CALM Impact Report 2016-17 – Trustees' Report & Accounts by SASP

IMPACT REPORT 2016-17 TRUSTEESâ&#x20AC;&#x2122; REPORT AND ACCOUNTS WWW.THECALMZONE.NET

CONTENTS

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ABOUT CALM

The Campaign Against Living Miserably (CALM) is an award-winning charity dedicated to preventing male suicide, the single biggest killer of men under the age of 45 in the UK.

About CALM How we work Welcome from the Chair Welcome from the CEO Highlights 2016-17 Our services and partnerships The voices of CALM

:N AH

EC OS

RE T E ON

R ID US:

LY NE L

RE A K

OB ION T

S IL T HE

E NC E

T C DARK G AC F T HE O MAR N I T U K 12 E US O D: TA T GUID DAVI 14 A H T ONGS 16 ADY: S LK KAY TO TA 18 KE: IT’S O U L 20 L TWITTER: MAN YOUR LOCA 20 21 KLAAS: PUTTING THE HUG IN THU G 22 WYAT T: ON 24 THE ROAD TO ROCKS SILVIN TOCK 25 A: OFF T H 26 E PROF PAGE E S SO 28 R GR W IL EEN: L IAM TALK PAU &H I NG C A RR L: M EN T R Y: R I ND E ST OYA AGE OVE L SU RM PP O AR RT ATH ON 29 30

The year ahead Thank you

31 32 44 46 46 47 48 49 60

Trustees’ report and accounts Operational report Independent auditor’s report Statement of financial activities Income and expenditure account Balance sheet Statement of cash flows Notes to the financial statements Legal and administrative information

PREVENTING MALE SUICIDE E

very day on average twelve men take their own life in the UK, and men are three times more likely than women to die by suicide (ONS 2016). CALM takes an active and positive approach to changing this unacceptable picture.

that drive awareness and change attitudes so that, over time, fewer men will need our services or feel suicide is their only option when they reach that point.

We operate on the frontline, delivering services for men who are in crisis or distress, as well as supporting the people around them and those who’ve been bereaved by suicide.

At the heart of CALM we strive to understand exactly how men think, feel, behave and experience the world, so that we can reach them on their own terms and on their own turf. CALM is a platform for expression and collaboration, where we actively reject living miserably and embrace all interpretations of masculinity.

At the same time, we look to the future and our ultimate goal of long-term culture change, running campaigns

We invite you to do the same and help all men live a life less miserable.

CALM / IMPACT REPORT 2016-17

OUR ENABLERS

The key inputs that enable the work we do are: operations and infrastructure, funding and partnerships, brand and marcomms. These are informed by research and insights.

OUR OUTPUTS

We achieve our objectives by providing support services to men in crisis, through our engagement activities and through our campaigns. These are measured through our monitoring and evaluation framework.

OUR OBJECTIVES

Our outputs drive behaviour change, so more men seek help when they need it now; and culture change, so fewer men feel prevented from seeking help in the future.

OUR GOALS

Our ultimate goals are to reduce male suicide and to open up masculinity for redefinition.

HOW WE WORK

WELCOME FROM THE CHAIR

OPERATING MODEL

A LIFE LESS MISERABLE, FOR ALL MEN

OPERATIONS AND INFRASTRUCTURE

FUNDING AND PARTNERSHIPS

BRAND AND MARCOMMS

SERVICES

ENGAGEMENT

CAMPAIGNS

CRISIS

he last time I wrote this letter, CALM was celebrating ten years at the forefront of preventing male suicide. It was a time for reflection about our remarkable journey to date and the path ahead. In that, there is one person to thank above all others for her tenacity, passion and unflinching drive in our extraordinary movement – Jane Powell, our outgoing CEO. As we close our 11th year, we raise a collective glass to Jane. She created and nurtured the Campaign Against Living Miserably. It has changed and indeed saved the lives of so many men. Big shoes to fill then.

NOW

CULTURE CHANGE FUTURE

REDUCE MALE SUICIDE + REDEFINE MASCULITITY

CALM / IMPACT REPORT 2016-17

Simon arrives in a pivotal year. The climate in which CALM operates has shifted considerably. It was marked by the government’s update to their suicide prevention strategy, since which mental health, suicide and masculinity have never been so high on the public agenda. A host of sportsmen, musicians, celebrities, companies – not to mention royalty – have placed their support firmly behind these issues.

BEYOND TALKING, PEOPLE ARE LOOKING TO ACT

UPSTREAM

BEHAVIOUR CHANGE

our growth – preventing suicide, saving lives and delivering a vision of positive masculinity, for all men.

But equally my heartfelt thanks extend also to every single person in the CALM family – be they our trustees, staff, volunteers, fundraisers, CALMzine readers and our newest supporters. In the twelve months reported here, together we helped public awareness of male suicide grow to 33%, we supported 64,000 helpline callers and 11,000 webchatters, hosted scores of events, climbed mountains, run thousands of miles. And our campaigning chorus of voices rings louder than ever before. So it is on behalf of the extraordinary people who make CALM what it is today that I welcome another sure-footed powerhouse to continue on Jane’s path and lead from the front. Simon Gunning joined us as CEO in January 2017, fresh from over 20 years in the worlds of music, TV, marketing and technology. Combining the boundless energy of a puppy with the wisdom of an old dog, his paw print is already evident within the team, with our partners, supporters and in the media. I am confident Simon will only accelerate

CALM / IMPACT REPORT 2016-17

There is enormous comfort to be felt in all of this public debate. But we cannot be deceived. The issues are far from resolved. Men are still three times more likely to take their own lives than women. Suicide remains the single biggest killer of men under the age of 45. Rest assured the fire in our bellies continues to burn. Our campaign trail continues. Slowly, it seems the terms of the debate are changing. Beyond talking, people are looking to act. Men are beginning to see a different view of masculinity. Perhaps a tide is turning. Today, we catch more than a glimpse of something positive; something real; something that, together, I know we can achieve: a life less miserable, for all men.

James Scroggs Chair of the Trustees

HIGHLIGHTS

WELCOME FROM THE CEO

THE YEAR THAT KICKED OFF CALM 2.0 I

was told many times that Jane’s shoes were going to be hard to fill and that has certainly proven to be true. Her tireless dedication to CALM over the last ten years has built an amazing organisation and everyone involved – staff, trustees, volunteers and especially those directly helped by CALM’s services – will be eternally grateful for what she has achieved. CALM has continued to grow throughout 2016-17 with revenues significantly up from last year, largely driven by the truly extraordinary support of individuals and groups across the UK. Our financial stability is

To build on the success of 2016-17, notably aided by the support of Heads Together and The Royal Foundation, we have expanded our team and capabilities across commercial and communications activity. This will allow us not only to diversify and grow our revenues but also to develop our messaging and activity to address societal issues upstream from the point of individual crisis.

SUICIDES PREVENTED

409

This year, therefore, we set an agenda to move to ‘CALM 2.0’ – the development of our brand to focus on a positive opening up and celebration of masculinity.

THE COMING YEAR WILL BE A BIG ONE FOR CALM This message has already resonated strongly with supporters and commercial partners alike: our developing relationships with some of the country’s leading consumer brands are based on the belief that, together, we can achieve a life less miserable – for you, your mates and for all men.

This means a prudent approach to our use of funds, including reserves and the costs we incur running the business, along with a vigilant eye on the quality of the services we provide.

The coming year will be a big one for CALM. We have grown in numbers as measured in income, personnel and impact so now is the time to kick on for 2018, building a brand, a business and a range of services dedicated to helping men and reducing male suicide.

Thanks to rugby player and Andy’s Man Club founder Luke Ambler, thousands of OK sign selfies took over our social media feeds in August and September 2016, sharing the all-important message that #ItsOkayToTalk. We’re not allowed to play favourites, but when Ricky Gervais shared his pic we may have done a little dance. Read more on page 20

Thanks to our phenomenal helpline workers who took 63,536 calls and web chats last year – that’s 24% up on the previous year – CALM prevented 409 suicides. Read more on page 9

#ItsOkayToTalk

3 / WE FOUND THE PERFECT PLAYLIST Launched on International Men’s Day 2016, CALM’s campaign Torch Songs is all about celebrating the power of music to lift us out of life’s low points. Frank Turner, The Vaccines, Years & Years, Blaenavon and a whole host of other bands and artists joined forces to spread the word by recording their very own Torch Songs. Read more on page 18

Simon Gunning CEO

1 / 409 SUICIDES PREVENTED

2 / SELFIES GOT SERIOUS

relatively assured for the mid to long term, certainly in comparison to the vast majority of UK charities, and it must be our priority to ensure we continue to provide our current services without risk. Once this is assured, we can then move to innovate upon and expand our current range of services.

A high level of quality has been preserved despite demand increasing by 28%: we answered 24% more contacts across the helpline and webchat than the previous year, maintained an excellent strike rate of 76%, and directly prevented 409 suicides.

THE TOP TEN MOMENTS OF 2016-17

CALM / IMPACT REPORT 2016-17

7 / CALMZINE WON A MIND MEDIA AWARD

4 / WYATT WENDELS FELL OFF HIS BIKE… …and then went on to cycle 1,100 miles in just six days in December 2016. You don’t need to hear about the state of his – ahem – saddle, but you do need to know that hundreds of people were inspired by his epic Road to Rockstock, supported by Planet Rock, which raised more than £70,000 for CALM. Read more on page 22

CALM’s quarterly lifestyle magazine covers all the things that make men tick: sport, music, comedy, art, relationships, heroes and the odd rant. A platform for all guys – from poets to princes (no, really) – we’re enormously proud that CALMzine took home the 2016 Mind Media Award for best mental health publication. Read more on page 24

MILES CYCLED

1,100 8 / WE FOUND A GREAT EXCUSE TO GO TO THE PUB

HOURS GIVEN BY CALM VOLUNTEERS

3,907

5 / CALM VOLUNTEERS GAVE MORE TIME THAN EVER BEFORE From serving thousands of cuppas to pounding the pavement to deliver CALMzines, CALM just wouldn’t be CALM without the undying commitment of our heroic volunteers. Read more on page 39

CALM’s trademark campaign ManDictionary graces billboards and bus stops nationwide, but as last winter drew in we decided it was time to take things indoors. Hundreds of CALM campaigners across the land took on the challenge to ‘Man Your Local’, distributing ManDictionary beermats to their favourite pubs, bars and cafes, sparking 22,000 conversations. Read more on page 20

COVERSATIONS STARTED BY THE CAMPAIGN

22,000 9 / WE PUBLISHED NEW RESEARCH In November 2016, in partnership with Huffington Post, CALM published our second ever Masculinity Audit, looking at men’s experiences of all aspects of life from finances to fatherhood. Building on our first edition in 2014, the research showed differences in the way men and women cope with pressures in life, and revealed that men are less likely to tell anyone about going through depression. Read more on page 10

6 / WE NAILED OUR CURTSEYS AND BOWS Actually we didn’t. Instead, when chosen to be part of the royals’ Heads Together campaign, CALM invited the Duke of Cambridge onto the sofa to chat Pokémon, biscuits and society’s silent killer. And, when Heads Together was announced as the official charity for the 2017 Virgin Money London Marathon, a fearless group of CALM supporters laced up their trainers, strapped on some grit, did a few star jumps and kicked off a marathon journey like no other. With support from mindful movement coach Chevy Rough (by name, not nature), together our runners clocked up buckets of sweat and more than £116,000 for CALM. Read more on page 26 and 28

10 / WE PONDERED ‘BEING A MAN’ WITH PROFESSOR GREEN CALM’s patron Professor Green took on one of the headline slots at Southbank Centre’s 2016 Being A Man festival, in conversation with founder Jude Kelly. CALM ambassadors also spoke at four key events across the weekend, whilst we hosted our very own CALMzone in the heart of the festival and made an entire issue of the CALMzine, complete with a cover made entirely of denim, by artist Ian Berry, featuring festival goers themselves. Read more on page 25

CALM / IMPACT REPORT 2016-17

OUR SERVICES AND PARTNERSHIPS

A LIFELINE FOR MEN

FIGURE 2 SERVICE DEMAND YEAR ON YEAR

63,536

15/16

TOTAL DEMAND

YEAR ON YEAR INCREASE IN TOTAL DEMAND FOR CALM’S SERVICES

11,111

6,494

43,062

51,408

14/15

83,261

92,640

72,210

75%

2,866

DESPITE THE SLIGHT DECLINE IN THE MALE SUICIDE RATE, THERE REMAINS A 3:1 MALE TO FEMALE BIAS IN DEATHS BY SUICIDE

34,692

Male suicide is single largest killer of men under the age of 45 in the UK. There has been a steady decline in the overall rate of suicide in the UK since the early 1980s (see figure 1), although this has been more distinctly marked among females. CALM welcomes the slight decline in the male suicide rate seen in the latest figures for 2016. However, there remains a 3:1 male to female bias in deaths by suicide, which informs CALM’s continuing gendered approach to the issue.

53,192

60,545

MALE SUICIDE IN THE UK

28%

16/17

DEMAND IN SERVICE HOURS

ANSWERED

WEBCHATS

OF UK SUICIDES ARE MALE FIGURE 4 AGE – HELPLINE AND WEBCHAT USERS

FIGURE 3 SERVICE DEMAND YEAR ON YEAR

Awareness of male suicide as the single biggest killer of men under 45 rose again in 2016-17, reaching 33% nationwide.

HELPLINE 0.41%

46.0%

4.76%

WEBCHAT

31.3%

MALE

36-45

17.8%

26-35

TRANSGENDER

46-55

0.6%

19-25

56-64

0.2% 7.2%

2% 15-18

2.9%

0.7% 0.2% 11-14

10.7%

94.83%

7.3%

11.2%

FEMALE

12.2%

MALE 20

24.7%

TOTAL

25.1%

FEMALE

FIGURE 1 DEATHS BY SUICIDE PER 100,000 POPULATION IN THE UK, 1981–2016 (ONS)

65+

HELPLINE AND WEBCHAT For men in crisis or distress, CALM’s services can be a real lifeline. In response to increasing demand in 2016-17, we were able to invest in growing CALM’s helpline and webchat – and their impact – by increasing staff to nine workers daily.

The number of people contacting CALM’s services grew to more than 92,640 in the period, up 28% on the previous year (see figure 2). Our extra capacity allowed us to meet this challenge: answered contacts grew 24% and we maintained a high strike rate of 76%, down only a few points on the previous year.

Helpline calls still outnumber webchats by a factor of four, but it was the webchat service that saw the biggest growth in 2016-17, with answered contacts up 71% on the previous year. Thanks to their dedication, knowledge and service excellence, CALM’s helpline workers helped to directly prevent* 409 suicides in 2016-17, up 19% on the previous year.

* ‘ Suicide prevented’ calls include those where life is in danger or there is imminent threat to loss of life, and our helpline workers intervene to the point where life is no longer in danger or the emergency services have been called to respond.

06 20

96 19

CALM / IMPACT REPORT 2016-17

SUPPORT AFTER SUICIDE PARTNERSHIP

FIGURE 5 CALMZINE PRINT DISTRIBUTION

94,500

85,000

2013–14

40,000

50,000

60,000 2012–13

2014–15

2015–16

2016–17

CALM hosts the Support after Suicide Partnership, or SASP (formerly the Suicide Bereavement Support Partnership), which is focused on ensuring that anyone bereaved or affected by suicide can find timely and appropriate support. SASP acts as a hub for more than 35 organisations providing support across the UK. In the period SASP delivered a major update to its website, including the creation of an interactive map to signpost to suicide bereavement support services by region. Another major milestone was securing funding for the first ever research survey of suicide bereavement in the UK, which was launched in the autumn of 2017 and will be live until August 2018.

CALM’S WEBSITE AND CALMZINE CALM’s website works hard to support men in three key ways. Firstly, it is the gateway to CALM’s helpline and webchat service, and to a searchable database of local support. Secondly, men and those around them can find useful information and advice about anything from anxiety to relationships in our Help pages. In 2016-17, the number of pageviews for the gateway to both these areas rose 28%, reflecting an increasing demand for services that specifically reach men in crisis or distress. CALM’s website also acts as a platform for male expression, hosting a wealth of blogs and articles contributed by supporters and ambassadors. Of our nearly half a million website users in 2016-17, a high proportion (77%) came to the website for the first time, meaning we’re continuing to reach new audiences each year. The CALMzine is a quarterly lifestyle magazine and Trojan Horse for delivering support to men and their mates. It is designed to reach men on their own terms and on their own turf, distributed in store by TOPMAN and to record stores, barbershops, cafes and student unions. The year’s four CALMzines reached a direct audience of more than 94,500 in print and 287,000 online in 2016-17, up 47% in total on the previous year. Covering topics from man boobs and marathons to tattoos and taboos, CALMzine highlights include interviews with Fun Lovin’ Criminals’ Huey Morgan, Professor Green, Majestic and Princes William and Harry. We also made CALMzine history by creating the last magazine of 2016 live at the Southbank Centre’s Being A Man festival, where participants contributed, illustrated and even posed as our cover stars.

SUPPORTAFTERSUICIDE.ORG.UK

MASCULINITY AUDIT In November 2016, ahead of International Men’s Day, CALM published its 2016 Masculinity Audit in partnership with The Huffington Post UK. The report, which followed the same line of enquiry as the inaugural Masculinity Audit in 2014, shone a light on what it’s like to be a man today, covering areas such as role models, work, family and relationships. The research, which was published as part of The Huffington Post UK’s Building Modern Men campaign, highlighted how men cope differently to women in life and specifically in relation to mental health and wellbeing. The 2016 Masculinity Audit revealed men are less likely than women to open up about being depressed, more likely to exhibit risk-taking behaviours and can feel more frustrated at life’s challenges, like losing a job. The research serves as key insight, informing CALM’s approach and activities, and will be repeated in 2018.

CALM / IMPACT REPORT 2016-17

CALM is a platform for action and self-expression, for collaboration and forging connections. In that spirit, the following pages are written by members of the CALM family – volunteers, supporters, fundraisers, musicians, runners and riders.

READY TO MEET OUR HEROES? PLEASE DIVE RIGHT IN…

The

M L CA

CALM / IMPACT REPORT 2016-17

1 / HANNAH Hannah Goodwin and her family became involved with CALM four years ago after her younger brother Luke died by suicide. She has since become an invaluable and much-cherished member of #TeamCALM who’s been described as CALM’s Swiss Army knife. She has turned her hand to everything – street team volunteering, fundraising, social media and photography. These pages feature her photography from CALM’s stint at Secret Garden Party 2016.

MAKING SURE Luke kept all of his problems and fears to himself. It was heart breaking. Little did we know that thousands of families around the country were suffering in the same way. I had no idea that the statistics were so shockingly high for male suicide and I knew I had to get involved. It was a positive outlet for our grief, but what we received in return was the most amazing support. When you’re searching for answers, are lost, confused and overwhelmed by sadness - having CALM there means a lot. Volunteering for CALM is a hugely rewarding experience. People are shocked to hear the statistics. By spreading the word, engaging in conversation, getting that magazine into the right hands you could potentially be helping to save a life. I want chaps who are in crisis to find some comfort and maybe solutions via the website or the helpline.

Hannah Goodwin, CALM Volunteer

IS NO SECRET 12

CALM / IMPACT REPORT 2016-17

2 / MARCUS Since losing his best friend Nelson Pratt to suicide, Marcus Chapman has – along with Nelson’s family – run an incredible annual cycling sportive in his honour. Nelson’s Tour de Test Valley 2016 offered 800 riders the chance to take on three different routes through beautiful countryside, followed by delicious grub, local ciders and a proper good knees up.

! Y L L E N , N O E D RI

ng rci e i p .A 12 ast. ed y 0 nn e 2 l e nt u n th e t a l e s t J e u l a r b l e J in say lly ali op cca ide t to tiona med ost p mpe c i su hear cep nze e m nd i pic or y e to tt the n ex c bro ly, th st y a t of mem on ’d a r gh s a p i i de en i s P g he e m a on rou e w lym l fa mo tem in h akin ere, urit s l t h u a g O Ne ht t – h to er f hin rst ide er e h avo uge n nd raig it all ach ond linc nde to r n ev wer his f as h nt i e i e f o u p l e th a h e e r t e v un t f r t s a d , c a w un n t el l es bol on h rder d by ith is a y peo ers er. If y’ af s w sful h a f y.” b y lt l s o a h e t , w s e d a n r i d th n t s a e s uc y d a b is lis is t m r b o Ne m re ge Mo ion cc g s los nde rdly snow cher cyc ly m r so mo d to ull stat er su nin ever n thu t wa nal and keen sore ethe saw plore he ‘F eed oth ru h us Ou essio ved , a he’s tog r we I ex ed t pic f d an from wit e d m lo ew y es l le M ng e a of p r n e s , I k n o s a i n g i i s y n a n c k n a s th e t f u e C A L d r i d h i o r T n t a o r n a er J r s o r s . s . B nd th f o , a el s – n t w ni s a p e n n e ti o n e , a d s N i l e r o n , i e n t , 5 0 0 s o n rg ma opor vileg roa 00 m aditi mitm £49 live tO en p r a p r i a m e th e 1 i s tr co m i s e d l s o n v dE i s s e s o n e i n th c l a d e r a . N e an g o w e d n h t ve n d c r a u d t ti s te ha al. A of ly pro ul se ru T o e f M m els ’m s uti AL lev 16. I bea ,C n a a 2 0 y in pm ha da C us rc Ma

CALM / IMPACT REPORT 2016-17

3 / DAVID

TAKING

For World Suicide Prevention Day 2016, CALM teamed up with Hungry Man to release a powerful film aimed at breaking the silence of male suicide. The film’s writer and director David Allain created a script inspired by verbatim theatre, using the actual words of real men that have used CALM’s services when in need of support, including “the thing most likely to kill me is me”. The ensemble cast included Ashley Thomas, Marc Picketing and a cameo appearance from BBC Radio 6 DJ Tom Robinson.

TO BREAK THE SIL ENCE

wanted to create mini scenes that aren’t what we expect to see and yet are rooted in the journeys of real men. I’ve been that person that says, ‘but he seemed fine the other week’. It shook me to my core - the dreadful realisation of being too late to mollify the inner conflict of someone you were close to. So I jumped at this opportunity when it arose, hoping never to experience that feeling of being too late to listen or do something again. It’s vital to listen while we can, and to encourage others to see how talking really can save lives. David Allain, Director

CALM / IMPACT REPORT 2016-17

4 / ADY Everyone has moments when things get tough, but we all have a favourite track that can turn things around. That’s yourTorch Song—it lights the way out of the dark. CALM launched the Torch Songs campaign on International Men’s Day 2016, with artists including Years & Years, Elbow and The Vaccines. R&B star Ady Suleiman, who joined CALM as an ambassador this year, recorded Bill Withers’ classic, ‘Lean On Me’, as his stunning Torch Song.

SONGS THAT

GUIDE US OUT OF THE DARK

hen you’re in music and signed to a label people assume you’re living the dream so you can’t really complain. I was selling out venues. I had been signed to a major label, released two singles and was working towards the release of my debut album. As you would expect I was experiencing some extreme highs, but also some curious lows that caught me off guard. After my last tour I realised just how much the stresses of the industry had affected my mental health. Sometimes you don’t know exactly how

you’re feeling until you stop and check in on yourself. But I have found things that have helped, primarily looking after myself and being aware of what I am putting into my body. When CALM asked me to do a Torch Song I was honoured. It was my mum who suggested ‘Lean on Me’. I thought the message was perfect. I love Bill Withers and this song in particular is so special. It’s a feel-good tune and always picks me up. The lyrics encourage me to reach out to people when I’m low which always helps.

Ady Suleiman, musician and CALM ambassador

CALM / IMPACT REPORT 2016-17

5 / LUKE CALM first met Luke Ambler as a result of his viral #itsokaytotalk selfie campaign, launched after the rugby league player lost his brother-in-law to suicide. In August 2016 CALM got behind the campaign which reached millions, with sports stars and even Ricky Gervais getting involved. Luke set up a men’s group in Andy’s name – Andy’s Man Club – to support the local Halifax community, which has now grown to include groups across the UK.

7 / KLAAS

It’s

to talk People message because they’ve seen our #ItsOkayToTalk campaign and tell us how it’s saved their life. I get no greater satisfaction. Success to me is the number of people’s lives you can impact in your time here. I will keep that thought in my head until I die. Everyone involved with Andy’s Man Club including myself are volunteers so it’s really rewarding to see such an impact made in Andy’s name. Halifax alone has had over 400 men use the group in less than a year and our groups around the UK are up to around 15. If we can keep growing what we are doing and helping people it’s worth all the sleepless nights and long days!

PUTTING THE

HUG IN THUG

Up-and-coming director Klaas Diersmann entered a short film competition last year, ADCAN, fulfilling CALM’s brief to challenge stereotypes of masculinity. His 30-second film called ‘(T)hugs’ pokes fun at the action movies we know so well, with a friendly twist at the end highlighting the importance of men opening up. After winning at ADCAN, Klaas’ film was released to mark Red Nose Day and to celebrate CALM reaching 200,000 callers.

Luke Ambler, Founder of Andy’s Man Club

6 / TWITTER CALM launched the inaugural #ManYourLocal campaign in November 2016 with the aim of taking #ManDictionary beermats into pubs, t and cafes across the UK, prompting conversations about masculinity with their piss-take puns. Hundreds of CALM supporters got involved and took to Twitter to share the #ManYourLocal message.

I was really drawn to the CALM brief – to disrupt the modern expectation of masculinity in a funny but not flippant way. There’s a really fine line and I didn’t want to get it wrong when tackling such a serious subject. We settled on the idea of a Tarantino gangster movie pastiche involving a kidnapping, with a nod to Reservoir Dogs, as we felt that this would resonate well with the target audience and feel surprising to come from a charity. Think of Guy Richie’s movies, you see all the complexities of their masculine gang warfare

but you never see any complex character development, you don’t see these men behind closed doors dealing with emotional issues – this is what I wanted to play with. I wanted an unexpected and somewhat refreshing element of humour. We tried to speak the same language as the men we needed to reach, to deliver a really important message through something entertaining that they wouldn’t switch off from or disregard. You don’t see the charity message coming, which was really important to me. KLAAS DIERSMANN, FILMMAKER

CALM / IMPACT REPORT 2016-17

GLASGOW KING TUTS

SHEFFIELD SHEFFIELD CITY HALL

MANCHESTER MANCHESTER APOLLO

LIVERPOOL THE CAVERN CLUB

LONDON WEMBLEY STADIUM

BIRMINGHAM

The amount of people who’ve asked ’Why? Why this?’. Well a charity like CALM can be misunderstood – there’s stigma around it. The Road to Rockstock was meant to be a metaphor: I suffer, turn myself inside out, and hopefully it stirs something in someone else. If there’s one person who is affected, who thinks ‘maybe there is a bit of light or a bit of hope’, then it’s worth it.

8 / WYATT Planet Rock presenter Wyatt Wendels wasn’t satisfied with riding overnight from London to Planet Rockstock in 2015, so in 2016 he decided to take on a gruelling 1,100 mile challenge instead. This year’s Road to Rockstock saw Wyatt brave wind, rain and far too much saddle time to take in the likes of Nottingham, Newcastle and Glasgow en route to the festival in Porthcawl. He made it in time to see The Dead Daisies onstage, inspired hundreds and raised more than £70,000 for CALM.

During the ride, the hotel in Cardiff passed on a message from someone who’d heard about the ride and got in touch. It said a woman wanted to thank me for saving her husband’s life – and, in turn, for saving hers too. So despite the blood, sweat and tears – it’s definitely not all downhill from Scotland! – I would do it all again.” Wyatt Wendels, Plant Rock presenter

CALM / IMPACT REPORT 2016-17

10 / PROFESSOR GREEN Known to his nan as Stephen Manderson, rapper and CALM Patron Professor Green featured in a headline slot at Southbank Centre’s Being a Man festival in November 2016. He also dropped in at the CALM area to chat all things masculinity and growing up in Clapton, then featured in a short film alongside Freddie Flintoff in support of the Heads Together campaign.

9 / SILVINA The CALMzine is CALM’s ‘Trojan horse’, spreading awareness and supporting men in their own terms and on their own turf. Distributed through Topman stores, record shops, barbers and on campus, CALMzine has been designed by the inimitable Silvina de Vita since its inception. Whether featuring poets or princes, Silvina’s creativity, love and signature CALM style have brought the magazine to life and helped it earn the Mind Media Award for best publication in 2016.

s, pres t a lot th e o e in ere’s n nse of im t h e hard ative. T ke s a a s m t g le ge n the ne people ppers. t the o h s w ra es lp so as a ocu that he avourite ore hon . usic ic f ple f ff he m eir mus a p m s e p e o t h e s t u e of m y T . h ic , n au s on is mus enjoy t ugs bec ntion o a w g dr oh nd t te Biggie ellin – it’s a s of a st y t t h e m a , . e s ) n n ! o . tio ith f ho yo n e Tat to n e st situa lot o entif y w ard. stab an isn’t ho gth their was a re h n I id t ’ t e a r n e a t e r s r h r s id T h e th e m o ppe ed (I d image t a lot of it ting t, all ra n bb m ’s ar tis mes ting sta roject a ut there from ad u s s t p a b e s one taf fie, g people r hard, h come own it. y r e S u Ev nd g fo trengt our n, a t, y o ing a t ro n se y own nceptio istake s lings. S one tha ld u ke e u o d e o c f m e h li n s ue mis le can u’v you t it feels what ca ur tr e yo p u w hy Peo wing yo ble, onc at’s h act, b d that’s o h a h T r s m. lne lfis in n. , an e vu oble ot a se is way” o retur n e pr you’r ls th ath of n hug icide is e a e f is e lp u tion d. S gica e els on Isola for goo , no on ycholo Pa t r s e e p m ic e t ALM s th vo C ju o t d is on an “this eople per p Rap lead en, e r or G fes s Pr o

’ve really enjoyed having the opportunity to design and Art Direct CALMzine for the last five years. It has been one of the best jobs I’ve ever had. It’s also been a real learning curve, finding ways to reach different audiences, and still bring a touch of fun to the serious matter of raising awareness of mental health issues. I’ve loved working with superb and talented artists to develop CALMzine’s distinct look and feel, which helped it win best publication at the 2016 Mind Media Awards. That was an unbelievable achievement and one I’m incredibly proud of. It’s wonderful to see how the zine has gone from strength to strength, and I’m so glad to have been a part of it.”

Silvina de Vita, Designer

CALM / IMPACT REPORT 2016-17

11 / WILLIAM & HARRY The Duke and Duchess of Cambridge and Prince Harry invited CALM to be part of their Heads Together campaign, which brought about a step change in wider awareness of mental health problems as well as of male suicide in particular. As men living very much in the public eye, CALM was interested in how William and Harry saw the effects of life’s pressures and the different ways we cope with them. Here, we re-print extracts from their historic CALMzine interview, published in 2017.

“T

he tipping point came when I saw the impact of suicide through my work as a helicopter pilot with the East Anglian Air Ambulance. My first call out was to a male suicide and I was told there were five suicides or attempted suicides every day in East Anglia alone. When I looked into it I was shocked by how bad this situation is – suicide is the biggest killer of men under 45 in the UK – which is absolutely appalling. I hope that through Heads Together and with CALM we can show how to tackle this – by helping men feel they can open up about pressures they are going through and get the help they need.

oyal supporT

For too long there has been a taboo about talking about some important issues. If you were anxious; it’s because you were weak. If you couldn’t cope with whatever life threw at you, it’s because you were failing. Successful, strong people don’t suffer like that, do they? But of course – we all do. It’s just that few of us speak about it. Attitudes are changing and this is being helped by high-prof ile people ta lk ing about their experience. Men like Professor Green, Freddie Flintoff and Rio Ferdinand have led the way. The recent interview with Stormzy about his depression was incredibly powerful and will help young men feel that it’s a sign of strength to talk about and look after your mind as well as your body. There may be a time and a place for the ‘stiff upper lip’, but not at the expense of your health.” HRH the duke of cambridge

“W

e will all go through tough times in our lives, but men especially feel the need to pretend that everything is OK, and that admitting this to their friends will make them appear weak. I can assure you this is actually a sign of strength. The military is a complex picture as on the one hand there is an incredible sense of brotherhood and belonging between you and your mates. You’ll do anything for each other, scrub each other’s boots, drag each other through the mud, anything. Yet, on the other hand, this support for each other hasn’t, up to now, included looking after how your buddy is feeling and thinking about things. When you’re serving you look after your physical health, your training and your equipment, but not your head. At the end of the day we all want to be as physically fit and robust as possible; keeping on top of our mental fitness will not only prepare us better for the days ahead, it will make us better people too. Since we launched Heads Together I’ve met inspirational people who’ve given me confidence that we can all crack this together and make talking about getting help for our mental health as normal as talking about our physical health. Let’s give people from all walks of life the confidence to be able to seek help and direct them towards the right support for them.” HRH prince henry of wales

CALM / IMPACT REPORT 2016-17

THE YEAR AHEAD

11 / PAUL In October 2016, Paul Plowman would have told you he hated running. But after a couple of conversations with mates and the team at CALM, he was hoodwinked into running the 2017 London Marathon to see what effect – if any – training would have on his mental health. The twist is that his running adventure was part of the royals’ Heads Together initiative and he was filmed by the BBC as part of the documentary ‘Mind Over Marathon’.

A CLEAR FOCUS As the environment in which we’re operating continues to evolve, CALM has been clear in setting an agenda for innovation for the entire organisation. This means innovating across our service delivery, income streams and communications.

MIND OVER MARATHON B

EFORE NOVEMBER 2016 I HAD NEVER RUN ANYWHERE AND DID NEXT TO NO EXERCISE AT ALL. EVEN THOUGH DOCTORS AND FRIENDS HAD TOLD ME THAT REGULAR EXERCISE WOULD IMPROVE MY MENTAL HEALTH I WAS QUITE SKEPTICAL. SIX MONTHS DOWN THE LINE I HAD STOPPED TAKING ANTI-DEPRESSANTS AND I HAVE FOUND THAT GETTING OUT AT LEAST TWO OR THREE TIMES A WEEK RUNNING HAS KEPT ME MORE BALANCED AND MORE IN CONTROL OF MY EMOTIONS. WORKING ON THE ‘MIND OVER MARATHON’ PROJECT WAS THE MOST SURREAL EXPERIENCE OF MY LIFE. NOTHING PREPARES YOU FOR CAMERAS, SOUND GUYS, INTERVIEWS OR NICK KNOWLES. BUT I CAN HONESTLY SAY SPENDING TIME WITH MY FELLOW PARTICIPANTS AND LISTENING TO THEIR STORIES HAS BEEN AWE-INSPIRING AND I’M PROUD TO CALL THEM MY FRIENDS NOW. I WAS ABSOLUTELY PETRIFIED WITH THE IDEA OF BEING ON SUCH A HIGH-PROFILE TELEVISION PROGRAMME. I REALLY WAS JUST TRYING TO FORGET ABOUT IT AND CONCENTRATE ON THE MARATHON. AFTER SEEING THE FIRST EPISODE I HAD A HUGE ANXIETY ATTACK AND WAS FILLED WITH DREAD THAT PEOPLE WERE ACTUALLY GOING TO SEE THIS THING. NOW IT’S OUT THERE AND PEOPLE KNOW ABOUT IT, I’M JUST PROUD THAT OUR STORIES ARE IN THE PUBLIC DOMAIN AND THAT IF ONE PERSON DECIDES TO GO SEE THEIR DOCTOR OR EVEN JUST GO FOR A WALK AND STRETCH THEIR LEGS THEN I’LL BE DELIGHTED.”

We are determined to increase and diversify the range of services available to men in crisis. Whilst we continue to grow CALM’s helpline and webchat provision to

London Marathon, peer-mentored by runners from within the group itself and supported by mindful movement coach Chevy Rough. Another key area of focus is to support men in the workplace by helping organisations become happier, more productive places. Our main new initiative in this space, known as CALM Companies, will be taken to market before the end of 2017.

IT WILL BE A CHALLENGING YEAR AHEAD, BUT ONE WE EMBRACE WITH IMMOVABLE DEDICATION AND DRIVE meet ever-increasing demand, we enter a period of exploration to build new ways to help people when and how they need it most. This includes responding to the evolving worlds of communications and device usage. Work is underway to better serve our target audience through services based on data-led automation, developed with partners at the forefront of technological innovation. Our service provision is not just about catching people before they fall; it’s also about providing and enabling environments in which people can participate in the CALM ethos. In the coming year this will be delivered in the form of Collectives, where a passion or activity brings people together and actively divests ownership of CALM to those who define it – our supporters. The blueprint for this has been laid out by the CALM Runners’ Collective, launched shortly after this year’s

Programmes like CALM Companies occupy CALM’s ‘sweet spot’: delivering social impact, our positive message and sustainable funding streams at once. Innovating in our communications involves progressing the CALM brand as a positive force and refocusing on attacking the problem upstream. We will deliver campaigns that empower men to take action towards living a life less miserable, and motivate society as a whole to positively reclaim masculinity as something we can openly interpret as we please. We will work with well-known brands and industry-leading agencies to strengthen this message and maximise its reach. It will be a challenging year ahead, but one CALM’s trustees, staff and supporters embrace with immovable dedication and drive.

Paul Plowman, reluctant runner

CALM / IMPACT REPORT 2016-17

THANK YOU CALM’S HQ TEAM: James Baker, Sarah Bates, Joel

Beckman, Emma Chapman, Celia Clark, Fae Evelyn, Elvina Flower, Lucy Grattan, Simon Gunning, Anna Jones, Bríd McKeown, Sivan Naor, Jane Powell, Phil Robson, Paul Shiels, Rachel Stephenson, Neil Wood; and those who’ve since moved on: Billy, Diane, Elle, Eve, James S, and Steven ▼ CALM’s patron PROFESSOR GREEN and all our AMBASSADORS: Claire Antsey, Jamie Baker, Jamie CampbellBower, Daniel Edmund, Cecilia Knapp, Philip Levine, Majestic, Claire Meadows, Jack Rooke, Chevy Rough, Chris Sav, Will Shan, Jordan Stephens, Matt Southall, RKZ, Ady Suleiman, Scroobius Pip, Eddy Temple-Morris, James Threlfall, Young Guns, Sonny Wharton ▼ OUR FUNDERS: City of London, The Henry Smith Charity, John Ellerman Foundation, Tudor Trust, Comic Relief, The Royal Foundation, QBE European Operations Foundation, The Clothworkers’ Foundation, G M C Trust, Porta Pia 2012 Foundation, London Borough of Hammersmith and Fulham, FMC Technologies, The Octopus Foundation, and City Bridge Trust ▼ ALL THE WRITERS, ARTISTS AND ILLUSTRATORS who contributed to CALM’s website and CALMzine ▼ JOE GOLDMAN for his mad illustration skills ▼ DAVID KIRKWOOD and MIKE KEAR for excellent camera skills ▼ ROWLAND BENNETT for bringing more energy to the room than four average men ▼ WILLING INTERVIEWEES: Danny Sculthorpe, Luke Ambler, Jonathan Stanger, Steve Peters, Colin Jackson, Paul Talbot ▼ The DUKE AND DUCHESS OF CAMBRIDGE, PRINCE HARRY, all the staff at KENSINGTON PALACE, THE ROYAL FOUNDATION and HEADS TOGETHER ▼ THEOBALD FOX and these amazingly supportive agencies: NEWINGTON COMMUNICATIONS,

TMW LIMITED, PUBLIC KNOWLEDGE, HANOVER

COMMUNICATIONS and W COMMUNICATIONS ▼ Our friends and partners working at the COALFACE OF SUICIDE: Samaritans, Network Rail, RNLI, BTP, Association of Ambulance Chief Executives, Highways England ▼ HAMISH ELVIDGE, SARAH BATES and the SUPPORT AFTER SUICIDE PARTNERSHIP ▼ CHRIS LLEWELLYN of CriSeren Foundation for his sage advice ▼ HANNAH GOODWIN and PAULIE DEAUVILLE for event photography ▼ JOSHUA IDEHEN for his continual unprofessional and unreliable ‘Dear Josh’ advice ▼ Everyone who raised money IN MEMORY OF A LOVED ONE ▼ Our amazing corporate partners and friends: JEHU DENNIS PUBLISHING, OCTOPUS INVESTMENTS, THE APP BUSINESS, TOPMAN, and R TWININGS & CO ▼ The INDIANAPOLIS COLTS for their huge donation ▼ All the staff at READING BUSES for their fundraising efforts ▼ HUFFINGTON POST for supporting CALM’s 2016

Masculinity Audit ▼ The whole team at SOUTHBANK CENTRE and all our BEING A MAN VOLUNTEERS for another incredible festival ▼ IAN BERRY for all of the denim ▼ SILVINA DE VITA for another phenomenal run of now award-

winning CALMzines; all our CALMZINE STOCKISTS and CALMZINE VOLUNTEERS for getting them out into the world ▼ THE SIDES OF MARCH for more excellent ’burns ▼ All the artists who recorded TORCH SONGS: Ady Suleiman, Blaenavon, Deadwall, Francis Lung, Frank Turner, Lewis Fieldhouse, Lewis Watson, Lower Than Atlantis, Neil Cowley Trio, Retro Kid, Rou Reynolds, Sam Lee, Satellites, Tall Children, The Vaccines, Tom The Lion, Twin Atlantic, Years & Years ▼ Everyone who ran and cheered this year’s

JAMES HARLEY and the R E M E M B E R COLLECTIVE ▼ KATIE BECKETT and the Out of the Blue team for another incredible race day ▼ DIANE IRWIN

for her Beanz Bash fundraiser and amazing support ▼ ALEX STANLEY for starting his very own #MatesMatter campaign ▼ LUKE AMBLER for inspiring us to say #ItsOkayToTalk ▼ PAUL PLOWMAN for getting his #MindOverMarathon ▼ SARAH MILLICAN for collecting donations during her nationwide tour ▼ All the THEATRE PRODUCTIONS that raised LONDON MARATHON, BRIGHTON MARATHON, SANTA RUN, awareness of CALM and male suicide SUPERHERO RUN, GO DAD RUN! and the BRITISH LONDON 10K including THE LIFE AND SOUL, GET YOURSELF TOGETHER, ▼ Organisations that hosted CALM EVENTS: 5 OUT OF 10 MEN, CYRPUS SUNSETS, AND CRACKED TILES Lloyds Banking Group, Wates Construction, ▼ ALAN BRADLEY and FRANCIS QUIQLEY for making Ashursts, and Linklaters, Consented, the film ManDown ▼ David Allain and the University of Reading, London Ambulance, team at HUNGRY MAN ▼ Klaas Diersman and South West Trains, Students for Global Health, his crew for creating (T)HUGS; and everyone New Vic College, Guildhall School of Music at ADCAN AWARDS ▼ Freddie Fellowes, the SGP and Drama, Alchemy Barbers, Don’t Just CREW and our amazing FESTIVAL VOLUNTEERS for Stare Festival, Communications Workers yet another amazing Secret Garden Party Union, Save the Children, Ernst & Young ▼ ROB ▼ FIELD DAY and SHUFFLE FESTIVAL for having STONES for supporting our research and insights CALM as part of the fun ▼ Our heroic OFFICE efforts ▼ DAVID WRIGHT and his son SUGAR-RAY, VOLUNTEERS ▼ CECILIA KNAPP and ACE HOTEL for and MATT KYNASTON for braving (and nailing) hosting SAVE THE MALE ▼ CALM’s top national TV ▼ Everyone who attended the volunteers: DAVE STRANGE, HANNAH GOODWIN, CORONATION STREET GOLF DAY which raised £14,000, ISADORA MORLEY, JAMIE GILES, JEMMA YIP, PHIL HILL, AXEL and especially MARK BROWN for organising SATGE, DANIEL GHAZVINIE, EMMA COOPER, MATT KYNASTON ▼ Everyone who took part in MAN YOUR LOCAL to ▼ The thousands of SUPPORTERS who took distribute 22,000 beermats across the UK CALM materials into their local ▼ All our MIND THE CHAP volunteers for braving communities, workplaces, schools and rain, wind, and commuters on the streets of universities ▼ For STOCKING THOUSANDS OF London ▼ For supporting Mind the Chap, MANDICTIONARY BEERMATS in pubs across the NATIONAL RAIL and the following stations: London land: Black Isle Brewery, Everards Brewery, Bridge, Waterloo, Liverpool Street, Govia Saffron Brewery, Enterprise Inns PLC, Thames Link Railway, and Victoria ▼ These Fleinfoél Brewery, Green Man, Billericay friendly London boroughs: CAMDEN, HAMMERSMITH Brewing, The Fownes Brewing Company, AND FULHAM, KENSINGTON AND CHELSEA, CITY OF LONDON, Haresfoot Brewery and Wishbone Brewery and WESTMINSTER ▼ DEERSTOCK MUSIC FESTIVAL for Ltd. ▼ All our the #TEAMCALM VOLUNTEERS who raising £5,000 ▼ THE BLS RAT RACERS for taking repped at Brixton Beach Boulevard, Field on a 20-mile, 200-obstacle assault course to Day 2016, Shuffle 2016 , Planet Rockstock raise £8,078 ▼ All the guys at the WEST STAND 2016, Dissecting Masculinity 2.0, Save The BOGS for walking 50 miles from Oakwell to Male, Cyprus Sunsets Play, Time To Talk Derby, raising £15,620 ▼ The team at HOUSE OF Memorial Service, Stories of Being Festival, VANS for raising £6,000 at Tour de Test Valley The Life and Soul Play, R E M E M B E R ▼ THE GARVEYS for taking part in a university Summer Party and Last Days of Shoredtich, ▼ Jailbreak to raise money for CALM DAISY QBE Comedy Event, Kings College London Donuts for Dads, City of Westminster MCHUGH for raising £5,349 ▼ RUTH DEKKERS for College, Reading Buses Open Day, Medsin organising the annual Dan Legg Tennis National Conference, New Vic College ▼ Tournament HAMISH MAKGILL for cycling from Paris to Geneva and raising £12,638 ▼ LAUREN Healthy Relationships Fair, Royal Arsenal CAMPBELL for climbing Mount Snowdon to raise Street Food Festival, Reading Uni Mental £6,021 ▼ WYATT WENDELS for riding 1,100 miles to Health Fair, South West Trains Time to Talk Pledge Day, Speakeasy Barbers, British Planet Rockstock, and all the team at PLANET ROCK for their support ▼ MARCUS CHAPMAN and the Transport Police events at London Waterloo and Victoria, Dept of Transport International PRATT FAMILY for Nelson’s Tour De Test Valley Men’s Day week of events, Linklaters ▼ HAYLEY WOODCOCK for her charity night which Awareness Day, and countless Freshers raised £7,680 ▼ MARK PARSONS for holding gala Fairs ▼ Everyone else on #TEAMCALM who we nights, running the London Marathon and couldn’t squeeze in here – we love you all! being amazing ▼ LEE ADAMS for cycling to all of

TRUSTEES REPORT AND ACCOUNTS YEAR ENDED 31 MARCH 2017

the Fulham away games ▼ Giancarlo Gaglione, his family and our volunteers for the incredible LAN THE BARON football tournament ▼

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

TRUSTEES REPORT FOR YEAR ENDED MARCH 2017 1. STRUCTURE, GOVERNANCE AND MANAGEMENT 1.1 CONSTITUTION OF THE CHARITY AND STATUS CALM was incorporated on 28 July 2005 via Memorandum and Articles of Association as a company limited by guarantee and not having share capital. The company is a Public Benefit Entity.

1.2 METHODS FOR RECRUITMENT AND APPOINTMENT OF TRUSTEES The trustees are also the directors of CALM for the purposes of company law. CALM’s articles of association require a minimum of four trustees. There is no limit on the term of office. The objective is to have a wide range of appropriate skill-sets across fields that are relevant to CALM’s objectives. CALM’s objectives are assessed regularly. Trustees are recruited through general awareness raising campaigns and specific advertising as required. They are asked to meet the Chair and Chief Executive and quorum of the Trustees, before they then meet some of the wider executive. This establishes understanding of the responsibility and fit with the organisation’s objectives. Their appointment is by resolution of the board of trustees, following which the required legal documentation is completed. Upon their appointment, new trustees are provided with information, in the form of an induction pack, on their role as a trustee along with details of CALM’s operations and organisation. Ongoing training is provided as required.

1.3 ORGANISATIONAL STRUCTURE AND KEY POLICIES CALM has a board of trustees who meet approximately six times a year. They are responsible for the strategic direction and policy of the charity, as well as governing oversight of the charity’s operations. One trustee serves as Chairman and one as Treasurer. The Chairman and Treasurer report regularly to the trustees on matters that impact the charity, both at trustee meetings and during the intervening periods. They also both have more regular direct contact with the executive management to ensure ongoing reporting on and governance of operational matters. Sub-committees are appointed as required to consider specific issues. The delegation of the day-to-day responsibility for the running of CALM rests with the Chief Executive, who is supported by a full time equivalent staff of 12 employees in the London office.

KEY POLICIES The principal policies adopted by CALM’s trustees are summarised as follows: Ethical CALM has an ethical policy, updated in June 2016, which does not allow it to accept funds from any organisation that it believes may act in a way that is contrary to CALM’s objectives. CALM also ensures that funds received from any one source do not exceed 15% of income, to minimise its reliance on any single funder/ donor or give them undue sway on the strategic and operational intent of the organisation. Diversity and disability CALM’s policy is to support the diversity of staff and volunteers through equal opportunities and practices. It encourages applications from those who consider themselves disabled. Investment The trustees have the power to invest in such assets as they see fit. Aside from retaining a prudent amount in reserves, it is intended that the majority of CALM’s funds be invested in short-term operational requirements, which leaves few funds for longer-term investments. Having due regard for the short-term liquidity requirements of operating the charity, the trustees maintain a policy of keeping surplus funds in interest bearing deposit accounts. Remuneration CALM’s remuneration policy is to reward all staff on the basis of: (1) their performance against personal targets; (2) CALM’s overall strategic and financial performance; (3) market salaries of a comparable role within the charity sector; and (4) the need to retain staff. The remuneration of the Chief Executive is also set at a level which is proportionate to the lowest paid staff member, the overall level of expenditure and market salaries for a comparable role elsewhere. Reserves CALM’s reserves policy is to maintain unrestricted funds, which enable the charity to meet all liabilities as they fall due over the next 12 months. CALM’s primary driver is always to maintain sufficient funds to meet immediate

working capital requirements for the next three to six months. This is determined on the basis of: (1) cash flow forecasts, which are updated and reviewed on a regular basis and discussed at trustee meetings; and (2) the nature of CALM’s short and long term liabilities and commitments. In addition to the policies above, CALM also has in place the requisite policies for the day-to-day running of the organisation, including financial, human resources and safeguarding policies.

1.4 RISK MANAGEMENT The trustees have assessed the major risks to which CALM is exposed - in particular those related to its operations and finances - and are satisfied that systems are in place to mitigate the charity’s exposure to the major risks. Such risk factors and control systems are reviewed regularly by the trustees. Day-to-day risk management is delegated to and undertaken by the General Manager/Operations Director, in conjunction with the executive in CALM’s office. The Risk Register was fully updated in December 2016, with advice from the Head of Risk at Octopus Investments, one of CALM’s corporate supporters. The Operations Director and Chief Executive review risks quarterly with the executive and make trustees aware of any new, substantial or urgent risks. Risk management will remain a key focus to ensure that continued growth is matched by good governance.

improvement of mental health and well-being amongst men in the UK, with particular focus on the prevention of suicide by offering without limitation the use of support services, counselling, advice and/or information about the prevention of suicide, depression and/or crisis management in whatever form is deemed most appropriate at that time, to ensure that the services on offer are accessible to men, and through but not limited to the advancement of health education and public awareness relating to men’s mental health issues.

2.1.2 STRATEGIC GOALS AND PRINCIPAL ACTIVITIES In order to achieve its objectives, CALM’s strategic goals and main activities are: • T o campaign to increase the awareness and understanding of male suicide in the UK; to explore and platform why three of every four suicides are men; to run campaigns and engagement programmes that challenge the prevailing culture of masculinity in UK society. • To provide and expand the provision of gender-specific services for men; principally a helpline and webchat service, plus CALM’s website and materials which provide information and support for anyone in the United Kingdom.

2.2 PUBLIC BENEFIT

Financial risks are monitored through thorough reporting and jointly managed by the Treasurer, Operations Director and Accountant. Cash-flow reports are prepared weekly and budget reviews take place every other month, ahead of trustee meetings. Financial systems and policies are in place to ensure good practice.

CALM’s objectives and activities fully reflect the purposes that the charity was set up to further. There is an inherent public benefit in the prevention of male suicide and promoting a richer, better informed, empowering conversation around male mental health. The trustees have referred to the Charity Commission’s general guidance on public benefit when reviewing the charity’s objectives and activities and when planning for future activities. The Trustees have given due consideration to the Charity Commission published guidance on the Public Benefit requirement under the Charities Act 2011.

2. OBJECTIVES AND ACTIVITIES

2.3 VOLUNTEERS

2.1 AIMS AND ORGANISATION CALM focuses upon the prevention of male suicide in the UK.

2.1.1 CHARITABLE OBJECTIVES

CALM is proud to run an active volunteer programme which now numbers over 300 registered volunteers. The two main areas of activity undertaken by volunteers are categorised as:

As stated in its memorandum of association, CALM’s objectives are the preservation, protection and

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

TRUSTEES REPORT FOR YEAR ENDED MARCH 2017 CONTINUED • Office volunteers – those who come to work in CALM’s office to support the team with clerical tasks, such as post fulfilment, desk research, registering fundraisers and other supporters for challenge events and supporting engagement activities. • “ Street Team” – a small, enthusiastic army of CALM supporters who represent CALM’s interests at a number of engagement events, such as Freshers’ Fairs, theatre productions, music and other cultural festivals. These volunteers help CALM interact with thousands of people at events, spreading CALM’s distinctive message and approach to suicide prevention, as well as helping to raise awareness of suicide. Due to the growth in the number of events CALM attends, the new role of Volunteer Co-ordinator was introduced in April 2017 to manage and extend CALM’s programme of volunteering.

3. ACHIEVEMENTS AND PERFORMANCE 3.1 STRATEGIC AND OPERATIONAL GOALS FOR 2016/17 CALM commenced 2016/17 with the following strategic and operational goals: • S upporting men – expand the helpline and webchat service, diversify into other forms of digital support and bring in internal support to improve the quality of services. • A wareness – raise public awareness of male suicide among young men to 80% by 2026. • C ultural change – encourage men to get help and give each other support by working with national brands. • P ublic support – expand CALM’s base of public supporters to over 50,000 by 2026.

3.2 REVIEW OF OPERATIONS Below is a summary of the progress made by CALM in achieving the goals it set at the beginning of the year.

3.2.1 SERVICE PROVISION – HELPLINE AND WEBCHAT SERVICE CALM’s principal service is a helpline and webchat service, provided by SJ Helpline Services Community Interest Company (“SJ Helpline Services”) under a service contract with CALM. It runs from 5pm to midnight

every day. It is free, confidential and anonymous. The service is tailored especially for men and run by paid, professional staff with substantial experience in supporting men through various stages and forms of life crisis. CALM receives overwhelmingly positive feedback from users of the helpline, many of whom go on to become supporters of CALM. The key features and developments of CALM’s services are set out below: Oversight The trustees receive updates on the helpline in the papers submitted ahead of each board meeting, including a report from the Helpline Director at SJ Helpline Services that includes a monthly summary, key narratives and statistics. One trustee has specific responsibility for oversight of the helpline and webchat service and communicates with the Operations Director as required. The Operations Director holds a fortnightly conference call with the Helpline Director to keep up-to-date with activity; and reciprocates by updating the Helpline Director on campaign activity (which can “spike” short term demand). The Helpline Director presents an annual update to the trustees, which includes an overview of the year and any issues arising. Consistent increase in demand Across the year, there was a 28% increase in demand for the helpline and webchat service, with additional capacity added to meet this demand through the year. By the end of March 2017, there were 9-10 staff on the helpline and webchat service each evening. The reasons for the continued increase in demand are numerous but include: the increased overall awareness of mental health in society, the continued impact of CALM’s own campaigns, and the ongoing reduction in the provision of mental health services by the public sector. In the absence of alternatives, some public agencies are now actively signposting men to CALM’s helpline and webchat service.

CALM ORGANISATIONAL CHART AS OF NOVEMBER 2017 Sarah Bates

CHIEF EXECUTIVE

CALM HELPLINE

Simon Gunning

COMMERCIAL PARTNERSHIPS

CAMPAIGNS DIRECTOR Ben Hawley

Andrew Brown

COMMUNICATIONS DIRECTOR

FUNDRAISING DIRECTOR

Rachel Stephenson

COMMUNICATIONS MANAGER

OPERATIONS DIRECTOR

Anna Jones

Paul Shiels

FUNDRAISING MANAGER

James Baker

TRUSTS & FOUNDATIONS MANAGER

COMMUNICATIONS OFFICER

CHALLENGE EVENTS OFFICER

TRUSTS & FOUNDATIONS (FREELANCE, P/T)

IN-HOUSE DESIGN & CREATIVE

FUNDRAISING CO-ORDINATOR (P/T)

Neil Wood

Sam Quinton

Lucy Grattan

Fae Evelyn

Maria Kuzak

Phil Robson

Joel Beckman

ENGAGEMENT MANAGER

SERVICE MANAGER

VOLUNTEER COORDINATOR

ACCOUNTANT P/T

Bríd McKeown

Jessica Kimche

TBA

Celia Clark

DATABASE OFFICER Sivan Naor

WEBSITE DEVELOPER P/T

Elvina Flower

Reaching younger men through webchat CALM launched its webchat service in 2014 to reach younger men and keep up-to-date with developments in how men want to be able to receive support. The service is managed in parallel with the helpline. The growth in demand for webchat has massively exceeded expectations. There was a 53% increase in the number of webchat conversations from the prior year.

CALM / IMPACT REPORT 2016-17

SUPPORT AFTER SUICIDE PARTNERSHIP

TRUSTEES

Chair – James Scroggs

OFFICE CO-ORDINATOR Anna Mullaney

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

TRUSTEES REPORT FOR YEAR ENDED MARCH 2017 CONTINUED By March 2017, CALM was receiving around 1,250 webchats per month. So it has been an incredibly successful channel, with most men accessing the service directly from the CALM website. As with the helpline, the webchat service is also now being directly referred to by other agencies; and with the ability for users to just “click through” from a range of websites, it is a very simple service to access. As well as ease of access, the nature of webchat allows many groups of men to seek support, who may otherwise have been unable to use the helpline service, such as men on the autism spectrum or who have Asperger’s Syndrome. However, Webchat poses additional challenges; not least for staff, the chats tend to be longer and conversations more direct. With experience and training, staff are equipped to deal with the more difficult conversations. One of the benefits of running the helpline and webchat as parallel services is that when there is a surge in webchats, the team working on any given evening are able to switch between channels to most effectively manage demand. Funding The helpline and webchat service are funded by a combination of unbelievable support from the public, supplemented by Trusts and Foundations (listed in note 13 to the Financial Statements). Additional capacity was funded by a grant from The Royal Foundation, to help cover the additional demand created by the high profile “Heads Together” campaign. With a number of grants coming to an end in 2017 (including all of those grants that supported the initial launch of the webchat service), CALM recognises the need to increase Trusts and Foundation funding for frontline services, so that public fundraising does not become the sole source of income and there is sustainable funding in place for the helpline and webchat service. Additional effort and resource was put into fund applications, with the recruitment of a specialist fundraiser on a part-time basis. Together with the Chief Executive and Fundraising Director, the trustees will continue to monitor progress in achieving the level of funding required to maintain and increase helpline and webchat service capacity.

Trends and issues A number of factors remain on the radar of the trustees, Operations Director and Helpline Director in the running of the helpline and webchat service. There has been a modest but noticeable increase in the number of female callers. CALM’s policy is not to exclude any callers and welcomes calls from women that are seeking support for their husband, partner, family member or friend. Although calls from women who seek support for themselves are never turned away, the remit of the service is for men; so it is explained to these users that ongoing support cannot be provided. This is a trend that will continue to be monitored. There has also been a continued increase in contact from people with serious or clinical mental health issues, which is considered to be a result of the reduction in public health and crisis services across the UK (and consequential referral to CALM). While the helpline and webchat service is for any man, it is not designed or equipped to be a clinical or psychiatric service. An increase in such calls can present difficult conversations for staff; and frustrations for the caller. Again, this is a trend that needs to be monitored as CALM seeks to expand service hours, capacity and add supplementary services. Impact In November 2016, the CALM Helpline was awarded the prestigious Helpline Partnership Standard Award. The overall performance of the helpline and webchat service is measured by the percentage of contacts answered (“strike rate”). The objective is to achieve a strike rate of 80% and in 2016/17 a strike rate of 76% was achieved. Inevitably, the most important statistic CALM is able to report on the impact of the Helpline and Webchat service is through the number of suicides prevented each year. These are calls or chats in which the caller has been actively suicidal, with the threat of imminent suicide, where the Helpline/webchat staff member believes the caller has stepped back from suicide, or where CALM has successfully enabled emergency services to respond. In the year to 31 March 2017, 409 suicides were prevented.

CALM / IMPACT REPORT 2016-17

A summary of the key metrics (consistent with those published last year) are provided in the table below. 2015/2016

2016/2017

% increase

Total Demand

72,210

92,640

28.3

Demand in Service Hours

63,888

83,261

30.3

Contacts answered

51,408

63,536

23.6

80%

76%

6,494

11,111

71.1

345

409

% contacts answered Webchats Suicides prevented

3.2.2 SUPPORT AFTER SUICIDE PARTNERSHIP CALM hosts the Support after Suicide Partnership (formerly the Suicide Bereavement Support Partnership) (“SASP”) which has the Vision that, “everyone bereaved or affected by suicide should be offered timely and appropriate support”. The Partnership is the hub for over 30 organisations providing support across the UK and is jointly funded by James Wentworth Stanley Memorial Fund, the National Suicide Prevention Alliance, The Matthew Elvidge Trust and CALM. CALM recognises the importance of supporting those bereaved by suicide, provides SASP with administrative and office support and helps with SASP campaigning, fundraising and website development. CALM employs the SASP Project Manager, who in turn provides invaluable expertise in bereavement support to the CALM office, in particular to the Supporter Engagement team who are in touch with CALM supporters that are bereaved by suicide on a daily basis. The SASP Project Manager acts as a key member of the CALM office team and provides support at conferences, industry events and other engagement activities, especially where there is a bereavement aspect to the work. In January 2017, the government launched its refreshed suicide prevention strategy. As an indication of the importance of this area of work and acknowledgement of the fact that those bereaved by suicide are 65% more

CALM / IMPACT REPORT 2016-17

likely to attempt to take their own lives, the strategy included, for the first time, the requirement for all Local Authorities in the UK to provide bereavement support as part of their suicide prevention activities. Key achievements from the relationship between CALM and SASP in 2016/17 include: • The recruitment of a new Project Manager to run the Partnership. • A major update to the SASP Website, including the creation of an interactive map that signposts to the Suicide Bereavement services by region. • Funding secured for the first ever research survey of suicide bereavement in the UK (in collaboration with the University of Manchester); to be launched in autumn 2017. The relationship between CALM and SASP continues to develop positively. In fact, initial conversations have commenced about working even more closely together, including amending the terms of reference of the agreement, so that CALM becomes formally responsible for the governance of SASP. The SASP website can be accessed from the following link: www.supportaftersuicide.org.uk

3.2.3 WEBSITE CALM’s website serves three main purposes: 1. To provide information, support and signposting to men in crisis (including a direct link to CALM’s webchat). 2. To provide a wealth of engaging and inspiring content on a range of relevant issues; and to do so in a “down to earth”, non-clinical, positive way. 3. To allow anyone to get involved with CALM: donate, fundraise, volunteer or become a contributor to the cause and campaign. A new website developer was recruited in 2016. They continued to ensure that the “back end” of the CALM website was robust and fit for purpose. To that end, several updates and improvements were made. The content for the website is generated and edited by the Communications Manager to ensure its ongoing

TRUSTEES’ REPORT AND ACCOUNTS

TRUSTEES REPORT FOR YEAR ENDED MARCH 2017 CONTINUED relevance and currency. Information on how supporters can donate and raise money for CALM was also updated and made easier to find. The website also acts as an important digital hub and platform for CALM’s campaigns, such as the celebration of Comic Relief’s funding of the webchat service in March 2017. The CALM website can be accessed from the following link: www.thecalmzone.net A review of CALM’s website continuity procedures was undertaken during the year to ensure that a robust system is in place in the event of any loss of the website. In March 2017, the CEO, in conjunction with the Communications team and Website Developer, undertook a review of the current design and structure of the website (which has been in place since 2014) with a view to updating its appearance and navigation. The review continues, with the pro-bono support of web design agency Mobile 5, including scoping and investigations as to how the desired upgrade might be funded.

3.2.4 CALMZINE A quarterly lifestyle magazine for young men, the CALMzine is aimed at 18-34 year old men. Containing writing, art, poetry and humour, it is designed to showcase the creativity of the CALM community, further CALM’s campaigns to raise awareness of male suicide; and to provide an accessible space to challenge stereotypes and preconceptions of masculnity. The CALMzine also acts as a “Trojan horse” to provide peer support, information and signposting to men who are in need of help. There is a range of professional and amateur writers dealing with issues such as addiction, gambling and sexism in an entertaining and “scrap-book” format. It is not a clinical publication, rather a lifestyle magazine, featuring high profile personalities to draw in the reader and act as role models who can break through some of the stigmas around mental health. Topman continues to support the publication in funding the cost of printing, and through its promotion and distribution in key stores. In 2016/17, the CALMzine was distributed to 85,000 readers via Topman stores, universities, bars, barbers and numerous other outlets. In addition, the digital version reached an audience of 174,000 people through the CALM website.

In December 2016, the CALMzine won the Mind Media Award for best publication, in recognition of its innovative role in changing the dialogue around men’s mental health.

but also benefitted directly and indirectly from grants and other fundraising which have helped CALM expand and maintain its service provision and deliver further campaigns.

3.2.5 CALMZONES

Road to Roadstock – A seven-day cycling event organised by Planet Rock DJ Wyatt Wendels, in which music fans were invited to suggest music venues to be visited by Wyatt during his long bike ride. Again, not only did it support CALM’s campaign to raise public awareness but it also raised over £70,000 for CALM.

Through funding from health commissioners, CALM has continued to provide its traditional CALMzone service in the specific areas of the London Tri-Borough and Thames Valley. With dedicated resource the CALM message is sent out to local areas and additional helpline service provision is enabled.

3.2.6 CAMPAIGNS As a campaigning organisation, public outreach and provocation through campaigns continues to play a crucial part in achieving CALM’s objectives. Key resources are dedicated to ensuring that campaigns remain relevant, distinctive, and provocative, to reach CALM’s audience (including traditionally “hard-to-reach” men) and create both knowledge, debate and action to address the issues around male mental health and suicide prevention. Examples of just some of those campaigns are provided below. orch Songs – Launched in November 2016, the Torch T Songs initiative galvanised key musicians and recording artists in the UK to record, release and promote coverversions of key songs that they regarded as their Torch Songs – the songs which inspire them and light the way out of their own personal darkness. In turn music fans were invited to share their own Torch Songs. It brought together music artists and music lovers through a special Torch Songs website (www.torchsongs.co.uk), campaigning on social media and selective outdoor promotion. Heads Together – Established by The Royal Foundation, this campaign featured CALM as one of the 6 charity partners throughout 2016/17 which culminated in the 2017 London ‘Mental Health’ Marathon. The stated aim of the ‘Heads Together’ initiative was to end stigma and change the conversation on mental health once and for all. Championed by the Duke and Duchess of Cambridge and Prince Harry, CALM not only benefitted from the profile achieved by the Heads Together campaign to help deliver its message on male suicide,

CALM / IMPACT REPORT 2016-17

Comic Relief – Since the launch of the webchat service in 2014 over 20,000 webchats have taken place. Comic Relief played a key role in supporting this service, so as part of its Red Nose Day coverage, the BBC broadcast a film featuring a genuine webchat to illustrate how the service had helped a man and to raise the issue of male suicide to a wider audience. Media – CALM has continued to use various forms of media to promote the issue of male suicide. As an example, director Klaas Diersmann entered the ADCAN short-film competition last year. He responded to CALM’s brief to ‘challenge stereotypes of masculinity’. His 30 second film, ‘(T)hugs’ won the ADCAN Grand-Prix award with unanimous votes from the panel, as well as the audience vote. These are a small, indicative selection of CALM’s many campaigns during 2016/17. Testament to the ambition and success of such campaigns, CALM won the 2016 Third Sector Award for Corporate Partnership of the Year with Lynx for its 2015/16 ‘Bigger Issues’ campaign. Campaigns continue to platform the issue of male suicide, by providing the encouragement, language and support for men in crisis and those who are impacted by male suicide, who in turn might be mobilised to try and challenge the culture of masculinity in the UK.

3.2.7 ENGAGEMENT ACTIVITIES, INCLUDING VOLUNTEERING Enlisting and engaging with a broadening supporter base remains a key strand of CALM’s strategy to meet its overall objectives. Examples in 2016/17 include the following:

CALM / IMPACT REPORT 2016-17

Man Your Local – Following the success of the longrunning ‘Mandictionary’ outdoor campaign, Manyourlocal engaged with men by providing them with beer mats featuring ‘Mandictionary’ messaging, to encourage men to have conversations in pubs, clubs and cafes on International Men’s Day, 19 November 2016. ecret Garden Party – Once again, CALM was S ever-present at this music and arts festival to support and encourage men to have conversations around mental wellbeing. Being a Man Festival – CALM supported this calendar event held at the SouthBank at the end of November 2016. It sought to explore the challenges and pressures of contemporary masculinity. ind the Chap – With the valuable support of Topman M and Octopus Investments, over 20,000 “Mind the Chap” oyster card-holders were distributed to London commuters during the rush hour. Launched to mark Men’s Health Week in June 2016, it offered a timely reminder that men are three times more likely than women to die by suicide. All of these events would not occur without the ongoing support and dedication shown by CALM’s volunteers. During 2016/17 CALM estimates that over 300 people have volunteered almost 3,000 hours of their time. CALM owes a great debt of gratitude to these individuals - each in their own way has played a part in helping deliver CALM’s key messages.

3.2.8 FUNDRAISING CALM has consolidated its fundraising activities and put in place a team and resources so that supporters are stewarded through their relationship with the organisation, then acknowledged and thanked for their vital support. A team of 1.5 full time equivalent staff is now in place, led by the Fundraising Director, with excellent experience in fundraising and supporter engagement in the Third Sector. Following a period of assessment, the Fundraising Director prepared a Fundraising Strategy in line with overall objectives, with targets and action plans for each area and team member. The principal elements of this strategy are set out below.

TRUSTEES’ REPORT AND ACCOUNTS

TRUSTEES REPORT FOR YEAR ENDED MARCH 2017 CONTINUED ublic Fundraising P CALM has the huge privilege of being supported by an army of inspirational people who have taken its cause to heart. This is most often either men that have been through a period of crisis or depression in their own lives (and for whom CALM’s message resonates strongly or that have directly used the helpline/webchat service), or friends and family that have been bereaved by suicide. The income from these supporters has continued to grow substantially, as CALM’s campaigns reach more people and mental health goes further up society’s agenda. Key achievements in this crucial area include: • Appointment of a Database Officer (in addition to the fundraising team) to put in place effective Customer Relationship Management. •U pdated systems for processing income and thanking supporters. •C reation of weekly routines and automating key tasks, making use of the Salesforce database. •D evelopment of a new income structure in order to have a clearer idea of how people are raising money for CALM, so that they can be better supported. •U sing new digital fundraising platforms, such that supporters can more easily make donations and reduce reliance on more costly third-party platforms. •U pdating and clarifying the fundraising information on CALM’s website. •E stablishing a forward-looking calendar of Challenge Events (with an overall increase in the number of places provided for CALM supporters). • I ntegration of fundraising activity with other parts of the organisation, for a more coherent approach to working with companies looking to work with CALM for fundraising and volunteering as part of their employee engagement programmes. A huge amount of progress has been achieved. It has undoubtedly made this key function of the organisation more efficient and professional. Crucially, CALM seeks to provide every supporter with a positive customer experience. This has enabled CALM to extend its

relationships with key supporters and, in turn, increase the level of donations. The culmination of this hard work and a highlight of the year was CALM’s involvement in the Virgin London Marathon as part of the Heads Together initiative – dubbed the ‘Mental Health Marathon’. 42 runners both represented and raised money for CALM, each of whom was given the best possible “supporter journey” by the Challenge Events Officer. The experience of working on this scale and to such a high level provided excellent experience internally and also became the genesis of a new approach to “Customer Relationship Management” - CALM Collectives, to be rolled out in 2017/18. rusts and Foundations T A number of grants from Trusts and Foundations (principally funding the helpline and webchat service) came to an end in 2016/17. In August 2016, a freelance Trust and Foundation Fundraiser was engaged to give more regular attention to raise income in this key area, maintain and develop relationships, prepare reports and build a pipeline. Lead times are generally longer and it is expected that the benefits of this additional resource will be first seen in 2018. Corporate Although the two-year relationship with Lynx (funding one seat on the helpline for 2 years) concluded in the year, contact is being maintained with a view to develop new ideas. CALM retains the valued support of Topman who fund the printing and distribution of the CALMzine (as well as employee fundraising and engagement). With the enormous potential to engage with companies and brands (on campaigns and engagement), there is a renewed focus on this area, against which it is envisaged that corporate income will increase in 2017/18. CALM continues to receive funding from National Health Service CCGs and local authorities. However in line with the overall fundraising strategy and taking into account the long-term trajectory of public funding, CALM remains of the view that this will not be a major source of future funding. The staple in CALM's income growth remains public fundraising, rather than grants from Corporates and Trusts and Foundations. Therefore, the aim remains to

CALM / IMPACT REPORT 2016-17

secure a wider, mixed economy in long-term, recurring sources of income, to support CALM’s charitable objectives, service provision and growth. With the new fundraising team in place and additional resources dedicated to these areas, CALM is confident of being able to diversify and strengthen its income base.

3.2.9 OPERATIONS The major change during the year has been the appointment of a General Manager/Operations Director to oversee CALM’s growing operation. Other staff have been appointed to key roles and this has led to a focus on updating and improving CALM’s policies and procedures to ensure they remain appropriate for the growing organisation.

and help them to help themselves. This will inevitably raise awareness of the issue of male suicide but also require a new type of campaigning mechanism.

3.4. FINANCIAL REVIEW 3.4.1 INCOME Income for the year was £1,565,000 (2016: £1,267,000), an increase of £298,000 (24%) on prior year. This was achieved mainly due to an increase of £293,000 in income from public fundraising and sponsorship events. There was also an increase in income from donations of £123,000. Income is categorised in the following chart: FIGURE 1 INCOME BY CATEGORY 3% 0.1%

3.2.10 SUMMARY Looking back to the objectives laid out at the beginning of the year, the achievements set out above across a wide range of activities have helped CALM go some way to working towards its targets. In particular: The YouGov poll showed an increase in awareness of male suicide among young men from 29% to 33%.

20%

58%

PUBLIC FUNDRAISING/ SPONSORSHIP (£901,000) DONATIONS/LEGACIES (£307,000) GRANTS (£308,000) PUBLIC SECTOR COMMISSIONING (£47,000) OTHER (£2,000)

• The helpline and webchat service increased the number of calls/chats it took from 63,000 to 75,000 – a 19% increase. • Campaigns have continued to encourage men to support each other and talk about male suicide. • CALM now has a supporter database of many thousands, achieved through greater public awareness of the issue of male suicide and driven in particular by its helpline service and ongoing campaigning. However, as part of a process to review its future objectives, CALM is looking to revise this target and instead to look at a more qualitative objective in terms of how to measure its supporter base.

3.3 FUTURE AIMS AND OBJECTIVES Caveated with the comments above, the objectives set by CALM at the beginning of 2016/17 remain relevant to CALM as it enters the new year. However CALM has set itself a new objective around the need to engage with corporates and use their brands as a channel, platform and medium through which to reach out to young men

CALM / IMPACT REPORT 2016-17

Income from public fundraising, sponsorship events and donations is obtained from a large number of sources/ donors across a range of events throughout the year. Income from grants, commissioning and corporate funding came from 18 different funders with an average value of £20,000. The largest grant made up 3% of total income. The trustees have deferred income from grants, commissioning and corporate funding of £98,000 until 2017/18 as the expenditure to which the grants relate will not be committed and incurred until the following year.

3.4.2 EXPENDITURE Expenditure for the year was £1,434,000 (2016: £1,025,000), an increase of £409,000 (40%) on prior year. This increase, supported by the corresponding increase in income, arose across the following areas of CALM’s activities:

TRUSTEES’ REPORT AND ACCOUNTS

TRUSTEES REPORT FOR YEAR ENDED MARCH 2017 CONTINUED Direct fundraising Direct fundraising costs were £96,000, an increase of £29,000 (43%) on the previous year. They include the costs of supporting and organising participants in fundraising events on behalf of CALM and also work on developing the supporter database. The salary costs of 1.5 full time equivalent members of staff are allocated directly to this category (2016: None). Direct fundraising costs represent 11% (2016: 11%) of fundraising income.

DIRECT PROMOTION AND OUTREACH EXPENDITURE BY CATEGORY

42% 36%

Direct service provision Direct service provision costs were £585,000, an increase of £73,000 (14%) on the previous year. They can be analysed as follows: DIRECT SERVICE PROVISION EXPENDITURE BY CATEGORY 3%

HELPLINE PROVISION AND WEBCHAT (£526,000) WEBSITE (£20,000) SUICIDE BEREAVEMENT PARTNERSHIP (£39,000) 90%

The direct helpline/webchat service provision costs increased by £76,000 (17%) as service provision levels were expanded with increased hours. The Helpline is manned by staff from an external service provider, otherwise the salary costs of one full time equivalent staff member are allocated to the direct service provision cost category (2016: 1) Direct promotion and outreach Direct promotion and outreach costs were £281,000, an increase of £140,000 (99%) on the previous year. They can be analysed as follows:

10%

The costs in this category involve the direct provision of support to promote awareness of male suicide through advertising campaigns and specific public events. The increase in cost compared to the previous year reflects the increase in the number and range of such events that took place during 2016/17. In addition the salary costs of three full time equivalent staff are now allocated directly to this cost category (2016: None). Support costs Support costs are the office, administration, management and governance costs incurred by CALM. In 2016/17 they were £472,000, an increase of £167,000 (55%) on the previous year. This increase reflected the corresponding increase in activity levels across CALM. Expenditure is categorised as follows:

Office costs, which are the general overheads of the charity, make up 8% (2016: 5%) of CALM’s total expenditure. The principal elements are office rent (£51,000) and utility/communications/IT/insurance costs (£25,000). The costs included under consultancy, temporary staff, recruitment, training and other overheads include recruitment fees of £13,000 arising from the addition of new staff members during the year and an ex gratia payment of £10,500.

3.4.3 RESERVES There was a fund surplus for the year of £131,000 (2016: £242,000), of which £131,000 (2016: £255,000) was unrestricted and £Nil (2016:(£13,000)) was restricted. Total funds available as at 31 March 2017 were £489,000 (2016: £358,000), made up entirely of an unrestricted reserves balance. There was no restricted funds balance to carry forward as at 31 March 2017 (2016: £Nil). The funds available balance is consistent with CALM’s reserves policy outlined in section 1.3 above, in particular it is sufficient to meet the charity’s short term working capital requirements. The trustees consider that this unrestricted reserves balance as at 31 March 2017 is appropriate.

4. AUDITORS

SUPPORT COSTS BY CATEGORY 9%

23%

COMMUNICATIONS (£101,000) MERCHANDISE AND LITERATURE (£12,000) CALMZINE PRODUCTION AND DELIVERY (£10,000) CALMZONE PROMOTION (£13,000) RESEARCH AND DATA COLLECTION (£27,000) PRODUCTION/PROMOTION EVENTS/VIDEO PRODUCTION/ VOLUNTEER CO-ORDINATION (£118,000)

Staff costs represent the salary costs of CALM’s 6.5 full time equivalent staff, including the Chief Executive, who were employed during 2016/17 and are not charged directly to one of the areas of CALM’s activities (2016: 7).

62%

STAFF (£264,000) HMRC NATIONAL INSURANCE (£26,000) OFFICE (£108,000) GOVERNANCE (£5,000) CONSULTANCY AND TEMPORARY STAFF, RECRUITMENT, TRAINING AND OTHER OVERHEADS (£69,000)

CALM / IMPACT REPORT 2016-17

The Auditors, Royce Peeling Green Limited, Chartered Accountants, have expressed their willingness to continue in office and a resolution regarding their appointment and remuneration will be submitted to the Annual General Meeting.

5. STATEMENT OF TRUSTEES’ RESPONSIBILITIES Law applicable to charities in England and Wales requires trustees to prepare financial statements for each financial year, which give a true and fair view of the financial activities of the charity during the year and state of affairs at the end of the year. In preparing those financial statements, the trustees are required to:

CALM / IMPACT REPORT 2016-17

• Select suitable accounting policies and then apply them consistently; • Observe the methods and principles in the Charities SORP; • Make judgements and estimates that are reasonable and prudent; • State whether applicable accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements; and • Prepare the financial statements on the going concern basis unless it is inappropriate to assume that the company will continue in business. The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006, applicable Accounting Standards and Statements of Recommended Practice (FRS 102), and the Accounting regulations set out under the Charities Act 2011. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

6. STATEMENT OF DISCLOSURE TO AUDITORS So far as the trustees are aware, there is no relevant audit information of which CALM’s auditors are unaware. Additionally, the trustees have taken all the necessary steps that they ought to have taken as trustees in order to make themselves aware of all relevant audit information and to establish that the charity’s auditors are aware of that information.

7. COMPANIES ACT 2006 This report has been prepared in accordance with the special provisions relating to small companies within Part 15 of the Companies Act 2006. This report was approved by the board on 20th November 2017

………………………….. J Scroggs – Director, Chair of Trustees

TRUSTEES’ REPORT AND ACCOUNTS

TRUSTEES REPORT FOR YEAR ENDED MARCH 2017 CONTINUED INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS AND TRUSTEES OF CAMPAIGN AGAINST LIVING MISERABLY FOR THE YEAR ENDED 31 MARCH 2017 We have audited the financial statements of Campaign Against Living Miserably for the year ended 31 March 2017 which comprise the Statement of Financial Activities, the Balance Sheet and the related notes. These financial statements have been prepared under the historical cost convention and the accounting policies set out therein. This report is made solely to the Charity’s Members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006, the Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the Charity’s Members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Charity and its Members as a body, for our audit work, for this report, or for the opinions we have formed. Respective Responsibilities of Trustees and Auditors As explained more fully in the Trustees’ Responsibilities Statement set out on page 43, the trustees (who are also the directors of Campaign Against Living Miserably for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. We have been appointed auditor under the Companies Act 2006. section 151 of the Charities Act 2011 and section 44 (1) (c) of the Charities and Trustee Investment (Scotland) Act 2005 and report in accordance with those Acts. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s (APB’s) Ethical Standards for Auditors. Scope of the audit on the financial statements An audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to

give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: • whether the accounting policies are appropriate to the charitable company’s circumstances and have been consistently applied and adequately disclosed; • the reasonableness of significant accounting estimates made by the trustees; and • the overall presentation of the financial statements. In addition, we read all the financial and non-financial information in the Report of the Trustees to identify material inconsistencies with the audited financial statements. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report. Opinion on financial statements In our opinion: • the financial statements give a true and fair view of the state of the Charity’s affairs as at 31 March 2017, and of its incoming resources and application of resources for the year then ended; • the financial statements have been properly prepared in accordance with the United Kingdom Generally Accepted Accounting Practice; and • the financial statements have been prepared in accordance with the Companies Act 2006, the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended). Opinion on other matter prescribed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of our audit, the information given in the Trustees' Report for the financial year for which the financial statements are prepared is consistent with the financial statements, and the Trustees' Report has been prepared in accordance with applicable legal requirements.

the audit, we have not identified material misstatements in the Trustees’ Report. We have nothing to report in respect of the following matters where the Companies Act 2006, the Charities Act 2011 and the Charities Accounts (Scotland) Regulations 2006 (as amended) requires us to report to you if, in our opinion: • adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or • the financial statements are not in agreement with the accounting records and returns; or • certain disclosures of trustees’ remuneration specified by law are not made; or • we have not received all the information and explanations we require for our audit; or • the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies exemption in preparing the directors’ report.

………………………….. Martin Chatten (Senior Statutory Auditor) For and on behalf of Royce Peeling Green Limited Chartered Accountants Statutory Auditor The Copper Room Deva Centre, Trinity Way Manchester M3 7BG

Royce Peeling Green Limited is eligible to act as auditor in terms of section 1212 of the Companies Act 2006.

Matters on which we are required to report by exception In the light of the knowledge and understanding of the company and its environment obtained in the course of

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

STATEMENT OF FINANCIAL ACTIVITIES INCOME AND EXPENDITURE ACCOUNT YEAR ENDED 31 MARCH 2017

BALANCE SHEET AS AT 31 MARCH 2017

YEAR ENDING 31 MARCH 2017

AS AT 31 MARCH 2017 Unrestricted funds £

Income from: Donations and legacies Charitable activities Investments Other income Total Expenditure on: Raising funds Charitable activities Total Net income/(expenditure) Transfer between funds Net movements in funds Reconciliation of funds: Total funds brought forward Total funds carried forward

Restricted funds £

Total funds £

Prior year funds (note 16) £

Further details

1,199,404 – 1,353 528 1,201,285

8,100 355,374 – – 363,474

1,207,504 355,374 1,353 528 1,564,759

783,818 481,098 1,708 493 1,267,117

3 4

178,905 891,504 1,070,409 130,876 – 130,876

– 363,474 363,474 – – –

178,905 1,254,978 1,433,883 130,876 – 130,876

119,432 905,971 1,025,403 241,714 – 241,714

5 6

357,914 488,790

– –

357,914 488,790

116,200 357,914

Current assets: Debtors Cash at bank and in hand Total current assets Liabilities: Creditors: amounts falling due within one year Net current assets or liabilities Total net assets or liabilities The funds of the charity Restricted income funds Unrestricted funds Total charity funds

Unrestricted funds £

Restricted funds £

Total funds £

Prior year funds £

17,095 582,176 599,271

21,460 76,871 98,331

38,555 659,047 697,602

103,216 439,374 542,590

(110,481) 488,790 488,790

(98,331) – –

(208,812) 488,790 488,790

(184,676) 357,914 357,914

– 488,790 488,790

– 357,914 357,914

– 488,790 488,790

– – –

Further details

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime within Part 15 of the Companies Act 2006. Approved by the trustees on 20 November 2017 and signed on their behalf by:

The statement of financial activities has been prepared on the basis that all operations are continuing operations. There are no recognised gains and losses other than those passing through the statement of financial activities. ………………………….. R Kingdom Director, Treasurer

The notes on pages 49 to 58 form part of these accounts.

Company Reg. Number: 05378928 (England and Wales) Charity Number: 1110621 (England and Wales) Charity Number: SC044347 (Scotland)

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

STATEMENT OF CASH FLOWS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2017 1. ACCOUNTING POLICIES

FOR THE YEAR ENDED 31 MARCH 2017 Cash flows from operating activities: Net cash provided by (used) in operating activities Cash flows from investing activities: Interest received Net cash provided by (used in) investing activities Changes in cash and cash equivalents in the reporting period Cash and cash equivalents at the beginning of the reporting period Cash and cash equivalents at the end of the reporting period

Prior year £

218,320

111,876

1,353 1,353

1,708 1,708

219,673 439,374 659,047

113,584 325,790 439,374

The financial statements are prepared on a going concern basis. There are no material uncertainties in respect of the charity’s ability to continue as a going concern.

Current year £

Prior year £

130,876

241,714

These financial statements for the year ended 31 December 2016 are the first financial statements of Campaign Against Living Miserably prepared in accordance with FRS 102, the Financial Reporting Standard in the UK and Ireland. The date of transition was 1 April 2015. The reported financial position and financial performance for the previous period are not affected by the transition to FRS 102.

Reconciliation of net income/(expenditure) to net cash flow from operating activities

Net income/(expenditure) for the reporting period (as per the statement of financial activities) Adjustments for: Interest received (Increase)/decrease in debtors Increase/(decrease) in creditors Net cash provided by/(used in) operating activities

The financial statements have been prepared under the historic cost convention with items recognised at cost or transaction value unless stated in the relevant notes to the accounts. The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and in accordance with the Companies Act 2006. Campaign Against Living Miserably is a registered charity, no 1110621, and meets the definition of a public benefit entity under FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest £.

COMPANY STATUS (1,353) 64,661 24,136 218,320

(1,708) (72,991) (55,139) 111,876

Analysis of cash and cash equivalents

Cash in hand Total cash and cash equivalents

BASIS OF PREPARATION

Current year £

Prior year £

659,047 659,047

439,374 439,374

CALM / IMPACT REPORT 2016-17

The charity is a company limited by guarantee. The members of the company are the trustees named on page 59. In the event of the charity being wound up the liability in respect of the guarantee is limited to £1 per member of the charity.

FUND ACCOUNTING General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes. Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2017 CONTINUED INCOMING RESOURCES

PENSION SCHEME

All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity becomes entitled to the resources, the trustees know it is probable that they will receive the resources and the monetary value can be measured reliably. Where incoming resources have related expenditure (as with fundraising or contract income) the incoming resources and related expenditure are reported gross in the SoFA.

The charity contributes to a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity and contributions are accounted for when due.

RECOGNITION OF LIABILITIES

Grants, commissioning and corporate fundraising are included in the period to which the SoFA relates when:

Liabilities are recognised where it is more likely than not there is a legal or constructive obligation committing the charity to pay out resources and the amount of the obligation can be measured with reasonable certainty.

(1) the charity has unconditional entitlement to the resources; and

RECOGNITION OF BASIC FINANCIAL ASSETS

(2)

Debtors are measured on initial recognition at settlement amount after any discounts or amount advanced by the charity. Subsequently, they are measured at cash or other consideration expected to be received.

t o the extent that the resources are provided to fund specific activities over defined periods of time, the charity is entitled to spend the resources and the corresponding liability has been recognised.

Grants, commissioning and corporate fundraising income that covers subsequent accounting periods is shown as deferred income on the balance sheet. Gifts in kind are accounted for at a reasonable estimate of their value to the charity or the amount actually realised; those for sale or distribution are included in the accounts as gifts only when sold or distributed by the charity; those for use by the charity are included in the SoFA as incoming resources when receivable. Donated facilities are only included in incoming resources (with an equivalent amount in resources expended) where the benefit to the charity is reasonably quantifiable, measurable and material. The value placed on these resources is the estimated value to the charity of the service or facility received. No amounts are included in the financial statements for services donated by volunteers. Investment income is included in the accounts when receivable.

EXPENDITURE AND LIABILITIES Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to pay out resources, it is probable that settlement will be required and the amount of the obligation can be measured or estimated reliably. Fundraising costs are those incurred raising income for the charity through events and promotions, and seeking grant funding.

2. CRITICAL ACCOUNTING ESTIMATES Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

3. DONATIONS AND LEGACIES

Donations Legacies Public fundraising Total

Unrestricted £

Restricted £

Total 2017 £

Total 2016 £

291,003 7,500 900,901 1,199,404

8,100 – – 8,100

299,103 7,500 900,901 1,207,504

176,335 – 607,483 783,818

Restricted donations were received from Huffington Post (£6,100) for a Masculinity Audit and Octopus Foundation (£2,000) towards the distribution of the annual report. The aggregate total of donations received from trustees and related parties is £60.

Support costs are allocated to activity cost categories on a basis consistent with the use of resources and include: (1)

Office and administration costs incurred in connection with general management of the charity and compliance with constitutional and statutory requirements; and

(2) Governance costs incurred in relation to the preparation and audit of statutory accounts, the costs of trustee meetings and the cost of legal advice to trustees on governance or constitutional matters. Irrecoverable VAT is charged against the expenditure heading for which it was incurred.

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2017 CONTINUED 4. CHARITABLE ACTIVITIES: GRANTS, COMMISSIONING AND CORPORATE FUNDRAISING 2016 Deferred income brought forward £

Restricted Grants Comic Relief Henry Smith Charity City Bridge Trust John Ellerman Foundation Tudor Trust The Clothworkers’ Foundation The Royal Foundation The QBE Foundation National Suicide Prevention Alliance James Wentworth-Stanley Memorial Fund The Matthew Elvidge Trust The Monument Trust Commissioning Kensington & Chelsea, Westminster, and Hammersmith & Fulham PCTs (Tri Borough) Liverpool Community Health NHS Trust Wokingham Borough Council Oxford Health NHS Foundation Trust Corporate funding Unilever Lynx Octopus Foundation Topman Unrestricted Grants Rausing Trust Derek Butler Research Trust Corporate funding Octopus Foundation Total

5. RAISING FUNDS

2017 Income received £

2017 Deferred income carried forward £

3,333 – – 8,794 9,403 5,087 – – – 7,500 7,500 –

36,000 70,500 32,877 30,000 26,000 10,000 48,560 15,000 8,000 – – 10,000

– (35,600) – (8,794) (9,403) – (33,538) – – (625) (625) (9,746)

39,333 34,900 32,877 30,000 26,000 15,087 15,022 15,000 8,000 6,875 6,875 254

40,000 34,300 50,000 30,000 26,000 21,513 – – 10,550 7,500 5,000 –

–

30,450

–

30,450

30,000

– – 3,364

– 13,460 –

– – –

– 13,460 3,364

26,000 – 10,165

52,461 – – 97,442

– 15,000 10,416 356,263

– – – (98,331)

52,461 15,000 10,416 355,374

57,230 – 12,340 360,598

– –

75,000 5,000

– – 97,442

– – 356,263

–

– – 355,374

40,500 120,500 481,098

2017 Income £

Activity or programme

2016 Income £

Fundraising activities and advertising

Activities undertaken directly £

Support costs (note 9) £

2017 £

2016 £

96,419

82,486

178,905

119,432

Activities undertaken directly £

Support costs (note 9) £

2017 £

2016 £

525,683 19,635 281,170 39,378 865,866

192,519 62,804 129,073 4,716 389,112

718,202 82,439 410,243 44,094 1,254,978

586,268 83,872 208,701 27,130 905,971

2017 £

2016 £

101,441 11,739 10,416 13,427 26,500 117,647 281,170

26,686 21,985 12,340 19,559 33,146 26,902 140,618

6. EXPENDITURE ON CHARITABLE ACTIVITIES

(98,331)

CALM / IMPACT REPORT 2016-17

Activity or programme

Helpline provision and webchat service Website Promotion/outreach costs Support After Suicide Partnership Total

7. ANALYSIS OF TOTAL DIRECT PROMOTION/OUTREACH COSTS Communications Merchandise and literature CALMzine production and delivery CALMzone promotion Research and data collection Production/promotion events/video production/volunteer co-ordination Total

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2017 CONTINUED 8. ANALYSIS OF COMMISSIONED EXPENDITURE WITHIN EXPENDITURE ON CHARITABLE ACTIVITIES (NOTE 6) Activity or programme

Direct helpline provision and webchat service £

Direct website £

17,003 1,983 10,456 496,241 525,683

Activity or programme

Commissioned expenditure: London Oxford Health NHS Wokingham Borough Council Non-commissioned expenditure Total

10. STAFF COSTS

Direct promotion/ outreach £

Support After Suicide Partnership £

Support costs (note 9) £

Total 2017 £

– – – 19,635 19,635

9,784 639 3,004 267,743 281,170

– – – 39,378 39,378

3,663 742 – 384,707 389,112

30,450 3,364 13,460 1,207,704 1,254,978

Office £

Administration and management £

Governance £

2017 £

2016 £

18,829 43,945 14,336 29,463 1,076 107,649

62,797 146,565 47,813 98,263 3,591 359,029

860 2,009 655 1,347 49 4,920

82,486 192,519 62,804 129,073 4,716 471,598

52,062 135,844 45,681 68,083 3,047 304,717

Staff costs during the year were: Staff salaries HMRC National insurance costs Employer contributions to defined contribution pension scheme Operating costs of defined contribution pension scheme Total costs

The average monthly number of employees (full-time equivalent) employed by the charity during the year was:

2017 £

2016 £

459,687 44,894 6,950 2,913 514,444

190,317 17,039 – – 207,356

Number

9. SUPPORT COSTS

Raising funds Helpline provision and webchat service Website Promotion/outreach Support After Suicide Partnership Total

Support costs are allocated to activity areas on a fixed and variable basis. The fixed cost element, estimated at fifty percent of total support costs, is allocated equally across the four principal activities: Raising funds, Helpline provision and webchat service, Website and Promotion/outreach. A nominal amount is allocated to the Support After Suicide Partnership as this activity is considered to use only limited fixed resource.

In addition, CALM receives a great deal of support from volunteers which is not financially accounted for in the figures above. Volunteers play a key role in the functions of CALM; further details of their contribution can be found in the trustees’ report. One employee received remuneration in the range of £70,000 - £80,000. An ex-gratia payment of £10,500 was made to the former Chief Executive at the end of their employment with CALM. The expense was recognised as expenditure in this accounting period. One trustee received reimbursement of travel expenses of £560 (2016: £Nil) in connection with their work for CALM.

11. DEBTORS Grant debtors Accrued income Other debtors and prepayments

2017 £

2016 £

8,000 13,460 17,095 38,555

87,438 – 15,778 103,216

The variable cost element, also estimated at fifty percent of support costs, is allocated across all four principal activities in proportion to the level of direct costs incurred in undertaking those activities. Given the nature of CALM’s activities this is considered to be the most appropriate way in which to allocate variable costs. Governance costs relate wholly to the annual audit fee.

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2017 CONTINUED 14. STATEMENT OF FUNDS

12. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR Trade creditors Deferred income Other taxes and social security costs Accruals

2017 £

2016 £

64,908 98,331 17,184 28,389 208,812

51,089 97,442 5,509 30,636 184,676

13. RESTRICTED INCOME FUNDS Purpose

Comic Relief John Ellerman Foundation The QBE Foundation The Henry Smith Charity Unilever Lynx Octopus Foundation City Bridge Trust

Webchat service Webchat service Webchat service Helpline service provision Helpline service provision Helpline service provision London helpline service provision and promotion and support for Volunteer Coordinator and CALMzine Editor Heads Together Campaign: helpline service provision, salary contribution for media relations officer, infrastructure and resources Helpline service provision and office equipment Support After Suicide Partnership Salary contribution for Support After Suicide Project Manager Salary contribution for Support After Suicide Project Manager Support After Suicide Partnership survey on the impact of suicide London CALMzone provision for London promotion and London helpline Merseyside CALMzone provision Thames Valley CALMzone provision: helpline service provision, webchat, website and local and national campaign services Salary contribution for Volunteer & Supporter Engagement Officer and Editor CALMzine magazine printing costs

The Clothworkers’ Foundation National Suicide Prevention Alliance James Wentworth-Stanley Memorial Fund The Matthew Elvidge Trust The Monument Trust Kensington & Chelsea, Westminster and Hammersmith & Fulham PCTs (Tri-Borough) Liverpool Community Health NHS Trust Wokingham Borough Council Oxford Health NHS Foundation Trust Tudor Trust Topman

Income £

Expenditure £

Transfers £

Net movement in funds £

Fund balances carried forward £

357,914 – 357,914

1,201,285 363,474 1,564,759

(1,070,409) (363,474) (1,433,883)

– – –

130,876 – 130,876

488,790 – 488,790

Unrestricted funds are a general reserve which are free funds of the charity and are not designated for particular purposes.

Fund source

The Royal Foundation

Unrestricted funds Restricted funds Total funds

Fund balances brought forward £

CALM / IMPACT REPORT 2016-17

15. RELATED PARTY TRANSACTIONS In the year, advertising, fundraising and promotion costs of £54,403 (2016: £25,463) were charged by Theobald Fox Limited, of which, George Smart (Trustee) is a director. Creditors include £Nil (2016: £3,600) due to Theobald Fox Limited. As disclosed in note 4 CALM recognised grant income of £15,087 (2016: £21,513) from The Clothworkers’ Foundation, of whom Philip Portal (Trustee), is a Court Member. CALM is a member of the National Suicide Prevention Alliance (“NSPA”). Grants were received from the James Wentworth Stanley Memorial Fund and The Matthew Elvidge Trust, who are also members of the NSPA. The Support After Suicide Project Manager is based in the CALM office and CALM employs and covers the costs of the post that are not covered by grants.

CALM / IMPACT REPORT 2016-17

TRUSTEES’ REPORT AND ACCOUNTS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2017 CONTINUED 16. STATEMENT OF FINANCIAL ACTIVITIES INCOME AND EXPENDITURE ACCOUNT

TRUSTEES BIOGRAPHIES

YEAR ENDING 31 MARCH 2016

CALM has in place a committed and talented board of trustees that bring a wealth of relevant experience. The trustees meet 6 times per year and they each take an active role in supporting and directing areas of the organisation that fit their interests and expertise.

Income from: Donations and legacies Charitable activities Investments Other income Gross income in the reporting period Expenditure on: Raising funds Charitable activities Total expenditure in the reporting period Net income/(expenditure) in the reporting period Transfer between funds Other recognised gains/(losses): Gains/(losses) on revaluation on investment assets Net movements in funds Reconciliation of funds: Total funds brought forward Total funds carried forward

Unrestricted funds £

Restricted funds £

Total funds £

765,318 120,500 1,708 493 888,019

18,500 360,598 – – 379,098

783,818 481,098 1,708 493 1,267,117

James Scroggs, Chair Trustee since September 2013 As founder of HOOPMUSIC, a Management and Label; as well as M.C. Overalls, a British workwear clothing brand, trustee of the Mix (formerly Youthnet), with substantial experience in marketing and branding (including 5 years with MTV), James brings a huge range of expertise in campaigns, media and entrepreneurship to CALM.

119,432 513,373 632,805 255,214 –

– 392,598 392,598 (13,500) –

119,432 905,971 1,025,403 241,714 –

Rob Kingdom, Treasurer Trustee since January 2013 Rob is a qualified Chartered Accountant and currently works at PWC. He oversees CALM’s accountant, general Manager and Chief Executive in managing the finances of the organisation.

– 255,214

– (13,500)

– 241,714

102,700 357,914

13,500 –

116,200 357,914

Ajax Scott Trustee since January 2011 Ajax is a qualified counsellor and psychotherapist, so he brings excellent expertise in mental health from his own practice and specifically supports the General Manager in oversight of the CALM Helpline and Webchat services. Previously Ajax spent 20 years in the music and media industries, including stints as editor-in-chief and publisher of trade bible, Music Week, so he provides combined expertise into two important strands of CALM’s activity. George Smart Trustee since September 2013 George is an entrepreneur, marketer and founder of Theobald Fox, with over 15 years’ experience in broadcast media, entertainment, tech and mobile industry; George brings his range of experience to support overall strategic direction and the campaigns side of CALM’s work; as well as taking an active interest in the operation and performance of the Helpline and Webchat service. Damien Ridge Trustee since September 2013 Damien is Professor of Health Studies at the University of Westminster, and a psychotherapist working in the community. He has published over 50 journal articles in areas such as depression, masculinity, health and sex. He has expertise in understanding how men and women experience – and find ways to recover from – mental health problems like depression – a major risk factor for suicide.

CALM / IMPACT REPORT 2016-17

Marcus Chapman Trustee since September 2013 Ex-professional snowboarder and past editor of a number of action sports titles for Factory Media, Marcus became an accidental event organiser after launching the cycle-sportive ‘Nelson’s Tour de Test Valley’ in partnership with CALM and to honour his best friend who took his own life in 2012. Aimee Luther Trustee since June 2008 Aimee is Managing Director at creative agency (BMB) Beattie McGuinness Bungay (resigned in August 2017). As well as bringing campaigns expertise from her professional life and input into CALM’s overall strategic direction, Aimee has been a committed and long-term supporter, with huge responsibility for encouraging the creation of the charity. Kathy Chalmers Trustee since May 2015 Kathy is an HR professional with a wealth of experience in the leisure and entertainment sectors, culminating in 5 years as Chief Human Resources Officer at Sony Music Entertainment. Kathy’s main area of expertise is in learning and development; she provides great support to the General Manager in his management of CALM’s head office team. Philip Portal Trustee since March 2016 Philip’s experience in the voluntary sector includes being on the Court of a leading City Livery company and previously on their grants committee, as well as some years with the Samaritans based in Liverpool. His business career spans four decades in management, mainly in the finance sector. Philip is currently Managing Director of ISGAM AG, a Swiss independent asset management company. He takes a keen interest in CALM’s fundraising activities, specifically support the key area of Trusts and Foundations. Richard Baskind Trustee since May 2016 Richard is a partner at Simons, Muirhead and Burton, a legal practice specialising in the music sector based in central London. Richard has over 20 years of experience at top law firms, including Herbert Smith and Mishcon de Reya in relevant commercial areas such as media, contracts and intellectual property.

TRUSTEES’ REPORT AND ACCOUNTS

LEGAL AND ADMINISTRATIVE INFORMATION CAMPAIGN AGAINST LIVING MISERABLY (‘CALM’) Charity registration number: 1110621 (England and Wales), SCO44347 (Scotland) Company number: 05378928 (England and Wales)

TRUSTEES James Scroggs (Chairman) Richard Baskind (appointed 9 May 2016) Kathy Chalmers Marcus Chapman Maggie Day (resigned 12 August 2017) Robert Kingdom (Treasurer) Aimee Luther Philip Portal Damien Ridge Ajax Scott George Smart

BANKERS Co-operative Bank plc PO Box 250 Delf House Southway Skelmersdale WN8 6WT CAF Bank Limited 25 Kings Hill Avenue Kings Hill, West Malling Kent ME19 4JQ

Jane Powell (until January 2017) Simon Gunning (from January 2017)

Virgin Money plc Jubilee House Gosforth Newcastle upon Tyne NE3 4PL

REGISTERED OFFICE

LEGAL ADVISORS

CHARITY CHIEF EXECUTIVE

The Copper Room Deva Centre Trinity Way Manchester M3 7BG

DWF Solicitors 1 Scott Place 2 Hardman Street Manchester M3 3AA

AUDITORS Royce Peeling Green Limited Chartered Accountants & Registered Auditors The Copper Room Deva Centre Trinity Way Manchester M3 7BG

Design and production & CALM

CALM / IMPACT REPORT 2016-17