for the Period Ended 30 September 2024
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Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 30 September 2024
Principal activities of the company
Directors
The directors shown below have held office during the whole of the period from
1 July 2023
to
30 September 2024
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
for the Period Ended
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 30 September 2024
Basis of measurement and preparation
for the Period Ended 30 September 2024
15 months to 30 September 2024 | 2023 | |
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for the Period Ended 30 September 2024
15 months to 30 September 2024 | 2023 | |
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Wellbeing Together CIC is a partnership between Mind in Enfield & Barnet, Meridian Wellbeing, Inclusion Barnet, CommUnity Barnet. It consist of a alliance governance and delivery framework led by Mind in Enfiled, Meridian Wellbeing and Community Barnet offering an integrated and seamless service offer including Meridian's social prescribing service through the Barnet Wellbeing Service, Mind's Sanctuary Crisis Cafe and CommUnity Barnet's Young People Thrive services. This filing will be the last made by Wellbeing Together CIC in relation to the current contract. The performance report includes information until 31 March 2024 although the contract with the Barnet Enfield and Haringey Mental Health Trust ceased on 30 September 2024. No additional information has been required by the commissioner. The service is delivered through a dedicated Project Coordinator role to ensure the effective sequencing and coordination of the service components. Wellbeing Together CIC offers an innovative and flexible access points, through a series of operational measures, including: Tailored plans: goals around social determinants, wellness outcomes and contingency (WRAP, Recovery Star etc) and intensity of needs and support offer Group activity: ‘open access’: courses & activities. Use existing pathways within organisations (wellbeing and risk assessment through PSS). ‘closed access’ (through PSS roles): therapeutic groups, support groups. Ongoing support is provided by the IVCS staff and the wider voluntary and community sector We have a robust process to accept referrals from BEHMHT teams, and IVCS staff will work as part of the community based PCN hubs to embed referral pathways and triage protocols. We use information contained within Trust systems (RiO) to manage referrals, risk assessments, and information flow. We have an agreed escalation and risk management policy with the Trust to ensure users can be stepped up and down swiftly and safely. We carry out assessment of needs, goals, and risk factors at first meeting. Triage includes assessment of eligibility e.g. readiness, service suitability, risk factors, level of support required. Staffing: The Project Coordinator is responsible for resource planning: working with our Board to ensure we maintain specified staffing levels, advertising vacancies promptly and widely, and monitoring caseload sizes. Staff/Volunteer skills and qualifications: Using clinical experience under NHS and NICE compliant services (e.g. IAPT), all staff and volunteers have demonstrable experience and the skills to apply it successfully in the workplace e.g. lived experience, language skills, cultural and religious appreciation, person-centred skills. Maintaining a stable workforce: We have a robust people engagement framework including: paying people appropriately; ensuring a supportive working environment; all staff receive robust, regular supervision; regular training and development. (e.g. verbal/physical/emotional abuse, theft of personal possessions including cash) and incident reporting protocols (in compliance with Barnet multi-agency Vulnerable Adults Protection Procedure To ensure we have the right specialist skills available within our workforce: We segment our peer roles into part-time roles to gain a wide range of experiences, actively encouraging applications from people from diverse backgrounds. We will train staff in providing effective peer support and offer other bespoke training to ensure that the team have the appropriate skills. We measure success in our approach to user involvement and wider engagement with statutory and non-statutory services using a combination of evaluation surveys and SU feedback – both of which are a critical element of our service delivery. Some examples of key success indicators that we have been collating include: Lived experience of user groups. Service user feedback and surveys. Data scores based on wellbeing and mental health tools where applicable, showing clear improvement of SU’s wellbeing and/or movements to recovery. Capturing case studies and detailed service user experience. Meeting the KPIs as outlined in the tender specification. Regular consultation with steering group members, monitoring performance and providing professional feedback from BEHMHT, CCG and Adult Social Care, and Public Health. By March 2024 9,5 FTE staff out of 14 staff were supporting 300 unique cases. All referrals to access the service were received from the respective CMHT Teams, Wellbeing Pathway Team, Personality Disorder Team and Young Persons Teams. The Barnet Wellbeing Pathway was introduced by the Trust in February 2023 and has continued to evolve. The IVCS team are involved in daily MDT discussions and contribute towards the screening and care planning of patients. The IVCS service continues to develop and function as a vital bridge to community-based interventions as a key component of the Community Transformation. The uplift in the salaries last year has gone some way to support the staff with the cost-of-living crisis, and it is important that we continue to monitor staff morale and ensuring that they are feeling valued in their roles. A highlight is the inclusion of IVCS staff in NHS training, with extremely positive feedback from staff who have engaged with these resources. With 62.2% of clients identifying as being of White background, this forms the vast majority of client ethnicities in accessing the IVCS service. The last quarter has shown a greater proportion of those presenting to the service being of white background. However, the data is still showing a significant proportion of the patients coming from BAME backgrounds. Barnet is an increasingly diverse borough, and with the diverse ethnicities, language, and skills across the team, they have been able to work effectively with a wide range of ethnicities, ensuring an equitable access to service no matter their nationality or background. Case Study: 19-year-old male who was referred from the CAMHS service into the 18-25 transition service with the initial aims to engage in the community and potentially access low intensity therapy. Following the Dialog+ assessment conducted with him, his main goals focused on finding a relevant job to his skills, reduce his low mood and anxiety, and be able to function and manage everyday life more independently. We are very pleased with what he has been able to achieve as a result of the intervention from the IVCS service. He was referred to Mind for wellbeing support and he has enrolled on a study course at Kings College London and is currently completing a short internship as an engineer coordinator. The clear goal and future plan to develop in this area has truly helped this individual feel a greater sense of self-worth and confidence. The client’s journey has ben very positive. From initially exhibiting a large amount of dependence on his parents for communication and travelling, he has been able to reduce this dependency, planning his own time and independently making the choices to priorities the different aspects of his goals. He ha been better able to manage his day-to-day routine and is now more empowered to communicate with the VCS worker and other professionals for his wellbeing needs
The company’s stakeholders are: Directors of four partners organisation (as it is an SPV consortium of 4 specialist organisations) Service users, their carers and families who benefit from the commissioned service Other Stakeholders include: Barnet, Enfield and Haringey Mental Health Trust (BEHMHT - commissioning partner) Integrated Care Board (ICB – Mental Health Commissioning) Adult Social Care Public Health Other agencies the service works with Service user feedback and surveys. Case studies and service users’ experience. Working to create lived experience of user groups A few service users were asked a set number of questions to provide feedback on the service, and offered a one-to-one telephone call. Feedback received was positive, with a particular mention on how speaking with someone with lived experience made a difference to the engagement. We will be looking to expand this and develop a platform for users to share their views in lived experience focus groups going forward. Our Communications and Engagement Strategy guidance will support VCS engagement through our collective reach into existing Barnet-wide networks and understanding of engaging service users (SUs) and residents in co-development. Our Communications and Engagement is underpinned with a series of key principles: Early, visible, open and transparent. Accurate and sensitive. Two-way, with listening of equal importance to informing. Person centred and tailored to the needs of individuals. Timely. Collaborative and consultative, involving those affected in the planning, design and delivery of engagement processes We have deployed the following tools and approaches to share details of the service and activities: Utilising existing service SU platforms e.g. Wellbeing Clubs, Wellbeing Cafe, Peer Support Groups Communicating the service termination with all partners via email, letter, telephone, website, social media
No remuneration was received
No transfer of assets other than for full consideration
This report was approved by the board of directors on
1 April 2025
And signed on behalf of the board by:
Name: Julie Pal
Status: Director