# **Listening Post Counselling & 2025-2026 Training Annual Report** ## Contents |Organisational Details|3| |---|---| |Foreword from the Chair|4| |Our Organisation|6| |Our Strategic Plan 2023-2026|7| |Our Progress on Strategic Aims|11| |**Governance**|| |- Strategy Group Report|12| |- People Sub-Committee Report|12| |- Networking Sub-Committee Report|14| |- Review of Risks|14| |**Organisational Reports**|| |- Clinical|15| |- Training|23| |- Fundraising|24| |- Finance|27| |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_ ## **Independent Examiner** Mr Julian Owens BSc FCA, Xeinadin ## **Chartered Accountants & Registered Auditors** 701 Stonehouse Park, Sperry Way, Stonehouse, GL10 3UT ## **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. ## **Meet Our Patrons** ## **and Trustees...** ## **Patron** The Right Reverend Bishop Rachel Treweek ## **Patron** Dr David Drew ## **Patron** Nicola Bird **Chair** Alastair Sammon ## **Trustee** David Monument **Treasurer** Robert Kingston ## **Trustee** Pauline Bayliss Jones ## **Trustee** Ron Storey ## **Trustee** Tony Solomon Appointed: 21.07.2025 3 ## **Foreword from the Chair** Another busy and successful year. Our provision of counselling has once again expanded with more counselling sessions given by more counsellors - now over 100 volunteer counsellors. They are so greatly appreciated by their clients and by Listening Post! There has also been a rise in the number of clients coming to us, and we have continued to offer regular contact with them as they wait for an appropriate counsellor to become available. Accessing the funds we need to continue the service has occupied much thought and effort. Maintaining and widening our income sources is increasingly important, as priorities for trust funds that have helped us in the past are moving away from counselling. The Welfare Partnership, currently being trialled, and due for full launch in 2026, will see Listening Post offering counselling services to local businesses. It is a way for us to generate income to help support our work with those who are disadvantaged. This year we have benefitted greatly from funding from The Barnwood Trust, a local trust concerned for disability and mental health in Gloucestershire. Their generous partnership and funding will allow us to plan wisely for the next three years. This involves developing new income streams, and has made it possible to ensure that Listening Post employees receive at least the ‘Real Living Wage’. We are grateful to all who have helped us financially this year – Trust Funds, Churches, Organisations and individual fundraisers. We have taken the first steps to bring our Memorandums and Articles (Listening Post’s governing document) under review. It is now 35 years old. The proposals will be ready to come to the AGM in 2026 as we celebrate our 35th Birthday. Amongst other changes we hope to be able to broaden our Trustee recruitment base. This year we have already benefitted greatly from skilled people coopted into the Council of Management. The setting up of a sub-committee system has worked well. In addition to the Strategy group, we now have a ‘People Sub-Committee’ (Human Resources), and a ‘Networking SubCommittee’ (Promotion/Fundraising). 4 ## Foreword from the Chair cont... These committees have a healthy mix of members from Trustees, staff and volunteers which has helped to make the organisation more creative and responsive. With sub-committees in place, Trustee meetings have taken place bi monthly instead of monthly. ‘Partnership’ is increasingly a welcome way forward. Linda our CEO continues to work endlessly at developing ways of working with others. Her skills, enthusiasm and drive are admired and greatly valued. _Alastair Sammon Chair of Trustees_ ## Foreword from the Chair _"_ I have been so impressed with the service provided by Listening Post, right from initial contact and assessment to my final session. I signed up at a challenging point in my life and despite having a big support network I wanted to liaise with an independent counsellor who would enable me to divulge difficult information, self reflect on the past, present and future and grow in self-confidence, without judgement. My Counsellor was a consummate professional and enabled me to achieve all of the above. My successful journey with Listening Post was summed up by my initial reluctance to talk about myself and certain topics to eight months later feeling totally at ease with my Counsellor and myself in order to chat openly and from a place of comfort. I cannot thank you enough from the bottom of my heart for enabling me to see me again. I will always recommend Listening Post, you provide such a valuable and much needed resource!”. _(Listening Post Client shared with permission)_ 5 ## **Our Organisation** **Council of Management (Board of Trustees) Subcommittees CEO Fundraising Clinical Training Operations Manager Manager Manager Manager Deputy Training Finance Admin Clinical Manager Team & IT Community Team Volunteer Engagement Leaders Worker receptionists Contract Volunteer Supervisors / Assessors / Counsellors Counsellors** ## **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 6 ## **Our Strategic Plan: 2023-2026** ## Strategic Aim 1: To deliver counselling that is accessible, affordable, appropriate and available/ timely. ## **1. Build on our established strengths by continuing to offer professional long-term counselling employing differing modalities, with positive client feedback.** 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. **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 (See p20) - 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** **----- Start of picture text -----**
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**environment at all centres.** ## To deliver training in counselling Strategic Aim 2: **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.** “Although my life was incredibly manic at times and I wasn't able to keep up with appointments, I can genuinely say that my sessions really had me reevaluate certain situations I was facing and trying to over come. Because of my mental health disabilities I wouldn't have gotten the correct help or I would have been waiting for years for a counsellor through the local let's talk teams. Listening Post evaluated me correctly and had my mental health and stability at the core of the services they offered me. They were super flexible and even though I am on benefits they made it accessible in my time of need. I would absolutely recommend them and want to thank them so much for helping me through a really tough time”. _(Listening Post Client shared with permission)_ 8 ## To be a professional and caring organisation Strategic Aim 3: ## **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 . **----- Start of picture text -----**
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## 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.** 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 Linda@lpost.org.uk **----- Start of picture text -----**
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## Progress on our Strategic Aims ## **1. To deliver counselling that is accessible, affordable, appropriate and available/timely** - Target of 100 counsellors reached and maintained in 2025. - Regular client feedback available– 96% good or excellent. - PHQ and GAD scores now consistently applied and monitored through new CRM. - Annual client focus groups in place. - Improved clinical management/support of counsellors in place, now with five team leaders. - 38 hours of paid counselling per week now available for high severity clients. - New counselling Centre opened in Lydney in September 2025. - All waiting clients now receive check-in calls every four weeks. ## **2. To deliver training in counselling** - Two diploma courses currently running, and one foundation course, all with - excellent CPCAB reports. - One listening skills course given in 2025. ## **3. To be a professional and caring organisation** - Funding secured, including a generous grant from The Barnwood Trust, to fund a - restructure of our organisation, work to diversify income streams, and a staff pay increase for 2025/2026. - Increased free and subsidised CPD events for all LP counsellors. - Administration hours reduced because of full implementation of CRM - computerised admin system. - Effective Sub-Committee structure set up, involving trustees, paid staff and volunteers. _Alastair Sammon Chair of Strategy Group_ 11 ## **Governance** ## Report from the Strategy Group Governance This year has involved frequent meetings, particularly in last half of the year, as we have grappled with developing a new Strategic Plan for 2026-2029. The foundations have been laid and a fully developed plan will emerge in the coming months after full Stakeholder consultation. The financial climate has been affected by an apparent move by Trust Funds to provide less funding to counselling organisations. We see the necessity of a diversification of income streams, and have been involved in the creation of “The Welfare Partnership”, which is currently being trialled with one local business, and will see us offering local businesses counselling service contracts. Other avenues of fundraising and sustaining our income are being explored. The new Customer Relations Management system, now operational and well embedded into the life of the organisation, gives scope for improved data provision for management, and prioritisation of data recovery and analysis is regularly considered. _Alastair Sammon Chair of Trustees and Strategy Group_ ## Report from the People Sub-Committee The People Sub-Committee is responsible to the Council of Management of Listening Post. Our purpose is partly to ensure that we operate appropriate policies regarding our staff and volunteers’ wellbeing. In addition, the Sub-Committee is responsible for assessing the current and future “people” requirements along with organisational areas of strength and potential weakness. Over the years Listening Post has evolved, as growing organisations do, in an organic manner where different people adapt and contribute in various ways to make sure today’s priorities and jobs get done. However, Listening Post is now a more complex organisation operating in a more demanding environment yet still seeking to offer affordable, professional counselling services to a client community facing ever more diverse challenges. We owe a huge debt of gratitude to those people who have nurtured and developed Listening Post, enabling the organisation to deliver so well over the years. 1 2 However, we now face greater demands, from both potential funders and clients, for effectively implemented policies, streamlined processes and professional standards. It’s against this background that the People Sub-Committee have been working over the past year and focusing on a number of areas: Strategy Group Governance Clarifying job descriptions and organisation structure, identifying key roles and pinch points, plus resource limitations as workloads are increasing. Funders now require current organisation charts, consistently structured job descriptions and clear areas of accountability where funds will be invested so impact can be monitored. - Updating appropriate policies and procedures is a necessary but time-consuming process. Not the most thrilling way of spending time but essential if we’re to demonstrate our professionalism and create a consistent and safe working environment for all of our people. - Introducing a Sub-Committee structure of which the People Sub-Committee was the first. The Networking Sub-Committee is now also established with the Resources and Service Delivery SubCommittees to follow. This is enabling us as an organisation to get more done, coordinate efforts more effectively and to engage with more people across the organisation. - Working towards Service Accreditation with the BACP, which would accredit the service we provide as an organisation rather than just single counsellors. Although the application process looks clear and relatively straightforward to complete, it does require policies, procedures and processes to be in place and demonstrably working so it is far more than a tick-box exercise. - Implementing a Council of Management skills audit and a Staff and Volunteer Survey, both of which have been part of the strategic plan for years. Through the skills audit we can identify where there are strengths and limitations in the experiences and knowledge of Trustees and identify where we need to recruit new Trustees with a preferred skill set. The Staff and Volunteer Survey will shine a light on the skills available in the organisation so we can identify people who may become potential SubCommittee members or Trustees. - Developing the Welfare Partnership, an offering to organisations who want to give tailored online counselling support to their staff. This expansion away from our traditional face-to-face sessions with referred clients is to engage with new community clients and to build a sustainable income stream to replace traditional ones in decline. We have trialled this in one organisation, adapted the approach and refined the proposition. It has taken a lot of time and effort work by a number of people to bring it this far and it is now ready to launch in coming months across Gloucestershire and beyond. I am extremely grateful to the members of the People Sub-Committee for their honest counsel, personal insight and experience of the organisation. The things we’ve achieved in the past year is due to their commitment to the organisation, its people and its future. _Ron Storey Chair of the People Sub-Committee_ **----- Start of picture text -----**
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## Report from the Networking Sub-Committee The Networking Subcommittee met every other month, concentrating on mapping out opportunities for improving awareness of the charity and income generation, primarily through relationship-based approaches. This involved collaboratively carrying out a review of our current fundraising strategy and engaging in audience mapping. The sub-committee looked at the pros and cons of investing in various fundraising methods, particularly in light of capacity constraints, with a view to focusing our future efforts. The Networking Subcommitee included Listening Post's CEO, Fundraising Manager and two trustees, and hopes to shortly recruit more internal and external participants. _Rachel Cross Fundraising & Communications Manager_ ## Risk Management Risk management is embedded in the trustees’ ongoing work, with risks reviewed and discussed at board meetings throughout the year. the trustees are currently preparing a RAIDD to provide a more structured view of risks, assumptions, issues, dependencies, and decisions. This enhanced framework will support strategic planning and ensure the charity remains resilient and ‑ well governed as our activities evolve. _Alastair Sammon Chair of Trustees_ 14 ## **Organisational Reports** ## Clinical Report 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 donate-what-you-can-afford model. The graphic below demonstrates the kinds of issues affecting the clients who come to us. **10,985 people helped since 1991** ## **Perfecentage of Clients Registering in 2025/26 with Various Issues** Listening Post continues to be heavily signposted by various NHS services: 52% of our clients have been prompted to register with us by NHS staff over the last year. ## **Referral Sources in 2025/26** **114,785 sessions run since 1991** **460** **new people helped this year 643 people seen during the year** 15 ## Clinical Report contd... ## **Clinical Management** This year has seen a significant strengthening of our counselling capacity, with the service now supported by over 100 volunteer counsellors alongside our teams of staff and contractGovernance Counsellors. This growth in our counselling workforce has enabled us to respond more effectively to increasing demand and deliver a substantial rise in the number of counselling sessions provided. As a result, more clients than ever have been able to access regular, consistent support, including those with more complex needs. The expansion of both our counsellor base and session delivery reflects our continued commitment to improving accessibility while maintaining the quality and depth of our therapeutic provision. This year in the Clinical Management team we said a sad goodbye to Alice Wheeler as she moved on from Listening Post to pursue other opportunities. Her support to Vicki Paterson as Clinical Manager over the past few years had been integral to the strengthening of clinical processes across the organisation and building the resilience of the clinical team. Annie Anderton and Rachel Eggleton took on the roles of Deputy Clinical Managers to support the Clinical Manager bringing their skill sets to the roles and ensuring that support to the counselling team continued in a seamless manner. ## **Team Leaders** Simone Horn continues to manage our busiest Centre in Cheltenham ensuring the smooth running of the Centre and managing a growing team of student and qualified counsellors. Rachel Eggleton stepped back from managing the Stroud Centre but continued to be Team Leader for our Gloucester Centre continuing to support our dedicated team of counsellors. Rhiannon Challoner took on the Stroud Team Leader role and over the year has strengthened the sense of team amongst the counsellors working there. As with all of our Centres, making sure our student counsellors have cover whilst seeing clients remains a challenge but Rhiannon has worked tirelessly to ensure all counsellors feel supported. Miranda Baring continued to support the Forest Reach NHS contracted work and has worked hard to bring our new Centre in Lydney to life with a small team of committed counsellors working there. She also continued to support our counsellors working in the satellite Centre in Cornerstones in Cheltenham. 1 6 ## Clinical Report contd... In order to support our expanding Welfare Partnership work and our SelfEmployed Counsellor (Bank) initiative, Frankie Curtis joined as the Team Leader for those projects. ## **Counsellors** Our service wouldn’t exist without our exceptional team of counsellors: our Volunteers, our Self-Employed Counsellor (Bank) initiative team, our small team of paid counsellors – seeing our most complex clients - our Counsellors on the Forest Reach initiative - seeing clients with Complex needs referred by the NHS - and finally our counsellors who provide counselling to Carers via the Gloucestershire Carers Hub under the PeoplePlus Contract. Because of the work of this dedicated counselling team we were able to offer a total of **9,967** counselling sessions last year _(this figure includes, Assessments, Core Service Sessions, Bank Sessions and Carer Sessions)._ We are particularly grateful to the large number of student counsellors who undertake their placement hours with us and then continue to volunteer with us after qualification. **----- Start of picture text -----**
7,023
£26.49 £13.39
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Core Service
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a regular client
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## **Partnering with Cornerstone Community Centre** Following a request from Cornerstones last year, Listening Post has continued to work from this Centre two days a week providing counselling for clients in the local community. Working in partnership with Alison Hutson, the Centre Manager, our counsellors have been able to provide counselling for clients who may not have accessed our service in the usual way. This service is continuing to build on the solid foundation it set during its first year and we wish to thank those counsellors working in Cornerstones for their commitment to this valuable service. 17 ## Clinical Report contd... ## **Self-Employed Counsellor (Bank) Counsellors** Our “Bank” initiative continues to increase the number of sessions we can hold year on year. These reduced cost sessions are run privately by some of our selected volunteer counsellors and available to clients who are able to pay £30 or more per session. As Team Leader for “Bank” work Frankie Curtis has worked hard to streamline and expand this element of our service. **----- Start of picture text -----**
1,515 £41.03 £32.01
Bank client cost per average
sessions bank bank client
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## **Forest REACH** Since 2024, Listening Post have pioneered a community model of counselling through an ‑ NHS funded project in the Forest of Dean. Under this model, the Local Community Partnership (LCP) refers clients with serious mental illness (SMI) to Listening Post. Each client is then supported not only through counselling but also by our Community Engagement Worker, who provides additional support and signposting. This service has been much needed in the Forest, where many ‑ people require long term psychotherapeutic support and often lack access to transport or the financial means to seek help. It has been an effective and timely response to community need. Our partnership with the LCP will shortly be coming to an end, as no further NHS funding is available. However, thanks to the very generous provision of premises, Listening Post will be able to continue to offer a core service counselling provision to Forest based residents, through it’s Centre in Lydney. **----- Start of picture text -----**
Our New Forest Centre
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## Clinical Report contd... ## **PeoplePlus** In September 2019 Listening Post were sub-contracted, by PeoplePlus, to provide counselling services to unpaid Carers within the county of Gloucestershire. Following negotiations, in 2023, the contract was extended for a further 2 years and has since been extended for a further 6 months, taking us to September 2026. Between 1 February 2025 and 31 January 2026 174 carers were referred to us for counselling and we delivered 969 sessions to these carers. Current statistics show that 76% of the carers, who received counselling, saw a positive improvement in their GAD scores and 69% in their PHQ scores. During the year we also hit the impressive milestone of having received 1000 referrals since the contract began. _"I found my counsellor very easy to talk to and I have really appreciated her support and encouragement. It felt a very safe place to vent in the early sessions. Then later to find positive steps to better recognise and manage the ongoing anxieties, while dealing with the difficult transition of moving my mum into residential care. It has helped me immensely, and I am feeling mentally much stronger"._ _"My counsellor was exactly what I needed at what was a very tough time navigating my role as a carer to my Mum. I was incredibly anxious and unsure of my pathway when I started and grew in confidence in my approach over the 6 weeks. The counsellor was a listening ear who helped coach me through some difficult decisions I needed to make"._ **----- Start of picture text -----**
969 76%
174 69%
carer carers decreased decreased
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## Clinical Report contd... This statistical report features the key quantitative measures of our counselling output over the year February 2025 - January 2026. 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. ## **PHQ and GAD** Outcome measures use the PHQ-9 and GAD-7. These are the reporting tools usually used by the NHS. The PHQ-9 is a measure for depression; it is scored out of 27 (0-3 in each of 9 questions), with cut off points for severity levels every 5 points. GAD-7 is a measure for anxiety disorders; it is scored out of 21 (0-3 in each of 7 questions). For both a lower score is preferable. The cut off point of 10 or greater is considered a “yellow flag” for both scores, whilst 15 or greater is a “red flag”, indicating that active treatment is probably warranted. The following 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 was compared with the most recent. In total, this produced **153** clients with GAD/PHQ data for the 2025-26 year. 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 20 ## Clinical Report contd... **115 out of 153* clients showed an improvement in their PHQ score.** **111 out of 153* clients showed an improvement in their GAD score.** **----- Start of picture text -----**
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_*Graphs show results as a percentage of 100 people_ ## Clinical Report contd... As promised in last year’s annual report, we now have enough statistics from the welfare questions to report on. Each client was asked to what extent they agree with a series of statements, asked at registration, after 16 sessions and at the end of their counselling with us. For clients who had a final session in the 2025-26 year, 75 had replied to at least two of these sets of questions, and so we can compare their answers from before and after receiving counselling. For numerical purposes, we have converted the answers of “Strongly agree, Agree, In the middle, Disagree, Strongly disagree” to “1, 2, 3, 4, 5” so as to obtain an average score across all clients (with a lower score meaning they agree more strongly). For the question “I feel confident about myself” 54 people (72%) said they felt more confident after counselling. The average score for all clients improved from 3.64 to 2.55. For the question “I feel like I can handle my emotions” 57 people (76%) said they felt better able to handle their emotions after counselling. The average score for all clients improved from 3.88 to 2.63. For the question “I feel positive about myself” 58 people (77%) said they felt more positive after counselling. The average score for all clients improved from 3.87 to 2.60. For the question “I feel connected to the people in my life” 45 people (60%) said they felt more connected after counselling. The average score for all clients improved from 3.64 to 1.98. _Rachel Eggleton Deputy Clinical Manager on behalf of the Clinical Management Team_ 22 ## Training Report ## **CPD** We have been delighted to be able to continue offering our popular Margaret Landale training this year focusing on working with trauma with counselling clients. A great addition to our CPD programme has been “Working with Complex Needs” training offered by Annie Anderton. Feedback from attendees on this course has reported an increase in confidence in our counsellors in working with clients presenting with more complex issues. Other Counsellor CPD which has taken place over the last year includes: *Reflective Practice & ADHD (Jessie Wilcox) *Working with Risk (Professor Andrew Reeves) *Shame (Margaret Landale) *Mindfullness (Margaret Landale) *Suicide & Self Harm (Janice Laverick) ## **Training Report** Total students being trained by the Team over all courses = 41 Students **Foundation Course** , CPCAB Level 2 and Level 3 = 15 Students _(Tuesday Evening and monthly Sunday workshops)_ Tutors: Natasha Dancy and Helen Fenton **Diploma Course** , CPCAB Level 4 Year 1 – Thursday = 11 Students Year 2 – Friday = 15 Students Tutors: Fiona Hall, Jill Evans All courses have been running very well, excellent feedback from students and placement / agency managers. CPCAB are continuing to offer solid support from an external verifier. Feedback received from CPCAB is that course continues to offer a high standard of training. The courses run from mid September until July as per the academic calender. _Fiona Hall Diploma Tutor on behalf of the Training Team_ 23 ## Fundraising Report Despite rising costs, mounting pressures and competition for limited funds between charities, Listening Post has achieved some significant milestones in our fundraising and development this year. We are thankful to have been awarded various project grants from several new organisations, including the Schreier Foundation, the Honourable Company of Gloucestershire Charitable Trust, and Lydney Town Council. Following the permanent launch of our new Centre in Lydney, we are deeply grateful to several new partners whose generosity has enabled this new initiative. We specifically thank the Friends of Lydney Hospital for their grant of £10,000 towards the core running of this centre, and to Watts Group Limited, for their in-kind gift of the use of Althorpe Cottage on Lydney High Street. The National Lottery Community Fund, Awards for All programme, also awarded us £18,718 to continue funding our Community Outreach in the Forest. We also remain hugely indebted to the many trusts, organisations, groups and individuals who have repeatedly provided their financial support towards our core service needs again this year. Though much is still to be done to improve our impact measurement, this year we have begun to collate more meaningful outputs from our time-point wellbeing questions and PHQ-9 and GAD-7 surveys, allowing us to provide funder’s with more detailed and specific reports on client outcomes across centres. This has been supported by a plethora of heartfelt quantitative feedback and case studies from outgoing clients, evidencing just how much counselling can – and does – transform lives. Slowly but surely, this year saw us begin to develop our individual and community giving by improving opportunities for ex-clients to get involved once their counselling comes to an end. Our biannual newsletter ‘Listen in’, launched in February 2025, now provides the wider community on our mailing list with seasonal updates about our work and offers new ways to get involved though events and fundraising. Our ‘Helping Hands’ scheme allows former clients to continue making a regular donation once their counselling has ended, to ‘pay it forward’ and support someone else. We updated our general information posters and trailed some additional new fundraising resources, including a simple Christmas campaign. **----- Start of picture text -----**
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## Fundraising Report contd... By simply posting consistently 1-2 times per week, during the period our Facebook audience grew by 130 new followers (160% increase compared to the previous annual period) and received 3,988 page views (115% increase). Our new company LinkedIn page also gained 154 followers. Our voluntary income from individuals (not counselling contributions) saw a slight increase this year compared to 2024-25, which we attribute to these initiatives. We have now successfully registered Listening Post with the Fundraising Regulator, demonstrating our commitment to ethical fundraising practice and establishing ourselves as a trusted organisation in our community. Next year, we aim to improve our digital fundraising methods, making it easier and more accessible for supporters to make a donation online or at events. Our landmark achievement this year, however, came in December 2025, as we learned that we had been successful in our unrestricted application to the Barnwood Trust’s funded partner programme. We have been allocated a total of £148,850 over the next three years to strengthen our capacity and core operations. This transformational grant will enable us to become a Real Living Wage employer, restructure and grow our operations team, and invest in staff retention and wellbeing for the ultimate longevity of the service. We could not be more grateful and excited to have begun this three-year partnership with Barnwood Trust, which we know will be a time of much learning, growth and positive change for our small but mighty charity. Nevertheless, we have all felt the considerable impact of the changing and turbulent waters of the current funding landscape. Funding the running of our core service has always been a challenge through grants, with many trusts preferring to invest in specific projects or new work. As charities face a surge of closures, criteria changes and restructures amongst UK trusts and foundations, we have recognised our growing need to decrease our reliance on finite sources of grant funding. A move towards strategic and sustainable income diversification has been – and will increasingly be – a priority for our operational staff and volunteers. Through Listening Post’s Networking Sub-Committee and Strategy Groups, as well as at board level, we have begun to explore and trial opportunities for strategic new fund generation. The additional capacity provided by our organisational restructure and the help provided by Barnwood Trust will be integral to forming our approach. _Rachel Cross Fundraising & Communications Manager_ 25 ## Fundraising Report contd... As ever, our most grateful thanks go to the many charitable trusts, individuals, friends, members, churches 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. ## **Charitable Trusts & Companies £121,760** ## **Churches £1,484** Barnwood Trust Friends of Lydney Hospital Hilaros Charitable Trust Honourable Company of Gloucestershire Langtree Lydney Town Council Midcounties Co-operative National Lottery NHS Gloucestershire Renishaw Rowlands Trust Schreier Foundation Souter Charitable Trust Spirax Sarco Summerfield Charitable Trust Sylvanus Lysons The Blakemore Foundation St Andrews, Churchdown Cambray Baptist Ladies Fellowship St Mark’s Methodist, Cheltenham St Mary’s, Newent **Other Voluntary Income General Donations £37,428** Friends and Members - £28,573 Legacies - £5,062* Gift Aid - £3,793 ## **Remembering Jacqui Green** We were saddened to learn of the passing of a former volunteer, Jacqui Green. For many years, Jacqui served us as both Counsellor and Supervisor, bringing compassion, wisdom and a gentle steadiness. When she left Listening Post to pursue other projects, she - together with husband Tony - continued supporting us, generously donating some of the proceeds from the sale of her beloved Park Street Mission. We are forever grateful for her dedication and she will be remembered with deep love and appreciation. ## **Remembering Rev. David Bick** We are saddened to share of the passing of David Bick, one of our original members and a steadfast supporter over many years. David’s unwavering commitment to Listening Post helped to shape our mission and touched the lives of many in our community over the years. Linda, our CEO, was honoured to attend his funeral at St Mary the Virgin Church, Hartpury, in June. David will be greatly missed, but his spirit and contributions will remain a cherished part of our story. 26 ## Finance Report For the year ending 31 January 2026, we finished with a surplus of £26,539, compared to last year’s deficit of £8,982. Income rose by 32.2% compared to last year, to £446,055. Fundraising and investment income saw small decreases compared to last year, but counselling related income, training income and donations all increased, by 8.6%, 104.7% and 56.5% respectively. Expenditure also rose, with a 21.1% increase for the year to £419,516. ## **Unrestricted Funds** In the Financial Year ending 31 January 2026 Unrestricted Funds amounted to £154,669. ## **Restricted Funds** In the Financial Year ending 31 January 2026 Restricted Funds amounted to £57,977. ## **Monies Available** The year end unrestricted funds, less that represented by fixed assets of £12,703, leaves free unrestricted reserves of £141,966. Our Reserves Policy is that these free reserves should be between 4 and 6 months of planned operational expenditure. Budgeted operational expenditure for the year commencing 1 February 2026 is £471,354, though this includes projects for which restricted funds are held totalling £46,631, leaving the budgeted general expenditure for running costs of £424,723, and thus the free reserves stand at 4 months of this expenditure. _Daniel Whisson Finance & IT Officer_ **----- Start of picture text -----**
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## Finance Report cont... You will see from the other reports that the number of counselling sessions provided and the number of people helped grew significantly again this year. Raising the money to fund the increasing demand for our counselling continues to be challenging. We are not alone in this as Government support for the sector has declined, and Charitable Trusts which are important channels of philanthropy have experienced increasing demand for grants. As a result some of those who have helped us in the past have decided to no longer fund adult counselling. Fortunately, in the latter part of the year we received a significant grant from the Barnwood Trust, without which the accounts would be showing a deficit. We continue to look at diversifying our income and maintaining an appropriate level of reserves as we seek to expand our services for those who need them. _Robert Kingston Treasurer_ 28 28 ## Final Remarks from the CEO As we reflect on the past year, I am incredibly proud of what Listening Post has achieved together. We have responded to growing demand with compassion and professionalism, expanding our counselling provision, strengthening our clinical leadership, and extending our reach into new communities such as Lydney. This has only been possible through the dedication of our staff, volunteers, and counsellors, whose commitment continues to change lives every day. At the same time, we have faced a challenging and shifting financial landscape, prompting us to think creatively about our future. Securing the Barnwood Trust partnership was a pivotal moment, enabling us not only to stabilise but to invest in our people and our long-term sustainability. As we look ahead, our focus is clear: to build a more resilient organisation through innovation, diversified income and partnership working while staying true to our core mission of providing accessible, high-quality counselling to those who need it most. I remain deeply grateful to everyone who has supported us on this journey and excited for the next chapter of Listening Post’s growth and impact, particularly as we enter our 35th year and celebrate our 35th birthday in July 2026! _Linda Bullock Chief Executive Officer_ “Thank you for your support. It has meant a lot to me, and has helped me immensely. I don't know what I'd have done without it. Having struggled with a lot of issues, anxiety, depression, c-PTSD, autism, abuse, familial issues... I feel like I worked hard to manage my problems with the help of my counsellor. It really felt like we were working as a team. I'm coming home to who I'm supposed to be with the help of Listening Post. I'm so glad to have had this available to me”. ( _Listening Post Client shared with permission)_ **----- Start of picture text -----**
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C•MpanyNumboi'. 02819alS RvBlileT•dCh•rfty.' 1013442 USTENING POST COUNSELLWts SER￿cE LIMITED (U￿11￿￿bYtsUll￿n1te1 14NUALREPORT ANDUNAUDITEDA¢couiirs 31 JANUARY2026 LisfENINO POSTCOUNSÈLLING $ER¥ICE LIMITED ANNUAL REPORT ANO UNAUDITEOACCOUFITS FOR TH8YEARÈNDÈDJ1 JANUARY 2026 copirENTS pAfjes c£￿p1￿yInr￿rn*kn The R9poN ori￿¢￿￿￿1 9fM¥nRgO￿Lq￿l Noi¢sto1hwUn￿￿1OdAc¢0Urrt 7*ts1 pgrth EwthgfsF¢poNio LISTENING POST COUNSELLING SERVICE LIMrrED ANNUAL REPORT AND UNAUDITED ACCOUNTS FOR THE YEAR ENDED 31 JANUARY 21126 CHARITY AND COMPANY INFORMATION COMPANYNUMBÈR 02619615 CHARITY NUMBER 1013442 PATRONS Mrs Nlcola Blrd Dr DBvld Drew The Rl9ht Reverend Rachel Treweek CHIEF EXECLITIVE Mrs L Bullock COUNCIL OF MANAGEMENT Ms P Bayli$s.Jones Mr R D Kingston D Monutnenl OrA M S8rntnon Ichalrp8rsonl Mr A F Solofflon lappo¢nt8d 17 February 2025, resigned 08 May 20261 Mr R G Slorey Mary B8TnÈs (Eppdnied 18 May20261 TREASURER lth R D Klngslon COMPANY SECRETARY REGISTERED OFFICE Sl Mary de Lode Church Sl Marys Squar8 GLOUCESTER CL12QT INDEPÉNDENT EXAMINER Mr J Owen$ BS¢ FCA Xèlnadln South Wales and W681 Ltd 701 Slonahouse Park Sperry Way STONEHOUSE Gloucestershire GL10 3UT BANKERS CAF Bank Ltd 25 Klngs Hill Avenue Wa81 Malling Kent ME19 4JQ Page 3 LISTENING POST CQUNSELLING 8ERVICE LIMITED ANNUAL REPORT AND UNAVDITED ACCOUNTS FOR THE YEAR ENDED 3q JANUARY 2026 THE REPORT OF THE COUNCIL OF MANAGEMENT Tho Council of Managemenl, who are the dlr8clois of the Company and trustees of the charity, prÈsenl their annual report with Ihé unaud11￿ accounts of the company for the year ended 31 January 2026. The Iw$tees have gdopted Ihe provlslon5 of Accounting and Reportlng by Charities.. Slalement of Recommgnded Prasllce appllcable to ch8rlU&$ In acCorda￿Ge willi Ihe Fingnelal Reporung Stand41d appIl￿ble In the UK and Republlc ol Ireland IFRS 102112ffecllv@ 1 January 20151. CONSYITVTION AND OBJECTIVES OF THE CHARITY U$lening Post Is a ¢ompony Ilmlled by guarantee and govemed by Its Memixandum an¢J Artlcles of A8soci81ion and is a r891818red chailly. The objects of the tt>mpany. as slated in its Memorandum and Artlcltrs of Assoclauon I￿VIsed in 20161. 15 the relief of disiress in Chilsllan and non-Chrlsll8n aduts wth emotional and psychdcglcal problems In such way5 8S the Council of Mtnagemenl may Ihink fil and partlwlarty by.. Tralning and educallTrg locBI Chrislians and nc>n-Chrlsli8ns counselllna and related subject areas, providing counselllng and rel8led strrvlces wlthln a Chrlsti8n olhos and following Chrisuan prlnclplès. Thls conllnuos to be Garried out GIou¢051er, Chellenhdrn and Stroud. ORGAWISATIQN OF THE CHARITY The charlty is m8naged by the Council of Managemént and a Dlre¢ior of S8Nl¢e wmh a larg& team or volunlaers wlthoul whom11 would Trot be able lo operate as effectively. OUNCIL OF MANAGEMENT IDIRECTORSI Th8 d￿re¢lOTs who swved the company dyrlng the year We￿ as follows.. s P BaW155-Jone$ Mr R E) KlrTrgston Mr D Monumgnt Dr A M Samrnon MrA F Sojornon lappolntèd 17 F8bwary 2025, resigned 08 M8y20261 Mr R G Slorey The dlrectors are appolntod In a¢¢ordanco wlth par8graphs 24 to 32 01 the Artlcl&s of A5soclaVon. Signed on behalf of the Councll of Msnagement on...... L)r A M Sammon Chalrporson Pgge 4 LISTENING POST COUNSELLING SERVICE LIMITED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 JANUARY 2026 Unrestrlcted fund R8strlct8d funds Total Prlorperlod funds Total funds Furthe¥ dètails See Dole.. In¢ome from.. Donation8 and legaclès 91,471 69,203 160,674 102,655 Charilable actlvllle5'. Training Counselling 68,151 212,394 68,151 212,394 33,300 195.598 Olh8r tr8ding acllvlUes'. Fundrai51ng 84 84 697 Investments 4,752 4,752 4,942 Other 221 Total 378,852 69,203 446 05S 337,413 Expenditure on; Raising funds 24,40S 2,945 27,350 30,546 Charltablo acllvllle8'. Tralning Coun5ellin9 82,866 255,560 627 53,113 83,493 308.673 50,803 265,046 Other Total 362,831 56,685 419,516 346.395 Net in¢omellexpendllurel 14,021 12,518 26.539 8,982 Extraordlnary Itams Transfers betwegn funds N8t movement In funds 12,518 26,539 8,982 Reconclllatlon of funds: Total funds broughl fO￿ard 140,648 45,459 186,107 195,089 Total funds Garried forward 54,669 212,646 186.1C17 The notes on pages 7 10 10 form part of theso accounts Page 5 LISTENING POST COUNSELLING SERVICE LIMITED BALANCE SHEET AT 31 JANUARY 2026 Nole Unrestrlctp Funds R081rlcted Funds 2026 Total 2025 Tot*1 Flxod Assets.. Tangl￿e flxed 8ssBts 12,703 12.703 17,045 Currtrnt Assets: Debtors Cash at bank and in hand 13,685 159,459 173.144 13,685 217,437 231,122 10,822 204.052 214,874 57.978 Cr8dllors.' Amounls falllng duè wllhln 10 one year 3t,179 31,179 45,812 Net Curront Assets 141,965 199,943 169,062 Total Assots L)$9 Curr8Tht Llabllltlo8 154,668 S7.978 212,646 18&107 rolal Not As8?t8 154,668 57.978 212.646 18&lOY Fund¥'. Gen8ral Fund$ Fi8&lrlttted incorne fund 154,669 57,977 212.616 140,648 45,459 186,10T Total oharity funds Th8 charil4ble company Is entitled to exempuon f*om audit under See￿on 477 of th& Companies Acl 2006 lor Ih yèar ended 31 January 2026. The members h8V8 not roquSr¢d the charl1a￿e wrnpany to cbl8ln èn audit of Its flnancloj statements for tho year ended 31 J8nuary2028 in aceordance ￿[h S8clkon 476 of Iha compani￿ Act 2006. The trustees acknowlèdge their responsiblllty for onsurlng Ihsl tho company keeps prop?r a¢ccuntlng reGgTd5 whlch comply wSlh Sections 386 and 387of the A¢1, and for preparing accounts whlch glve a tru6 and falr view or the state of affalrs of the cornpany as al the end of tho tTnanclal year and of Its surplus or deficit for the financlal ygar In acGordance wlh tliè requirements of Séctjons 394 and 395. and whlch olherwi8& comply wilh the requirements of the Qornpanies Act 2006 relating to accounts, so far as appllcable lo the company. These flnancial 818tÈments have been prepared In 8ccordance wlth the speclal pmvlslon5 of Part 15 of tbts Companles Act 20￿ relaUng to Small ¢harltsble comp8nl8s. These accounts war8 approv¢d by the Coun¢S1 of Managem8nt on ...,.......... b6half by. . and are signed on Ihelr DrA M Sammo Chalrper8on r R D Klng$ton Treasurer Th8 Th)lÈs on page8 7 to Iofovm partofthese accounts Pago 6 LISTENING posr eouNSELLING SERVICE LIMIT8D NOTES TO THE UNAUDITED ACCOUNTS FOR THE YEAR ENDED 31 JANUARY 2026 11 ACCOUNTING AND RESERVES POLICIES Bas1¥ of accounllng Th8 flnanclal siaternenis of Ihe cha￿1&b￿ companyhave b?en wepared in accordance v￿th Ihe Ch8rille8 SORP IFRS 1021 A¢wnllw snd Reportlng by Ch¥rllles.' Slelementof Recomrne￿ed Praclice appllcable lo charllies prepadng 1hts￿r accounts In accordance wllh the FnanL'lal Reporiln9 Slandard Bpplkable IFRS 1021 leflecllve l January 20151 and Comp￿18¥ Act2006. The finan¢l81 sialements have been prepared undgr hktorfcBI cosiconven1￿n. Co¥h flow 51atemBnl The diarlly ha518ken advaniage of the dI%d0s￿￿ exempllon. permlued by FRS Ihe requlrements ol Spribn 7 stalemgnl of Cash Flows. DTrn4tloJlS Income liom donallons repr¥88nts In¢orne rec0￿8b1e during lh8 yearlrirJ￿J￿9 esNm8led omounlts nolyel recelv*J vthera th889 ¢an bo delermlned I￿th rea50naUe accutacy. GINS In klnd are recognls8d 8$ IrKomlng r95ourGe5 al a iea50n3b￿ 02￿M￿l9 tsf Ih$lrvalw to Ihg charltya5 requtred by Ihg Sl$l¢m$nlol Recommend8d Pfa¢ii¢8- Accounllng by Charlllas. T8nglblo Ilxed atss•ts TOrflbl8 nxgd 0sEg18 ar# Includ8d al cost less an opproprlale prowgion for dapre¢48lKIn. Depreclotlon DeprecialK)n is C￿CUla1¢d $0 89 iowrfle off Ihe cost ol e8¢h assel ov¢r116 8sUm8led life as frAIow5'. Propgrtylmprovementg Offlce fumllure equlpmenl 20% slralghl Iln8 20% slral9hl Iln8 Support costs Suppori eo$ts Include central luncdDn¥ and have bean allocated lo 3clivlty¢osls ¢&le.goHe$ on 8 ba￿8 consls18nl ￿th the use ol the r•sources, e.g. siaff costs ar8 alloraltd byllme spenl ptoperty eosls by floor space and othar ¢08ts. such 88 telephong. by ap￿￿on￿￿ esism8tè, Rfjs¥Nes In s8lllng the level of Ihe Trusiee5 lake aE¢ovnl otlhe guld8n¢e15sued bylhe Charitycommksslon. Llslbnlng P051 provldes ¢otsnselllng to Bdulls in emotbnal dlsire8$. end IrAlning for counselhTS. Due lo the Ilm )volved wlih Ihesg acllvlllos 8nd Ihg ImpoFiancg of conlinully lor 11$ cllenls Llslenlng Posl hold5 un¢ommlll8d reserves Bl a18V81 $uffl¢lenl lo maintAkn115 s9Nlces In Ihe fv$nl ol B reducllon In income. Thp ￿lrY Es Ihal th8 uiir¢strlcled orgeneral funds nol committgd or Invesl6d In lenglble flxad a8Bels held by Ihe ch￿ty I'fretr r$soNes'1 hould be beiween 4 and 6 mbnlhs ol the planned opsr8liDrbg1 expenditure, Thg Trustees Tnay hDld furtheramwnls faserves a5 a g&n¢ral wnllngency or lor deslonal&d copllal or Èx¢epllonal expenditure. Al 31 January2026 the fro8 r8seNes 51ood allu514 months and the tsusie05 are aclvtyly monliorlng the wBlllon. 21 lth¢vm# From Donallons. Grwnts and L•gacles Unrè$trl¢t¢d Rèslrlct¢d Funds 2026 Tvlal 2025 r¢tfjl Donallong Trusts 3B.914 52.557 3B,914 121.76 160 6f4 52,794 69,861 102.655 69.203 69,203 Page 7 LISTÉNING POST ¢QUNSELLING SERVICE LIMITE NOTES TO THE UIIAUDITED ACCOUNTS FOR THE YEAR ENDED 31 JANUARY2026 l¢Trntlnuodl 31 In¢om& Charltabl• AGtlvllles UnrèslYl¢ted Restrtcted Fund¥ Funds 2026 Total 2025 al TrAlnlny & S¢mlnarB: Trainlng CoursB¥ Yralnlng Semlnafs 4,400 64,400 30.700 2.600 68.151 bl Counsolllng SeNI¢o$'. C¢un$elllng PlaCementAdmlnl$iR￿on Fo8s Caunsèlllny Charged Cllenls Ci)uns¢llin9 Cllenl DonalSons ounselllng C118nlA5sessment6cN>king Fees Supemsbn Fees 1,8?2 101,137 78.446 7,123 1,812 101,137 78A4 Y,123 23.674 212.3b4 1,648 102,457 63,306 6.477 21.712 105,598 212 394 41 Expanthlure on Ralglng Funds VnrÈ51rlcl¢d Rè$tsictad Funds Fundts 2026 Total 202 Total Dlwl ¢081$ Supportcosis IsaÈ note 61 22,166 2,2411 24,405 2,707 238 2,945 24,872 28.215 2T,35fy 51 ExpDndllur• Charltablo AcllvhtÈ$ LlTrrèslrlcl•d R8strfcted Fund5 Fund$ 2026 Total 2025 Tol41 al Tralnlng & S•mlnar8'. Dlr¥ct staff c0515 Reglstrallon feB3 OtheTOireclc091s Support Gosts15ee note Sl 53,920 10.949 12,053 S3,82 10,945 12,OJ3 ¢.671 83,493 24,098 6,290 tl.829 7,77 50.803 027 627 bl Counselllng so￿1¢￿￿- Dlrecl s&ff costs Professlonal inifÈmnity InsuraThGe CorTrlr8cled Coufflsallofs Conlro¢ied SupenA5￿Tr SupoNlslon Olher Dlre¢l ¢OBts suppotl GostÈ Is8e ￿ole 61 118.728 t.164 27,345 9,511 35,953 24,J32 38.527 25$ 56 31.694 36 8,oYo 629 718 4,495 150,422 1,200 35,415 10,140 38,671 28.827 45.998 31J8 673 134682 1.200 2T,090 72,400 25,678 27,251 34,40r 265.046 61 Anttlyals of Support Co$t8 Ral$lng Funds Trolnlng ¢otsn$•lling Grand Total Ba$1¥ ol Alloeallon SupportBt8ft C08ts Govern8nce Telephon& Rent & rdles Heal &11ght surancè 222 1,121 318 2,091 3,423 596 14Q 16.97 12,655 2,r/s 5,740 19,284 17.199 3,693 6,300 1.T92 406 5.107 1,366 By Ilrne In proSM>rbon wilh tQ813 Byeslimaled usaotr 8yesllmaled usag& By6S11inaled usage By e8Nmated Lw99 Perll8rn by us By 991imbtsd usag 55 76 25 39 266 306 5.008 B34 Pholocopler Totsl Supptyrt ¢o¥t 266 2,479 Page 8 LISTENING POST COUNSELLING SERVICE UMITED NOTES TO THE UNAUDITED ACCOLINTS FOR THE YEAR ENDED 31 JAtqUARY 2026 l¢onllnu*dl 71 Staff Cos13 and Employ80 Bfjnfjflt8 2028 2025 Wa9es and salarlos SO￿81 securlly cos18 Employor pon$lon xh¢me ¢tr)Id￿￿On5 24C.953 8,121 2,155 249 229 2QI,30T 1,894 2.078 205,279 Noernployee12D25.' nil) eBmed £60,000 or more. No dlre¢lorftruglee reCe￿d ony remvlleralion or paymonl ol expenses in Ihey¢ar12025.' nlll Tho averBgg nurnborolomployees durlng ￿ yearwAS'. 2026 2025 Average Dumberof partllme $18ff.. 30.8 Avgrage numbeF of full Ilme gqulva19nts'. Bl T•t)glbl• Flxed AGset6 Property Impvovements Qffi¢e Fuinlture & Equlpm•nt Tolal COST Al l FebnJary2025 Addlllons Dl¥po3als al 31 January 2026 33.130 19,636 764 52,76e 33.130 PEPRECIATION Al 1 February 2025 DI$pos81s Char9B for ye¥[ Al 31 January 2026 17.946 17,775 31721 4.239 22.185 5,108 dQ.827 NET BOOK VALUE At31 Janvgry 2026 10,946 1,758 Al31 J8nuary 2025 10,184 5.861 17.046 91 Debtors., Amounts due wlthltt Oh0 yeai 2DZ6 2025 Other DeblDrs GIftAid Clalffl Prepeym8nts Sludenl Dobl¢rs 2,589 1.66fj 9.431J 2.652 1,390 6,780 tO.822 Pa9e g LISTENING POSY COUNSELLING SERVICE LIMITED NOTES TO THE UNAUDITED ACCOUNTS FOR TH& YEAR ENDED 31 JANUARY 2026 Icontlnugdl fol Grodltors.. Amt>unt¥ falllno due wlthln one year 2026 2026 TrBdg Credltor Adv8nceTraining F8gB Taxation. Pension and Soclal Securfty NHS Creditor AccTual S.2V6 6.010 2,368 30,397 1,384 45.812 4,061 $,083 111 R*strlclfyd Fund8 Balance At Incomlnu 31 January 2025 Re¥tyur¢e$ Oulgolnu Resources Balance al 31 January 21126 CRM Systom18enelacll CRM Sy3tem (Barnwood Trust) FAmlly Thèrapy Ir¥ thF FD{osI ISL¢. FODCI Slroud C•nlrè ISLOFI eofte & Chat & Ch•¢k-In$ Isylvantss Lysonsl ForeBt REACFI INHSI Laptops IRowlands Trusti ¢orhers£ones Cèntm ISummèrfJ01dl Complex Naeds Imldcountlèts Co-up) Low Incorne CSlenls Ischreler Foundattonl Forost REACH (Lottery) C•m•r$lvnes Centre IHCOGI FofBal REACH IFpLHI FurnllurÈ for LydnÈy ILydn•yTown Cuuncl Waltlng Llst IBlak•Mor• Foundatlonl Total 13,029 f4,000 10,000 5.B11 2.619 12,852 177 1lOOIJ 10.OOQ 5.811 4.984 2113B 6,000 23,138 1.347 6,000 soo 2.500 18.71e 1,000 1¢J,OQO gOtI 10 3.635 1.347 5,000 soo 2.SDQ t8,718 1,000 10.000 too 800 10D 5E,685 45,459 57,977 CRM Grant Grants w8ie abt¥lThpd lo pay fora new CRM SyBiern Famlly Therapy A grantWA5 obl91￿d IOW8120241 ￿ proV￿e f&mlly therapy In Cdeford stroud CeTrlre A 9ranlwas obtained102108120241 io ¢ovBr wsls for Ihe Slroud Cgnirp Coffe & Chat & Check.Ins Ayraniwas (l)￿l￿Od101I0Sl2o24> lo payfar eoffe8 & chatsB&$lons. anf5 tolÈphonè chgck-In3 foi walllng Ik%1 dienls Forfrsl REACH A gr8lltw89 obl81ne￿{2eIo3I2o24Ilo Ixovidè CDunsdllw In ihe FrKeslol Dean. fhlgls shoW￿g ￿ Ihe B￿an¢e Sh8ei. and bglng rnoved to Ihe re?Irlcled inGDme account il 15 spenl Laplops A giant was ubl3lned 107A)2120251 to buy laptop compuiBrs Cornerstones CO￿tre A granlwas obtained101rt1412D251 lo provlde coun6elllng <he Comerslone9 Centre In Chbllenham Cornplex Needs A yranlwa8 oblÉin8d110104120251 lo provlde ¢ounselllng for clleDl$wllh corn￿9x ne8d5 In¢on* Cllfrnt¥ A gr£nl was Ob￿]n￿ll4￿0E12Q25I to pr￿Ide counselllng for cl￿niS un9￿8 to paymorp Ihsn £5 pgr5859lon For•s¢REACH A9ranl was oblalned10SIOW20251 lo pro￿d• cO￿nSe￿I￿a In Forestof Oean ¥Aa ihe ForeslREACH scheme Comerstones Centre A granlwas oblalned102109120251 to pmldtrctyjnselllllq al the Cumeidon8s CenlrB ki Cholletham Forest REACH A gianlwas oblalned1121091202Slto prov[deC￿nSeI11ng al Lythey Cantrè In the Forest of Dean Furnltui4 lor Lydngy A grantwas obialn0d113111￿025I its provlde furnilur• for Lydrw centre Waltlng Ll$t A grenl was obl8lned119112120251 towards peopltron the walllng Ilsl Faog 10 INDEPENDEMT EK4MINER'S REPORTTO THE TRUSTEES OF LISTENING POST COUNSELLING SERVICÉ LIMITED FOR THE YEAR ENVED 31 JANUARY 2025 I roport on accounts of Ihè chaFilyfrK Iheyear ended 31 January 2026. whlch are Eel DUI on pages 3 10 10 Thls report 15 made solely lothe ¢h8rlW$ Irusiees, as 8 body, In accordance wllh 8eGlk)n 145 of Ih ChatitlEs Act 2011. Mywoik has been undertaken so IhBI I rn￿￿1 siale Itslhtr charily's Iiuslee5 ihosB tnallttrs l am requligd lo sialo ￿ Ihem In Ihls reportgnd for no olher purpose. To lh$ fullesl 6xlFnl pÈrmitt¢d by law, I do not acceptora8$ume rÈsponslbllltylo anyone olhor Ihal Ihg Ghartty and Ihe ¢harfll8 Irust•È and 8 body, for mywoTk, for this report, or Ihe O￿nIon¥ I hav8 formed. R4$poctlvo re&poThslblllll•$ of truslees and exaffllner The chdrflls Iruslees ar¥ rospon$lbl&forlhe preparauon ol financlal staltmonis. Th8 ¢hartiy's Imslèes ¢on$lder Ihal an audll requlred lor Ihe year undor Sa¢ibn 144 orth6 Charllie$ A¢1 2011 CThe Charflle5 Acl'lond Ihal an indep8ndonl ex8minallon is needed. tt18 My reBponsibillly Io.. oxamlhg thè flngnthal &ialgmenls undèi Se￿10￿ 145 ollheCh8rlUes Act.. io lollow Iho prOCe￿￿e5 laid ¢JDwn In Ihg Genèial Dlreotbns glven bythg ChBrlty Commission ￿derseCtIOn 145lSllbl ol the Charltias Act., and lo $iale whether p@rticulai mollers have ¢ome io myaltenllon. Bllsls of Ind¥pondènl examlnovs report Myexaminalion w8$ ¢8rried oul In accordanG& lh• G9naial Dlrecllons given by thg Charlty Commlssion. An examlnBllon Includes a rewE￿oI the a¢¢ounllng ￿e0rdE kept by the tharlly and a comparlBOn of the aeeDunls wlltt Ihose records.11 also In¢lud2s consideFallon ol Bny unusual II¢Tll8 or dlsclosures In ihe JnaDcl81 Bialetnenlts, and seeklng eKplarLalions from yov a5 I￿51￿5 ronceFniny any such m21tor8. The procodure5 underiakan do provlde 811 the evldencé Ihal WDJld bp rgquired h an udil. and ronsequenllyno oplnk)n 1% givon a$ io whelharthe financlal sl41gmenls pres¥ni a'liuè and f8lr lal viow #nd Ihe r¢portl3 IINiled lo IhD$e matters seloul In the stai¢mont Indépéndent examlnor's Stalomenl In ¢onneeNffi vllh my 8x8mln8lon, nD mattér has comg to my 8llent40n.' whlch would g￿e fflB reasonable e8UBB lo believe thal In any malartal respe¢l Ihg requlremenls,. lo keèp sccounlln9 record5 In aG¢fjrdance ￿th secllon 13001 the Charilie¥ A¢l." end io prepai8 Wnanclal 5131gmgnl8 bthi¢h ¥c¢ord ￿[h the accDunllng rtscor¢J5 and Gompty thia¢ a¢wunllw ￿qUIreMen1$ oflhe Charflle5 Act.. have nDI been mel,. or lowhlch. In myop5nlon, atten111￿ $lM)uLd bè digwn In orderlo enable a priyer under$tsndlng ol the fimancl$l stslements lo b8 rea¢hod. hArJ Owens BS¢ FCA XelnadiD Soulh Wales and West Ll 701 sionBh¢u58 Park Spgrry WÈY STONEHOUSE Gbucegter5hlre GL10 3UT Dated 22 June 2026 Page11