# **Listening Post** ## **Counselling** ## **&** # **2024-2025** ## **Training** # **Annual Report** ## Contents |Organisational details|3| |---|---| |Foreward from the chair|4| |Organisational Chart|5| |Strategic Plan|6| |Progress on Strategic Aims|10| |**Organisational reports**|| |Strategic report|11| |Risk register and risk management|12| |Clinical|13| |Training|23| |Operations: Systems, networking|24| |Operations: Christmas party|25| |Fundraising|26| |Finances|28| |Final word from the CEO|29| 2 ## **Listening Post Counselling Service Limited** **(Limited by guarantee and registered in the UK)** ## **Company Number** 2619615 **Charity Number** 1013442 ## **Registered Office** St Mary de Lode Church, St Mary’s Square, Gloucester, GL1 2QT **Telephone Number** 01452 383820 **Email Address** counselling@lpost.org.uk **Website** www.listeningpost.org.uk **Facebook** Listening Post Counselling **Instagram** @listeningpost_ ## **Meet Our Patrons** ## **and Trustees** ## **Patron** The Right Reverend Bishop Rachel Treweek ## **Patron** Dr David Drew ## **Patron** Nicola Bird ## **Independent Examiner** Mr Julian Owens BSc FCA, Xeinadin **Chair** Alastair Sammon ## **Chartered Accountants** ## **& Registered Auditors** 701 Stonehouse Park, Sperry Way, Stonehouse, GL10 3UT **Vice- chair** David Monument ## **Bankers** Charities Aid Foundation Bank Ltd, 25 Kings Hill Avenue, West Malling, Kent, ME19 4JQ. Redwood Bank, The Nexus Building, Broadway, Letchworth Garden City, Hertfordshire, SG6 3TA. **Treasurer** Robert Kingston **Trustee** Pauline Bayliss Jones ## **Trustee** Ron Storey Co-opted 18/4/24 ## **Trustee** Rosie Clifford Retired 16/9/24 3 ## Foreword from the Chair This has been a year of progress on many fronts. We have settled well into St Mary de Lode church in central Gloucester, where we have comfortable counselling rooms and an efficient office space. We have been delighted to recently welcome AccXel CEO, Nicola Bird as our third Listening Post Patron. An increased number of volunteer counsellors (thank you all so much!) has enabled concomitant increase in the number of counselling sessions. Concern for those waiting has made us think through and action methods of caring before counselling can begin. Installation of the new Cliniko computerised management system was a great step forward, and promises to make our administration processes more user-friendly as well as more efficient. We have added to our three traditional sites in Gloucester, Cheltenham and Stroud and now offer counselling in the Forest of Dean, and in Cornerstone Community Centre in Cheltenham. The training department has had an exceptional year with excellent results, much positive feedback from external assessors and congratulations from CPCAB - our professional body. A change in availability of Trust funds for all charities has made our finances more challenging. We have responded by continued careful sourcing of Trust and Charity funds, and at the same time planning other ways to generate income and ensure self-sustainability. We are continually grateful to our many faithful funding partners. Fostering the team and family approach for volunteers and employees has been a major concern of our remarkable CEO Linda Bullock, and we thank her and all who have worked tirelessly and very effectively with her this year. Alastair Sammon Chair of Trustees **----- Start of picture text -----**
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## Our organisation **Council of Management (Board of Trustees) Subcommittees CEO Training Fundraising Clinical Executive Operations Fundraising Manager Manager Manager Asst Manager Manager Training Communica Finance/ Admin Team tions Team Leaders IT Contract Volunteer Supervisors/ receptionists Assessors/ Contracounsellorst/ Community Volunteer Engagement counsellors Worker** ## **Our Vision** To Walk alongside the broken-hearted and restore them to fuller life **Our Values** Respect and nurture for all who come and all who serve at Listening Post Integrity and compassion, rooted in love 5 ## Our Strategic Plan: 2023-2026 ## Strategic Aim 1: To deliver counselling that is accessible, affordable, appropriate and available/ timely. Our three year Strategic Plan has been coproduced, with input from trustees, staff, volunteers and clients. It governs our strategic direction for this period of time. ## **1. Build on our established strengths by continuing to offer professional long-term counselling employing differing modalities, with positive client feedback.** ## **2. Build organisation to a capacity of 100 counsellors; min of 2 sessions/ week each:** - a. Develop support to counsellors which makes retention attractive - b. Provide incrementally more earning opportunities ## **3. Develop closer community and church integration:** - a. Pursue opportunities for counsellors embedded in community spaces - b. Take a multi-disciplinary approach to counselling by providing mutual support to community organisations. - c. Develop closer links to churches through counselling and training opportunities. ## **4. Robustly demonstrate the difference counselling makes to a client:** - a. PHQ and GAD scores consistently applied and monitored. - b. Client qualitative feedback gathered throughout process. ## **5. Offer clients:** - a. Assessment within one week of first contact - b. 95% of clients offered support within 4 weeks of first contact - c. Develop psychoeducation and personal contact to waiting list clients ## **6. Create a welcoming and warm environment** **at all centres.** **----- Start of picture text -----**
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## Strategic Aim 2: ## To deliver training in counselling ## **1. To continue to run Listening Post training courses to high professional standards with a fully resourced training team:** - a. Promote Listening Skills course and deliver it twice per year - b. Promote (Counselling and Psychotherapy Central Awarding Body (CPCAB) Level 2-3 course and deliver it annually - c. Build towards running a sustainable L4 Diploma ## **2. Provide dedicated administrative and leadership support to training team** ## **3. To deliver six short courses to Churches and Businesses per year** ## **4. To continue a CPD programme that is well advertised and attended** We have begun to consider Theory Of Change, a well known strategic tool for businesses and charities and hope to merge our strategic thinking around this format in our next strategic plan **----- Start of picture text -----**
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## Strategic Aim 3: ## To be a professional and caring organisation ## **1. Secure funding that enables the organisation to meet the current demands upon it well, to continue to develop professionally and interpersonally and to support:** - a. Appropriate staff hours - b. Appropriate staff pay - c. Increased paid counselling roles - d. Subsidised Continuous Professional Development (CPD) - e. Volunteer mileage for qualified counsellors holding a minimum of 3 clients/ week each. - f. Better access to services. ## **2. Focus on successfully managing the move to St Mary de Lode with ambitious and modern designs.** ## **3. Use the new space available at St Mary creatively and in a community spirit.** **4. Gain level 1 accreditation with "Trusted Charity" (formerly PQASSO), a quality standards framework for the Charity sector.** ## **5. Conduct annual staff and volunteer reviews.** ## **6. Conduct an annual staff and volunteer survey with satisfactory indicators.** ## **7. Have an on-going three-year strategic plan.** ## **8. Implement the CRM with minimum friction and excellent training.** ## **9. Redeploy admin hours freed by the CRM with a focus on clients and training.** ## **10. Consider how best Trustees can support:** - a. High profile members and associates to help network - b. Members and associates to more accurately reflect social representation of - Gloucestershire c. Planning and implementation of best possible methods of oversight . NX ‘,~~ 8 ## Strategic Aim 4: To enable the Church community to play a part in alleviating emotional and psychological suffering ## **1. To be known, acknowledged and respected professionally for counselling and training and as a Christian organisation within churches and the local community.** ## **2. To have established partnership working:** - a. With local churches and in the Diocese - b. With the NHS - c. With other teaching organisations - d. With local communities (Including Community Mental Health Transformation (CMHT) projects) ## **3. Equip church members to support members with mental health needs- correspondent with point 3 of ‘Deliver training in Counselling’.** ## **4. Through the fundraiser and church liaison roles, to develop and nurture contact with church members and churches through prayer-letters, financial support schemes, training courses and speaking engagements.** **----- Start of picture text -----**
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Want to be part of Strategic coproduction? Are you a former client or volunteer who is passionate about the future of Listening Post and want to be part of its shaping? Get in touch with Alice@lpost.org.uk : ## Progress on Strategic Aims ## **1. To deliver counselling that is accessible, affordable, appropriate and available/ timely.** We have scaled from 72 to 92 counsellors, with an accompanying increase in counselling sessions delivered. We have provided more earning opportunities to support our counselling team through our contracted and grant-funded projects. Community links and networking have broadened with ‘coffee and chat’ mornings, and the provision of counsellors in the Forest of Dean and in Cornerstone Community Centre in Cheltenham. Rapid first assessments of client needs have become a normal feature, with increasing holding and support measures for those waiting to be allocated to a counsellor. ## **2. To deliver training in counselling** Training staff have been stable, effective and well organised. The Diploma class is now reestablished with both excellent teachers and student results. Short courses are now available, but uptake has so far been lacking. CPD for our counsellors has been regular and well-attended. ## **3 To be a professional and caring organisation** The current Trust Funding environment means that we do not have any easy way to give significant salary increases to our employees for the remarkable work they do and the amazing commitment they show. For our volunteers there have been a lot more opportunities within the broader work of Listening Post to move into paid work. Our move to St Mary de Lode has provided a good working space, better facilities, and comfortable and warm counselling rooms. ## **4. To enable the Church community to play a part in alleviating emotional and psychological suffering** Establishing Community links and networking have broadened with the provision of counsellors in the Forest of Dean and in Cornerstone in Cheltenham. We have courses available now for teaching basic skills in counselling to churches, but so far the cost of providing this kind of training is proving higher than churches can accommodate. Alastair Sammon Strategy Group Chair **----- Start of picture text -----**
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## Organisational Reports ## Governance Strategy Group The remit of the Strategy Group is primarily forward planning. We met seven times over this year. The main themes were: ## **Three year Strategic Plan Review** We regularly assessed progress against declared aims and objectives in our organisational Strategic Plan, as per the ‘Progress On Strategic Aims’ report. ## **Waiting List** We held 10% more sessions this year than last year, but our waiting list has remained consistent. As ‘holding’ measures for our clients, we have been successful in providing a rapid initial assessment for each client. We employ a counsellor to phone clients on the waiting list as a reassurance that help is coming and to signpost to interim resources if needed. This has also helped make the allocation administratively smoother, by picking up availability changes. We now offer a client community through ‘coffee and chat’ mornings- drop ins for clients at every stage of the process: on the waitlist, in counselling and after counselling. We continue to explore other methods of supporting clients as they wait for counselling to start. ## **Customer Relationship Management System.** After scoping many different options, we decided that bespoking an off-the-shelf system, Cliniko connected to Sharepoint, managed by Alice and using the in-house IT expertise of Daniel was the most cost effective and capacitative solution for our client management. We trained our users in March and the CRM system went live in April 2024 and has been a resounding success, reducing client administration tasks by 75% and freeing up administrators to better support training and HR. It now supports reporting, invoicing, telecommunications, the waitlist and more. **----- Start of picture text -----**
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## Strategy Group contd... ## F **inancial situation and Fundraising Strategy** A slow reduction in our reserve funds continued over the year, with a year-end reserve equivalent to one third of a year’s expenditure. We already ‘work lean’, and are thrifty in all our expenditure. With the background of a trend of reluctance of Trust Funds to support counselling organisations, other possible income streams which include: A Welfare Partnership for LP, offering employee counselling to local employers Charity retail outlets – fixed and online/ETSY Marketing counselling-related courses to churches and other organisations Encouraging giving through wills and legacies Full cost recovery in all future contracts Continued lobbying of NHS to respond financially to the fact that half our clients are referred by General Practices. Alastair Sammon Chair of Strategy Group ## Risk register and risk management The Governance Review Group met four times during the year and updated the Risk Register on an ongoing basis. The updated Risk Register was presented to the Board of Trustees for approval. Robert Kingston Chair of Risk Register Group **----- Start of picture text -----**
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## Organisational Reports ## GovernClinic **a** ncel Our clinical team, comprised of counsellors and their managers, exists to meet the needs of adults in Gloucestershire experiencing emotional and psychological need who are priced out of the private counselling market with our donatewhat-you-can-afford model. The graphic above demonstrates the kinds of issues affecting the clients who come to us. ## Clinical report contd... Listening Post continues to be heavily signposted by various NHS services: 57% of our clients have been prompted to register with us through NHS staff. 14 ## Clinical report contd... ## **Management** With the continuity that several years of key clinical staff remaining in post has brought, there is a sense of growth and capacity in the team. This is reflected in the 35% increase in counsellor recruitment and retention and the 10% increase in client sessions across our centres this year. Vicki Paterson remains as Clinical Manager with Alice Wheeler in support. ## **Team Leaders** Natasha Dancy moved this year from Cheltenham Team Leader to the training team as a tutor. We want to thank her for her contribution in making the Cheltenham centre efficient, organised and finding time to refurbish several spaces during this time. She has been a key voice in Clinical Management team meetings. We have welcomed Simone Horn as team Leader at Cheltenham and she has taken the challenge of running our busiest centre with great verve and capacity. Rachel Eggleton’s calm kindness has been an essential ingredient in the Clinical Team and as she has continued to manage both the Gloucester and Stroud centres, many of our counsellors are supported through her consistent hard work. In order to support our expanded work, Miranda Baring has joined as Team Leader for the Forest Reach NHS contracted work in the Forest of Dean and for our partnership work using Cornerstones Community Centre as a satellite Cheltenham counselling centre, and has wonderfully launched these projects. ## **CPD** The centre point of our CPD programme remains our highly popular Margaret Landale training, this year doing 3 day-long sessions on trauma and a 2 day programme on Mindfulness. **----- Start of picture text -----**
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_We are fortunate to have Listening Post in Gloucestershire. It is an excellent, professional and caring organisation that always tries to do the best for its clients. Client quote, shared with permission_ | ## Clinical report contd... ## C **ounselling Team** Our counselling team is phenomenal. Since roles are voluntary or paid below market sector average, we know that counsellors working with us are here because they care passionately about the work we do in offering counselling to those who could otherwise not afford it, and enjoy being part of a counselling community. We wish to extend a heartfelt thanks to our volunteers, bank initiative (self-employed) counsellors, counsellors seeing our most complex clients, those on the Forest Reach initiative seeing clients with Serious Mental Illness referred by the NHS and finally counsellors who work with Gloucestershire Carers on the PeoplePlus contract. We exist as a charity because of the care you pour out to each client in each of the 6,361 sessions we held last year. _My therapy through the Listening Post was a game changer for me... The sessions were always a great comfort to me and provided a safe space. There was never a time when I considered the sessions as a tick box exercise and always felt that the therapist was totally focused on my experiences and how I was feeling at any given time. I cannot thank you enough for giving me this opportunity to use the Listening Post and I will always consider it to be a privilege to recommend this service to anyone who needs it. Client quote, shared with permission_ 16 ## Clinical report contd... This statistical report features the key quantitative measures of our counselling output over the year February 2024- January 2025. Clinical change is assessed using PHQ-9 and GAD-7, the NHS outcome measures for depression and anxiety, alongside qualitative feedback which are shown visually later in the report. Since the implementation of our new CRM system, we now ask additional wellbeing questions and conduct follow-ups. We will have collected sufficient client data in 2025-2026 to report on these new measures. Counselling Sessions Run perYear **10,525 people helped since 1991** [== **106,711 sessions run since 1991** ] **431** **new people helped this year** **6,361 sessions run this year** 17 ## Clinical report contd... The following data has been gathered from clients who ended in the year with at least two completed sets of data. In each case, their earliest set of data was compared with the most recent. In total, this produced 158 clients with GAD/PHQ data for the 2024-25 year **18.6 £24.75 £12.22 76.5% average cost of Average of sessions sessions/ a regular client take place face client session donation to face** **----- Start of picture text -----**
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_Thank you, this service came at a time of great need for me. My counsellor was perfectly matched to my needs and I am so grateful to her for her support_ _Client feedback, shared with permission_ ## Clinical report contd... ## C **ounselling Projects** ## **People Plus** In September 2019 Listening Post were sub-contracted, by PeoplePlus, to provide counselling services to unpaid carers within Gloucestershire. Following negotiations, in 2023, the contract was extended for a further 2 years. Between 1 February 2024 and 31 January 2025, 159 carers were referred for counselling and offered a course of 6 free counselling sessions, extending to 12 if needed. Carers can also be transferred to our core service if they need to continue their counselling work. The reporting tools we use to measure these outcomes are the PHQ-9, a measure for depression, and the GAD7, a measure for anxiety disorders. These tools are used within the NHS. **----- Start of picture text -----**
1146 159 81%
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carer carers decreased
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## **Partnering with Cornerstone Community Centre** Listening Post, at the request of Cornerstones, has this year, embedded counsellors for 2 days/ week in their centre. It has proved to be a positive resource for the local community. Alison, the manager, puts a great deal of time and energy into building trust and strong connections with the individuals who are in need of support in the area. As a result, she is able to encourage individuals into counselling who would otherwise feel too overwhelmed and intimidated by the usual sign-up channels. This has allowed Listening Post to access clients who would otherwise not get past the registration process, whilst also offering very real support to the Cornerstone Centre with accessible and **----- Start of picture text -----**
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affordable counselling sessions in a safe and known environment. The demand is high, with an ongoing waitlist and space for additional volunteer counsellors. ## Clinical report contd... ## **Bank Clients** Our Bank (self-employed counsellor) initiative has increased the number of sessions we can hold year on year. Clients who can pay £30 or more pay for sessions run privately, at reduced cost, by counsellors who are also volunteering with us. **----- Start of picture text -----**
1182 £45.99 £37.46
Bank client cost per average
sessions bank bank client
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## **Forest REACH** We have pioneered a community model of counselling through an NHS funded project in the Forest of Dean, where the Local Care Partnership (LCP) in the Forest refers clients with serious mental illness (SMI) to Listening Post, and each client is engaged with by our Community Engagement Worker, for extra support and signposting in addition to receiving counselling. This service is much needed in the Forest, with a large volume of people in need of long-term psychotherapeutic support and without easy access to transport or funds. Safeguarding and protocol have been key factors due to the SMI categorisation of the clients. The majority have responded positively to the offering and several have referred to their sessions as a "lifeline" that has brought them hope, clarity and better coping strategies. Overall, clients are prioritising their counselling sessions even in the face of logistical challenges, and speak highly of their experience. The service, according to the LCP, is providing much needed relief to the existing support workers in the Forest who can offer practical support in terms of housing, benefits and activities but limited psychological support, which is at the centre of the issues. The stats below refer up to the end of report **----- Start of picture text -----**
ie, 31st January 2025.
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**125 60 Community Forest Engagement Reach sessions sessions** ## Clinical report contd... Listening Post uses the outcome measures for depression and anxiety used by the NHS. Since the implementation of our new CRM in April 2024, we are collating wellbeing measures and following up long term outcomes. These stats will become available in the 2025- 2026 reporting year. PHQ-9 is a measure for depression. GAD-7 is a measure for anxiety disorders, a score of 10 or above warrants active treatment. The data has been gathered from clients who have closed with a final session in the year with at least two completed sets of data. In each case, their earliest set of data (green bar) was compared with the most recent (yellow bar). In total, this produced 158 clients with GAD/PHQ data for the 2024-25 year. **----- Start of picture text -----**
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## Clinical report contd... **109 out of 158 clients had a reduction in PHQ score.** **102 out of 158 clients had a reduction in GAD score.** 22 ## Organisational reports ## Training ## **Listening Post counselling training** ## **CPD** ‘Working with Trauma’ 3 day workshop with Margaret Landale. ## **Foundation Course in Counselling Skills and Studies (CPCAB L2 & L3)** Using Art Therapy in counselling practice with USW Art Psychotherapy tutor, Joanne Kelly L2 Course commenced 15th September 2024, ended 25th January 2025 Tutors—Jill Evans and Natasha Dancy Refreshers on safeguarding and note taking with Vicki Paterson 8 students completed and gained their L2 Qualification Creative Day with Vicki Paterson L3 Course commenced 28th January 2024, - ongoing Tutors—Jill Evans and Natasha Dancy 12 students are taking this course ## **Diploma Course in Therapeutic Counselling (CPCAB L4)** Year 1 commenced 12th September 2024 - ongoing Tutors—Jill Evans and Fiona Hall 12 students are taking this course. 23 ## Organisational reports ## Operations: Networking, systems ## **Networking** Over the past year, our CEO, Linda Bullock has actively engaged in networking efforts to strengthen our charity in an increasingly challenging sector. With funding pressures, rising demand for services, and ever-changing landscapes, collaboration has become more essential than ever. By attending events and working closely with like-minded organisations, such as Gloucestershire Counselling Service, Linda has helped to build relationships that make a real difference. These connections have led to new opportunities, such as Forest REACH, shared resources, our new base at Cornerstone, and collective problem-solving - proving that we can achieve far more together than if we go it alone. Here are just a few of Linda’s connections this year: NHS and Voluntary Sector Mental Health Collaboration events, Re-think Mental Health and Wellbeing events, Community of Practice meetings organised by FVAF in the Forest of Dean, NHS Recovery Team Meetings, Gloucester Know Your Patch meetings. In a time of uncertainty, the value of unity and cooperation cannot be overstated. ## **Systems** In addition to a very successful launch of our CRM system, Cliniko as described in the Strategic Report, we have also selected and launched BrightHR, our first ever HR management system. Due to an excellent reputation for nurturing and developing our counsellors in a supported environment, we recruit upwards of 30 staff and volunteers a year; this is a much needed step of administrative progress. We have also launched the use of Donorfy, a fundraising platform; this consolidation of records and clear pipeline will build our fundraising capacity in the future. _When I first came to Listening Post I... was yoyo-ing in and out of NHS mental health services. Having weekly counselling... gave me consistency, a place I could bring my emotions to process which meant over time I didn’t hold them so tightly between sessions... It feels like I’ve made huge strides forward._ **----- Start of picture text -----**
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_Forest REACH client quote, reproduced with permission_ ## Operations: Patron appointment On 31st January 2025 Listening Post Counselling Service appointed a new Patron – Nicola Bird, Founder and CEO of AccXel Construction School and Chief Operating Officer of KW Bell Group. Nicola is a multiple award-winning entrepreneur and an influential public figure with a reputation for developing people and organisations and promoting change. These characteristics combined with her resilient, can-do approach are truly welcome assets to Listening Post where we experience the funding pressure hitting the Charity Sector and face the continually increasing demand for accessible mental health support services. The Trustees, staff and volunteers are delighted to welcome Nicola to the Listening Post Team: _I’m truly honoured that you’ve chosen me for this role… The decision was an absolute nobrainer – I was genuinely moved by the amazing work the charity does. I hope I can live up to your expectations and bring as much value to the Charity as possible._ ## _Nicola Bird_ _CEO AccXel Construction school and CEO KW Bell Group_ 25 ## Operations: Opening by the Bishop On Friday, 19th April 2024, the Rt Revd the Lord Bishop of Gloucester, Rachel Treweek, who is a Patron of Listening Post, officially opened the new Gloucester centre, saying “that within this season of Spring and Easter, of resurrection, wholeness and hope, it feels an appropriate time to be officially opening Listening Post at St Mary de Lode. When people come to Listening Post to be listened to, carrying their stories, may they find hope and restoration”. Supporters of the charity gathered to celebrate the occasion and expressed their appreciation for the comfortable counselling rooms and welcoming atmosphere. 26 ## Operations: Christmas party As usual, we celebrated Christmas at Listening Post together, this time christening our tenure at St Mary de Lode with a joint celebration in Gloucester; we responded to the many requests to do the mulled wine properly, and upped the ante with alcoholic as well as nonalcoholic options! **----- Start of picture text -----**
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## Organisational Reports ## Fundraising It was a year of change in our fundraising department. In June, we said a reluctant farewell to our Fundraising Manager, Jo Patrick, as her husband’s work relocated her and her family to the United States. Until the end, Jo continued to bring about significant, proactive shifts in our strategic thinking, in light of the financial challenges to the voluntary sector. Jo has been foundational in spearheading our impact measurement and increasing our visibility in front of statutory funding opportunities. In February, we were successfully awarded £35,000 from the ICB’s Community Mental Health Transformation grant programme to begin Forest REACH as described in the Clinical report. Following the client feedback forum designed to help co-produce our service in the previous reporting year, we have implemented several key changes. Amongst them, we are immensely grateful to Sylvanus Lysons Charity for their two-year grant award of £12,000 to kickstart the coffee mornings identified by clients as an opportunity to speak with others who ‘get it’, and to employ a counsellor to speak to clients on the waitlist, so they know we haven’t forgotten them! We have continued to utilise the financial support package awarded to us from Benefact Trust and Barnwood Trust in 2023 to implement important digital CRM and HR infrastructure to optimise our record keeping, client management, and data reporting, which this year has included a move towards fundraising CRM, Donorfy. In Jo’s absence, we contracted a freelance grant writer to sustain our application output to new and existing trusts and foundations between June and December, whilst recruiting for Jo’s replacement. Our new Fundraising Manager, Rachel Cross, officially joined us at the beginning of November 2024. As a local resident and fundraising professional with lived experience of counselling, Rachel has easily slotted in to the organisation’s ethos and hit the ground running with our CRM migration, identifying new funding prospects, improving our records management, and working alongside the Strategy Group to problem-solve and think creatively about our income generation. 28 ## Fundraising contd... As ever, our most grateful thanks go to the many charitable trusts, individuals, friends, members, and local organisations who have supported us so generously with their time, donations, and gifts in-kind during this financial year. Thank you to each and every person and group who has contributed to us to meet the incredible and increasing demand for accessible, evidence-based mental health services in Gloucestershire. Rachel Cross Fundraising Manager **Charitable Trusts & Companies £52,304** Sylvanus Lysons Gloucestershire Community Foundation Stroud Hospital League of Friends Barnwood Trust Langtree Trust Hilaros Charitable Trust Midcounties Co-op Ecclesiastical Insurance Spirax Sarco Engineering Plc Statutory Project Funding - £45,000 Forest of Dean District Council Gloucestershire NHS **Churches £2,143** St Marks Methodist, Cheltenham Highbury Congregational Church St James the Great, Cranham Mariners Church St Andrews, Churchdown **Other Voluntary Income General Donations £15,955.83** 29 Friends and Members - £11,301.70 Legacies - £619.73 Fundraising (Events, Collections, etc) - £696.57 Gift Aid - £2,774.16 ## Finances Income rose by 5.7% compared to last year, to £337,413. Counselling-related income saw a 12.3% increase, and donations increased by 6%, though income from fundraising and training both fell compared to last year. Expenditure also rose, with a 6.1% increase to £346,395. this has left us with using reserves of £8,982. ## **Unrestricted Funds** In the Financial Year ending 31 January 2025 Unrestricted Funds amounted to £140,648. ## **Restricted Funds** In the Financial Year ending 31 January 2025 Restricted Funds amounted to £45,459. ## **Monies Available** The general reserves fell from £155,106 to £140,648. Less the tangible fixed assets, this leaves us with free reserves of £123,602 at the end of the year. Our reserves policy is that general funds not committed or invested in tangible fixed assets held by the charity (‘free reserves’) should be between 4 and 6 months of the planned operational expenditure. The Trustees may hold further amounts in reserves as a general contingency or for designated capital or exceptional expenditure. Expenditure for the year commencing 1 February 2025 is estimated to be £397,547, though this includes the remainder of projects for which restricted funds have been earmarked, totalling £24,082. Without these projects the budgeted expenditure for running costs is therefore £373,465, and thus our free reserves are just 4 months of those running costs. The trustees are actively monitoring the position and looking at increasing our income from both operations and fundraising. Daniel Whisson Finance and IT Officer **----- Start of picture text -----**
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## Finances contd Financial details are detailed in the finance and fundraising reports. It has been another year in a challenging financial environment for Listening Post, as it has been for many Charities. While many charities are cutting back, making large numbers of staff redundant, and some charities have closed, the achievement of the financial results and the increasing number of people helped are a tribute to the hard work and the professionalism of the people we have at Listening Post. Going forward we are continuing our fundraising efforts with Rachel now in post and we are also 31 looking to diversify our sources of income, so we can continue to provide professional counselling to those who need it but are unable to afford to pay the full cost. Robert Kingston, Treasurer ## Final word from the CEO As we bring this year to a close, I am struck by the strength and resilience of this organisation - qualities that have defined Listening Post in a year that has challenged charities across the country. In many ways, Listening Post this year has felt like a lighthouse in a storm. The seas have been rough: rising demand for mental health support, economic pressures, and a shrinking funding landscape. Yet through it all, our fantastic team has stood firm - calm, steadfast, and quietly guiding people toward safety. Some of the people we’ve supported this year have described our services as a “lifeline,” and that is exactly what we aim to be: a constant light of hope, particularly when the world feels dark and disorienting. We delivered more counselling sessions than ever before, thanks to the dedication of our growing team of counsellors guided and held by our strong Clinical management team and clinical supervisors. Projects like Forest REACH counselling in Cornerstone Community Centre, Cheltenham, have extended our reach to people who might otherwise never receive support. The number of sessions we have delivered has increased by 10%, our assessment wait time is still very low, clients are usually offered a session within a week. Gaining funding for the new initiatives of monthly coffee and chat mornings, and a counsellor paid to call clients on the waitlist have ensured that those waiting for their counselling to start are still seen, heard, and cared for. We also implemented major structural improvements, most notably launching our new Client Management System, Cliniko. This was no small feat, and I want to acknowledge the perseverance of Daniel Whisson (Finance & IT Officer) and Alice Wheeler (Executive Assistant) in developing it and seeing it through, and of course, all of our Counsellors who are using it on a daily basis. Behind the scenes, we are building an organisation that is not only responsive today but sustainable tomorrow. 32 ## Final word from the CEO contd... Financially, it has been a testing year. We ended the year with a deficit of £8,982, despite increasing our income and working as leanly as possible. It’s a testament to the professionalism and commitment of our staff and volunteers that, while other charities have closed or significantly cut back, we have held the line - and even grown. I want to extend special thanks to Jo Patrick (Fundraising Manager between May 2023June 2024) for laying a strong foundation in fundraising, and to Rachel Cross, our new Fundraising and Communications Manager, who has quickly become an invaluable part of our future. The Strategy Group has completed a vital cycle of forward planning, and its work will in the future be carried forward through a new sub-committee structure which will enable our team of skilled and dedicated Trustees the opportunity to work more closely with key staff. Our Strategic Plan 2023 - 2026 remains our roadmap, keeping us focused on the four pillars of our work: high-quality counselling, excellent training, deepening community connections, and strengthening our identity as a professional and caring organisation. We are mindful of the road ahead. Demand will not diminish, and funding will remain a challenge. But we remain faithful and courageous in our endeavours as we look to make Listening Post secure by exploring new income streams - from legacy giving to business partnerships. And so, like a lighthouse keeper who keeps the lamp burning through wind and wave, we will continue to stand watch, offering reassurance and direction to those navigating life’s hardest moments. To every volunteer, supporter, staff member, funder and partner - thank you. Your belief in us and support is what makes this work possible. As we look to the year ahead, we remain as committed as ever to ensuring that anyone in Gloucestershire who needs to be heard, supported, and helped to heal, will find that Listening Post is here for them. With sincere gratitude, Linda Bullock Chief Executive Officer **----- Start of picture text -----**
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Compiny Numbir.. 02619615 R•gl$tsred Ch•rity.. 1Ut3142 LISTENING POST COUNSELLING SERVICE LIMtTED (L￿￿1@a by￿j￿lee) Atr4NUNL REPORfAND VNAVDITEDACCOUNTS 31 JANUARY 202$ LISTENING POST COUNSELLING SER￿cE UMtTED ANNUAL REPORT AND UP4AUDJTEO ACCOVIITS FOR THE YEAR ENOEO 31 JANUARY2Q25 ONIEHfs PAGES Notes lolhv UraKWAccmnls 71010 LISTENING POST COUNSELLING SERVICE LIMITED ANNUAL REPORT AND UNAUDITED ACCOUNTS FOR THE YEAR ENDED 31 JANUARY 2025 CHARITY AND COMPANY INFORMATION COMPANY NUMBER 02619615 CHARITY NUMBER 1013442 PATRONS Mrs Nicola Bird Dr David Drew The Right Reverend Rachel Treweek CHIEF EXECUTIVE Mrs L Bullock COUNCIL OF MANAGEMENT Ms P Bayliss-Jones Mr R D l(ngston Mr D Monument Dr A M Sammon Ichairpersonl Mr R G Storey TREASURER Mr R D King51on COMPANY SECRETARY Miss A E Wheeler REGISTERED OFFICE Sl Mary de Lode Church St Marys Square GLOUCESTER GL12QT INDEPENDENT EXAMINER Mr J Owens BS¢ FCA Xeinadin 701 Stonehouse Park Sperry Vvay STONEHOUSE Glou¢estershire GL10 3UT BANKERS CAF Bank Ltd 25 Kings Hill Avenue West Malling Kent ME19 4JQ Page 3 LISTENING POST COUNSELUNG SERVICE LIMTTED ANNUAL REPORT AND UNAUDITED ACCOUNTS FOR THE YEAR ENDED 31 JANUARY 2025 THE REPORT OF THE COUNCIL OF MANAGEMENT The Council of Management. who are the directors of the company and trustees of the charity. present their annual repurt wtth the unaudited acwunts ofthe company for the year ended 31 January 2025. The trustees have adopted (he provisions of Accounb"ng and Reporb"ng by Charities . Slalemenl ol ReGornmended Practice applicable to charities in accordance wlh the Financial Reporting St8ndard applicable in the UK and Republic of Ireland IFRS 1021 leffecbve 1 January 20191. CONSTITUTION AND OBJECTFVES OF THE CHARI Listening Post Is a cornpany lirnited by guarantee and govemed by its Memorandum and Athdes of Association and is a registered charity. The objects of the company, as slated in its Memorandum and Articles of Association I￿viSed in 2016). is the relief of distress in Christian and non-Chri51ian adults with emotional and psychological problems in suth ways as the Council of Management may think fit and particularly by.. Training and educating local Christians and nofvchristtans in COLJnselling and related subject areas, providing coun5elling and related services within a Christian ethos and following Christian printiples_ This ¢onlinue5 to be carried outwilhin Gloucester. Cheltenham and Slroud. ORGANISATION OF THE CHARITY The charty is managed by the Council of Management and a Diredor of Service WEtt) a laige team of volunteers without whom it would not be able to opeiale as effectively. COUNCIL OF MANAGEMENT IDIRECTORSI The dire¢iors who served the Company during the yearwere as follows.. Mrs S M Appleton (resigned May 2024} Ms P Baylis5-Jones Mrs R E Clifford Ireslgned September 20241 Mr R D lfjngslon Mr D Monument DIA M Sammon Mr R G Storey {appointed April 20241 The directors are appointed in accordance wth paragraphs 24 10 32 of the Arb"des of Assoaation. Signed on behalf of the CounGil of Management on.........._- Dr A M Sammon Chairperson Page 4 LISTENING POST COUNSELLING SERVICE LIMITED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 JANUARY 2025 Unrestricted funds Restricted funds Total PriorperiTod funds Totsl funds Further details See note.. Income from: Donations and legacies 67,694 34.961 102.655 96.850 Charitable activilie5.' Training Counselling 33.300 195.598 33,300 195,598 40.440 174,171 Other trading activities: Fundraising 697 697 3.390 Investments 4,942 4.942 4.257 Other 221 22q 87 Total 302,4S2 34,961 337.413 319. 195 Expendlture on: Raising fLtnds 30,546 30,546 29.409 Charitable activities: Training Counselling 50.803 235.560 50,803 265.046 45,423 251.604 29.486 Other Total 316,909 29,486 346,395 326,436 Net incomellexpenditurel 14.4571 5.475 18.982 (7.241) Extraordinary items Transfers between funds Net movement in funds 14,457 5.475 8.982} (7,241) Reconciliation of funds: Total funds brought forward 155.105 39.984 195.089 202,330 Total funds carried forward 140.648 45.459 186,107 195,089 The notes on pages 7 to 10 fomi part of these accounts Page 5 LISTENING POST COUNSELLING SERVICE LIMITED BALANCE SHEET AT 31 JANUARY 2025 Note Unrestricted Funds Restricted Funds 2025 Total 2024 Total Fixed Assets: Tangible fixed assets 17.045 17,045 22,328 Current Assets: Debtors Cash al bank and in hand 10.822 158,592 169,414 10,822 204.052 214,874 16,406 182,791 198,597 45.460 45,460 Liabilities: Creditors.. Amounts falling due within 10 one year 45,812 45,812 25.836 Net Current Assets 123,602 45.460 169.062 172,761 Total Assets Less Current Llabilities 140,647 45.460 186,107 195,089 Total Net Assets 140,647 45,460 186,107 195,089 Funds: General Funds Restricted income fvnd 140,648 45,459 186,107 155, 106 39, 983 795,089 11 Total charity funds The charitable company is entitled to exemption from audit under Section 4T7 of the Companies Act 2006 for the year ended 31 January 2025. The members have not required the charitable company to obtain an audit of ils financial statements for the year ended 31 January 2025 in accordance with Section 476 of the Companies Act 2006. The trustees acknowledge their responsibility for ensuring that the company keeps proper accountr'ng records which comply with Sections 386 and 387of the Act. and for preparing accounts which give a true and fair view of the stale of affairs of the company a5 at the end of the financial year and of it5 surplus or deficit for the financial year in accordance wth the requirements of Sections 394 and 395, and which olhetwise comply with the requirements of the Companies Act 2006 relatin9 to accounts. so far as applicable to the cornpany. These financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small charitable companies. These accounts were approved by the Council of ManageTnent on . behalf by.. and are signed on their Dr A M Sammon Chairperson Mr R D Kingston Treasurer The notes on pages 7 to 10 form part of these accounts Page 6 LISTENING POST COUNSELLING SERVICE UMITED NOTES TO THE UNAUOITED ACCOUNTS FOR THE YEAR ENDED 31 JANUARY 2025 11 ACCOUNTING AND RESERVES POLICIES Basis of accountlng The financial statements of the charitable company have been prepared in ac￿rdance with the Charitie5 SORP IFRS 1021 Accounting and Reporting by Charibes '. Statement of Recommended Piactice applicable to chartties pieparing theli accounts in accordance vAlh the Financial Reporbng Standard applicab￿ IFRS 1021 (effective 1 January 20191 and Companie5 Act 2006. The financial statements have been prepared under historical cost convention. Cash flow ststement The charity has taken advantage ofthe disdosure exempb"on. as pewmFtted by FRS 102. the requirements of Seclton 7 Statement ol Cash Flows. DonatTons Income from donations rep￿sentS income re￿Nable during the year Trnduding estimated arnounts not yet received where Ihese can be delemiined wth reasonable accuracy. Gifts in kind are recognised as incoming ￿soUrceS at a reasonable estimate of Iheir value io the charity as required by the StalemeTrl of Recommended Practice- Accounb"ng by Charit￿5. Tangible fixed assets Tangible fixed assets are induded at cosl less an appfopriate provisitsn lor depreaation. Depreciation Depreciation 15 calculated 50 as to write off the c05t of each asset over its estimated lrfe as follow5.. Propety improvements offi￿ fumiture and equipment 20% straight line 20% Stra￿h1 line Support costs Support costs include cenlral lynctiorts and have been allocated lo a¢tÈvty costs categor￿$ on a ba515 consistent wth the use of the resource5. e.g. staff cost5 are allocated by time 5penL property costs by floor space and other costs. such as te￿phone, by apportioned esb"mate. Reseryes In 5etbng the level of the re8erve5 the Twstees tske acxxjunt of the guidan￿ issued by the Charity Commission. Listening Post provides counselling lo adults in emob.onal di%tsess. and training for couTr5ellor5. Due to the time involved with these activities and the irnportan￿ ol continuity for its clients ￿$tenIng Post hokls uncornmitted reseryes at a Eevel surricient lo maintain its servKes in the event of a ￿uCtIon in income. The policy is that the unre51ricled or general funds not committed or invesled in tangible fixed assets by the charity {free r2serves'l should be between 4 and 6 month5 of the planned operational expenditure. The Trustees may hold further amoun in reserves as a general contr"ngen¢y or for designated capital or exr*ptional expendilure. At 31 January 2025 the f￿e reserve5 stood at just 4 rnonths and the trustees are actively monitoring the posifj"on. 21 Income From Donations. Grants arhd Legacles Unrestrtcted Restricted Funds Funds 2025 Total 2024 Total Donations Trusts 32,794 34.900 67,694 32.794 69,861 102,655 22,300 74,550 96,850 34,961 34,961 Page 7 LISTENIMG POST COUNSELLING SERVICE LIMITED NOTES TO THE UNAUDITED ACCOLINTS FOR THE YEAR EI4DED 31 JANUARY 2025 IcontiAuÈdl 31 Income from Charitable Activitles Unrestricted Restricted Funds Funds 2025 Total 2024 Total al Training & S8minar5: Training Courses Training Serninars 30.700 2,600 33,300 30,700 2.600 33.300 39,200 1,240 40.440 bl Counselling Services.. Ctsunselling Placement PAlrnini5tration Fees Counselling Charged Clients Coun5elling Client Donations Counselling ClientAs5e5sment Booking Fees Supervision Fee5 1,646 102.457 63,306 .477 21,712 195.598 1,646 102.457 63,306 6.477 21,712 195,598 1, 125 79,015 67.728 7.146 19. 157 IT4.171 41 Expenditure on Raislng Funds Unrestrocted Restrlcted Funds FLEnd5 2025 Total 2024 Total Direct costs Support costs Isee note 61 28.215 2,331 30,546 28.215 2,331 30,546 24,425 4,984 29,409 51 ExpenditLSre on Charitable Activities Unrestricted Restricted Funds Funds 2025 Total 2024 Totsl al Training & semina￿.. Dliect starf costs Registration fees Other Direct costs Support Costs Isee note 61 24.898 6,298 11.829 7.778 50.803 24.898 6.298 11.829 7.778 50.803 25,221 7.327 6.291 6,584 45,423 bl Counselling Services: Direct staff costs Professional inrjernnity insurance Gonlracted Counsellor5 Contracted Supervision Supervision other D1￿ct cosls Support ry)sts1seè noie 61 124.215 1.200 18.128 12,400 25,816 23.914 29,B87 235,560 12.667 136,8B2 1.200 27,090 12,41JO 25.816 27,251 34,407 265.046 138,649 1,200 9,987 11,820 24. 143 9.531 56.274 251,6Q4 8.962 3.337 4.520 29.486 61 Analysis of Support Costs Raislng Funds Training Counsellin9 Grand Total Basis of Allocation Support staff costs Govemance Telephone Rent & rates Heat & light Insurance Oeprecialion Photocopier Totsl Support Costs 207 I,D92 270 352 46 97 4.816 1,895 507 117 77 33 66 267 7.778 9,216 9.397 2,36S 4.809 1,382 390 6.011 837 34.407 14.239 12,384 3,142 5,278 1,505 S20 6.077 1.371 44.516 By time In proportion with ¢D&Is By estimated usage By e5timatecl usage By estimated usage By estimated usag Per ilern by use By estimated usage 267 2.331 Page 8 LISTENING POST COUNSELLING SERVICE UMITED NOTES TO THE UNAUDITED ACCOUNTS FOR THE YEAR ENDED 31 JANUARY 2025 Icontlnuedl 71 Staff Costs and Employee Benefiis 2025 2024 Wage5 and salarie5 Social security costs Employer p8n5ion 5cherne contribution5 201.307 1,894 2,078 205,279 204,321 1,875 208, 196 No ernployee12025". nill eamed £60,000 or more. No directorltrustee teceived any rernuneration or payment of expenses Irs the year12025". nill Th8 average number of employees during the yearwas= 2025 2024 No. 36.1 Average number ol part lime staffr. 30.8 Average number of lull time equivalents.. 81 Tangible Fixed Assets Property Improvernents Office Fumiture & Equipm•nt Total COST Al l February 2024 Additions Disposals at 31 January 2025 33,130 22,635 794 3.793 19.636 55.765 794 3.793 52.766 33.130 DEPRECIATION At l February 2024 Disposals Charge lor year At 31 January 2025 12,772 20,665 13,793} 903 17.775 33.437 13.793} 6.077 35,721 5.174 17.946 NET BOOK VALUE At 31 January 2025 1S,184 1.861 17,045 At31 Jantsary 2024 20.358 1.970 22,328 91 Debtors.. Amounts due within one year 2025 2024 Other Debtors Gift Aid Claim Prepayments Student Debtors 2.652 1,390 6.780 11,150 1. 187 4.069 f 0.822 16,406 Page 9 LISTENING POST COUNSELLING SERVICE LIMITED NOTES TO THE LINAUDITED ACCOUNTS FOR THE YEAR ENDED 31 JANUARY 2025 Icontinuedl 101 Creditor5.' Arnount5 falling due within one year 2025 2024 Trade Creditors Advance Training Fees Taxation. Pension and Soual Security NHS Creditor Accrua15 5,653 6.010 2.368 30.397 1.384 45.812 4.822 1,257 1.525 16,558 1.674 25.836 11) Restricted Funds Balance al Incoming 31 January 2024 Re50Ltrces Outgoing Resources Balance at 31 January 2025 Stroud Refurbishment Imrs Wlnklemanl CRM system IBenefactl CRM System IBarnwood Twsti High Severity Client5 (Anchor) Clients who Pay £5 and Under IGCFI Complex OT Aged 18-25 Clients (High Sheriffj Farnily Therapy in the Forest ISLC_ FODCI Stroud Centre ISLOFI Coffe & Chat & Check.Ins ISyl¥anvs Lyson$} Forest REACH INHSI Total 60 21,514 14.000 1.435 1.030 1.945 60 8,485 13,029 14.000 1.435 1.030 10.000 10,000 6.000 8.951 34.961 10,000 5,811 2.619 4,189 3,381 8.961 29.486 39.984 Stroud RefuTbi5hment A grant was oblaine¢J towat