2022-03-31-accounts - Marches Counselling Service

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Marches Counselling Service
ANNUAL
REPORT
2021 - 2022
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Marches Counselling Service, 57 St Owen Street, Hereford, HR1 2JQ Tel: 01432 261493 Registered Charity No. 1140780 Company No. 7471763

Trustees Introduction

Another year sees us acclimatized to Covid19 and the changes it has brought about, not least an economic downturn. How this will impact the service long-term has yet to be seen, but for the time being we are facing the reality of fewer people able to pay a fee that covers costs. This has meant pressure upon our funding group to find new grant opportunities and using some of the reserves which we had accrued for service development. One aspect of this is the creation of a new post of Development Officer, which we will fill in the coming year.

Not unexpectedly, given the increased evidence of stresses in society and a growing awareness and lessening of stigma around mental health, we have been busy. This year we provided over 1,700 therapy sessions. However, not all has gone to plan. Surprisingly, despite wide as well as targeted publicity with both statutory and third sector organisations, we have not had the interest or uptake we had anticipated to justify moving forward with the intended provision of group-work for people with long-covid. Given the 20,000 estimated cases in Herefordshire it is interesting that NHS initiatives have also not been taken up as one might have expected. We are reviewing the way forward and new proposals are being made.

The widespread nature of Covid19, in its different manifestations, has meant that staff have been susceptible like everyone else. Many of us have now had some personal experience of the virus. As an organization we have also recognized the cost-of-living pressures and have agreed some financial changes which will hopefully benefit our staff at this time. We have planned to resume our study days and Continuing Professional Development sessions, utilizing the equipment for hybrid working which the Monmouth Building Society provided for us.

Sadly, the continued health risks meant that we have still not celebrated over a decade of work within the community of Herefordshire. At some point we will find a way of acknowledging all the time and energy that people have given the service over the years. One result of our ‘longlivedness’ is the necessity for succession planning and attracting new people into the organization. We have been fortunate in finding new trustees looking to bring their experience and skills into the field of mental health provision, and continue to attract a stream of trainee counsellors looking for clinical placements. To support the increased demand we have set up a fifth supervision group which should give us increased capacity for clients in the coming year.

We are aware that the environment around us is also changing. Within the NHS plans to remove the gap between primary and secondary care within mental health are proceeding; an increasing importance being placed upon 3[rd] sector organisations and their contribution to the well-being of the community. As part of the Herefordshire Community Partnership, we watch the concerns around inequalities in health provision and in society as a whole with interest, contributing where we can. Although we understand programmes which develop a sense of well-being for individuals, we have concerns this holds up an ideal of a continual state of happiness, which if not achieved means there is something wrong with you. For many, already struggling with low self-esteem, this can be disempowering, rather than the opposite. The work we do always deals with the situation in which the client finds themselves, acknowledging who they are, their strengths and weaknesses, and the very real challenges which they are facing. This can be a painful process needing an experienced professional to walk alongside.

It is here that the commitment of our all our staff, both clinical and administrative, is so important. Our heartfelt thanks to all who have been involved.

OUR SERVICE

“The counsellor was a very good listener and understanding of the difficulties I was facing at this particular time in my life. The sessions provided a really useful forum to reflect and think things over during an extraordinary time personally, professionally and as a society during the covid pandemic, the circumstances of which have had a significant effect upon me and my family.”

“I would like to thank everyone for their kind support. I had never been able to open up about past events before and feel so much better for doing this.”

“Excellent service, communication, understanding. It gave me an understanding of myself and a purpose to continue living. So grateful to the therapist for saving me from myself.”

There is no doubt that the pandemic has exposed deep-seated inequalities. A local Healthwatch survey of 258 Herefordshire residents in 2020, revealed large discrepancies in people’s experience of health and social care services. Mental health was frequently mentioned as an area where people felt let down, with access to the GP and community services highlighted as issues. The Herefordshire Community Partnership, of which we are a member, is now working on inequalities in care in the county and mental health forms a large part of that focus.

Our service has always complemented the service available through the NHS. We are still plugging an increasing gap between primary and secondary care, despite changes to the system and attempts to provide a seamless service. Our flexible way of working remains important, alongside a staff skilled and experienced in a variety of approaches to support people’s journey in establishing mental health and well-being. This has been appreciated by clients, as well as those services from which we regularly receive referrals: from NHS staff, in particular the local IAPT service 'Healthy Minds' who have long waiting lists and can only offer very limited support when accessed, much of which is online or via telephone. Many GPs refer patients to us, knowing the difficulty in accessing support promptly or at an appropriate level.

Client Management System (CMS)

With our increasing workload and the need to pursue more funding initiatives, we made the decision to explore the possibilities of amalgamating our client data into a single system, rather than the separate spreadsheets which served the service as it grew. This will facilitate administration, eventually saving time, in particular enabling easier monitoring and research to evidence our funding proposals and reports. After looking at what was available on the market and considering bespoke systems, we decided upon Charitylog, a system supported by a company in Ross-on-Wye. After initial conversations and raising funding to support the transfer, four staff members have gone through the initial training process. There is now a lot of work to be done in setting up the system to be compatible with our needs and then formatting our existing data to enable its migration to the new system. Our thanks in particular to our admin assistant who has born most of this work to date.

Client experience

At the end of the financial year eleven long-term clients from previous years were still working with us and 16 from the current year. Over the year we offered 1,706 sessions to 74 individual clients and 8 couples.

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Client experience:
New contacts 2021 to 2022 at end of year
still current
discharged
entered therapy
assessments
0 10 20 30 40 50 60 70 80 90
percentage of total contacts
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Client demographics

We have been pleased over the years that men, traditionally a hard to reach group, have found our service more accessible than the statutory service. In the past year this trend has continued, with 40% of clients being male. It is interesting to see the distribution over the age range, with younger men being more likely now than women to seek help. At the present time this figure will also reflect the decrease in stigma which has occurred with the pandemic and more people in the public eye ‘coming out’ in terms of their mental health struggles. The willingness of sportsmen in particular, previously stereotyped as the strong machismo types, to speak out about their difficulties will have created a different form of role model. The participation of the younger members of the royal family will also have impacted some.

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Age group by gender
40
30
% 20
10
0
18-30 31-45 46-60 61-75 76+
male female
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Looking purely at clients who have accessed the service over this year, although a number are seen within the six session model employed by most other services, nearly 60% stayed for over

3 months, 22% for over 6 months. When we take into consideration those who are still with the service and those who were still being seen from previous years, it is clear that we fulfil a valuable role in offering our clients long-term work. To some extent this may reflect the complexity of the issues people now bring the service, with long term support through the mental health services becoming more difficult.

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Clients by number of sessions
6%
12% 1 to 6
38% 7 to 13
14 to 26
27-39
22%
40 to 52
22%
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Problems at assessment

As one might expect a majority of clients, both male and female, reported common mental health issues such as anxiety and depression. These often occur alongside other issues, some lifestyle related such as addictions and relationship issues, or, in quite a high percentage of cases this year, nearly 30% in both men and women, related to trauma. This may be the re-triggering of past traumas or the circumstances someone is finding themselves in at the present time. Obviously the pandemic has played a part in this.

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Client problems at assessment 2021-2022
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
common mental physical health serious mental trauma related lifestyle related
health issues illness
male female
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It is interesting that alongside mental health, the area most affected by those initially seeking our support is still relationships. We have always recognised that social and cultural factors are an integral part of mental health, a position being accepted more widely now. We are obviously concerned that the economic downturn may prevent many from seeking the help they need in this area, but are heartened by the increase in the number of couples coming through to us before the pressures they are experiencing have done irrevocable harm. This is particularly so in the case of some who are struggling having had children through lockdowns; an event which was not previously projected for this time in their relationship.

Outcomes

Looking at our CORE data, a nationally standardised outcome measure used in the NHS and many other organisations, we have two separate measures of change: that of the population who have moved from what is categorised as a clinical population relative to serious mental health issues to a non-clinical state, and those who have made a statistically reliable improvement. One issue which we have had over this year is that the online nature of some interactions with us has meant that we have not always secured the closing paperwork which we need to provide this data. There will always be some people who leave the service unexpectedly because of personal issues, but we are looking to improve our procedures to maximise the information upon which we base our service going forward.

Of those for whom we have complete data sets, 83% would be deemed to have had a clinically significant mental health issue, 3% being deemed to be at significant risk. Our ability to offer longterm work with experienced therapists is crucial, particularly for this latter group. It is interesting that this year we see greater clinical improvement in men than in women. To some extent this reflect the greater likelihood of men to be experiencing complex mental health issues as indicated in the chart above. However we have to remember that for those where no change is indicated statistically there are still improvements is various areas of their experience which is picked up by our more qualitative feedback measures.

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Statistical relationship with change
60%
50%
40%
30%
20%
10%
0%
clinical improvement reliable improvement no change
male female
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The areas where clients felt real benefit were many. We have looked at their feedback and the charts below focus upon three main areas: their coping mechanisms, their sense of involvement with life, and an awareness of personal growth. We present these latter more qualitative responses as they demonstrate where our service, with its openness to long-term and exploratory work, often differs from a more medical model of symptom reduction.

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Coping mechanisms
70
60
50
40
%
30
20
10
0
coping with handling coping with the coping with handling
feelings relationships past anxiety conflict
Not at all Occasionally Sometimes Often Always
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In looking at the data in these tables it is important to realise that when a client has said that they were not helped at all in a particular area, it may mean that this was not an area which had troubled them previously, rather than the therapy was of no help. Certainly, if we look at the table above, we know that many clients were not in a situation where they were experiencing conflict, although many who were found the work helpful.

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Life involvement
60
50
40
% 30
20
10
0
solve problems make changes make decisions view the future
Not at all Occasionally Sometimes Often Always
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One area which has been highlighted by the pandemic for people’s mental health is their sense of agency and their feeling of involvement in the future. For most who went through therapy with us there was an increased confidence in their ability to engage with the challenges which life was facing them with, although their view of the future was perhaps realistically still compromised by the actuality of the political and economic environment.

It is reassuring that many find the experience of therapy one of personal growth, particularly in their self-understanding. This is an outcome which has long term consequences for their lives. That most also feel able to communicate better bodes well for the relationships which many were struggling with. Coupled with an increased ability to look after themselves, these clients seem to have developed the resilience which we all look for, and which will see them moving forward with a greater sense of well-being, more at ease with themselves and others.

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Personal growth
70
60
50
40
30
20
10
0
understand confidence communicate look after yourself
yourself better
Not at all Occasionally Sometimes Often Always
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New initiatives

Staff

The past year has confirmed us in our intention to appoint a Development Officer. The primary focus of this part-time post over the first year will be the strengthening and widening of income streams for the charity. This will involve becoming familiar with the service and how it functions, reviewing present resources and how achieved, and initiating new developments including the writing of funding bids for service development.

The Development Officer will work alongside the Operational Management Team, the Strategy Group and Funding and Marketing Groups, but will be expected to work independently on the different aspects of their role. This is a developing role with the potential for increased hours from the initial 12 which we have funded.

Liaison

We are aware that many other organisations are now working to support those with emotional difficulties in different ways and we are always open to approaches for support from organisations. We are working in partnership with the Wildlife/Nature Trust to supervise staff working with supported volunteers and the new role of Development Officer will look to develop this area of our service further.

Community

In January 2022 we provided welfare support to the Citizens’ Assembly on Climate Change. We will be following the theme with a study day looking at Climate Anxiety.

Website

The new website is now functional and has moved us some way to reaching a younger client group. Through the website we also give advice on self-help to individuals, developing material which can support and direct those who may be uncertain what they want or need. This coming year we hope to develop a staff area where documentation such as our policies and procedures and the staff handbook can be accessible and kept up to date.

FINANCIAL REVIEW

Like most third sector organisations, the past year with its economic downturn has provided its share of financial challenges. This year we raised just over £30,000 from external sources. The Herefordshire Community Resilience Fund helped to fund the work with the disadvantaged, but monies from local trusts was for project work and thus did not contribute to core running costs.

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Financial Trends 2017 to 2022
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
2017/18 2018/19 2019/20 2020/21 2021/22
income (self) income (grant) expenditure free reserves
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One impact of covid has been the drop in income from room hire. The need to stop study days also meant no income here. However, the number of people coming through to us has recovered from the last year and continued the previous trend, but this was both positive and negative for us.

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Client attendance
1800
1600
1400
1200
1000
800
600
400
200
0
17/18 18/19 19/20 20/21 21/22
assessments sessions
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As seen below only 11% of sessions were unsubsidised, 54% of clients paying less than 50% of the fee which we had kept at £60 despite continued increased costs to ourselves for hygiene precautions. This meant a constant search for external funding, which we recognise will be ongoing. However, we have been able to sustain the income from gift aid through the increase in the number of sessions, despite a decrease in the percentage of people in employment.

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Client sessions subsidised
30
25
20
15
10
5
0
0 £10 to £15 £20 to £25 £30 to £35 £40 to £45 £50 to £55
%
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The chart below shows the cost to the service per counselling hour. This has remained fairly stable since covid although subject to some changes, for example staff increases matching increased income from more sessions.

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Cost per counselling hour
60
50
40
30
20
10
0
2017/18 2018/19 2019/20 2020/21 2021/22
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CHALLENGES OF THE PAST YEAR

It has been a busy year. Obviously meeting our ongoing costs with less self-generated income is a concern. More energy has gone in to fund-raising, but with grant givers themselves facing financial reductions in investments there is less funding available and increasing numbers of organisations seeking support. HVOSS has re-established its seminars on funders and we are seeking a volunteer who can keep us informed of those opportunities which are out there. An increased awareness of mental health issues has meant that funding has increased in this area, but this has meant many organisations turning to this target group to increase their income streams. Hopefully a blessing for those impacted, but arguably a challenge for more established services such as ourselves as new initiatives are often more attractive to funders.

One disappointment for us this year was our inability to move forward with plans for groupwork with people experiencing long-covid. Surprisingly, despite wide as well as targeted publicity with both statutory and third sector organisations, we have not had the interest or uptake we had anticipated to justify moving forward with our original project objectives. Given the 20,000 estimated cases in Herefordshire it is interesting that NHS initiatives have also not been taken up as one might have expected. Importantly, we are still receiving reports that people who are struggling with long-covid are finding it difficult to access appropriate support. Two conclusions appear appropriate at this point: that publicity through previously effective routes has not enabled

us to reach those who we would wish; and that there are barriers to people coming forward for psychological rather than medical support in this context.

In light of our experience and review we now propose reframing and restructuring what we offer. Whilst we felt it was necessary initially to pilot different approaches, time has moved on and from our review we anticipate more success with a simpler format, one that targets a wider group of people with long-term health conditions. This reflects research which has shown there is a significant cross over of symptoms experienced in such conditions with those of long-covid. The importance of the psychological element in dealing with chronic pain, for example, has long been appreciated, and seeking support in a broader context may be less likely to raise issues of stigma (‘its all in the mind’ etc.) which can still be present.

ADMINISTRATION & CLINICAL GOVERNANCE

With the help of the new admin assistant we have been working on the consolidation of policies and administrative procedures prior to the implementation of the CMS. As well as improving communication with clients and within the organisation, this has enabled us to become more aware of the challenges which working remotely created in regard to client payments. A tightening of our procedures here is already seeing improvement.

Remote working has had positive outcomes as well as the more negative indicated above. With the extra hours available through the admin assistant, we have been able to staff the office as well as allow the flexibility of some home working. This has enabled us to respond more quickly to enquiries and queries than before.

With regard to governance we have been pleased that the appointment of a trustee as Treasurer has enabled us to increase the feedback to Board meetings, giving more information upon which to base discussions. New trustees have been settling in and getting to know us. This facilitates our learning from the experience they bring with them.

LOOKING TO THE FUTURE

With less support for organisations now in relation to covid, we have needed to review our strategy moving forward. One aspect of this has been the decision to create a Development Officer role to look at our funding streams and pursue new initiatives. Initial funding for the post was achieved, as well as the funding for beginning to establish a new Client Management System. Although this has necessitated extra work, we are confident that both measures will, in the long-term, help to lessen the pressures on administration and facilitate our work and its monitoring.

HOW TO CONTACT US

At MCS we welcome input from any interested people. This can be achieved formally by becoming a member of the organisation or a volunteer, or informally through contacting us via email at marches.counselling@gmail.com, and/or through a phone call: 01432 279906.

Charity number.. 1140780 Company number.. 07471763 (England and Wales) Marches Counsèlling Service Ltd Report of the Trustees and Unaudited Financial Statements Forthe year ended 31 March 2022

Marches Counselling Service Ltd Contents Page For the year ended 31 March 2022 Report of the Trustoes 1to3 Independent Examin8r'5 Report lo the Trustees Statem6nt of Financial Aetivilies Statement of Financial Position Notes to the Financial SlateFnenls 7t0 11 Detailed Statement tsf Finan¢ial A¢ii'iities 1210 13

M8rches Counselling Service Ltd Report of the Trustees For the year ended 31 March 2022 The Truste85, who are also directors for the purposes of eompany kgw. have pleasure In pSenting their p1)rt and the financial $18lemenl$ for the charilablo ¢omp8ny for the year ended 31 March 2022. The Trust885 have adopted the provisions of Accounting and Reporting by Charities.. Slalemenl of Re¢ommended Pra¢lice applicable to charities Pfeparing their accounts in accordance wilh the Financial R8POrting St2nd2rd applicable in UK and th& Republic of Ireland IFRS 1021 leffeclive 1 January 20191. OBJECTIVES AND ACTIVITIES Oble¢tlve$ and aim$ The relief of Ih05e in Herefoid5hire and the Marches who, b8caus8 of rnental or physical haalth, soaal or 8wnomi¢ circurn&lance8, or di$abillly, are suffering from psy¢hobgical distress 8ndfor di50rder through.. al the provision of a locally based. confidential, reliable and 8ffordabl8 counselling and psycholh8rapy 58rwic8, with a f881 and smooth transition from referral to assessment and allocated coun59110r'. bl the provision of a sign-p051ing Service lo local agencie5, Stalulory, voluntary or private, for those who ¢orne for asspssmenl but for whom ¢ounselling is inappropriate,, cl the provision of a supportive and educative working environment for coun5ellors to raise and rnaintain professional standard8 and thereby benefit the r&cipients of therapy,. and di to further benefit the well4ein9 01 Ih05e needing psychological support through working agalnst the S9rna of menial illness and distress by Èducatlon and ralslng awane$S within tre general publ1¢. Statement on public bènefit Our core s&ice is to orr8r couns811ing lo those most in need including those who are unable to afford full session fee which is s81 al cost to U5. We have a concessionary fund lo enable us lo ¢onlinue this aelivily. 11 also funds additional $e8sions for those who have begun coun5elling with us. but whose cir¢umstsns suddenly change. so that we rnay be able to bring our work with them to a $ati$fa¢tory eondusion. The Iru$t888 have consided the Charity Comtnis5iOn'S guidance on public banefit, including the guldance 'public b8n8ffl1'. running a charity IPB21'. Soclal Investments We believe that Ihè individuals who consult with us are usually empowered to contribute mor8 effectively to their familie$, workplace. and community. This is our conlributSon lo social inv8Stm8nl. Grantrn4king Althogh we ar8 not a Charity which mak85 grant5 availatilo to individuals or groups, we have a concessionary fund which helps pay for counselling $8ssions for people on low incomes. Volunteers Many of th8 People worklng wlth us do so on a voluntary basls. Our 88rvice would be Impossible to SU51ain without th8m. 1 of 13

Marches Counselling Service Ltd Report of the Trustees Continued For the year ended 31 March 2022 ACHIEVEMENTS AND PERFORMANCE This has been a year of consolidation following lh& roller-coasler of the p8ndemic. Although thè coronavirus is still with us and con¢ems around health appear to have r&¢ed8d, Ive ar& now facéd wlth a ¢ost of living crisis. Thls has already had a direct irnpact upon many of those who seek our help. Of the 1755 hour8 of Ih8rapy we provided this year only 11% were un8ubsidised. This is very different from pre-¢ovid levels when we were abl8 lo cover over 90Yry of our core expenditure by our sglf.generaled incorne. Most important in attracting clients has been our conlinued ability to see people promptly once they have Contacted us. In Contrast lo the slatulory servi¢ès locally. an increase In staff numbers has allowod us to offer most clients a start date within days rather than month$. 11 is vital that people are able lo access support al the right Ilme for them. 'Counselling helpèd clarify my mind, cleared the jumble of thoughts of anxieties. and showed Tne the way fotward. I was in a very bad pla last year. both physically and rnenlally. I now feel strong. calrn and able lo control rny future. That our way of workin9 is also appreciated is clear frorn feedback. "Very p0511ive experience. Don't get rid of the option of online work very good for access, esp8cially for thos8 in rural areas. Excellent Ihal returns are allowed wilhoul going back lo'square one,. Excellent that number of session5 15 not limited. Alongside directly benefitting th8 client. our work has many indirect consequences dependent upon their situation. As well a5 affecting immediate family and friends. after therapy wany clients are mora abl? lo function well in hom8. workplace and ¢ommunity. This is of particular importance with pressures upon families in¢asIng and employment issues around Ihe P8ndemic. 'The counselling helped me be a better parent going forwafd8." 'The counsellor was a wonderful person to fIe¢l wilh over the past y8ar. the sessions have na&d m8 lo unpi¢k my identity find tnyself in the world around m&. Many OPle struggled lo accept the Impact of the pandernic, which for som8 mad8 them aware of the degree to which things in their life were already outside of their control. Re*slabli$hing soffle sense of control can b8 empowering, bul this often needs lo be b8lanced by the realily of what we can control and what we Cannot. As an organisalion which put8 Ihe individual al the Trnlre of ils work and celebrates individual difference. we can often help clients achieve the righl balan¢& for Ihern. sornelhing which many of the'app$' and manualised prograrnmas now available through the internet cannot achieve. 'Th& ¢ounsellor wa5 a very good listener and under513nding of the difficulties I was facing at this particular tim& in my life. The session8 provided a really useful forum lo refleGt and think things over during an e¥traordinary lime person811y, professionally and as a society dur(ng the covid pandernic, the ¢ir¢umstan¢e5 of which have had a significant effect upon me and my family." FINANCIAL REVIEW With less 3upport for organisations now in rèlation to covid, we have needed to review our SttegY movlng forward. One asp8cI of this ha5 been the deosion lo create a Developrnenl Officer role lo look al our funding streams and pursue n8W initiative5. Funding for the p05t was sought, as well as the funding for beginning lo establish a new Client Management System. Although thi5 has n8C8SSitaled extra work, we afy corTfid8nl that both tneasur8s will, in th8 long-tgrm. help lo 18ssen the pressur85 on adminislrab'on and facilitat8 our work and its monitodng. The incr8as&d number of people comlng through to us has ¢onlinued, which was both positive and negauve for us. As noted above only 110A of sessions were unsubsidlsed. 54% of cliènts paying less than 50% of the fee which we had kept at £60 d8spile Continued increa88d ¢osts to ourselv8s for hygiene precautions. This meant a ¢onslant search for external funding, which we recognis8 will be tsn-going. Resèrve5 We are awa that th8 res&rves built up previously continu8 lo be compromised by the on-g(xng financial 511ualion. Realistically il is unlikely that the 811LJatioft will resolve other than slowly and Inierrnittently over tha nèxt few years. We have thus Continued to spend time in d&veloping the straleg'c planning which can sustain the Serviee as we go forward and have bgen aided in this by th8 input from new trust888 With both finaneial and managerial experi8nce. STRUCTURE, GOVERNANCE AND MANAGÉMENT Governlng document Marches Counselling servi is a charity fom)ed on 16December 2010, limited by guarante& and govemed by its Mernorandum 2nd Artiele5 of Assoclation, 2of13

Marches Counselling Service Ltd Report of the Trustees Continued For the year ended 31 March 2022 Recrultrnent and appolnlment of trustee5 People b81i8ving in the organis8tion's ethos and havlng skills to offer may apply to become trustees. Polentlal trustees are Inlllally ¢o-optod onto the board lo check that they can work effectively. REFERENCE AND ADMINISTRATIVE INFORMATION Name of Charlty CharSty reyistratityn numb•r Company reglStr?tion nurnbgr Prlnclpal address Marches Couns&lling Servic& Ltd 11407BO 074717fj3 57 SI Owen Street He10rd HR1 2JQ Trusteès The trustees and officers serving duThng the year and since the y88r end were as follow5.. Jennifer French Ltsrraine Slan8 Slizabeth Lloyd Laurence Austin IR8sign8d.. 19 October 20211 Frankie Farrell Marc Leppard IAppointed.. 19 October 20211 Grah8m Thomas IAppointed.. 19 October 20211 Indop&ndont oxamin•rs Cola Bishop & Co Market Squar8 Chambers 8romyard Herefordshire HR7 4BP Approved by the Board of Trustees and signed on ils behaw by 12 September 2022 Jennifer Fren¢h 3of13

Marches Counselling Setvice Ltd Independent Examiners Report lo the Trustees For the year ended 31 March 2022 l oport to the trustees on my examination of Ihe accounts ol the charitable company for the year ended 31 March 2022. Respollsibilitles and basls of report A5 the charity Tfuslees. who aro also directors for the purposes of company law, are responsible for the preparation of the a¢couni$ in accordance with the Qu1mentS of the Companies Act 20061'the 2006 Acl'l. Having satisfied tnysell that the accounts of the Cotnpany are nol required lo be audited under Part 16 of the 2006 Act and are eligible for in¢Jependenl examination. I report in resped of my examinalion of your charilrfs a¢counls carried out under section 145 of the Charities Act 20111.lhe 2011 A¢t'l. In carrying out my examination I have followed the Dir&¢lions given by the Charity Commission under section 14515llbl of the 2011 A¢1. Ind•p£nd•nt oxarniners statemfynt I have Completed my examination. l ¢onfirtD that no matters hav& ¢oTne lo my attention In connection wlth the examination giving me cause to believe that in any material respect.. l. accounting records were not kept in respect cf the Company as r&quir8d by section 388 of th8 2006 Act,. or 2. the accounts do not accord with those records,. or 3. the aecounls do not comply with the requirements of section 396 of the 2006 A¢t other than any reqU1Mnt that th8 accounts give a'true and fair view. which is not a matter considered as part of an independ&nl examination.. or 4. the accounts hav* not b8Èn prepared In accordance with IhÈ methods Ènd principlès of thè Slalement of Recommended Practice for accounting and reportirTrg by charities applicable lo charities preparing their accounts in accordance wilh the Financial Reporting Standard applicable in the UK and Repu1¢ of Ireland IFRS 1021. I have no conc8rn5 and have coma across no olh&r matters In conn&ction with the examination to which allenlion shou b8 drawn In this report In order to enable a proper und8rstanding of the accounts to be r8ach8d. Cole Bishop & Co Market Square Chambers Bromyard Herefordshire HR7 48P 12 September 2022 40113

Marches Counselling Service Ltd Slalemenl of Financial Activities {including Income and Expenditure Account} For the year ended 31 March 2022 Notes Unr8strlcted funds 2021 In¢orne and endowmoThts from: Donations and ga¢le$ Charitsble acliviti&s 30,038 63.179 2.325 36 73,629 28,264 599 Oth8r trading 8Ctiviles Investments Total 95.578 102.506 Expendlturo on.. Charitable activiti88 189.7231 189.7231 179.3761 179.3761 Total Net income 5,855 23,130 Reconciliation of lunds Total fvnds brought forward Total funds carrlèd forward 91,013 96.868 67,883 91,013 5of13

Reglstered Nurnber 07471763 Marches Counselling Service Ltd Slalemenl of Financial Position As a131 March 2022 Notes 2022 2021 Fixed assets Tangible ass&ls 594 792 594 792 Current assets Cash al bank 8t in hand 102.427 93.567 102,427 93,567 13.3461 Creditors.. amounts falling due wlthln onè year 10 16,1531 Net current a55ets 96,274 90,221 Total a55et$ Ig$$ currant liabllitie$ 96,868 91,013 Nèt assets 96.868 91,013 The funds of the charlty Unrestriel8d income funds 96,868 91,013 Total funds 96,868 91,013 For the year ended 31 March 2022the ¢ompany was entitled lo exemption from audit under Section 477of the Companie8 Act 2006 relating to small companies. The mefflbeis have not requir&d thé company to obtain an audit of its accounts for the year in question in accordance with seclion 476, The Iruslees acknowi&dge their rèsponsibilities for complying with th& requir8menls of the Act with respect lo accounting records and the preparation of account$. These a¢¢ounls have beÈn prepad In accordanca with the provisions applicable to companies subject lo the small companies regime. The financial 51aterneni$ were approved and aulhorised for Issu8 by the Board and 8igned on its behalf by.. J8nnrfer French Trustee 12 September 2022 6of13

Marches Counselling SeNice Ltd Notes to the Financial Statements For the year ended 31 March 2022 1. Actountlny Poll¢lÈ$ Basis of accovntlng The financial s181emenls hav8 b8Èn prepared under Ihe hisloriGal cost convention, except for investments which are includ&d at market value and the revaluation of Gertain fixed assets and in accordance with the Charities SORP IFRS 1021 'Accounling and Reporting by Charilies.. Statement ol Recornrnended Practice applicable to charili&s preparing their account8 in accordanc8 with the Finan¢ial Reporting Stsndard applicabl6 in th8 UK and Republic of Ireland IFRS 1021 leffeclive 1 January 20191,. Financial Reporting Standard 102 the Financial Reporting Standard applicable in the UK and R8public of Ireland IFRS 1021, and the Companies Act 2006. Marches Counselling Serwice Ltd meet$ the defiriilion of a public benefit entity under FRS 102. Assets and liabilities ar& initially recognised al historical cost or transaction valu& unless otherwise slateiy in the relevant accountin9 policy nolel51. Tangible Iixed assets Tangibl8 fix8d 88s&ls are stsled at Cost or valuabon le55 depr8ciation and any provision for impairment. Depreciation is provided al rates calculated lo writ8 off the cost or valuabon of fixed assets, less ihèir eslirnaied residual value. over their expÈ¢ted useful Ilves on the following basis.. Equipment 25Oh Redudng balance 2. Incorne frorn donations and legacies 2022 2021 VnrestriGted funds Donations received 20,167 9,871 18,640 54,989 Grants r&c8ived 30,038 73,629 3. InGorno from ¢haritsble activities 2022 2021 Unre8trl¢ted lunds Coun5elling and supervision Counsellin9 fees Supervision fees 58,588 4,591 63,179 24.389 3.875 28,264 63.179 28,264 4. Income Èarned from othei actlvltles 2022 2021 Unrestrl¢ted funds Rootn hi and Sundry In¢¢Yne 2,325 599 2.325 599 7of13

Marches Counselling Service Ltd Notes lo the Financial Statements Continued For the ye2r ended 31 March 2022 S. Investment incorne 2022 2021 Unr6stricted fund$ Bank interest receivable 36 14 36 14 6. Costs of Charltable actlvltl8s by fund typ8 2022 2021 Unrestrlcted fund5 Counselling and 5UPetVi5ion Support costs 43,255 46.468 36,068 43,308 89,723 79.376 7. Net ifi¢omtrllexpenditurÈl for the year Thi5 IS 51aled after ¢hargingllcfedibngl'. 2022 2021 D8pr8clalion of Nned fix8d assets 198 263 8. Comparative for thè Statemènt of Flnancial A¢tivitStrs The cornparative y8ar values on the Stalern8nt of Financial Activile5 are for unrestricted funds. 8of13

Marches Counselling Service Ltd Notes lo the Financial Statements Continued For the year ended 31 March 2022 9. Tanglble fixed assets Plant and Machlnery Cost or valuatlon Al 01 April 2021 Al 31 March 2022 2,177 2.177 Depreciatlon At 01 April 2021 1.385 Charge for year Al 31 March 2022 198 1,583 Net book values Al 31 Mar¢h 2022 594 At 31 Mar¢h 2021 792 10. CredltOf8.' amounts falling due withln one year 2022 2021 Trade creditors 4,823 700 2.070 700 Other ¢110r$ Accruals and deferred incorne 63D 576 6,1S3 3.346 11. Movement in fund$ Unrestrlcted Funds Balanc8 at Incomlng re50urc05 Outgolng re$ourc85 Tran5f8r$ Balanco at 0110412021 3110312022 D8sign8ted Nationwide dep051t a¢¢ount 22,597 36 22.633 General Ac¢umulatecl general funds 68,416 95,542 189,7231 74.235 91,013 95,576 189,7231 96,868 9of13

Marches Counselling Service Ltd Notes to the Financial Slalemenls Continued For the year ended 31 March 2022 Unrestrlct8d Funds- Prevlous year Balance at 0110412020 Incomlng resources Outgoing resour¢è5 Transtèrs Balance at 3110312021 D&signatgd Nationwide deposit account 10,583 14 12,000 22,597 G8n6ral Accumulated general funds 57.300 102,492 179,3761 112,0001 68,416 67,883 102,506 179,3761 91,013 Purpose of unr8strl¢t6d Funds Nationwide deposit account The Nationwide deposit a¢¢ount is reseNed for the restructuring of th& organisalion 2nd ils servic&s, should that be required. 12. An31ysi$ tsf nèt asststs boèn fund$ Yanglble flx2d as5gts Net current assets 1 Ngt Assets Unresirlcted tund8 General Accumulated general funds 594 73,641 74,235 Designated Nalionwide deposit account 22.633 22,833 594 96,274 96,868 10of 13

Marches Counselling Service Ltd Notes to the Financial Statements Continued For the year ended 31 March 2022 Previous yoar Tanglblg fixvd asset5 Net curr4nt assets I NetAs$g18 VThr8Strlctèd lund$ Gener31 AcCumu1ed general funds 792 67.624 68,416 Design8t8d Nationwide d8poslt account 22,597 22.597 792 90,221 91,013 13. Company Ilmlted by guarantee Marches Counselling SeNice Ltd is a company limited by guarantee anLI accordingly does not havg a share capital. 11 of 13

Marches Counselling Service Ltd Detailed Slalèmenl of Financial Activities For the year ended 31 March 2022 2022 2021 INCOMEAND ENDOWMENT Donatlons and legaci85 Donations Grants rec&ivable 20,167 9.871 18,640 54.989 30,038 73,629 Charitabl8 activities Counselling fees Supervision lees 58,588 4.591 24,389 3,875 63.179 28,264 Other tradlng activltie$ Roorn hirg and sundry income 2,325 599 2.325 599 Investments Bank inier*sl recelvable 36 14 36 14 Total incoming resources 95,578 102.506 EXPENDITURE Charitable activiti85 Ass&ssmeftl 13.0901 18,4451 127,5001 14.2201 11,9901 18,0581 121.8401 14.1801 Supervision Coun$ellors' fees Volunl98rs' payrnenls lexp8ns8s onlyl 143.2551 136,0681 SUPPORT COSTS Establishment Costs Rent Lighting and heating Repairs and r&n8wals 19.18SI 12.2111 16.7901 12.3271 19,2591 Admlnlstratlve costs Adrninislralion Clinical management Reeruilrnenl and training costs Workshop 8xpen88S Public liability insurance Subscriptions 124,1851 15,4791 117,2631 14.9401 15,1041 12961 11001 17441 11,0041 130.$081 128.7071 12of 13 This page doe8 not fomi part of thè sialutory financial 51aiÈments

Marches Counselling Service Ltd Detailed Statement of Financial Activities Continued For the year ended 31 March 2022 Communicatltsns and IT Telephone and internet l.T. costs 19791 11.7071 18251 12.6861 11,5381 Accountancy fees Aceounianey fees 16301 15761 16301 15761 Oth&r offlc8 Costs Depr&cialion - owned assets Postage and stationèry Advertising General expense5 11981 16511 1791 11951 12631 15881 12,0371 13401 11.1231 189.7231 13,2281 Total resources expended 179.3761 Not Income 5.B55 23.130 13of 13 Thi5 page cloes not form part of the statutory financial statements

Charity number.. 1140780 Company number.. 07471763 (England and Wales) Marches Counsèlling Service Ltd Report of the Trustees and Unaudited Financial Statements Forthe year ended 31 March 2022