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35,970 claims
The charity held cash and investments totalling £9.7 million as of the balance sheet date.
As at the balance sheet date, Together held cash and investments totalling £9.7m and had no loans outstanding.
Financial · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 43
The charity's income from services increased between 0% and 6% in the year ending March 2025.
For 2025/26, individual contract fees have increased between 0% - 6% depending on the commissioner / funding authority
Financial · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 43
The charity aims to mitigate the impact of inflationary and staff cost increases through budgetary controls and efficiency measures.
While Together already operates a lean non-staff cost base, we will aim to mitigate the impact of inflationary and staff cost increases through our strong budgetary controls and the identification of further efficiencies.
Operational · Procedural statement · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 43
The minimum level of unrestricted financial reserves was increased to £4,000k due to inflation and cost pressures.
Following a detailed review by the Board last year, the minimum level of unrestricted financial reserves held in contingency was set at £3,900k. Due to inflation impacting costs and pay awards, the minimum level as at 31st March 2025 has been increased to £4,000k.
Financial · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 33
The charity had a net surplus of £267k in the reporting period, an increase from the previous year's £248k.
There was a net surplus of £267k (2024 net surplus of £248k), and after recognising gain on investments and actuarial loss on the defined benefit pension scheme, the net movement in funds was a surplus of £752k (2024 deficit of £194k).
Financial · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 32
Together for Mental Wellbeing's principal funding comes from public sector commissioners under commercial contracts.
The principal funding sources of the charity in the reporting period comes from commissioners under commercial contracts or long-term agreements.
Financial · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 32
Together's stakeholder management plan is reviewed to ensure optimal benefits and risk management.
During the year, ELT recommended a review of the approach to the Stakeholder Management Plan in order to assure ourselves that we are managing our stakeholders to optimise the benefits to us. ARC agreed the on the importance of linking stakeholder management to risk
Governance · Commitment statement · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 24
Together secured new contracts and framework applications in the year, including a three-year contract with Norfolk Drug and Alcohol Partnership.
The Board noted specific contract wins and successful framework applications during the year including: • Norfolk Service User and Lived Experience Engagement – new 3-year contract working alongside the Norfolk Drug and Alcohol Partnership
Commissioning · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 24
Together reappointed Sarasin and Partners as investment managers after a tender process.
The Board approved the re-appointment of Sarasin and Partners as investment managers following a tender process where 8 proposals were considered.
Commissioning · Procedural statement · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 24
The organisation closed an accommodation-based service due to challenges with local commissioning, decreasing referrals, and environmental quality.
An accommodation-based service with a number of challenges relating to local commissioning intentions, decreasing referrals and the quality of the environment – the risk materialized and the Board made the decision to close the service
Operational · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 19
The top strategic risk is financial failure, with business development and financial strategies overseen by the Finance, Resources & Investment Committee (FRIC) and reported to the Board annually.
Financial Failure to ensure financial viability and long-term sustainability Business development and financial strategies in place with implementation overseen by the Finance, Resources & Investment Committee (FRIC) and annual reports to the Board
Strategic · Risk statement · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 19
The organisation updated its risk management policy, which includes quarterly reviews by the ARC and bi-annual Board reviews.
The organisation’s risk management policy was also updated and approved by Board to reflect the current practice which includes ARC reviewing the Corporate Risk Register and Board Assurance Framework on a quarterly basis. The Board reviews the BAF bi-annually, with the Corporate Risk Register coming to the Board once a year.
Governance · Procedural statement · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 19
Together's Criminal Justice team contributed to the HMPPS Peer Mentoring Probation Design Group.
This group is shaping minimum standards for peer mentoring, with Together offering expert insight on Peer Support operational experience and lived experience.
Service · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 16
Together secured a one-year extension on the Integrated Offender Management (IOM) mental health service.
The organisation was successful in securing a one-year extension for this service.
Commissioning · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 15
Together was unable to tender for the London Liaison and Diversion service due to new service specification constraints.
Due to the new service specification constraints, Together was unable to tender for the contract.
Commissioning · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 15
Peer support activities have seen a significant increase, with more people accessing peer support services.
Key activities over 2024-2025 included:- A total of 4,025 hours of peer support was delivered via Peer Support Volunteers and Peer Support Workers across the organisation. There was a 13% increase in the total number of people accessing peer support (431 in 24-25, compared to 380 in 23-24).
Service · Trend statement · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, Page 12
Service User Leadership is a key focus for Together, with workshops and mentoring meetings to support its implementation.
Throughout this year, we continued to ensure that Service User Leadership is at the heart of all we do across Together by ensuring that the people who use our services lead their care and support at all levels of the organisation. The facilitation of the workshops and the volume of manager support meetings that took place gave an insight into the attitudes, beliefs, and values of services in relation to Service User Leadership.
Service · Policy statement · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, Page 11
Together's services have adapted to budget constraints by forming partnerships with other organisations.
In response, our services have demonstrated exceptional adaptability and innovation to meet the growing needs of people in crisis, despite reduced funding and rising operational costs. Notably, our community support teams have forged impactful partnerships, including with British Rail, to provide frontline support to people in acute distress at rail stations.
Operational · Observational claim · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, Page 11
Together will focus on building positive relationships with commissioners to retain and secure contracts.
We will continue to focus on building positive commissioner relationships to increase the likelihood of retaining retenders and securing new contracts.
Commissioning · Procedural statement · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 9
Together aims to establish partnerships with Housing Associations and Local Authorities to expand accommodation-based services.
Establish solution-focused, creative partnerships, including with Housing Associations and Local Authorities, that develop and expand our accommodation-based services to support people’s journeys towards more independent living.
Commissioning · Commitment statement · From Together for Mental Wellbeing — annual report and accounts, year ending 31 March 2025, page 7