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: 

- young people and adults experiencing homelessness, 

- neurodivergent young people and adults, 

- people in recovery from drug and alcohol addiction 

- survivors of modern-day slavery, 

- young people with chronic disease and life-limiting disease, 

- young people and adults with Special Educational Needs, 

- and military veterans with common mental health disorders and/ or psychological trauma/ PTSD. 

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: 

- Supporting an Academic Faculty of volunteer experts (Professors, academic doctors, researchers). 

- Publishing the free to access, peer reviewed, _British Journal of Therapeutic Gaming_ . 

- Producing the _UK International Academic Therapeutic Gaming Conference_ . 

- All our research is published in free to access, peer-reviewed journals. 

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: 

- Supporting a Teaching Faculty of educators. This includes teachers, lecturers and experts in therapeutic gaming. 

- Free ‘special to role’ training, peer-mentoring, and supervision of all our active volunteers. 



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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 

- Select suitable accounting policies and then apply them consistently. 

- Observe the methods and principles in the Charity SORP. 

- Make judgements and estimates that are reasonable and prudent. 

• 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: 

- Game Therapy UK board is committed to our EDI strategy and believe that policy should be demonstrated by diversity and representation at all levels from trustees, subcommittees, and volunteers. 

- We ensure people with lived experience are represented on our working groups designing our projects. 

- We have continued to ensure opportunities for volunteers with a disability, throughout the organisation with our Reasonable Adjustment policy. 

- We ensure that our policies, practices and key projects are fair and do not present barriers to participation or disadvantage any protected groups from participation. 

- We will take action through our _grievance_ and _disciplinary policy_ should misconduct be 





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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-<br>base<br>**----- End of picture text -----**<br>





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Share ‘real world’<br>best-practice<br>**----- End of picture text -----**<br>




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Sustainably funded<br>projects<br>**----- End of picture text -----**<br>


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: 

- Autism 

- Special Educational Needs 

- Duchenne’s Muscular Dystrophy 

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: 

- Explore non-statutory funding opportunities. 

- Increase our local fundraising activities to raise income such as sponsorships and events. 

- Explore funding via clients Mental Health Care Plans. 

- Secure new contract funding where appropriate. 

- Develop significant partnerships to build on our successful tendering. 

- Raise the profile of the organisation via social networking. We have also secured £20,000 restricted donation (restricted to develop ‘Tiltify’ online) to leverage our celebrity and influencer supporters for fundraising. 

- Increase corporate sponsorship and development of local business links. 



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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: 

- Diversification of income, 

- A funding strategy to maximise income and minimise costs (especially central costs), 

- A policy to avoid debt and liabilities, to reduce the risk of insolvency should our future funding decrease, 

- Maintain a reserve to cover twelve months running costs. 

## Clinical Risk 

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

- Having robust policy, and ensuring all volunteers understand and follow it, 

- Appropriate training at all levels, 

- Appropriate supervision at all levels, 

- A culture of transparency, accountability, risk assessment and mitigation. 



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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: 

- 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. 


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<br>£’00|Restricted<br>£’00|**2024**<br>**£’00**|2023<br>£’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<br>and miniature fgures)||**4**|0|0|**0**|0|
||||||||
|**Charitable Activities**|||||||
|Income from client health<br>careplans||**5**|0|0|**0**|0|
|Income from Local<br>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|





**29 |** A n n u a l  r e p o r t  a n d  a c c o u n t s  2 0 2 4 


||**Notes**|**2024**<br>**£’00**|2023<br>£’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 



**30 |** A n n u a l  r e p o r t  a n d  a c c o u n t s  2 0 2 4 



**Note** 

- **1 Charity Fundraiser** 



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. 

- **2 Individual** Individual donations have greatly increased due to the charities **Donations** attendence at gaming and comic book conventions. 

- **3 Corporate** We have received a very generous, unrestricted donation from **Donors** Vintage Acquisitions. 

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). 



**31 |** A n n u a l  r e p o r t  a n d  a c c o u n t s  2 0 2 4 


- **4 Gifts of** We hugely value the generous donations of individual dice, and **equipment** miniature figures etc which we log, account and distribute to be **(dice and** used in our projects. **miniature figures)** In our accounts they are valued as £0 as they are not stock (for re- 

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 

- **5 Income from** Many of our clients have Mental Health Care Plans in place which **Mental** have funding attached which can be used to fund therapeutic **Health Care** interventions such as those delivered by our projects. **Plans** 

- **6 Local** We are co-producing new projects with Local Authorities and some **Authority** of these will come with LA funding attached. **Funds** 

- **7 Other** As part of our Diversity of Income policy we are looking at other **Income** streams of income. 

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



**32 |** A n n u a l  r e p o r t  a n d  a c c o u n t s  2 0 2 4 


- **8 Total Income** We have seen an increase in both our restricted and unrestricted income. 

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

- **9 Central** Our main central costs our related to our duties of good governance. **Costs-** This includes mail-out system that allows us to store emails in a **governance** GDPR compliant way, plus insurance, banking and accountancy costs. 

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. 

- **10 Accountancy** Our accounts as an unregistered charity ran May-May however we will **Costs** do a short account this year in order that we can have aa March end of year account date. 

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

- **11 Brand** Our costs for ‘brand awareness’ (a branding package and ‘pop-up’ **Awareness** stall) are a one of purchase. The donations that this allowed by attendance at conventions has already almost covered this cost. 

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

- **12 Veterans** The main cost for the veteran’s online project has been the cost of **Project Cost** surveying software which allows us to gather our data for KPIs and research. 

As our projects grow this annual cost will not increase. 

- **13 Homeless** Our two major costs have been volunteers travel costs and venue **Costs** hire. 

- **14 Young** Initially our small ‘alpha test’ of YP **People** projects were run online with no **Projects** volunteer costs. 

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. 




**33 |** A n n u a l  r e p o r t  a n d  a c c o u n t s  2 0 2 4 


- **15 Net** The charity has a positive balance of The charity has a positive **Expenditure/** account of **£340.92** for unrestricted balance of account of **Income** income. **£20,000** of restricted income. 

- **16 Tangible** GTUK currently has no significant tangible assets, not any items that **Assets** of value that require insurance. The only purchase has been a lowcost ‘pop’ up stall which we take to most of the UK gaming conventions and Comic Cons. 

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. 



- **17 Cash in bank** GTUK has **£26,213.16** cash in bank which signifies liquidity. 

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. 

- **18 Payment to** There is a £90 payment due for payment for venue hire of homeless **creditors** project Camden (the bill for which we are waiting to receive). **(due within** There is £600 payment due for external accountancy costs. **one year)** This will be paid from cash in bank on receipt. 



**34 |** A n n u a l  r e p o r t  a n d  a c c o u n t s  2 0 2 4 


**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.