2021-01-31-accounts

.Annual Report l February 2020 31 January 2021 A Year Like No Other! Counselling and Training

TOTAL NUINBER N Nl LP CLIENTS BEGI STERI MG	VIA GP, LEiS TALH, NIEMTAL HEALT'r I SERVICE	AVERAGE TIMIE IN COUMSELL! NIG	iOTAL NU/I/IBER CARERS REFERRED BY PEOPLEPLUS
	56'
2020/21	CL'EiilTS	SESSIQI'JS	020/21
	I=ACE TO FACE	TELFPHOME	VIDEO LIM"
	812 5E55 I IJi" I5	2,045 SESSIQPJS	1,604 5ESSI0ill5
	FACETO FACE	TELEPHOMIE
		230
	5E55I/0/i! =	SE55IQIJ5

		Strategic Objectives
	1.	To build on our established strengths	by continuing			to
		offer professional long term counselling		employing
		differing modalities, with positive client		feedback
	2.	To be able to offer clients:
		(i) Assessment within one week of		first contact
		(ii) Counselling within three weeks		offirst contact
		To increase our capacity, offering:
		(i) 25%more qualified counsellor	sessions
		(ii) 25%more supervisor sessions
	4.	To have made arrangements to provide		counselling		for:
		(i) Three churches
		(ii) Three FAP's
5.		To have created a welcoming and warm		environment		at
		all centres, supported by good reception		cover, with		a
		particular focus on upgrading facilities	and working
		conditions at Gloucester
1.		To have consolidated the training team
2,		To have developed a training business	model and
		established our ability to deliver:
		(i) The Listening Skills Course
		(ii) The Foundation Course
		(iii) The Diploma Course
3.		To have an organisational training plan	which includes
		seminars
4.		To be using timely professional publicity		and promotional
		material for all CPD and training
5.		To have created affordable and accessible Listening			Skills
		Courses
		To have identified Christian trainers for	Listening Skills
		courses for churches
7.		To have consulted churches as tothe support Listening Post could provide. To have developed an off-the shelf
	training programme
8,	To have delivered six courses in churches			and other
	organisations

												Strategic Objectives
~	~	~ ~	~	~	~		~					1.To have gained level 1accreditation with "Trusted Charity"
~	~,	~	~									a quality standards frameworl& for the Charity	sector
												2. To be ready for sustained training course accreditation		with
												the BACP
												3. To conduct an annual staff and volunteer survey with
												satisfactory indicators
												4. To have an on-going three year strategic plan
												5. To be able to fund the current strategic plan
												6. To have secured retention of counsellors
												7. To have a fully staffed and adequately trained	workforce
												8. To have an operational Customer Relationship
												Management (CRM) system
	~	~										1, To be l&nown, acl&nowledged and respected professionally
	~	~, ~ I	0 ~ ~	~	~	~	~	'				for counselling and training and as a Christian within churches and the local community	organisation
												2. To have established partnership worl&ing
Ke		areas offocus				over			the	comin		12months:
				~ ~ I-		.	~					Focus
Strategic Strategic			Aim: To Objective		be a 1:	Professional				and Caring Organisation Achieve "Trusted Charity" Level 1 Accreditation,
Ta		gain leve/1		accreditation				with "Trusted
Charity" Strategic Objective 8; To have an operational						CRM		System				Source and implement a CRM (Customer Relationship Management) System to effectively tracl& Listening Post clients and streamline
												administration.
Strategic Objective 7: To have a fully staffed worl&force												Recruit to key positions i.e.Operations Manager, Clinical the organisation and ensure that people are adequately	Manager, equipped	within to
												perform their roles within the organisation.
	Strategic Strategic		Aim: To deliver Objective 5:				Counselling				that	is accessible. ... Navigate a return to in-person Counselling at all three Centres following the
	To	have created a			welcoming				and warm			Covid-19 Pandemic.
	environment at all centres,						supported				by
	good reception			cover...

CONTENTS			PAGES
Company lnfotmaiion
The Report oflhe Council of Management
Statemenl of Financial	Activities
Balance Sheet
Notes lo the Unaudited	Accounls		7 to 11
The foiforving report does not form part ofthese unaudited		accounts:
Independent Examiner's	Report lo the Council of Management

FOR THE YEAR EN	DED 31 JAN	UARY 2021
		Unrestricted funds	Restricted funds	Total funds	Prior period Totai funds	Further details See note,
Income from: Donations and legacies		60,028	66,593	126,621	54,284
Charitable activities: Training Counselling		46,311 71,243		46,311 71,243	52, 610 66,693
Other trading activities; Fundraising		3,735		3,735	6,6?6
Investments				76	129
Other					48
Total		181,393	66,593	247,986	180,440
Expenditure on; Raising funds		12,764	1,149	13,903	17,648
Charitable activities: Training Counselling		44,904 72,199	50,892	44,904 123,091	53,745 98,280
Other
Total		129,879	52,041	181,920	169,673
Net income/(expenditure)		51,514	14,552	66,066	10,767
Extraordinary items
Transfers between	funds
Net movement in funds		51,6'I 4	14,552	66,066	10,787
Reconciliation offunds: Total funds brought forward		112,005	3,000	115,006	104,238
Total funds carried	forward	163,519	17,552	181,071	115,005

- ENDFD		3 I JANUARY 2021	3 I JANUARY 2021	(continuod)
4) Expenditure on Raising		Funds		Unrestricted	Restricted	2021	2020
				Funds	Funds	Total	?ofa/
Direct costs Support costs (see note 6)				6 9,278 3,476 12,754	8 1,149 1,149	8 10,427 3,476 13,903	5 f4,088 3,560 'IT,648
6) Expenditure on Charitable			Activities
				Unrestricted	Restricted	2021	2020
a) Training & Seminars:				Fundsf	Funds 6	Total 8	Total 8
Direct staff costs Registration fees Bad Debt Write Off				18,309 8,313		18,309 8,313	26,753 9,4?0
Other Direct costs Support costs (see note b) Counselling Services.'		6)		3,149 15,133 44,904		3,149 15,133 44,904	6,754 f0,828 53,745
Direct staff costs Professional indemnity Supervision Other Direct costs Support costs (see note	insurance 6)			6,883 634 4,726 59,956 ?2,199	18,108 6&650 3,421 22713 50,892	24,991 634 6,650 8,147 82,669 123,091	38,954 634 3,400 7,407 47,885 98,280
} Analysis of Support Costs
			Raising Funds	Training Counselling		Grand Total	Basis of Allocation
Support staff costs Governance Telephone Rent & rates Heat 8 lighi Insurance Depreciation Photocopier Total Support Costs			1,385 2'I 4 1,390 87 77 323 3,476	6 9,639 71 463 29 136 323 15,133	6 42,655 12,259 4,499 18,995 934 348 1,965 1,014 82,669	52,294 18,116 4,784 20,848 934 464 2,178 1,660 101,278	By time In proportion with costs Byestimated usage By estimated usage By estimated usage Byeslimated usage Per item by use By estimated usage

)	StaffCosts and Em	loyee	Ben	efi	ts
									2021		2020
									E		E
	Wages and salaries Social securily costs Employer pension scheme		contributions						107,718 55 892 108,665		100,165 256 566 101,287
	No employee (2021:	nil) earned		E60,000 or more.			No director/trustee	received	any rernuneraiion	or
	payment ofexpenses	in the	year	(2021.nil)
	The average number	of employees			during	ihe year was:			2021		2020
									I4o,		No.
	Average number of part time staff:								28,75		19.9
	Average number of full time		equivalents,								4.25
8)	Fixed Assets						Property	Office Furniture			Total
							Improvements		& Equipment
	COST						E		E		E
	At 1 February 2020 Additions at31 January 2021						10,684 1,500 12,184		12,616 6,805 19,421		23,300 8,305 31,605
	DEPRECIATION
	At 1 February 2020 Charge for year At 31 January 2021						6,592 1,148 7,740		12,196 1,145 13,341		18,788 2,293 21,081
	NET BOOK VALUE
	Ai 31 January 2021						4,444		6,080		10,524
	Af 31January 2020						4, 092		420		4,512
9)	Debtors; Amounts	due within		one year					2021		2020
									E
	Other debtors Tax recoverable Prepayments								1,073 1,287 3,448 5,808		1,441 1,427 2,371 5,239