2024-03-31-accounts

TIC+ (Teens in Crisis) Annual Report and Accounts 2023124 Charity number 1045429 Company number 02954230

Contents Trustees, Annual Report About TIC+ Chair's letter Forewords from the incoming chair and CEO 2023124: year in brief Organisational context and financial review Independent auditor's report to the members of Teens in Crisis Statement of Financial Activities 23 37 41

Trustees, Annual Report The trustees, who are also directors of the charty for the pury)oses of the Companies Act 2006, present their report with the financial statements of the charity for the year ended 37 March 2024. The trustees have adopted the provisions of Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). About TIC+ TIC+ is the trading name of Teens in Crisis, a charity registered with the Charity Commission for England and Wales (Charity number: 1045429) The trustees have complied with their duty under the Charities Act 2011 to have due regard to the Charity Commission's guidan￿ on public benefit when making decisions that relate to public benefit or are associated with the purposes or objectives of TIC+ There have been no decisions taken by the board which have departed from this guidan￿. TIC+ has its head office in Mitcheldean, Gloucestershire and additional offices in Gloucester. Counselling spaces are located throughout the county. Stsff and volunteers are a mixture of Offi￿ and home-based. working across the county. Find out more about TIC+ on our website, www.tic lus.or social plafforms: Lillkot￿. Ea￿￿00￿ and It]sta￿. .uk, or by following us on our Our mission and values The charity's objects, as set out in its goveming document, are to: Advance the Christian religion by practically demonstrating the Christian faith in particular but not exclusively by." 1. Relieving the need, hardship or distress of young people by providing education, advice, and support and counselling seNices. 2. Providing recreational facilities and ￿creatIOnal activities for young people. TIC+'s mission is to improve. preserrfe and promote good mental health and well-being among young people and their families. Our vision is that every young person should have someone to talk to when they need it most. We have a defined set of values which represent the core beliefs that inspire and guide the choices we make. how we operate and how we interact with people:

. We COpYdWKAte optr4. I rwLt . We te to wderstand . Vé¥re a(LessAe rewsrt . We everytyQ QS e inthvJ(4ds . We lipprec￿tthi . We creAte sdfe 5pAce5 . We $4wportw VJ fr1￿ . We wport e¥eryw tc re￿ts tkar ptrtent . We kwld rtht t￿* rnAtter . We olltr hope . We Qre PASSiwiÈe 4bowt gettry the best Our ValL4es . We kn$t￿ to MAke tk•rys better . We sets 9( Work . We ¥se owr TIC+ and Christianity While faith is never made explicit in any of the services we provide. TIC+ is a Christian-led charity - all trustees are practising Christians. as set out in our governing documents. The charity is not affiliated to any particular denomination, church or group, and provides services to anyone of any faith (or none), and we employ staff from any faith (or none). As an organisation, we believe that the Christian faith provides the foundation and motivation for the work of the charity and is the reason why we do what we do. An outworking of this Christian ethos means that we expect all representatives of the charity to treat everyone equally. with care and respect regardless of their ra￿. gender. religion. sexual orientation. ethnic background, beliefs, status, ability or class. Our mission to improve, preserve and promote good mental health and wellbeing among children, young people and families is borne from Jesus, words.. "I have come that they may have life. and have it to the full."

Chair's letter I would love to write here that TIC+ services are in less demand than they were. The sad reality is that we continue to see a complex and evolving mentsl health landscape for children and young people, and the demand on our services continues to grow. Nonetheless. l am delighted and inspired by how all at TIC+ continue to respond, with dedication, care, professionalism and collaboration. This has been coupled with innovative and agile responses within the charity to new and ongoing challenges. To my mind, all these qualities have been a hallmark of TIC+ over the charity's 30-year history. and they stand it in good stead for the years ahead. It has been a year of consolidation and growth - the first full year since the board agreement in October 2022 of our new five-year strategy. That strategy sets out our vision to deliver the best possible counselling service for children and young people and be a centre of excellence and innovation. This includes the bold. but vital. ambition to provide services elsewhere in England and Wales. where there is not already a service of excellence in place. Ensuring that the organisation is in the right shape to make that vision a reality has involved enhancements to a number of our services as well as internal systems. successfully renewing our British Association for Counselling and Psychotherapy accreditation; a comprehensive consolidation of pay scales" continuing significant developments in our IT systems and services. revitalising our Young People's Voices Group to ensure we put lived experien￿ at the centre of what we do. and implementing a new senior executive structure which included us being excited to announce that Claire Power-Browne had become our new Chief Executive Officer from 1 September 2024. In addition to new executive leadership. we have a change of chair. l am moving on after four years in post and as a result of other commitments. My successor is Charlotte Hitchings, who until recently was chair of Avon and Wiltshire Mental Health Partnership NHS Trust and has extensive experience in the corporate and health worlds. I want to extend a very warm welcome to Charlotte and l am delighted that she has been appointed to the chair role. I'm also very pleased to welcome two other new trustees, Nicola Moore and Thokozani Owino. to the board. With these new arrivals. the existing directors and the revised Senior Executive Team, I believe TIC+ has strong senior leadership which is well positioned for the challenges and opportunities ahead. As outgoing chair, it has been an honour to play my small part and I am sad to move on. I remain very humbled by the work of TIC+'s team and indeed of all our fundraisers, supporters and partners, particularly in the NHS and education sectors. Thank you all. and I wish you all the very best for the future as TIC+ continues to deliver vital services that mean so much to so many. cl John Hubbard CMG, Former chair, TIC+ (until 31 July 2024)

Forewords from the incoming chair and CEO As I take up the mantle of chair of the board of trustees. I want to express my gratitude and admiration for everyone who has contributed to the development of TIC+ over the past year, and for that matter throughout its existence. In particular, I must pay tribute to the amazing John Hubbard under whose chairmanship so much has been achieved in putting solid building blocks in place to enable the organisation's ongoing positive impact and growth. Thank you, John! It is a privilege to be SUC￿eding John as we ￿lebrate the organisation's 30th anniversary and look back on three decades of improving, preserving and promoting good mental health and wellbeing among children. At the same time as looking back. I know that everyone at TIC+ is looking ahead with great excitement at what might be achieved in the years and decades to come. By its nature. this annual report of course focuses mostly upon those things achieved in TIC+'s 2023124 financial year. Nonetheless. in the sections ahead we will be giving you a preview of some of the things we're already planning for 2024125 and beyond, including a full rebrand as we look towards expansion into new geographies. Thank you for your interest in TIC+ Charlotte Hitchings Chair, TIC+ (from 1 August 2024) While l am the 'new' chief executive officer of TIC+ I'm aware that I will be familiar to many of you. l joined TIC+ in 2017 as director of operations, co-leading the organisation with Judith Bell, who remains our chief clinical officer and continues to lead in ensuring our clinical services are of high quality and lead in innovation. In my new role, working with a new Senior Executive Team, there is a tremendously exciting opportunity to further our mission and ensure that every young person in need has someone to talk to, both in Gloucestershire and beyond. Whether you are a client or related to someone who is; a fundraiser or potential fundraiser" work for an organisation which has partnered with us, or which might like to in future,. or none of the above. I hope this report gets across the strengths and ambitions of this charity. My team and I would be more than happy to discuss any aspect of it with you. and how we might work together to further our mission in 2024125 and beyond - please do not hesitate to get in touch. Claire Power-Browne, Chief executive officer, TIC+ {from 1 September 2024)

2023124: year in brief What we do In the year to 31 March 2024: 4.000 young people. parents and families were seen across our services We delivered a totsl of 19,917 sessions We continued to grow our income to £2.73m, up from £670,000 in 2016117, as the organisation expands to meet demand We created a new grade structure and pay scales across the organisation, and rolled out new contracts to our counselling team, as we consolidate on our successes and prepare for further growth Of the 3,111 clients seen in our counselling service: 100 % said the service had helped them (with 95 % saying it had helped 'totally', 'a lot, or 'a medium amount,) 96 % said they would recommend TIC+ to a friend Anxiety, worry or stress was the most common issue (780/0), followed by family relationship problems (40 % ) 1 in 5 were referred from Gloucestershire Health and Care NHS Trust's Young Minds Matter team. We received a range of strong feedback across our range of other services: 98 % of those accessing our anonymous TIC+chat Servi￿ agreed it had been useful Those using our Parent & Carer Support and Advice Line {PSAL) called it 'informative and understanding. providing "friendly reassurance. and said they were "very grateful".

Why it matters In 2023, the 20.3 % of children and young people aged eight to 25 in England had a probable mental disorder. In 2023, 12.5 % of 17 to 19-year-olds in England had an eating disorder. a huge increase from 0.8 % in 2017. according to those figures. In the last five years, referrals to TIC+ have increased by 640/rJ According to Th L mmi outh m nt I h Ith, published in August 2024, mental ill health accounts for at least 45 % of the overall burden of disease in people aged 10 to 24 - but only 2 % of global health budgets are devoted to mental health care. QasLStU￿. Edie. (14) was referred into counselling at TIC+ by Young Minds Matter. The team identified a link between her anxiety and nervousness, and a complex relationship with her dad. who abuses alcohol. When she first came to counselling, she was seeing her dad occasionally but feeling conflicted about this - she did not want to see him, but there was some pressure from her mum to do so. Spending time with her dad was tough - Edie described a pressure to pretend to be happy, fearing that otherwise her father would get angry. Counselling gave Edie a space to explore her feelings towards her dad and his drinking habits. She had struggled to talk openly about this due to fear of judgement. Counselling enabled her to recognise the pressure she felt and identify her priorities. Having chosen to suspend her relationship with her dad, she now feels happier, confident and safer. "Name chan edlo rotecl confidentialit

Key highlights BACP accreditation renewal During 2023124. TIC+ was delighted to have its British Association for Counselling and Psychotherapy {BACP) accreditation renewed, following our previous accreditation in 2018. In the words of the BACP itself. accreditation demonstrates that a provider offers "accountable. ethical. professional and responsive Servi￿ to clients, staff, volunteers and stakeholders". Internal clinical supervision pilot In line with BACP best practice. all of our counsellors are required to have monthly clinical supervision. Historically this has been provided by independent, self-employed supervisors. This year, we launched a trial with some of our counsellors receiving intemal clinical supervision. We believe that this initiative will enhance the level of support for our counsellors. which will ultimately benefit our clients. Additionally. it will create career development opportunities for those in the counselling team who wish to transition into supervisory roles. We look forward to publishing findings and leamings from this pilot during the current financial year (2024125). Hub partnership: linking up locally The charity is a founding partner in a regional pilot. led by the Gloucestershire Health and Care NHS Trust Child and AdoleS￿nt Mental Health Service {CAMHS), along with a range of statutory, public and voluntary services. The goal of the new hub. launched in spring 2023. is to create a single 'front door. to services in the area, making it easier to make referrals and ensuring a more smooth process for those in need of support. TIC+ is pleased to report that we are already taking a large number of referrals through this hub. Supporting research and evidence During 2023124, an article by Samantha Ward, one of our assistant psychologists, was published in the BACP joumal Counselling & Psychotherapy Research. The paper evaluated the work of our TEDS counselling Servi￿ for children and young people with eating difficulties. TIC+ also featured as a case study in a er in BMC Health Services Research, which proposed an evidence-based model for how services should be structured to support children and young people with common mental health problems. We believe it is vital to support the wider mental health community by contributing to the clinical evidence base for a counselling approach through working with academics and high-quality journals and will continue to do so in 2024125 and beyond.

Looking ahead: New Senior Executive Team On 1 September 2024, our director of operations Claire Power-Browne stepped up into the role of CEO. In addition. head of finance Andrew Downing was promoted to the role of chief financial officer in April 2024. In November 2024. we welcomed Simon Welch as our new chief operating officer. These changes also mean that Judith Bell. our chief clinical offi￿r who previously co-led the organisation with Claire as director of clinical servI￿s. is now able to focus more fully on clinical excellen￿. Together, these four form a new, streamlined Senior Executive Team. Looking ahead: Clinical risk management Approximately 13 /0 of clients seen by TIC+ have plans. have made attempts. or have thoughts about ending their life. Developed in partnership with our Young People's Vol￿S Group (YPVG), we have created a new questionnaire about suicidal thoughts and other aspects of a client's life. We hope this tool will help us to better meet the needs of young people by identifying safeguarding risks and taking appropriate action as a result. Launched in the early part of 2024125, the questionnaire is now integrated into our counselling process. We will continue to evaluate. review and refine it throughout the coming year. Case stud . Tom" (12) was referred to counselling at TIC+ because he had been struggling with low mood, sadness and feelings of loneliness. While some initial low-intensity CBT had helped manage Tom's anxiety, counselling was identified as a good option for him. Tom's mum has a life limiting illness and has very limited mobility - it is only on a good day that she can give him the love, time and affection he needs. Tom's dad is his mum's main carer, as well as working long hours, and struggles to be emotionally present for him. This is made worse as the dad's passion for sport is not shared by Tom. which could be a source of conflict. While Tom has excelled at school. and belongs to a friendship group, he badly misses his best friend from primary school, after the two went to different secondaries. He also felt more comfortable offering others support, than receiving it himself. Counselling gave Tom the opportunity and space to explore his experiences and emotions, and he developed a trusting relationship with his counsellor. This enabled him to recognise areas where he can challenge himself to change. as well as developing self-acceptance and learning new coping strategies. Tom's relationship with his dad has improved. as have other personal relationships. Thanks to some work done in the sessions around values, Tom now understands what is important to him and is building his life on the foundation of those values. He has also been able to establish boundaries and protect what he finds important. "Name chan edto rotect confidentiali 10

Our services Counselling Counselling is the single largest Servi￿ provided by TIC+ In 2023124. we provided counselling to more than 3,000 children and young people across a total of nearly 19,000 sessions - an average of six or seven sessions attended per client. While more than four in five counselling sessions are delivered face-to-face. we also offer the opportunity to conduct these via online messaging, or video or voice calls, making us accessible to as wide a range of clients as possible. "Over the past year, our counselling seNice provided vital support to 3. 111 clients, with 95 % reporting that it helped them with their difficulties. Fewer than 20/0 required further referral to local NHS CAMHS or specialist Se￿ices. We're pleased that our proactive approach - meeting people where they are and addressing conGems early on - has not only empowered young people to thrive but also eased the burden on specialist seThices. By intervening at the right time, we're making a lasting difference in their lives." Judith Bell, chief clinical officer, TIC+ Positive impact Our counselling is evaluated using paired Young Person CORE scores (YP CORES). A higher score indicates a higher level of distress. Paired YP CORES for counselling clients, 2023124 Up 150':6 Same In 2023124, these scores redU￿d or remained the same for the vast majority of clients (85 % ). While this leaves a small number for whom the YP CORES increased, it is likely that in many of those cases. their wellbeing would have deteriorated more significantly without the support of counselling. 81.a'A In addition, 100 % of clients reported that the service had helped (of which 95 % said it helped 'totally'. 'a lot, or 'a medium amount.. with another 5 % saying it helped 'a little,). Almost all {97 % ) agreed that their counsellor knew how to help them, that their counsellor was easy to talk to (98 % ) and that they would recommend a friend to use the Servi￿ (96 % ). Counselling in schools During the 2023124 academic year. we held service level agreements with a total of 13 schools and colleges and saw a totsl of 398 young people through this service. Outcomes for these clients were in line with others using our counselling service, with 95 % saying that they would recommend the Servi￿ to a friend. and 100 % saying that the servi 11

had helped them (again, with 95 % saying it had helped 'totally', 'a lot. or 'a medium amount,). TEDS Following the previous year's suc￿Ssful launch and an increased demand in 2023124. we received additional investment from NHS GIoU￿sterShIre to double the capacity of our TIC+ Eating Difficulties counselling Servi￿ (TEDS). This service is delivered by senior counsellors who have undergone specialist training in eating disorders. Sessions are typically held face-to-face on a weekly basis, although remote options are available. TEDS clients can be seen for up to six months if needed. We are pleased to report that the vast majority of clients experienced a reduction in their Clinical Impairment Assessment (CIA) scores, indicating a meaningful decrease in the severity and impact of their eating difficulties. Additionally. 100 % of clients felt that their counsellor knew how to help, and 98 % would recommend the service to a friend. TEDS clients 2023124 - change in CIAS Up 9 0,1. Same 6.0% 85 0,1, New contracts." better support for staff In September 2023, we began to roll out new contracts across our counselling workforce. The new contracts were introduced in order to give counsellors better support. including more regular team meetings and communications with both fellow counsellors and clinical managers. They also ensure that counsellors are better paid for the administrative tasks they need to undertake to support their work with clients. The early signs suggest that, as was hoped, the contracts have had a positive impact on staff retention, with counsellors less likely to feel isolated or frustrated, or suffer from burnout. Looking ahead: Bluestar Project In line with our mission to ensure every young person has someone to talk to when they need it most, we have been working with the Home Office-commissioned Bluestar Project. This initiative strengthens pre-trial therapy senil￿s. which provide essential support to victims navigating the criminal justice process. This partnership will make TIC+ an accredited 12

pre-trial therapy provider, ensuring we deliver the highest standards of care to the children and young people we support in this setting. Specialist services (including support for parents) Our range of specialist ServI￿S sit alongside our counselling services, ensuring that there are several different ways in which clients can engage with us. These specialist services often provide interim support for those waiting for counselling. or may identify clients for whom a referral to counselling is appropriate. "As we offer an anonymous space for young people to Sha￿ their struggles, often for the first time. Having a range of different services means we can offer a wraparound seNiGe, supporting young people and parents as they wait for counselling to begin and after the counselling has ended. Some nights the team may speak to both a parent and their child, offering them both the support they need at the time." Janet Gra clinical mana er TIC+ One at a Time The One at a Time counselling Servi￿ was first piloted in 2021 in response to growing waiting lists for counselling - the average wait in 2023124 was nearly 10 weeks. TIC+ remains concerned that when there is a long wait for counselling young people are more likely to disengage. and also that their problems will escalate. This single-session service is optional at the point of referral, and those who take it up are always seen within weeks. Each session lasts for an hour and a quarter and includes a robust risk assessment to ensure safeguarding issues are not overlooked. At the end of the session, young people are encouraged to take four weeks to try out some of the strategies and think about the ideas discussed. After that time, if more support is required, they can return without the need for another referral and without losing their place on the waiting list. In 2023124, 520/0 of One at a Time clients found the single session was enough and did not return for further ongoing counselling support. TIC+ is hoping to increase the capacity for this service from 234 clients seen during 2023124. to 534 next year. enabling more people to be seen overall, and for the counselling waiting list to be reduced. YP CORE scores reduced for the majority (72 /0) of clients accessing One at a Time sessions, indicating reduced clinical distress. Clients are on average seen within 7.7 days of making a referral. InTER-ACT InTER-ACT. our innovative online workshop. began as a pilot in November 2022. The workshops are designed to help young people manage difficult thoughts and feelings. We are pleased to see this service reaching more boys and young men than other services - 44 % of attendees are male. a higher proportion than for other services - and that many parents or carers are attending sessions alongside children. "ljust really wanted to say how impressed I was with session one of the InTER-ACT workshop. I sat in with my son (with his permission - and I didn't look at what he wrote). He was resistant to attendin but found it useful and now wants to o to the next onel" 13

Email feedback from a father attendin an InTER-ACT session The service was paused during August 2023 for staffing reasons, but we can report that after recommencing in September 2023, it operated uninterrupted for the rest of the year and beyond. including through August 2024. InTER-ACT will continue to be developed and enhanced in line with feedback. InTER-ACT was recommended to me by... Other GP 504, C+ PSAL l am a pi8vb)us t1￿1 Parent Friend Schwl A prevK)vs TIC+ £I￿trt TIC+ v￿bStie TIC+chat Set up in 2020 as a rapid response to the Covid-19 pandemic. TIC+chat is our anonymous chat Servi￿ for those needing support right away. without an appointment. Many young people use this service and will need no other mental health support, others turn to it while waiting for their counselling or other support services to start. The service is available during afternoons and evenings from Sunday to Thursday. While 63 % of users return for multiple sessions, a significant number seek help just once. The service is easily accessible via mobile phones. allowing for discreet use. The majority of interactions (95 % ) happen through online instant messaging. with others opting for phone calls. During 2023124: 98 % agreed the help provided by TIC+chat was useful 98 % said that they would recommend TIC+chat The service was rated on average 8.79 out of 10 by clients 14

Types of support provided by TIC+chat (reported by counsellors) Listening support NoTmalising SKJnFYOSting strategies Advice P$ych(>educational information Action planning Encouragement to change 3% Destigmatising 2% 25% 75% 100% Support for parents Parent Support Groups During 2023124, 286 parents or carers attended TIC+ Parent Support Group (PSG) workshops. These were delivered to small groups as a six-part series. Nearly half (470/0) are signposted to the Servi￿ by their child's school. Others came via their GP (13 % ), were aware of TIC+ because their child is receiving counselling (7 % ) and various other routes. PSG feedback 2023124 Totslly 11 Qutsa bti Il Somewhat 100% 75% 50% 25% LLk 30% 16° 2% 12% I felt listened to l understood the information given I felt the group gave me ideas 15

"We regularly see a profound transfonnation in parents and carers through our PSG sessions - effective facilitation fosters a strong sense of community and support, reducing feelings of isolation as participants actively contribute to each other's wellbeing. Trac Bartram clinical mana er TIC+ A number of changes are afoot for the PSGS, induding consolidating the current six-session course into five sessions,. and the potential rollout of new. standalone webinars on individual topics. Parent & Carer Support and Advice Line (PSAL) A total of 233 parents and carers spoke to TIC+'s Parent & Carer Support and Advice Line (PSAL) during 2023124. The line is available one morning and three evenings a week. The majority (95'/0) of callers were parents. as opposed to other types of carers or relatives. and most (90 % ) were female. There are plans for further promotion of PSAL among a range of audiences. including via newly-established relationships with family hubs. PSAL feedback 2023124: Average rating of Servi￿ by client (out of 10): 9.52 100 % agreed that they were tsken seriously 98 % said they would recommend PSAL to others 98 % said that their advisor knew how to help them Feedback given to us by users of PSAL in 2023124 "It was really helpful to talk through my concerns about my daughter with someone impartial and to gain another person's perspective of the situation and to think of things I could try to help her." "Jean was very supportive, even though the difficulties we discussed were very specific and unusual. She promptly sent me lots of relevant information by email after our call to fill in the gaps. It was so reassuring to speak to a real person at a time of need." "The person that I was talking to was knowledgeable, understanding and very clear." Our organisation Finance Head of finance Andrew Downing was promoted to the new role of chief financial officer. meaning he now sits on TIC+'s new Senior Executive Team. The finan￿ team also took on its first apprentice, a 16-year-old who is studying for a Level 2 qualification in finance at Gloucester College. Reward and remuneration project As in many fields and geographies, a challenging recruitment market and cost-of-living pressures make it important to ensure we are paying our staff appropriately for their work. 16

As such, the key finance project of the year was the creation and rollout of new grades and pay scales across the organisation. This was based on a rigorous assessment of job descriptions and roles, working with the pay and reward consultancy Essential Benchmarking and Reward Solutions. It replaces the previous system which had lacked consistency. with decisions about pay made on a team-by-team basis. The new structure, in line with the ongoing development of our new competency framework, provides more clarity around role expectations. opportunities for growth and developments. benefits such as paid volunteering leave. and other benefits. The new, consolidated structure came into pla￿ on 1 April 2024, with a range of pay rises applied across the organisation - no stsff had their pay reduced as a result. In future years. we intend to award an equal pay rise across the organisation. While TIC+ is not formally accredited to the National Living Wage Foundation we have ensured that the lowest pay grade is in eX￿sS of the real UK Living Wage. "Creating our grade and pay scales took a lot of long, hard work, but has been a very worthwhile project in creating intemal consistency as we look towards future growth. We're now turning our attention to a further restructure of some of our financial management systems, to further improve our back office functionality to improve the support given to all members of staff so that they can continue doing their inspiring work." chief financial officer TIC+ Andrew Downin Digital transformation A new cloud-based client record management (CRM) system. Tacklit, has been deployed across the organisation for the circa 1,200 client data entries required each month. This major project has replaced the previous legacy system. which included a mix of digital and paper-based records. The previous system could be slow to update and was less secure, especially as some non-sensitive records were sent as paper copies in the post, and was at a risk of error. As part of this digital transformation. all counsellors now have a work laptop and mobile phone. Once the team is fully accustomed to the new system. the long-term result will be that counsellors will have time freed up to pay more attention to preparing for and considering the outcomes from their sessions with clients, rather than admin itself. tacklit For 2024125, TIC+ is committed to revising and improving its Live Im act Dashboard to provide greater depth of understanding on the value of our work. This insight is key for a range of stakeholders, in particular those seeking to commission or fund our services. The organisation is also working towards obtaining the national recognised standard in cyber security, from the National Cyber Security Centre. 17

Training TIC+ views training and professional development as a key factor in ongoing growth and expansion, ensuring that we have the Workfor￿ we need to meet demand for our services, and ensuring the highest standards are maintained. This is particularly important given the turnover in the counselling Workfor￿ - both due to clients presenting with increasingly difficult issues, adding to the toll on counsellors themselves, and the financial incentive to move into private practi￿. During 2023124, we had a total of 89 students on our various courses. We also received two excellent feedback reports from the Counselling and Psychotherapy Central Awarding Body. We have also introduced a new Level 5 certificate in relational supervision, as well as celebrating the graduation of the first cohort of students completing our new. in-house Level 4 course in counselling. in early 2024. CPCAB Level 5 Certificate In Reiatlonai Supervision "Aside from my children, I can t think of anything that has given me more pride than seeing the first cohort of counsellors graduate from our Level 4 training programme. They were all fantastic, they've put their heart and soul into it. and we're so excited to have begun developing tl7is home-grown counselling workforce." Sue Cook head of clinical trainin TIC+ We enjoyed excellent feedback from our learners. This is reflected in recruitment, with many of the students coming onto courses in 2024125 saying that they have chosen us versus other providers on the basis of a recommendation. We also held our biggest ever open day (March 2024), with more than 50 people attending, of whom more than 700/, have applied for a course so far. For 2024125, we are delighted to have three men on our two-year Level 4 counselling course, out of 18 learners. The counselling workforce is heavily female-dominated, and ensuring that we have more diversity in our counsellors is key to ensuring we can serve our clients. Celebrating our team As we look ahead to future plans. a key goal for the organisation is ensuring that teams feel connected, supported and engaged in our vision and suc￿Sses. This is important given the decentralised way in which services had historically been run, and the fact that our clinical staff continue to work across a range of different locations as they attend sessions with clients. 18

Summer Celebration 2023 For a number of years, TIC+ has held a summer celebration. and for July 2023 this was revamped and attendan￿ - more than 100, out of a total staff of 120 - was higher than in previous years. An addition to the July 2023 event was the inaugural Values Award. with the team encouraged to nominate colleagues who they thought embodied our organisation's core values. Around 40 nominations were received. The winner was Alison Christmas, who works across our PSAL and TIC+chat services. and is now training as a counsellor on a TIC+ course. "I was completely taken aback to be nominated, let alone come away with the TIC+ Values Award - and when I won, I was just completely overwhelmed. Thank you so much to those who voted for me and those that made a point of congratulating me on the day and in the weeks that followed. Since joining TIC+ in 2021 I've always been encouraged and supported to be the best at what I do, from management to my line manager, the training team and of course my wonderful peers. All I do is pay that back, so to be recognised with an award was so special and so validating." Alison Christmas, TIC+chat and PSAL mental health support practitioner, and counsellor-in-trainin TIC+ ¥ Our Values Alison (centre) receiving award from Judith Bell (left) and Claire Power-Browne Equity, diversity and inclusion We believe that everyone has the right to live without prejudice regardless of ra￿. age. gender. disability. sexual orientation, social class. religion and belief - and that everyone should be able to make a full contribution to society in their own unique way and live in a world which demonstrates respect and values diversity. TIC+'s Equity, Diversity and Inclusion {EDI) Strategy and Action Plan, which is a￿￿1￿00 our website, sets out how we have been working to achieve a more equitable, diverse and 19

inclusive organisation. This includes working towards having more diverse and inclusive leadership and workforce. developing awareness and knowledge of EDI issues; and understanding the barriers to accessing our services. We keep statistics on the ethnicity and gender of all our clients and contacts and are aware that those accessing our services are predominantly white and female. Measures taken in support of our EDI plan in 2023124 include providing ra￿ and ethnicity training for all staff, including trustees; the Boys in Mind programme and a revamping of our Young People's Vol￿S Group {YPVG). We have also taken on two apprentices - one on a finance course and another on an ICT course - both of whom are under the age of 20. and our new contracts and job descriptions make clear that we can offer working hours that work for parents. During 2024125, thanks to funding from Zurich Community Trust, we will be working with organisational development consultancy The Better Org to further develop our EDI strategy and plan. Young People's Voices Group (YPVG) For several years, TIC+ has run a Young People's Voices Group (YPVG), which harnesses the experiences and perspectives of those we support. While this has proved valuable in a number of places, at the start of 2024 it was decided that the group needed a clearer structure and more rigour and consistency. capturing data and insights. In early 2024, the YPVG was made part of the remit of Servi￿ development and improvement manager Cheryl King. who is developing a range of plans to expand and improve on its existing work. Looking ahead: Boys In Mind - examining client gender balance During 2023124, TIC+ received funding from the Levelling Up Together Fund (via Gloucestershire Council) for a 12-month project to understand the gender gap and the barriers to boys and men ac￿SsIng our services - there is a roughly 70.30 female to male ratio among clients. Working with local councillors, outreach is now being done at community groups, sports clubs and other events and locations in seven wards in Gloucester, as well as in Cinderford in the Forest of Dean. supported by a marketing intern and outreach worker. At the time of writing. the project is still being delivered. having agreed an extension of the end date with the funders, and TIC+ will then measure the impact of the project and consider lessons for future service development. "Like any third sector organisation, TIC+ knows it is essential to put the voice of those it exists to support at the centre of its work. We're really excited to have begun the journey of revitalising the Young People s Voices Group, and know that opportunities for participation are key to our future success." service develo ment and im rovement mana Che IKin er TIC+ 20

Fundraising and marketing TIC+ generates income from four main sOur￿s. Statutory funding Contracted income Income from training courses Voluntary fundraising and donations including from trusts and foundations, community and individual supporters amongst others. Voluntary income is vital to us as a charity, ensuring that we are able to continue offering our services free of charge to those who aC￿sS us for support. Across the charity sector. the fundraising landscape is particularly challenging due to current cost-of-living pressures. TIC+ has a number of generous corporate supporters. as well as working with a range of committed individual fundraisers. Many of these have a personal connection to the organisation, either having accessed our services or knowing somebody who did. The generous support of funders and donors, and the significant funding we have received from NHS Gloucestershire enables us to continue to help every child and young person referred to or referring into us for counselling free of charge. We do not have space in this report to name all those who raised money for us last year. let alone to fully express our gratitude for their time. effort and passion. Nonetheless, a few examples of those wonderful fundraisers and donors are: A local girl began fundraising for us by making and selling her own Christmas decorations in 2022. having received an initial £10 'investment' through a scheme at her school. Inspired by her efforts, the girl's mother and colleagues at the bank TSB joined in with her efforts in 2023, as did fellow students, raising a total of £240. Local estate agency Moore. Allen & Innocent took part in a range of activities including bake sales and walking the Thames Path. Specsavers Cheltenham named TIC+ as its charity of the year, raising money through second hand book sales, dog walking and other activities. A number of relay teams took part in the April 2023 Virtual London Marathon in local villages and towns, cheered on by orange-clad supporters. Our relationship with the Zurich Community Trust, through its More Than Money programme. provided TIC+ with grants enabling the development of our EDI strategy and other projects, as well as giving our team access to a number of relevant free training courses. Our longstanding relationship with the Forest of Dean District Council, which alongside their ongoing support. renewed its £11.000 service level agreement (SLA) with TIC+ last year. "At a recent fundraising event at a nearby Salvation Am7y venue, the minister told me that he knew of at least three people who might not be alive today were it not for TIC+ It is very rare, if I'm out and about with my TIC+ badge on, that someone doesn't approach me to talk about how grateful they are for our work. We are humbled that so many people c17annel that gratitude into raising money for us - and whatever the size of the gift, it means so much to our team that we have made that heartfelt connection with our community." Nia Price fundraiser TIC+ 21

Moving into the subsequent financial year, in September 2024 our outgoing chair John Hubbard took on the monumental challenge of cycling from Lands End to John o, Groats with a group of friends, raising well over £2.500. We are so grateful to John, for this amazing effort, and indeed for all his commitment to TIC+ over the last three years. Also in 2024125. we look forvrfard to creating a separate fundraising department and marketing department, following the departure of a senior colleague who previously led this joint team. These revamped teams will lead the organisation's 30th anniversary celebrations, which we hope will play a major role in both fundraising and raising our profile with our various stakeholders and aUdien￿S. Fundraising Regulator TIC+ is registered with the fundraising regulator and we adhere to the Code of Fundraising Practice in all our policies and procedures. We are committed to best praCtI￿S and ex￿lIent donor care, and regularly review our Donations Policy and Fundraising Promise, which are published on our website. We received no complaints related to our fundraising activity in the year ending March 2024. Over the last year, we made the decision to draw on additional expertise and started work with professional fundraising consultancy, Orchard Fundraising. which is also registered with the Fundraising Regulator. We prioritise the safety and responsible use of personal data and provide clear and transparent communication about how we use it. We support and help all those who choose to fundraise for TIC+ by providing them with information and support. advi￿ about permissions they may need (such as street collection licen￿S) and how funds can be paid to us in a way that is transparent and easy to show to those who have contributed. We continue to provide guidan￿ and support to all of our fundraising stars. Looking ahead: time to rebrand For the last 30 years, the charity has operated as Teens in Crisis and latterly, TIC+ While there is a lot of affection for this name. and we are enormously proud of the reputation we have built under this name. it is clear that it no longer accurately describes the work we do or the clients we reach. Some young people see our name as a barrier to accessing services and others are confused as to who we are here for. As we look to expand and grow. we need a name and identity that helps us explain and achieve our mission of giving every young person someone to talk to. Over the next year our staff. Young People's Voices Group. commissioners and other stakeholders will engage with the design agency Creative COn￿M, to come up with a brand and identity that will carry us forward for the next 30 years and beyond. We look forward to launching this new brand in 2025. 22

Organisational context and financial review "In 2023. about 1 in 5 children and young people fin England] aged 8 to 25 years had a probable mental disorder." This strikin stat from NHS England illustTrtes that across the country - and GIou￿sterShIre is no eX￿ptIon - there is a real need for mental health support for children and young people. Demand for our services remains high. and as an organisation we are determined to continue to rise to that challenge. Last year. the trustees reported on the setting of a five-year goal for TIC+ where TIC+ would be recognised as a leading charity for children and young people's mental health and we set out our four key 'pillars' that would help our Executive Team support and underpin the delivery of our strategic vision: We deliver the best possible counselling Servi￿ for children and young people - we are a centre of excellence and innovation. We develop counselling professionals of excellence through our accredited training courses. We positively impact young people's mental health nationally. We are recognised as employers of excellence. Over the last year, there has been significant work undertaken to consolidate and grow towards the achievement of these pillars. Targets we set last year were to: 1. Strengthen further our Senior Leadership Team" we have done this by appointing a CEO, supported by a new Senior Executive Team structure. ensuring we have a strong, experienced leadership structure to deliver the progress we need against our targets (see Organisation Chart, p32). 2. Strengthen our board with diversity of skills and an increase of numbers; with thanks to Willow Charity Consulting. we ran an external recruitment process between December 2023 and February 2024. to allow us to recruit new skills. refresh our board and bring on a new chair, allowing our existing chair, John Hubbard, to retire with our thanks and gratitude for his outstsnding leadership. 3. Deliver our Digital Ex￿llen￿ Framework project: reported on in our main report above, this project has reduced our paper-based outcomes by 80 % , provided digital devices and training to all our team and has given us a sound base to which we can add additional sites and services. Our chosen solution was Tacklit. and over the summer of 2024 the system was launched and implemented with more than 110 staff members receiving training. Employer of Excellence We have a stated aim for TIC+ to be an 'Employer of Excellence,, and to support this we undertook our pay and reward project. of which achieving high results in recruitment, retention and reward of our workforce was a key aim. Working with our external pay and reward consultants Essential Benchmarking & Reward Solutions Limited (EBRS), a review was undertaken of the organisational structure to evaluate and then benchmark neady 50 key roles against current market conditions, taking into account our sector, operating size and location. Working with our consultants, a graded pay structure was developed, allowing for progression within a role. Each grade has guidance in terms of level of responsibility, the Mental Health of Children and Young People in England. 2023- wave 4 follow up to the 2017 survey. published on the NHS Digilal website, November 2023. 23

need to make decisions, the impact of those decisions, and the amount of relative experien￿ and qualifications needed. Any changed or new job is evaluated against the guidance as well as market comparisons. Launched in April 2024. this is the first stage of an ongoing process to help ensure TIC+ is a Workpla￿ of choice and somewhere to develop and build a career. Pay and financial support to staff In the winter of 2022, we made hardship payments to our staff to support them though the cost-of-living crisis. to a total cost to the charity of around £40.000. We recognised that financial hardship would not be confined to just one 'type' of hardship and so the trustees set up a Hardship bursary fund of an additional £10,000 to support any staff member who required financial assistance. Originally planned to close at the end of the financial year 2024. this fund has proved to be a great comfort to those who have used it and so will remain open. Pay award Last year we highlighted reports that put a spotlight on the issue of charities subsiding public contracts. It is of deep concem to the trustees that reports show the situation has actually worsened, with a report from NCVO in March 2024, T ri Services stating that 87 % of charities delivering public services are "subsidising their grants.. We continue to urge funders and wider society to note that the risk of contracts being handed back by charities across the sector, has now been actualised. The same report shows that 72 % of the charities who responded to the NCVO survey. "have withdrawn from public service delivery altogether or are considering doing so". Like many charities. at TIC+ we are acutely aware of the tension between being able to reward staff in the manner we want, but also managing core and on costs appropriately, so that we do not become 'uncompetitive' in the eyes of commissioners or funders. All of these factors are considered annually when making decisions about any pay award. Ordinarily, and where possible, TIC+ makes a pay award on a percentage basis, in line with our Pay Policy. This year, we intrOdU￿d our new pay scale to align with the start of the new financial year. As a result of the evaluation of all roles, the average pay rise was 4.2 %, with no person having a reduction in pay, even where their cu￿ent rate of pay had been found to be above the recommended scale. Investing in the new pay scale. saw an increase to the monthly wage bill of around 4.780/0 (including Nl and pension). Financial constraints meant we were not in a position to make an additional award on top of the introduction to pay scale, but next year {Financial year 202412025) we anticipate offering a reward in line with our usual Pay Policy. Income Once again. TIC+ has seen an increase in funds over the previous period. rising from £2,088,435 in the year ended 31 March 2023 to £2,734,947 in the year ended 31 March 2024. This reflects our reputation as a leading provider of mentsl health support to young people in Gloucestershire and beyond, through the hard work and professionalism of all staff in meeting the challenge of unprecedented levels of demand. Our training department is key to the creation of a sustainable mental health workforce for TIC+ but also for the wider region. training qualified counsellors and also those wishing to 24

enter the profession. Our top three SoUr￿S of income account for 91.2 % of all income received. Public sector contract income grew by 46 % to £2,044.588 from £1.399,769 Training course income grew 59 % during the year to £134.389 Service level agreements overall grew by 4.7 % to provide a combined income of £314.504 for the year ended 31 March 2024. We are aware that, operationally, we need to seek to diversify our income streams further to mitigate financial risks and over dependen￿ on any one Sour￿ of income. Like many other charities, we have found access to grants and trust foundation fundraising to be especially challenging over the last year. this coupled with the continued effect of the cost of living crisis means we have seen a decrease in our overall level of donations, down from £269,308 to £172,959. Current year £172.959 This has been calculated as follows- Donations & Grants (Note 2): £95.092 Public Sector Restricted Funds (Note 3) £77,867 Total £172,959 (Restricted funds under Note 3 relate to fundraising activity) Previous Year £269.308 This has been calculated as follows: Donations & Grants (Note 2): £176,982 Public Sector Restricted Funds (Note 3) £ 92,326 Total £269,308 (Restricted funds under Note 3 relate to fundraising activity) The trustees recognise the risks in this situation and have taken the following steps to address the situation.. Restructured the team to appoint a manager with sole focus on grants & trusts., Developing new funding streams to help diversify income and building on the success of our corporate giving" Development of an individual giving and new membership offering to build our regular giving. We are particularly grateful to the many businesses. grants trusts and individuals who have done so much to support us over this last year. Our sources of income over the last three years can be summarised as follows: Source of Income Public Service Contracts Service Level Agreements Training Public Sector Grants Donations - Other Investments Other Grants YIE 31.3.22 67.7 % 12.9% 8.1% 4.0% YIE 31.3.23 67.0 % 14.4% 5.50/0 4.1% 4.4% 2.5% YIE 31.3.24 74.8 % 11.5% 2.8% 2.4% 0.90/0 25

Other Regular Donations 0.60/. 0.7% 0.3% 0.4% 0.20/0 Percentage split of income Regular Donations other other Grants In￿str￿ents Donab'ons - Other Public Sector Grants Training SeNce Le￿1 oreements Public Sermce Contracts 0% 10% 20% 30% 40% 50% 60% 70% 80% YE 31.3.24 11 YE 31.3.23 11 YIE31.3.22 Expenditure Expenditure for the financial year ended 31 March 2024 totalled £2.788.663 compared to £2,202.520 the previous year. an increase of 26.6 % . As with last year, part of the uplift in expenditure reflects our growing staff base, additional facilities at our Gloucester site to deliver services and also investment in our IT strategy to support growth, including the purchase of laptops and phones for every user of our Counselling Record Management System. In addition, due to gaps in capacity we invested in extemal fundraising support to mitigate the predicted shortFalls. With the departure of our head of fundraising & communications, we expect this investment to continue in the next financial year whilst recruitment tskes place. As mentioned in the main body of the report, a key pillar of our growth plan is to grow our national presence. Our current name has been proven to be a barrier to accessing services to many young people and a rebrand was essential. Partnering with Creative Concern, who are leading a collaborative co creation process. we aim to launch our new name and identity with our next annual report. Our brand. identity and mission will align and allow us to build a presence locally, regionally and nationally. As we look ahead. we are mindful of the balan￿ of growth and consolidation. We continue to look to ensure that our capacity to deliver matches demand on services, including the essential core services which provide essential governan￿. support and oversight. We remain committed to being a workplace and employer of choice. to living out our values to all we are in contact with, and to at all times be mindful of our responsibility to steward our funds wisely. 26

Summary Our income and expenditure over the last three financial years can be summarised as follows: Income £1 780 930 £2,088,435 £2 734 957 Ex enditure £1 652 327 £2,202,520 £2 788 663 Sur lusldeficit £128 603 -£114,085 -£53 716 2021122 2022123 2023124 Income, expenditure and surplus/deficit In￿me 11 Eyenditure 11 Surplusldeficit £3,000.000 £2,500.000 £2,000.000 £1,500,000 £1.000.000 £500.000 £0 -£500,000 2021r22 2022123 2023r24 Our financial activities for the year ending 31 March 2024 showed a deficit of £53,716. £45,457 of this can be accounted for by bursary and discounted pla￿S offered on our counsellor training pla￿s. TIC+ is committed to broadening and diversifying both our own and the wider mental health workforce. looking at equitable access to training for those who may otherwise not have resources or the background to train. Our overall balance of funds at 31 March 2024 is £733,890. The split of funds can be seen below: Fund Type Unrestricted: General Unrestricted: Designated Restricted Total 37.329 642,178 54.383 733,890 Reserves Policy TIC+ is required to consider what level of reserves it is appropriate to hold to demonstrate appropriate financial management. stewardship and sustainability. in fulfilling its charitable public benefit going forward. 27

The operational business plan and associated risk management assessments embedded within the charity inform the basis for which reserves are required for specific business purposes. By nature. the funding of more strategic projects which look beyond the annual budget requires a more strategic funding base. Therefore. the charity aims to hold sufficient reserves to ensure that these business objectives are fully funded without adversely impacting the charity's financial stability. At any given time. the 'reseNes' held by TIC+ for accounting purposes are allocated either to the General operating fund or fvnds that have been designated by the trustees. All designated funds are subject to a full business plan. with a clear anticipated timetable for when such funds will be required to be drawn down. This is essential to ensure that the charity s cashflow and investments are correctly managed and liquidity is maintained. The designation of funds can be amended as approved by the board of trustees to ensure that the appropriate levels of funds continue to be held in meeting the latest business priorities. The level of funds held as general funds or as designated funds will fluctuate over time, but the charity aims to hold such reserves within a range of 25 % to 35 /0 of the charity's annual income. For 2023-24 the charity's income amounted to £2,734,947 so a reserves target of £683,737 to £957,231 would ordinarily be acceptable within the current policy. At the end of the 2023-24 financial year, the actual level of reserves was £733,890. Of this £54,383 relates to Restricted Funds, leaving an unrestricted balance of £679,507. These funds are split as follows: Unrestricted funds Contin enc Senior mana Redundanc General fund Staff subsid fund ital excellence framework fund Hardshi fund Isala review fund fund ement restructure fund £446,800 £100 000 £56 094 £37.329 £17.500 £13.273 £7.071 £679.507 28

Unrestricted funds Contingency fund Senior management restructure Redundancy fund General fund staff subsidy fund Digf(al excellence framework fund Hardship fund Paylsalary review fund The current level of unrestricted funds, £679,507, is just below the bottom of our target range. The trustees will be monitoring the value of unrestricted funds during the course of the 24125 financial year and will give due consideration to setting fees and budgeting of expenditure to try and move the value back into the target range. All of the funds in the above table. apart from the General fund. are funds that have been designated by the trustees for a specific purpose. A summary of the purpose of each fund is as follows.. Digital Excellence Framework: Part of the TIC+ Employee Excellence & Engagement Programme. our new cloud-based client record system. Tacklit, allows our clinical staff to digitally update records in real-time. improving safeguarding and governance as well as promoting better workllife balance for our team. An additional benefit is the reduction of paper-based outcome records by over 80 % , meaning we will use around 30,000 less sheets of paper in our first year alone. Staff Training Subsidies: TIC+ is committed to developing a sustainable workforce that benefits wider society. Training to be a counsellor can take many years and be expensive. so can exclude many people from this profession. particularly those from disadvantaged backgrounds. The TIC+ training subsidy offers freelsubsidised training for qualifying students at levels 4 and 5 of CPCAB-accredited training. This is an ongoing fund the trustees are committed to supporting. Pay I Salary Review: A key element of the TIC+ Employee Excellence & Engagement Programme. this independent review of pay and non-pay elements of reward at TIC+ was used to help shape our reward strategy, launched in April 2024. Further development includes values and competency based appraisal framework, equity and diversity in recruitment and organisational structure. Hardship Fund: Referred to earlier. the hardship fund is a Bursary that exists to support staff who may be experiencing financial difficulties with grants of up to £300. This is an ongoing fund the trustees are committed to supporting. Additionally this year the trustees have set aside a further fund. Senior Management Restructure: As referen￿d earfier. the trustees recognise that 29

to promote and support growth of the charity and to meet our vision that every young person has someone to talk to. funds are needed to increase and strengthen the Senior Leadership structure, allowing the building in of essential skills and systems. This fund is a 'front load, fund, supporting a percentage of additional wage costs for the next three years costs at senior management level. tapering down with each year. Redundancy Fund: Each year the trustees review their Redundancy Policy and set aside an agreed amount to mitigate against the possibility that the NHS no longer commissions our services and that we would have to reduce our workforce accordingly. Contingency Fund: This fund is to mitigate any costs arising in the event of any loss of contract, or other unforeseen events. It has been set at two months. salary plus commensurate overheads. Financial management We continue to review our financial and operational systems and controls to further strengthen effective and efficient working,. being able to provide accurate management reporting which will enhance both operational and strategic decision-making processes throughout the charity. The relationship between the Finance & Digital subcommittee and the chief financial officer has continued to be strengthened through collaborative working and as a result, better information and decision-making has flowed. Our client database and accounting procedures allow us to track funds through their life cycle budget code. beneficiary and even down to session outcome, giving funders confidence that their grants are being spent in line with any restrictions or special conditions that they may have requested. Working with this data and reporting, the Finance & Digital subcommittee is increasingly better informed to enable budgetary and strategic financial decisions to be taken. We submit our accounts and Annual Reports to the Charity Commission and Companies House and continue to comply with all their guidelines and accounting regulation and reporting requirements. We have robust prO￿dureS in place to prevent fraud and all funds are allocated for the purpose for which they are given. TIC+ does not operate a defined benefit pension scheme, nor hold any investments bar liquid capital. This means we are not affected by any short-term drop in values of plan or shares. Whilst the need for a broader investment strategy has been investigated the trustees have decided that the current levels of our reserves and potential liquidity needs lend themselves to maintaining our reserves as liquid assets. A detailed policy in relation to the management of our liquid assets is in place and reported against on a regular quarterly basis to the board of trustees. Going concern Our service delivery income over the past year has proved resilient and we are grateful to the NHS and other commissioners who place their trust in us. However, our fundraising income has been impacted by a number of factors, including a challenging financial environment which has affected many large grants & trusts performances, as well as the ability of individuals to be able to contribute. This has led to a poorer than anticipated performance and a shortfall against predicted income. We have been fortunate in that fundraising currently comprises a small part of our overall 30

income which has mitigated the impact of this. In addition, excellent service delivery has meant that contract income has been maintained. We have increased the value of all contracts held as well as the number of service level agreements. We are especially thankful that from September 2024 we will now be working to a multi-year contract with our main commissioner. which will make a significant difference to the security of the charity. We are mindful of the need to continue to meet the growing demand and of our desire to see even more children and young people. All of the ServI￿S we offer are free- which means we have an ongoing need for funding. In the next year, we will identify where we had gaps in performance last year and look to revise our fundraising strategy to address these" we will invest in our fundraising team and we will diversify our fundraising income streams to help mitigate over reliance on any one commissioning body. Alongside these future actions, the trustees have analysed cashflow and scenarios balanced with the investment required to implement our plans for growlh. Because of our work. the strength of our reputation and our strong commissioning relationships, we confidently assert that we are in a good financial position, although as a board we look to current wider global events and recognise there may be some impact on the charity's operations. which may in turn impact on our reserves in the coming months and years. The charity has sufficient reserves to be able to meet these cu￿ent known challenges and therefore the board are happy that the charity's accounts can be prepared on the going concern basis. Structure, governance and management Governing document The charity is controlled by its governing document, the company's Memorandum and Articles of Association. and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006. incorporated in Cardiff on the 1st of August 1994 and registered as a charity on 21 March 1995. In the event of the company being wound up, members are required to contribute an amount not exceeding £1. Over the last year the board has been reviewing the current Articles to identify where they needed updating to reflect changes in Companies and Charities Law. Final changes, including around membership and governance are due to be proposed to members within the 202412025 financial year. All changes will be timed to tie in with a change of name. Our commitment to good governance TIC+ is a registered charity, (registered number 1045429) and a company limited by guarantee registered in England (registered number 02954230). that is governed by a board of trustees who are also appointed as company members for their term of office. The board has a maximum of 12 members who must all profess a Christian faith as set out in TIC+ statement of faith. Our Articles of Association set out how we are govemed. We are committed to meeting the standards set out in the Charity Govemance Code as part of our commitment to maintaining high standards of leadership and work. Trustees are elected to serve for a period of three years after which they must be re-elected at the next Annual General Meeting. Recruitment of trustees follows our Safer Recruitment Policy, and, where appropriate, we are clear about any specialist skills or experience we are 31

seeking to fill. New trustees receive an induction that includes an overview of TIC+ work and activities. To date all newly elected trustees have been able to spend time prior to an election meeting with senior staff, visiting one or two trustees. meetings to learn more about the work and the role of trustees. We believe this provides invaluable training for the role. The board of trustees meets six times annually, including one day long meeting towards the end of the calendar year. Additional meetings of the trustees can occur when there is a need to consider a specific item of business that has arisen between meetings. Trustees also receive regular updates from the Senior Executive Team and are sent key documents that may not be included in board meetings but may be helpful or important for information that allows them to cary out their work effectively. The board has established sub-committees, to provide assurance to the board, each with specific terms of reference. These are: Risk, Digital & Finance Committee: manages Strategic Risk and our digital transformation strategy, oversees all financial aspects, including setting and managing the internal financial controls. budget setting and management against budget. Remuneration and Reward Committee: reviews the remuneration package of the Senior Executives. and is currently overseeing the delivery of the external Pay & Rewards Review - due to be implemented April 2024. Quality & Service Delivery Committee: examining and reviewing the delivery of the clinical services within TIC+ ensures practice meets current recommendations and guidelines, looks at outcomes for children and young people, clinical risk & safeguarding relevant regulations and good practice in relation to all service beneficiaries. In addition to this there is an Audit & Financial Assurance Committee which meets to oversee as the 'Open and close, of the annual audit. Management The oversight of the day-to-day work and management of TIC+ is delegated to a Senior Executive Team (SET), consisting of the chief executive officer (CEO), the chief clinical officer (CCO), the chief financial offI￿r (CFO) and the chief operating officer (COO). They in turn oversee the Senior Leadership Team. shown below: Current TIC+ Senior Leadership Team Traini Il•adofUtTh￿ . 32

This team delivers the work approved by the trustees as well as bringing to the attention of the board any matters they feel need to be addressed. Department Teams meet regularly under the leadership of the Senior Leadership Team (SLT) and take responsibility for TIC+ day-to-day operations and Servi￿ delivery. There are clear terms of reference for the SET in relation to its accountability to the trustees. The SET has been enhanced: The role of chief executive officer has been created, and has been filled by the previous director of operations The revised role of chief clinical officer has been created, and has been filled by the previous director of clinical services (who co-led the organisation alongside the director of operations). This new role allows better focus on the clinical model, quality and excellence of the work the charity undertakes. The role of chief operations officer has been created, building on the previous director of operations role. and will be filled in November 2024. This is an internal-facing role, overseeing Servi￿ delivery and operations The role of chief financial officer has been created, to prioritise the issues of finance, governance and risk in the organisation. with the previous head of finance promoted into this role. As the charity gets bigger. the SET continues to strive to keep work and engagement centred around TIC+ values and that staff feel they have a genuine chance to collaborate and co-produce, where they can have a genuine impact. To ensure that staff have the opportunity to have their voice represented in key decisions that affect them or their work. the SLT has established a Staff Advisory and Engagement Group (SAGE) which meets quarterly. open to all staff with the agenda published in advance, it is an open forum where staff can also raise their own queries either in person or through the Freedom to Speak up guardian (see below). As a result of the SAGE meetings. various projects have been implemented or benefits enhanced. The SET runs a monthly 'Open House. . a free-form meeting where the SET are accessible to answer questions on any topic, explain and explore upcoming work and hear staff views on current issues. Our principal risks and uncertainties Identifying and actively managing risk is an important part of ensuring that TIC+ remains a healthy and impactful charity and ensures that trustees remain focused on the appropriate issues as they lead the organisation. This continues to be done at a board and senior staff level by maintaining a Risk Register that identifies the key organisational risks. The Risk Register is co-owned by our board of trustees and the Senior Executive Team. Each of our board's sub-committees has responsibility for monitoring how we are managing risks relevant to their remit. Their consideration is then reported to the full board. The summary of key risks for the charity are: Area Governance Ke risks Leadership capability Cor orate 33

Governan Maintaining relationship with funders Marketplace competitors Pricing & Contracting Policy Income source overreliance Ex￿sS Servi￿ demand Service quality Workforce strategy & delivery ital information & technolo Finance Service delivery

Statement of Trustees, Responsibilities for the year ended 31 March 2024 The trustees (who are also directors of Teens in Crisis for the purposes of company law) are responsible for preparing the Trustees, Annual Report and the financial statements in accordance with applicable law and United Kingdom accounting standards (United Kingdom Generally Accepted Accounting Practi￿). Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for the year. In preparing these financial statements. the trustees are required to: select suitable accounting policies and then apply them consistently., observe the methods and principles in the Charities SORP., make judgments and estimates that are reasonable and prudent. state whether applicable United Kingdom accounting standards have been followed. subject to any material departures disclosed and explained in the financial statements., and prepare the financial statements on the going cOn￿M basis unless it is inappropriate to presume that the charitable company will continue in operation. The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the trustees are aware: There is no relevant audit information of which the charitable company's auditors are unaware. The trustees have tsken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information This report has been prepared in accordan￿ with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. Auditors Burton Sweet were re-appointed as auditors during the year and have expressed its willingness to continue in Offi￿ as auditor Signed by order of the board of trustees: Nigel Gabb, Trustee Date: 14 November 2024 35

Registered Company number: 02954230 (England and Wales) Registered Charity number: 1045429 Registered office: offi￿ 73. Building 7. Vantage Point Business Village. Mitcheldean. Gloucestershire, GL17 ODD Trustees NC Gabb Pensions Investment & Accounting Manager. GIoU￿sterShIre County Council Non-Executive Director NHS Associate Director NHS {resigned 31st January 2024) University of GIou￿stershIre. Director of Libraries. Technology and Information (resigned 31 st March 2024) Civil Servant (resiqned 16th Auoust 2024) Leadership & Education Consultant JM Newton P Cresswell RJ Blagden J Hubbard (chair) JM Daines C Edie-Treloar S Leaver Communication Manager, Gloucestershire Constabulary Director, Fami Consultancy (appointed 27 January 2023, resigned 7th November 2023) Chair, (retired) NHS Trust (Chair from 16th August 2024) Associate Director of Transformation (NHS) (co-opted 23rd April 2024) Principal Proiect Manaqer (NHS Wales) (co-opted 23rd April 2024) Charlotte Hitchings Nicola Moore Thokozani Owino Auditors Burton Sweet Limited The Clock Tower 5 Farleigh Court Old Weston Road Flax Bourton Bristol BS48 1 UR Bankers Lloyds Bank 8 High Town Hereford HR1 2AE Senior Leadership Team Claire Power-Browne Judith Bell Chief Executive Officer (Director of Operations until 31 st August.2024) Chief Clinical Officer (Director of Clinical Services until 31 st March 2024) Chief Financial OffI￿r (Head of Finan￿ until 31st March 2024) Head of Training Head of Fundraising & Communications (Resigned with effect from 30th June 2024) Jon Jarvis Head of Clinical Operations Dan Tipp Head of Operations Development Charlee Choremi HR Coordinator Dr Chloe Constable Clinical Advisor and Research Lead Andrew Downinq Sue Cook Carolyn Roulstone 36

Independent auditor's report to the members of Teens in Crisis for the year ended 31 March 2024 Opinion We have audited the financial statements of Teens in Crisis (the °Charity') for the year ended 31 March 2024 which comprise the Ststement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102.. The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practi￿). In our opinion, the financial statements: give a true and fair view of the state of the Charity's affairs as at 31 March 2024 and of its income and expenditure for the year then ended" have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practi￿. have been prepared in accordan￿ with the requirements of the Companies Act 2006. Basis for opinion We conducted our audit in accordance with intemational Standards in Auditing (UK) (ISAS (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial ststements section of our report. We are independent of the Charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC'S Ethical Standard. and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Conclusions relating to going concern In auditing the financial statements. we have concluded that the directors, use of the going concem basis of accounting in the preparation of the financial ststements is appropriate. Based on the work we have performed. we have not identified any material uncertainties relating to events or conditions that. individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the directors with respect to going concern are described in the relevant sections of this report. Other information The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. Our opinion on the financial statements does not cover the other 37

information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and. in doing so. consider whether the other information is materially inconsistent with the financial statements or our knowledge obtsined in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If based, on the work we have performed, we conclude that there is a material misstatement of this other information. we are required to report the fact. We have nothing to report in this regard. Opinions on other matters prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the audit: the information given in the trustees, report (incorporating the directors, report) for the financial year for which the financial statements are prepared is consistent with the financial statements., and the directors, report has been prepared in accordance with applicable law requirements. Matters on which we are required to report by exception In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit. we have not identified material misstatements in the directors, report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: adequate accounting records have not been kept, or returns adequate for our audit have not been re￿iVed from branches not visited by us. the financial statements are not in agreement with the accounting records and returns. certain disclosures of trustees, remuneration specified by law are not made., or we have not obtained all the information and explanations necessary for the purposes of our audit: or the trustees were not entitled to prepare the financial statements in accordance with the small companies. regime and take advantage of the small companies, exemptions in preparing the directors, report and from the requirement to prepare a strategic report. Responsibilities of trustees As explained more fully in the trustees, responsibilities statement. the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 38

In preparing the financial statements, the trustees are responsible for assessing the Charity s ability to continue as a going concern. disclosing, as applicable. matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the Charity or to cease operations, or have no realistic altemative but to do so. Auditor's responsibilities for the audit of the financial statements Our objectives are to obtain reasonable assuran￿ about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if. individually or in the aggregate. they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Our approach to identifying and assessing the risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, was as follows: we identified the laws and regulations applicable to the charity through discussions with those charged with governance and other management, and from our knowledge and experience of the sector" we focused on specific laws and regulations which we considered may have a direct material effect on the financial statements of the operations of the company, including the Companies Act 2006. taxation legislation and data protection. anti-bribery, employment, pensions, environmental and health and safety legislation. and we assessed the extent of compliance with the laws and regulations identified above through making enquiries of management. inspecting legal correspondence and remaining alert during the audit for any indications of non-compliance. Our audit procedures in relation to fraud included but were not limited to". making enquiries of those charged with governance and other management as to where they considered there was susceptibility to fraud, their knowledge of actual, suspected and alleged fraud. discussing amongst the engagement team the risks of fraud; gaining an understanding of the intemal controls in place to mitigate risks of fraud and non-complian￿ with laws and regulations. testing journal entries to identify unusual transactions- assessing whether judgements and assumptions made in determining the accounting estimates set out in the accounting policies were indicative of potential bias,. and investigating the rationale behind significant or unusual transactions. There are inherent limitations in our audit procedures described above. The more removed that laws and regulations are from financial transactions. the less likely it is that we would become aware of non-compliance. Auditing standards also limit the audit procedures required to identify non-compliance with laws and regulations to enquiry of the directors and other management and the inspection of regulatory and legal correspondence, if any. Material misstatements that arise due to fraud can be harder to detect than those that arise from error as they may involve deliberate concealment or collusion. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at 39

www.frc.or .uklauditorslaudit-assurance-ethicslauditors-res description forms part of our auditor's report. onsibilities-for-the-audit. This Use of our report This report is made solely to the Charity's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Charity's members those matters we are required to state in them in an auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charity's members as a body. for our audit work, for this report, or for the opinions we have fomied. Ed Marsh Bsc (Hons) FCA DChA (Senior Statutory Auditor) For and on behalf of Burton Sweet Limited Statutory Auditor The Clock Tower 5 Farleigh Court Old Weston Road Flax Bourton Bristol BS48 1 UR Date:....................... 40

TEENS IN CRISIS STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND EXPENDITURE ACCOUNT} YEAR ENDED 31 MARCH 2024 Unrestricted Restricted Funds Funds Total Funds 2024 Totsl Funds 2023 Note Income from: Donations and grants Charitable activities Other trading activities Investments 71,717 2.178,977 592 58,221 23,375 402,065 95,092 2,581,042 592 58,221 176,982 1,883,365 5.768 22,320 Total income 2,309,507 425,440 2,734,947 2,088,435 Expenditure on: Raising funds Charitsble activities 67,361 2.230,700 137 490,465 67.498 2,721.165 64.754 2,137,766 Total expendlture 2.298,061 490,602 2,788,663 2,202,520 Net incomel{expendilure) 11,446 (65,162) {53,716) (114,085) Transfers between funds 15 3,101 (3,101) Net movement in funds 14.547 (68.263) {53,7161 (114.0851 Funds at start of perlod 15 664,960 122,646 787.606 901.691 Funds at end of period 15 679.507 54,383 733,890 787,606 The Charity has no recognised gains or losses other than the results for the period as sel out above. All of the activities of the charity are classed as continuing. See note 9 for fund-accounting comparative figures The notes on pages 44 to 55 fom part of these financial statements 41

TEENS IN CRISIS BALANCE SHEET AS AT 31 MARCH 2024 2024 2023 Note Fixed assets Tangible assets 10 33,708 16,004 33,708 16,004 Current assets Debtors Cash at bank and in hand 11 171,735 1.247,584 178,330 1,553.203 1,419,319 1,731,533 Liabilities Creditors - amounts falling due within one year Net current assets 12 (719,137) 700.182 (959,9311 771,602 Total assets less current liabilities 733,890 787,606 Net assets 733.890 787.606 FUNDS Unrestricted funds Restricted funds 16 16 679,507 54.383 664,960 122.646 Total funds 733,890 787,606 These financial statements have been prepared in accordan￿ with the special provisions for small companies under Part 15 of the Companies Act 2006 and with the Financial Reporting Standard 102 (FRS102). These financial statements were approved by the Trustees on 14 November 2024 and are signed on their behalf bv.. Nigel Gabb Trustee Company registration number: 02954230 The notes on pages 44 to 55 fonn part of these financial statements 42

TEENS IN CRISIS CASH FLOW STATEMENT YEAR ENDED 31 MARCH 2024 2024 2023 Note Net cash (ouffiowl l inflow from operating activities 13 (336,227) 205,864 Nonwoperatlonal ¢a$h flows: Investing activities Payments for tangible fixed assets Investment income (27.613) 58,221 (10,161) 22.320 30,608 12,159 Net cash (oufflow) l inflow for the year 14 305,619 218,023 Cashflow Restrictions Charity law prohibits the use of net cash inflows on any endowed or other restricted fund to offset net cash oufflows on any fund outside its own objects, except on special authority. In practi￿, this restriction has not had any effect on cash flows for the period. The notes on pages 44 to 55 fomi part of these financial statements 43

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 Accounting policies Accounting convention The financial statements have been prepared in accordance with the historical cost (x)nvention (except where otherwise slated in the accounting policy note) and in accordance with the Statement of Recommended Practice.. Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 102) issued in October 2019, and the Financial Reporting Standard applicable in the Uniled Kingdom and Republic of Ireland {FRS 1021, and the Companies Act 2006. There are no material uncertainties about the charity's ability to continue as a going concern, despite the significant uncertainty being caused by COVID-19 and the national cost of living crisis. Whilst the Trustees expect there to be a significant impact on the charity's operations in the coming months and years, the charity has sufficient reserves to be able to meet these challenges. Income All income is included in the Statement of Financial Activities when the charity has entitlement to the income, the amount can be quantified with reasonable accuracy and receipt is probable. Donations and grants includes income generated from gifts, donations and grants and is included in full in the SOFA when receivable. Grants where entitlement is conditional on the delivery of specific performance by the Charity are recoqnised when the Charitv becomes unconditionallv entitled to the qrant. Investment income is included on a receivable basis. Expenditure Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings, they have been allocated to activities on a basis consistent with the use of resources. Support costs are allocated in full to the main charitable activity of the provision of counselling services. Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked with the strategic management of the charity. They are included within support costs. Tangible fixed assets Deprecialion is provided at the following annual rates in order to write off each asset over its estimated useful life. Fixtures and equipment- 25 % on cosl Computer equipment- 25 % on cost Assets of £5,000 or more are capitalised. Taxation The charity is exempt from corporation tax on its charitable activities. Fund accounting Unrestricted funds can be used in accordan￿ with the charitable objects at the discretion of the trustees. Designated funds fom part of unrestricted fijnds and have been identified as being for particular purposes by the Trustees. They are not restricted and can be transferred to general funds at any time at the discretion of the Trustees. Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restriclions arise when specified by the donor or when funds are raised for particular restricted purposes.

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 Accounting policies (continued) Debtors Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Creditors Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount after allowing for any trade discounts due. Pension costs and other post-retirement benefits The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable companys pension scheme are charged to the Statement of Financial Activities in the period to which they relate. Income from: Donations and grants Unrestricted Restricted Funds Funds Total Funds 2024 Grants Other donations Gift aid 500 65,283 5,934 23.375 23,875 65.283 5,934 71.717 23.375 95.092 Prior period comparatives Unrestricted Restricted Funds Funds Total Funds 2023 Grants Other donations Gift aid 114,589 114,589 57.832 4.561 57,832 4,561 62,393 114,589 176,982 45

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 Income from: Charitable activities Unrestricted Funds Restricted Funds Total Funds 2024 Public sector funding Service level agreements Training and workshops Other charitable activities income 2,044,588 77,867 314.504 2,122,455 314.504 134,389 9,694 134,389 9,694 2,178,977 402,065 2,581,042 Prior period comparatives Unrestricted Restricted Funds Funds Total Funds 2023 Public sector funding Service level agreements Training and workshops Other charitable activities income 1,399,769 92,326 300,355 1,492,095 300.355 84,622 6.293 84,622 6,293 1,484,391 398,974 1,883,365 Public sector funding includes grants totalling £2,044,588 (2023: £1.427,958) from NHS GIoU￿sterShIre ICB and £77,867 (2023: £40,210) from other sources. Service level agreements of £278,459 (2023- £257,937) are principally funded by local authority funding. 46

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 Expenditure on: Raising funds Unrestricted Restricted Funds Funds Total Funds 2024 Fundraising costs Wages and salaries 19,289 48,072 137 19.426 48,072 67,361 137 67,498 Prior period comparatives Unrestricted Restricted Funds Funds Total Funds 2023 Fundraising costs Wages and salaries 12,325 51,907 65 457 12.390 52,364 64,232 522 64,754 Expenditure on: Charitable activities Support Costs (Note 6) Direct Costs Total Funds 2024 Provision of counselling services 1,868,091 853,074 2,721,165 Prior period comparatives Support Costs (Note 6) Direct Costs Total Funds 2023 Provision of counselling services 1,492,126 645,640 2,137,766 47

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 Support costs Total 2024 Total 2023 Wages and salaries Premises Legal and professional Office costs IT and So￿are costs Advertising and promotion Deprecialion Governan￿ costs 496,476 107,567 51,152 22.728 126,933 16,177 9,909 22.132 387,621 80.899 41,501 15,546 92,146 9.658 6,349 11.920 853,074 645,640 Net incomel(expenditure) for the period This is stated after charging: Total 2024 Total 2023 Auditor's remuneration - for audit ServI￿S for other services 9,132 4.414 548 9,909 7.699 3.924 1,677 6.349 Trustee expenses Depreciation The charity has incurred costs totalling £548 (2023= £1,677) in relation training courses, materials and Subsisten￿ costs on the behalf of all trustees (2023: 3). These relate to trustee expenses in carrying out their duties. Staff costs and numbers The aggregate payroll costs were.. Total 2024 Total 2023 Wages & salaries Social security costs Pension contributions 2,070.608 154,844 40,615 1,651.240 109,190 29,425 2,266,067 1,789,855 No employees received benefits (excluding employe¢s national insurance contributions and employer pension costs) of between £60,000 and £70,000 (2023: 2). The total aggregate employment benefits received by key management personnel were £410,538 for the year12023.' £414,691). The average monthly number of employees during the period was as follows: Total 2024 114 Total 2023 105 48

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 Statement of Financial Activities comparative figures Unrestricted Funds Restricted Funds Total 2023 Prior year comparative Income from: Donations and grants Charitable activities Other trading income Investments 62,393 1.484,391 5.768 22,320 114,589 398,974 176.982 1,883.365 5,768 22,320 Total income 1.574,872 513.563 2,088.435 Expenditure on: Raising funds Charitable activities 64,232 1,679,424 522 458,342 64,754 2,137,766 Total expenditure 1,743,656 458,864 2,202,520 Net incomel(expenditure) (168.784) 54.699 (114.085) Transfers between funds Net movement in funds (168,784) 54,699 (114,085) Total funds at start of perlod 833,744 67.947 901.691 Total funds at end of period 664,960 122,646 787,606 10 Tangible fixed assets Fixtures & equipment Computer Equipment Total Cost At 1 April 2023 Additions Disposals 11,121 16,794 27,613 27.915 27,613 19601 {960) At 31 March 2024 10,161 44,407 54.568 Depreciation At 1 April 2023 Charge for the year Disposals 3,106 2,546 (960) 8,805 7.363 11.911 9.909 (9601 At 31 March 2024 4,692 16,168 20,860 Net book value At 31 March 2024 5,469 28,239 33,708 At 31 March 2023 8,015 7,989 16,004 49

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 11 Debtors 2024 2023 Due in less than one year: Trade debtors Prepayments and accrued income Other debtors 48,831 117,966 4,938 96,072 77.612 4,646 171,735 178,330 12 Creditors 2024 2023 Due in less than one year: Trade creditors Other creditors Accruals and deferred income 17,380 3,779 697,978 14,324 9,008 936.599 719,137 959,931 Included above is deferred income from service contracts relating to the charity's core charitable activities. 2024 2023 Deferred income balance at start of period Amount released to income earned from charitable activities Amount deferred in the period 909,548 920,106 (3,211,630) {1,587,333) 2,970.763 1,576.775 Defe￿ed income balance at end of period 668.681 909,548 13 Reconciliation of net movement in funds to net cash {ouffiow)linflow from operating activities 2024 2023 Statement of Financial Activities: Net movement in funds Investment income Depreciation Decrease in creditors.. current liabilities Decrease in debtors {53,716) (58,2211 9,909 (240,794) 6,595 (114,085) (22.3201 6,349 (18,845) 354.765 Net cash (oufflow)linflow from operating activities {336.227) 205.864 50

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 14 Analysis of changes in cash during the period 2024 2023 Change Cash at bank and in hand 1,247,584 1,553,203 305,619 2023 2022 Change Cash at bank and in hand 1,553,203 1,335.180 218.023 15 Movement in funds At1Apr 2023 At 31 Mar 2024 Income Expenditure Transfers Unrestricted funds General fund Contingency fund Redundancy fund Staff Training Subsidy Payl Salary Review fund Digital Excellence Framework Hardship Fund Senior Management Restructure 121.000 336,000 43,088 36,374 17,760 101,938 8,800 2.309,507 (2.221,032) (172,1461 110,800 13.006 {18,874) 600 (30,285) 37,329 446,800 56.094 17,500 1,440 13,273 7,071 (16,920) (58.380) {1,729) 100.000 100.000 664,960 2,309,507 2,298,061 3,101 679,507 Restricted funds Rausing Service Level Agreements MOJ Sexual Violence Levelling Up Fund (Boys in Mind) Zurich Community Trust MOJ Domestic Assault Forest of Dean Suicide Prevention Other restricted funds (see description) 37.234 (37,234) (314,504) (23.744) (20,580) (13,277) (13,520) (13.694) (21,911) (32,138) 314,504 23.744 55,962 35.382 4,578 17,500 13,523 13.694 21,911 20,564 8,801 (3} 24.872 (3.098) 10.200 122,646 425,440 490,602 3,101 54,383 Total funds 787,606 2,734,947 (2,788,663) 733,890 51

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 15 Movement in funds (continued) Prior year comparative At1Apr 2022 At 31 Mar 2023 Income Expenditure Transfers Unrestricted funds General fund Contingency fund Redundancy fund Staff Training Subsidy Pay/ Salary Review fund Digital Excellence Framework Hardship Fund 250,648 315,000 63,558 68,538 20.000 116,000 1.574,872 (1,713,874) 9,354 21,000 {20,4701 {32,164) 12.280 121,000 336,000 43,088 36,374 17.760 101,938 8,800 664,960 (14.520) (14,062) 11,200 1,743,656 10,000 833,744 1.574,872 Restricted funds PCC Covid Response Rausing Service Level Agreements St James, Place Sylvanus Lysons MOJ Sexual Violen Newby Trust Zurich Levelling Up Fund (Boys in Mind) Zurich Community Trust Other restricted funds (see description) 10,473 7,386 (9.111) 2,083 10,000 {9,211) (22,092) (278.740) (24,999) (10,000) (11,502) (10,000) {9,272) 1.262 37,234 50,000 287.851 25,000 1.940 2.084 16,585 (5,083) 10,000 10,695 1.423 56,379 (417) (12.922) (69,709) 55,962 17.500 60.248 4,578 20.103 26,421 3.143 67,947 513.563 (458.864) 122.646 Total funds 901,691 2,088,435 2,202,520 787,606 Description and purpose of funds and transfers All funds with an opening balance, closing balance, income, expenditure or transfer greater than £10,000 have been separately disclosed. All other funds have been included within 'other restricted funds.. The Charity accounts fully for all restricted funds and a summary of the movement on any smaller fund is available upon request. Desi nated Funds Contingency Fund This represents money set aside to continue the delivery of our Free Access Counselling should any of our grants or commissioned projects end up not being renewed. Should this situation arise the Irustees will need time lo take aclion. This sum of money would protect core operaling costs and ongoing work with young people already in our service. The fund will enable time to make adjustments and raise additional funds. The fund also contains a small amount of funds set aside to cover'emergency funding needs, such as unforeseen day to day operational costs or e.g. temporary staff lo cover long temi illness. 52

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 15 Movement in funds (continued) Desi nated Funds Gontinued J Redundancy Fund Representing funds set aside lo meet redundancy costs to entitled existing staff should Ihe charity find itself having to make redundancies. This amount is calculated annually and whilst the truslees do not expect a situation where all the staff would need to be made redundant they deem it their responsibility to cover the full liability out of reserves. Staff Training Subsidy Representing funds to allow staff, employed by TIC+ to qualify to work specifically with children and young people at level 4 and level 5 in counselling. TIC+ recognise the need lo build a sustainable workforce for children's mental heallh and so have committed funds as bursary to enable entry level training at levels 2 and 3. to build a worktorce for the future. This subsidy builds equity and encourages some for whom training may not otherwise have been an option they could afford. Paylsalary Review fund Representing funds that had been designated for a now completed external and independent pay and non-pay review of roles and rewards at TIC+ TIC+ are committed to being an ethical employer and a workplace of excellence. This review represenls part of our three-year plan improving recruitmenl. retention and reward at TIC+ allowng our team opportunities to grow and develop with us. Completing this review has been a key foundation element to the TIC+ Employee Excellen￿ & Engagement Programme. Digital Excellence Framework Part of the TIC+ Employee Excellence & Engagement programme, this represents funds to improve wort( pro￿sseS and experiences of our clinical team by introducing a new cloud-based client record system and hardware to access same. Bespoke to TIC+ and expecled to go live in summer 2024. this system will improve safeguarding, governance and give real time information to staff. Hardship Fund The hardship fund is a Bursary that exists to supporl staff who may be experiencing financial difficulties due to the cost of living with grants of up to £300. Senior Management Restructure Representing funds set aside to increase and strengihen the Senior Leadership structure, building in essential skills and systems to promote and support growth. Restricted Funds PCC Covid Response This money ￿presents funding awarded by the Ministry of Justice, through the offi￿ of the Police & Crime Commissioner. to respond to the additional need faced by the charity during Covid. It was provided to fund core costs, including additional safeguarding cover, clinical staff supeNision and IT equipment to support remote working. Rausing Awarded bythe Julia and Hans Rausing Trust, the grant. originally awarded in the 2020121 financial year, was provided by their Charitable Support Fund for charities during the Covid-19 pandemic in recognition of the loss of income nom)ally achieve(I through fundraising. It is for core costs and overheads associated with running TIC+ The £50,000 received in the 2021122 financial year was the first tranche of multi- year funding towards piloting of the 'One At A Time, (1@Tl single session therapy and psychoeducational workshops aimed at reducing our waiting list and the wait times that young people are having to wait before seeing a counsellor. This funding has now ended. 53

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 15 Movement in funds (Gontinued) Restricted Funds continued Service Level Agreements This funding is primarily comprised of agreements with schools, colleges and training agencies etc., who have contracted with TIC+ to provide counselling. Many of these contracts are subsidised by TIC+ These are annual agreements. St James, Place This funding, generously provided by St James Pla￿, is awarded to support a counsellorfs salary to enable them lo provide support for children and young people in Gloucestershire who are struggling with their mental health and is a three year grant. Sylvanus Lysons Grant funding for our free access Self Referral Counselling Service, available to children and young people aged 9-21 and living in Gloucestershire. MOJ Sexual Violence Ministry of Justice funding towards supporting children and young people who are affected by. or victims of, sexual violence. It is anticipated this funding will be renewed in the nexi financial year. Newby Trust Funding from The Newby Trust towards piloting 'One At A Time, {1@T) single session therapy and new online, psychoeducational course to help them learn to cope and overcome issues themselves. Zurich This funding is generously provided by Zurich Community Trust towards the cost of counselling sessions for children and young people in Gloucestershire. Levelling Up Fund (Boys in Mind) Funding awarded towards levelling up access to menial health support for young males ages 9-21 in targeted wards of Gloucestershire. The project will improve our understanding of the gender gap in ac￿SsIng Mental Health services by gaining insight from young males in these areas. This funding will come to an end in the next financial year when the project is completed. Zurich Community Trust (Cheltenham) Funding awarded from Zurich Community Trust lo support children and young people in Cheltenham and surrounding areas to aC￿$S mental health SLJPPOrt. MOJ Domestic Assault Ministry of Justi￿ funding towards supporting children and young people who are affecled by. or victims of, of domestic assault. It is anticipated Ihis funding will be renewed in the nexl financial year. Forest of Dean Representing funding from Forest of Dean District Council towards the cost of counselling sessions for children and young people in the Forest of Dean. Suicide Prevention Funding from the Department of Health and Social Care to reduce the risk of self-harm and suicide among vulnerable young people through early intervention mental health support, expert staff, safeguarding processes, and awareness raising campaigns. Part of a multi year grant.

TEENS IN CRISIS NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2024 16 Analysis of net assets between funds As at 31 March 2024 Unrestricted Unrestricted Restricted Designated General Funds Funds Funds Total 2024 Tangible fixed assets Cash and short-term deposits Other net assetsl{liabilities) 33,708 551,023 (547.4021 33,708 1,247,584 (547.4021 54.383 642.178 54.383 642.178 37,329 733,890 As at 31 March 2023 Unrestricted Unrestricted Restricted Designated General Funds Funds Funds Total 2023 Tangible fixed assets Cash and short-term deposits Other net assetsl(liabilities) 16,004 886,597 (781.601) 16.004 1,553,203 (781.601) 122,646 543,960 122,646 543,960 121,000 787,606 17 Related party transactions There were no other related party transactions in the year other than those disclosed here and elsewhere in the accounts. 18 Operating lease commitments At 31 March the charitable company had total minimum lease commitments under non-cancellable operating leases as follows.. 2024 2023 Due in: Less than 1 year Be￿een 2 and 5 years 61,178 57,207 55