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2024-03-31-accounts

Gaming together to make a change Annual report and accounts 2023/2024

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Game therapy is like Drama Therapy in that players can act out scenarios in a safe, controlled, psychologically informed environment to facilitate creativity, imagination, learning, insight, and growth.

However, it di�ers from traditional Drama Therapy in that it uses collaborative Table Top Role Playing Games (TTRPGs), such as 'Dungeons & Dragons’ type games or video games, to intentionally achieve these therapeutic goals.

And you get to play a game. So, it's fun!

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Game Therapy UK , use pioneering, evidence-based, therapeutic gaming to address social isolation, trauma and aid recovery.

We do this through our three charitable aims which are:

PROJECTS

Delivering and supporting evidence-based, therapeutic gaming projects to vulnerable groups. This includes a wide range of groups such as:

We partner with a wide range of organisations including charities, local authorities, schools, and NHS departments to develop and deliver these projects.

ACADEMIC RESEARCH

Delivering and supporting rigorous academic research. This includes:

We partner with a wide range of organisations, including Universities, Medical Schools, and Libraries to develop and deliver this academic aim.

TEACHING AND EDUCATION

Delivering and supporting the teaching of evidence-based best, practice in therapeutic gaming. This includes:

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CONTENTS Overview
5 Welcome from the Chair of Trustees
6 2023-24 Highlights
7 Strategic Report
8 Our vision and strategy
9 Our partners
10 Our promise to donors
11 Structure, Governance, Management
12 Governing Document
13 Trustees Statement of
Responsibilities
14 Commitment to equity, diversity and
inclusion
15 Our volunteers
16 Strategy and Capacity Building
17 Our Current Activities
20 Our New Activities
21 Financial review
22 Risks and uncertainties
24 Independent Accounts
26 Financial Statements
27 Statement of Financial Activities
28 Balance Sheet Financial
Performance
29 Notes on the Financial Statements

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From Gary Colman, Chair of trustees

On behalf of the Board of Trustees, I would like to warmly welcome you to our Trustees Annual Report (TAR) for 2023-24. GTUK transforms lives of some of the most vulnerable groups within our society through the powerful impact of innovative therapeutic gaming projects.

This is our first published annual report as a registered charity and we have already transformed the field of therapeutic gaming with our pioneering, collegiate approach. This has seen us host the UKs first academic conference on therapeutic gaming , announce the launch of the UKs first peerreviewed scientific journal on therapeutic gaming and be awarded the Ian Livingstone Innovations in Gaming Award 2023 .

In year one we have put in place the structures of good governance that is the bedrock of our charity.

We have a clear vision which is to provide the benefits of evidence-based, best practice, therapeutic gaming to all, with our priority on those with the greatest need and vulnerabilities. This, together with our core values of trustworthiness , inclusivity, and compassion , form the base all our behaviours and decisions.

subcommittee structures to oversee each of our projects (homelessness, veterans, autism, special educational needs etc), academic work (academic conferences and academic journal) and education and training .

I would like to express my gratitude to our expanding network of volunteers who are committed to providing therapeutic gaming to vulnerable communities. It is this huge group of specialists, clinical psychologists, educators, psychiatrists, researchers, and of course gamers, who provide our charity with the authoritative knowledge-base for our work.

I’m also greatly encouraged by the number of people with lived experience who are supporting our projects. Their contribution remains invaluable to our work and vision.

Finally, I would like to thank all our donors and funders who generously provide our volunteers with the funds and tools with which to do this important and transformative work.

Every pound we receive, every dice given, and every second-hand miniature figure gifted is hugely valued, carefully accounted for, and put to good use in our projects.

We have established a board of trustees with a diversity of gender, ethnicity, age, and social background. I am confident that we have the right team, with the right skills (including clinical, financial and leadership) to provide good governance through Strategic Planning, Financial Planning, and Risk Management to allow growth.

As the scope, scale and number of our projects grow we now benefit, at a tactical level , from the newly developed

Gary C�man

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GTUK talks to Kaye Adams on BBC Radio about our projects for autistic young people.

GTUK presents our data at the Pathways International Conference on Homelessness Health, London.

The therapeutic gaming work of GTUK features in New Scientist magazine and online video.

GTUK annual all-star comedy fundraiser.

GTUK selected as a beneficiary of Games Aid funding for new projects for Young People.

GTUK at MCM Comic Con. Charity raffle dice signed by cast of Critical Roll.

GTUK win “Ian Livingstone Innovations in Gaming Award 2023”.

GTUK host the first British Therapeutic Gaming Academic Conference at Derby University.

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Our Vision is for the benefits of evidence-based, best practice, therapeutic gaming to be available to all, with our priority on those with the greatest need and vulnerabilities.

Our Core Values

Trustworthiness:

Inclusivity:

Compassion:

We are driven to demonstrate through our actions that we are reliable, truthful dependable. Others can expect to have confidence in our qualifications, capabilities, and reliability.

We will strive to ensure that everyone feels welcome, valued, and respected, no matter who they are or where they come from.

We have a responsibility to support one another and therefore we are motivated to stand alongside people facing vulnerability and to provide support and care.

Our Strategic Approaches

Expertise: Collaboration: Be the best.

Leadership: Shape change.

Be the largest.

We strive for excellence, and to be recognised as the UK authority within the discipline of therapeutic gaming.

We seek to We are clear and collaborate with open with information others who share our and plans, core values and acknowledge where professionalism in things haven’t gone order that we can do right, and the best to the most. demonstrate integrity and authenticity.

Viability:

Remain sustainable.

We will identify and prioritise capabilities, resources, and risks in order to plan for the short and long term and remain sustainable financially, socially and environmentally.

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We could not continue to work towards our vision without our amazing supporters. We deeply appreciate their generosity.

In response to their support, we promise to:

• Safeguard their personal details

Our fundraising approach

• Treat them with respect, honesty and openness

• Never put them under pressure to make or continue a gift

• Use their gifts for the purpose for which they are given, and spend donations so they have the most impact

• Respect their wishes and preferences

• All fundraising is carried out by our in-house fundraising team and volunteer fundraisers, who are supported by our Supporters Promise.

• No external professional fundraisers work on behalf of GTUK.

• Never share, sell or rent their personal data to third parties for marketing purposes

• GTUK complies with the Fundraising Regulator and the Code of Fundraising Practice. There have been no compliance issues in the year.

• No complaints were received in the year relating to fundraising.

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Our commitment to good governance

We recognise that e�ective governance is critical for our charity to achieve our missions, maintain public trust, and ensure sustainable use of resources.

We ensure that we have in place the appropriate systems and processes to ensure the overall direction, e�ectiveness, supervision, and accountability of our organisation.

We recognise that we are accountable to all our stakeholders including the public, our volunteers, clients, donors, funders, and regulatory governance frameworks.

We adhere to the 7 principles of the charity code and use it as a tool for continuous improvement in governance.

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GTUK is a CIO registered charity, fully registered on 07 Feb 2023.

Registered Charity Number - 1201860

Registered Address - 27 Old Gloucester Street, London, WC1N 3AX

Bankers- Metro Bank, 1 Southampton Row, London WC1B 5HA

Independent Examiner – Tom Wilcox, Counterculture Partnership LLP, Bank Chambers, Main Street, Hawes, North Yorkshire, DL8 3QL

Legal- Counterculture Partnership LLP, Bank Chambers, Main Street, Hawes, North Yorkshire, DL8 3QL

Insurers - Ansvar Insurance, Ansvar House, St Leonards Road, Eastbourne, East Sussex, BN21 3UR

Charity Governance Code

In July 2017, a group of charity and governance associations introduced the new Charity Governance Code as a practical tool to help Trustees achieve high standards of governance, recognising that good governance in charities is fundamental to success, contributing to our charity achieving its objectives for the benefit of all stakeholders.

The Trustees have benchmarked GTUK governance standards against the recommended practices included within the Charity Governance Code.

In February 2020, the Charity Commission introduced changes to the code to add principles related to integrity and equality, diversity and inclusion. These have been incorporated into the assessment plan and will be reviewed and assessed by Trustees.

Overall, the Trustees are satisfied that the governance standards of the charity are appropriate for its scale, complexity, and charitable purposes.

1. Organisational purpose

GTUK has a clearly stated vision, aim and values these underpin all the works and behaviour.

2. Leadership

The trustees deliver strategic leadership. Trustees demonstrate and model trust, compassion, inclusivity we expect to see throughout the charity.

3. Integrity

The board acts with integrity, adopting values and creating a culture which help achieve the organisation’s charitable purposes. The board is aware of the importance of confidence of all our stakeholders- the public, our volunteers, or clients, or donors, and charitable partners and we undertake our duties accordingly.

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4. Decision-making, risk and control

The board makes sure that its decision-making processes are informed, rigorous, and timely. We use Risk Management tools to assess and mitigate risk. We have appropriate management systems in place that allow e�ective control, delegation, and monitoring. We are transparent when significant events have taken place.

5. Board e�ectiveness

The board works as an e�ective team. The trustees represent a more diverse background of gender, ethnicity, age, and social background than the typical charity. We have a wide range of appropriate skills relevant to the role of the charity.

We cultivate broad working groups of experts in each of our fields of interest (including experts through lived-experience) and they are a valued resource in informing our decision making. This includes ‘critical friends’).

6. Equality, diversity and inclusion

The charity models representation throughout its strategic, and operational tiers. We welcome service users, and those with lived experience onto the board of trustees, operational sub-committees, and broader working groups. Expertise through lived experience is highly valued.

7. Openness and accountability

The board leads the organisation in being transparent and accountable. The charity welcomes observers and ‘critical friends’ (where appropriate) to meetings of trustees and sub-committees.

Public Benefit Statement

The Trustees consider that they have complied with Section 17 of the Charities Act 2011 with regards to the guidance on public benefit published by the Charity Commission.

The Trustees review the aims, objectives, and activities of the charity each year.

The Trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help.

The review also helps the Trustees ensure the charity's aims, objectives and activities remained focused on its stated purposes. The Trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives that have been set.

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The trustees are all committed to the charity’s cause and understand and model the charities aims, core values and policies.

The trustees understand their legal and regulatory responsibilities and have read and made themselves fully familiar with:

The Charity Commission’s guidance The Essential Trustee (CC3),

The Charity Code,

GTUK governing documents,

And GTUK policy documents and Risk Management documents.

The Trustees are responsible for preparing the TAR and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of a�airs of the charity and of the income and expenditure for that period.

The Trustees are responsible for keeping proper accounting records which disclose the reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Companies Act 2006.

They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the Trustees are aware:

• There is no relevant audit information of which the charitable company’s auditors are unaware; and

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

• The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

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Equity, diversity, and inclusion (EDI) are central to our work to achieving our vision for the benefits of evidence-based, best practice, therapeutic gaming to be available to all.

We ensure people with lived experience are involved in the co-creation of our projects from working group to delivery and shape every aspect of our work.

We believe that this starts with the Strategic Leadership level, and we are proud that our trustees are more diverse in terms of gender, race, social background and age than a typical UK charity.

We strive to ensure that this inclusivity is represented across Tactical Leadership of the sub-committees and the selection of the broader Working Groups of experts (which include ‘experts by lived experience’).

Key areas include:

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Volunteers Covenant

We are constantly inspired by the generosity, enthusiasm and commitment of the volunteers who give their time and expertise to Game Therapy UK.

As part of that volunteering covenant, we understand that our volunteers and clients expect excellence, trust, and transparency at all levels of our charity.

To that end we will ensure that our volunteers enjoy good governance at all levels.

We will be clear and open with information and plans, and always demonstrate integrity and authenticity.

Onboarding

We will o�er support to volunteers through their recruitment journey.

As part of the onboarding process, we will o�er them initial special-to-role training, provide peer-mentorship and supervision (including clinical supervision where required).

Our volunteers will be welcomed into a community of dedicated professionals, and we will foster that sense of community by sharing news, accessing additional training, allowing participation in working groups and subcommittees.

Further training

We will build on the specialist training and o�er more special to role modules in the coming months and years.

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Strategic Planning

GTUK a 5-year strategic plan, reviewed annually, with multiple perspective input (trustees, Working Group, clients, partners and commissioners).

PESTLE Analysis (Aguilar, 1967) has been used to identify the macroscopic environment challenges such as the socio-political challenge of covid, austerity, disproportionate impact of covid and austerity on vulnerable groups etc). Economic assessment highlights risks of elevated inflation and legal assessment is reflected in consideration of GTUK legal obligations (SORP, FRS 102, etc). Other tools, including ‘SWOT’ and Porters Five Forces (Porter, 1979) have been used to deepen analysis.

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Establish evidence-
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Share ‘real world’
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Sustainably funded
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Our Strategic Priorities The TAR outlines 3 ‘Strategic Priorities’ which have been developed using a SMART Model approach (Doran, 1981).

Establish evidencebase:

Share ‘real world’ best-practice:

Sustainably funded projects:

We are UK leaders in academic research through our support of rigorous academic research, the development of the British Journal of Therapeutic Gaming and hosting the UK Therapeutic Gaming Academic Conference .

We use evidence gathered through real-world projects to develop best-practice policy for therapeutic gaming in each of our areas of interest.

We develop educational packages in therapeutic gaming in each of our key areas of interest.

Having evidenced the beneficial impact of therapeutic gaming in vulnerable groups, we raise funds to support evidencebased, best-practice therapeutic gaming projects for public good.

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Project Homelessness

For two years we have run a weekly/ fortnightly therapeutic game at a hostel for people experiencing homelessness in Camden.

We work in partnership with all the major homeless charities.

Problem

Sixty one percent of homeless service users are classified as ‘lonely’, and over a third of service users reported feeling isolated ‘often’. (Campaign to end loneliness. London: CTEL)

Solution

The use of gaming activities to help the clients model communication skills, and emotional self-regulation can be invaluable in preparing the clients for more conventional therapeutic interventions.

Client Feedback

" There's no shame here. It's kinda like being a kid again. You're told as adults you can't do this, you can't have that imagination. And here you can have as much imagination as you want and that's really fun. You feel way less selfconscious and able to lose yourself in it ".

" It's really helped me. It's been absolutely fantastic, and it's been a great place to come and forget and have fun and be a bit of a kid again ".

Keyworker feedback

“I really enjoyed it and will be recommending it to my clients.”

We are now expanding the Camden project into Hounslow, Liverpool, Newcastle and Manchester.

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Projects for Military Veterans

For two years we have run a series of online fortnightly therapeutic games for military veterans and serving personnel.

We are in discussion with Veterans NHS to develop an online therapeutic gaming service for veterans experiencing mental health conditions (PTSD) from their military service.

Problem

Veterans have an increased rate of common mental health disorders, alcoholism and PTSD. It is associated with social isolation after discharge from the forces.

Solution

The use of therapeutic gaming activities to help the clients model communication skills, and emotional self-regulation can be invaluable in preparing the clients for more conventional therapeutic interventions.

Client Feedback

"Allows me to do something different and stimulates my brain and allows me to chat with other people when I can’t get out".

"It's an escape. The social connections we make in a game are also beneficial for our good mental health".

We now have a community of approx. 120 military gamers in the UK and USA benefiting from therapeutic gaming. The community continues to grow.

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GTUK International Therapeutic Gaming Academic Conference

Problem

Whilst there is powerful anecdotal evidence of benefit from therapeutic gaming, there is a paucity of largescale trials to support this new creative therapy.

GTUK projects gather data for publication in order to advance the evidence-base of therapeutic gaming.

Solution

GTUK is hosting the UKs first academic conference for therapeutic gaming at Derby University, in partnership with researchers and academics from several UK universities.

GTUK International Journal of Therapeutic Gaming

GTUK, in partnership with academics from several universities, is publishing the UKs first peer-reviewed scientific journal into therapeutic gaming in order to advance the evidence-base for this new and innovative discipline.

CPD training and education

GTUK attends UK conventions to educate gamers, the industry and the public in evidence-based, best practice, therapeutic gaming.

In addition to the current special-to-role training GTUK offers its volunteers we are developing an Educational Faculty to deliver our training to a wider audience.

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Young People Projects

In 2023 we developed several Young People projects which respond to the socio-political issues identified in the PESTLE and SWOT analysis and have SMART goals.

For the past twelve months GTUK has had a Working Group of approx. 30 clinical psychologists, educators, gamers and young people develop projects for Young People. This includes projects for YP with:

Since 2023 there have been a small number of GTUK ‘alpha test’ YP groups operating in each of these areas to demonstrate safety and effectiveness. There are many more ‘beta test’ groups joining the project in July and September 2024.

This expansion will be funded by a generous award from Games Aid.

Other continuation funds, and partnerships with other YP Charities, are being sought from a range of funders to continue and expand these transformative Young People projects.

Client Feedback

"I love the online games. It’s great. I get to play a hero and hang out with friends online”.

“My parents love it. They know I’m doing something fun, other than just play on the Xbox”.

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Financial Statement

GTUK is a going concern , with a year of growth and achievement across all of our services. To ensure our organisation remains sustainable and resilient we have further developed our Strategic Plan to ensure our ability to tackle new and emerging issues facing our sector.

The TAR demonstrates GTUK has good liquidity and solvency ratios with a very low risk of being unable to cover its short or (current) long-term obligations.

GTUK has low expenditure reflecting prudence as it has had, naturally, a low income in its first year as a registered charity. Expenditure on projects will rise, following the planned increase in funding.

The current Reserve is £4,000 and represents approx. 12 months running costs and signifies liquidity. It is planned that the Reserve will increase to match the increase in future running costs. Whilst this is above The Charity Commissions (2023) recommendation of three to six months’ running costs we note that many charities now hold 6-12 month running costs in reserve. We believe that this level of reserve will signal to stakeholders’ prudence at a time of planned growth in a volatile economy.

Diversification of Income

To meet the objectives of our strategic plan, we are committed to diversifying our income streams, scoping and taking advantage of alternative sources of funding so that we can grow and maintain quality services for our clients, and continue to generate services that our clients are telling us they want and need.

To do this, we:

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We review organisational risks in a structured way to ensure that we identify risks and take action to eliminate or mitigate the impact of risks that the charity is exposed to. This approach is focused on our comprehensive risk register which is reviewed and updated on a quarterly basis.

This review includes the following key steps:

  1. Checking for completeness of the risks included on the risk register to ensure that all relevant risks are captured.

  2. Recording the impacts of the risk on the charity and the mitigations already in place to address the risks.

  3. Scoring all risks based on likelihood of the impacts of the risk being realised, and the severity of those impacts, taking into account the mitigants in place.

  4. Determining whether further mitigating actions are required to limit the potential impacts of the risk on the charity to ensure that the charity remains resilient.

The key risks which the charity has been actively managing through this process during the period are:

Growth

Whilst growth is a key element of our 5-year plan we also recognise that growth brings with it, its own challenges, and risks (financial, reputational, and legal).

We are confident that we have the right team of trustees in place, with the skills of managing larger clinical and financial organisations than GTUK is likely to achieve even within the next 5- years. Our trustees are supported by committees of volunteers, each of whom have skilled and experienced people within them.

To mitigate risk, we have identified management software which will provide a cost-e�icient tool to help manage the onboarding of volunteers.

We will only grow in size as funds allows. This includes a planned increase of our reserve to ensure that GTUK retains a high level of liquidity and solvency.

We currently have more people volunteering than we can use, however we will monitor our volunteer covenant to ensure that our volunteers continue to find their work inherently rewarding. We believe that the unique opportunities for training and education will remain attractive to volunteers.

However, we accept that there will be a loss of volunteers and therefore we remain active in promoting the charity.

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Uncertainty of Funding

In these uncertain times all charities find fundraising a significant challenge. We have a strategy to mitigate this which involves:

Clinical Risk

We are working with vulnerable groups which can cause a clinical (and reputational/ legal) risk. This is mitigated through:

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Independent examiner’s report to the trustees of Game Therapy UK

I report to the charity trustees on my examination of the accounts of Game Therapy UK for the period ended 31 March 2024.

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 charity’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 examiner’s statement

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:

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.

Tom Wilcox

Counterculture Partnership LLP

Bank Chambers

Hawes

North Yorkshire

DL8 3QL

Date 4[th] November 2024

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For the year ending March 2024

Note Unrestricted
£’00		 Restricted
£’00		 2024
£’00		 2023
£’00
INCOME FROM
Donations
CharityFundraisers 1 £2,754 £2,754 £1,668
Individual Donations 2 £1,637 £1,637 0
Corporate Donors 3 £5,000 £20,200 £25,200 0
Gifts of equipment (dice
and miniature fgures)		 4 0 0 0 0
Charitable Activities
Income from client health
careplans		 5 0 0 0 0
Income from Local
Authorityfunds		 6 0 0 0 0
Other Income 7 0 0 0 0
Total Income 8 £9,391 £20,200 £29,591 £1,668
EXPENDITURE ON
Central Costs
Governance Compliance 9
Insurance Costs £196 0 £196 0
Bank Costs £1 0 £1 0
Management Software 0 0 0 0
AccountancyCosts 10 600 0 600 0
Cost of Raising Funds 11
GTUK Stall £602 0 £602 0
GTUK fyers £90 0 £90 0
Brand/ logo design £560 0 £560 0
GDPR compliant mail £140 0 140 0
Charitable activities
Website £108 0 £108 £6
Veterans 12 £216 0 £216 £72
Homelessness 13 £590 0 £590 £120
YoungPeopleprojects 14 0 0 0
Total expenditure £3,104 0 £3,104 £198
Net expenditure/ Income 15 £6,287 £20,200 26,487 £570

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Notes 2024
£’00		 2023
£’00
Fixed Assets
Tangible Assets 16 0 0
Current Assets
Debtors 0 0
Cash at bank 17 26,213 768
Creditors:Amounts fallingdue within oneyear 18 690 0
Net current assets 25,523 768
Total assets less current liabilities 25,523 768
Creditors:Amounts fallingdue after more than oneyear 0 0
Provisions for liabilities 0 0
Total net assets 0 0
Funds
Unrestricted £3,811 £6,668
General 19 £5,323 £6,668
Designated 0
Restricted 20 20,200 0
Total funds 21 £25,523 £6,668

The financial statements were approved by the Board of Trustees on: ____2[nd] November 2024. And were signed on its behalf by:

Gary Colman (Chairman Game Therapy UK) ______

Company Registration Number: 1201860

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Note

Our annual all-star comedy fundraisers at the London Comedy Store cover almost all our central costs.

Therefore, for our future funders, they can be reassured that over 90% of their donation will go direct to our projects.

The fundraisers have also been a great way to raise the profile of our charity.

We will be seeking a range of corporate donors as part of our diversifying income strategy.

We also received £20,200 in restricted donations (see below).

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In our accounts they are valued as £0 as they are not stock (for resale) and are valued as zero for insurance purposes.

This year we have received donations of kit from:

Critical Kit We Print Miniatures Space Mcquirk Steam Forged Games David Knight (individual) Mammoth Games

These include exploring raising funds from sponsorship/ sales of the British Journal of Therapeutic Gaming/ UK Therapeutic Gaming Conference.

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In 2024, now that we have published our first set of externally audited accounts, we will have more opportunities for funding.

The free version of our HR software is currently suitable for our size but we have budgeted for the paid version in the next 12-24 months as we grow.

This will be our first set of accounts prepared by an external accountant.

As well as raise brand awareness it has been a major tool for recruitment of volunteers.

As our projects grow this annual cost will not increase.

In 2024 we will receive restricted funding from Games Aid and this will largely go towards

  1. governance costs of training and clinical supervision 2. Volunteer expenses at face-toface projects.

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This has already covered its cost in year one in terms of prompting donations and is our main way to engage with the public and recruit volunteers.

Within that there is a £4,000 reserve to cover the central running costs (which are largely governance costs).

There are also £690 which is due for payment to creditors (see below).

The di�erence will be allocated to projects throughout 2024.

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19 Funds Donations and Fundraising has increased significantly 2024 on General 2023.

However, the total Funds was greater in 2023 than 2024. This was because we had a generous start-up Corporate Donation of £5,000 from Vintage Acquisitions.

We anticipate that with our Funding Strategy Funds General will increase next year and will come from an increasingly diverse range of incomes.

20 Restricted We have received a £20,200 restricted donation which is to be spent Funds on digital fundraising opportunities (such as Tiltify) over the next 3 years.

GTUK has several supporters who are social media influencers/ TV personalities, and this restricted fund will be used to leverage that social media profile of our supporters to do online fundraising events.

This will be part of our Diversity of Income strategy.

It will also increase awareness of our brand and improve volunteer recruitment.

21 Total Funds Total funds are £25,523 (2024) and this represents an approximate x4 increase from 2023.

We anticipate, through our fundraising strategy, that total funds for 2025 will be greater still.