**BEEN THERE / TRUSTEES’ REPORT** FOR THE YEAR ENDED 2025 THE HEALING POWER OF **SHARED EXPERIENCE** ## TRUSTEE REPORT 2025 **01** Chair’s Update **02** A Word From Our Interim CEO **03** Clinical Advisory Board **04** Financial Report 00 CONTENT ## 01 CHAIR’S UPDATE “ When Amanda Foister stepped into the role of Interim CEO this year, the trustees knew we were entrusting Been There's future to someone who understood both the power and the responsibility of what we've built. This past year has proven that confidence well-placed. It would have been tempting to chase growth for growth's sake. To trumpet impressive user numbers or pursue partnerships that might have looked good on paper but compromised our standards. Instead, we've chosen the harder path: building the foundations for sustainable, safe, and genuinely transformative impact. ## TRUSTEE REPORT 2025 ## **Strategic Evolution** The work completed this year may not generate headlines, but it represents the most significant strategic development in Been There's short history. We've evolved from a promising start-up charity into an organisation ready to scale responsibly. Our app and service model have been comprehensively redesigned. We are adopting a completely new look and feel with thanks to Harriman Steel for donating their time to create. Every safeguarding protocol has been rigorously stress-tested, and we have established a Clinical Advisory Board to further strengthen the service’s robustness and rigour. Our training programmes now set the standard we believe the sector should follow. The monitoring systems we've implemented give the board confidence that we can grow whilst maintaining - indeed, enhancing - the quality of every mentoring relationship. This hasn't been about tinkering at the edges. It's been about asking fundamental questions: **How do we help How do we do it How do we build more people? more safely? something that lasts?** ## **The Board's Perspective** As trustees, we measure success differently than many might expect. Yes, we track user numbers and financial sustainability. But our primary concern is whether we're delivering on our promise to the most vulnerable people who turn to us for help. When 73% of mentees tell us that speaking with their mentor gives them hope for the future, we see validation of our model. When mentors report feeling supported and equipped to help, we know our training works. When partners seek us out because they trust our standards, we understand the value of patience and precision. ## 01 CHAIR’S UPDATE ## **The Partnership Opportunity** Our partnership model continues to attract significant interest, and I'm particularly excited by the calibre of organisations approaching us. Over 25 substantive conversations this year with NHS trusts, private clinics, and national charities demonstrate the appetite for what we offer. These partners recognise something important: Been There's total focus on mentoring excellence means we complement rather than compete with clinical services. The combination of expert therapy with the reassurance of someone who has 'been there' is proving powerfully attractive. ## **Looking to 2026** Next year marks a pivotal moment. Tessa returns from maternity leave in January, bringing her vision and energy back to day-to-day leadership. Our phased public launch begins. We'll introduce our parent and carer service. And we'll take the first careful steps toward supporting people under 18. None of this would be possible without this year's foundation work. The board is confident that we're positioned to grow responsibly, maintain our standards, and genuinely transform outcomes for thousands of people struggling with body image challenges. ## TRUSTEE REPORT 2025 ## **Gratitude** I want to thank Amanda for her outstanding interim leadership. Stepping into Tessa's shoes was never going to be easy, but Amanda has brought her own strengths whilst honouring the founder's vision. The charity is stronger because of her stewardship. I also want to acknowledge our trustees, who've provided challenge and support in equal measure; our mentors, who continue to bring the healing power of shared experience to life; and our funders, whose patience and belief have enabled us to build properly rather than quickly. There is urgent work ahead. The mental health crisis facing young people demands bold action. But bold action without solid foundations is reckless. This year, we built the foundations. **In 2026, we build the future.”** **Joel Stanier / Chair of Trustees** ## 02 A WORD FROM OUR INTERIM CEO TRUSTEE REPORT 2025 “When Tessa asked me to step in as Interim CEO whilst she was on maternity leave, I knew I was being entrusted with something precious. Been There isn't just a charity—it's a lifeline for people at their most vulnerable, and a community of extraordinary mentors who give their time because they remember what it felt like to struggle alone. My job this year has been straightforward in principle, if demanding in practice: **keep Tessa's vision alive, strengthen the organisation, and hand it back to her in 2026 ready to fulfil its enormous potential.”** Amanda Foister ## **A Year of Purposeful Evolution** ## **The Human Impact** If you're looking at our user numbers, this might appear a quiet year. It hasn't been. We've undertaken the most intensive period of service development in Been There's history, and every decision has been guided by a single question: **how do we help more people, more safely, and more effectively?** Statistics can feel abstract until you remember they represent real people. When we report that **82% of mentees** say speaking to their mentor makes it easier to cope with what they're dealing with, I think about the messages we receive. The person who says, **"I finally don't feel alone."** The mentor who tells us, **"Being able to give back has healed something in me too."** Our app has been transformed. Not just cosmetically, but fundamentally. The user experience is smoother, more intuitive, more supportive. But more importantly, the safeguarding architecture is now genuinely robust. Every conversation is monitored appropriately. Every mentor is supported properly. Every mentee knows they're in safe hands. We've also evolved our training model. Working with clinical experts and drawing on feedback from our mentor community, we've created programmes that equip volunteers to have difficult conversations whilst knowing their boundaries. The feedback has been outstanding—mentors feel more confident, more capable, and more connected to our mission. That's why we've been so careful this year. Every protocol we've designed, every feature we've built, every process we've refined - it's all in service of those moments when someone who's struggling connects with someone who understands. ## 02 A WORD FROM OUR INTERIM CEO ## TRUSTEE REPORT 2025 ## **Building for the Future** The partnership conversations I've been part of this year have been genuinely exciting. The NHS trusts, the private clinics, the national charities - they all see what we see. Peer support isn't a nice-to-have; it's a crucial component of effective mental health care. What I've learned is that partners don't just want our service - they want our standards. They trust us because we're rigorous about safeguarding, thoughtful about training, and honest about our limitations. That trust has taken years to build and this year to solidify. It will enable us to scale in ways that simply wouldn't be possible otherwise. ## **The Challenge of Young People** Perhaps the most important work this year has been preparing to support people under 18. The statistics are stark: over 20% of young people experiencing probable mental disorders. The need is overwhelming. But need alone doesn't justify action - capability does. We've spent this year ensuring we'll have the enhanced safeguarding, the specialised training, the additional resources, and the governance structures to support younger people safely. It's been painstaking work, but it's work that will enable us to reach people at the point when intervention matters most. ## **Handing Over the Baton** In January 2026, Tessa returns. I'll be handing back a charity that's evolved significantly but remains true to her founding vision. The app is better. The training is stronger. The partnerships are multiplying. The financial position is solid. And perhaps most importantly, the team and trustee board are aligned, energised, and ready for the next phase. It's an honour to serve as interim CEO. I came into this role with two commitments: protect what Tessa built, and position it for growth. I believe we've done both. ## 02 A WORD FROM OUR INTERIM CEO TRUSTEE REPORT 2025 ## **Thank You** **To our mentors and volunteers:** you are the heart of everything we do. Your generosity, your empathy, your willingness to be vulnerable so others feel less alone—it's truly extraordinary. **To our trustees:** thank you for your guidance, your challenge, and your unwavering commitment to doing things properly rather than quickly. **To our funders and supporters:** that includes National Lottery The Clare Foundation Caledonia Trust Postcode Society Trust Schreier Foundation Beacon Festival Beconscot Souter Clothworkers Foundation The King’s Trust The Shanly Foundation Rainford Trust Westfield Health Chapman Trust Garfield Weston your patience this year has enabled us to build foundations rather than chase headlines. The impact of your investment will be felt for years to come. **And to Tessa:** thank you for trusting me with your vision. I can't wait to see what you and the team achieve in 2026 and beyond. The healing power of shared experience is real. This year, we've built the infrastructure to share it with thousands more people who desperately need to know they're not alone. **Amanda Foister OBE / Interim CEO** ## 03 CLINICAL ADVISORY BOARD ## TRUSTEE REPORT 2025 ## **Chair of the Clinical Advisory Board & Member of the Board of Trustees** - D.Couns.Psych MSc Clinical Psychology BSc Psychology HCPC registered A highly experienced counselling psychologist, Band 9 National Psychology Projects Advisor, and Regional Lead Psychologist for Wales, specialising in trauma, eating disorders, and complex mental health. With extensive NHS and private-sector experience, she provides national leadership, drives service development, and applies evidence-based, innovative psychological practice to support patients and staff across diverse settings - Advanced Certificate in Executive Coaching Level 7 Leadership & Management Certificate (Pending) ## **Dr Natalie Gillbanks** **Professor Patrick Leman** ## **Vice Chair of the Clinical Advisory Board** - PhD Developmental Psychology (Cambridge) MA PPP (Oxford) An experienced academic leader with extensive UK and international experience. He has held senior executive roles at Brunel, Buckingham, Waikato, King’s College London, and Royal Holloway, leading large-scale organisational change, strategy, teaching, research, and student support. He has over 100 publications in psychology, focusing on learning, peer communication, and group collaboration, with more than £1m in research grant income. - BA (Hons) Psychology & Philosophy (Oxford) Fellow of: the British Psychological Society, Advance HE Fellow, and Fellow of the New Zealand Psychology Society. **Dr Lisa Debrou** ## **Member of the Clinical Advisory Board** - DClinPsy (University of Surrey) MSc Health Psychology (UWE) BSc Psychology (UWE) - Executive MBA (in progress, Henley Business School) - Digital Clinical Safety Practitioner (NHS England) - A highly qualified clinical psychologist specialising in eating disorders, body image, and psychological support for people with physical health challenges. She delivers compassionate, evidence-based care, tailoring - therapy to individual needs, and works collaboratively to support positive mental health outcomes, with a strong interest in technology and digital platforms as a clinician. ## 04 FINANCIAL REPORT ## TRUSTEE REPORT 2025 This financial report has been prepared in line with the Statement of Recommended Practice (FRS102) for charities, alongside the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Charities Act 2011, effective from January 1, 2015. ## **Key Accounting Policies** ## **Income Recognition** Grants are recorded in the financial activities statement once the charity is entitled to the income. Donations are accounted for as income based on their value to the charity. ## **Fund Accounting** ## **Unrestricted General Funds** These funds can be utilised in line with the charity's objectives at the Trustees' discretion. This year, the charity received £104k, primarily from donations by corporations, individuals, and events. ## **Restricted Funds** ## **Expenditure Recognition** Expenses are recorded in the financial activities statement during the period they are incurred. As Been There is not VAT registered, any irrecoverable VAT is charged to the relevant expenditure category. These funds are used as per specific donor-imposed restrictions and within the charity's objectives. Been There received £41k in restricted grants this year, compared to £32k in 2024, from notable contributors like The Clare Foundation (£17k), Rainford Trust (£8.5k), Westfield Health (£2.5k), Chapman Trust (£2k), and Souter (£2.4k). ## 04 FINANCIAL REPORT ## TRUSTEE REPORT 2025 ## **Financial Summary** ## **Year-End Financial Position** For the fiscal year ending March 31, 2025, Been There reported an unrestricted expenditure of (£107k). With £45k in unrestricted reserves carried forward, the charity maintains a strong foundation for future development. Efforts to minimise costs through charitable activities resulted in £145k in funding, up from £81k in 2024. This includes £36k from Donation Income, £30k from Grant Income, £3k from partnerships, £17k from Events, and £59k from other sources. ## **Expenditure** Total expenditure for the year was £153.5k, compared to £97k in 2024. Approximately 80% of this was attributed to personnel costs, including three employees, consultants, and contractors, reflecting the organisation's expansion. The remainder covered marketing, brand development, app development, training, and mentoring setup. ## **Balance Sheet** The balance sheet is robust, with liquid assets totalling £43k (compared to £51k in 2024). Unrestricted reserves of £41k represent about 3-4 months of operating costs for 2025/26, aligning with our reserves strategy. ## I **nvestment and Growth** Investment in staff and the growth of unrestricted reserves underscore our commitment to diversifying income streams and positioning for success. ## 04 FINANCIAL REPORT ## TRUSTEE REPORT 2025 ## **Financial Outlook for 2025/26** The financial outlook for Been There is positive and strategic. Here's a breakdown of the key points: **Financial Position:** Been There is entering the new fiscal year in a strong financial position, which provides a solid foundation for future growth and initiatives. **Revenue Generation:** The primary focus is on identifying and exploring new opportunities to generate revenue. This includes targeting corporate partnerships, trusts, and other foundations to double the revenue for the year. **Investment in Personnel:** Part of the strategy involves investing in people. This means increasing the number of volunteers who can serve as mentors, which is crucial for expanding the charity's reach and impact. **Platform Enhancement:** There are plans to reinvest the generated revenue into the business, particularly in enhancing the platform. This includes a relaunch and enhancement of the app, which is likely aimed at improving user experience and expanding the charity's digital capabilities. - **Events and Networking:** The charity intends to allocate more time and resources to events and networking. This is a strategic move to increase awareness about the charity and its mission, potentially attracting more supporters and donors. Overall, the outlook for 2025/26 emphasises growth through strategic investments in people, technology, and outreach activities, all aimed at increasing the charity's impact and sustainability. ## **Reserves Policy** In accordance with our reserves policy, Trustees have allocated a portion of free reserves to ensure project sustainability should additional funding be unavailable for administration and core costs, ensuring the charity's solvency. ## **Reserves Held** As of the balance sheet date, Been There holds £43k in reserves (down from £51k in 2024), with £41k unrestricted and £2k restricted. ## **Going Concern** The Trustees are confident that the charity has sufficient resources to continue operations for the foreseeable future, thereby adopting the going concern basis in preparing the accounts. **BEEN THERE / TRUSTEES’ REPORT** FOR THE YEAR ENDED 2025 ## Thank you! THE HEALING POWER OF **SHARED EXPERIENCE** ## **BEEN THERE** ## **STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME AND EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 MARCH 2025** |**Income**
Fundraising & donations
Charitable activities
Other
**Total income**
**Expenditure**
Raising funds
Charitable activities
**Total expenditure**
**Net income / (expenditure)**
Funds brought forward
**Funds carried forward**|**£**
103 655
-
-
**103 655**
47 376
59 863
**107 239**
**(3 584)**
44 980
**41 396**
**Unrestricted**
**Funds 2025**|**£**
41 498
-
-
**41 498**
-
46 336
**46 336**
**(4 838)**
6 416
**1 578**
**Restricted**
**Funds 2025**|**Total**
**Funds 2025**
**£**
145 153
-
-
**145 153**
47 376
106 199
**153 575**
**(8 422)**
51 396
**42 974**|**Total**
**Funds 2024**
**£**
77 473
3 267
742| |---|---|---|---|---| |||||**81 482**| |||||21 105
76 154| |||||**97 260**| |||||**(15 778)**| |||||67 174| |||||**51 396**| The results for the period are derived from continuing operations. There were no recognised gains or losses other than those passing through the statement of financial activities. ## **BEEN THERE BALANCE SHEET AS AT 31 MARCH 2025** |**Fixed assets**
Tangible assets
**Current assets**
Debtors
Cash at bank & in hand
Creditors: amounts falling due within 1 year
**Total current assets less current liabilities**
**Total assets less current liabilities**
Creditors: amounts falling due after more than 1
year
**Net assets**
**Reserves**
Unrestricted funds
Restricted funds
**Net assets**|15 762
31 087
**46 849**
3 875
**2025**
**£**|0 00
**0 00**
**42 974**
**42 974**
-
**42 974**
41 396
1 578
**42 974**|0 00
**0 00**
6 730
53 743
**60 473**
9 077
**2024**
**£**|0 00
**0 00**
6 730
53 743
**60 473**
9 077
**2024**
**£**| |---|---|---|---|---| |||||**0 00**| |||||| |||||**51 396**| |||||**51 396**| |||||-| |||||**51 396**| |||||44 980
6 416| |||||**51 396**| The financial statements were approved by the Board and signed on its behalf on ___14/08/2025___ by: Joel Stanier **Chair** ## **Independent examiner's report on the accounts** **Section A Independent Examiner’s Report** **Report to the trustees** Charity Name **Been There On accounts for the year 31 March 2025 Charity no 1191044 ended (if any) Set out on pages Pages 1-12 of the Trustee Report and pages 1-2 of the Statutory Accounts comprising of “Statement of Financial Activities” & “Balance Sheet”** I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 31/02/2025. **Responsibilities and basis of report** As the charity's trustees, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”). I report in respect of my examination of the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act. **Independent** The charity’s gross income did not exceed £250,000 and I am qualified to **examiner's statement** undertake the examination by being a qualified member of Association of International Accountants (AIA). I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination which gives me cause to believe that in, any material respect: - the accounting records were not kept in accordance with section 130 of the Charities Act; or - the accounts did not accord with the accounting records; or - the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination. I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. **Signed: Date: 24 Jan 2026 Name: Michael Judd CPA FAIA Relevant professional Fellow of the Association of International Accountants (FAIA) UK qualification(s) or body Member of CPA Australia (if any):** **Oct 2018** 1 **IER** ## **Address: 15 Roxford Close** **Upper Halliford SURREY TW17 8RS** ## **Section B Disclosure** Only complete if the examiner needs to highlight material matters of concern (see CC32, Independent examination of charity accounts: directions and guidance for examiners). **Give here brief details of any items that the examiner wishes to disclose** . ## NOT APPLICABLE 2 **Oct 2018** **IER**