Charity Name
Cambridgeshire, Peterborough and South Lincolnshire (CPSL) Mind Ltd is known as CPSL Mind.
Trustees/Directors
The Trustees are pleased to present the Trustees’ Report together with the financial statements of the charity for the year ended 31 March 2024, which are also prepared to meet the requirements for a Directors’ Report and accounts for Companies Act purposes. Members of the Board of Trustees are ‘Directors’ for the purposes of company law and ‘Trustees’ for the purpose of charity law. They will be referred to as Trustees throughout this document and for the purposes of the financial statements.
The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's governing document, the Companies Act 2006 and "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)".
Vision, mission and goals
Our vision is a society in which everyone has positive mental health and feels part of a connected community.
Our mission is to:
Support those with poor mental health to live well, whatever that means for them.
Enable people to maintain positive mental health, especially those who are going through tough times.
Inspire connections and eliminate stigma within our diverse communities, for the benefit of everyone's mental health.
Our values: Compassion, Inclusivity, Empowerment, Integrity, Respect and Courage.
Our beneficiaries
CPSL Mind continues to work predominately with adults (18-plus) who are experiencing mental health challenges and living in the areas of Cambridgeshire, Peterborough and South Lincolnshire. We also promote positive mental health for all, via projects, campaigns, training and awareness-raising.
Our services
CPSL Mind delivers services that range from early intervention/prevention through to crisis support. Services delivered during 2023/24 were:
Community Connector Service
Community Personality Disorder Service
Discharge Buddy Service
Good Life Service, including Good Life Fund
Community perinatal services
Sanctuary crisis support
South Lincolnshire services:
Good Mood Cafe
Night Light Café
STOP Suicide campaign and training
Training and Consultancy (workplace wellbeing)
Victim and Witness Support Service
Overview
Over the past year CPSL Mind's reach has grown significantly directly supporting more than 6,000 people a year on their mental health recovery journeys - connecting with thousands more via our campaigns and training activities in line with the aspirations of our current three-year organisational strategy supporting communities across Cambridgeshire, Peterborough and South Lincolnshire.
During this year, we were sucessful in achieving funding from the national Suicide Prevention Grant Fund for a partnership project focussed on expanding our STOP Suicide campaigns and training activity within the local LGBTQ+ and neurodiverse communities in Cambridgeshire and Peterborough and the migrant population living in Boston, Lincolnshire.
We’ve worked hard to build strong relationships with our community and commissioning partners resulting in successful delivery of two new services, Community Connectors, initially funded until March 2024, now funded until March 2025 and the and Victim and Witness Support, offering specialised mental health support for those impacted by crime, commissioned for three years.
We were proud to share learnings to influence wider-system changes by showcasing service-design approaches to understand the mental health and wellbeing needs of our diverse communities.
We were delighted to launch our innovative Training and Consultancy Service, working with local employers with tailored approaches to enhance wellbeing in the workplace.
To support our staff and volunteer team, we have invested in our internal infrastructure to streamline and maximise efficiency in our HR, Finance and IT operations.
This has also been a year of significant change, with both our Chair of three years Alan Tait and CEO of seven years Aly Anderson both leaving the organisation during this period.
Alan, a former Pro-Vice Chancellor at the Open University, brought a wide range of skills to CPSL Mind, which supported the organisation during a period of considerable growth both in terms of reach and impact. Alan joined as a front-line volunteer in 2011. He then went on to become a member of our Co-production Team, before subsequently joining the Board of Trustees in 2019 and becoming Chair in August 2020.
Aly left CPSL Mind in March 2024, having led the organisation for seven years and served in a wide variety of other roles for 10 years before that. Aly brought inspirational, innovative, values-based leadership and guidance to the role of CEO at CPSL Mind. During this time, CPSL Mind has evolved, grown and collaborated with other local organisations to increase the reach and accessibility of mental health and wellbeing support across Cambridgeshire, Peterborough and South Lincolnshire. .
We are extremely grateful to both Alan and Aly for their extensive contributions to CPSL Mind. They leave behind them the legacy of a highly effective, innovative, values-based organisation that is meeting the mental health and wellbeing needs of more residents across Cambridgeshire, Peterborough and South Lincolnshire than ever before – and strong foundations on which the organisation’s new leadership can build.
As part of robust succession planning for the Chair and CEO roles, we were delighted that our Vice-Chair, Andréa Grosbois and Deputy Chief Executive Officer, Emily Gray, who combined have more than 20 years of experience at CPSL Mind, were appointed as Interim Chair and Interim CEO during recruitment for the vacant posts. In July 2024, following a competitive recruitment campaign, we welcomed Ashley Bunn as CEO. Planning for recruitment of a permanent Chair is underway.
Achievements and performance 2023/24
During 2023/24 we supported more than 6,000 people by providing approximately:
20,650 hours of one-to-one support to more than 3,800 people.
2,800 hours of group activities for 1,250 people.
2,430 hours of online support to 1,930 people via the digital service provided by Qwell.
170 hours of ad hoc listening support via our general enquiries telephone line.
458 hours of training and workshops attended by 2,500 participants, including more than 990 people trained in suicide prevention skills.
We have also:
Supported 24 community-led wellbeing activities via our Good Life Fund.
Raised public awareness of mental health issues, our services, our training and fundraising with more than 43 local press articles and radio or TV interviews.
Reached more than 4,495 people with information and resources available on our STOP Suicide website: stopsuicidepledge.org
The organisation has again made good progress as against our four strategic goals and our strategic priorities of influence, inclusion and innovation. Some examples are outlined below:
Goal 1. Increase the reach and accessibility of community-based mental health support across the diverse populations of Cambridgeshire, Peterborough and South Lincolnshire
Successful pilot of Cambridgeshire Community Connector Service
Following a successful pilot project our Community Connector Service, now commissioned to work across five Primary Care Networks, has seen us support more than 400 people. Working alongside partners at the Greater Peterborough Network (GPN), Primary Care Networks, Cambridgeshire and Peterborough Foundation Trust (CPFT) and the Integrated Care Board (ICB), this service has successfully filled a gap in services, meeting the needs of individuals whose mental health needs could not be met by the Talking Therapies for Anxiety and Depression services (formerly IAPT), but who would also not reach the threshold for secondary care.
Increased funding for targeted campaign of online service Qwell
Following a successful pilot project our Community Connector Service, now commissioned to work across five Primary Care Networks, has seen us support more than 400 people. Working alongside partners at the Greater Peterborough Network (GPN), Primary Care Networks, Cambridgeshire and Peterborough Foundation Trust (CPFT) and the Integrated Care Board (ICB), this service has successfully filled a gap in services, meeting the needs of individuals whose mental health needs could not be met by the Talking Therapies for Anxiety and Depression services (formerly IAPT), but who would also not reach the threshold for secondary care.
Support for victims/witnesses of crime
Our specialist mental health Victim and Witness Support Service, funded by the Office of the Police and Crime Commissioner, has provided support to more than 300 victims or witnesses of crime during this first year. Working in partnership with the Victim and Witness Support Hub, this service enables CPSL Mind to reach individuals who may have never accessed mental health services before at a time when they need support the most.
Good Life Fund
Our Good Life Fund has once again supported a very diverse range of wellbeing-focused activities across Cambridgeshire and Peterborough, with 24 awards which funded projects ranging from an Art for Wellbeing group in Littleport to a Pride Youth Group in St Neots and a Men’s Shed in Cambourne to a Chai and Chat group for Muslim women in Peterborough.
Goal 2. Use strength-based, holistic and trauma-informed approaches to support people with mental health problems to connect to others, enhance their wellbeing and facilitate peer to peer support.
Perinatal support for Muslim mums - evaluation
Funded by the Department of Health and Social Care Starting Well Fund, the Starting Well project, in partnership with The Lantern Initiative, used service design tools to co-design and subsequently deliver a new community-based perinatal service - designed with Muslim mums for Muslim mums. An independent evaluation of the co-produced perinatal project working with women, Starting Well, showed that:
68% of the mums who accessed the service experienced a meaningful positive change in their mental wellbeing.
96% felt that they have a better understanding of wellbeing issues and felt able to introduce self-care practices into their lives.
The Starting Well project evaluation report generated much interest with local partners and provided an excellent opportunity to share the project approach and associated learnings through a number of showcase events. Highlights associated with the partnership include:
Presenting at the Community and Social Research in Peterborough conference, run by University Centre Peterborough and the Institute for Social Policy, Leadership and Advancement of Humanity (ISLAH), who research local issues pertaining to the Muslim and wider communities of Peterborough.
Presenting to the Cambridgeshire and Peterborough Adopting Innovation Hub Showcase event, hosted by Cambridgeshire and Peterborough Foundation Trust (CPFT).
Taking part of a national research project run by the Woolf Institute exploring the link between faith and mental health (Faith in Mental Health - The Woolf Institute (cam.ac.uk)
Community Personality Disorder Service expansion
In response to increased demand resulting from more streamlined referral pathways, we recruited and trained additional peer support facilitators to increase capacity within the Community Personality Disorder Service to add a further two peer support groups per week for people referred by the Primary Care Mental Health Service (PCMHS). Through increasing team capacity, additional peer groups launched in April and June 2024 which meant that we have been able to increase places from 40 to 60 per week.
South Lincolnshire
Working collaboratively with community organisations, we provided coaching and training to establish three Good Mood Community Cafes based in a market town library, a rural village church hall and a charity that supports refugees. The Good Mood Community Cafe model develops the successful Good Mood Cafe concept by empowering local residents to establish self-sufficient peer-support and sustainable community connectivity in the longer term, when the initial Good Mood Cafe project funding comes to an end.
Goal 3. Challenge the attitudes and behaviours that prevent open conversations around our mental health.
In addition to our day-to-day mental health awareness communications, we evolved our award-winning STOP Suicide campaign which aims to challenge the stigma and myths around suicide and achieve a suicide-safer community. Targeted activities for World Suicide Prevention Day 2023 included:
Developing a film ‘One conversation can change a life’ for World Suicide Prevention Day featuring STOP Suicide Campaign Makers, Zoe Cawley and Tom Gosling talking about their personal experiences of asking directly about suicide. The film has been viewed more than 750 times.
Delivering a suicide awareness session for 59 GPs and primary care staff on World Suicide Prevention Day.
Throughout the year:
Our STOP Suicide website received 28,199 views and STOP Suicide social channels: Facebook, Instagram and X pages received 135,636 impressions.
We appeared on That’s TV channel and BBC Radio Cambridgeshire to raise awareness of Time to Talk Day which encourages friends, families, workplaces and communities to start conversations about mental health.
Goal 4. Support local employers to create mentally healthy workplaces.
Workplace Wellbeing Consultancy Service launch
We were delighted to introduce our Workplace Wellbeing Consultancy Service which aims to equip organisations across Cambridgeshire, Peterborough and South Lincolnshire with the skills and tools to create a culture of positive mental health and wellbeing by providing practical, evidence-based advice, support and guidance. Taking a whole-organisational approach, we work with senior leaders to offer a bespoke consultancy package based on an organisation’s needs, comprising a mixture of leadership support and development, staff training and reflective practice. Our Training and Consultancy team help employers compare their staff wellbeing and attitudes to those at the beginning of the process, highlight areas of success and help develop an action plan to continue making positive change.
Our Training team also...
Received funding and partnered with How are You? Cambridgeshire and Peterborough team to support local people through the winter months, delivering training to 138 people working in voluntary-sector organisations, including ‘Mental health awareness’ talks, ‘Mental Health First Aid’ courses, and ‘Mental health awareness and communication skills’ workshops.
Completed a full year of training with East of England Ambulance Service NHS Trust’s managers and wellbeing champions in mental health awareness, totalling 150 people during the year.
Voluntary, Community and Social Enterprise (VCSE) influence and participation
This year also saw us host a new Voluntary, Community and Social Enterprise (VCSE) Influence and Participation Manager post funded by Cambridgeshire and Peterborough Integrated Care Board (ICB) in order to involve the sector within the Mental Health, Learning Disability and Autism Partnership which is an Accountable Business Unit within the ICB. This work, which began in July 2023, is being shaped and driven with the involvement of a Project Board of VCSE leaders from across Cambridgeshire and Peterborough. The Board connected with Integrated Care System partners at their launch and has been championing the priorities identified then ever since. The aim of the Manager and Board is to ensure that the VCSE sector are influential and participative through Integrated Neighbourhoods and up to ICB level, with and on behalf of charities and community groups and the thousands of people they represent through providing mental health, learning disability and autism, and carer support and services.
Caring for the environment
In line with our commitment to caring for the environment, CPSL Mind has made good progress with our work towards the Investors in the Environment Bronze Award which involves developing an Environmental Management System and putting in place environmental monitoring systems to help us meet our green targets. We are expecting to reach this standard by the end of 2024.
Our Impact
Below is just some of the feedback we have received this year, demonstrating the impact of our services and projects on those we support:
“My biggest challenge was meeting new people, communicating and being in unfamiliar places – all due to my high levels of anxiety and fear of others looking at me and watching me. With support and encouragement, [I] began to steadily go to other places… My whole world has opened up again! I can talk to new people without feeling anxious.”
Individual accessing Mental Health Community Connector Service
“I loved the peer group, meeting the group members. I looked forward to the sessions every week and felt comfortable to be vulnerable with other people and discuss my issues for the first time ever.”
Peer support group member, Community Personality Disorder Service
“I would describe my experience with the discharge buddies as being very positive, empowering, informative, and supportive..…It felt very refreshing.”
Individual accessing Discharge Buddy Service
‘I have always wanted to feel like I have a purpose in life…..I have struggled to be able to find volunteer work that I could realistically feel comfortable enough to do, get to and continue long term…[My Good Life Facilitator] suggested that I look at volunteering which can be done completely from my own home. I now volunteer on average 7-10 hours a week and I look forward to my shifts. For the first time ever I have been thinking that one day I may be able to manage working part time in a paid role. The benefits are huge and noticeable...This means everything to me.”
Individual accessing Good Life Service one-to-one support
“It’s such a good place to go when you are down or lonely. All the people are nice and easy to talk to. But if you don’t want to talk or take part in anything that’s ok too…. It made me feel a bit more confident going out… I always feel better afterwards.”
Participant, in-person Good Mood Cafe
“I always feel good after going to the group and they are so nice and friendly and chatty. Thank you for keeping the group going; it is one of the few remaining online… groups that are still going that I go to, and [I] very much appreciate and am grateful for the group.”
Participant, online Good Mood Cafe
“This workshop helps me a lot to understand various facts for my anger and the cause of it. The techniques I learned will help me with my day-to-day activities, and I believe that now I am aware about what triggers my anger, I will be prepared/equipped to handle my anger issues. I will strongly recommend this workshop to other people I know.”
Participant, ‘Anger and what to do about it’ workshop
“I have …been attending some of the peer support groups. Over time I have been able to find the confidence to open up and relate to other people's experiences. I sometimes find it scary to talk but, through coming to these groups, I have felt more comfortable and positive about my health and always have a place to go to each week which I look forward to.”
Participant, Good Life Peer Support group
“[It has] helped me in lots of different ways; getting me out of the house, socialising with fellow mums who struggle...with no judgment.”
Participant, Connecting Mums course - Perinatal Services
“A great support network and a place to have an outlet [with] tools to help deal with my anxiety; [I] have support and [it’s] a supportive and non-judgmental place. Mums Matter is amazing!”
Participant, Mums Matter course - Perinatal Services
“The continuity and knowing I had someone to talk openly and freely to was reassuring in a world of what felt like uncertainty.”
Individual accessing one-to-one support - Perinatal Services
“I have a noticeable feeling of achievement during and after our calls and my family have commented and noticed changes in me. Having had a space to speak with someone that understands my fears and thoughts has helped to make things manageable, and I can look forward in time to making a full recovery and carry on driving independently and continue to do the things I used to do without panic and worry.”
Individual accessing Victim and Witness Support Service
“There still was great stigma around mental health and it's wonderful to have a place, like Sanctuary, where people understand the difficulties of life when you're struggling with poor mental health.”
Sanctuary visitor
“Last night was the best evening I’ve had since [my wife] passed away. I got home feeling uplifted and it was the first time since her passing that I hadn’t felt guilty for trying to enjoy myself.”
Attendee, South Lincolnshire Night Light Cafe
“The trainer was friendly and knowledgeable. I enjoyed the course and feel it has given me necessary skills to help with my job role and help if other aspects of my life if I come across friends or family members that may need support or myself.”
Attendee, Mental Health Awareness and Communication Skills course
“Thank you for delivering two excellent [STOP Suicide] training sessions for our team over the past few weeks. We really benefited from the training and we’re already utilising the content in the way we work with clients and deliver safeguarding support.”
Attendee, STOP Suicide training course - Cambridge Citizens Advice
“I always look forward to talking to you and every week this gives me something to look forward to. I know I need more support as well and am grateful you are putting me in
touch with other services.”
Individual accessing Qwell online service
More information and examples of the impact we have had across our communities over the past year will be shared in our Annual Impact Report 2023-2024, available later this year. As ever, the Board of Trustees would like to extend its sincerest thanks to everyone involved; in particular our staff, volunteers and Campaign Makers; our co-producers and delivery partners; our funders and fundraisers.
Co-production and engagement
Co-production across CPSL Mind has taken many forms this year and we are particularly proud of our increasing use of human-centred service design as a way of researching and designing services to meet the specific needs of groups identified as being underserved by mainstream mental health services. In particular, we have:
Worked to understand the experience of young fathers, aged 18-35 in relation to accessing support for their mental health in the Peterborough area to shape future services to help young fathers. Using Mind’s Service Design Toolkit, our aim was to provide insights and recommendations for services and organisations to shape and influence both current and future services acknowledging the importance of parental mental health on infants and children.
Launched our Boston Mental Health Equalities report, a culmination of work to understand mental health inequalities for people who have migrated to Boston from other European countries. The report has been presented widely and our recommendations are being considered by voluntary and statutory providers across Lincolnshire.
Formed part of a new partnership alongside Barnardo’s and the Raham Project (Home Page - Raham Project) to co-design the MUMMA Hub (Mumma Barnardo's (barnardos.org.uk)) aimed at Black, Asian and mixed ethnicity parents and families, centering on Black voices and experiences. The aim of the project is to improve experiences of maternity care by providing direct/indirect support to them and their families throughout the perinatal period, ensuring that families can enjoy and celebrate pregnancy, birth and early years parenting in a way that is culturally sensitive and true to themselves.
Held workshops and feedback sessions with staff and volunteers to develop and create our new organisational survey “Your Views Matter” to gather information and feedback on how CPSL Mind services are received and highlight areas of improvement and future co-production opportunities.
Completed a review of influence and participation at CPSL Mind, which resulted in a new co-produced Influence and Participation policy and training to increase skills in our management team to embed co-production opportunities across all areas of the organisation.
In addition, over this year we have supported the development of 24 community groups and activities to develop across Cambridgeshire and Peterborough, thanks to our Good Life Fund. Below is some feedback from an awardee of the Good Life Fund:
“We had another amazing session on Saturday and it’s lovely to see inclusion and diversity naturally happening. A mix of people with learning disabilities, physical disabilities and the realisation that mental health affects us all. It’s thanks to you it is happening.”
Volunteer impact and community support
Volunteers are highly valued right across the organisation and offer support in roles including group facilitators, trustees, campaigners, fundraisers, and co-production, administrative or facilities roles.
This year saw more than an incredible 3,870 volunteer hours including more than 1,120 hours of direct service delivery from our volunteers.
“I like the feeling that I am making some small, but significant difference in other people's lives. Giving them unconditional, positive regard often means I get that back in return, which is rather nice!”
Good Mood Cafe Volunteer
We also have significant wider community support from our STOP Suicide ‘Campaign Makers’, who support our campaign by helping us develop and share our suicide prevention messages; and from our many community fundraisers who have undertaken incredible events and challenges to raise thousands of pounds for CPSL Mind this year.
“It’s been a pleasure doing this and honestly loved every second. The [Loch Ness] marathon was certainly the toughest but most amazing experience. So many emotions throughout! Your charity is something very close to me and I’m so happy to raise this money for it.”
Fundraiser, Jake Wills
Quality and service development
We seek to continuously improve the quality of all our services and are proud of our learning culture.
This year we have continued to undertake internal quality assessments across the organisation, in preparation for our Mind Quality Mark (MQM) review which will take place from July 2024 to November 2024. This commitment to continuous improvement is further supported by our approach to co-production and our proactive response to both formal evaluation and informal feedback which supports our continuous quality improvement ambitions.
Trustees
CPSL Mind's strategic direction is led by its Board of Trustees. The full Board meets at least quarterly, supplemented by designated Committees.
The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:
Appointment of Trustees
Trustees are sourced on the basis of recommendation or from public recruitment campaigns. New Trustees are required to complete an application, undertake a Disclosure and Barring Service check and are interviewed by members of the Board of Trustees, supported by members of the staff team.
Trustee Induction and Training
Trustee induction and training includes one-to-one sessions with the Chair and Senior Leadership Team and the option to visit CPSL Mind’s services, together with external training such as Governance and Management Training and Away Days. All Trustees are required to undertake mandatory training.
CPSL Mind Members
In summer 2023, we began the process of updating our Articles of Association, and members were consulted about their involvement with the charity. We submitted a request to the Charity Commission for consent to change two regulated clauses in November 2023. On July 2 2024, members passed a Special Resolution to adopt the new Articles of Association, and made the decision to move from a structure where there are members separate to trustees to one where the members are the same individuals as the trustees.
Remuneration Policy
The Trustees consider the Board of Directors, who are the charity’s Trustees, and the Senior Leadership Team comprising the key management personnel of the charity, to be in charge of directing and controlling, running and operating the charity on a day-to-day basis. All Trustees give of their time freely and no Trustee received remuneration in the year. The pay of the CEO and Deputy CEO is set by the Trustees, benchmarking against pay levels in other charities of a similar size and type.
Management
A Chief Executive Officer is appointed by the Trustees to manage the day-to-day operations of the charity. The Board of Trustees expect the Chief Executive Officer to undertake both strategic and operational decisions based on their formal ratification of the Business Plan and Annual Budget. The board expects the Chief Executive Officer to ensure that all decision making is within the remit of CPSL Mind Policy and Procedures.
Public Benefit
CPSL Mind has paid due regard to the published guidance from the Charity Commission on the operation of the Public Benefit requirement under the Charities Act 2011.
Risk Management
The management of risks within CPSL Mind is undertaken within a framework comprising:
a. A defined Risk Management Policy and Risk Appetite Statement.
b. Governance processes.
c. Identification, evaluation and management of significant risks.
d. Assurance and audit processes.
e. CPSL Mind’s policy framework.
The overall responsibility for managing risk within the organisation lies with our Board of Trustees, with day-to-day operational responsibility delegated to the Senior Leadership Team.
Our Board of Trustees consistently reviews the major risks to which the charity is exposed, in line with the organisation's risk appetite and risk management strategy. This includes:
A quarterly review of any new, high or escalating risks.
An annual review of both the organisation's Risk Appetite Statement and a quarterly review of the organisational Risk Register, paying particular attention to any new, high or escalating risks.
Established systems and procedures to manage those risks identified in the Risk Register.
This approach takes into account the continuing changes to the organisation and to the range of services as the charity's work grows and develops.
The Trustees continue to meet regularly and receive reports in order to review the charity's financial position.
The charity recorded a deficit for the year of £139,522 compared to a surplus in the previous year of £88,630.
Total income from the year decreased from £3,433,345 in the previous year to £3,404,707 in the current year.
Fund balance at the end of the year decreased from £1,382,970 to £1,243,298, of which £366,635 were held in restricted funds (2023: £326,662).
CPSL Mind is not liable for Corporation Tax and the surplus has been transferred to reserves for the year.
CPSL Mind own a property that’s value is larger than that presented in the accounts. The fixed asset fund is £267,664 but the recent valuation of the property was c.£850k.
CPSL Mind's Trustees have agreed a policy to maintain free reserves within a target range of £600k to £700k (+/- 5%) to ensure that the charity can continue offering services to its community during times of reduced income. If free reserves fall below the target range, we will aim to address any deficits within 2 years. If free reserves are above the target range, we will transfer surpluses to designated funds and spend these within 2 years. The reserves policy is revisited annually by the Trustees at the point of ratification of the annual budget. This forms part of the annual organisation risk review.
At 31 March 2024 the charity had free reserves of £608,999.
In accordance with the company's articles, a resolution proposing that Azets Audit Services be reappointed as auditor of the company will be put at a General Meeting.
The trustees' report was approved by the Board of Trustees.
The trustees, who are also the directors of Cambridgeshire, Peterborough and South Lincolnshire (CPSL) Mind Ltd for the purpose of company law, are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company Law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year.
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 SORP;
- make judgements and estimates that are reasonable and prudent; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Opinion
We have audited the financial statements of Cambridgeshire, Peterborough and South Lincolnshire (CPSL) Mind Ltd (the ‘charity’) for the year ended 31 March 2024 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
Basis for opinion
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
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 charity’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.
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 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.
We have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 require us to report to you if, in our opinion:
the information given in the financial statements is inconsistent in any material respect with the trustees' report; or
sufficient accounting records have not been kept; or
the financial statements are not in agreement with the accounting records; or
we have not received all the information and explanations we require for our audit.
As explained more fully in the statement of trustees' responsibilities, the trustees, who are also the directors of the charity for the purpose 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 charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.
A further description of our responsibilities is available on the Financial Reporting Council’s website at: https://www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor's report.
Extent to which the audit was considered capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above and on the Financial Reporting Council’s website, to detect material misstatements in respect of irregularities, including fraud.
We obtain and update our understanding of the entity, its activities, its control environment, and likely future developments, including in relation to the legal and regulatory framework applicable and how the entity is complying with that framework. Based on this understanding, we identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. This includes consideration of the risk of acts by the entity that were contrary to applicable laws and regulations, including fraud.
In response to the risk of irregularities and non-compliance with laws and regulations, including fraud, we designed procedures which included:
Enquiry of management and those charged with governance around actual and potential litigation and claims as well as actual, suspected and alleged fraud;
Reviewing minutes of meetings of those charged with governance;
Assessing the extent of compliance with the laws and regulations considered to have a direct material effect on the financial statements or the operations of the entity through enquiry and inspection;
Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations;
Performing audit work over the risk of management bias and override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for indicators of potential bias.
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 of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
Use of our report
This report is made solely to the charity’s trustees, as a body, in accordance with part 4 of the Charities (Accounts and Reports) Regulations 2008. Our audit work has been undertaken so that we might state to the charity's trustees 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 charity and the charity’s trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Azets Audit Services is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
Cambridgeshire, Peterborough and South Lincolnshire (CPSL) Mind Ltd is a private company limited by guarantee incorporated in England and Wales. The registered office is Barrere House, 100 Chesterton Road, Cambridge, Cambridgeshire, CB4 1ER, United Kingdom.
The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "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 charity is a Public Benefit Entity as defined by FRS 102.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.
At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives 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.
Restricted funds are subject to specific conditions by donors as to how they may be used. The cost of raising and administering such funds are charged against the specific fund. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
Investment income, gains and losses are allocated to the appropriate fund.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.
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 are allocated on the portion of the asset’s use.
All expenditure is accounted for on an accruals basis and has been included under expense categories that aggregate all costs for allocation to activities. Where costs cannot be directly attributable to particular activities they have been allocated on a basis consistent with the use of the resources. Expenditure includes any VAT which cannot be fully recovered.
Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.
All assets costing more than £1,000 are capitalised by the charity.
Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:
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 recognised in the statement of financial activities.
Investments are stated at market value at the balance sheet date. The statement of financial activities includes the net gains and losses arising on revaluations and disposals throughout the year.
At each reporting end date, the charity reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.
Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.
Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.
The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.
The company contributes to a defined benefit pension scheme for the benefit of 2 senior employees. The scheme is a multi-employer scheme where it is not possible, in the normal course of events, on a consistent and reasonable basis, to identify the share of underlying assets and liabilities belonging to individual participating employers. Therefore, as required by FRS102 'Retirement benefits' the company 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.
Volunteers
The value of services provided by the volunteers is not incorporated in these financial statements. Further details of contributions from volunteers can be found in the Trustees' Report.
In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
Mental Health Services
Mental Health Services
Mental Health Services
Other staff costs
Project delivery costs
Printing postage and stationery
IT, telephone and website costs
Travel
Office, accommodation and other costs
Accountancy and financial advice
Auditors' remuneration
Professional fees
AGM & Annual report cost
Trustees' meetings and other expenditure
None of the trustees (or any persons connected with them) received any remuneration during the year. One trustee was reimbursed travel expenses of £95 during the year (2023: none).
The average monthly number of employees during the year was:
Key management personnel benefits totalled £253,814 in the year (2023: £306,573).
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
Deferred income is included in the financial statements as follows:
TPT Retirement Solutions - The Growth Plan
The company participates in the scheme, a multi-employer scheme which provides benefits to some 638 non-associated participating employers. The scheme is a defined benefit scheme in the UK. It is not possible for the company to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore it accounts for the scheme as a defined contribution scheme.
The scheme is subject to the funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK.
The scheme is classified as a 'last-man standing arrangement'. Therefore the company is potentially liable for other participating employers' obligations if those employers are unable to meet their share of the scheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme.
A full actuarial valuation for the scheme was carried out at 30 September 2020. This valuation showed assets of £800.3m, liabilities of £831.9m and a deficit of £31.6m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme as follows:
The Sanctuary - The Sanctuary provides a safe place for individuals experiencing an emotional or mental health crisis. It is open seven days a week from 11am to 11.30pm and works as part of the county-wide Crisis Pathway. In addition to crisis support The Sanctuary offers a six week proactive service to a small caseload of individuals. The Sanctuary is funded by Cambridgeshire and Peterborough Integrated Care Board (ICB).
Prison Training - An annual grant for the fiscal year is agreed with and paid by Sodexo Ltd for the Prison Wellbeing Service, which provides support for both male and female residents of HMP Peterborough. Delivered via one-to-one sessions and workshops for each resident group, the grant is sufficient to cover the deliverer’s salary costs and the small amount of materials required. This service has now ended.
Discharge Buddies - A project funded by the Cambridgeshire and Peterborough ICB to provide short term goal focussed support for individuals being discharged from Cambridgeshire and Peterborough Foundation Trust mental health inpatient wards, crisis teams and attendees of the Sanctuary proactive service as well as a pilot extension to accept referrals from the Liaison Psychiatry services based at A&E departments. Funding for the core service has been secured until March 2026 and we are in the process of submitting evidence to support an extension to the LPS service which is due to finish end of August 2024.
Community Personality Disorder Service - Working in partnership with Cambridgeshire Peterborough Foundation Trust, this service co-delivers dialectical behaviour therapy group sessions as well as offering peer support groups which cover a range of co-produced topics, for individuals struggling to manage complex emotions.
University Good Life Service - Delivering services to Students at Anglia Ruskin University (ARU) via Good Mood Cafes, enabling students to connect with their peers, supported by Information Sessions, providing practical tools and skills to improve mental health and wellbeing. Additional funding from ARU and the Evelyn Trust has allowed this project to continue to August 2022. This service has now ended.
Perinatal and Empowering Women - This is a developing area for CPSL Mind where currently most of the funding covers Peterborough and operates under several contracts outlined as follows:
Subcontracted by Barnardo’s via Peterborough City council contract to deliver courses and peer support groups across Peterborough and South Fenland. This contract runs until January 2026.
ICB commissioned service across Cambridgeshire offering peer support groups and short term 1.1 support. This contract runs until March 2026.
Family Hubs funded service, offering Muslim mum courses, peer support group and wrap around support in Peterborough. This contract runs until March 2025.
Bids to trusts and grants are currently being submitted to expand delivery across Cambridgeshire.
Souths Lincs Development – Covering the districts of South Holland, South Kesteven and Boston. We deliver Night Light Café, a drop for people who are finding life difficult and Good Mood Cafes, we also support Good Mood Community Cafes which are operated by partnership organisations. Work in South Lincolnshire is funded by Mental Health and Wellbeing Sustainability Fund, Lincolnshire Integrated Care Board (ICB).
South Holland Good Life Project – Funded by the Cooperative, via National Mind and working with isolated communities in South Lincolnshire. Using an asset-based model to deliver support based upon the Good Mood Café model. This service has now ended.
Racial Equality – Funded by Pears, via National Mind. CPSL Mind working closely with the Lantern Initiative to educate and raise awareness of mental health issues in the Muslim Community. This service has now ended.
Rural Peterborough – A project funded by the Cambridgeshire & Peterborough CCG, running until Autumn 2022 and building on the Good Life model to deliver support services to those in isolated rural communities around Peterborough. This service has now ended.
Community Connectors - Aligned to six Primary Care Networks (PCN’s) in Cambridge Community Connectors work with individuals who have severe mental health challenges but are not suitable for Psychological Wellbeing Services (PWS) and do not meet thresholds for secondary care. Community Connectors provide the information and practical support that individuals need to connect with resources in their community that will support their recovery and wellbeing. The Community Connectors service is funded by Primary Care Additional Role Reimbursement and Cambridgeshire and Peterborough Partnership Foundation Trust (CPFT). Funding is received monthy and expenditure is expected to be lower in 2024/25 to cover the deficit.
Victim and Witness Support - newly launched in April 2023, this service provides short-term interventions to individuals whose mental health and wellbeing has been negatively impacted by being a victim or witness to a crime
Family Hubs - Family Hubs have funded a one year service design project to look specifically at the challenges of becoming a father and what support is available in the Peterborough area. This project will report and make system wide recommendations in June 2024. This project is funded by Peterborough Family Hubs.
Voluntary Sector Led Collaboration - This project is hosted by CPSL Mind to work equitably with voluntary, community and social enterprise (VCSE) organisations operating within the mental health, learning disability and autism sectors (Adults and Older People) with Cambridgeshire and Peterborough. Its purpose is
Transfers between funds relate to expenditure funded from general unrestricted funds.
Fixed Asset Fund - The Fixed Asset Fund represents the net book value of fixed assets held by the charity.
Building Reserve - The Trustees had set aside £20,000 to cover the costs of any unexpected maintenance costs for property. This has been released to unrestricted funds during the year.
Disaster Fund - The Trustees had set aside £225,000 to cover approximately 1 months operating costs in the event that funding for the services is lost, and the charity has to be wound up. These costs exclude the costs of staff redundancy, which has been considered separately. This has been released to unrestricted funds during the year.
Charitable Services Fund - The charity receives funding for the provision of services to people with mental health problems in and around Cambridgeshire. The charity records the direct costs incurred in providing these services and charges administrative and overhead expenses to the funds. The projects covered are as follows:
The Good Life Service: This major project amalgamated the legacy Wellbeing and Support to Recovery programmes into one overarching activity which commenced on 1/9/2019 for a three-year initial contract amounting to £3.118m over that period. This is jointly funded by Cambridgeshire County Council and the Cambridgeshire & Peterborough NHS Clinical Commissioning Group.
STOP Suicide – Suicide prevention campaign. Suicide Prevention Capacity Builder – Working alongside project partners The Kite Trust, Safe Soulmates and The Boston Wellbeing Hub this project will look at the STOP Suicide campaign and training resource to ensure that it meets the needs of specific groups who have a heightened risk of suicide. This project is funded by Department of Health Suicide Prevention Grant Fund 2023–2025.
Training - Mental health related training and workshops.
At the reporting end date the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
There were no disclosable related party transactions during the year (2023 - none).
The charity had no debt during the year.