REGISTERED CHARITY NUMBER: 1098571 THE LISTENING CENTRE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Merc8r Lewin Ltd Chartered Accountsnts and Registered Auditors 7 Citibase, New Barclay House 234 Botley Road Oxford OX2 OHP
P89e 1. THE LISTENING CENTRE ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2025 The knsteniThJ Centre is registe with the Charity Commi$$ion (No 1098571). The charity is nstituted by deed, datéd 21 June 2003 and updated in 2009. Charty Addre55". The Old Schoolhouse Hertford Street Oxf¢rd OX4 3AJ Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 ChalV* Ststement This year has been one of quiet, purpos8ful progres5 for The Listening Centrp extsmally. Intemally, we have experi8nc8d a period of significant transition and change. I would like to offer my thank3 and appreciation to our outgoing CEO Sian Renwick for Starting this transition proce88. l also wish to express my deep gr81ilude lo Claire Jacque8 and Marie Hooper, who hèlpèd the ¢harty skillfulty navigate tha interim period after Sian left us and bèftsre we recruited our incrming Chief Executive Andrea West, who l am delighted to welcome to The Listening C8ntre. Andr?a has brought new energy, expgrbse and iijeas to OUT work, as well as ¢on501Klating and making our pro¢e5ses more robust bahind the 3cenes. Vve have taken considered steps to strengthen our operation8, governance. and finanaal resilience while continuing to meèt the increasing demand for 8¢ce35ible. high4Juality ctsun$elling. The Board has wod(&d closely with the Chief Executive ancl Clinical lead lo provida strategic over8ight and &nsurè w• r$main grounded in our mission. The Listening Centre operates in an increasingly complex environment. Financial uncertainty, ri&rKJ mentsl health needs, and pressure on public seNices 811 continue lo shape the landscape in which we work. Despite these challenges, TLC remains 81eadtast in ts commitment lo providing a professional, ethical, and affordable servieE. We re¢ognise that the need for safe, accessible theraFeUtic support is growing, and that our role as a ¢ommunity-based provider has never been more vllal. On behalf of the Board, I would like to thank all those who make our work pjssible: our counsellors. staff, partn8rs, fvnders, and dients. Your support cijntirbues to sustain the impact and integrity of the service wo pro¥e. Chr18 Graham Interim Chair of Trustees
Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Pag8 2 Chlef Executiv•'s Report This year ha5 been defined by con501idalion, translti¢)n, and cafefijl planning forthe fvlure. My appointment as Chief Executive in e¥dy 2025 marked a new chapter for The Listening Cenlre, and l am grateful for the confidence shown in me by the Board and the wder team. It has been a privileg8 to join an orrJanisation th such a clear commitment to ethical, affordable counselling and suGh a strong legacy of community- focused work. My priority on joining wa$ to assess and strengthen our core operations. Worklng closely with our nY ¥ppoinled Clinical Lead. Beth Waters, we have taken Snleant steps to embed consistency across key areas of delivery, including 895essment, supervision. and dinical governan. We have also inlroducad new processes to support vdunteers and sludenl counsellrys, ensuring they are well-equipped lo meet the needs of a growng and increasingly diverse dient base. Tho ongoing development of the TLC+ progr8mme ha8 been a particular area of fo¢u$. By providing • fr8me¥vork for paid W¢)rk within our èstablished ethical and clinical $trudures, this inatNe allows us lo retain skilled prathtioners. extend our reach to clients with more complex needs, and strengthen our finanual model. Importandy, il reflects our belief th affordabilty and quality should not be in opposrtion, and that practitioner dgvelopmenl is central to the su8tainability of the Unselling profession. Alongside this, w have laid the groundrk for longer-temi grovrth. We vieWed our intemal govarngnce and data management systems, refreshed key poliaes. and submitted larget8d funding applic*ion5 to support service delivery and client bursari8s. While the external environment remains challenging, p8rtioJlarty in relatK)n lo mental health demand and fijndraising competition. we have rnade steady progress Icward our strategic g¢)81s. None of this would be possi? wthoul the ongoing dedie2lion of our staff team, volunteer Counsellors, supervigor8, trustees. and ftjnders. I would also likè to 8cknowledge th8 dients who place their trust in us during some of the most difficult period$ of their lives. Thar voi¢eg continue lo shape how we VKsrk and why we exist. TLC gave me a safg space at 8 tifflg wljen evwything felt overwhelming. The support I receivedh8s had a lasting impact on my well-being and my latiOnships. Client feedbad( Andrga Wo8t Chief Executive Officer
Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Pagè 3 Clinical and Oparational Delivgry Counselling has been delivered by a team of committed volunteer and paid counsellor8, SUPPOrted by experienced superwsors and the operations team. pl3Ments have been offered to student counsellors from a range of training institutlons. alongside opportunilies for earfy-car88r and qualified pracbtionèrs to o)ntn'bute to TLC'S work. Our dini¢al coordination function was strengthened thi8 year with improvements to how assessments, all(rAlions, and supervision are managed. Thgse changes have supported a more consistent client experience and provided dearer oversight acr035 the service. INe introdUd updaled lIe$ to support the management of perfomance and professional concems rélating lo student and volunteer counsellors, ensurin9 alignment with national ethical standards. Counselling sessions were delivered #cross rnulliple sites as well a$ onlino, with flexibility built into the model to respond to cliènt preference and counsellor availability. Cllent Demand and Acc Demand for the service remain$ hh. We saw an increasè in the number of enquiries. ass8ssm8nts, and SV35ions delivered, flecting both communty need and the strength of our referral netrrks. Clients conbnue to presenlwilh a wide range of¢on¢ems, including anxiety, depression. bereavement, lationShip issues. an¢J $elf-development. We maintsined a blend offaCe-t0-fa and online provision, with both modes used ¢on8islenUy throughout the year. Client contributions remain an important part of our Income model. Vve have continued to offer bursary- supported places for individuals facing financial hardship. The average client contribution continues lo fall well below the full $t of delivering a Session. reflecting our commilmonl lo affordability. This model helps to ensure that SUFFOrt remains accessible, even as financ¢al pressures on individuals and the organisation conb.nue to rise. Fin•ft¢e and Fundraising Income increased during the yearthrough a combination of client contributions. small grants. and individual donations. The TLC+ programme has begun to generate addrtional revenue, and we submitted several funding applications to support both bursary provision and infrastructure development. Expendrture has remained stable, th investment in supervision, clinical oversight, and operational capa¢ity continuing to account forthe majority Of81S. We continueto monrt¢xourfinanrAal position dosely and review our pricing and fvndraising strategy regularty.
Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Page 4 Gov•man¢e and Infrastructure TLC is a charity registered on 15th July 2003. The charity was establi$he<l under a constitution which established the objects and powers of the charity. Trusloes delegate the day to day management and responsibil lo the Chf Exewb've who is supported by the Clinical lead who ensures the ongoing dinical standards of the Charity and an Operatit)n$ Manager who oversees all aspects of operationsldelivery The CEO. Senior Management Team and Board ofTruslees followed the pro¢edures advlsed by the Charity Cornmission before making appointments for positions. All Trustees give their time voluntarily and receive no beneffts from the Charty. Any expenses redaimed from the Charty are set out in note 8 ofthe finanaal Statements. Trustee8 are recrurted through sdvwb'sements plaee<l in local volunteer bureaux, social media. via the TLC website and by potential Trustees expressing their interest by making dired contact wlth TLC. Potential Trustees ar8 requ&sted to speak with the Chgir and Submit a written resum8 of thtyr career and interests for consideratK)n by the Board of Twstee5. Following an interview by a panel of at least tsyo Trusteas and refemnfx checking including a DBS check, suitable appli¢anls are invited to attend one board meeting as an ¢bserver and then eomplete relevant parwork and an induction. After the first meeting and rflhe Board is unanimous. the new trustee 13 elected on to the Board al the nexl meeting. Trusteès a not appointed by anyone outside the ChaiTty. Trustee$ adhere to TLC poliags ¥nd procedures for staff and volunteers. IrHluction and Trainlng for Trustees All TnJ8tees receive a pro9ramme of indu¢b"on. co-ordinated by the senior management team upon appointment. A Trustee Induction Pack is kept up lo dats and fomis thp basis of tt)is induction. The induction includes a welcome and introduction to the Board and also an explanation of nctIonS ané sèrvices within TLC. New Tw$lee$ are required to read the trustee guKlance on the Charity Commission website and a(te&s other digital training materials 8rdIng the role and responsibilrtiès of 8 Charity Trustee and information speaffically regarding domestic abuse. Mandatory traintng for Trustees includes safeguarding (adult a1 Children) and equality and diversity. Addrtional training is offered by Involvè to the Board throughout the year.
Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Page S Romunerallon Currently, the key managemant Personnel team nSiSts of three staff induding, the Chtef EXertIV0, Clinical Lead and Operations Manager. AJI are employed on 8 freelano basis. Indiwdu31 remuneration is reviewed after each appraisal annually, although the Charity cannot guarantee an annual pay review and any payment incrgase is based on available fun(ting. athievemgnt of targets and owralional pfrrformance. Preparation, selection, vetting and vigilant Maintenan are all cantral to our safer recruitment policy with all senior managers undertaking the Safer Recruitment Training. All of our staff. students and volunteers are screened before commencAng employment or volunteering with us. This indudes DBS thecks and taking up references from forrner employers., proof of idèntity and ability to work is additionally sought from candid8s prior to interview along with relevant trainingl edu¢alionl qualthcab'on certificates. Our reuuitmenl policy and volunteer policy are updated annually to ensure all rent legislation and guidan is followed. Pre-planned interview questions with an interview pand of kn mèmber¥ of Staff are used to access the knowledge, insight and suitabilty of a candidate. Al volunteers, students and stsff have lo complete an enhan¢&d Dis¢lo$ure and Barring Se1( {DBSI check beforè thèy can commence their dLttie$ an4J they have to undertake comprehensive safeguarding training along with our Introduction to domestic abuse training. Obje¢tive$ and Activities fcf the Public Benefit The missicffl. vision and objectives of the Charity are 8uwmarised in the TLC Const((ulion. The Trustees refer to the Charty Commission's general guidance on public benefit when reviewing the Charitable aims and objedivès and in planning future TLC operations and activities. In particular, the Trustees consid•r how planned activib.es and new projects will contribute to the aims and ¢)bjectives that have been set. Charitable Objects: To religve Ihg needs of people wth mentsl h9alth i$8ue8 in Oxfordshire arhj the surrounding area by the prO310n of counsellirvJ arK1 psychotherapy servicès. Activltles.. The Listening Centre provides an affordable ttunselling service lo individuals on limited InrneS who live in and around Oxford. Counsellors & Psychotherapists in training SUPP¢)rt the Servi on an unpaid bas1S. Rlsk Rèview TLC has a comprehensive Risk Register that is reviewed regularfy at Board Mgetlngs. The Rigk Register covers governance, operation$, flnanaal aspects, people management. legal and extemal factors {e.g. govemment policy) and complements the Business Continuity Plan. Risk to clients is managed through relevant policies including Health & Safety Polw, Safeguarding ladults and children), and the TLC Code of Conduct. Risk is also managed through monthly supervision and case management. The CEO monitors ffinan¢ial risk by reviewing income and expenditure in the management accounts on a monthly basis as well as Cash flow to ensure the Charity can meet rts commthients as they fall due. Regubr bu*Jget reforecasting allows tracking to ensure the Charty is looking ahead at its financial stability providing a1ongerlerni picture. The incomè and expenditure, funding and finarrial risk 13 explored thoroughly at Board meebngs every otFwr month allowTng strategy and acb.ons to be revised rf required. The TLC risk rogi$ter identifies all key rfgks and how these are being managed.
Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Page 6 Flnanclal Revlew th fundraisin9 SUPPOrt TLC has a robust ffinancial plan in place to monitor Pro9$5 and ¢on¢erted move to acLess grant funding from new Iw51s and foundab'on$. Drfferent fvnding steams have been essential to ensure w• can oJntinu8 lo deliver the dNersity of projects we are committed to providing. The st*oment of financial actNilies shows that the total incoming resources increased to £103,686 while total resources expènded increased lo £73.779. The Trustees have determined that free reserves should be maintained at a 18V81 sufficient to cover conlnued servie& delivery for 34 months of haff the activity of the Charity. At 31 March 2025 free reserves were £48,779 The reserves policy requires free reservès of£18,444 10 £36,889. Inv•slment Pollcy The Trustees, having regard to the liquidty requiremènts of operating TLC. have kept available funds in interest-bearing deposit accx)unts. Rgstrlctl¢n8 on Di6tr1butlon The Constitution prohibits the distribution of Ihe income and prop6rty of the tharitable company to the members. Upon dissolution or winding up of the Charity, th8 assets shall be given or transferred to some similar institution or instilutsons havirrfJ objects similar lo the charitable company. The Trustees 8re responsibl• for preparing the TNsteos' Report and the financial statèments in a¢ts)rdance with applicable law and United Kingdom Acewnling Standafds (United K(ngdom Generally Accèpted A¢¢ounting Practkel.
Report of the Trustees FOR THE YEAR ENDED 31 MARCH 2025 Page 7 Looking Ahead The Listening Centre t)peTates within a t))ntexl that is both deeply challenging and urgenuy necessary. Mental health services across the UK continue lo face unpre¢edenled pressure, wlh wailing lists gr¢wing and in¢reasing numbers of indiwduals unable to S35 the support they need through statutory wovision. At th8 same limg. the fvndraising environment for small ¢haritie$ remains drffi¢ull. ComFetition for grant fijndlng is intense, and many funders arè ducIng or narrowng their criteria in response lo wider economlc pressures. Against this backdrop, our mission is ¢le8r. We exist to provide xcE55ible, affordable ethically grounded counselling lo individuals vtho may not otherwise be able to a$$ therapy. We believe in the value of therapeutic work that is thoughrful, wall-supported. and root1 in profe88ic)nal stsndardg. Our model, combining vdunteer aThY paid unSel10(#, reff ect$ both our commf(ment to affordability and our support for the development of practitioners al all stages of th8ir camrs. Our values of indu&vity, safety, integrity, arKI resnSIvenesS continue to guide our strategic decisions. In the coming year. we will invest further in the systems and partnerships needed to sustain and grow our work. This indudes developing a longer-term fijndraising strategy, strengthenin9 our data and evaluation practices, and continuing lo grow the TLC+ programme in a way that is dinically robLtst and financially sustainable. We are also committed to finfJin9 a longer-term premises sdution that supports both our S8TViC8 delivery and our operatlonal needs, to ensuring our goveman¢e and infrastructure can adap¢ lo the ovolving landscape in whth we operate. We are deeY grateful to all those who have 8UPPOrted The Listening Centre throughout the year our Clients. nsellOr$, staff, funders, and partners. Your support makes this work possible. The charity is administered by a committee of management comprising.. Trustees.. Christopher George Graham an Jiang 016ver pera Niclo Holmes Brown Susanne Mary Connick Christopher Ge¢yge Grah8m January 2026
INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF THE LISTENING CENTRE Page 8 l port on the ao>)unts of the charity for the year ended 31 March 2025 which a sel out on Ihe Int>)me and Expendf(ure Account and Balan Sheet appènded to this report. Respective responslbllities of Committ0• of Management and Examlngr The committee of mana9em8nt are responsible for the preparation of the ac1unts.. Ihey consider that thè audit requirement of the Charities Act 2011 (the A¢tl does not apply. It is my responsibility. 4Wthout perfomiin9 an audit, to carry cwt an eyaminalion of the accounts and to report lo you. Basis of Examlnerf$ statement My report is in respect of an examination caThied out under s145 of the Act and in accordance with dlredions given by the Charity Commissioners under subsection 5lbl of that sèction. An examination indudes a rewew of the accotjnb.ng records kept by the committee of management and a comparison of the a¢counts presented with those records which is primarily limited lo analytical procedure$ and to the making of such enquiries of the commilteè of management as was ne¢e55ary for the purposes of this pOrt. The prc¢e<jus undertaken do not constitute an audit. Examinerfs stat8m•nt B88ed on my examinaticffl. no matter has corrE lo my attention whid) gives me reasonable cause to believe that in any matsrial r&sFect, accounting records have not been kept in accordance wth s130 of the Act, or that the aUnIS presented do n¢1 accord with those records or mplY with the accountr'ng requirements of the Act. No matter has come to my attantion to which, in my opinion, attenOn should be drawn in wder to anable a proper understandlng of the accounts to be reached. A Churchill Stone FCA DChA Mer¢er Lewin Ltd Chartered Accountants and Registered Auditc 6-7 Citibase, Ngw 88rclay House 234 Botley Road Oxford OX2 OHP 21- January 2026
THE LISTENING CENTRE Page 9. INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025 General Restricted funds funds Total 2025 Total 2024 Income Bank interest Cli8nt contributions Donations and other income Grants Workshops 492 66,839 795 35.580 492 86.839 795 35,560 201 49,076 2,971 7.265 103.68fj 103,686 59,513 Direct charitable 9xndItUre Admirtislration expenses Advertising expènsès Bank charges Bookkeeping fees Co-ordination fees DBS thecks Donations and grants costs Independent examinerf$ fegs InsurancelBACP membership Profe$sion81 fees Room and office hira Sundry expen8e Supervisron, clinical and cOnsUancY Telèphone Assessm8nt Fo05 & Expen8es Volunteer expenses and travel Website and intemet Counsellor Payments CEO Fees 11,550 1,100 80 343 7.010 60 1,483 330 1,295 7.740 14,397 152 11,550 1,100 60 343 7,010 60 1.483 330 1.295 7.740 14,397 152 11.711 922 315 5.980 420 1.446 1,158 240 14.146 12,732 12,732 10,144 1,125 2,700 1.172 3,308 857 1,371 2,020 7,088 3,308 857 1.371 2.020 7,088 1.130 3,585 73,780 73,780 Surpluslldgficlt) for the year Balan brou9ht forward 29.906 29,906 18,872 3.115 18,872 15.757 Balanc• ¢*rried forward £48.778 £18.872
THE LISTENING CENTRE BALANCE SHEET AS AT 31 MARCH 2025 Pag¢lO. 2025 2024 Bank current &counl Bank deposit 0nI Prepayments 30,831 25.814 7,512 11.360 56.646 18,872 Accounts payable Balance of funds 7,868 £48,778 £18.872 Christophor George Graham . January 2028