## **Annual Report and Accounts to 31 March 2023** Registered Charity Number 1080634 Charity Incorporated Organisation (CIO) Number 1175541 The Living Room Report and accounts Contents Page Report of Ihe Trustees and Annual Review Independenl Examinerfs report Statement ol Financial Actswties Bala￿e sheet Notes lo the accounls 1-22 23-24 25 26 27-30 Detailed Statement of Financial ActSwlies 31-32 ## **Annual Report of Trustees 2022 - 2023** In the face of challenges, as the world recovers from the damage of the pandemic, we have continued to adapt our service to help people overcome their dependency on drugs, alcohol, or addictive behaviours. 59% of our clients are in sustained recovery following our help, compared to the national average of 50%. The success rates of the people that have attended our services have remained constant over the past 3 years which is a testament to the dedication and determination of our clients and the staff that support their recovery journey. We are proud of our resolve to ensure our staff’s wellbeing and have committed to improving our support, working towards accreditation as a Herts Healthy Workplace. This is in addition to our dedication to being a Mindful Employer (since 2019), to achieve better mental health at work. Our staff and volunteers are supporting vulnerable people in our community and bringing that same ethos to how we support clients as well as staff is embedded in our values as an organisation. Our annual report shows the work The Living Room does to help change the lives of people living with addictions, support their loved ones and to champion therapeutic interventions. It costs on average £2,567 for someone to access our services over one year (the average treatment length). The long-term impact we measure of graduates from the service shows the lasting effect on people’s health, wellbeing, and stability after they leave our services. We know from Treasury approved modelling that for every person who becomes employed after attending our services our role in getting people back into employment has a benefit to society of **£22,000 per person.** We deadweight the actual figures by 50%, as we account for those who might have moved into employment without our support anyway and gives us much greater confidence in standing by a figure. The Living Room’s purpose has always (since 2000) been to break the cycle of addiction for social good. In our penultimate year of our strategic priorities, our purpose remains constant, and we have focused on how to achieve it. The target for the year was to find a new home for our Watford service, as we had been temporarily housed in a not ideal space by Watford Community Housing. We were pleased to welcome Mayor Peter Taylor to open our new home in Station Road, the Mayor’s second time opening our service. Station Road provides much improved facilities for our service and numbers have grown steadily since the opening. 1 | P a g e ## **ANNUAL REPORT STATEMENT** ## **REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2023** The board of Trustees are satisfied with the performance of the charity during the year and the position at 31[st] March 2023 and consider that the charity is in a strong position to continue its activities during the coming year and that the charity’s assets are adequate to fulfil its obligations. ## **COMPLIANCE WITH THE CHARITY GOVERNANCE CODE** The aim of the Charity Governance Code is to help charities and their trustees develop high standards of governance. As a sector, we owe it to our beneficiaries, stakeholders, and supporters to demonstrate exemplary leadership and governance. At The Living Room, we use the code as a guide, looking at areas we can improve our Board of Trustees practice and how it is supported by the leadership Executive Team. There is an annual review of the Charity Governance Code, highlighting areas for improvement, discussions at board level around improvements needing focus and successes to celebrate. Our CEO is familiar with the Code in her training delivery for Hertfordshire Community Foundation. ## **RELATED PARTIES** None of the trustees receives remuneration or other benefit from their work with the charity. Trustees are invited to declare any relevant conflicts of interest at each board meeting, and formally requested to submit an annual register of interests’ form. Board members reported no relevant interests or transactions. ## **ANNUAL REPORT** The board of trustees of The Living Room present its annual report and financial statements for the year ended 31[st] March 2023. The financial statements comply with the Charities Act 2011 and SORP regulations. ## **OUR PUBLIC BENEFIT** The trustees have referred to the guidance contained in the Charity Commission’s general guidance on public benefit when reviewing the charity’s objectives and activities, and in planning its future activities. In particular, the trustees consider how planned activities will contribute to the objectives and activities that have been set. The Living Room delivers public benefit through supporting adults with an addiction to stop and stay stopped, and family members or carers of a loved one with an addiction, to benefit from peer support. We do this by providing free, time unlimited, abstinence-based, facilitated, group counselling treatment to break the cycle of addiction and peer support groups for family members or carers of a loved one with an addiction. All our trained counsellors are in long-term and sustained recovery from addictions. We provide people with the opportunity to explore the root cause of their own or their loved one’s addiction and their responsibility in that. We help people to understand the underlying trauma and/or bereavement, which enables people to make connections with others and learn tools and strategies to lead a healthy and happy life; one that benefits future generations, the economy and communities and doesn’t rely on dependency to drugs, alcohol, or behaviours for comfort. We believe that everyone has potential and a life worth living. 2 | P a g e ## **REFERENCE AND ADMINISTRATIVE DETAILS** Status Also known as Governing document The Living Room is a Charitable Incorporated Organisation (CIO) – Foundation Living Room Herts, The Living Room Hertfordshire, TLR, TLRH The Living Room is governed by its Constitution, as adopted on 02 November 2017 amended 26 September 2019. Company number N/A Charity number CIO 1175541 (previously 1080634) Registered office and operational address Registered office and 8-10 The Glebe operational address Chells Way Stevenage Hertfordshire SG2 0DJ Trustees Daniel Marshall CHAIR Daniel McGovern TREASURER (from 24/04/2022) Eddie Mills VICE-CHAIR Jenny Brace Charles King Fateh Hamoudi (resigned 20/06/2022) Tracy Lacey-Smith (resigned 28/07/2022) John Palmer (resigned 28/07/2022) Ramesh Summan (from 24/03/2022) Elizabeth Fisher (from 12/01/2023) Chief Executive Officer Adrienne Arthurs Banker HSBC Town Centre, Danestrete, Stevenage, Hertfordshire SG1 1BY Chartered Certified Accountants Hargreaves Owen Ltd Red Sky House, Fairclough Hall, Halls Green, Weston. Hertfordshire SG4 7DP ## **FUNDRAISING REGULATIONS** The Living Room engages in public fundraising but does not use professional fundraisers or commercial participators. The charity observes the relevant fundraising regulations and codes. During the year, there was full compliance of these regulations and codes and The Living Room received no complaints relating to its fundraising practices. 3 | P a g e ## **OUR PEOPLE** The Executive Team: - Adrienne Arthurs, Chief Executive; (and Safeguarding DP) - Rita Cooper, Clinical Director (and Safeguarding RP) - Mark Wiseman, External Relations Director (and Shops) - Susan Hudson, Corporate Services Director (and Data Protection Officer) The Senior Leadership Team: - Debbie Coote, Clinical Manager; (and Counselling Manager Watford) - Cerise James (Fundraising and Marketing Manager) - Nicola Roope (Finance and Personnel Manager) - 16 FTE Counsellors and administrators support the work across all four hubs. 16 Volunteers ## **OUR TRUSTEES** Board meetings of the Trustees, CEO, and the Executive Leadership team (by invitation), occur quarterly. Additional meetings such as extra-ordinary board meetings, committee meetings and the executive board meeting occur when the need arises as well as planned regularity. Decisions are taken by a majority vote at quorate board meetings, but also communication and decisions can be made via email. Roughly half of the board meetings are in-person and half via video conferencing software. - Finance Committee - Sustainability Committee [NEW – including DEEI] - Income Generation Committee - Executive Committee Trustees serve for 3 years to a maximum of three terms of three years. They are encouraged to use their skills, experience, and knowledge to guide and support the strategic direction of the organisation. Each trustee takes the lead on specific policy and procedures endorsement that are required by the Charity Commission, our Commissioners and legal and best practice recommendations. Those endorsements are then proposed to the full board for ratification. The running of the organisation and operations are delegated to the CEO and the Executive Team. Trustees are recruited from the general public, although people with lived experience of recovery and ex-service users are encouraged to join the board. Two spaces are allocated specifically. The CEO and the Chair provide new trustees with an induction and ongoing support. 4 | P a g e ## **INTRO FROM OUR CHAIR OF THE BOARD OF TRUSTEES** ## **Daniel Marshall** Chair of the Board (June 2023) We are facing unprecedented levels of change and complexity across society. Coming out of the pandemic and facing up to a Cost-of-Living crisis, it is undoubtedly the case that in certain areas, the true impact of these issues won’t be felt for some time yet. We also know that the Cost-of-Living crisis puts increased pressure on households, and for some, increases the risk of relapse. As a service, we’ve remained a constant through that change, complexity, and turbulence that our clients are facing, and that will continue to be the case. We’ve remained able to deliver high quality services, and achieve incredible, and sustainable, results. Our graduation rate continues to sit higher than the national average, at 59%, for example. We’ve also helped more people this year than we did in the last. This is something we’re particularly proud of as we experience downward pressure on our budgets due to inflation and is a demonstration of the culture within the organisation of continuing to deliver services effectively and efficiently. These results are quite remarkable, and are testament to Adrienne and her team, who all work tirelessly to ensure we’re here for those who need us. We’re nothing without the passion of all our staff and volunteers, and as a Board we’re immensely grateful for their hard work and dedication. I also want to thank our Trustee Board – we have an excellent, diverse Board, who care deeply about the organisation and the people we’re here to help, and we have managed to attract high quality people on to our Board, which alongside the Executive, puts the organisation in the best possible position to face up to the challenges our clients have. We know that the world will continue to be complex and changeable, but the organisation is stable, resilient, and will remain able to help people who need our support. ## **REPORT FROM OUR TREASURER** **Daniel McGovern** (June 2023) Treasurer to the Board _My first year as treasurer for The Living Room has seen the charity continue to grow, increasing the number of people accessing our services and maintaining a healthy graduation rate, which comfortably exceeds the national average._ _There is no doubt that the responsibility for the continued success of The Living Room lies entirely at the feet of the people who dedicate their time and expertise to helping those suffering with addiction. Praise should go to Daniel Marshall and Eddie Mills for their stewardship of the Trustee board, Adrienne_ 5 | P a g e _Arthurs for overseeing the smooth operation of the charity, and all the staff and volunteers for their commitment to ensuring that those recovering from addiction receive the vital support they need._ _Financially, The Living Room has had another successful year, spearheaded by the tireless fundraising efforts of Mark Wiseman's team and the prudent financial management of Corporate Services Director, Susan Hudson. The Living Room secured more funding than budgeted for over the year, as successful grant applications were supplemented by higher-than-expected income from donations and fundraising events. Similarly, income from our charity shops exceeded expectations by more than 40%, a reflection of the wonderful work of our staff and volunteers._ _Looking forward, I believe that The Living Room is in robust financial standing for the year ahead. We will continue to closely monitor the financial effects of the Cost-of-Living crisis, ensuring our staff receive fair pay and keeping tabs on the increased costs that every UK institution is facing. Our fundraising team continue to explore new funding avenues and work hard to ensure that relationships with current financial supporters remain positive._ _Reading testimonies and speaking to graduates of The Living Room, I am often amazed by the impact of the services provided by our charity. Over the 2022/2023 financial year, The Living Room averaged a cost of £2,567 per client. While this is not an insignificant amount, the fact that the incredible support each client receives costs little more than £210 per month will never cease to astound me. I am proud to be a part of this wonderful charity and I look forward to a successful new year._ ## **COMMENTS FROM OUR CHIEF EXECUTIVE** ## **Adrienne Arthurs** Chief Executive (June 2022) The number of people we have supported across this past year is a big increase on the year before. 354 people have stayed longer than two weeks with 59% graduation rate, achieving sustained recovery from their addiction or as a family and carer of a loved one with an addiction, leaving us with tools to maintain their recovery journey and peer support connections. We introduced monthly aftercare dropin groups at each centre for people that graduate and want to keep in touch, and these are well attended. Wellbeing has been the focus of the year, ensuring that as an organisation we look after ourselves and our colleagues so that we are able to support others. Mental health issues have been on the rise since lockdown’s began in 2020 and as a service that remained open and actively supporting some of the most vulnerable people in society, we are aware how good mental health is an underlying ingredient in 6 | P a g e wellness and maintaining recovery. Our measurement of mental health needs by people accessing our support shows a marked rise from 40% in 2019 to 66% by the end of March 2023. With the needs of our clients becoming more mental health related, this naturally could have an impact on our staff and volunteers. Therefore, as an Executive Team, we have committed to developing a healthier workplace environment, checking what is needed and what would be helpful. Along the path of accreditation, we have highlighted areas of good practice and found opportunities to be a more supportive leadership team and organisation. I am keen to continue to develop and grow the supportive culture and we have now included development plans within our sustainability objectives. Embracing technological solutions kept our organisation afloat when COVID-19 was causing the world to shut down, and fast forward to today, we have maintained our focus on reducing paperwork, using the tools available to us and to find better ways of delivering, monitoring, and protecting our services. To follow the sustainability goals, we have connected our streamlining to sustainability, as we approach the new financial year and our commitment to the environment. ## **End of a Good Project** The Fourth Centre – Herts Hub was a virtual service, offering an adapted but full version of our recovery model. People that accessed the group therapy online community rehabilitation service, may not have accessed our service due other barriers besides their addictions. Over the past year we supported 85 people in the Herts Hub, 65% female and 35% male, with the median age of 45. Interestingly, people accessed the service from all around Hertfordshire, with higher numbers living in Broxbourne and East Herts where we don’t have a hub physically. The funding from Hertfordshire County Council and COVID recovery grants ended 31 March 2023, but we were unable to find alternative sources of funding to continue the service. This is despite very real barriers that people accessing this support reported: mental health difficulties, disability, physical health conditions, sensory impairments and learning disabilities which are highly fundable in the JSNA priorities (Joint Strategic Needs Assessment). We will continue to look for funding to provide a virtual service. ## **Conclusion** The cost-of-living crisis has made our services more expensive to run and less opportunities to find suitable funding to support our work. Therefore, over the coming year we will focus on maintaining our service delivery levels and working with people with more complex needs and holistic barriers. Our unique model is based upon being free to access to all, no matter what their needs are. In addition, as an organisation, we aim to become more sustainable in all areas of the business and service delivery. I am confident that we will continue to be a high quality, people focused community resource, delivering free, abstinence-based, time unlimited, addiction recovery services for Hertfordshire. Everyone in the organisation is committed to achieving more and more responsibly. As an organisation that is people focused, I am determined to continue to highlight the needs of our clients and support the needs of our staff. 7 | P a g e BRtAK FAMILY CYCLI SUbSTANCE LTlfJBLHAVIOURAL ADDICTIONS URN UR Vision is ts Sulure th•n potsplo fAb* Eo kve liv•$ T• prnvide 4or VAiih kht • rf •ddi¢tityJand We are CAR1￿ to We CUSTOM£R- FOCUStD w'oriÈi•v VALU Wje s*rwe suPKfiT COMMUNITY. W¢ ons¥ary we •re COMPETENT in *OnThlV49 ow thbEi•S. We valve INTEGRITY IryQSSionols. (WR COMmIT￿NIs￿o IQ ALITY DI￿R￿TY AND IKLUSlf ## **OBJECTIVES AND ACTIVITIES** |**VISION**|Our vision is a future where people with the illness of addiction can live their lives free
from an addiction to drugs, alcohol or behaviours, becoming contributing citizens in
society.| |---|---| |**MISSION**|To provide group therapy for adults with the illness of addiction and to support their
family members, in Hertfordshire and other areas of the UK.| |**AIM**|The aim of our organisation is to break the family cycle of addiction (both substance
and behavioural addictions).
Our culture change work – not just teaching people to live with their addiction, we
help them to take back ownership of their lives.| |**VALUES**|We are**caring**to our clients and co-workers.
We are**customer focused**when prioritising our work and activities.
We serve and**support our community.**
We ensure we are**competent**in performing our duties.
We value our**integrity**as professionals.| |**DIVERSITY,**
**EQUALITY**
**EQUITY AND**
**INCLUSION**|We will ensure that anyone, regardless of their individual or group characteristics,
can get treatment for their addiction and are given support that takes account of
their unique background and any complications this may cause for them during their
time at The Living Room. We will reach out to community groups, develop better
cultural awareness in our services and focus on LGBTQ+ and Black, Asian, and
MinorityEthnic visibilitywithin our organisation.| |**CHARITABLE**
**OBJECTS**|The charity’s main objective for the year was to promote the objects set out in its
governing document, 02 November 2017 (refreshed 19 September 2019) when the
charity was registered as a CIO No 1175541 (formerly 1080634).
(a) to preserve and protect the health of all persons who are in danger of becoming
addicted to, or dependent upon, drugs of any description, alcohol, solvents or other
addictive substances or behaviours as well as their family members within the County
of Hertfordshire and such other places as the trustees shall from time to time decide
by the provision of counselling and recovery and support services.
(b) to advance the education of professionals working in the field of addiction
treatment by the provision of professional training, support services and information.| ## **REFERRALS** We accept self-referrals as well as professional referrals, which are easily made via our website or via a phone call to our local number 0300 365 0304. In 2022-23, we saw **1149** (2021-2022 – 1501) enquiries made to our service, including **714** (2021-2022 – 903) referrals. ## **OUR PROGRAMMATIC WORK:** The Living Room has hubs in Stevenage, St Albans, Watford and Online (Closed 31/03/2023), for Hertfordshire adults to access. 9 | P a g e Free, time unlimited group therapy, facilitated by trained counsellors with lived experience of addiction recovery, using person-centred therapy, cognitive behaviour therapy, dialectical behaviour therapy, psycho-educational/psycho-social counselling, psychodynamic counselling and the first four steps of the AA 12-step programme. ## **Our Services:** Our Services | The Living Room (livingroomherts.org) |All Addiction Group Therapy
Mondayto Friday|All Addiction Group Therapy
Mondayto Friday|All Addiction Group Therapy
Mondayto Thursday| |---|---|---| |Family and Carers Group
Tuesdays|Family and Carers Group
Wednesdays|Family and Carers Group
Wednesdayevenings| |Disordered Eating
Wednesdays|Disordered Eating
Tuesdays|| ||Specialist Drug Group
Mondays|| ||Relationship Group
Thursdays|| |WeeklyNewcomer’s Group|WeeklyNewcomer’s Group|WeeklyNewcomer’s Group| |MonthlyGraduate’s Group|MonthlyGraduate’s Group|MonthlyGraduate’s Group| |Monthly Experts by Experience
Group|Monthly Experts by Experience
Group|Monthly Experts by Experience
Group| Online All Addiction Group Therapy Hertfordshire Hub (Closed 31/03/2023) Monday, Tuesday, Thursday, Friday via Zoom Contracted to deliver drugs and alcohol daytime community rehabilitation in partnership with Relate and Family Lives. Out of Hours Helpline for families 0808 800 2222 (Family Lives) One number 0300 365 0304 – self or professional referrals. Talks, training and event presence to raise awareness. Holistic support in partnership with voluntary and statutory organisations. Individual counselling for people attending group therapy provided by counsellors in training. 10 | P a g e ## **TLR STRATEGY 2021 – 2024:** ## **Our strategic themes:** We will take a client centred approach. We will consider sustainability in all we do. ## **Our objectives:** **1.** Review and refine our services to ensure they are inclusive, effective, efficient, and creating long-lasting impact on the lives of our clients. **2.** Develop and nurture external relationships, to grow our partnerships and profile within communities and Hertfordshire. **3.** Invest in digital solutions to reduce the impact on the environment and improve efficiency, accessibility, impact measurement and the reach of our services. **4.** Position our organisation to successfully bid for long-term contracts and grants. ## **Our assurances:** We will listen to those accessing our services, so that we can improve them, adapt, and respond holistically to client needs. ## **Contractual Targets** ||Target|Outcomes 2022 - 2023| |---|---|---| |**Service Delivery**||| ||60% of people achieve
sustained recovery|59% of people achieved successful graduation
overall. Almost achieved this target.
•
53% alcohol
•
59% drugs
•
52% disordered eating
•
82% behavioural addictions
•
30% opiates
•
77% family and carers| |**Access and Reach**||| ||700 people in
Hertfordshire helped each
year|1149 people supported in total.
•
Advice and guidance
•
Services
•
Signposting elsewhere| |**Organisational Improvement**||| ||100% good to excellent
client satisfaction|100% goodexcellent client feedback| ## **STRATEGIC OUTCOMES 2021-2024** 1. **Review and refine our services to ensure they are inclusive, effective, efficient, and creating long-lasting impact on the lives of our clients.** - Impact report and client monitoring data collection refined. 11 | P a g e - Good practice clinical meetings integrated into monthly diaries. - Accessibility inspection completed. 2. **Develop and nurture external relationships, to grow our partnerships and profile within communities and Hertfordshire.** - Counsellors targeted to make community connections locally. - Involvement in professional strategic locality networks. - Presentations given to health, other VCSFE groups, statutory organisations, and the public. 3. **Invest in digital solutions to reduce the impact on the environment and improve efficiency,** ## **accessibility, impact measurement and the reach of our services.** - Moved over to using electronic MS Forms for all client data collection. - Converted staff data collection and systems to Microsoft 365. - Electronic archiving of historical paperwork. 4. **Position our organisation to successfully bid for long-term contracts and grants.** - Keep up to date with good governance. - Developed our client involvement in co-production. - Accreditation as a Herts Health Workplace. ## **VOLUNTEER CONTRIBUTION** The charity has placement counsellor volunteers (training counsellors - above Level 1); peer mentor volunteers, marketing and fundraising volunteers, event volunteers, IT consultants, data analysts, counselling volunteers and all our trustees are volunteers. All work purely in a voluntary capacity and are unpaid. In 2022-2023, 60 people dedicated many hours to volunteering with The Living Room’s Stevenage, St Albans, Watford and Herts Hub hubs and our charity shops. Our paid colleagues also offer additional hours to support our fundraising activities. ## **ACHIEVEMENTS AND PERFORMANCE** **----- Start of picture text -----**
CLIENTS 2022-23
Family and
Carers CLIENTS 2021-22
20% Family and
Carers
20%
Substances
64%
Behavioural
16%
Substances
54%
Behavioural
26%
OUTCOMES
2022 - 2023 2021 - 2022
354 Number of people accessing treatment therapy 340
**----- End of picture text -----**
12 | P a g e |**69**|Number of familyand carers supported viagrouptherapy|**68**| |---|---|---| |**1149**|Brief Interventions via enquiries – in-person, phone or email|**1541**| |**90**|‘Families Living in Recovery’ sessions delivered by Family
Lives or Relate|**96**| |**156**|Graduategroups(started Feb 2022)–people attended|**27**| |**59%**|Graduation rate(Nationally50%)|**65%**| |**16%**|Transferred to clinical interventions(e.g.,Spectrum CGL)|**5%**| ## **OUTPUTS** |**36**|Maingroupsessionsper week| |---|---| |**5**|Familyand carer sessionsper week| |**8**|Specialistgroupsessionsper week| |**2**|Families Livingin Recoverysupport hoursper week| |**25**|Placement(in training)counsellor hoursprovidedper week| |**392**|Counsellinghoursprovidedper week| ## **AGE RANGES** **----- Start of picture text -----**
Age Ranges of Clients 2022-23
Age 18 - 24
Age 65+ Age 25 - 34
Age 55 - 64 Age 35 - 44
Age 45 - 54
**----- End of picture text -----**
## **EXTRA DELIVERY** Additional projects delivered with or by partners to our clients. 1. Consortium working with RELATE North Thames and Chilterns as well as Family Lives Hertfordshire to deliver our ‘Families Living in Recovery Project’ providing relationship support. 2. Groundwork UK providing outreach for our Stevenage clients on gardening projects locally. 3. Growing People project in St Albans teaching about allotment growing. 4. Terence Higgins Trust deliver workshops to our clients at each hub on ‘Keeping Safe Sexually’. 5. Turning Point provided in-house mental health support one-to-one with clients in each hub. 6. 30 motivational personal story ‘chairs’ from fellowships such as Cocaine Anonymous. ## **FUNDRAISING** 13 | P a g e Our services are free at the point of delivery to people wanting to access our services. The Board of Trustees delegates the Income Generation strategy to the Fundraising Working Group comprised of staff and trustees, led by the External Relations Director. The income budget set December 2022 for April 2023 – March 2024 was proposed by the Fundraising Working group and approved by trustees. |Working group and approved by trustees.|||| |---|---|---|---| ||**Approved**||**Approved**| ||**22-23**|**Actuals**|**23-24**| ||**_Budget_**|**22-23**|**_Budget_**| |Total Contracts|_485,737_|485,736|_416,414_| |Revival Donation|_25,000_|**35,876**|_32,000_| |Fundraising, Donations & Legacy Income|_96,120_|**119,030**|_105,500_| |Traded income/interest earned|_3,000_|**4,313**|_3,000_| |Total Grants|_298,050_|**310,888**|_187,857_| |Total Grants Unsecured|_20,000_|0|_190,000_| |**TOTAL INCOME**|**_902,907_**|**919,966**|**_902,771_**| ## **OUR DONORS - TRUSTS & GRANTS** £30k - £60k A G Foundation Henry Smith Charitable Fund Henry Smith COVID Fund National Lottery Reaching Communities £20-£30k Lloyds Bank Foundation Garfield Weston £10k-£20k Martin Geddes Charitable Trust Edward Gostling Foundation under £10k SADC Community Revenue Fund SADC Health and Wellbeing Fund Bedford and Luton Community Foundation Stevenage Community Trust Simon Gibson Community Trust Souter Charitable Trust Hospital Saturday Fund Sisters of Mercy Peter Storrs Trust Diocese of St Albans Hertfordshire Community Foundation Marsh Christian Trust The Follett Trust Arnold Clark Corporate funders: ASDA, Waitrose, Screwfix Other income: Individual donations, places of worship, district and county councillors, community fundraising, our charity shops, and Hertfordshire County Council contracts. 14 | P a g e ## **LONG-TERM IMPACT 2022 - 2023** Annually we measure our long-term impact by contacting people who have previously used our services. In 2023, we surveyed 90 people who had accessed our services during 2021, to find out the longer-term outcomes and impact that attending TLR treatment had on their health and wellbeing. We wanted to know whether our interventions worked. We asked questions that indicated if they were abstinent and positive contributing citizens with good health and wellbeing long term, as per our theory of change. ## **We asked:** **How well does our method of treatment achieve the intended outcomes, longterm?** ## **The answers, from 38 respondents (42% return):** The long-term changes we are working towards in partnership with our clients, is that adults are abstinent and contributing citizens in society. The results from this evaluation, where most people who responded saw a positive change in their lives, across all areas surveyed, would suggest that The Living Room is achieving its intended outcomes. We accept that we are unable to attribute our clients’ improvement solely on engaging in treatment at The Living Room. However, the added comments from our graduates and their sustained recovery indicate the value of attending treatment and the significant positive impact it has had on them and their future. The overall impact for people that have attended our services, is one of improvement across all areas of wellbeing. And interestingly, consistently following treatment, the increase in the number of people either working or volunteering is impressive. The overall results from all the questions asked are broadly stable, year on year, as we provide a consistent quality service that can demonstrate good outcomes. **----- Start of picture text -----**
Employment /Volunteering
70%
60%
50%
40%
30%
20%
10%
0%
start of treatment after graduation
employment volunteering
**----- End of picture text -----**
15 | P a g e ## **Impact Improvement Rates for 2022 – 2023** **----- Start of picture text -----**
Wellbeing Improvement Rates Physical Health Improvement
Rates
2022 Graduates 42%
2022 Graduates 100%
2021 Graduates 63%
2021 Graduates 100%
2020 Graduates 32% 2020 Graduates 90%
0% 20% 40% 60% 80% 85% 90% 95% 100% 105%
Criminal Activity Improvement Rates Emotional and Mental Health
Improvement Rates
2022 Graduates 27%
2022 Graduates 100%
2021 Graduates 23%
2021 Graduates 100%
2020 Graduates 23% 2020 Graduates 90%
20% 22% 24% 26% 28% 85% 90% 95% 100% 105%
Housing Improvement Rates Managing Asbtinence Rates
2022 Graduates 67% 2022 Graduates 71%
2021 Graduates 82% 2021 Graduates 116%
2020 Graduates 53% 2020 Graduates 50%
0% 20% 40% 60% 80% 100% 0% 50% 100% 150%
**----- End of picture text -----**
_“I loved (and sometimes hated) every part of my journey. The counsellors delivered the perfect balance of care while also ensuring that clients were held accountable. I felt safe to speak about all of the things I had previously felt so ashamed about. I found a tribe of people who understood, even if their addictions looked different outwardly”._ _“I’m a better parent and the relationship between my children and myself gets better every time”._ 16 | P a g e _“The Living Room has done an amazing job, there is nothing else I can think of that you could have done”._ |**100%**|Emotional and mental health improvement (higher than previous year 90%)| |---|---| |**100%**|Self-care and living skills improvement (before treatment 2.5/5, post treatment 4.2/5)| |**100%**|Scores improved for being motivated and taking responsibility for their own actions (before
treatment 2.3/5, 4.3/5post treatment)| |**95%**|Improved physical health (even with the shadow of the pandemic)| |**94%**|Employed, a homemaker, in education or training, retired or volunteering (2 unemployed)| |**92%**|Recovery benefit of attending The Living Room and managing their dependency| |**92%**|18/24 rated no criminal activity at treatment start, rising to 22/24 at the time of survey| |**88%**|Did not access any further addiction support| |**84%**|Settled and secure housing situation (21% had settled housing at the start of treatment)| |**82%**|Improved family relationships and increase social networks| |**81%**|Satisfied with recovery since leaving TLR| |**69%**|Managed sustained abstinence, but all managing better than when they first accessed help| |**42%**|Continue to attend a fellowship (no family and carers attend a fellowship after treatment)| 17 | P a g e _“I was not aware that The Living Room dealt with such a wide range of issues and assumed that it would only be a drugs and alcohol service, so I was pleasantly surprised when other issues such as eating disorders, love addiction, gambling, etc were brought up as it helped me deal with my issues holistically as well as discover that my substance misuse was also entangled in my other troubles in many ways.”_ ## **WHAT WE STOPPED** Our **Hertfordshire Hub** , the fourth centre in our treatment choice, planned to close March 2023. We did look for alternative funding when the COVID-19 Recovery Grant ended, supplied by the government through Hertfordshire County Council. Despite proving the need for this service particularly for people with a higher level of mental health issues, funding was not available to continue. The interim independent evaluation said: The delivery of the Hertfordshire hub has attracted new service users into the service who were unlikely to have accessed support from a physical centre due various challenges including mobility issues, selfisolation, shielding, and issues relating to stigmatisation. The hub has also resulted in an increase of service users accessing treatment from underrepresented groups including those with co-existing mental/physical health issues. As a result, the hub is meeting a known need especially around the number of people who may find it challenging to access services delivered through building-based provision. _“They do listen, they really listen, and they try to help, and it does work, I can feel it working when I’m speaking, to not only the counsellors, but to everyone else that attends”._ 18 | P a g e ## **FINANCIALS** Total Income for 2022-23 was £919,966 (2021-22 £830,296) with expenditure of £908,634 (2021-22 £858,663) resulting in a small operating surplus of £11,332 (2021-22 £-28,367). Total funds at year end were £307,940 of which £292,047 were Unrestricted Funds for our Core Service (2021-22 Total Funds £296,608 of which £ 279,226 were Unrestricted). For the 354 clients attending our service in 2022-23 this represents an average cost per client of £2.6k for one year’s treatment, or £50 per client per week, which represents exceptional value. ## **INCOME** Our Lloyds Bank multi-year funding and HCC contract for our Hertfordshire (online) Hub, worth £85k, came to an end this year and it has been a challenge to find other multi-year grants and contracts to apply for. There were also some programmes that we were not included in such as the government Supplemental Grant, however, due to previous years’ multi-year grants we have remained stable this financial year. With an end to ‘lockdowns’ we were able to raise more funds from events and increased income from room hire and our Charity Shops. ## **EXPENDITURE** The 11% increase in income has been used to cover the rise in our overheads, all of which have increased this year, and to invest in the bones of our service. In addition to the 3% annual increase awarded in April 2022, we gave all our staff a 55p hourly increase in October as a response to the Cost-of-Living crisis. We have also invested in our centres this year, converting the old creche area into a second counselling room for our Stevenage Hub and enabling us to hand back the second Stevenage premises we were renting. We also found a permanent Hub for Watford which we have furnished and equipped to provide two counselling rooms for the increasing client numbers in this area. Our St Albans Hub also had a partial refurbishment to provide two counselling rooms and improved facilities. The total cost of £30k was funded by additional grants and rent savings. ## **RESERVES POLICY** The trustees have considered the level of free reserves it is appropriate for the charity to hold to ensure its financial sustainability, future strategic development and continuing to operate and meet the needs of clients if unforeseen and potentially financially damaging circumstances arise. They have considered the reliability and continuance of future income generation and funding, timing of cash flow and working capital requirements and cover for unplanned emergency repairs and premises costs. Free reserves represent unrestricted funds of the charity excluding restricted funds. The determination of an appropriate reserves level is a key part of the strategic planning process. This is linked into a risk assessment of key areas of income and expenditure, along with the following: - Working capital - Financial risk management - Future strategic development 19 | P a g e The trustees review the reserves level on an annual basis, along with the risk assessment of key areas of income, as this provides the information on an adequate level of reserves to be maintained. The trustees consider therefore that it would be prudent to set aside an amount equivalent to between three to four months of the forthcoming year’s planned expenditure costs – for 2023-24 this would be between £223k and £298k. The free reserves on 31 March 2023 £292k are within the range of its reserves policy. Therefore, the trustees consider the charity a going concern. ## **REMUNERATION POLICY** The board is responsible for considering the Chief Executive’s remuneration, taking account of the skills and experience required and sector norms for charities of similar size. Pay and pay increases are reviewed biennially by the finance committee in relation to their responsibilities and performance, skills and qualifications, the external economic environment and financial affordability for The Living Room. The Living Room is a Living Wage Employer, a Disability Committed Employer, and a Mindful Employer. ## **RISK MANAGEMENT** The board follows a comprehensive risk management policy which clearly defines the roles of the board, finance and audit committee and senior colleagues in identifying and managing risk, and how the register of risks should be used as a live document. The board identifies the key risks and discusses the impact, likelihood, and the risk management in place to mitigate these risks. Risk is managed under the headings of Health and Safety, Client Welfare, Legal and Statutory Obligations, Fundraising and Marketing, Services and Operations, Data Protection, Safeguarding, Volunteer and Staff Wellbeing, Financial Sustainability. Each trustee takes a lead in each area shown. |Risks|Major Risks and our Responses| |---|---| |Health and Safety|Unsanitary and dilapidated washroom and water access facilities in
the St Albans hub – full refurbishment.
Small traces of asbestos found at the St Albans premises. Full site
report stated no immediate risk to health. Landlord notified.| |Client Welfare|Clients have presented higher complex needs in comparison to
previous years – may be COVID related. Staff have fewer clients to
keywork and have worked more intensely with them, referring to
suitable agencies for additional support.
13 incidents with clients were recorded and concluded
professionally. None were serious incidents.| |Legal and Statutory
Obligations|Expired leases with Stevenage Borough Council [SBC] are being
worked on for renewal by S. Hudson, SBC, and SA Law.| |Fundraising and Marketing|Poor visibility in Watford. Open day and venue launch resulted in 35
professionals attending, raising the profile of our services in
Watford.| 20 | P a g e |Services and Operations|Unused creche area, repurposed to Main Group Room 2 with
refurbishment and handing back tenancy on No.15 The Glebe to
reduce expenditure. Area made suitable for external hire, self-
contained. Funding intended for new Watford property purchase
was successfully diverted to provide fit for purpose furniture at the
rented venue.| |---|---| |Data Protection|One incident recorded. A client’s initials were not removed when
submitting a report to NDTMS. No further action required.| |Safeguarding|4 safeguarding referrals made.| |Volunteer and Staff Wellbeing|Cost of Living crisis – made affordable adjustments to salaries across
the year to acknowledge the rise in CoL.| |Financial Sustainability|Changes to budgets and income streams has meant keeping on top
of where the shortfalls are likely to be and looking for alternative
ones. COVID recovery grants coming to an end and nothing to
replace them, despite the needs being there.| Through the risk management processes established by the charity, the Trustees were satisfied that the major risks identified had been adequately mitigated, where required. The Charity is registered with the Information Commissioner’s Office (ICO) and all client information is encrypted. The Living Room client and supporter databases are held in the cloud, are GDPR compliant and backed-up off site through an encrypted network. The organisation has access to a secure email connection. All colleagues, volunteers and trustees are regularly security checked and all relevant roles are DBS checked as per government guidance for working with Adults at Risk. The Living Room is a member of the British Association of Counselling and Psychotherapy and Federation of Drugs and Alcohol Providers and therefore adheres to their ethical conduct for counselling and psychotherapy. It is a member of the NHS Addictions Provider Alliance and Hertfordshire County Council Drugs and Alcohol Network. It co-chairs the Integrated Drugs and Alcohol Governance Group alongside Spectrum (CGL) and Emerging Futures, who also hold commissioned services contracts for Hertfordshire Drugs and Alcohol statutory interventions. ## **EQUALITY, EQUITY, INCLUSION AND DIVERSITY** The Living Room is proud to be an equal opportunities employer. This means that decisions concerning recruitment, promotion, dismissal, or any other aspect of employment will be based on the needs of the business and not any assumptions based on sex, race, age, disability, gender reassignment, sexual orientation, married or civil partnership status, pregnancy or maternity, religion, or belief. This is an important commitment, which colleagues share. Colleagues are encouraged to raise with management any discriminatory behaviour, assumptions, or attitudes they encounter at work and are entitled to do so free from any reprisal providing they are acting in good faith. There is a Diversity Equity, Equality and Inclusion staff working party forum to review process and procedures as well as ensure we uphold our values and mission. 21 | P a g e ## **How have we improved?** 1. Diverse representation of people in all our marketing materials. 2. Staff training delivered on unconscious bias, twice over the year. 3. All managers received Management Training Fundamentals, which included modules on equality, diversity, and inclusion. 4. Newcomer and Graduate Aftercare groups provide additional support to clients at the start of their journey and when they leave us. 5. Staff flexible working introduced, to promote autonomy. 6. Updated staff grievance, performance management processes and client complaint policies. 7. Working with Autism training, offered to clinical staff, to support clients with autistic tendencies to work better in group environments. Download a pdf of this report The Living Room (livingroomherts.org) Partnership and press enquiries admin@livingroomherts.org Service and clinical enquiries enquiries@livingroomherts.org 22 | P a g e Independent examiner's report to the trustees of The Living Room I report on the accounts of ihe charity for the year ended 31 March 2023. vthich are set oul on pages 25 to 32. Respectlve responsibilities of trustees and examlner The tru51ees are responsible the preparat￿n of the accounls. The trustees consider that an audit is not required for this year under seclv)n 144(2) of the Charitie5 AGI 2011 (the 2011 Act) and that an independent examination ts needed. 11 is my responsibility lo- ' examine Ihe accounts under sedion 145 of Ihe 2011 Act to follow the prOcedu￿S laid down in the genefal Directions given by the commission under secAion 145(5Xb) of the 2011 Act . to slate whether partiCLdar matters have come to my attention Basis of independent examlneVs report My exam#iation was carried out in awA)rdance with the general Directions given by the Charily Commission. An examination includes a review of the accounting records kepl by the charily and a cwjparison ol the accounls presenled those records. It a150 includes consideration of any unusual items or disclosures in the accounts and seeking ex ￿anatIonS from you a5 trustees concwning any such matters. The procedures undertaken do rKIl provide all Ihe evidence Ihal would be requiied in an audit and consequently no opinion is given as to whether Ihe accounts present a 'true and fair view. and Ihe report is limited lo those matlers set oul in the next slalemenL 231 Page Independent examinerfs staternent In connection with my examinalion, no matler ha5 come lo my atlention: (1) w1￿ch give5 me ceaSc￿able Cause lo belteve that in any malerial respect the reqU1￿Ments. • lo keep accounts'ng records in accordance with section 130 of the 2011 Act and . lo prepare accounts vthich accord with the accounling records and comply with the accounting requirements of 2011 Act have not been met or (2) to which. in my opinion. attention should be drawn in order lo ena￿e a proper understandiig of the accounts lo be feathed. Trina Haggeriy FCCA Har9reaves Owen Lld Chartered Certified Accountants Red Sky House Fairclough Hall Halls Green Weston Herts SG4 7DP The date upon which my ¢Jpinion is exp￿Sed is: 131h Juty 2023 241 Page The Llvlng Roorn Statement of Financlal Aclivlties for the year endod 31 March 2023 Unrèstricted Funds Restrict•d FurKIs T4Jtal Funds Tolal Funds Notes 2023 2023 2023 2022 INCOMING RESOURCES Incomln9 resources from generated funds v￿￿ntary Income Admbes for ger*rabtwJ fuTh#g Invtslmert Income 827.885 20.044 857 71 180 899,065 20,044 as7 820.519 9.752 25 Total In¢omin9 r•sourc•s 848.786 71.1BU 919,966 830,296 RESOURCES EXPENDED Cost of generating fvnds C05t5 01 general￿9 vo￿ntary Inco and undertaking chantaWe actiwlie5 Govemarte cost5 828.694 24.653 54,531 756 883.225 25,409 843,778 14.B85 Tolat resources expended 853J47 55.287 90B,634 858,663 IIET INCOMING I (OUTGOING) RESOURCES 145611 15.893 11.332 128.3671 RECONCIUATION OF FUNDS tran51er be￿￿en fwd5 17.382 117.382) Total brought 279.226 17.382 296.608 324.975 TOTAL FUNDS CARRIED FORWARD 292.047 15.893 307.940 296.60a 2S I Page The Llving Room Balan¢e Sheet as at 31 March 2023 UnrEstricted Funds Restrithd Funds Total Funds Mottrs 2023 2023 2023 2022 FIXED ASSETS Tangjble assets 619 619 825 CURRENT ASSETS Debtors Rent dep05il PrepaynRnls arKI accnJod ir¢ome 88.662 6.250 8.227 59 89.521 8097 8.227 Cash at bank and in 205.380 15.893 221.273 305.7 Total current assets 308.519 16,752 325,271 313,797 CRED￿ORs Amounts fal￿.ng due within one year 10 (17.9SO) 117.950} 118,0141 NET CURRENT ASSETS 290.569 16,752 307.321 295,783 TOTAL ASSETS LESS CURRENT LIABILMES 291.188 16,752 307,940 296 608 NET ASSETS 291,188 16.752 307.940 29fj.608 FUNDS unrestr$¢t￿ lunds R?slricled fund5 291.18B 16.752 279,226 17.382 TOTAL FUNDS 307.940 296.608 The financial stslemenls wefe apwoved by the Chay on 13th J￿Y 3)23 and were stgnBd on its behaN by. 261 Page The Llvlng R(￿rn Notes to the Financlal Slatements for the year ended 31 March 2023 Accounting poll¢l•s Basls of preparation of the accounts These acoJun15 have been prepwed uThJer IM*o￿al cosl wilh iiems re¢wised al ¢osl ty transact￿n value unless 01h￿+15& ￿ated relevant notes to IhE5e arc(￿nts. The WL0￿15 have been prepared in ac£cfdance wilh ihÈ St*eM￿l of Recommended Pta¢tice". Accounlin9 ar￿ Repoiting by Charilies App￿a￿e to chard*s prepaing Iheir accounls ¥1 accordance wdh the Financi* Repvrting Slandard aptAKable in the UK and Re￿￿tIC ol Ireland IFRS1021 issued on 16 J￿Y 2014 *ith the Chatit*s A The particvlar a(xuJrttir4J Wed are Sel beknw Transltlon to FRS 102 No reslalemenl of i￿5 has teen rerywed in m*trw the Ir￿slI￿)n to FRS 102. Th8 IfansilK>n dale was 1 April 2016. Incomlng Resources Incoming resources eAe accounied kn on a fewdble basis i*ferRd as ￿e%￿d below Mth•re approwiaie. Resources expended Expenditure is accounted fry ￿ an ￿Cn￿lS and has been das%f*d under headinys thal aggregate all ¢osl ￿Jated to the calewy Wher? ¢osts camrrt be th'we¢tly adributed to particular headings they ha¥• been afK¢aled to xtivit*s ￿ 8 ba*$ cty%isiènl wrth Ihe use of reswrce5 Inveslm•rit Income 8ank Interest received is In¢l￿ed on an thial recapls ba95 RKognlilon of Ilabilieies Liabilrties are recognised on Ihe aecnwls ba50 in accordance wth norma ￿cO￿ling prmoles, modif￿￿ where necess￿ in accordance the guidance gwen in the statement of RecDmmended Ftradite for AccounlKiy Reporting Irevtsed June 2CKJBI ￿$￿ed by the Chwity Commtssioner5 for England 8 Wale5 Flxed assets and deprKlallon All laroib* fixed assels 51atEd ai cost *ss (*we¢yath"c Depreoatson has been provKled at the lc11rw￿g Trles in owder to wrde off the a55e151Se55 ther estifflated residual vabje l over Iher eslwnaled u5elul eccmmic li¥es Fixtures and fittings 25°A on fethw Computer equipTnent 25VA ￿ ￿dUL?ng baJan¢e Taxation As a registered charity. the ch*rty is e¥empl fr(wn lax (m Ils chaplabk actMhe$ 271 Page The Llvlng Room Noles to Ihe Financlal Statements for ihe year ènded 31 March 2023 Fund accounllng Unreslridett ILmds can be used ￿ accoTdwKe Ydh tre charrtablè obpclNes at Ihe ¢bsrJetion ol the Iwslees Reslricted lunds can only be used pafycular restr•aed wdlwn Ihe obiecls ol Ihe thanty Re5trtiKY& arise wt*n speofied by ¥Ywhen tl* ILnJs ale rased lor parttthaf purposes Further explanatw of Ihe nalwe of tath Itmd is tydud8d m Ihe no*s b the finanaal slatemenl5. Hlre purchase and leaslng commltments Rentals paid under operatry ￿aSe5 aTe dwed to Il* S￿eMent cl Financi* Adi4ilies on a sIrni￿1 IR)e tJa5i5 the period ol tho lease. 2 VOLUNTARY INcoMe 2023 2022 Grants Conlracis Place5 ofWc*shiP C￿t￿onS Genewal or￿alK)n5 Gift Corporale donat1￿$ Donaled serwces and laulitsps 310.888 485.736 6.577 51.865 6.876 1.247 35,076 265.060 463.131 9.049 49.292 5,782 24,IX 0.51 3 ACTIVrnES FOR GENERATING FUNDS 2023 2022 Fundra51n J •v•nt5 Earned UKome 16.588 3.456 6.857 2.895 20.044 9.752 4 INVESTIAENT INCOME 2023 2022 Inleresl receivabte 857 25 5 COSTS OF GENEPAnNG VOLUNTARY INCOME AND UNDERTAKING CHARITABLE ACTMTIES 7023 2022 Suppjrt cosls 883.225 843.778 281 Page The Living Room Notes to the Financlal Statements for the year ended 31 March 2023 6 TRUSTEES, REMUNERATION AND BENEFITS There were no trustees. lemuneratK￿ or other benefts for yeaf ended 31 March 2023 nor for the year e￿Ied 31 March 2022 Trustees, expenses There were no tiustee5' expenses the yw ended 31 March 2023 nor fc* the year ended 31 March 2022 7 STAFF COSTS 2023 2022 Wages and salari85 (in¢kKling pensic￿$) 711.675 714.617 The aver•JE monlhty number ol employees durirKJ tr* Jear tKdS as folhm. 2023 2022 Ful tirne equNalenls 23 24 No employeès received emolwnen15 in excess of £60,1 8 TANGIBLE FIXED ASSETS FixlurÈs f￿1r￿J5 Compuler èquiwngnl TotJs COST Al 1 Aprl 2022 and 31 March 2023 21,086 18.681 39.767 At 31 March 2022 21.086 18.681 39,767 DEPRECIATION Al 1 April 2022 Charg& (or Ihe year 20,765 18.177 126 38.942 206 At 31 March 2023 20.845 18.303 39.148 NET BOOK VALUE Al 31 March 2023 241 378 619 At 31 March 2022 321 SD4 825 29 | Page The Living Room Notes to the Flnan¢ial Slatemenls for the year ended 31 March 2023 9 DEBTORS 2023 2022 Olher Debiors 89,521 8,097 10 CREDITORS: AMOUNTS FALLING DUE WThHIN ONE YEAR 2023 2022 Taxalion and socBI security Other creditors Accrued expenses 12,998 4.112 840 11.385 5.789 17.950 18,014 11 MOVEMENT IN FUNDS Net movemenl in fLmds Al 311312023 AI 114Q022 Unrestrlcted funds General fund 279.226 12.B21 292.047 R*s¢rlcted funds General lund 17.382 11.489) 15.893 TOTAL FUNDS 296.608 11.332 307.940 Nel movemenl in lunds. included ￿ Ihe above are a5 louows.. Incoming sources Resources expended Movement in lunds Unrestrlcted funds General fund 848.786 853.347 14.S61 > Restrfcted lunds General fund 71.180 55.287 15,893 TOTAL FUNDS 919,966 908,634 11,332 301 Page Th• Living Room Sch•dule to the Statem•nt of Financial Activilles for the y•ar ended 31 March 2Q23 2023 2022 INCOMING RESOURCES Voluntary Income Grants Contracls Places of Worship t￿nationS General Donations Gilt Aid Ctypor81e d￿al￿n5 Donaled servicÈs and fxililiés 310.888 485.736 6.577 S1.865 6.876 1.247 35.876 265.060 463.131 9.049 49.292 4,205 5.782 24.C 893.065 820.519 Actlvities lor gerterntlng funds Fundraising events Eamed income 16.588 3.456 6.857 2.895 20.044 9.752 Inv¢stm•nt incom¢ InleTesl receivable 857 25 Total Incomlng rp50urces 919.966 830.296 ResouR¢ES EXPENDED Governance ¢osts Accountancy lees I￿lependent examinalion Other professional lees 590 250 24.569 590 250 14.045 25.409 14.885 Support costs R&freshmenlS Rent and Rates Water Light and heat T￿@phOne Partnersh￿5 Deprecialion ol taThJitle assels 859 38.314 390 41.394 861 10.725 4.767 30.000 206 3.739 35.000 275 89.075 84,243 311 Page The Uving Room Schedule to the Statement of Financial Activltles for the yèar ended 31 March 2023 2023 2022 Flnan¢e Bad debts Information technology IT support and consumables Websile 9.200 5,895 7,133 5,182 15.095 12.315 Human resources Wages (including pensions) Tralring 711.675 2.998 714,617 4.584 714.673 719,201 Other Fundraising Insurance Printing. Slallonery & Poslage Sundries Subscriptions Creche Staff Travel Marketing Repairs and maintenance Recruilmenl and DBS check5 Equipmenl 335 5.589 4.935 746 1.832 894 1.218 387 10.108 997 978 9.464 3.744 103 1,066 3.570 661 32,999 1,175 11.235 64,382 28.019 Total resources expended 908,634 858,663 Net {expondilure) I Income 11,332 28.367) 321 Pa9e