annual report pdf one page per sheet

CHT Annual Report & Accounts 2017

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CONTENTS CHAIRMAN’S INTRODUCTION

· Introduction from the Many things about the new world of social media, artificial in-
Chairman telligence and compliance metrics are a bit bewildering to digi-
tal dinosaurs like myself – but there is something else brewing
· Chief Executive’s as well. In the midst of all the turmoil that surrounds us, I am
Report hearing different voices from all sorts of directions saying
something new. I hear it at professional conferences, at policy
· CHT’s Services meetings, during clinical discussions, in the newspapers and
· CHT Model of on the radio – that there is something missing, though they
can’t usually quite pin it down or articulate just what it is.
Treatment It is the whole area of needing to make relationships the priori-
· What our Residents say ty. Inspectors and regulators are starting to see that numbers
· CHT’s 5 Year Strategic cannot describe some of the most important things about
schools, prisons or care homes; commissioners are recognis-
Plan ing that complex systems cannot be purchased like cans of
beans; professionals are starting to understand that their work
· Accounts 2016-2017 is ultimately a bit empty and meaningless unless they consid-
er the relationship that they ae working with. Perhaps even
politicians and policy-makers will soon realise that top-down
command-and-control systems will not get the best out of peo-
ple.
Unless ‘relational practice’ is in place, outcomes will be worse,
more people will remain trapped in the system, and the even-
tual costs will be much higher. CHT is forging ahead in this
alternative direction, which will not only be more therapeutic
and humane than the current ‘industrialised’ models, but will
be at the cutting edge of the emerging realisation that genu-
inely therapeutic care is not a luxury, but a necessity. From
the work we are now doing with our commissioners, things are
beginning to look up. The fees we can ask are no longer drop-
ping, and there seems to be increased recognition of the qual-
ity of our services, and the way in which we can provide a
‘value-added’ which is significantly more than the similarly-
funded routine care services.

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In the world of therapeutic communities (TCs), a simi-
lar process is under way. Although few of the tradition-
al residential TCs have survived, the newer adapta-
tions and modified TCs are now bringing the TC phi-
losophy into new areas. Again, CHT is at the forefront
of this: the organisation is pioneering relational prac-
tice in combining in CHT’s services a new intensive
form of Psychologically Informed Environments (PIEs)
with and within the long-held therapeutic philosophy of
TCs. This work is built on decades of what has been
central at CHT and shows a healthy process of both
continuity and change.

Within this process of continuity and change, CHT has CHT MISSION STATEMENT:
over the last 18 months experienced a period of transi-
tion in its senior management, with the retirement of “To deliver and promote
John Gale as CEO after many years’ service, and the Psychologically Informed
interim stewardship of Nesha Kelly and Dr Christopher Therapeutic Environments to
Scanlon, and the arrival in June of the new CEO, Dr those experiencing difficulties
Peter Cockersell. I would like to give a special thanks due to their mental health and
here to Nesha who has epitomised the continuity and support recovery to enable
change process by serving CHT as Chief Operating people to achieve more of their
Officer under John, then as co-Chief Executive with potential and to fulfil more of
Christopher, and is now advising Peter on a consultan- their aspirations in life.”
cy basis. Nesha’s contribution in helping CHT to take
the best of its past and move bravely into the future is
greatly valued.
The broad-based biopsychosocial understanding of
mental distress, and the role of trauma, and the need
for a wider frame of reference than either psychiatry or
social care alone can offer, is something that CHT has
always proudly asserted and disseminated. We are
now entering the next phase of that, and I am confi-
dent that we can look forward to a future at the fore-
front of progressive practice in mental health.

Dr Rex Haigh MA, BM, BCh, MRCGP, FRCPsych,
MembInstGA
Chair, Board of Trustees, Community Housing and
Therapy

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“I first came across CHT CHIEF EXECUTIVE’S REPORT
some twenty or twenty-
five years ago” I first came across CHT some twenty or twenty-five years ago,
when I was working in mental health supported housing for
“Since June I have been the homelessness charity St Mungo’s and we referred some
Chief Executive at CHT. of our residents there. Since then I have trained as a Psycho-
It’s a dream job” analytic Psychotherapist, and worked as a clinician in the
NHS, the third sector and private practice; I have taught Psy-
“I have been lucky to find chodynamic Theory and Practice on University of Surrey’s
a tremendous staff team Counselling Psychology training; I spent ten years as Director
in CHT, a great senior of Health & Recovery for St Mungo’s; and I have been deeply
team, and some wonder- involved in developing and promoting the Psychologically In-
ful residents, ready to ex- formed Environments (PIE) approach.
plore change, take on
new challenges, and to And since June I have been Chief Executive at CHT. It’s a
really do their best for the dream job, even if it occasionally gives me nightmares! I am
communities they live and so pleased and honoured to be able to take on this role. I see
work in” it as a wonderful opportunity to bring my diverse skills and ex-
perience in the clinical, psychosocial and managerial fields to
bear on delivering something I really believe in: what we have
called ‘recovery communities’ - taking the best from therapeu-
tic communities (TC) and from PIE to create environments
that will enable people in severe mental distress to feel more
comfortable with themselves, find more fulfilment and enjoy-
ment in their relationships with others and with the world, and
to achieve more of their potential.

I have been lucky to find a tremendous staff team in CHT, a
great senior team, and some wonderful residents, ready to
explore change, take on new challenges, and to really do their
best for the communities they live and work in. We have al-
ready done a lot – introducing the staff and residents to PIE
and beginning to implement PIE within a TC base; restructur-
ing our staffing, with new job descriptions and terms and con-
ditions, and renewed direction and purpose; adding more clini-
cal support, with a qualified Psychologist/Psychotherapist in
each service; agreeing a set of outcome systems,

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including a system agreed by and for the residents,
and getting staff and residents trained in their use;
revising all the head office roles so as to cover bet-
ter the key areas of marketing, fundraising, ser-
vices and finance; introducing a resident newsletter
and regular resident meetings with the CEO and
senior staff; agreeing a new externally-validated
training programme; and engaging in a range of
conversations with new and old partner agencies in
the NHS, CCGs, local authorities and other volun-
tary sector bodies.

We have also managed to take what was a precar-
ious financial position (the stuff of the nightmares!)
and turn it into an improving and increasingly posi-
tive financial base for future stability. Finally, we
are well on the way to developing an ambitious but
achievable five-year plan to take CHT to the next
level, some of the highlights of which are towards
the back of this report.

I would like to thank the Trustees for giving me the
chance to be CEO, and for their excellent support;
and the managers, staff and residents of CHT for
making me feel so welcome and for working with
me towards making CHT the best option for people
experiencing severe mental distress, and for those
working with them.

This is an exciting time. As our Chair has said in
his introduction, there is a wider feel that we are
entering a period of change in mental health ser-
vices, and that relational approaches are likely to
achieve a new prominence. CHT is well-placed to
be at the forefront of that, and we are determined
and confident we can build on our already
strengthening position.

Dr Peter Cockersell

Chief Executive

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RESIDENTIAL SERVICE LOCATIONS RESIDENTIAL SERVICES

Highams Lodge Intensive 24 hour support
49-51 The Avenue
Highams Park Our CQC registered residential services provide intensive 24
London E4 9LB hour staff support. Our intensive therapeutic programme pro-
Email: [email protected] vides structure and routine and is designed to facilitate individ-
Telephone: 020 8523 4651 uals to make positive changes in their lives.

Lilias Gillies House These services typically support those who may have a histo-
169 Tollers Lane ry of multiple hospital admissions, placement breakdown,
Old Coulsdon CR5 1BJ have very complex needs and require a high level of support
Email: lili- in many aspects of their life.
[email protected]
Telephone: 01737 668 112 Each service has a dedicated fully-qualified Psychologist who
works with the Manager, staff and residents to create an indi-
Mount Lodge vidually-tailored but collective therapeutic experience. This
5 Upper Avenue supports the resident in their recovery journey in both the indi-
Eastbourne vidual and social domains in line with best psychosocial prac-
East Sussex BN21 3UY tice and the latest psycho-neuroscientific evidence.
Email:
[email protected] CHT’s Residential services are based in the following loca-
Telephone: 01323 411 312 tions:

Highams Lodge, Waltham Forest, London

Lilias Gillies House, Croydon, London

Mount Lodge, Eastbourne, East Sussex

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SUPPORTED LIVING SUPPORTED LIVING SERVICE
SERVICES
George Dooley House
Our supported living services offer two tiers of sup- 66-68 West End Road
port for adults with mental health needs who may Southall
require varying levels of support: Ealing UB1 1JL
Email:
Shared living [email protected]
Telephone: 020 7998 9880
George Dooley House is a 24 hour, supported liv-
ing service in a 6-bedded shared house. Clients Fairhall Court
have their own private rooms and access to shared 114/124 King Charles Road
facilities, including a large kitchen and dining Surbiton
room. Clients have a named key-worker who sup- Surrey KT5 8QL
ports them to manage their tenancy, and identify Email: [email protected]
and address their daily-living and psychosocial Telephone: 020 8399 3084
needs as they work towards a more satisfy-
ing interdependence through active engagement
with domestic, vocational, educational and social
activities in the house and in the community.

Independent flats

Fairhall Court offers single person self-contained
accommodation with psychotherapeutic and practi-
cal support for previous users of CHT residential
care services and for those who are not considered
to require the higher level of support that our resi-
dential care services provide. As well as individual
psychotherapy the project offers support groups,
and assistance in maintaining strategies for com-
munity inclusion, meaningful daily activities and
developing social networks. This model of support
continues the ethos of CHT which sees social in-
clusion and relational interaction as essential in a
meaningful life.

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Community Housing CHT’S MODEL OF TREATMENT
and Therapy’s model
incorporates CHT has a successful track record of operating resi-
Therapeutic dential and supported living services enabling adults
Communities and with mental health conditions to live more fulfilled
Psychologically lives.
Informed CHT's approach emphasises individual recovery with-
Environments in a social community framework, encouraging partici-
“Where relationships pation in activities inside and outside CHT housing;
are the treatment” support in maintaining and enjoying housing through
reduction of social exclusion; a focus on reflection,
CHT's programmes focus learning and self-development; and a belief in the ca-
on encouraging pacity of people to recover and to achieve more of
engagement in three their potential and more of their aspirations.
distinct, but overlapping CHT uses a model derived from therapeutic communi-
areas:- ties, incorporating the latest perspectives on Psycho-
COMMUNITY logically Informed Environments (PIEs) and a partici-
pative, democratic and developmentally informed re-
HOUSING covery approach to enable people to achieve more of
their potential and to fulfil more of their aspirations in
THERAPY life.
Each service has a dedicated fully-qualified psycholo-
gist working with the Manager, staff and clients to
create an individually-tailored but collective therapeu-
tic experience. This supports the client in their recov-
ery journey in both the individual and social domains
in line with best psychosocial practice and the latest
psycho-neuroscientific evidence.

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CHT’S MODEL OF TREATMENT

Community

We place a strong emphasis on helping clients to
engage in life outside the service, in the local
community, to promote social inclusion. This in-
cludes voluntary work, education, training courses
and social and recreational activities that help cli-
ents structure and give meaning to their day-to-
day living.

Housing

The experience of living-together in the house is
designed in line with principles of the Psychologi-
cally Informed Environment (PIE) and therapeutic
communities, within which there is strong encour-
agement to engage with others, and to take indi-
vidual and social responsibility. This includes ac-
tive participation in Community meetings, cooking,
cleaning, budgeting etc, and the therapeutic pro-
gramme.

Therapy

We offer individual therapy and a range of group
therapeutic interventions that are informed by best
practice and offered in response to clients’ need.
The clinical aim is both to enable clients to better
understand their early experiences, particularly
any traumatic experiences, as well as to find more
effective ways of managing themselves in their
interpersonal, community and social relationships.

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“CHT has been a posi- WHAT OUR RESIDENTS SAY:
tive and supportive
influence in my life.” “CHT has helped me to get published for
books on amazon, has helped me to go
“I think anyone with on holiday to Prague, Berlin and Amster-
mental health concerns dam. It helped me to move from a resi-
could do a lot a lot dential service at Dainton House to inde-
worse than be referred pendent living at Fairhall Court. Yes CHT
to CHT services” has been a positive and supportive influ-
ence in my life.”
“We all live so close to-
gether……. which has “My chancing on CHT came at a time
really helped me to when I was directionless and waiting for
make some good sup- death, it was a revelation to be treated so
portive friends” well, like a human being – this was not
always the case in this field. I've lived in
some terrible places. The fact that I had
to move on from Fairhall Court was a tre-
mendous loss to me, I don’t think I’ll ever
find anything like it again. I think anyone
with mental health concerns could do a
lot a lot worse than be referred to CHT
services.”

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“My individual therapy has helped
me. It is good to have space to
chat, a listening, non judgmental
ear and guidance to help me in
my recovery process. Another
thing that helps is living and being
part of a community. We all live so
close together, and see each oth-
er in the group everyday, which
has really helped me to make
some good supportive friends.
Lastly I think it is a good thing that
we have students with us be-
cause I can relate to them and
they are good to chat to. In my
opinion having students is a bet-
ter option to empowering support
workers or bank staff. Overall an
okay organisation to live in.”

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The aim of the 5 YEAR STRATEGIC PLAN
Trustees is to ensure
that CHT becomes a 1. Remodel CHT services using the Psychologi-
sustainable, cally Informed Environments (PIE) approach
successful, vibrant, adapted to the therapeutic community setting,
high quality provider and a therapeutic model based in relational
of therapeutic psychoanalysis and interpersonal neurobiology
communities and
therapy to people 2. To make CHT an organisation that people who
experiencing severe work in mental health really want to work for
mental health
problems including 3. To make CHT’s offer more clearly and overtly
psychosis and therapeutic, that is, to position CHT as offering
personality disor- a treatment response to mental health prob-
ders. Our 5 year lems, not just an accommodation and care re-
strategic plan will sponse
enable us to achieve
this. 4. To develop a high quality training offer that at-
tracts paying trainees from psychology, psycho-
therapy, psychiatry and other mental health
professionals external to CHT, as well as
providing a validated training for CHT employ-
ees

5. To expand CHT’s operational services in order
to provide a range of services within the frame-
work of ‘Community’, ‘Housing’, and ‘Therapy’,
and so as to more economically support a high-
er capacity centre

6. To increase resident and staff involvement in
the design and delivery of CHT’s services, and
to increase the sense of co-production of the
community and therapeutic experience

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5 YEAR STRATEGIC PLAN AIMS & OBJECTIVES

7. To ensure high levels of occupancy SAFETY AND CARE
and take-up of CHT services, and to
diversify income streams through dif- To provide safe accommodation
ferent offers to different funders, in- and professional care in psycho-
cluding social care, statutory health logically planned therapeutic en-
commissioners, and the private sec- vironments for those suffering
tor, and through charitable fundrais- from mental ill health and for the
ing, so as to lay the foundation for homeless.
long-term viability
RELATIONSHIPS & CONTAINMENT
8. To evidence and market CHT’s work
through systematic outcome monitor- To enable people with severe
ing, training, workshops and confer- mental ill health to form relation-
ences, an annual review, and the pro- ships that act as an emotional
duction of peer-reviewed journal arti- container for their distress.
cles
RECOVERY & EMPOWERMENT
9. To improve the infrastructure of CHT,
including improved information man- To support those with a diagno-
agement and information technology, sis of psychosis, personality dis-
improved operational systems, reloca- order, complex trauma or an ad-
tion of central office, and a review of diction in their recovery, and in
policies and procedures making decisions that affect
them so they may gain increas-
10. To develop and deliver a relational ing control over their lives.
therapeutic pathway for people expe-
riencing mental health problems such TRAINING & SUPERVISION
as psychosis and personality disor-
ders as an alternative to traditional To train and supervise our staff
treatment and management systems and others in the caring profes-
sions to the highest possible
standard in order to enhance
their professional development
so that they can work more ef-
fectively with those suffering
from mental ill health.

DEVELOPMENT & PARTNERSHIP

To exchange resources, co-
operate and develop networks
with others in the field both in
the UK and abroad.

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Community Housing and Therapy
Statement of financial activities (incorporating an income and expenditure account)
For the year ended 31 March 2017

Unrestricted Restricted 2017 2016
£ £ Total Total

Income from: 4,000 - £ £
Donations and legacies
Charitable activities 2,106,049 - 4,000 18,590
2,735 -
Care 2,106,049 2,136,972
Training 1,034,349 - 2,735 8,380

Profit on disposal of fixed 1,034,349 -
assets

Total income 3,147,134 - 3,147,134 2,163,942

Expenditure on: 12,940 - 12,940 20,526
Raising funds
Charitable activities 2,200,514 - 2,200,514 2,231,002
2,000
Care - 2,000 67,536
Training

Total expenditure 2,215,454 - 2,215,454 2,319,064

Net movement in funds 931,680 - 931,680 (155,122)

Reconciliation of funds: 1,489,136 220,348 1,709,484 1,864,606
Total funds brought forward 2,420,816 220,348 2,641,164 1,709,484
Total funds carried forward

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Community Housing and Therapy £ 2017 £ 2016
Balance sheet £ £
For the year ended 31 March 2017 1,367,615 257,617
349,753 3,358,861 222,286 3,700,647
Fixed assets: 479,903
Tangible assets 1,717,368 3,358,861 (310,494) 3,700,647
(1,425,411)
Current assets:
Debtors 291,956 169,409
Cash at bank and in hand
3,650,817 3,870,056
Liabilities: (1,009,653) (2,160,572)
Creditors: amounts falling due within one
year 2,641,164 1,709,484

Net current assets 2,420,816 220,348 1,489,136 220,348

Total assets less current liabilities 2,420,816 1,489,136
Creditors: amounts falling due after one year - -

Total net assets 2,641,164 1,709,484

The funds of the charity:
Restricted income funds
Unrestricted income funds:

General funds
Total unrestricted funds
Total charity funds

Approved by the trustees on 14 December 2017 and signed on their behalf by
Dominic Lowe
Treasurer

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Community Housing and Therapy (CHT)
24/ 5-6 Coda Studios
189 Munster Road
London
SW6 6AW
Tel: 020 7381 5888
Fax: 020 7610 0608
General enquiries: [email protected]
Referral enquiries: [email protected]
Website: www.cht.org.uk

Company No. 2940712 | Registered Charity No. 1040713

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