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 n￿Y
¥ppoinled Clinical Lead. Beth Waters, we have taken S￿n￿leant 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 $trudures, this in￿atNe allows us lo
retain skilled prathtioners. extend our reach to clients with more complex needs, and strengthen our
finanual model. Importandy, il reflects our belief th* affordabilty and quality should not be in opposrtion,
and that practitioner dgvelopmenl is central to the su8tainability of the ￿Unselling profession.
Alongside this, w have laid the ground*￿rk for longer-temi grovrth. We ￿vieWed our intemal govarngnce
and data management systems, refreshed key poliaes. and submitted larget8d funding applic*ion5 to
support service delivery and client bursari8s. While the external environment remains challenging,
p8rtioJlarty in relatK)n lo mental health demand and fijndraising competition. we have rnade steady progress
Icward our strategic g¢)81s.
None of this would be possi￿? wthoul the ongoing dedie2lion of our staff team, volunteer Counsellors,
supervigor8, trustees. and ftjnders. I would also likè to 8cknowledge th8 dients who place their trust in us
during some of the most difficult period$ 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. pl3￿Ments 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 introdU￿d updaled ￿lI￿e$ 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$ h￿h. We saw an increasè in the number of enquiries. ass8ssm8nts, and
SV35ions delivered, ￿flecting both communty need and the strength of our referral netr￿rks. 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 Of￿81S. 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$he<l under a constitution which
established the objects and powers of the charity.
Trusloes delegate the day to day management and responsibil￿ lo the Ch￿f Exewb've who is supported
by the Clinical lead who ensures the ongoing dinical standards of the Charity and an Operatit)n$ 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 pa￿rwork 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 a￿1 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 EXe￿rtIV0,
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
candid*8s prior to interview along with relevant trainingl edu¢alionl qualthcab'on certificates. Our
reuuitmenl policy and volunteer policy are updated annually to ensure all re￿nt 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$ure and Barring Se￿1(￿ {DBSI
check beforè thèy can commence their dLttie$ 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$8ue8 in Oxfordshire arhj the
surrounding area by the prO￿310n of counsellirvJ arK1 psychotherapy servicès.
Activltles.. The Listening Centre provides an affordable tt*unselling service lo individuals on limited In￿rneS
who live in and around Oxford. Counsellors & Psychotherapists in training SUPP¢)rt the Servi￿ on an unpaid
bas1S.
Rlsk Rèview
TLC has a comprehensive Risk Register that is reviewed regularfy at Board Mgetlngs. The Rigk Register
covers governance, operation$, 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 S￿35 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 root￿1 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 res￿nSIvenesS 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 dee￿Y 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 pe￿ra
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 ac1￿unts.. 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<ju￿s 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 a￿UnIS 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, atten￿On 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 9x￿ndItUre
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
cOnsU￿ancY
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 0￿nI
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