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← The Living Room

2025-03-31-accounts

Annual Report of Trustees 2024–2025

1. Introduction and Key Information

Welcome to The Living Room's Annual Report for 2024-2025. This past year has been defined by an unwavering commitment to fostering connection , demonstrating remarkable resilience in challenging times, and solidifying a renewed purpose in how we serve our community.

As you read through the pages that follow, you will see how connection forms the very heartbeat of our work. From the profound bonds forged in our free, group-based therapy sessions—where lived experience guides every interaction—to the vital partnerships we cultivate across Hertfordshire, connection is the catalyst for lasting recovery and healing. This year, we extended our reach, deepened our community ties, and saw countless individuals reconnect with themselves, their families, and a life of fulfilment.

Alongside these successes, 2024-2025 also tested our resilience . Navigating a complex economic climate and adapting to leadership transitions required strategic thinking and unwavering dedication. Yet, in every challenge, our team, volunteers, and clients demonstrated remarkable strength and innovation, continually adapting to ensure our life-changing support remained accessible and impactful. This report highlights how we not only sustained our vital services but also evolved, making strategic choices to ensure our stability and future growth.

Crucially, this year has underscored a renewed purpose in our approach. We have consciously evolved our language to be more person-centred, affirming the dignity and potential of every individual we serve. Developments like The Living Room Academy and the expansion of our Volunteer Recovery Advocate (VRA) programme exemplify this refreshed vision, empowering more voices and solidifying our unique, peer-led model of care.

This report is a testament to the collective effort that makes The Living Room a place of hope and healing. It lays out our achievements in numbers, showcases inspiring client journeys, and details the robust framework of support that defines our impact. We invite you to explore these pages and witness firsthand how, together, we are building communities where recovery is not just possible but celebrated.

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Chair’s Welcome

Welcome to our Annual Report for 2024-2025. This report lays out what we've been up to over the past year – the good stuff, the tough bits, and a massive thank you to everyone who made it happen.

This year has been a big one. We've pushed forward on a lot of fronts, getting our work out to more people and making a real difference. Think about how we continued our delivery of free, daily group therapy and extending our service in Watford to five days or enhanced training for counselling staff, continuing to centre lived experience alongside clinical professionalism. Every win is down to the sheer effort and passion of our team. It's clear proof that we're delivering on our mission.

Of course, it wasn't all smooth sailing. We faced our share of challenges, like dealing with the tricky economic climate and its impact on funding or the retirement of two executive team leaders. These moments tested us, but they also showed how resilient and innovative we are. We kept adapting and pushing forward, always focused on our clients.

Looking ahead, we're focused on celebrating our 25[th] anniversary with a focus on legacy, celebration of recovery stories and increasing awareness of our model. This past year has truly highlighted what we can achieve when we work together, and I'm optimistic about the future.

Honestly, none of this works without our people. A huge shout-out to our staff – your skills, dedication, and tireless work are what drive us every single day. And to our amazing volunteers , your time, energy, and expertise are incredibly valuable, expanding our reach and making every interaction better.

To our clients , thanks for trusting us and for your courage in engaging with our services. Your stories are what keep us going.

And finally, to our supporters and partners , your belief in what we do, whether it's through funding, advocating for us, or collaborating, is crucial. Your support means we can keep doing this vital work and keep innovating.

Thanks for being a key part of our journey.

Daniel Marshall

Chair of Trustees

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CEO’s Reflections

The 2024–2025 financial year has been a remarkable journey for The Living Room. It was a year where connection deepened, our resilience was truly tested, and our purpose became clearer than ever. My heart swells with pride when I reflect on what we've achieved together.

We continued to be a lifeline for people aged 19 to 96, delivering over 2,100 therapeutic sessions and 260 dedicated family and carer support sessions . The impact of this work is undeniable: 63% of clients sustained their recovery , and every single person reported improved physical, emotional, and mental wellbeing. These aren't just numbers; they represent real lives, real families, and real hope. This year, we also took a significant step in how we talk about our work, moving away from 'addiction' towards person-centred language . This reflects our core belief: everyone deserves to be seen as a whole person, not defined by past challenges, embodying our renewed purpose .

Our foundation remains rooted in community, care, and hope. Of course, staying true to our mission in a tough funding climate demands resilience . We've had to make careful choices to ensure we're strong for 2025–2026. This sometimes meant doing more with less, but our commitment to providing free, high-quality support never wavered. We spend £2,233 each day —or £2,600 per person per year —to provide our services, and we rely on the incredible generosity of funders, partners, and individuals who believe in second chances as much as we do.

With a 100% "good to excellent" satisfaction rating from our clients, we are incredibly proud. Looking ahead, we'll keep refining our services, listening deeply to those we support. Because language matters , and we want every word to reflect the dignity and potential of the people we serve.

Thank you. Thank you to our dedicated staff, our amazing volunteers, our committed trustees, and every single funder and supporter. You make this vital work possible. Your belief fuels our passion, and together, we're changing lives.

Adrienne Arthurs

Chief Executive Officer

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Reference And Administrative Details

Status Charitable Incorporated Organisation (CIO) – Foundation Living Room Herts, The Living Room Hertfordshire, TLR, Also known as TLRH Governing document Constitution, as adopted on 02 November 2017 amended 26 September 2019 Company number N/A Charity number CIO 1175541 (previously 1080634) Registered office and 8-10 The Glebe operational address Chells Way Stevenage Hertfordshire SG2 0DJ Trustees Daniel Marshall CHAIR Daniel McGovern TREASURER Eddie Mills VICE-CHAIR Akhilesh Nair Jenny Brace Charles King Ramesh Summan Elizabeth Fisher William Roney Jennifer Beard Chief Executive Officer Adrienne Arthurs Banker HSBC, Town Centre, Danestrete, Stevenage, Hertfordshire, SG1 1BY Chartered Certified Hargreaves Owen Ltd Red Sky House, Fairclough Hall, Accountants Halls Green, Weston. Hertfordshire SG4 7DP

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2. About Us

The Living Room (TLR) is a Hertfordshire-based charity offering free, group-based therapeutic support to adults and families impacted by problematic substance use and other self-destructive behaviours. We believe recovery is possible for everyone , and that people thrive when they are seen, heard, and supported as whole individuals—not defined by labels, symptoms, or past behaviours. Our approach is rooted in compassion, clinical professionalism, and community , creating safe, welcoming spaces where lasting change can take root.

Many of those we support have experienced significant trauma. Therefore, establishing emotionally and psychologically safe environments is fundamental to our work. We foster trust, consistency, and mutual respect, enabling clients to feel secure enough to explore painful experiences, develop new coping strategies, and begin to heal.

We are proud that our workforce is largely comprised of individuals with lived experience of recovery , either personally or through supporting a loved one. This unique understanding is central to our empathy and credibility, reflecting our deep commitment to person-centred care. Our team—whether counsellors, volunteers, or support staff— walks alongside our clients with authenticity and a steadfast belief in their potential.

Our mission is to build communities of hope and healing by delivering accessible, highquality, group-based therapy for people seeking recovery and reconnection. We help clients address the emotional and relational drivers behind their behaviour, not just the behaviours themselves. For us, recovery isn't about willpower or simply "stopping"; it's about understanding, growth, and healing in connection with others .

Our values guide everything we do, ensuring our support is authentic and makes a tangible difference.

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3. Our Programmes and Impact

Therapy

Services

In 2024–25, The Living Room continued to provide high-quality group therapy from our centres in St Albans, Stevenage, and Watford. Sessions were led by trained counsellors with lived experience or deep personal understanding of recovery—offering both professional expertise and genuine empathy.

Alongside our main mixed therapy groups, we also offered specialist weekly groups focused on drug use, disordered eating, and relationships (until January 2025).

Our flexible, open-ended model means clients stay as long as they need. This consistency supports emotional safety, connection, and long-term recovery for people facing challenges including substance use, disordered eating, gambling, and other compulsive behaviours.

Workshops

This year, we delivered 1,066 workshops, including sessions run by partners such as Family Lives and The Relationships Service. Clients told us:

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Support for Families and Carers

We continued to offer themed workshops for families and carers, both in person and online. These provided practical tools, education, and emotional support to help them navigate complex dynamics and look after their own wellbeing. Topics included codependency, family roles, trauma, and healthy boundaries. The sessions gave families a safe space to reduce shame, share experiences, and heal together.

Therapeutic and Community Activities

Clients also took part (or led) in a wide range of therapeutic and community-based activities, helping build confidence, connection, and wellbeing. Highlights included:

These experiences were deeply valued by clients and provided new opportunities for growth, reflection, and joy.

Connecting Communities

We engaged with communities across Hertfordshire to raise awareness and challenge stigma around substance use. Our outreach included:

With help from volunteers, partners, and staff, we strengthened our presence locally and opened up more conversations about recovery.

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Outreach Impact

We do this because every conversation helps reduce shame, build understanding, and encourage people to seek help. Together, we’re building a community where recovery is possible and celebrated.

4. Strategic Developments and Future Vision

Achievements and Performance - Driving Impact in 2024-2025

This year, The Living Room has made significant strides in achieving our organisational goals, demonstrating a profound commitment to our clients and the wider community. We're proud to share the key achievements that highlight our dedication to providing exceptional support and fostering lasting recovery.

Our strategic themes 2024-2027:

Real-Life Impact: Our Clients' Journeys

At the core of our work are the incredible individuals we serve.

Throughout 2024-2025, we've witnessed powerful transformations, testament to the effectiveness of our therapeutic model. People’s recovery stories illustrate the impact of our work against our strategic goals:

Josie, 39 (February 2025)

My name is Josie. I am 39 years old and a mother of one child, and she is my world. From a young age, I knew I was different in many ways; I struggled with life on life's terms. I didn't understand why or what was wrong with me, but I was not the same as my friends.

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My childhood was full of abuse and neglect. I felt unloved, not cared about, and that drugs were all my mum and dad cared about. I know that isn't true today because I understand it was an addiction.

My home was very busy, and a lot of crime went on there. Growing up, my mum gave me fags and drink and took me out shoplifting all the time. At the time, I liked it because I wanted the fag or new things, but that just grew, and the drugs got worse until I was smoking crack with her. Shocking, I know. My friends loved her because she was funny and down to earth. All my mates would come and stay with me, and I would party. Today, I hate that.

I have lots of shame for my childhood that I am working on today at The Living Room. This place has changed my life in many ways. I was on crack, heroin, and took Valium for 20 years. They destroyed me and took me down a dark path to where I have lost time with my child.

I am in court now, but I don't think she is coming home. I am nine months clean and work a programme. I do step work, and I have a sponsor. I do service; I come to The Living Room five days a week. Life was really dark, and I couldn't do a full day clean. I had no boundaries or self-respect. I never washed and I let others treat me like rubbish. I was jailed on many occasions for fighting or shoplifting, stealing cars or drug dealing. My life was out of control, and I wanted to die. I did try and take my life but woke up the next day.

My mental health doctor told me about The Living Room. I rang up and they had me in a seat in two days. For the first time, someone listened to me. Others understood me. I had support from people like me. I went on ADHD meds. I show up for appointments and I show up for others. I won't lie; this place will change people's lives; it has mine. I am so grateful to this place, and I am ready to graduate now. I need a leaving date, then I am out into the big wide world.

Thank you.

Richard, 51 (January 2025)

There was a time when waking up each day felt like a battle I had already lost. I barely left the house. I had no interest in meeting people, no motivation, and no vision of a future beyond alcohol and a relationship that had long ended. My sleep was broken, my eating disordered, and my finances in ruins. I was stuck—feeling like a burden to my family, ashamed of who I’d become, and constantly lying to hide the truth.

Alcohol and love were my main addictions. I clung to them both, even as they eroded my health, my confidence, and my ability to live. My mental and physical health were deteriorating, and suicidal thoughts lingered in the background. Most days, I would just sleep and cry, feeling utterly alone and useless.

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But something shifted.

With the support of Colne House, CGL, my GP, and most importantly, my family, I found the courage to walk into The Living Room. That decision began to change everything.

Sharing my feelings in group for the first time gave me a sense of purpose I hadn’t felt in years. I started connecting with others—slowly at first—but with each session, I openedup more. The counsellors helped me face things I’d always tried to avoid. The feedback, the tools, and even the fun in some workshops began lifting my mood and shifting my thinking.

I joined a peer support WhatsApp group, stayed close to my family, and for the first time, felt I wasn’t alone.

Now, over 100 days alcohol-free, I feel more resilient than I ever imagined. The obsessive thoughts about my ex have faded. I feel more positive, productive, and energetic. My mood, though still up and down, has stabilised. I engage more easily with others. My mind is clearer, my relationships are improving, and I’m finally climbing out of the financial hole I was in.

These days, I wake up with purpose—especially on the days I come to The Living Room. I don’t feel as stuck anymore. I’ve realised I can help others, and I want to. I want to build healthier relationships in the future, return to work when I’m ready, and keep developing myself.

Above all, I want to continue my journey of recovery—not just to stay abstinent, but to thrive.

Because I’m not alone anymore. And I’m not the same person I once was.

Empowering Through Education - The Living Room Academy

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represents our commitment to proactive engagement and building a more informed, supportive society.

Elevating Our Services - Enhanced Counselling and Support

We continuously strive to offer the highest quality of care, and this year saw significant improvements to our counselling services . We listened to feedback, identified areas for growth, and implemented changes that directly benefited our clients.

These improvements included providing an extra day of service in Watford, focusing on our safeguarding confidence with monthly staff clinics and updated training for all staff, improving accessibility to services, setting up the newcomer groups to help with acclimatisation and familiarisation for people who are new to our service and fixing our graduate groups in each centre into our monthly diaries.

Our goal is always to ensure that our clients receive timely, effective, and compassionate support tailored to their individual needs. These enhancements underscore our dedication to clinical excellence and client-centred care.

The Power of Lived Experience - Volunteer Recovery Advocates Pilot

A truly exciting development this year was the initial piloting of our Volunteer Recovery Advocate (VRA) programme . This groundbreaking initiative empowers former clients to become mentors and advocates, sharing their lived experience to support others in early recovery.

The VRA pilot outcomes have been incredibly promising, resulting is a successful bid to roll out the programme across all centres. This programme is a testament to the transformative power of lived experience and our commitment to creating pathways for meaningful volunteering and community contribution. We are thrilled by the early success and the potential of this programme to further enhance our peer-led model.

Building Bridges - Feedback from Our Community

Our success is deeply intertwined with the relationships we build. Throughout 20242025, we actively sought and received invaluable feedback from families and partner agencies, affirming the profound impact of our collaborative approach.

This feedback has been overwhelmingly positive, highlighting the significant difference our work makes in the lives of clients' families and underscoring the powerful strength of our partnerships. We are incredibly grateful for these insights, which not only validate our efforts but also provide crucial guidance for future growth and continuous improvement.

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Our strong relationships with families and partner agencies are fundamental to creating a truly holistic and supportive recovery ecosystem.

Driving Impact Through Collaborative Partnerships

Our success is deeply intertwined with the relationships we build. Throughout 20242025, we actively sought and received invaluable feedback from families and partner agencies, affirming the profound impact of our collaborative approach. This positive feedback highlights the significant difference our work makes and the powerful strength of our partnerships. We are incredibly grateful for these insights, which not only validate our efforts but also provide crucial guidance for continuous improvement.

We offer holistic support , recognising that recovery extends beyond addiction treatment. Our vital partnerships with Family Lives and The Relationships Service (formerly RELATE LNW&Chiltern) continued to deliver invaluable workshops, family work, couples counselling, and practical advice, consistently fostering enhanced communication and stronger bonds within families. Similarly, TurningPoint's Complex Needs Service regularly visited our centres, providing crucial mental health support and Local helping clients navigate barriers like housing, employment, and benefits. The Citizens Advice team also supported financial well-being, offering advice on money management and energy costs.

We ensure seamless transitions and peer-led inspiration by forging stronger links with CGL Detox pods , visiting their facilities to speak directly with clients nearing detox completion. Our Volunteer Recovery Advocates (VRAs) often joined these visits, sharing personal experiences to help clients feel confident about their next steps.

Our collaborations also foster creative engagement and community connection . Thanks to the Community Learning Partnership , clients participated in an engaging art course, while clients themselves led fantastic peer-led workshops, such as an inspiring visit to the St Albans South Signal Box. Members of various recovery fellowships regularly visited our centres, conducting 'chairs' to connect clients with vital long-term support. Furthermore, Groundwork engaged clients in meaningful community gardening projects across Hertfordshire, promoting teamwork and engagement with the local environment. We also regularly visited local food banks to raise awareness of our services. Finally, our collaboration with Emerging Futures ensured their clients could access our services and provided invaluable assistance to our clients facing housing issues.

The positive feedback from these collaborations underscores our shared commitment to creating a compassionate and effective recovery ecosystem. As one client eloquently put it: "The support I received from The Living Room, especially with the help from their

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partners, has been a game-changer. It's not just about stopping addiction; it's about rebuilding every part of your life."

A Difficult Goodbye to a Vital Group – Disordered Eating

Our weekly disordered eating groups in Stevenage and St Albans have quietly been changing lives.

Often overlooked or misunderstood, disordered eating is about far more than food or weight — it’s about the relationship with food, control, shame, and emotion. For many, these groups were the first safe space to explore those feelings without judgement. Week after week, people showed up — at least 12 in each centre — and did the brave work of recovery, together.

Funded by the National Lottery Community Fund, these specialist groups offered something not found elsewhere: peer connection, therapeutic support, and an

understanding that food issues are not just about BMI or diagnosis, but about life.

As the funding comes to an end in July 2025 , we’ve had to make the very difficult decision to close the groups (when setting our budget for 2025-2026). It’s never easy to end something that is working — but like many charities, we are having to prioritise our core services in an increasingly challenging funding climate.

We want to thank every person who walked through the door of those groups. You’ve helped show that recovery is possible — not just for those with substance use, but for anyone who feels stuck in a cycle with food.

This is not the end of the story, just the end of a chapter.

6. Financials and Governance

Fundraising Regulations

The Living Room engages in public fundraising without employing professional fundraisers or commercial participators. We remain fully compliant with all relevant fundraising regulations and the Code of Fundraising Practice. Throughout the year ending 31 March 2025, The Living Room received no complaints related to its fundraising activities. We continue to maintain high standards of integrity, transparency, and accountability in all supporter engagement and income generation efforts.

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Gratitude to Funders, Donors, and Local Supporters

The Living Room is deeply grateful for the continued generosity of our funders, donors, and local communities throughout 2024–2025. Their support has enabled us to deliver free, life-changing support to individuals and families across Hertfordshire, helping people move towards sustained recovery and healthier futures.

We are grateful for new funding agreements with Martin Geddes, Kind2Mind, The Sackler Trust, Sir Jules Thorne Charitable Trust, The MD & SD Burton Charitable Trust, Souter Charitable Trust and The Archer Trust.

Fundraising Highlights and Community Giving

This year saw a positive mix of grant income, regular giving, and local fundraising activity. We secured funding from a range of charitable trusts, statutory partners, and community foundations — all recognising the value and impact of our abstinence-based, group-led therapeutic services. Our supporters also organised fundraising events, took on sponsored challenges, and helped raise awareness through schools, workplaces, and faith groups. These collective efforts have directly supported the delivery and sustainability of our core programmes.

Use of Digital Tools

We continued to use digital tools to engage supporters and streamline our fundraising activity. Salesforce which has been launched as our new CRM in 2024-2025 has quickly become a vital system for managing donor relationships and tracking income, while Mailchimp enabled us to send targeted and timely updates to our mailing list. Our social media presence grew steadily over the year, helping us to share stories of hope and recovery, promote fundraising events, and connect with new audiences across our region.

Gratitude to Our Supporters

On behalf of the entire team at The Living Room, we extend our sincere thanks to every individual, organisation, and partner who has supported us this year. Whether through financial contributions, volunteering time, or championing our work in the community, your involvement makes a meaningful difference. Your generosity has helped more people access the tools and support they need to rebuild their lives and move forward with hope.

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Structure, Governance and Management

Annual Report Statement

Report of the Trustees for the Year Ended 31 March 2025

The Board of Trustees is satisfied with the charity’s performance during the year and with its financial and operational position as of 31 March 2025. The trustees consider that The Living Room is well placed to continue its services over the coming year and that its assets are sufficient to meet current and foreseeable obligations.

Trustee Board and Governance Processes

None of the trustees receives remuneration or any other personal benefit for their role with the charity. Trustees are asked to declare any potential conflicts of interest at the start of each board meeting and are formally required to complete an annual register of interests. No relevant interests or transactions have been reported during the year.

It is noted for transparency that the CEO is the mother of the spouse of the Treasurer of the Board of Trustees. This relationship has been declared and recorded in accordance with the charity’s conflict of interest policy, and appropriate safeguards are in place to ensure transparency and good governance. The Treasurer resigned 22/05/2025.

Reserves Policy Statement

The Living Room maintains a Reserves Policy to safeguard the charity’s long-term financial sustainability, ensure operational continuity, and manage potential financial risks. This policy underpins our commitment to responsible stewardship of charitable funds and our ability to respond to changing circumstances.

Our reserves serve three key purposes:

  1. To cover the immediate costs of winding down the organisation in the event of closure.

  2. To ensure adequate liquidity for meeting day-to-day obligations and maintaining cash flow—particularly during delayed funder payments.

  3. To provide resilience against financial shocks, such as the loss of a major funder or unforeseen one-off costs.

Free Reserves

The charity monitors its unrestricted reserves against three key levels:

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Reserve
Level		 Amount Purpose
Minimum £154,803 To meet immediate closure costs, including staf redundancy,
notice pay, lease obligations, and other essential wind-down
expenses.
Median £237,715 Equivalent to three months of running costs as of April 2025,
this level supports continuity of all services, including
specialist groups, and helps manage foreseeable cash fow
pressures.
Maximum £400,000 A prudent ceiling that refects TLR’s current reliance on a
single, statutory service contract. This level ensures TLR can
navigate a signifcant reduction or loss of this funding stream.

Designated Reserves

In addition to free reserves, The Living Room sets aside designated reserves for specific strategic and operational purposes. These include:

Designated reserves are reviewed annually by the Board of Trustees to ensure they remain aligned with organisational priorities. Any surplus or released funds are reallocated based on emerging needs and strategic direction.

Reserve Movements During the Reporting Year

During 2024–2025, The Living Room managed its reserves in line with the Reserves Policy, maintaining stability despite inflationary pressures and the upcoming loss of specific project funding. Key developments included:

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This proactive reserves management ensures The Living Room remains financially resilient while continuing to prioritise service delivery and long-term impact.

Trustees Responsibilities Statement

The Trustees of The Living Room are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (UK Generally Accepted Accounting Practice).

Charity law in England and Wales requires the Trustees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the charity and of its incoming resources and application of resources during the year.

In preparing these financial statements, the Trustees are required to:

The Trustees are also responsible for:

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In addition to these statutory responsibilities, The Living Room is committed to high standards of governance. The charity aligns its governance practices with the Charity Governance Code, which is used as a framework for continuous improvement and to ensure the effective delivery of our mission.

Our Board of Trustees and Executive Leadership Team work together to promote:

With the leadership of our CEO, we continue to strengthen our governance culture and ensure that The Living Room remains a credible, resilient, and impactful organisation.

Trustees' confirmation

The Trustees confirm that:

By order of the Board of Trustees

Daniel Marshall

Chair of Trustees

31[st] July 2025

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Financial Review

Total Income for 24/25 was £854,438 (23/24: £884,245) with expenditure of £880,741 (23/24: £855,790) resulting in a small operating deficit of £26,303 (2023-24: surplus of £28,455). Total funds at year end were £310,092 of which £293,450 were Unrestricted Funds for our Core Service (23/24: Total Funds £336,395 of which £ 318,590 were Unrestricted).

For the 373 clients attending our service in 24/25 this represents an average cost per client of £2,361 for one year’s treatment, or £45 per client per week, which represents exceptional value.

Income

The external funding environment remains highly competitive, with many grant-making foundations either reducing their funding commitments or redirecting support towards cost-of-living initiatives and smaller charities with annual incomes below £500k.

Despite these challenges, we successfully secured several additional funding commitments for the 2025/26 financial year, including:

Despite the ongoing challenges posed by the cost-of-living crisis, we were grateful to receive over £39k in individual donations. Income from our Charity Shop also saw a strong recovery, following the successful refurbishment and consolidation of two locations into a single, more efficient space. This resulted in a donation of £31k. Looking ahead, we anticipate further growth, with a projected donation in the region of £35k next year.

Expenditure

As a Real Living Wage employer, the charity implemented a 5% salary uplift for all staff on the lowest pay scale, ensuring continued alignment with fair pay standards. All other staff received a 3% increase in line with our commitment to equitable remuneration. As a result of these adjustments—alongside the introduction of an additional day of service at our Watford hub—overall salary expenditure rose by 5% compared to the 2023/24 financial year.

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Our second highest cost in 24/25 was the rental cost of our premises, due in main to a 25% rent increase for our St Albans Hub. As a result of the above increases, expenditure as a total, rose by 3% versus 23/24.

Reserves Policy

The trustees have carefully reviewed the charity’s free reserves to ensure it maintains financial stability, supports future growth, and can continue delivering services in the event of unforeseen financial pressures. This assessment considered the reliability and timing of future income, working capital requirements, and the potential need for emergency repairs or premises-related costs.

Free reserves are defined as unrestricted funds, excluding those subject to donorimposed restrictions. Determining an appropriate level of reserves is a key element of the charity’s strategic planning and risk management. This includes evaluating risks across core income and expenditure areas, such as:

The trustees conduct an annual review of the reserves policy and associated risk assessments to ensure the charity holds an appropriate level of free reserves. For the 2025/26 financial year, they have determined that a prudent level of reserves should be equivalent to three to four months of planned expenditure—estimated at between £214,000 and £285,000.

As of 31 March 2025, the charity held free reserves of £293,450, equating to approximately 4.0 months of planned expenditure based on 24/25 reserves figures. This is within the target range set out in the reserves policy. Accordingly, the trustees are satisfied that the charity remains a going concern.

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Independent examiner’s report to the trustees of The Living Room

I report on the accounts of the charity for the year ended 31 March 2025, which are set out on pages 23 to 30.

Respective responsibilities of trustees and examiner

The trustees are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (revised 2022 Act) and that an independent examination is needed.

It is my responsibility to:

Basis of independent examiner’s report

My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a ‘true and fair view’ and the report is limited to those matters set out in the next statement.

Independent examiner’s statement

In connection with my examination, no matter has come to my attention:

  1. which give me reasonable cause to believe that in any material respect the requirements

  2. to keep accounting records in accordance with section 130 of the 2011 Act and

  3. to prepare accounts which accord with the accounting records and comply with the accounting requirements of the 2011 Act (revised 2022 Act)

have not been met or

  1. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

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Trina Haggerty FCCA Hargreaves Owen Ltd Chartered Certified Accountants Red Sky House Fairclough Hall Halls Green Weston Herts SG4 7DP

The date upon which my opinion is expressed is: 31[st] July 2025

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Statement of Financial Activities for the year ended 31 March 2025

Notes
Incoming Resources
Incoming Resources from generated
funds
Voluntary Income
2
Activities for generating funds
3
Investment income
4
Total incoming resources
Resources Expended
Cost of generating funds
Costs of generating voluntary income and
undertaking charitable activities
5
Governance costs
Total resources expended
Net Incoming / (Outgoing) Resources
Reconciliation of Funds
Transfer between funds
Total funds brought forward
Total Funds Carried Forward		 Unrestricted
Funds
Restricted
Funds
Total
Funds
2025
2025
2025
£
£
£
774,949
57,882
832,831
16,989
-
16,989
4,618
-
4,618
796,556
57,882
854,438
808,332
57,187
865,519
14,166
1,056
15,222
821,696
59,045
880,741
(25,140)
(1,163)
(26,303)
-
-
-
318,590
17,805
336,395
293,450
16,642
310,092		 Total
Funds
2024
£
860,797
19,646
3,802
884,245
838,255
17,535
855,790
28,455
-
307,940
336,395

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Balance Sheet as at 31 March 2025

Unrestricted Restricted Restricted Total Total
Funds Funds Funds Funds
2025 2025 2025 2024
Notes £ £ £ £
Fixed Assets
Tangible Assets 8 348 - 348 464
Current Assets
Debtors 9 33,430 - 33,430 75,985
Rent Deposit 6,250 - 6,250 6,250
Prepayments and accrued income 12,611 - 12,611 8,158
Cash at bank and in hand 260,749 16,642 277,391 260,724
Total Current Assets 313,040 16,642 329,682 351,117
Creditors
Amounts falling due within one year 10 19,938 - 19,938 15,186
Net Current Assets 293,102 16,642 309,744 335,931
Total Assets Less Current Liabilities 293,450 16,642 310,092 336,395
Net Assets 293,450 16,642 310,092 336,395
Funds
Unrestricted funds 293,450 318,590
Restricted funds 16,642 17,805
Total Funds 310,092 336,395

The financial statements were approved by the Board on 31[st] July 2025 and were signed on its behalf by:

Daniel Marshall

Chair

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Notes to the Financial Statements for the year ended 31 March 2025

1. Accounting Policies

Basis of preparation of the accounts

These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant notes to these accounts.

The accounts have been prepared in accordance with the Statement of Recommended Practice Accounting and Reporting by Charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) issued on 16 July 2014 and with the Charities Act.

The accounting policies adopted are set out below:

Transition to FRS 102

No restatement of items has been required in making the transition to FRS 102. The transition date was 1 April 2016.

Incoming Resources

Incoming resources are accounted for on a receivable basis deferred as described below where appropriate.

Resources Expended

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 specific headings, they have been allocated to activities on a basis consistent with the use of resources.

Investment Income

Bank interest received is included on a receipts basis.

Recognition of Liabilities

Liabilities are recognised on the accrual basis in accordance with normal accounting principles, modified where necessary in accordance with the guidance given in the Statement of Recommended Practice for Accounting and Reporting (revised June 2008) issued by the Charity Commissioners for England and Wales.

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Fixed Assets and Depreciation

All tangible fixed assets are stated at cost less depreciation. Depreciation has been provided at the following rates in order to write off the assets (less their estimated residual value) over their estimated useful economic lives:

Fixtures and Fittings 25% on reducing balance. Computer Equipment 25% on reducing balance.

Taxation

As a registered charity, the charity is exempt from Corporation Tax on its charitable activities.

Fund Accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for specific restricted purposes within the objects of the charity. Restrictions arise when stated by the donor or when the funds are raised for specific purposes.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

Hire Purchase and Leasing Commitments

Rental paid under operating leases are charged to the Statement of Financial Activities on a straight-line basis over the period of the lease.

2. Voluntary Income
Grants
Contract
Places of Worship Donations
General Donations
Gift Aid
Corporate Donations
Donated Services and Facilities		 2025
2024
£
£
297,750
327,943
449,742
446,412
1,758
3,971
44,735
52,409
5,325
5,060
2,316
9,344
31,205
15,658
832,831
860,797

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3.
Activities for Generating Funds		 2025 2024 2024
£ £
Fundraising Events 12,679 12,084
Earned Income 4,310 7,562
16,989 19,646
4. Investment Income 2025 2024
£ £
Interest Receivable 4,618 3,802
5. Costs of Generating Voluntary Income
and Undertaking Charitable Activities		 2025 2024
£ £
Support Costs 865,519 838,254
6. Trustees' Remuneration and Benefits
There were no trustees’ remuneration or other benefits for the year
ended 31 March 2025 (2024: nil).
Trustees' Expenses
There were no trustees’ expenses paid for the year ended 31 March 2025
(2024: nil).
7. Staff Costs 2025 2024
£ £
Wages and salaries (including pensions) 718,367 682,308
The average monthly number of employees during the year was as
follows:
Full time equivalents (FTE) 2025
2024
19
20

No employees received emoluments in excess of £60,000.

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8. Tangible Fixed Assets
Cost
At 1 April 2024
At 31 March 2025
Depreciation
At 1 April 2024
Charge for the year
At 31 March 2025
Net Book Value
At 31 March 2025
At 31 March 2024
9. Debtors
Debtors
10. Creditors
Taxation and social security
Other creditors
Accrued expenses
11. Movement in Funds
Unrestricted Funds
Restricted Funds
Total Funds		 Fixtures &
fittings
Computer
equipment
Totals
£
£
£
21,086
18,681
39,767
21,086
18,681
39,767
20,905
18,397
39,303
45
71
116
20,950
18,468
39,419
136
213
348
181
284
464
2025
2024
£
£
33,430
75,985
2025
2024
£
£
10,689
12,500
7,776
1,846
1,473
840
19,938
15,186
At
01/04/24
Net
movement
in funds
At
31/03/25
£
£
£
318,590
(25,140)
293,450
17,805
(1,163)
16,642
336,395
(26,303)
310,092

Net movement in funds, included in the above are as follows:

Unrestricted Funds
Restricted Funds
Total Funds		 Incoming
Resources
Resources
Expended
Movement
in funds
£
£
£
854,438
880,741
(25,140)
57,882
59,045
(1,163)
912,320
939,786
(26,303)

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Schedule to the Statement of Financial Activities for the year ended 31 March 2025

Incoming Resources
Voluntary Income
Contracts
Grants
General donations
Donated services and facilities
Places of Worship donations
Corporate donations
Gift Aid
Activities for generating funds
Fundraising events
Earned income
Investment income
Interest receivable
Total incoming resources
Resources Expended
Governance costs
Accountancy fees
Independent examination
Other professional fees
Support costs
Rent and Compliance charges
Partnerships
Heat and Light
Telephone
Refreshments
Water
Depreciation
Information Technology
IT Support and consumables
Website		 2025
2024
£
£
449,742
446,412
297,750
327,943
44,735
52,409
31,205
15,658
1,758
3,971
2,316
9,344
5,325
5,060
832,831
860,797
12,679
12,084
4,310
7,562
16,989
19,646
4,618
3,802
854,438
884,245
590
590
250
250
14,382
16,695
15,222
17,535
50,904
46,853
25,500
25,500
16,239
12,120
5,279
4,813
617
1,161
960
828
116
155
99,615
91,430
7,004
7,270
6,343
5,967
13,347
13,237

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Human resources
Wages (incl. pensions)
Training
Other
Repairs and maintenance
Insurance
Office expenses
Memberships
Staff Travel
Recruitment and DBS checks
Equipment
Sundries
Marketing
Total resources expended
Net income / (expenditure)		 2025
2024
£
£
718,367
682,308
1,812
1,926
720,179
684,234
15,304
24,858
5,832
8,197
2,689
3,920
1,496
1,389
3,695
3,607
829
1,031
1,653
5,119
823
1,110
57
123
32,378
49,354
880,741
855,790
(26,303)
28,455

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Leadership team and internal structure

Executive Team

Senior Leadership Team

Staff and Volunteers

The Living Room's vital services across its three centres and online platforms are powered by the unwavering commitment and expertise of our dedicated team. This includes a robust group of professional counsellors and administrative staff, alongside a passionate network of active volunteers. Their collective efforts are fundamental to our mission and the high quality of support we provide to those in need.

Team Composition

Risk Management

Ensuring the safety and well-being of our staff, volunteers, and service users is paramount. The Living Room maintains a comprehensive risk management framework, diligently adhering to all relevant health and safety regulations. A key component of this commitment is our utilisation of Bright Safe , a robust platform that facilitates efficient management of our Health & Safety protocols, ensuring a secure environment for all.

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Staff and Volunteer Support Systems

We recognise the demanding nature of the work undertaken by our team and are committed to providing strong support systems. To foster effective communication, collaboration, and professional development, The Living Room leverages key platforms such as BrightHR for HR management and employee support, and Microsoft Teams (and Zoom ) for seamless internal communication, virtual meetings, and collaborative project work.

Additionally, we provide comprehensive employee assistance through Peninsula UK EAP (Wisdom) , offering confidential support and resources. Our HR support and compliance are further reinforced by the expertise of Peninsula UK . In addition, we provide clinical supervision to therapeutic staff. These systems ensure our team members feel supported, connected, and equipped to deliver their best.

History of TLR

The Living Room Story: 2000–2025

Our Mission

Since opening our doors in 2000, The Living Room has provided life-changing, community-based recovery services for individuals and families affected by addiction. We believe in healing the whole person—mind, body, and family—through group therapy, one-on-one support, and a strong peer-led model.

Milestones & Growth

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Awards & Recognition

Charity Shops: Revival

Recent Highlights (2020–2025)

Looking Ahead

As we move into our next chapter, we remain committed to:

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