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

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





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





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





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





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





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





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





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