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:

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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