’ experience across healthcare, fast-moving consumer goods (FMCG), and charity roles. She is currently the Finance Director at St John Ambulance and brings a breadth of experience of accounting, commercial, operational, strategic business partnering, and transformation.
Sam is a strong believer that the NHS needs the support from the third and private sector to help provide much-needed capacity. With the growing mental health needs across the country, she’s looking forward to sharing her skills and experience to help Everyturn fulfil our mission.
> **Trustees report 41**
**Everyturn Mental Health**
## **Our board of trustees**
## **Chris Gibbons (he/him) Chair of Everyturn Services Ltd**
Chris is a digital health leader, bringing over a decade of experience working with national and local NHS organisations to deliver largescale technology transformation.
Chris is Director of Digital Health & Technology Transformation at KPMG, and is passionate about the 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.
## **Dr Brigid Joughin (she/her)**
Brigid has been a GP in Throckley in the Outer West of Newcastle for 30 years, with a long-standing keen interest in improving mental health services.
Among her roles, Brigid was the Mental Health Lead for Newcastle Clinical Commissioning Group from 2011–2014 and Clinical Director of the Outer West Newcastle Primary Care Network from 2019–2023.
## **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, Senior Leader for Welfare, Safeguarding and Personal Development.
Anila now works in people wellbeing and development, leading training on anti-racism, mental health, and wellbeing and safeguarding. Anila volunteered to join the People and Wellbeing committee due to a strong belief in the role of people development as a gateway to selfreflection and ongoing development in both self and society.
## **Richard Bold (he/him)**
Richard joined our board in 2023, bringing over 20 years’ experience in HR, corporate governance, policy, and risk management spanning the financial services, healthcare, contact centre and services sectors. Richard has been involved in leading strategic people planning, transformation, and other governance-related activities in complex operating environments.
**42 Section 9** ©
**Our Impact 2023/24**
## **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.
Adam started his career working in the NHS in mental health, before moving into private healthcare to develop and lead NHScommissioned services. Adam is passionate about creating 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 subcommittee.
## **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 passionate about 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 is 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.
> **Trustees report 43**
**Everyturn Mental Health**
## **Our executive team**
## **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 high-performing and impactful mental health services.
In her current role, Emily created Everyturn’s new commercial function, bringing together business and service development, the project management office, marketing and communications, and relationship management.
## **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. Claire left her role at Everyturn in October 2024.
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 is passionate about sustainability, and the potential for organisations to drive positive change by aligning their policies and values with a more sustainable future.
**44 Section 9** ©
**Our Impact 2023/24**
## **Niloufar Hajilou (she/her) Chief Quality Officer**
Niloufar joined us in 2024 from St John Ambulance, where she was the Director of Quality and Safety. She comes from a midwifery background, and has a Master’s degree in Medical Law.
Niloufar has over 18 years’ experience in clinical and leadership roles, making person-centred improvements in a wide range of settings in the NHS and private sector.
She is passionate about developing an inclusive, diverse, and learning culture, where the voices of colleagues and the people being supported are at the heart of change.
## **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 responsible for the operations of our many services across the organisation, ensuring they deliver clinical and operational excellence.
Niloufar is married and a mother of two beautiful humans as well as a gorgeous furry friend (dog) called Noah! She’s a keen cyclist and loves doing challenges to raise money for charities.
> **Trustees report 45**
**Everyturn Mental Health**
## **Board effectiveness**
**The board is committed to ensuring high governance standards and effectiveness in its oversight of Everyturn’s activities. All actions from the 2022 board effectiveness plan were successfully completed, strengthening the Board’s ways of working and strategic focus.**
A planned effectiveness review for 2023/24 was put on hold due to the transition in board leadership, including appointing a new chair. This decision allowed the incoming chair to contribute to shaping the review process and make sure it aligns with Everyturn’s evolving needs.
A full board effectiveness review is now scheduled for spring 2025 to build on previous improvements. This will be conducted alongside a refreshed board skills audit, ensuring that the board continues to have the right mix of skills, experience, and perspectives to support Everyturn’s mission effectively.
The board remains committed to continuous improvement and will use the findings from the upcoming review to inform future governance development.
|||**Board attendance between**|
|---|---|---|
|||**01 October 2023 and**|
|||**30 September 2024**|
|**Heather Benjamin(Incoming Chair)**|Appointed 19 September 2024|1|
|**Steven Bainbridge(Incoming Vice Chair)**||3|
|**Chris Gibbons**||3|
|**Helen Baker**||4|
|**Anila Arshad Mehmood**||4|
|**Richard Bold**|Appointed 15 December 2023|4|
|**Dr Brigid Joughin**|Appointed 15 December 2023|4|
|**Prof Neil Watson**|Appointed 15 September 2023|2|
|**Samantha McCann**|Appointed 19 September 2024|1|
|**Jonathan Mogford(Outgoing Chair)**|Resigned 15 December 2023|1|
|**Graham Puntis(Outgoing Vice Chair)**|Resigned 06 September 2024|3|
|**Dr Wendy Kaiser**|Resigned 15 December 2023|1|
|**Himal Kakad**|Resigned 05 July 2024|2|
**46 Section 9** ~
**Our Impact 2023/24**
## **Sub-committees**
## **The board of trustees delivers its duties through six sub-committees.**
**People & wellbeing**
## **committee**
Provides consistent and regular monitoring, analysis, and guidance on organisational culture and transformation, in line with our organisational strategy.
**Quality & service performance committee**
Provides consistent and regular monitoring, analysis, guidance, and support to operational services on the quality of their care and their performance.
## **committee**
Acts on behalf of the board of trustees and provides critical oversight and assurance to the board on the organisation’s financial structure, processes and controls, and financial/ business plans.
**Finance**
## **Governance &**
## **risk committee**
Supports the board in ensuring risk management; internal control; corporate governance arrangements; and compliance with relevant law, guidance, and regulations.
## **Remuneration committee**
Responsible for overseeing our remuneration policy and strategy, and agreeing the salaries and other payments to the Chief Executive and the executive team. The committee also assures the board that the organisation meets required policies, standards, best practice, and regulatory requirements.
## **Approvals committee**
Convened as and when needed outside our planned board and committee meetings, when urgent board-level consideration and decision is needed.
## **Conflict of interest**
**Everyturn operates under the principles of the Charity Governance Code and we follow 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.
> **Trustees report 47**
**Everyturn Mental Health**
## **Organisational structure**
## **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
**Everyturn Services Limited Mental Health Concern** Trading Co. No. 0391008 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).
## **Public benefit**
The trustees have considered the Charity Commission’s guidance on public benefit. The services we offer are available free of charge to people who need our support. Our work benefits individuals, their families, and the wider community by reducing the impact and cost of ill-health to society.
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.
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.
**48 Section 9** ~
**Our Impact 2023/24**
## **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 is appointed for a three-year term and can be reappointed at the end of their three-year term for up to two more terms of three years. No trustee can serve in office for more than nine consecutive years.
However, in exceptional circumstances and if it’s in the interest of the charity, the term of office of a trustee can be extended after they’ve served the maximum number of consecutive terms, as long as their appointment is re-confirmed annually and Everyturn has given its prior consent to the reappointment. Otherwise, a trustee can’t be reappointed beyond their maximum term until they’ve been out of office for at least two years.
## **Policies adopted for the induction and training of trustees**
We have a full induction and training programme for trustees that was reviewed during 2023/24.
We make sure all our trustees have appropriate training in safeguarding, data security, health and safety, equity, diversity, and inclusion, and suicide awareness which is delivered by NCVO (National Council for Voluntary Organisations).
All trustees joining the board are allocated an induction buddy.
## **Governance review**
We reviewed the structure of our board sub-committees to improve their oversight, assurance, accountability, and effectiveness.
This review will also support a much more cohesive, collaborative approach with Integrated Care Boards in fulfilling our contractual obligations and giving more time for board to focus on strategy and future planning.
> **Trustees report 49**
**Everyturn Mental Health**
## **Quality and performance committee and the board**
We’ve fully reviewed our quality and safety indicators to improve the assurance we can give on key quality principles. These are part of our balanced scorecard report and Tableau, our performance analytics tool, with full executive and board oversight.
We track quality indicators in our integrated performance reports, which are reviewed by teams, services, and the board of trustees. Quality indicators include surveys of the people we support, audits, infection prevention and control performance, serious incidents, feedback, complaints, coroners and claims, compliments, finance, safer staffing, safeguarding, and others.
We continue to improve Ulysses, our web-based system for reporting incidents, to increase access and triangulation of information. This year we also successfully launched a ‘subject access request’ module on the system.
We continued to promote our ‘Speaking Up’ culture as part of our whole-system approach to improving standards and protecting the people we support from unacceptable standards of care.
**In 2024/25 we will launch our ‘Learning Organisation’ project, which will include the following workstreams:**
**Patient and Carers Race & Equalities Framework** to remove inequalities in outcomes and experience for people we support, and our colleagues from racially, culturally, and ethnically diverse backgrounds.
**Project Voice**
to review and improve our processes for engaging with the people we support to evaluate and co-create our services.
**Quality Improvement**
to create a better learning environment to improve outcomes for our services and the people we support.
These three workstreams will support us as an inclusive organisation, developing and improving our services with the voice of the people we support at the heart of it all.
## **Improvements to quality and safety**
In 2024, we restructured our quality and governance department, with the arrival of Niloufar Hajilou, Everyturn’s first Chief Quality Officer. As a member of our executive team, Niloufar has the delegated authority to lead our quality, governance, and risk agenda.
We also welcomed, our first Head of Quality and Safety & a Health & Safety Manager to drive and improve our safety culture.
**50 Section 9**
**Our Impact 2023/24** “e744 \\\S
This year we also developed our first quality and safety framework, to help us keep quality at the heart of our organisational strategy. Our new quality statement is:
## **Building quality and safety capacity, capability, leadership, and infrastructure at Everyturn, to be best-in-class at learning, growing, and delivering high quality-care to people of all ages”**
We’ve also made great efforts to reduce duplication and improve our governance structure, the flow of information, and board assurance through a thorough review of our board sub-committees. The new structure will be a platform to improve engagement with our Integrated Care Boards (ICBs), as they will be regular members of the new committees.
Our combined clinical, operational, quality governance and risk function is overseen by our strategic leadership meeting structure and executive management team, and reports to our service quality and performance committee, and the board of trustees.
## **NHS Talking Therapies service developments**
In April 2024 we created a new national waiting list support team for NHS Talking Therapies. This team can now support other providers who are struggling with waiting lists, contributing to our revenue diversification. When not supporting external organisations, the team works flexibly across our own NHS Talking Therapies services where we have vacancies. This approach offers consistency for the people we support and has reduced our dependency on a locum workforce.
We’re incredibly proud to have earned the Royal College of Psychiatrists Accreditation Programme for Psychological Therapies Services (APPTS). This is an accreditation programme for services in the UK that provide psychological therapies, which benchmarks services against APPTS guidelines. Achieving full accreditation is a quality stamp on the services we provide. By staying at the forefront of recommendations, guidance, and best practice, we can make sure that the care we deliver through NHS Talking Therapies brings the best outcomes for the people we support.
## **Community & crisis service developments**
This year we also created a new leadership structure in our community and crisis portfolio, which streamlined our ways of working and gave us clearer management roles and responsibilities, which created opportunities for internal promotion.
This year we launched our mental health first response service, provided as part of NHS 111, and we now work in partnership with two mental health NHS Trusts to support more people in England experiencing crisis. We also mobilised our Northumberland Safe Haven, which has gone from strength to strength, offering immediate support to people in crisis. We continue to work towards rolling out this provision in Newcastle and North Tyneside.
This year has also been an exciting time of developing new specialist residential services. In June 2024, we launched our Complex Transition Support Service, to provide an inpatient case management service across the footprint of North East and North Cumbria ICB. The focus is on patients who are in hospital out-of-area and are clinically ready for discharge. Our team identifies and addresses the specific barriers preventing people from moving to a more appropriate care environment. We launched our new Community Rehabilitation Transition Service in July 2024 , which is designed to support people to take the next step from 24-hour care into the community, using bespoke wraparound support that they know and trust.
## **Specialist residential service developments**
In April 2024, we refined our clinical leadership and management structures across our specialist residential services. This included the creation of new Senior Clinical Lead, Bed Manager, and Operation Support roles. All our residential services continue to be rated as ‘Good’ by the Care Quality Commission (CQC). To build on this, we created a ‘Good to Outstanding’ working group to help us progress towards an ‘Outstanding’ rating from the CQC. The working group has gathered expertise, best practice, and resources from across all areas of Everyturn. The group created and implemented standardised workbooks to benchmark our current performance, create a programme of improvement work, and monitor progress.
> **Trustees report 51**
Everyturn Mental Health
Finance
52
**Our Impact 2023/24**
## **Going concern**
After making appropriate enquiries, the trustees are satisfied that Everyturn 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**
**In our strategic risk register, which the trustees review quarterly, the most significant financial risk facing Everyturn is its reliance on commissioned public contracts in a continuing period of economic instability. To mitigate this risk, we have created an income 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 benefit from 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 interest-bearing 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.
> **Finance 53**
**Everyturn Mental Health**
## **Free reserves policy**
**The trustees consider our risk-based reserves policy each year, considering the risks raised by the strategic risk register, which in turn feeds into the investment policy.**
This year we kept our reserves policy at the equivalent of six months’ head office costs. The trustees considered the risks facing the group and agreed this was sufficient.
The trustees continue to support the investment needed to deliver our strategic priorities and have agreed several 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:**
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Project Heart
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£18k
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£99k
Community
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£155k
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**54 Section 10** ©
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Our Impact 2023/24
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Sustainability
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£55k “CAIN:
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£40k
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£223k £849k
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£29k
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£10k
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**During 2024 we spent £2m of our designated funds set aside in the previous year.**
This meant we could make huge improvements to our digital and estates portfolios, as well as investing in back office, sustainability, and infrastructure.
## **Investment policy and performance**
The trustees have the power to invest and deal with the monies that Everyturn doesn’t immediately need for its business purposes, in investments or securities. There were no investments held during the year, and any cash not immediately required was held in bank accounts.
## **Fundraising**
As we focus on commercial activities in line with our 3-year business plan, we didn’t actively fundraise in 2023/24. Our efforts were fully focused on our commissioned income from the NHS, local government, and revenue diversification.
Our plans for 2024/25 include promoting individual giving and working with grantmaking organisations as part of our income diversification strategy.
> **Finance 55**
**Everyturn Mental Health**
## **Funds held as custodian on behalf of others**
Everyturn works with other organisations in pursuit of its charitable objectives and holds funds as a custodian on behalf of others. During our 2023/24 financial year, we administered funds on behalf of partner agencies and committees, to ‘host’ and develop projects whose objectives are mental health carerelated. These functions are part of Everyturn’s role as an enabling organisation in the local mental health arena.
The people we support are sometimes unable to take full control of their own financial affairs, so Everyturn is asked to receive their welfare benefits on their behalf. We hold residents’ money separately from those of the charity and we account to the residents and their carers for our actions. The funds are included in our cash deposits and the amounts owed to residents are held in creditors.
## **Pay policy for senior colleagues**
## **Members’ liability**
All employees of Everyturn Mental Health, including all senior colleagues, are paid within our approved pay structure, and we evaluate any role when it’s created, or when changes in responsibilities are needed.
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.
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. Colleagues have regular performance reviews with their line managers. Any proposed pay awards are presented to the trustees via the remuneration committee for approval each year.
## **Auditors**
In accordance with the Companies Act 2006 a resolution proposing the appointment of external auditors for the year ending 30 September 2024 has been put to the members.
We’re commissioning a formal benchmarking review of senior colleague reward by an external consultancy in 2024/25.
Our remuneration committee meets annually to consider the wider pay awards for colleagues,
as well as senior management salaries above £90k. **56 Section 10** mith
**Our Impact 2023/24**
## **Financial review**
## **Financial performance**
|**Summary of Performance**|**2024**|**2023**|
|---|---|---|
|Income|£39.25m|£40.43m|
|Charitable Expenditure|£37.74m|£43.22m|
|Workforce – Average number of employees|886|898|
|**Net Surplus / (Deficit) from Operations**|**£1.61m**|**£0.85m**|
|Net Surplus / (Deficit) as % of Income|4.10%|2.10%|
|Expenditure from Designated Funds|(£0.16m)|(£3.65m)|
|Other recognised gains/(losses)|£0m|£0.43m|
|**Net Movement in Funds**|**£1.45m**|**(£2.39m)**|
|**Total funds carried forward**|**£14.63m**|**£13.18m**|
## **Financial performance**
We’ve made progress on delivering our business plan, including developing our NHS Talking Therapies waiting list proposition, with a national team of therapists to support NHS Trusts with long waiting lists. We’ve also expanded our crisis services to include telephone-based first response support across two contracts, as well as launching the North East’s first mental health Safe Haven and expanding our Distress Brief Intervention provision.
In our bed-based services, we’ve developed a community rehabilitation support pathway which builds on our strengths and makes use of our housing stock. We’ve also successfully developed a new Complex Transition Support Service model to support people in out-ofarea inpatient beds return to the North East and North Cumbria.
Our annualised operating costs were 13% lower than in 2022/23, largely due to the closure of our NHS Talking Therapies service in Kent and Medway, representing over £4.8 million.
Our workforce numbers remained steady and we continue to be a Real Living Wage Employer. This is part of our investment in our colleagues in roles that are essential to delivering excellence in the services we provide.
Cash and cash equivalents have grown 68% since last year, which is mostly as a result of savings across our NHS Talking Therapies services, combined with a lower designated fund spend than the previous year.
> **Finance 57**
**Everyturn Mental Health**
## **Reference and administrative details**
## **Trustees**
## **Registered office**
## **Heather Benjamin**
Chair
## **Steven Bainbridge**
Vice Chair and chair of Governance Committee
Sir Bobby Robson House 1st Floor, 2 Esh Plaza Sir Bobby Robson Way Great Park, Gosforth Newcastle upon Tyne NE13 9BA
## **Christopher Gibbons**
Chair: Everyturn Services Ltd
## **Executive team**
## **Helen Baker**
Chair: People & Culture Committee
**Adam Crampsie** Chief Executive Officer
## **Prof Neil Watson**
Chair: Quality & Performance Committee
**Sarah Dewar** Chief People Officer
## **Sam McCann**
Chair: Finance Committee
**Emily Evans** Chief Commercial Officer
## **Anila Marshad-Mehmood**
**Dr Brigid Joughin**
**Claire Foster** Acting Chief Finance Officer
**Richard Bold**
**Niloufar Hajilou** Chief Quality Officer
## **Company reg. no.**
**Andy Wright** Chief Operating Officer
02073465
## **Internal auditors**
## **Charity registered no.**
## **RSM**
519332
1 St James’ Gate Newcastle upon Tyne NE1 4AD
**58 Section 10**
**Our Impact 2023/24**
## **External Auditors**
## **UNW LLP**
Citygate St James’ Boulevard Newcastle upon Tyne NE1 4JE
## **Solicitors**
## **Womble Bond Dickinson**
Helix, The Spark Draymans Way Newcastle upon Tyne NE4 5DE
## **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**
**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).
Time Central 32 Gallowgate Newcastle upon Tyne NE1 4SR
## **Rathbones**
Earl Grey House 75–85 Grey Street Newcastle upon Tyne NE1 6EF
## **Eden Tree**
24 Monument Street London EC3R 8AJ
> **Finance 59**
**Everyturn Mental Health**
## **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:
- **a)** The likely consequences of any decision in the long term.
- **b)** The interests of the company’s employees.
- **c)** The need to foster the company’s business relationships with suppliers, customers and others.
- **d)** The impact of the company’s operations on the community and the environment.
- **e)** The desirability of the company maintaining a reputation for high standards of business conduct.
- **f)** The need to act fairly as between members of the company.
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:
- Select suitable accounting policies and then apply them consistently.
- Observe the methods and principles in the Charities Statement of Recommended Practice (SORP).
- Make judgements and estimates that are reasonable and prudent.
- State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements.
- Prepare the financial statements on the going concern basis, unless it is inappropriate to presume that the charitable company will continue in operation.
**60 Section 10**
**Our Impact 2023/24** “e744 \\\S
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.
## **As far as the trustees are aware:**
- There is no relevant audit information of which the charitable company’s auditor is unaware.
- The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.
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.
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 23 August 2021.
This report was approved by the trustees on 6 June 2025 and signed on their behalf by:
## **Ms H Benjamin**
> **Finance 61** O
## **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 a registered charity (charity number 519332) and a company limited by guarantee registered in England and Wales (company number 02073465) and Everyturn Services Ltd, company registered in England & Wales (company number 4391008).
Design by **Altogether.**
## **Independent auditor's report to the members of Everyturn**
## **Opinion**
We have audited the financial statements of Everyturn (the 'parent charitable company') and its subsidiaries (the 'group') for the year ended 30 September 2024 which comprise the consolidated statement of financial activities, the consolidated balance sheet, the charity balance sheet, the consolidated statement of cash flows and the related notes, 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:
- give a true and fair view of the state of the group's and of the parent charitable company's affairs as at 30 September 2024 and of the group's incoming resources and application of resources, including its income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance with the requirements of the Companies Act 2006.
## **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 in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council'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 the 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.
Page 62
## **Independent auditor's report to the members of Everyturn (continued)**
## **Other information**
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The Trustees are responsible for the other information contained within the annual report. 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. 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 course of 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 this gives rise to a material misstatement in the financial statements themselves. 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.
## **Opinion on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of the audit:
- the information given in the Trustees' report including the Strategic report for the financial year for which the financial statements are prepared is consistent with the financial statements.
- the Trustees' report and the Strategic report have been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees' report including the Strategic report.
We have nothing to report in respect of the following matters in relation to which Companies Act 2006 requires us to report to you if, in our opinion:
- the parent charitable company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or
- the parent charitable company financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of Trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the trustees' responsibilities statement, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they 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's and the 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 or the parent charitable company or to cease operations, or have no realistic alternative but to do so.
Page 63
**Independent auditor's report to the members of Everyturn (continued)**
## **Auditor's responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from 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 identified areas of law and regulations that could reasonably be expected to have a material effect on the financial statements from our general and sector experience and through discussions with the governors and other management (as required by Auditing Standards) and from inspection of the charitable company's legal correspondence and we discussed with the Trustees and other management the policies and procedures in place regarding compliance with the laws and regulations. We communicated identified laws and regulations throughout our audit team and remained alert to any indications of non-compliance throughout the audit.
Firstly, the charitable company is subject to laws and regulations that directly affect the financial statements including financial reporting legislation (including related companies legislation) and taxation legislation and we assessed the extent of compliance with these laws and regulations as part of our procedures on the related financial statement items.
Secondly, the charitable company is subject to many other laws and regulations where the consequences of non-compliance could have a material effect on amounts or disclosures in the financial statements, for instance through the imposition of fines or litigation. We identified the following areas as those most likely to have such an effect; health and safety, employment law, data protection, environmental law, safeguarding and certain aspects of company legislation, recognising the nature of the charitable company's activities. Auditing Standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any. Through these procedures we did not become aware of any actual or suspected non-compliance material to the financial statements.
Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.
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.
Page 64
**Independent auditor's report to the members of Everyturn (continued)**
## **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 its members, as a body, for our audit work, for this report, or for the opinions we have formed.
**Anne Hallowell BSc DChA FCA (Senior Statutory Auditor) for and on behalf of UNW LLP, Statutory Auditor** Chartered Accountants Newcastle upon Tyne
6 June 2025
Page 65
## **Everyturn**
## **Consolidated statement of financial activities (incorporating income and expenditure account) Year ended 30 September 2024**
|**Note**
**Income from:**
Donations and legacies
4
Charitable activities
5
Investments
6
Other income
**Total income**
**Expenditure on:**
Charitable activities
7
**Total expenditure**
**Net income/(expenditure) before net**
**gains on investments**
Net gains on investments
**Net income/(expenditure) before**
**taxation**
Taxation
12
**Net movement in funds**
**Reconciliation of funds:**
Total funds brought forward
Net movement in funds
**Total funds carried forward**|**Unrestricted**
**funds**
**2024**
**£000**
**9**
**35,085**
**266**
**-**
**35,360**
**33,809**
**33,809**
**1,551**
**-**
**1,551**
**(68)**
**1,483**
**12,726**
**1,483**
**14,209**|**Restricted**
**funds**
**2024**
**£000**
**-**
**3,892**
**-**
**-**
**3,892**
**3,928**
**3,928**
**(36)**
**-**
**(36)**
**-**
**(36)**
**461**
**(36)**
**425**|**Total**
**funds**
**2024**
**£000**
**9**
**38,977**
**266**
**-**
**39,252**
**37,737**
**37,737**
**1,515**
**-**
**1,515**
**(68)**
**1,447**
**13,187**
**1,447**
**14,634**|Total
funds
2023
£000
385
39,913
126
1
40,425
43,225
43,225
(2,800)
414
(2,386)
-
(2,386)
15,573
(2,386)
13,187|
|---|---|---|---|---|
The Consolidated statement of financial activities includes all gains and losses recognised in the year.
The notes on pages 72 to 97 form part of these financial statements.
Page 66
## **Everyturn**
## **Consolidated balance sheet At 30 September 2024**
|**Note**
**Fixed assets**
Intangible assets
13
Tangible assets
14
Investments
15
**Current assets**
Debtors
16
Cash at bank and in hand
Creditors: amounts falling due within one
year
17
**Net current assets**
**Total assets less current liabilities**
Creditors: amounts falling due after more
than one year
18
Other provisions
19
**Total net assets**
**Charity funds**
Restricted funds
21
Unrestricted funds
Designated funds
21
General funds
21
Revaluation reserve
Total unrestricted funds
21
**Total funds**|**3,751**
**11,438**
**15,189**
**(9,311)**
**3,280**
**6,570**
**4,358**|**2024**
**£000**
**1,607**
**7,255**
**-**
**8,862**
**5,878**
**14,740**
**(45)**
**(62)**
**14,633**
**425**
**14,208**
**14,633**|9,114
6,804
15,918
(9,973)
2,550
5,818
4,358|2023
£000
63
7,231
560
7,854
5,945
13,799
(56)
(556)
13,187
461
12,726
13,187|
|---|---|---|---|---|
The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.
Page 67
## **Everyturn**
## **Consolidated balance sheet (continued) At 30 September 2024**
The financial statements were approved and authorised for issue by the Trustees on 06 June 2025 and signed on their behalf by:
## **H Benjamin**
(Chair of the Board)
Company registered number: 02073465
The notes on pages 72 to 97 form part of these financial statements.
Page 68
## **Everyturn**
## **Balance sheet At 30 September 2024**
|**Note**
**Fixed assets**
Intangible assets
13
Tangible assets
14
Investments
15
**Current assets**
Debtors
16
Cash at bank and in hand
Creditors: amounts falling due within one
year
17
**Net current assets**
**Total assets less current liabilities**
Creditors: amounts falling due after more
than one year
18
Provisions for liabilities
**Total net assets**
**Charity funds**
Restricted funds
21
Unrestricted funds
Designated funds
21
General funds
21
Revaluation reserve
Total unrestricted funds
21
**Total funds**|**2,585**
**8,149**
**10,734**
**(6,784)**
**2,052**
**6,311**
**4,358**|**2024**
**£000**
**1,607**
**7,254**
**422**
**9,283**
**3,950**
**13,233**
**(45)**
**(42)**
**13,146**
**425**
**12,721**
**13,146**|3,619
6,097
9,716
(4,732)
2,550
5,636
4,358|2023
£000
-
7,217
982
8,199
4,984
13,183
(56)
(122)
13,005
461
12,544
13,005|
|---|---|---|---|---|
The charity's net movement in funds for the year was a deficit of £107k (2023: a deficit of £298k).
The Trustees acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and preparation of financial statements.
Page 69
## **Everyturn**
## **Balance sheet (continued) At 30 September 2024**
The financial statements were approved and authorised for issue by the Trustees on 06 June 2025 and signed on their behalf by:
## **H Benjamin**
(Chair of the Board)
The notes on pages 72 to 97 form part of these financial statements.
Page 70
## **Everyturn**
## **Consolidated statement of cash flows Year ended 30 September 2024**
|**Note**
**Cash flows from operating activities**
Net cash used in operating activities
23
**Cash flows from investing activities**
Dividends, interests and rents from investments
Proceeds from the sale of tangible fixed assets
Purchase of intangible assets
Purchase of tangible fixed assets
Proceeds from sale of investments
Purchase of investments
**Net cash used in investing activities**
**Cash flows from financing activities**
Repayments of borrowings
**Net cash used in financing activities**
**Change in cash and cash equivalents in the year**
Cash and cash equivalents at the beginning of the year
**Cash and cash equivalents at the end of the year**
24|**2024**
**£000**
**5,525**
**266**
**-**
**(1,586)**
**(62)**
**560**
**-**
**(822)**
**(69)**
**(69)**
**4,634**
**6,804**
**11,438**|2023
£000
(2,703)
126
5
-
(105)
-
(41)
**(15)**
(57)
**(57)**
**(2,775)**
9,579
6,804|
|---|---|---|
The notes on pages 72 to 97 form part of these financial statements
Page 71
**Notes to the financial statements Year ended 30 September 2024**
## **Everyturn**
## **1. General information**
Everyturn is a charitable 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.
## **2. Accounting policies**
## **2.1 Basis of preparation of financial statements**
The financial statements have been prepared in accordance with the Charities SORP (FRS 102) - 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) (effective 1 January 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.
Everyturn meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy. The financial statements are prepared in Sterling which is the functional currency of the charity and rounded to the nearest £'000.
The consolidated statement of financial activities (SOFA) and consolidated balance sheet consolidate the financial statements of the charity and its subsidiary undertaking, Everyturn Services Ltd. The results of the subsidiary are consolidated on a line by line basis.
The charity has taken advantage of the exemption allowed under section 408 of the Companies Act 2006 and has not presented its own statement of financial activities in these financial statements.
## **2.2 Going concern**
After making appropriate enquiries, the trustees are satisfied that the charity 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.
## **2.3 Income**
All incoming resources are included in the statement of financial activities when the charity has entitlement to the funds, any performance obligations have been met, the amount can be measure 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 for when incurred.
Investment income is interest on funds held on deposit, is recognised when receivable and when the amount can be measured reliably by the group, this is normally upon notification of the interest paid of 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.
Page 72
**Notes to the financial statements Year ended 30 September 2024**
## **Everyturn**
## **2. Accounting policies (continued)**
## **2.4 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.
Expenditure on charitable activities is incurred on directly undertaking the activities which further the group's objectives, as well as any associated support costs.
All expenditure is inclusive of irrecoverable VAT.
## **2.5 Taxation**
The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity 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.
For the subsidiary undertaking, the taxation expense for the year comprises current and deferred tax and is recognised in the profit and loss account except to the extent that it relates to items recognised in other comprehensive income, or directly in equity, in which case the tax expense is also recognised in other comprehensive income or directly in equity.
Current tax is the amount of income tax payable in respect of the taxable profit for the current or past reporting periods. It is calculated on the basis of tax rates and laws that have been enacted or substantively enacted by the balance sheet date.
Deferred tax represents the future tax consequences of transactions and events recognised in the financial statements of current and previous periods, and arises from ‘timing differences’ (where transactions or events are included in the financial statements in periods different from those in which they are assessed for tax). Deferred tax is recognised in respect of all timing differences, except that 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 the timing differences.
Page 73
**Notes to the financial statements Year ended 30 September 2024**
## **Everyturn**
## **2. Accounting policies (continued)**
## **2.6 Intangible 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 less any accumulated amortisation and any accumulated impairment losses.
Amortisation is provided on intangible assets from the point at which they become available for use, at rates calculated to write off the cost of each asset on a straight-line basis over its expected useful life as follows:
- Software development costs 3 years straight-line
Asset residual values and useful lives are reviewed at the end of each reporting period, and adjusted if appropriate. The effect of any change is accounted for prospectively.
## **2.7 Tangible fixed assets and depreciation**
Tangible fixed 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.
Tangible fixed assets are initially recognised at cost and subsequently at cost less accumulated depreciation and any accumulated impairment losses. All costs incurred to bring a tangible fixed asset into its intended working condition should be included in the measurement of cost.
Depreciation is charged so as to allocate the cost of tangible fixed assets less their residual value over their estimated useful lives, as follows:
|Freehold property|-|50 years straight-line|
|---|---|---|
|Leasehold property improvements|-|shorter of the lease term or 50 years|
|Fixtures and fittings|-|1 - 10 years straight-line|
|Motor vehicles||3 years straight line|
|Office equipment|-|4 years straight-line|
Assets residual values and useful lives are reviewed at the end of each reporting period, and adjusted if appropriate. The effect of any change is accounted for prospectively.
The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is credited or charged to the statement of financial activities.
Property whose fair value can be measured reliably are held under the valuation model and are carried at a revalued amount, being their fair value at the date of valuation less and subsequent accumulated depreciation and subsequent 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 losses are recognised in net income/(expenditure) for the year.
Page 74
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **2. Accounting policies (continued)**
## **2.8 Fixed asset investments**
In the charity balance sheet, investments in subsidiaries are measured at cost less accumulated impairment losses.
## **2.9 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.
## **2.10 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.
## **2.11 Creditors and provisions for liabilities**
Liabilities and provisions are recognised when there is an obligation at the balance sheet date 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 charity anticipates it will pay to settle the debt or the 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 risks specific to the liability. The unwinding of the discount is recognised in the consolidated statement of financial activities as a finance cost.
## **2.12 Financial instruments**
The group only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.
Page 75
**Notes to the financial statements Year ended 30 September 2024**
## **Everyturn**
## **2. Accounting policies (continued)**
## **2.13 Employee benefits**
## _**Short-term benefits**_
Short-term benefits, including holiday pay and other similar non-monetary benefits are recognised as an expense in the period in which the employee’s entitlement to the benefit accrues.
Termination benefits are recognised immediately as an expense when the group is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
## _**Defined contribution pension plan**_
The group operates a defined contribution pension plan for its employees. Contributions are recognised as an expense when they fall due. Amounts due but not yet paid are included within creditors on the balance sheet.
The assets of the plan are held separately from the company in independently administered funds.
## _**Defined benefit pension plan**_
The group also participates in the NHS defined benefit pension scheme. The scheme is a multiemployer 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 employees. Therefore, as required by FRS 102, 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.
## **2.14 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 group 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 group for particular purposes. The costs 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.
Investment income, gains and losses are allocated to the appropriate fund.
Page 76
**Notes to the financial statements Year ended 30 September 2024**
## **Everyturn**
## **3. Judgments in applying accounting policies and key sources of estimation uncertainty**
Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances.
## **Significant judgments in applying the group's accounting policies**
## _**Onerous contract provisions**_
IAPT (Improving Access to Psychological Therapies) contracts with NHS Clinical Commissioning Groups for the delivery of mental healthcare services have the potential to be loss-making where the unavoidable costs of meeting the obligations under the contract exceed the economic benefit expected to be received under it. Provisions for onerous contracts involves judgment and estimation and are recognised based on managements' best estimate of the unavoidable costs under a contract reflecting the minimum net costs of exiting the contract, taking into consideration forecast losses over the contractual notice periods remaining.
In preparing these financial statements, the directors do not consider there to have been any other significant judgments.
## **Key sources of estimation uncertainty**
Estimates included within these financial statements include asset impairments (for example provisions against debtors).
## _**Accrued income**_
The group enters into contracts with customers with varying contract periods. Management consider that the main judgment 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.
No other estimates made in the preparation of these financial statements are considered to carry significant estimation uncertainty, nor to bear significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year.
## **4. Income from donations and legacies**
|**Unrestricted**
**funds**
**2024**
**£000**
Donations
9
Total 2023
385|**Total**
**funds**
**2024**
**£000**
**9**
385|Total
funds
2023
£000
385|
|---|---|---|
||||
Page 77
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **5. Income from charitable activities**
|**Unrestricted**
**funds**
**2024**
**£000**
Dementia Care, rehabilitation and recover
services
5,961
Supported housing service
771
Community and wellbeing services
5,983
Other mental health services
143
IATP services
22,227
35,085
Total 2023
38,987|**Restricted**
**funds**
**2024**
**£000**
2,608
-
1,345
(61)
-
3,892
926|**Total**
**funds**
**2024**
**£000**
**8,569**
**771**
**7,328**
**82**
**22,227**
**38,977**
39,913|Total
funds
2023
£000
7,418
702
6,496
1,031
24,266|
|---|---|---|---|
||||39,913|
|||||
## **6. Investment income**
|**Unrestricted**
**funds**
**2024**
**£000**
Interest receivable
266
Total 2023
126|**Total**
**funds**
**2024**
**£000**
**266**
126|Total
funds
2023
£000
126|
|---|---|---|
||||
Page 78
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **7. Analysis of expenditure on charitable activities**
## **Summary by fund type**
|**Unrestricted**
**funds**
**2024**
**£000**
Dementia care, rehabilitation and recovery
services
7,528
IAPT services
19,030
Supported housing services
867
Community and wellbeing services
6,384
Other mental health services
-
33,809
Total 2023
43,225|**Restricted**
**funds**
**2024**
**£000**
3,928
-
-
-
-
3,928
-|**Total**
**2024**
**£000**
**11,456**
**19,030**
**867**
**6,384**
**-**
**37,737**
43,225|Total
2023
£000
11,864
23,914
902
6,093
452|
|---|---|---|---|
||||43,225|
|||||
## **8. Analysis of expenditure by activities**
|Dementia Care, rehabilitation and recover
services
IAPT services
Supported housing service
Community and wellbeing services
Other mental health services
Total 2023|**Activities**
**undertaken**
**directly**
**2024**
**£000**
9,845
15,630
725
5,289
-
31,489
33,018|**Support**
**costs**
**2024**
**£000**
1,610
3,401
142
1,095
-
6,248
10,207|**Total**
**funds**
**2024**
**£000**
**11,455**
**19,031**
**867**
**6,384**
**-**
**37,737**
43,225|Total
funds
2023
£000
11,864
23,914
902
6,093
452|
|---|---|---|---|---|
|||||43,225|
||||||
Page 79
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **8. Analysis of expenditure by activities (continued)**
## **Analysis of support costs**
|Staff costs
Office costs
Other costs
Governance costs|**Total**
**funds**
**2024**
**£000**
**4,264**
**1,478**
**234**
**272**
**6,248**|Total
funds
2023
£000
7,104
2,571
263
269|
|---|---|---|
|||10,207|
|**9.**|**Auditor's remuneration**|||
|---|---|---|---|
|||**2024**|2023|
|||**£000**|£000|
||Fees payable to the charity's auditor for the audit of the charity's annual|||
||accounts|**20**|20|
||Fees payable to the charity's auditor and its associates in respect of:|||
||Audit of charity's subsidiary|**15**|15|
||Taxation compliance services|**2**|-|
## **10. Staff costs**
|Wages and salaries
Social security costs
Cost of defined contribution pension scheme
Costs of defined benefit pension scheme|**Group**
**2024**
**£000**
**26,114**
**2,328**
**904**
**259**
**29,605**|Group
2023
£000
27,893
2,064
746
255
30,958|**Charity**
**2024**
**£000**
**12,801**
**1,155**
**407**
**106**
**14,469**|Charity
2023
£000
15,962
995
342
104|
|---|---|---|---|---|
||||||
|||||17,403|
Page 80
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **10. Staff costs (continued)**
The average number of persons employed by the charity during the year was as follows:
||**Group**|Group|**Charity**|Charity|
|---|---|---|---|---|
||**2024**|2023|**2024**|2023|
||**No.**|No.|**No.**|No.|
|Nursing, therapy, support and administrative|||||
|staff|**886**|898|**472**|450|
The number of employees whose employee benefits (excluding employer pension costs) exceeded £60,000 was:
|||Group|
|---|---|---|
||**Group**|As restated|
||**2024**|2023|
||**No.**|No.|
|In the band £60,001 - £70,000|**9**|8|
|In the band £70,001 - £80,000|**4**|4|
|In the band £80,001 - £90,000|**2**|1|
|In the band £90,001 - £100,000|**5**|5|
|In the band £150,001 - £160,000|**-**|1|
|In the band £160,001 - £170,000|**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. During the year their total remuneration, including employee benefits, amounted to £518,775 (2023: £677,577).
## **11. Trustees' remuneration and expenses**
During the year, no Trustees received any remuneration or other benefits (2023: £nil)
During the year ended 30 September 2024, no Trustee expenses have been incurred (2023 - £nil).
Page 81
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
|**12.**
**Taxation**
**Corporation tax**
Adjustments in respect of previous periods
**Total current tax**
**Deferred tax**
Origination and reversal of timing differences
**Total deferred tax**
**Taxation charge**
**Factors that may affect future tax charges**|**2024**
**£000**
**85**
**85**
**(17)**
**(17)**
**68**|2023
£000
-|
|---|---|---|
|||-|
|||-|
|||-|
||||
||||
|||-|
||||
There are no factors which are expected to significantly affect future tax charges.
Page 82
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **13. Intangible assets**
## **Group**
|**Cost**
At 1 October 2023
Additions
Disposals
At 30 September 2024
**Amortisation**
At 1 October 2023
Charge for the year
Disposals
At 30 September 2024
**Net book value**
At 30 September 2024
At 30 September 2023|**Software**
**development**
**£000**
**651**
**-**
**(544)**
**107**
**588**
**63**
**(544)**
**107**
**-**
63|**Software**
**£000**
**-**
**1,607**
**-**
**1,607**
**-**
**-**
**-**
**-**
**1,607**
-|**Total**
**£000**
**651**
**1,607**
**(544)**
**1,714**
**588**
**63**
**(544)**
**107**
**1,607**
63|
|---|---|---|---|
Page 83
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **13. Intangible assets (continued)**
## **Charity**
|**Cost**
At 1 October 2023
Additions
At 30 September 2024
**Amortisation**
At 1 October 2023
At 30 September 2024
**Net book value**
At 30 September 2024
At 30 September 2023|**Software**
**development**
**£000**
**107**
**-**
**107**
**107**
**107**
**-**
-|**Software**
**£000**
**-**
**1,607**
**1,607**
**-**
**-**
**1,607**
-|**Total**
**£000**
**107**
**1,607**|
|---|---|---|---|
||||**1,714**|
||||**107**|
||||**107**|
||||**1,607**|
||||-|
Page 84
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **14. Tangible fixed assets**
## **Group**
|**Cost or valuation**
At 1 October 2023
Additions
Disposals
At 30 September 2024
**Depreciation**
At 1 October 2023
Charge for the year
On disposals
At 30 September 2024
**Net book value**
At 30 September 2024
At 30 September 2023|**Freehold**
**property**
**£000**
**6,408**
**-**
**-**
**6,408**
**-**
**139**
**-**
**139**
**6,269**
6,408|**Long-term**
**leasehold**
**property**
**£000**
**720**
**270**
**(84)**
**906**
**16**
**20**
**(18)**
**18**
**888**
704|**Motor**
**vehicles**
**£000**
**-**
**22**
**-**
**22**
**-**
**3**
**-**
**3**
**19**
-|**Fixtures**
**and**
**fittings**
**£000**
**125**
**22**
**(2)**
**145**
**31**
**38**
**(2)**
**67**
**78**
94|**Office**
**equipment**
**£000**
**297**
**-**
**(136)**
**161**
**272**
**24**
**(136)**
**160**
**1**
25|**Total**
**£000**
**7,550**
**314**
**(222)**
**7,642**
**319**
**224**
**(156)**
**387**
**7,255**
7,231|
|---|---|---|---|---|---|---|
Page 85
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **14. Tangible fixed assets (continued)**
## **Charity**
|**Cost or valuation**
At 1 October 2023
Additions
Disposals
At 30 September 2024
**Depreciation**
At 1 October 2023
Charge for the year
On disposals
At 30 September 2024
**Net book value**
At 30 September 2024
At 30 September 2023|**Freehold**
**property**
**£000**
**6,408**
**-**
**-**
**6,408**
**-**
**139**
**-**
**139**
**6,269**
6,408|**Long-term**
**leasehold**
**property**
**£000**
**704**
**270**
**(68)**
**906**
**-**
**20**
**(2)**
**18**
**888**
704|**Motor**
**vehicles**
**£000**
**-**
**22**
**-**
**22**
**-**
**3**
**-**
**3**
**19**
-|**Fixtures**
**and**
**fittings**
**£000**
**125**
**22**
**(2)**
**145**
**31**
**38**
**(2)**
**67**
**78**
94|**Office**
**equipment**
**£000**
**169**
**-**
**(42)**
**127**
**158**
**11**
**(42)**
**127**
**-**
11|**Total**
**£000**
**7,406**
**314**
**(112)**
**7,608**
**189**
**211**
**(46)**
**354**
**7,254**
7,217|
|---|---|---|---|---|---|---|
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.
The group has adopted a policy of revaluation for land and buildings. Had these assets been measured at historic cost, the carrying values would have been as follows:
||**Group**|Group|**Charity**|Charity|
|---|---|---|---|---|
||**2024**|2023|**2024**|2023|
||**£000**|£000|**£000**|£000|
|Freehold property|**1,673**|1,714|**1,673**|1,714|
Page 86
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **15. Fixed asset investments**
|||||**Investments**|**Investments**|
|---|---|---|---|---|---|
|||||**in subsidiary**||
|||||**companies**||
|**Charity**|||||**£000**|
|**Cost**||||||
|At 1 October 2023|||||**1,005**|
|At 30 September 2024|||||**1,005**|
|**Impairment**||||||
|At 1 October 2023|||||**583**|
|At 30 September 2024|||||**583**|
|**Net book value**||||||
|At 30 September 2024|||||**422**|
|At 30 September 2023|||||422|
|**Principal subsidiaries**||||||
|The following was a|subsidiary undertaking of the charity:|||||
|**Name**|**Company**|**Registered office or**|**Principal activity**|**Class of**|**Holding**|
||**number**|**principal place of business**||**shares**||
|Everyturn Services|04391008|Sir Bobby Robson House Sir|Improving access to|Ordinary|100%|
|Ltd||Bobby Robson Way, 2 Esh|psychological|||
|||Plaza, Newcastle Upon|therapy services|||
|||Tyne, Tyne And Wear,|across England|||
|||England, NE13 9BA||||
|The financial results|of the subsidiary for the period were:|||||
|**Name**|**Income**|**Expenditure**|**Profit for**|**Net assets**|
|---|---|---|---|---|
||**£000**|**£000**|**the year**|**£000**|
||||**£000**||
|Everyturn Services Ltd|**22,269**|**(20,963)**|**1,306**|**1,910**|
Page 87
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **16. Debtors**
|Trade debtors
Amounts owed by group undertakings
Other debtors
Prepayments and accrued income
Deferred taxation|**Group**
**2024**
**£000**
**1,325**
**-**
**113**
**2,296**
**17**
**3,751**|Group
2023
£000
6,257
-
142
2,715
-
9,114|**Charity**
**2024**
**£000**
**651**
**734**
**74**
**1,126**
**-**
**2,585**|Charity
2023
£000
1,366
1,275
87
891
-
3,619|
|---|---|---|---|---|
Amounts owed by group undertakings are unsecured, interest free and repayable on demand.
The deferred tax asset in the subsidiary undertaking relates to accelerated capital allowances.
## **17. Creditors: amounts falling due within one year**
|Bank loans
Trade creditors
Other taxation and social security
Other creditors
Accruals and deferred income
Deferred income at 1 October 2023
Resources deferred during the year
Amounts released from previous periods|**Group**
**2024**
**£000**
**11**
**1,259**
**860**
**534**
**6,647**
**9,311**
**Group**
**2024**
**£000**
**5,534**
**6,318**
**(5,534)**
**6,318**|Group
2023
£000
9
826
1,507
703
6,928
9,973
Group
2023
£000
2,476
5,534
(2,476)
5,534|**Charity**
**2024**
**£000**
**11**
**1,025**
**290**
**419**
**5,039**
**6,784**
**Charity**
**2024**
**£000**
**2,613**
**4,810**
**(2,613)**
**4,810**|Charity
2023
£000
9
507
260
569
3,387|
|---|---|---|---|---|
|||||4,732|
|||||Charity
2023
£000
1,712
2,613
(1,712)|
|||||2,613|
Page 88
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **18. Creditors: amounts falling due after more than one year**
|Bank loans
**19.**
**Provisions**
**Group**
At 1 October 2023
Additions
Amounts used
Amounts reversed
**Charity**
At 1 October 2023
Additions
Amounts reversed|**Group**
**2024**
**£000**
**45**|Group
2023
£000
56|**Charity**
**2024**
**£000**
**45**|Charity
2023
£000
56
**Other**
**provisions**
**£000**
**556**
**40**
**(424)**
**(110)**
**62**
**Other**
**provisions**
**£000**
**122**
**30**
**(110)**
**42**|
|---|---|---|---|---|
Page 89
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **20. Summary of funds**
## **Summary of funds - current year**
|Designated
funds
General funds
Restricted funds|**Balance at 1**
**October**
**2023**
**£000**
**2,550**
**10,176**
**461**
**13,187**|**Income**
**£000**
**-**
**35,360**
**3,892**
**39,252**|**Expenditure**
**£000**
**(157)**
**(33,653)**
**(3,928)**
**(37,738)**|**Taxation**
**£000**
**-**
**(68)**
**-**
**(68)**|**Transfers**
**in/out**
**£000**
**887**
**(887)**
**-**
**-**|**Balance at**
**30**
**September**
**2024**
**£000**
**3,280**
**10,928**
**425**|
|---|---|---|---|---|---|---|
|||||||**14,633**|
## **Summary of funds - prior year**
|Designated
funds
General funds
Restricted funds|Balance at
1 October
2022
£000
4,362
10,459
752
15,573|Income
£000
-
39,498
927
40,425|Expenditure
£000
(3,653)
(38,692)
(880)
(43,225)|Transfers
in/out
£000
1,841
(1,503)
(338)
-|Gains/
(Losses)
£000
-
414
-
414|Balance at
30
September
2023
£000
2,550
10,176
461|
|---|---|---|---|---|---|---|
|||||||13,187|
## **21. Statement of funds**
## **Statement of funds - current year**
|||||||**Balance at**|
|---|---|---|---|---|---|---|
||**Balance at 1**|||||**30**|
||**October**||||**Transfers**|**September**|
||**2023**|**Income**|**Expenditure**|**Taxation**|**in/out**|**2024**|
||**£000**|**£000**|**£000**|**£000**|**£000**|**£000**|
|**Unrestricted**|||||||
|**funds**|||||||
|**Designated**|||||||
|**funds**|||||||
|Project Heart|**1,000**|**-**|**(78)**|**-**|**828**|**1,750**|
|Delivery of|||||||
|strategic|||||||
|objectives|**550**|**-**|**(20)**|**-**|**425**|**955**|
Page 90
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **21. Statement of funds (continued)**
## **Statement of funds - current year (continued)**
|Digital strategy
Other projects
**General funds**
General funds
Revaluation
reserve
**Total**
**Unrestricted**
**funds**
**Restricted**
**funds**
Building Better
Opportunities
Community
services
**Total of funds**|**Balance at 1**
**October**
**2023**
**£000**
**570**
**430**
**2,550**
**5,818**
**4,358**
**10,176**
**12,726**
**-**
**461**
**461**
**13,187**|**Income**
**£000**
**-**
**-**
**-**
**35,360**
**-**
**35,360**
**35,360**
**61**
**3,831**
**3,892**
**39,252**|**Expenditure**
**£000**
**(37)**
**(22)**
**(157)**
**(33,653)**
**-**
**(33,653)**
**(33,810)**
**(26)**
**(3,902)**
**(3,928)**
**(37,738)**|**Taxation**
**£000**
**-**
**-**
**-**
**(68)**
**-**
**(68)**
**(68)**
**-**
**-**
**-**
**(68)**|**Transfers**
**in/out**
**£000**
**(528)**
**162**
**887**
**(887)**
**-**
**(887)**
**-**
**-**
**-**
**-**
**-**|**Balance at**
**30**
**September**
**2024**
**£000**
**5**
**570**|
|---|---|---|---|---|---|---|
|||||||**3,280**|
|||||||**6,570**
**4,358**|
|||||||**10,928**|
|||||||**14,208**|
|||||||**35**
**390**|
|||||||**425**|
|||||||**14,633**|
Page 91
**Notes to the financial statements Year ended 30 September 2024**
## **Everyturn**
## **21. Statement of funds (continued)**
## **Designated funds**
## **Project Heart**
This is a significant project for the design and implementation of 2 new clinical systems to replace 3 existing and outdated systems
## **Delivery of strategic objectives**
Funds were set aside for a number of other projects to allow us to meet our strategic objectives, which include:
- Talking Therapies National Team – the design and implementation of a new national team of therapists to support existing Talking Therapies and deliver new business to support other Talking Therapy providers and adhoc therapy contracts;
- Community Rehabilitation Project – The design and implementation of two new service models to augment community rehabilitation. The Complex Transition Support Service, which is a case management service working into mental health acute models that facilitates discharge of complex patients and the Community Rehabilitation Transition Service, which supports people to move out of 24/7 care homes into independent accommodation;
- Sustainability Project – The launch of our sustainability programme, with dedicated sustainability specialists with initial focus on creating the sustainability strategy for the charity, reviewing carbon emissions across our estate and identifying solutions to improve these and development of carbon literacy training;
- Finance IT System – the development of requirements and creation of a business case for a new finance IT system;
- Rostering – introduction of electronic rostering solution into services that delivery shift work;
- Patient Carer Race Equality Framework (PCREF) – the implementation of the national PCREF framework that aims to embed anti-racism across the organisation and improve equity of outcomes and experiences for both service users, carers and colleagues.
## **Digital strategy**
Investment to support digital transformation was made in 2023/24 through the designated funds set aside.
## **Other projects**
These projects are not specifically against strategic objectives but represent funds set aside for where significant investment is needed, such as in Estates and property maintenance to ensure our buildings and facilities remain fit for purpose.
## **Older person's strategy**
The trustees recognised the need to invest further funds to improve the environments of our Older People's Services, and the potential investment required to do so. A full assessment was undertaken in 2023/23 through the designated fund to kick start the potential investment required.
## **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.
Page 92
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **21. Statement of funds (continued) Statement of funds - prior year**
|**Unrestricted**
**funds**
**Designated**
**funds**
Project Heart
Delivery of
strategic
objectives
Digital strategy
Older persons
strategy
Property
maintenance
fund
Others
**General funds**
General
unrestricted
funds
Revaluation
reserve
**Total**
**Unrestricted**
**funds**|Balance at
1 October
2022
£000
-
717
400
1,473
896
876
4,362
6,076
4,383
10,459
14,821|Income
£000
-
-
-
-
-
-
-
39,498
-
39,498
39,498|Expenditure
£000
-
(537)
(410)
(1,330)
(194)
(1,182)
(3,653)
(38,692)
-
(38,692)
(42,345)|Transfers
in/out
£000
1,000
370
580
107
(542)
326
1,841
(1,148)
(355)
(1,503)
338|Gains/
(Losses)
£000
-
-
-
-
-
-
-
84
330
414
414|Balance at
30
September
2023
£000
1,000
550
570
250
160
20|
|---|---|---|---|---|---|---|
|||||||2,550|
|||||||5,818
4,358|
|||||||10,176|
|||||||12,726|
Page 93
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **21. Statement of funds (continued)**
|**Restricted**
**funds**
Building Better
Opportunities
Community
services
**Total of funds**|Balance at
1 October
2022
£000
152
600
752
15,573|Income
£000
898
29
927
40,425|Expenditure
£000
(704)
(176)
(880)
(43,225)|Transfers
in/out
£000
(346)
8
(338)
-|Gains/
(Losses)
£000
-
-
-
414|Balance at
30
September
2023
£000
-
461|
|---|---|---|---|---|---|---|
|||||||461|
|||||||13,187|
**22. Analysis of net assets between funds Analysis of net assets between funds - current period**
|**Unrestricted**
**funds**
**2024**
**£000**
Tangible fixed assets
7,255
Intangible fixed assets
1,607
Current assets
14,764
Creditors due within one year
(9,311)
Creditors due in more than one year
(45)
Provisions for liabilities and charges
(62)
**Total**
14,208|**Restricted**
**funds**
**2024**
**£000**
-
-
425
-
-
-
425|**Total**
**funds**
**2024**
**£000**
**7,255**
**1,607**
**15,189**
**(9,311)**
**(45)**
**(62)**|
|---|---|---|
|||**14,633**|
Page 94
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **22. Analysis of net assets between funds (continued)**
## **Analysis of net assets between funds - prior period**
|Tangible fixed assets
Intangible fixed assets
Fixed asset investments
Current assets
Creditors due within one year
Creditors due in more than one year
Provisions for liabilities and charges
**Total**|Unrestricted
funds
2023
£000
7,231
63
560
15,457
(9,973)
(56)
(556)
12,726|Restricted
funds
2023
£000
-
-
-
461
-
-
-
461|Total
funds
2023
£000
7,231
63
560
15,918
(9,973)
(56)
(556)
13,187|
|---|---|---|---|
## **23. Reconciliation of net movement in funds to net cash flow from operating activities**
|Net income/expenditure for the period (as per Statement of Financial
Activities)
**Adjustments for:**
Depreciation charges
Amortisation charges
Share in results of joint venture
Dividends, interests and rents from investments
Loss on the sale of fixed assets
Decrease/(increase) in debtors
Increase/(decrease) in creditors
Movement in provisions
Revaluation gain
**Net cash provided by/(used in) operating activities**|**Group**
**2024**
**£000**
**1,447**
**224**
**63**
**-**
**(266)**
**65**
**5,363**
**(604)**
**(494)**
**-**
**5,798**|Group
2023
£000
(2,386)
247
124
376
(126)
-
(5,589)
4,271
442
(62)
(2,703)|
|---|---|---|
Page 95
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **24. Analysis of cash and cash equivalents**
|Cash in hand
**Total cash and cash equivalents**|**Group**
**2024**
**£000**
**11,438**
**11,438**|Group
2023
£000
6,804|
|---|---|---|
||||
|||6,804|
## **25. Analysis of changes in net debt**
|Cash at bank and in hand
Debt due within 1 year
Debt due after 1 year|**At 1**
**October**
**2023**
**£000**
**6,804**
**(9)**
**(56)**
**6,739**|**Cash flows**
**£000**
**4,634**
**9**
**-**
**4,643**|**Other non-**
**cash**
**changes**
**£000**
**-**
**(11)**
**11**
**-**|**At 30**
**September**
**2024**
**£000**
**11,438**
**(11**
**(45**|
|---|---|---|---|---|
|||||**11,382**|
## **26. Pension commitments**
The group operates a defined contribution 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 £903,626 (2023: £745,576).
The group also participates in the NHS defined benefit 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 employees. Therefore, as required by FRS 102, 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. The pension cost charge represents contributions payable by the group to the fund and amounted to £258,674 (2023: £254,837).
Contributions totalling £175,813 (2023: £235,796) were payable to the funds at the balance sheet date and are included within other creditors.
Page 96
## **Everyturn**
## **Notes to the financial statements Year ended 30 September 2024**
## **27. Operating lease commitments**
At 30 September 2024 the group and the charity had commitments to make future minimum lease payments under non-cancellable operating leases as follows:
|Not later than 1 year
Later than 1 year and not later than 5 years|**Group**
**2024**
**£000**
**627**
**749**
**1,376**|Group
2023
£000
344
438
782|**Charity**
**2024**
**£000**
**462**
**521**
**983**|Charity
2023
£000
169
435|
|---|---|---|---|---|
||||||
|||||604|
## **28. Trustees' benefits: advances, credit and guarantees**
The charity paid directors' and officers' liability insurance amounting to £1,142 (2023: £nil).
The charity trustees were not paid nor received any other benefits from employment in the year (2023: £nil). No charity trustee received payment for professional or other services supplied to the charity (2023: £nil). No trustee was reimbursed expenses (2023: £nil).
## **29. Related party transactions**
The charity provided services totalling £3,015k (2023: £3,178k) to its subsidiary undertaking during the period. At the year end, £734k (2023: £1,275k) was owed by Everyturn Services Limited to Everyturn. A gift aid payment of £nil (2023: £2,077k) was made by Everyturn Services Limited during the year.
There are no other related party transactions during the year (2023: none).
## **30. Controlling party**
The ultimate control of the charity rests with the board of trustees.
Page 97