During the year ending 31st March 2026, Wellbeing 4 Life CIC, trading as Motivated Minds, continued to deliver its programme of community wellbeing support from the HAPPY Hub, Eastgate Shopping Centre, Basildon - the UK's first high street one-stop wellness shop, bringing counselling, youth provision, physical activity, food support and volunteering together under one roof. During the year the company relocated from 90 Eastgate into the smaller Unit I l. This decision was taken to protect the organisation's financial sustainability and to ensure that as much of its income as possible continues to be directed towards front-line delivery for the community rather than to premises costs. Services continued throughout the transition with minimal disruption to service. The company's therapeutic service, led by a full-time Therapeutic Lead, provided one-to-one and group counselling support to over 40 service users across the year, delivering approximately 400 sessions. Outcomes were measured using the CORE-OM clinical outcome measure, with a therapeutic formulation completed at induction for every client, ensuring that support was tailored to individual need and that progress could be evidenced rather than assumed. Provision for children and young people was delivered by the CYP Wellness team through the Junior Motivators programme and the Well Youth Club, reaching over 300 children and young people aged 6 to 18. Delivery followed a 48-theme annual scheme of work combining sport, life-skills mentoring and structured youth work, supported through partnership with Essex Youth Service. Regular physical activity sessions and the CommuniTEA Cafe provided low-barrier opportunities for local people to build social connection, in line with the NHS Five Ways to Wellbeing framework. The Cafe also acted as an informal access point into the Hub's wider services, enabling people who would not ordinarily approach a mental health service directly to be introduced to support at their own pace. The Hub's foodbank provision supported over 50 individuals and households across the year, providing practical relief alongside signposting into wellbeing and therapeutic services, reflecting the organisation's asset based, whole-person approach to community need. The volunteer programme grew the active volunteer base from 30 to 35, supported by a dedicated Volunteer Co-ordinator post and a structured volunteer journey running from recruitment through to active volunteering, with recognition milestones built in throughout the year. Four volunteers left the programme during the year to take up paid employment, which the company regards as a positive progression outcome and a direct community benefit of its volunteering offer. Taken together, these activities reduced isolation, improved mental and physical wellbeing, and increased access to early-intervention support for children, young people, adults and families across Basildon, delivering measurable benefit to a community with recognised health inequalities. The company's approach is grounded in the Ottawa Charter, the Marmot Review and NICE guidance on community-centred approaches to public health. In relation to governance, two directors resigned during the year and one new director was appointed. The company is actively recruiting at least one further director, seeking additional board expertise to strengthen oversight of its growing delivery portfolio.

The company's stakeholders are its service users and their families; the children and young people accessing CYP provision; volunteers; employed staff; the board of directors; and partner organisations including Active Essex, EYVCS, Peabody, Essex Youth Service, East Basildon Primary Care Network, referring schools and local statutory and voluntary sector partners. Service users were consulted through feedback forms at the end of counselling episodes, CORE-OM review discussions, and informal feedback gathered at the CommuniTEA Cafe. Children and young people were consulted through co-production sessions within the Junior Motivators and Well Youth Club programmes, shaping session themes and activity choices within the 48-theme scheme of work. One such event identified by the young people was a prom, as many were not eligible to go to their own through lack of funds or neurodiversity. Volunteers were consulted through one-to-one supervision, the volunteer journey review points and recognition events. Staff were consulted through team meetings, supervision and a structured organisational development process. Directors were consulted through scheduled board meetings held 4 times during the year. Delivery partners were consulted through partnership review meetings and shared reporting. In response to this feedback, the company made the decision to relocate to Unit 11 in order to safeguard the long-term sustainability of services valued by stakeholders; adjusted the youth programme scheme of work to reflect the interests young people identified; introduced recognition milestones within the volunteer journey following volunteer feedback; and identified additional board expertise required and commenced recruitment for further directors. Feedback is reviewed by the senior leadership team and reported to the board, and informs both annual planning and the company's funding priorities.

During the year, remuneration of £50k was paid to one director in respect of her services as an employee of the company, in the role of Managing Director. This remuneration was approved by the board, benchmarked against NJC Local Government pay scales, and is considered reasonable and proportionate to the work undertaken. No other director received any remuneration during the year.

No transfer of assets other than for full consideration