## THE LISTENING PLACE (A Charitable Incorporated Organisation) REPORT AND AUDITED ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025 Charity number : 1164739 ## General Information |General Information|General Information| |---|---| |Date of Incorporation: 7thDecember 2015|| |Charity Number: 1164739|| |Patrons|Richard Lockwood| ||Sandhini Poddhar| ||Michael Mansfield QC| ||Tim West| ||Sir William Sargent| |Trustees|Valerie Michie (Chair)| ||Caroline Lien (Vice-Chair)| ||Phalisha Kerai| ||Sonia Inniss| ||Frank Cunnane (Resigned June 2025)| ||Craig Morley (Treasurer)| ||Alex Winter| ||Tanaka Chiimba| ||Helen McKenna| ||Dr Susan Cottam| ||Michael Anderson (Appointed March 2025)| ||Sarah Anderson CBE (Appointed June 2025)| |Address:|3 Meade Mews| ||Pimlico| ||Westminster| ||SW1P 4EG| |Bankers:|NatWest| ||Victoria (A)| ||PO BOX 1357| ||169 Victoria St| ||London| ||SW1E 5NA| |Auditors:|Moore Kingston Smith LLP| ||9 Appold Street| ||London| ||EC2A 2AP.| 1 ## Contents Page Chair and Chief Executive Statement………………………………………………………………………………………………….3 Report of the Trustees…………………………………………………………………………………………………………………………………….5 Statement of Trustees Responsibilities………………………………………………………………………………………………..6 Objectives and Activities……………………………………………………………………………………………………………………………….7 Future Plans………………………………………………………………………………………………………………………………………………………….15 Public benefit………………………………………………………………………………………………………………………………………………………16 Financial Review………………………………………………………………………………………………………………………………………………..16 Independent Auditors Report……………………………………………………………………………………………………………………18 Statement of Financial Activities……………………………………………………………………………………………………………22 Balance Sheet……………………………………………………………………………………………………………………………………………………23 Statement of Cash Flows……………………………………………………………………………………………………………………………24 Notes to the accounts………………………………………………………………………………………………………………………………….25 2 ## Chair and Chief Executive Statement New national figures have been published on suicidal ideas & self-harm. They paint a concerning picture. The new data comes from a national study of mental health, the Adult Psychiatric Morbidity Survey, (APMS) 1. Conducted at intervals since 2000, it shows us not only current figures and long-term trends. APMS found a quarter of adults report suicidal thoughts at some time in their lives. Almost 7% report suicidal ideas in the past year, up from 3.8% in 2000. The figures drop substantially when we go from thoughts to suicide attempts and from lifetime to past-year figures. 1% of adults report a suicide attempt in the last year. This is up on previous surveys but not significantly. Suicide attempts are more frequent in more deprived areas of the country. Other economic indicators like problem debt and unemployment are also associated with suicidal ideas and behaviour. Suicidal ideas and non-fatal actions are not the same as suicide itself. For example, the APMS figures highlight young women, but suicide rates are highest in middleaged men. Suicide rates in England don’t show the same steady rise since 2000. The lowest rate ever was in 2007. The APMS tells us that helping people learn safer ways of dealing with emotions is more important than ever. No suicide is acceptable. At The Listening Place we believe that prevention is possible. We provide free, face to face support for people who feel life is no longer worth living. At the heart of our service is creating a non-judgemental place where our highly trained volunteers help visitors gather the confidence to talk about difficult and painful subjects. > 1 https://digital.nhs.uk/data-and-information/publications/statistical/adult-psychiatricmorbidity-survey/survey-of-mental-health-and-wellbeing-england-2023-24/suicidalthoughts-suicide-attempts-and-self-harm 3 This year was the first year in our new three-year plan which set out our ambition to grow our support and the number of visitors we support to more than 10,000 a year across London by 2027. We will do this at our three centres existing and by opening new centres. This year we supported 7,688 visitors, an 11% increase on last year. In addition, we are pleased to have purchased a fourth site near Liverpool Street that will allow us to extend our local support to the East of London. This year, TLP’s total income was £2.7m, our strongest fundraising year to date. Our resilience in fundraising, is due to many important donors, our strong financial management and our sustained focus on the needs of our visitors. We would like to express our gratitude to the individuals who have supported TLP this year. Several long-standing relationships help us to achieve sustainable and secure growth and to deliver our ongoing support to those who need it. We would also like to thank the 800 active volunteers at The Listening Place. Their commitment, compassion and skill are crucial to supporting so many. In the year Ben Ingber succeeded our founder Sarah Anderson as CEO. Sarah joins the board as founder and trustee. As we move into a new year of development at TLP we are excited to open our new centre near Liverpool Street. This will help us continue to grow responsibly to meet demand. We are confident that with the expertise and experience of our volunteers, colleagues and our board we will continue to provide support for people in London when they need us the most. ……………………………………………………. Ben Ingber (CEO) ……………………………………………………. Valerie Michie (Chair of Trustees) 4 ## THE LISTENING PLACE ## REPORT OF THE TRUSTEES ## Year ended 31 March 2025 The trustees present their report with the financial statements of the charity for the year ended 31st March 2025. The trustees have adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019). ## Constitution The Listening Place is a Charitable Incorporated Organisation (CIO), registered on 7 December 2015 as a body corporate under Part 11 of the Charities Act 2011. It is governed by its Constitution dated 7 December 2015. ## Structure, Governance and Management The trustees undertake the duties laid down by the Charity's governing document, with full responsibility for the charity's values, mission, strategy and budget. The operational decisions are led by Sarah Anderson CBE (Chief Executive) using her delegated authority from the Board of Trustees, and she is assisted in the day-today running of the charity by a team of staff including Deputy CEO, Ben Ingber and volunteers. ## Remuneration Policy Employee salaries are recommended by the Remuneration Committee and approved by the trustees. The rates are benchmarked against the charity sector. ## Recruitment and Appointment of New Trustees There must be at least three charity trustees. If the number falls below this minimum, the remaining trustee or trustees may act only to call a meeting of the charity trustees or appoint a new charity trustee. The maximum number of charity trustees is twelve. The charity trustees may not appoint any charity trustee if as a result the number of charity trustees would exceed the maximum. Apart from the first charity trustees, every trustee must be appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees. In selecting individuals for appointment as charity trustees, the charity trustees must 5 have regard to the skills, knowledge and experience needed for the effective administration of the CIO. ## Statement of Trustees Responsibilities The trustees are responsible for preparing the trustees’ report and the financial statements in accordance with general applicable law and United Kingdom Accounting Standards (United Kingdom General Accepted Accounting Practice). The law applicable to charities in England and Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the trustees are required to: - select suitable accounting policies and then apply them consistently; observe the methods and principles in the Charities SORP; - make judgments and estimates that are reasonable and prudent; - state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business. The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charities (Accounts and Reports) Regulations 2015 and the provisions of the trust deed. They are also responsible for safekeeping the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. ## Risk Statement The Trustees are aware of the risks facing the charity and have a comprehensive Risk Register with a range of mitigating actions. The Risk Register is formally reviewed at each board meeting and updated, as necessary. 6 ## Objectives and Activities ## Objectives The objective of The Listening Place, a Charitable Incorporated Organisation and a public benefit entity, is to relieve mental suffering and help save the lives of those who find themselves at risk of suicide, through the provision of trained and supervised volunteers providing listening support. ## **Mission** ## **To provide face-to-face support for people who feel life is no longer worth living. Vision** ## **Anyone who feels life is no longer worth living can find a confidential place with a compassionate listener who will give them time.** ## Activities TLP engages 7,688 people each year struggling with suicidal feelings in London and provides support to over 1,500 people at any one time. We work with the NHS, charities and universities to try and reach people who need our service now also deliver our own direct marketing campaigns to encourage people to refer themselves. We want to ensure that if someone feels suicidal, they have somewhere to go and someone caring who will listen. Our support has five key principles which make it effective and unique: - 1) Responsive: we contact all referrals within 24 hours and offer a first appointment within one week. - 2) Face-to-face: we offer all support in person, face-to-face. - 3) Confidential: we offer complete confidentiality to all visitors. - 4) Sustained: support is ongoing. - 5) Relational: wherever possible we ensure that the same volunteer supports a visitor for each set of six appointments. ## Achievement and Performance Following a thorough process which included input from staff and volunteers, trustees set the following objectives for 2024-2027: ## **Our Objective: Support more people across London.** Over 40% of our referrals are from just three London boroughs, highlighting significant unmet demand across the capital. We will explore new ways to reach those who need us and make it even easier to access our support. 7 We will: - Reach more people, focusing on currently underserved groups and areas of the city. - Pilot online face-to-face support for Londoners unable to access our sites. - Trial direct public marketing to the public to reach those unaware of our services. ## **Our Performance** In 2024/25, we supported significantly more people—rising from 6,846 to 7,688. This increase is partly due to a more inclusive way of measuring engagement: we now count support from the very first phone call with our Visitor Support Team. These phone calls can last anywhere from 15 to 40 minutes and constitute significant engagement with our service. This change gives us a fuller, more accurate picture of how many individuals are actively engaging with The Listening Place each year. The higher figure also reflects growing awareness of our services among NHS teams and the wider public. We not only supported more visitors but reached a wider geography across London. In the past year, the percentage of visitors supported by the top three boroughs dropped to 33% with significant increases in the number of visitors supported in Hammersmith and Fulham, Hackney and Camden contributing to a widening cross-section of Londoners accessing our support. We also implemented direct marketing in Hammersmith and Fulham targeting areas of high deprivation with a leafleting campaign and targeted online marketing to encourage referrals. This helped contribute to a 44% increase in referrals in the borough. We have not progressed our plans to trial online support this year as opening our fourth site has taken precedence. We do remain committed to exploring online support as a means of improve accessibility for our service for those who are prevented from visiting a centre and we intend to trial this once Cobb Street is up and running. Alongside expanding our reach, we have looked to deepen our collaboration with other organisations. 8 ## **Our Objective: Collaborate with other organisations.** Effective partnerships are critical for reaching potential visitors, and for influencing the policies and practices that impact those living with suicidal thoughts and feelings. We will: - Expand and diversify our referral partners to address unmet need and reach new communities. - Work with others to improve the experience for current and potential visitors. - Share our learning and philosophy to shape policy and practice, while learning from others. ## **Our Performance** This year we recruited a Partnerships Coordinator who has been pivotal in helping us increase and diversify the number of referral partnerships we hold. For example, in Hammersmith and Fulham, we focused on building new partnerships with frontline members of staff in the NHS across community mental health teams, psychiatric liaison services and charities. This, paired with direct marketing efforts, resulted in the 44% increase in the number of referrals for this borough, an increase maintained in 2025/26. We have also worked with a number of councils, public health teams and organisations to try and improve the experience for current and potential visitors. We have contributed to suicide prevention strategies in Lambeth, Hammersmith and Fulham and Westminster as well as participating in real time suicide monitoring groups and delivering suicide prevention training in partnership with Thames Skills Academy for organisations working on the river. We continue to share our learning widely by producing annual evaluations of our service which is then shared with partners. We also hosted our second panel discussion on suicide prevention, bringing together over 100 academics, NHS professionals, council workers and members of the public to learn about active listening and how volunteers can contribute to suicide prevention efforts in London. To deliver this mission effectively, we also need to invest in the people who are going to make it happen. 9 ## **Our Objective: Invest in our volunteers, staff and culture.** We know our volunteer-led model of support is central to how effective we are in supporting our visitors. We strive to create the best possible environment for both our volunteers and the staff who support them. We will: - Ensure volunteer numbers are sufficient to run all sites at 90%+ utilisation. - • Engage and grow our pool of volunteers, particularly those in specialist roles such as supervising volunteers and trainers. - Ensure The Listening Place is an inclusive and welcoming place for all current and prospective volunteers and staff. ## **Our Performance** Volunteer recruitment has been excellent over the past 12 months with 1,151 applications, up by 15% on the year prior reaching a record of 140 applications in March 2025. The number of listening volunteers completing training also increased by 20%. The number of active volunteers also indicates that we were successful in retaining volunteers with the total active volunteer pool increasing to 822. We were successful in advancing and retaining volunteers in specialist roles in 2024/25. 50 Listening Volunteers trained to become Supervising Volunteers, increasing the active supervising volunteer population by 16%. We also recruited 17 new training volunteers increasing the overall pool to 75. As our team grows, so too must the infrastructure supporting it. Responsible scaling will ensure that TLP is here for the long-term and that we maintain the integrity of a model that we know works for our visitors. ## **Our Objective: We will scale and manage the organisation responsibly.** We must continue to expand at a steady pace to ensure we can support the increasing numbers of people referred to our service, while maintaining our commitment to operating without a waiting list. We will: - Continue to grow our income to meet ambitious plans to scale our support, while maximising our social value and minimising environmental harm. - Build our profile and reputation steadily, to ensure more people who need us know we are here, and to continue to attract volunteers and funding. - Create more opportunities for visitors to input meaningfully into our approach and operations. 10 ## **Our Performance** This year we were once again able to post a surplus; this has helped us to grow the organisation by purchasing a new site without compromising our financial sustainability. After the investment in our fourth site, we will still fall within our target range of six months to a year of reserves. We have built our reputation steadily, as seen in the increased referral figures and increased volunteer applications. In the next year we will also complete a comprehensive, case study with referral partners and are also in the process of producing a documentary on volunteering at TLP both of which should help us attract more volunteers and funding. We continue to ensure that visitors can input meaningfully into our approach by creating a clear, continuous feedback process, using review appointments to enable visitors to fully evaluate the quality of the service and suggest potential changes. In the next two years of our strategy, we will continue to explore how we can respectfully engage former visitors to further improve our service. ## Impact At The Listening Place, we know that simply being given space and time to be heard can save lives. While recovery from suicidal feelings is complex, our evidence shows that TLP plays a vital role in that journey. Offering a safe, non-judgmental space to talk can help people better understand their feelings and reduces the possibility of suicide. We rigorously measure our impact. At every initial appointment, visitors complete a set of brief questionnaires, we then review these questionnaires after every six sessions. These questionnaires give us a complete picture of someone’s journey with us. ## **How We Measure Impact** We use a combination of clinical tools and personal feedback: - **Columbia Suicide Severity Rating Scale (C-SSRS):** Assesses suicide risk. - **Feeling Thermometers:** Visitors rate their distress, suicidality, and sense of support on a scale of 1–10. - **Visitor Experience Questionnaire:** Captures qualitative feedback on their experience with TLP. 11 ## **What the Data Shows** Our evaluation team analysed complete data from 1,423 visitors. After three months of support: - **Feelings of support** increased by **36%** (from 4.58 to 6.24). - **Suicidal feelings** decreased by **33%** (from 6.60 to 4.45). - **Feelings of distress** decreased by **23%** (from 8.11 to 6.20) When analysing this data, we set the significance level at 1%. This means that any result with a probability less than 0.01 was considered statistically significant (i.e. not to have occurred by chance). This means we have robust evidence that our support achieves meaningful change for visitors. This data is further supported by the results of the visitor experience questionnaire where visitors are asked to what extent they agree with a series of statements about TLP’s service. Results from 927 visitors show that[2] : - **98%** felt TLP was warm and welcoming. - **100%** felt safe. - **100%** felt their volunteer listened to them. - **99%** felt confident that their conversation(s) with the volunteers would remain confidential within TLP. - **99%** described volunteers as caring and compassionate. - **100%** rated their experience as very good or fairly good. Beyond the numbers, we receive over 1,000 pieces of feedback from visitors each year which remind us of the deep impact our volunteers make. Below are just three of these pieces of feedback: ## **Chloe** _“The Listening Place is a model for how caring a service should be. Volunteers show humanity, processes fit with ‘visitors’ needs, the positive intent behind the culture is clear. Overall, my experience has been nurturing, safe, and consistent. Thank you for all you do – your dedication and commitment to excellence have made a real difference. “(April 2024)_ > 2 The VEQ asks for visitors’ views about TLP by rating how much they agree with 10 statements, each on a 5-point Likert scale (i.e. ‘strongly agree’, ‘agree’, ‘neither agree nor disagree’, ‘disagree’, or ‘strongly disagree’). 12 ## **Adiba** _“The Listening Place has been one of the most welcoming places I have ever been to. I was genuinely surprised by the warmth of the welcome. The volunteers here are extremely knowledgeable and are not afraid to discuss suicide and its details. I have never been able to discuss my suicidal ideations with anyone before and it has been an enormous relief to be able to do so. I’m unable to express how deep my gratitude is to the volunteers at the Listening Place. However, I mean this sincerely, I hope I never see you again! Thank you so much!” (July 2024)_ ## **Sophie** _“The Listening place has been a safe sanctuary for me. I’m really grateful to the Volunteers here. It has saved my life in many ways. I really value having someone just to listen to me where other people in my position often feel unheard and alone. Thank you.” (January 2025)_ ## Our Team Structure While volunteers continue to be the backbone of The Listening Place— outnumbering paid staff by 1 to 30—we have a highly skilled professional team supporting and sustaining their work. All face-to-face support and training is volunteer-led, while paid staff manage three key functions: visitor referrals, volunteer management and core activities such as fundraising, facilities management and finance. This model ensures long-term sustainability by allowing volunteers to focus on what matters most: providing compassionate support. There were several key developments in the staff team in 2024/25: - 1) Our COO Ben Ingber who became our Deputy CEO and then Acting CEO and took on the CEO role as of July 1[st] , 2025. Ben was brought in as part of our succession planning for Founder Sarah Anderson CBE and his growth into the role has enabled Sarah to transition to a trustee role, allowing her to focus on the strategic leadership of TLP and step back a little from the dayto-day running of the charity. - 2) We standardised department structures with the senior roles in visitor support, volunteer management, volunteer recruitment and fundraising becoming ‘head of’ their respective functions. This enabled us to introduce manager level roles for several high performing and long-standing staff members. This has not only given further clarity to our team structure but also creates further possibilities for progression which will help us retain staff. 13 - 3) We added a new role in this time, Partnerships Coordinator. The Partnerships Coordinator focused and forging relationships with NHS organisations and charities to try and drive referrals in certain boroughs in line with our organisational objective to broaden where our referrals come from. In total, the staff team increased slightly from 26 full time equivalent (FTE) to 29 FTE with the addition of two part time roles: the Partnerships Coordinator and a Communications Coordinator. ## Volunteers At The Listening Place, every volunteer plays a vital role in creating a compassionate, effective service for people struggling with suicidal feelings. Our volunteers don’t just give their time, they offer hope, warmth, and human connection when it is needed most. ## **Listening Volunteers** Listening Volunteers (LVs) are the frontline of our service. They deliver face-to-face appointments for suicidal visitors, typically during a four-hour shift every fortnight. Each shift includes up to three 50-minute appointments, where volunteers listen with empathy and without judgment. They do not try to fix or advise, they simply create space for visitors to speak openly, helping to ease the weight of suicidal thoughts through genuine human connection. ## **Helping Volunteers** Helping Volunteers (HVs) are the welcoming faces of TLP. Often the first person a visitor meets, they provide essential administrative support and help create a calm, caring environment. Their warmth and attentiveness set the tone for every visit, making people feel safe, seen, and encouraged to engage with the support we offer. ## **Supervising Volunteers** Supervising Volunteers are experienced LVs who take on additional training to guide each shift. They ensure the quality of our service and provide vital support to Listening Volunteers: debriefing after appointments, offering space to reflect, and helping navigate emotionally challenging sessions. They also carry out initial assessments and reviews, helping visitors track their progress and feel heard throughout their journey. In 2024/25, our volunteers provided life-changing support to 7,668 people experiencing suicidal feelings. This impact was made possible by our continued 14 focus on volunteer recruitment and retention. Over the year, we trained 283 new Listening and Helping Volunteers, a 20% increase on 2023/24, bringing our active volunteer base to 822 by year-end. This growth enabled us to deliver an average of 115 appointments per day, totalling 42,008 appointments across the year. Combined, our volunteers contributed approximately 90,000 hours of time, including frontline, training, and consultant roles, representing a minimum economic value of £1.37 million. ## Our Future Plans We remain committed to delivering on our three-year organisational strategy, which is built around four key objectives: - 1) Support more people across London. - 2) Collaborate with other organisations. - 3) Invest in our volunteers, staff, and culture. - 4) Scale and manage the organisation responsibly. Over the next 12 months, our primary focus will be opening our fourth site in East London. This expansion will directly support our first two objectives: extending our reach to a new area of the city and enabling us to engage with more visitors and referral partners. Once the site is operational, we also plan to pilot online support, further broadening access. The new site will include dedicated training space, helping us advance objective three by providing a tailored environment to upskill volunteers into key roles such as Supervising and Training Volunteers. We also plan to conduct our next staff benchmarking exercise in 2025/26 to ensure our salaries remain competitive and fair. Lastly, we appointed Ben Ingber as CEO from July 1[st] , 2025. This was part of our succession plan for Sarah Anderson CBE with Sarah moving onto the board as Founder and Trustee. Ben will manage and develop the incredible team behind TLP whilst Sarah will be able to focus on the organisation’s strategic objectives. In support of objective four, we are focused on rebuilding our reserves to the upper target level of six months to a year of expenditure. While the purchase and planned renovation of the new site will temporarily reduce our reserves below this target, we have a fundraising strategy in place and are taking a long-term view to ensure TLP remains financially sustainable and able to grow responsibly. 15 ## Public benefit The charity is a Public Benefit Entity, and in accordance with Section 4 of the Charities Act 2011, the Trustees have had due regard to the guidance published by the Charity Commission on public benefit when reviewing the charity's activities and planning future activities. ## Financial Review Incoming resources increased to £2,704,160 (2024: £1,962,235). This increase reflects our continued success in securing major donations, multi-year grants as well as our highest ever figures for community and corporate fundraising. We maintained a balanced budget despite an increase in costs to £2,207,570 (2024: £1,662,938). This rise in expenditure was primarily driven by statutory increases in employer National Insurance contributions and the London Living Wage. We also incurred higher translation costs after adding an additional provider to improve service coverage. As of 31 March 2025, following the purchase of our fourth site, TLP held reserves of £3,420,702. The plan for reserves is covered in detail below. ## Investment Performance Following our recent site purchase we maintain our remaining cash investments in fixed income funds. These funds have delivered an average return of around 5% over the past year. ## Reserves Policy We aim to maintain a careful balance between meeting short-term operational needs, ensuring long-term sustainability, and supporting our growth ambitions. Our target for free reserves is between six months to a year of expenditure. For 2025/26, with a projected expenditure of £2.18m, our reserves target is therefore between £1.09 and £2.18m. These reserves provide the flexibility to respond to emerging opportunities, manage financial risks, cover unexpected income shortfalls, and ensure an orderly wind-down in the unlikely event of closure. Free reserves at the end of 24/25 were £1.95m. With the intended spend of no less than £704k on fit out during 25/26, we expect free reserves to drop to almost seven months' operating costs, from which we will aim to build up to nine months in the coming years to enable us to reinvest in future expansion. 16 ## Remuneration policy Employee salaries are recommended by the Remuneration Committee and approved by the trustees. The rates are benchmarked against the charity sector. …………………………………………. Date: ## V Michie On behalf of the board of trustees of The Listening Place 17 ## **INDEPENDENT AUDITOR’S REPORT TO THE TRUSTEES OF THE LISTENING PLACE** ## **Opinion** We have audited the financial statements of The Listening Place for the year ended 31 March 2025 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 ‘The Financial Reporting Standard Applicable in the UK and Republic of Ireland’ (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: - give a true and fair view of the state of the charity’s affairs as at 31 March 2025, and of its incoming resources and application of resources, for the year then ended; - have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and - have been prepared in accordance with the requirements of the Charities Act 2011. ## **Basis for opinion** We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. ## **Conclusions relating to going concern** In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate. Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. ## **Other information** The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard. 18 ## **Matters on which we are required to report by exception** We have nothing to report in respect of the following matters where the Charities Act 2011 requires us to report to you if, in our opinion: - the information given in the Trustees’ Annual Report is inconsistent in any material respect with the financial statements; or - the charity has not kept adequate accounting records; or - the financial statements are not in agreement with the accounting records and returns; or - we have not received all the information and explanations we required for our audit. ## **Responsibilities of trustees** As explained more fully in the trustees’ responsibilities statement on page 6, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so. ## **Auditor’s Responsibilities for the audit of the financial statements** We have been appointed as auditor under section 144[1] of the Charities Act 2011 and report in accordance with regulations made under section 154 of that Act. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also: - Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. - Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the charity’s internal control. - Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. - Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the charity’s ability to continue as a > 1 If a charity which is below the thresholds where a charity audit is required decides to have its accounts audited voluntarily, the auditor is appointed under section 145 of the Charities Act 2011. 19 going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charity to cease to continue as a going concern. - Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. ## **Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud** Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below. The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charity. Our approach was as follows: - We obtained an understanding of the legal and regulatory requirements applicable to the charity and considered that the most significant are the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council. - We obtained an understanding of how the charity complies with these requirements by discussions with management and those charged with governance. - We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance. - We inquired of management and those charged with governance as to any known instances of non-compliance or suspected non-compliance with laws and regulations. - Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required. There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion. 20 ## **Use of our report** This report is made solely to the charity's trustees, as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charity’s trustees those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charity and charity's trustees as a body, for our audit work, for this report, or for the opinion we have formed. Jonathan Aikens (Senior Statutory Auditor) For and on behalf of Moore Kingston Smith LLP Date: 9 Appold Street London EC2A 2AP Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006. 21 ## **THE LISTENING PLACE** ## **STATEMENT OF FINANCIAL ACTIVITIES** ## **Year ended 31 March 2025** |||**2025**|**2025**|**2025**|**2024**|**2024**|**2024**| |---|---|---|---|---|---|---|---| |||**Unrestricted**|**Restricted**|**Total**|**Unrestricted**|**Restricted**|**Total**| ||**Notes**|**Funds**|**Funds**|**Funds**|**Funds**|**Funds**|**Funds**| |||**£**|**£**|**£**|**£**|**£**|**£**| |**Income and endowments from:**|||||**(As restated)**||**(As restated)**| |Donations and legacies||1,977,107|585,246|**2,562,353**|1,500,604|352,124|**1,852,728**| |Other trading income||16,000|-|**16,000**|25,669|-|**25,669**| |Investments||125,807|-|**125,807**|83,838|-|**83,838**| |**Total Income and endowments**|2|2,118,914|585,246|**2,704,160**|1,610,111|352,124|**1,962,235**| |**Expenditure on:**|||||||| |Raising funds|4|190,707|-|**190,707**|163,355|-|**163,355**| |Charitable activities|6|1,414,172|602,691|**2,016,863**|1,139,573|360,010|**1,499,583**| |Total expenditure||1,604,879|602,691|**2,207,570**|1,302,928|360,010|**1,662,938**| |Net gains/(losses) on investments||-|-|**-**|(20,134)|-|**(20,134)**| |**Net income/(expenditure)**||514,035|(17,445)|**496,590**|287,049|(7,886)|**279,163**| |**Reconciliation of funds:**|||||||| |Total funds brought forward||2,871,999|52,114|**2,924,113**|2,584,950|60,000|**2,644,950**| |**Total funds carried forward**||**3,386,034**|**34,668**|**3,420,702**|**2,871,999**|**52,114**|**2,924,113**| All amounts are in respect of continuing activities. 22 ## **THE LISTENING PLACE** ## **BALANCE SHEET** ## **As at 31 March 2025** |**Notes**
**Fixed assets**
Tangible assets
7
Investments
8
**Current assets**
Debtors
9
Cash at Bank
10
**Current Liabilities**
Creditors: amounts falling due within one
year
11
**Net current assets**|**2025**
**2024**
**(As restated)**
**£**
**£**
1,435,699
22,878
-
-
1,435,699
22,878
74,604
103,961
2,132,373
2,887,600
2,206,978
2,991,561
(221,974)
(90,326)
1,985,003
2,901,235
**3,420,702**
**2,924,113**
3,386,034
1,372,000
-
1,500,000
34,668
52,113
**3,420,702**
**2,924,113**| |---|---| |**Total assets less current liabilities**|| |**Total funds of the charity**
15
Unrestricted income funds:
General fund
Designated funds (New centre development fund )
Restricted funds|| ||| The accounts were approved by the board of directors on …..................... and were signed on its behalf by : ## V MICHIE Trustee 23 ## **THE LISTENING PLACE** ## **STATEMENT OF CASH FLOWS** ## **Year ended 31 March 2025** |**Notes**
**Cash flows from operating activities**
Net income for the year
Depreciation
7
Loss on investment
8
Investment income
2
Decrease in Debtors
9
(Decrease)/Increase in Creditors
11
Cash (used in)/provided by operating activities
**Cash flows from investing activities**
Purchase of tangible fixed assets
7
Disposal / (Purchase) of long-term investments
8
Income from investments
Cash (used in)/provided by Investing activities
**Net increase / (decrease) in cash**
**Cash and cash equivalents at the beginning**
**of the financial year**
**Cash and cash equivalents at the end of the**
**financial year**
10|**£**
**£**
496,590
19,934
-
(125,807)
29,357
131,649
551,723
(1,432,756)
-
125,807
(1,306,949)
(755,226)
2,887,600
2,132,373
**2025**|**£**
**£**
279,163
26,106
20,134
(83,838)
405,628
70,839
718,032
(11,131)
1,337,825
83,838
1,410,532
2,128,564
759,036
2,887,600
**2024**|**£**
**£**
279,163
26,106
20,134
(83,838)
405,628
70,839
718,032
(11,131)
1,337,825
83,838
1,410,532
2,128,564
759,036
2,887,600
**2024**| |---|---|---|---| ||||| ||||2,128,564
759,036| ||||2,887,600| 24 ## **THE LISTENING PLACE** ## **NOTES TO THE FINANCIAL STATEMENTS** ## **Year ended 31 March 2025** ## **1. Accounting policies** The principal accounting policies adopted, judgement and key sources of estimation uncertainty in the preparation of the financial statements are as follows: ## **(a) Basis of preparation and assessment of going concern** The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective January 2019) — (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011. The Listening Place meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note. The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest pound. ## **(b) Fund accounting policy** Unrestricted funds are general funds that are available for use at the trustees' discretion in furtherance of the when specified by the donor or when funds are raised for particular restricted purposes. Restricted funds are amounts received to be used for a specific purpose. In addition, a new designated fund has been initiated from the unrestricted fund towards the purchase and refurbishment of a fourth site in East London. ## **(c) Income** All income is recognised in the statement of financial activities when charity has entitlement to the income, it is probable that the income will be received, and the amount of the income can be measured reliably. Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period. ## **(d) Expenditure** Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to the expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources. ## **(e) Pension costs and other post-retirement benefits** The charity operates a defined contribution pension scheme. Contributions payable to the charity's pension scheme are charged to the Statement of Financial Activities in the period to which they relate. ## **(f) Tangible fixed assets** Tangible fixed assets are measured at cost less accumulated depreciation and any accumulated impairment losses. Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life. Computer equipment - Straight line over 3 years. Buildings - 50 years ## **(g) Fixed asset investments** Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred. ## **(h) Cash and cash equivalents** Cash and cash equivalents include cash at banks and in hand and short term deposits with a maturity date of three months or less. This includes the deposit account held with CCLA which is accessible within 3 months. 25 ## **THE LISTENING PLACE** ## **NOTES TO THE FINANCIAL STATEMENTS** ## **Year ended 31 March 2025** ## **(i) Financial instruments** Financial instruments are recognised in the Charity's Balance Sheet when the Charity becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. ## **(j) Basic financial liabilities** Basic financial liabilities, including payables, are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. ## **(k) Donated goods, facilities and services** Donations are recognised in the period when it is probable that the economic benefits associated with the donated goods, facilities and services will flow to the charity and provided they can be measured reliably. An equivalent amount is included as expenditure under the relevant heading in the Statement of Financial Activities. Donated facilities and services provided to the charity are measured and included in the accounts on the basis of their value to the charity i.e. the amount that the charity would pay in the open market for an alternative item that would give the same benefit to the charity as the donated item. Donated goods are recognised at fair value unless it is impractical to measure this reliably in which case a derived value, being the cost of the item to the donor is used. ## **(l) Fixed asset investments** Fixed asset investments are initially measured at transaction price excluding transaction costs, and are subsequently measured at fair value at each reporting date. Changes in fair value are recognised in net income/(expenditure) for the year. Transaction costs are expensed as incurred. ## **(m) Financial instruments** Financial instruments are recognised in the Charity's Balance Sheet when the Charity becomes party to the contractual provisions of the instrument. Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously. ## **(m) Basic financial liabilities** Basic financial liabilities, including payables, are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. ## **(n) Operating leases** Rentals applicable to operating leases are charged to the Statement of Financial Activities in equal amounts over the period of the lease. ## **(o) Critical accounting estimates and areas of judgement** In preparing financial statements it is necessary to make certain judgements, estimates and assumptions that affect the amounts recognised in the financial statements. In the view of the trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year 26 ## **THE LISTENING PLACE** ## **NOTES TO THE FINANCIAL STATEMENTS** ## **Year ended 31 March 2025** - **2 Income from :** |**Donations and legacies**
Donations
Gift in Kind (note 3)
Gift aid
Grants
**Other Trading income**
**Investments**
Investment income|**2025**
**2024**
**£**
**£**
1,296,762
504,395
343,600
93,600
29,879
24,661
892,113
1,230,070
**2,562,353**
**1,852,726**
16,000
25,669
**16,000**
**25,669**
125,807
83,838
**125,807**
**83,838**
**2,704,160**
**1,962,234**| |---|---| ## **3 Donated goods, services, and facilities** The charity received donated goods, services and facilities of £343,600 (2024 - £93,600). During the year a deemed donation and expense of £250,000 was recognised after a large consultancy firm provided consulting services. These were to support the following initiatives: 1) To understand the internal KPIs and develop a performance dashboard to ensure all sites are running at capacity. 2) To develop a model to manage supply and demand (capacity vs utilization / referrals vs volunteers), ensuring effective delivery as visitors grow. The charity has a team of trained volunteers who provide direct support to suicide individuals. The trustees have calculated the value of volunteering hours based on the London living wage in this financial year of £1,367,310 (2024 - £1,230,000). The services provided by volunteers are not recognised as income in accordance with the charites SORP. |**4**
**Cost of raising funds**
Staff costs
Fundraising expenses|**2025**
**2024**
**£**
**£**
172,216
146,728
18,491
16,627
**190,707**
**163,355**| |---|---| 27 ## **THE LISTENING PLACE** ## **NOTES TO THE FINANCIAL STATEMENTS** ## **Year ended 31 March 2025** |**5**
**Staff costs**
Wages and salaries
Social security costs
Other pension costs|**2025**
**2024**
**£**
**£**
1,131,670
951,857
103,023
76,513
24,105
19,606
**1,258,798**
**1,047,976**| |---|---| The average number of employees during the year on the basis of full time equivalent was 29 (2024 : 26) During the year two (2024: two) employees received a emoluments in excess of £60,000. One employee (2024: Two) earned between £60,000 and £70,000 whilst One employee (2024: Nil) earned between £70,000 and £80,000. Trustees consider key management personnel to consist of the CEO and the leadership team. In the prior year, the KMP disclosure included the CEO and COO but this year it has been expanded to included the CEO and the leadership team. Total employee benefits paid to the key management personnel during the year was £355,073 (2024: £77,450). ## **6 Analysis of Charitable Activities** |Supporting visitors:
Charitable Activities
Support costs
**Analysis of Support costs:**
Management
Information technology
Other
Auditor's remuneration
**Auditors Remuneration**
Current Auditor's Fees (Audit)
Current Auditor's Fees (Non Audit)
Prior Year Auditors Fees|**2025**
**2024**
**£**
**£**
1,703,539
1,196,856
313,324
302,727
**2,016,863**
**1,499,583**
**2025**
**2024**
**£**
**£**
75,346
82,892
69,281
57,723
147,117
140,460
21,580
21,652
**313,324**
**302,727**
**2025**
**2024**
**£**
**£**
12,500
12,500
2,500
2,500
6,580
6,652
21,580
21,652| |---|---| 28 ## **THE LISTENING PLACE** ## **NOTES TO THE FINANCIAL STATEMENTS** ## **Year ended 31 March 2025** |**7**
**Tangible fixed assets**
**Land and**
**Buildings**
**£**
**Cost**
At 1st April 2024
-
Additions
1,428,172
At 31st March 2025
1,428,172
**Depreciation**
At 1st April 2024
-
Charge for year
-
At 31st March 2025
-
**Net book value**
At 31st March 2024
-
At 31st March 2025
1,428,172
**8**
**Fixed assets investments**
**Cost or valuations**
At 1st April 2023
Additions
Valuation movement
At 31st March 2024
**Carrying amount**
At 1st April 2023
At 31st March 2024
There were no fixed asset investments in 2025.
**9**
**Debtors**
Trade debtors
Other debtors
Prepayment and accrued income
**10**
**Cash at bank**
Current account
COIF Charities deposit fund|**Computer**
**Equipment**
**Total**
**£**
**£**
110,453
110,453
4,584
1,432,756
115,037
1,543,209
87,575
87,575
19,935
19,935
107,510
107,510
22,878
22,878
-
7,527
1,435,699
**Listed**
**investments**
**Total**
**2024**
**2024**
**£**
**£**
1,357,959
1,357,959
(1,337,825)
(1,337,825)
(20,134)
(20,134)
-
-
1,357,959
1,357,959
-
-
**2025**
**2024**
**(As restated)**
**£**
**£**
9,250
750
777
1,119
64,577
102,092
74,604
103,961
**2025**
**2024**
**£**
**£**
754,630
346,008
1,377,743
2,541,592
2,132,373
2,887,600| |---|---| 29 ## **THE LISTENING PLACE** ## **NOTES TO THE FINANCIAL STATEMENTS** ## **Year ended 31 March 2025** ## **11 Creditors : Amounts falling due within one year** |Trade creditors
Accruals and Deferred Income|**2025**
**2024**
**£**
**£**
89,064
38,030
132,910
52,296
**221,974**
**90,326**| |---|---| ## **12 Commitments** The charity currently leases the office premises. The future amount of minimum lease payments is a follows - |Within one year
In two to five years|**2025**
**2024**
**£**
**£**
63,450
63,450
-
-
**63,450**
**63,450**| |---|---| At the year end, capital commitments amounted to £20,165 (2024: Nil). The capital commitments relate to work to be carried out for fit out costs. ## **13 Trustee's remuneration and related party transactions** The Trustee's received no emoluments or expense reimbursements during the year (2024 - £Nil). During the year the charity was charged rent for office space by a trustee of £101,520 including VAT, which is considered the going market rate (2024- £101,520). The amount outstanding at year end is £25,380 (2024-£Nil). During the year the charity was provided a building at nominal rent by a trustee. The charity paid £nil rent during the year. A deemed donation and corresponding expenses of £93,600 (2024: £93,600) has been recognised, which is the estimated market rent. In February 2025, a new trustee was appointed to the charity. At the time of their appointment, their son was already employed by the charity under a standard employment contract. During the period following the trustee's appointment, the employee received a total salary of £1,054. There were no outstanding balances at the end of the financial year. ## **14 Taxation** The Listening Place is a registered charity and as such is exempt from tax on its income to the extent this is applied for charitable purposes. 30 ## **THE LISTENING PLACE** ## **NOTES TO THE FINANCIAL STATEMENTS** ## **Year ended 31 March 2025** |**15**
**Analysis of funds**
**Analysis of fund movement**
**Unrestricted Fund :**
General Fund
Designated fund
**Restricted Fund :**
TLP staff salary costs
Visitors aged 18-25
**Total Funds**
Visitors from the Borough of
Lambeth
Visitors from the Borough of
Hammersmith and Fulham|**As at 1st**
**April 2024 (As**
**restated)**
**£**
1,372,000
1,500,000
2,872,000
-
-
52,113
-
52,113
**2,924,113**|**Income**
**£**
1,775,313
-
1,775,313
360,017
41,225
104,004
80,000
585,246
**2,360,559**|**Expenditure**
**£**
(1,261,279)
-
(1,261,279)
(360,017)
(41,225)
(121,449)
(80,000)
(602,691)
**(1,863,970)**|**Transfers**
**and Gains**
**£**
1,500,000
(1,500,000)
-
-
-
-
-
**-**|**As at 31**
**March 2025**
**£**
3,386,034
-| |---|---|---|---|---|---| ||||||3,386,034
-
-
34,668| ||||||34,668| ||||||| ||||||**3,420,702**| (Continued) ## **TLP Staff Salary Costs** This fund represents grants received to support specific staff positions within the organization. ## **Visitors from the Borough of Lambeth** The fund represents grants received to support individuals residing in the London Borough of Lambeth. ## **Visitors from the Borough of Hammersmith and Fulham** The fund represents grants received to support individuals residing in the London Borough of Hammersmith & Fulham. ## **Visitors aged 18-25** The fund represents grants received to support individuals between the ages of 18 - 25. 31 ## **THE LISTENING PLACE** ## **NOTES TO THE FINANCIAL STATEMENTS** ## **Year ended 31 March 2025** ## **15 Analysis of funds (Continued)** ## **Analysis of funds - previous year** |**Analysis of fund movement**
**Unrestricted Fund :**
General Fund
Designated fund
**Restricted Fund :**
TLP staff salary costs
Visitors aged 18-25
**Total Funds**
Visitors from the Borough of
Lambeth
Visitors from the Borough of
Hammersmith and Fulham|**_(As restated)_**
**As at 1st**
**April 2023 (As**
**restated)**
**£**
1,084,950
1,500,000
2,584,950
60,000
-
-
-
60,000
**2,644,950**|**Income**
**£**
1,610,111
-
1,610,111
85,000
30,000
157,123
80,000
352,123
**1,962,234**|**Expenditure**
**£**
(1,302,928)
-
(1,302,928)
(145,000)
(30,000)
(105,010)
(80,000)
(360,010)
**(1,662,938)**|**Transfer**
**between**
**funds**
**£**
(20,133)
-
(20,133)
-
-
-
-
-
**-**|**As at 31**
**March 2024**
**(As restated)**
**£**
1,372,000
1,500,000| |---|---|---|---|---|---| ||||||2,872,000
-
-
52,113
-| ||||||52,113| ||||||| ||||||**2,924,113**| The above funds are explained further in the accounting policy on page 17. ## **TLP Staff Salary Costs** This fund represents grants received to support specific staff positions within the organization. ## **Visitors from the Borough of Lambeth** The fund represents grants received to support individuals residing in the London Borough of Lambeth. ## **Visitors from the Borough of Hammersmith and Fulham** The fund represents grants received to support individuals residing in the London Borough of Hammersmith & Fulham. ## **Visitors aged 18-25** The fund represents grants received to support individuals between the ages of 18 - 25. 32 ## **THE LISTENING PLACE** ## **NOTES TO THE FINANCIAL STATEMENTS** ## **Year ended 31 March 2025** ## **16 Analysis of net assets between funds** |Fixed Assets
Current assets / liabilities|**General Fund Designated**
**Fund**
**Restricted**
**Fund**
**Total**
**£**
**£**
**£**
**£**
1,435,699
-
**-**
1,435,699
1,950,335
-
34,668
1,985,003| |---|---| ||3,386,034
-
34,668
3,420,702| ## **16 Analysis of net assets between funds - previous year** |Fixed Assets
Current assets / liabilities|**General Fund Designated**
**Fund**
**Restricted**
**Fund**
**Total**
**£**
**£**
**£**
**£**
22,878
-
-
22,878
1,349,122
1,500,000
52,113
2,901,235| |---|---| ||1,372,000
1,500,000
52,113
2,924,113| ## **17 Post balance sheet events** The charity signed an agreement in July 2025 to fit out the new office premises, the value of the fit out costs is £703,802 and work is expected to begin in the 25/26 year. ## **18 Prior period restatement** In the prior year, the charity overstated accrued income. A prior year restatement has been made to correct this reclassification. All adjustments relate to unrestricted income. The comparative figures have been restated as below: ||**2024**||**2024**| |---|---|---|---| ||**As previously**||| ||**stated:**|**Adjustment (As restated)**|| |Prepayments and Accrued Income|235,457|(133,365)|102,092| |Unrestricted Reserves|3,005,364|(133,365)|2,871,999| 33