Principal activities of the company

OASIS Mental Health Support is a Incorporated Company Limited by Guarantee (registered charity number 1179376 and Company Limited number 10716963) which aims to benefit the public by providing services and support to people in the Borough of Solihull who experience mental health issues. OASIS aims to provide stability to the organisation by accessing a variety of funding sources and avoiding dependency on any single main source of income. In practice this means aiming to secure the local SMBC/NHS (tCB) funding we already have for contracted services such as Counselling and Crisis Support (NHS) Housing Support, Benefits/Debt/ Housing and wider Outreach work (SMBC/Solihull Age UK.). In addition, we aim to secure funds for longer term and one-off grants through bids to the larger funding organizations such as Lottery, Comic Relief, Lloyds and other smaller charitable organizations; plus developing relationships with local fundraising groups/community organisations and business to highlight our work and encourage one-off and longer-term support - as well as individual donations and holding fundraising events such as the annual Plant sales. This year we have continued to work with a professional fundraiser on a sessiona1 basis in order to maximise our contact with local groups/organisations and produce bids to national funders. This post also supports the CEO and Board of Trustees in developing policy and other work related to the overall management of the organisation.

Additional information

OBJECTIVES AND ACTIVITIES Objectives and aims The overall aim of Oasis Mental Health Support Limited is to promote the interests of, and provide support to, people with mental health problems. OASIS believes that people who have mental health problems have the same rights as any other person; that they should not be disadvantaged or subject to prejudice and should have the right to live an ordinary life in the community with the necessary support and care to ensure fulfilment and independence. OASIS also believes that people who use mental health services should be fully involved in the planning and delivery of those services. The trustees have had due regard to guidance published by the Charities Commission on public benefit. The objectives are to: - Promote mental health and to foster and encourage greater understanding of mental health problems. - Encourage and aid the development of good quality voluntary and statutory mental health services. - Represent the concerns and common interests of users of services and their families. Philosophies The philosophies of OASIS can be summarised as follows: Those people who are labelled, treated or diagnosed as "mentally ill" have the same rights as any other person and should not be disadvantaged or subject to prejudice. OASIS recognises the value of people with experience of mental health problems and wishes to listen and learn from them. OASIS seeks to foster and enable user consultation and participation in the planning and delivery of mental health services. OASIS supports the principles of social inclusion and the recovery model of mental health delivery. Social investments The service principles can be summarised as follows: Services should focus on recovery and developing a support network which maximises social inclusion. Services should be provided in appropriate and valued settings, and wherever possible, incorporated into mainstream facilities. Services should reflect the fact that each person is an autonomous individual with the right to self determination Each person has the right to make informed decisions about their life. This should be encouraged, and services should allow people to take part in decisions about the facilities they use. Services should be age-appropriate, and treat people with dignity, respect and in a way which encourages self confidence and esteem. Services should reflect the needs of the individuals using them rather than the service providers. Services should be provided in a way which enables and empowers people rather than restricts and controls them. OBJECTIVES AND ACTIVITIES Service Areas and Levels OASIS Mental Health Support is a local organisation with a proven track record of delivering services founded on core philosophies such as the rights of people with mental health problems to equal citizenship and equal opportunities. The services provided can be grouped within the following broad categories: Social Inclusion including mental health awareness training to local employers, community groups and schools; access to specialist benefits/debt/housing support to maximize life opportunities. Social Support - delivered through the OASIS (Open Access Support and Information Service) weekday/weekend walk-in Drop-in service; nightly Crisis Cafe: Supported accommodation; and weekly women only and LGBTQ+ support groups. Information and Advice - this is provided weekdays 9.30-Spm via phone, email, in person and through our website and social media accounts. Therapy - provided by our Counselling, and Crisis Cafe services. Creative Activities and Leisure - delivered both at our main building alongside the OASIS services or at our outdoor Creative Spaces service providing opportunities for organic horticulture, conservation work, sports/healthy living activities, art/crafts etc The majority of these services run either in, or from, our main building in Faulkner Road or at our 3.5 acre Creative Spaces site in Knowle. However, our outreach services such as benefits/debt/housing and other specialist advocacy are also provided in the community, both in people's homes, or via the Solihull North and South Information Hubs, various NHS/Social Services locations, and other mainstream locations around the borough where appropriate. ACHIEVEMENTS AND PERFORMANCE Charitable activities OASIS Mental Health Support is a Incorporated Company Limited by Guarantee (registered charity number 1179376 and Company Limited number 10716963) which aims to benefit the public by providing services and support to people in the Borough of Solihull who experience mental health issues. OASIS aims to provide stability to the organisation by accessing a variety of funding sources and avoiding dependency on any single main source of income. In practice this means aiming to secure the local SMBC/NHS (tCB) funding we already have for contracted services such as Counselling and Crisis Support (NHS) Housing Support, Benefits/Debt/ Housing and wider Outreach work (SMBC/Solihull Age UK.). In addition, we aim to secure funds for longer term and one-off grants through bids to the larger funding organizations such as Lottery, Comic Relief, Lloyds and other smaller charitable organizations; plus developing relationships with local fundraising groups/community organisations and business to highlight our work and encourage one-off and longer-term support - as well as individual donations and holding fundraising events such as the annual Plant sales. This year we have continued to work with a professional fundraiser on a sessiona1 basis in order to maximise our contact with local groups/organisations and produce bids to national funders. This post also supports the CEO and Board of Trustees in developing policy and other work related to the overall management of the organisation. ACHIEVEMENTS AND PERFORMANCE Internal and External In 2024/25 we received total income of £408,360 which was down by just over £18,000 on the previous 2023/24 figure of £426,408. This was due mainly to a unpredicted reduction in our income from Solihull Age UK for our Benefits/debt/housing advice and Outreach contract due to unpredicted levels of staff sickness where we weren't receiving any payments but were still required to pay staff sick pay; as well as just under £4,000 reduction in our donations and bank interest income compared with 2023/24. As in previous years the income we brought in came from a mixture of sources, Health and Social care contracts totalling £289,995, Solihull Age UK contract £55,516 repeat and one-off grants of £25,00, and donations/ fundraising/bank interest and miscellaneous income of just under £30,000. Several service contracts with SMBC and the ICB are due for re-contracting in 2026/7 - the Counselling service bid was submitted to the ICB in November 2025 and the result will be known in January 2026. Decisions are still to be made by SMBC regarding the tender details/any changes to the Housing Support service and particularly the Information and Advice service which has been delivered by Age UK Solihull and ourselves for the past 7 years - the tender information for this is expected to come out around March 2026. Happily, we continue our positive relationship with the local Elizabeth Creak Trust, and received our annual grant of £10,000 towards the Horticulture project - which they increased to £12,000 in 2025/26. A further one-off grant this year was £15,000 from the Eveson Trust. Our general fundraising/donations this year came from both individuals and a range of smaU charitable donors from the local community who have raised funds through both personal one-off/on-going donations and events held by community groups and local businesses. The amount received (along with our fundraising plant sales) totalled £21,381 - down slightly on the 2023/24 figure of £23, 155. Although it is obviously disappointing that we have seen an overall reduction in income this year of just over £18,000, the reasons for this have been identified and are being addressed - we currently have grant applications to a wide ran e of organisations submitted (totalling £1.6 million) which we expect to bring in enough funds over the next couple of years to deliver under/unfunded services and reduce our requirement to subsidise income from our reserves. During the financial year 2024/25 our total expenditure was £601,160 - giving us an excess of expenditure over income for the year of £192,800. This amount is just over £6,500 more than was needed in 2023/24 and was due to the reduction in income from the Age UK Solihull contract and lower donations following the ending of our 'Charity of the year' fundraising relationship with Birmingham Airport. Our total expenditure in 2024/25 was down on 2023/24 by just over £11,000 due mainly to the reduction in staffing costs - including staff/volunteer travel and training costs - by just over £8,000. Staffing is by far the most significant cost for the organisation - which in 2024/25 was £525,793 and represented 87% of total costs. ACHIEVEMENT AND PERFORMANCE Overall expenditure is broken down into 4 basic areas: 'Charitable activities' costs: ie the mental health services we deliver - which in 2024/25 cost £530,794 and represented 88% of our total expenditure; Organisation Support/management costs: ie managing services and staff £39,058(7%); Governance costs: ie the costs linked to the running of the Charity/Ltd Company) £18,289(3%)and Costs relating to generating income: ie staff time and other resources put into fundraising, preparing bids etc £13,019(2%). At the end of the 2024/25 financial year our fixed assets (building/vehicles/capital equip) stood at £87,529; and with our current cash assets of £271,529, this gave the organisation total assets of £359,058. This figure represents a reduction in our March 2024 reserves of £192,800 as trustees have, at this point, decided to retain all previously un/underfunded services due to user need/demand while the outcome of our multiple funding bids is decided. As our current annual costs are around £600,000 and we currently have £271,529 in cash reserves this now represents around five and a half months of running costs. Although this represent only half of our previous level of reserves, the Board felt it was necessary - in line with our current reserves policy regarding protecting/continuity of services - to continue to use reserves to allow the time needed to work to find long-term replacement funding. The need to use reserves again in the next financial year will depend upon the renewal of contracts and the success or otherwise in the funding bids the outcome of which is awaited. The Board will continue to consider the level of the reserves required and will adjust if required in the next financial year. FINANCIAL REVIEW Level/form of reserves As part of the management of the organisation, Directors need to decide the level of reserves required and in what form {shares, deposit account etc.) they will keep them, in order to maximise income while retaining accessibility to funds. It was originally the aim to keep 6 months of running costs to allow time to find replacement funding to protect services; however this was increased to 9 months over the last 3-4 years when we needed to protect several service areas during a period where both statutory and charitable sector funders were reducing their grants. In the 2025/2026 year, we have faced further reduction in funding and had to make 2 staff members redundant costing around £12,000. It is also acknowledged that the majority of our staff have been with the organisation between 15 - 25 years, so when possible we will return to higher levels of reserves to be able to manage these challenges. For this reason, as outlined in the financial review above, the Board of Directors will be regularly monitoring the budget position and level of service delivery whilst these alternative funding sources are sought, to ensure the organization is not put in danger. Decisions on the use of reserves will be made by the Board of Directors. Reserves policy Throughout the financial year, Trustees/Directors continued to monitor the financial progress of the organisation through quarterly budget reconciliations presented at the Board meetings from the Financial sub-group. In addition to setting and managing the budget, the Financial sub-group and Board of Trustees/Directors look at funding opportunities for current 'at risk' service delivery areas, as well as any new areas of service need which may be identified. All fundraising activities are in line with our Ethical Fundraising policy. The Trustees/Directors annually review the nature of the income and expenditure streams, the need to match variable income with fixed commitments, and the nature of the reserves in order to decide on the level of reserves required for the charity to be managed efficiently and to enable future services to remain uninterrupted. Issues to consider when deciding the appropriate level of reserves and their use include: Opportunity to accrue reserves - reserves are usually accrued through individual and corporate donations. fundraising events/sales, one off grants and maximising income through careful expenditure. With Unrestricted Income - which is the majority of our funding - reserves can be accrued over time where organisations have service contracts which allow them to keep any underspend as long as they are able to deliver the required level of service for lower costs than estimated - eg DIY/gardening/some admin activities etc may be able to be provided by volunteers/trustees at zero cost. This, of course, works the other way as well, as any additional unexpected expenditure over the contract level must be covered by the organisation. Occasionally, reserves can work against an organisation as some funders/trusts do not like to give grants to organisations which appear to hold high levels of reserves - even where these are required to ensure the continuity of vital services if contracts are lost - and this may restrict our access to funding new projects which they may feel we can fund ourselves. This is a difficult area to manage - particularly as sometimes an unexpectedly large donation/one-off grant can make us look more solvent than we are, and we could be turned down for funding: whereas this could only be used for capital items or a short-term project as we can't rely on that level of individual donation/grant on an annual basis. Where possible we explain to possible funders our level of 'free' rather than 'total' reserves - where some reserves are already allocated or unsuitable for a particular project/need. FINANCIAL REVIEW Use of reserves Reserves are used to: Protect the long-term delivery and continuity of services - especially those funded through short term sources such as Lottery, Comic Relief, Lloyds etc. which regularly require short periods of continuity funding when the project/services end or move funding source. Provide seed money for research and development of pilot projects in advance of securing tonger term funding. Ensuring the upkeep of the property and any major repairs/alterations required should we need to expand the building or make changes due to the requirements of employment, disability or health and safety legislation. Ensure there are enough funds to cover any redundancy costs that may occur due to service/funding withdrawal FUTURE PLANS The Annual Delivery plans for 2024/25 sets out both strategic aims/organizational objectives; as well as the service aims, targets funding sources and monitoring details for each service area; and highlight the main issues and actions relevant to each area. This is backed up by the Board's decision to protect enough reserves for this period which will be able to cover service delivery costs for at least a year to allow other income sources to be sought. The delivery of the Annual plans is the responsibility of the Board of Trustees/Directors in conjunction with the Chief Executive Officer; and is monitored through the quarterly meetings. An overall review/risk assessment of the organization takes place annually, and includes service delivery, finances, organizational diversity, STRUCTURE, GOVERNANCE AND MANAGEMENT Governing document The charity is controlled by its governing document. a deed of trust, and constitutes an incorporated charity and Company Limited by Guarantee. The decision making body of OASIS Mental Health Support operates through a Board of Trustees/Directors comprising up to eight elected Trustees/Directors, up to three co-opted Trustees/Directors and four Officers. The Board meets quarterly, and additionally, a standing committee of the Officers plus two other Trustees/Directors can be called on between meetings if urgent business needs to be discussed. Details of the Trustees/Directors who served during the year are shown in the summary of administrative details. Recruitment and appointment of new trustees is as follows. All members of the organisation are circulated with invitations to propose themselves/nominate Trustees/Directors prior to the AGM - all Board members are elected annually except the Chair, Vice-chair and Treasurer posts which are elected for 3 years. In addition to elected Trustees/Directors the Board itself can co-opt up to 3 further members where any specialist skills/knowledge is needed in the organisation. Induction and training of new Trustees/Directors, new employees and volunteers is delivered at the beginning of their role delivering management and services for the organisation. This training is updated as necessary, either when the Board of Trustees/Directors make changes to a policy or as is considered necessary by the CEO or Chair - eg following a change in the law. This training is normally delivered by the in-house trainer, the Chairperson or the CEO; although specialist external providers may be used where more appropriate. All Trustees/Directors are expected to attend regular in-house training sessions to ensure that they are aware of, and in agreement with, organisational policies and procedures, and reflect the wishes and aspirations of service users. In addition, all employees are required to keep abreast of developments in their own field of work and, with the CEO, to access appropriate outside training to meet this need. Atl volunteers receive both general organisation policy training and also any relevant training for their duties.

This report was approved by the board of directors on 19 December 2025
and signed on behalf of the board by:

Name: Michael Swallow
Status: Director