Samaritans Annual Report 2014-2015 by Samaritans

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Our

vision

Samaritans’ vision is that fewer people die by suicide. To make this happen we work to:

reduce the feelings of distress and crisis that can lead to suicide

increase access to support for people in distress and crisis

influence governments and other agencies to take action to reduce suicide

reduce the risk of suicide in specific settings and vulnerable groups

Our values Our values make us what we are.

Listening

Confidentiality

Exploring feelings alleviates distress and helps people to reach a better understanding of their situation and the options open to them.

If people feel safe, they are more likely to be open about their feelings.

Empowering

Non-judgemental

Human contact

We believe that people have the right to find their own solution and telling people what to do takes responsibility away from them.

We want people to be able to talk to us without fear of prejudice or rejection.

Giving people time, undivided attention and empathy meets a fundamental emotional need and reduces distress and despair.

Contents PAGE WHY WE’RE HERE

PAGE

26 Principal risks and uncertainties

WHO WE ARE

PAGE

WHAT WE’VE ACHIEVED

PAGE

27 Statement of trustees’ responsibilities

WHERE WE’RE GOING

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Welcome

What difference have we made? 2014/15 was the final year of Samaritans strategy ‘Taking a lead to reduce suicide 2009-2015’. It is with great pride that we take a look back at the year and reflect on the major achievements and learning that this strategy period has provided and how it has shaped our future direction. In our 62nd year, with the backdrop of austerity Samaritans services have remained as vital as ever. In the year we saw an increase in the number of people coming to us for help, with over 5.3 million contacts. We continue to have a high number of dedicated volunteers, currently 21,000 who use their unique skills to make sure we are always here, round the clock for people who are facing tough times or struggling to cope. This year has seen the launch of our new integrated technology platform, Connect which has been developed in partnership with Vodafone. It is still early days but already we are taking on average 4,391 more calls to our helpline per month; 3% more emails and 8% more sms (text) calls. We have also embarked on a journey to explore other new technologies in the digital space, some of which we will be taking forward in the new strategy period and others which have not succeeded forming the basis of key learning for our future. Collaboration has been a key strength of the last strategy period. Our five years of work to reduce suicide on the railways in partnership with Network Rail has continued to develop and we have extended this partnership for a further five year period. Our collaborations with organisations such as NSPCC, Citizens’ Advice and Cruse are all enabling us to extend our service offering with key benefit to our callers. As an organisation we recognise that there is a key link between socio-economic deprivation and risk of suicide and for this reason we have been working to explore the possibilities of offering our helpline service free to caller. In the last year this aspiration has taken a massive step forward as we have continued to deliver a free to caller helpline number across the Republic of Ireland which in turn has seen an increase of 50% of calls. In the UK, with the support of funding from the Big Lottery

Fund, Government and the telecoms industry we are hopeful that we will be able to achieve a similar roll out during 2015/16. Our work with the academic community and professionals over the last strategy period has been critical as we seek to learn about new ways of supporting people in distress. Their generous commitment of time and knowledge to Samaritans has helped us shape the way in which we work and we look forward to continuing to develop these collaborations further in the future. The past year has continued to see an increase in support for Samaritans, with a 10.6% increase in voluntary income. We are incredibly thankful to our loyal donors and for those new supporters who have chosen our charity as every pound makes a massive difference to the work that we can do to support society during tough times. Looking ahead to our 2015-2021 strategy, ‘Working together to reduce suicide’, we know that we need to continue to provide, expand and improve our vital services, focusing our efforts where we are most needed. There’s still so much more for us to do and with the launch of our new strategy comes a change of leadership. As Chair, I would like to take this opportunity to thank Catherine for her significant contribution to Samaritans over the last six and a half years. She has helped us to ensure Samaritans is in a strong position to take our new strategy forward and to continue our growth. Her energy and hard work has made a huge difference to us all. Ruth Sutherland joins as our new CEO in August 2015 and I am looking forward to working with her. Samaritans success is measured in our ability to support people in society who are having a tough time. We don’t know what challenges we will face in life and knowing that Samaritans is there to support you is of reassurance and benefit to millions of people every year. As an organisation we recognise the importance of working together for the benefit of society. With a new strategy, the support of our volunteers, staff, donors and partners we will continue to work tirelessly to meet our vision that fewer people die by suicide.

Jenni McCartney Chair

Catherine Johnstone CEO

Financial statements PAGE

HOW WE WORK

PAGE

FINANCIAL REVIEW

28 30 31 32 33 48 49 50

Independent auditors’ report to members and trusts Consolidated statement of financial activities Balance sheets Consolidated cash flow statement Notes to the accounts Reference and administrative details Branch list Donors and supporters

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

EVERY

6 SECONDS

WE RECEIVE A CALL FOR HELP

“

. .talking to her helped me work out what I could do. Samaritans caller

”

Why we’re here Just one suicide is a tragic death too many. After a decade of declining suicide rates, 2013 saw an increase with 6,233 people in the UK 1 and 475 in the ROI2 feeling suicide was their only option. That is 18 suicides a day and for every one of these people, there are friends, partners, children, relatives, carers and colleagues left behind. But it doesn’t have to be this way.

ur aim is that fewer people die by suicide – through compassionate, timely support we offer a safe place for people to find their own way through difficult times. That’s why Samaritans are always here, day or night, both at crisis point and long before that.

Kevin was on the point of taking his own life when he caught sight of the Samaritans number and called it. Things had been building up for a while – redundancy and relationship breakdowns had brought him so low he really felt everyone would be better off without him. He wrote goodbye letters to his friends and family, saw his son off to work and began going through his mobile contacts, wondering if anyone would miss him. That’s when he spotted our number, from an earlier time when he’d called and hung up without speaking.

understanding and, most importantly, seemed to genuinely care.

“To this day I don’t know what made me call again, but I’m so glad I did.” says Kevin. “The volunteer who answered was amazing. I was in a terrible state, but she was calm,

Over the next few months I slowly but surely began to put my life back together. Now, nearly three years on, I’ve got a whole new life.”

I poured my heart out to her and she gently suggested that I walk to the nearest Samaritans branch, where I would be safe and there’d be someone to talk to. She stayed on the line while I did this and, at the branch, the tears really began to flow. The volunteer listened to what I had to say, and talking helped me work out what I could do.

1. Source: Office for National Statistics (ONS). See Samaritans Suicide Statistics Report for most recent figures. www.samaritans.org/about-us/our-research/ facts-andfigures-about-suicide 2. Source: Central Statistics Office (CSO). See Samaritans Suicide Statistics Report for most recent figures. www.samaritans.org/about-us/our-research/ facts-andfigures-about-suicide

Susan Chiang/istock photo

The call that saved a life

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

“

. .after I ended the call I can honestly say I felt different. It was as though this person who had listened to my grief had helped me lift a burden. I only wished I had contacted Samaritans sooner. Samaritans caller

”

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

EVERY

30 SECONDS

WE RECEIVE A CALL FROM SOMEONE WITH SUICIDAL FEELINGS

WE HAVE OVER

Who we are

VOLUNTEERS

21,000

We are ordinary people who know what it’s like to struggle with what life throws at us. There are over 21,000 volunteers – ready and willing to listen by phone or in person, and to respond to emails, texts and letters or provide essential support to keep our service running. We are also supported by around 130 staff. We’re there at festivals, in prisons, schools and hospitals – wherever people might need a listening ear to help them find their own way forward.

very six seconds, somebody contacts us. Ten times a minute, we can help someone turn their life around. That’s a privilege, and a huge responsibility.

In 2014, we received over 5.3 million contacts – 86% of those were made by phone with the remaining through emails, texts, letters and face-to-face sessions in branch or delivered by our Listener peer support service in prisons.

Feeling alone “I can’t bear the idea of people feeling totally alone,” says Samaritans volunteer Michelle. “No matter what sort of week I’ve had, it’s a wonderful feeling to give time to people who need us. It’s why we all joined Samaritans, after all.” Michelle knows only too well how critical a listening ear can be, having lost several people close to her to suicide. For her, being a volunteer has helped her deal with the loss.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

“

. .the guy who listened to me might be the guy I push past on the tube.. just an everyday person who is so warm-hearted and caring, It made me feel better about people in general. Samaritans caller

”

Ordinary people Our volunteers may be ordinary people, but they do an extraordinary thing. To touch another person’s life when it really matters, by helping them directly, or by keeping our branches running, is a rare gift. They are of all ages and from all backgrounds. Each works to their own strength and that makes us so much stronger as an organisation. We give our volunteers all the training, mentoring and experience they need, as well as on-going support. They are vital to us, and to the people who contact Samaritans, so we make sure they are well looked after. We regulate the number of hours they can do at a time and always ensure they have support from other volunteers.

Learning about myself “My role as a Samaritans volunteer couldn’t be more different from my day job,” says electrician Herbie. “I have developed a number of useful skills as a result. I’ve found I’m a better listener, which has helped me with colleagues and clients, and with personal relationships. I’m also much calmer when I’m in stressful situations.”

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

What we’ve achieved Every year we collect statistics so we can measure the need for our support and gauge where we are needed most and how well we are doing. All the statistics in the following pages are for the 12 month period from 1 January to 31 December 2014 (unless stated otherwise). We’ve organised our activities into f ive programmes and summarised how well we’ve done in each area below. The programmes are:

1. Callers f irst

2. Inf luence

3. Knowledge

4. People

5. One organisation

1. Callers f irst Our service will be responsive to callers. Callers will know what to expect from us and their experience will consistently match their expectations. It’s what we do. We’re there for people struggling to cope, giving them a safe place to talk, round the clock, every single day of the year. In 2014 Samaritans volunteers responded to over 5.3 million contacts – that’s more than 5.3 million telephone calls, face-to-face sessions, texts, emails, letters and prisoner contacts through the Listener service.

> Last year we said we would:

Implement a new telephony platform: Samaritans Connect. This would offer the foundation for which other service improvements were built, for example SMS and email.

Deliver the Big Lottery funded pilot of a free-tocaller service in ten socio-economically deprived areas in the UK

Develop a joint partnership with Cruse Bereavement Care to enhance the support available to those bereaved by suicide.

Build on the success of the partnership with Network Rail and seek new partners with which to work both jointly in new settings and through developing signposting arrangements.

In 2014/15 we spent a total of £3.2m (2013/14 £2.7m) in putting Callers First.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

> What we did

In January 2015 our new integrated technology platform, Connect, went live and immediately met its primary objective of enabling more callers to get through to a volunteer. Since we went live we are now able to pick up almost every call to Samaritans.

During the year we have seen an increase in the use of email and SMS (text).

Around 1,686 of our trained Listeners (a prisoner peer support service which aims to reduce suicide and self-harm in prisons) responded to over 86,000 contacts from prisoners struggling to cope in 134 prisons.

On more than 58,400 occasions, we pointed people in the direction of other organisations, such as Citizens Advice, Mind and Cruse Bereavement Care. Our successful partnership with ChildLine led us to signpost nearly 6,000 callers in 2014.

As a result of a Big Lottery funded programme, we have successfully negotiated with telecoms companies to make our 116 123 Freecall service financially sustainable in the UK. We aim to launch Freecall as our UK helpline number in late 2015.

We are developing the Facing the Future support groups in six areas across England in partnership with Cruse Bereavement Care for people bereaved by suicide. This project receives funding from the Claire Squires Fund and from the Department of Health.

We have continued to develop our Step-by-Step service, supporting school communities after a suicide or attempted suicide to minimise the risk of further suicide. As part of this, we responded to 87 requests for support in 2014.

Our volunteers spoke to over 17,000 young people in schools, colleges and other youth locations about emotional health and the importance of talking and seeking help.

We updated Developing Emotional Awareness and Listening (DEAL) resources to promote good emotional health in young people, with audio-visual materials developed by young people for young people. In 2014, DEAL online resources were accessed 6,629 times.

WE AIM TO LAUNCH FREECALL AS OUR UK HELPLINE NUMBER IN LATE 2015.

2. Inf luence We will have a reputation as a best practice charity and use that reputation to increase our influence on external stakeholders. Throughout 2014/15, we monitored nearly 7,000 online and print media articles on deaths by suicide and inquests and requested 258 changes to content, which we deemed potentially harmful to vulnerable people, resulting in 180 changes being made. We gave advice on 23 television programmes, including documentaries such as BBC’s Panorama, national soaps such as Emmerdale, EastEnders and Hollyoaks and factual programmes, including a BBC world service feature about the impact of suicide.

> Last year we said we would:

Build on the success of the partnership with Network Rail, and seek new partners with which to work both jointly in new settings and through developing signposting arrangements.

In 2014/15 we spent a total of £0.6m (2013/14 £0.6m) influencing external stakeholders on matters of suicide prevention.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

> What we did

As a founding member of the National Suicide Prevention Alliance (NSPA), we’ve continued to co-chair and support a number of its activities. These have included the creation of a website and the first national conference, bringing together over 200 people from across the public, private and voluntary sectors. The NSPA has also funded projects to improve support for people bereaved by suicide, and to deliver a safer and more supportive online environment.

We took an active part in the All Party Parliamentary Group on Suicide and Self-harm Prevention at Westminster. In January 2015, the group published a report following a detailed survey of local authorities in England which found that around 30% had no local suicide prevention plan and 40% had no multi-agency suicide prevention group. After a parliamentary debate, Minister of State for Care and Support, Norman Lamb MP set out the government’s proposed actions to improve local suicide prevention activity and data collection.

Wolverhampton branch received a visit from our patron HRH The Prince of Wales underlining his enduring support and commitment to Samaritans.

2014-15 proved to be a year of strong digital growth for Samaritans, with a 32% increase in visits to our website (averaging 3% per month). There was also a huge increase in interactions with our social media platforms and the reach of our primary social media channels, Facebook and Twitter. Our Facebook audience grew by 45% and total interactions increased by a staggering 1,256%. Growth on Twitter followed a similar pattern, with audiences climbing 62% and total engagement rising 309%.

We held a symposium for the major on-line providers to discuss the challenges of supporting vulnerable people within the online environment and worked with Facebook as its UK partner for its guidance “Help a Friend in Need”.

During the year we launched an application called Radar. This application ran a keyword search of Twitter for messages that indicated distress and then emailed subscribers advising them that a follower or friend might be in need of help. Following concerns raised, we worked closely with The Information Commissioners Office. Their annual report states, “Use of the application raised novel and

contentious issues and we found that it did risk causing distress to individuals and was unlikely to be compliant with the DPA. To their credit the Samaritans took responsibility for dealing with the concerns raised and promptly withdrew the application.” This experience has taught us a lot and does not dampen our commitment and enthusiasm to work in the digital arena.

In January 2015, Samaritans and Network Rail signed a new contract for their programme of activity to reduce railway suicide and its impact on behalf of the rail industry, valued up to £6.4 million. This continues the existing successful programme and is for a period of up to five years from 1 April 2015.

In March 2015, Samaritans and London Underground Limited (LUL) agreed to undertake a new piece of project work called the ‘Suicide Prevention Learning Tool’ funded by LUL. This project will be a modular suicide awareness video package similar to the one produced for Network Rail which is currently being rolled out across the industry with the aim of upskilling staff.

We are on track to have trained a total of 10,000 rail industry staff by summer 2015 through the Network Rail training programme. In 2014/15, our trainers delivered 210 courses across the industry, 60 courses above target. Over 2,500 rail industry staff attended the Managing Suicidal Contacts training course in 2014/15, exceeding the target of 1,500 and marking a 30% increase on 2013/14. In addition, more than 850 London Underground staff took part in Managing Suicidal Contracts training courses in the 16 months of partnership from September 2013 – December 2014. The Trauma Support Training course has been attended by 200 rail industry managers (1,300 staff have been trained on this course over our first five year partnership with Network Rail).

In 2014/15 there was a 60% increase in interventions carried out by rail industry staff in suicide attempts reported to Samaritans, from 83 in 2013/14 to 203 in 2014/15. This increasing figure highlights how the industry continue to engage meaningfully with vulnerable people and are also being encouraged to report interventions to Samaritans.

Samaritans volunteers were called out to provide post incident support following a suicide on the railway at 76 locations in 2014/15.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

We have relationships with all key social media platforms including:

Google, who as a result of our partnership, have ensured that when someone searches online using suicide terminology Samaritans number is flagged in a box at the top of the search.

Facebook, who are working with us to develop their suicide prevention tools online and to ensure that people on their platform are able to reach out

and get support, either for themselves or someone they are worried about.

SIRI on Apple products, who will respond to any reference to suicidal language by suggesting the individual reach out to Samaritans

Twitter, who signpost to Samaritans and partner closely with us in responding to high profile suicides.

3. Knowledge We will be an evidence-based organisation – finding and using the best theory and data available to improve what we do.

> Last year we said we would:

Assess the viability of instant messaging as a means of online support.

In 2014/15 we spent £0.2m (2013/14 £0.2m) in commissioning, supporting and carrying out high-quality research and evaluation on matters of suicide prevention.

> What we did

Improving knowledge about suicide reduction and the online environment We have started work on our requirements for an instant messaging service, undertaking research with other charities using this channel to provide emotional support. We’ve been working with a consortium of universities led by Bristol University to understand the use of the internet in relation to suicidal behaviour, and to identify priorities for prevention so we can better understand people’s needs in the online environment. This includes learning from people who have used the internet while suicidal, as well as those bereaved by suicide. We’ve also been working with researchers at the University of Edinburgh exploring how empathy and trust can be developed online, in particular through the use of our email service. Suicide on the Railways We have commissioned research in collaboration with National Rail and other rail stakeholders to explore why people choose to take their lives on the railways. This will inform the development of our programme of activity with Network Rail and the wider rail industry. Evaluating our own work We are completing a long-term evaluation of the Listener scheme, our peer-support service which operates in prisons. This research will not only tell us about the impact of the Listener scheme on prisoners and on Listeners, but will add substantially to the wider field of the psychology of suicide in prisons. We are the only organisation to collate national suicide statistics from the UK and the Republic of Ireland’s national statistics agencies. These statistics provide a vital, up-to-date understanding of suicide trends.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

4. People We will have the right people, in the right place, at the right time, to meet the needs of our callers. Our helpline services are delivered entirely by volunteers In 2014/15 we spent £0.5m (2013/14 £0.4m) in supporting our network of over 21,000 volunteers. with staff supporting this delivery. Volunteers are involved at all levels in our planning and service support.

> What we did

Our volunteer base is the life blood of Samaritans and by the end of 2014 we had over 21,000, including our support volunteers, shop volunteers listening volunteers and prison Listeners.

More volunteers came on board to work in support roles, freeing up our frontline volunteers to devote more time to callers. Our vital support volunteer base increased to over 1,906 in 2014.

Alongside volunteers we have around 130 staff, based in four offices across the UK and ROI. Staff support volunteers and branches in carrying out

core activities including Fundraising, Communications, Operations and Service Support, Policy, Research & Development and Corporate Services.

We continue to support the most vulnerable in our society and the number of our Listeners volunteering in prisons went up to 1,686 in 2014 (compared to 1,574 in 2013).

Our volunteers freely gave around 5.5 million hours of their time to support callers, valued at over £71 million (based on the median gross hourly rate for full time workers in the UK).

5. One organisation Samaritans will feel like one organisation pursuing a shared vision. It will be thriving and financially stable. Samaritans staff working out of the Central Charity office in Surrey and offices in the Republic of Ireland, Scotland and Wales use funds raised nationally by the Central Charity to reduce suicide at a societal, regional and local level in the following ways:

Societal – campaigns, influencing, policy and partnership work with organisations such as the NSPA and advising the media through our media guidelines for reporting suicide Regional – work with Network Rail, regional branch support, service improvement activity and innovation

Local – supporting branches and volunteers, volunteer training, co-ordination of our schools programme of work and managing the helpline services including our telephony platform Connect Although our helpline services are spread across 201 branches, anyone who contacts us can expect the same Samaritans service wherever they are. There are different legal frameworks and different needs across the UK and the Republic of Ireland, but we aim to co-ordinate and learn from these differences, adapting our services accordingly.

In 2014/15 we spent a total of £3m (2013/14 £3m) working across our organisation in the UK and Republic of Ireland to deliver our services to our callers.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

What we did Fundraising

We continued to grow our donor base and increase our fundraising income, raising a total of £10.7 million for the Central Charity that helps us deliver our service locally, regionally and nationally. We are hugely thankful to nearly 110,000 donors who made this possible through 600,000 gifts made during the year. In addition to donations made to the Central Charity, many thousands of other donors give to their local Samaritans branch, for which we are extremely grateful.

We launched a legacy campaign celebrating 60 years of listening and look forward to what Samaritans will achieve over the next 60 years.

Over £220,000 was received in donations via the Samaritans website, a 27% increase on 2013/14.

361 people joined Team Samaritans, raising over £470,000 for the charity by completing physical challenges ranging from running marathons to crawling through mud soaked assault courses.

2014/15 saw the completion of our successful partnership with JLL (formerly Jones Lang LaSalle). JLL staff raised over £500,000 through the JLL triathlon, cake sales, dress down days, running marathons, cycling Ride London 100 and parachuting.

Thank you for giving me a spot in the “marathon! Even though at mile 18 I was cursing you and your team it was such a fabulous experience. Danny, Brighton Marathon

”

We entered the second year of our partnership with Intrinsic FS, the highlight of which was a three day cycle event, raising over £110,000 for the charity.

We secured a number of new corporate partners in 2014/15. Samaritans is one of four charities chosen to benefit from the Costain 150 challenge and the charity was also selected to benefit from the Guardian Christmas appeal, raising over £40,000 for Samaritans and increasing awareness of mental health issues.

In 2014/15 we ran 128 workplace training courses equipping 2,304 employees from public, private, statutory and charity organisations with the skills and the confidence they need to handle emotional situations in the workplace.

We were successful in the open grant application process from the Ministry of Justice in continuing to deliver our peer to peer Listener scheme in prisons across England in 15/16, with the potential to extend this programme for a further two years.

We secured funding from Portsmouth Clinical Commissioning Group (PCCG) to pilot a project which seeks to improve outcomes for NHS 111 callers that aren’t presenting with any physical health needs. The project will identify the calls that could be transferred to Samaritans and support clinicians to do this. This work will take place in 2015/16.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

What we did

Ireland

Our free-to-caller phone number in the Republic of Ireland launched in March 2014. In its first year, we saw a 52% increase in calls answered by volunteers.

We launched East Coast Samaritans service, based in Arklow, to provide emotional support to communities in Wicklow and North Wexford and nationally through the helpline. This is supported by Dublin Samaritans.

We have strengthened and developed our partnership work with support from the National Office for Suicide Prevention and other organisations. Cura, Shine and callers to 1 Life Suicide Prevention helpline are linked to Samaritans by direct dial or signposting; we have a partnership with the Gaelic Athletic Association (GAA); we work with Irish Rail and in Northern Ireland we are furthering our partnership with the Public Health Agency (PHA).

The launch of Samaritans Ireland Strategy in Stormont was attended by the First Minister and the Deputy First Minister for Health for Northern Ireland.

OUR FREE-TO-CALLER PHONE NUMBER IN THE REPUBLIC OF IRELAND LAUNCHED IN MARCH 2014. IN ITS FIRST YEAR, WE SAW A 52% INCREASE IN CALLS ANSWERED BY VOLUNTEERS.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Scotland

In 2014/15, Samaritans secured Scottish Government funding towards our media work and project funding to develop training and materials to support organisations working with prison leavers.

We launched the latest edition of Samaritansâ&#x20AC;&#x2122; media guidelines and factsheets for the reporting of suicide. Professors Rory Oâ&#x20AC;&#x2122;Connor and Stephen Platt spoke to Scottish media guests about the importance of responsible reporting.

To mark 20 years of the Prison Listener Scheme in Scotland, we held an event at HMP Barlinnie in Glasgow. The event was attended by Branch Prison Support Officers from across Scotland and speakers included Mary Fee MSP, chief executive of SPS Colin McConnell and a prison Listener from Barlinnie. Mary Fee submitted a parliamentary motion in praise of the scheme, which received cross-party support.

Wales/Cymru

Our first Wales Impact Report was launched by Welsh Minister for Health and Social Services Mark Drakeford AM on the steps of the Senedd. The launch and release of our new figures received extensive media coverage.

We influenced policy makers through our responses to the Welsh Government consultation on the Public Health White Paper and the consultation on its draft suicide and self-harm strategy and action plan.

We were successful in our bid for Welsh Government Section 64 funding for three years to support our work in Wales.

We have developed a pilot project to extend our outreach service to the South Wales valleys and work will begin in the summer of 2015.

Samaritans has a Welsh Language Scheme in place and our resources for young people, Developing Emotional Awareness and Listening (DEAL), are currently being translated into Welsh and we are planning to launch DEAL in Wales in the autumn of 2015.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Where weâ&#x20AC;&#x2122;re going In a constantly changing world, we know we have to change too. Over the past two years we have been consulting on and developing our ambitious new strategy, Working together to reduce suicide, which take us forwards over the next six years from April 2015.

o achieve our ambitions, which are highlighted below, we are prepared to adapt and change the way we work to better help people who need us. We know that we will be stronger when we plan, act and speak together, and so it is important that we build

Our

s prioritie 1 2015-202

on our great foundations and create a charity which whilst rich in diversity and local identity, is also more resilient, effective and responsive. We want to do all this so that we can continue being there for our callers when they need us.

What we need

to make it all happen

Improved quality and consistency

Support and engage our people more effectively

Improved access to Samaritansâ&#x20AC;&#x2122; services

Evolve our structure and governance

Stronger and more effective connections within the sector

Mobilise and maximise our financial resources

Improved collection and application of evidence

What we will have

Our

impact Society

r We influence governments and othe ide agencies to take action to reduce suic

Community

ific

We reduce the risk of suicide in spec settings and vulnerable groups

Individual

We reduce the feelings of distress and crisis that can lead to suicide We increase access to support for people in distress and crisis

a c h i e v e d by 2021

Free to caller number

Bereavement support service

Instant Messaging

Online outreach and support

New standards for emotional support

More Face to Face services

Partnerships with Health, Police, Probation and Addiction Services Research on socio-economic deprivation, mental health and suicide Emotional support provided for people in Immigration, Detention and Removal Centres

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

“

Having someone there who cared about me and not because they had to but because they wanted to. Someone, who listened and helped me see its okay to hurt sometimes. Samaritans caller

”

WE WERE FOUNDED IN

1953

BY DR CHAD VARAH

How we work Our governance

amaritans is a charitable company limited by guarantee. We were founded by Prebendary Dr Chad Varah CH CBE in 1953, and incorporated in 1963.

Our general office in Surrey supports our Branches, Regional Directors, Regional Officers and the Board of Trustees. It also coordinates activities such as the development and maintenance of our national number in the UK, our website, research, development and evaluation, support for our volunteers and governance. We own 100% of the shares in The Samaritan Enterprises Ltd, our trading company whose finances are consolidated into Samaritans’ group accounts.

unincorporated association. The branches are independent charities operating within a federated structure, and their finances are not consolidated into Samaritans’ group accounts. The branches are organised and work together in 13 geographic regions to offer emotional support services, including in Scotland through Samaritans in Scotland, and in Northern Ireland and the Republic of Ireland through Samaritans Ireland.

Samaritans Ireland is an Irish company incorporated in 2007, which is limited by guarantee. In accounting terms control is exercised and its finances are also consolidated into our group accounts. Samaritans in Scotland, previously an unincorporated association established in 1984, was incorporated as a Scottish Charitable Incorporated Organisation on 11 March 2014. Samaritans provides its principal funding, to support branches in Scotland and develop cooperation and joint working. Its accounts are also consolidated into our group accounts. There are 201 Samaritans branches operating in the UK and Republic of Ireland, as well as the Channel Islands and the Isle of Man. Each is a separate charitable

Dr Chad Varah

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

We are governed by a Memorandum and Articles of Association. We revised this substantially in 2006, and have made minor amendments since then. The governing body is our Board of Trustees, which currently has 12 members (maximum 15). They are also the directors of the company. Two-thirds of them must be Samaritans volunteers. As at 31 March 2015, nine were Samaritans volunteers. The Board is advised by the Council of Samaritans, which has representatives from each Samaritans branch, the Regional (non-executive) Director from each of the 13 operational regions and the Chair of the Board of Trustees. Our Regional Directors are the eyes and ears of the Board of Trustees in the wider organisation and play a vital role in supporting our branches and implementing our policies. The Chair of the Council is also the Chair of the Board of Trustees. The Board meets at least six times a year. Our Council meets twice a year, to advise and guide the Board of Trustees on key policy issues and to act as a channel of communication between the Board and branches. The Board reports to Council annually on its activities and provides an update and review of progress against the strategic plan. Although the Trustees are responsible for directing our affairs, the size of Samaritans means that much of our operational activity is delegated to appropriate committees, working groups, volunteers and, through the Chief Executive, to staff. However, significant matters are specifically reserved for the Board’s decision and cannot be delegated. These include our strategic direction, approval of key policies (following consultation with the Council of Samaritans) and the approval of the Central Charity’s operational plans and budgets. Subject to the above, the Chief Executive and delegated staff can approve routine contracts, authorise expenditure and recruit staff in a manner consistent with our strategic direction and in line with annual budgets approved by the Board. Because of the differing legislative and funding environments of devolved governments, we have a National Board in Wales as a sub-committee of the Board of Trustees.

“Samaritans made me feel like I had a chance at life.” Samaritans caller

This Board has a clearly defined leadership role to support staff and volunteers to deliver our strategy as well as representing Samaritans in their country. Samaritans Ireland and Samaritans in Scotland fulfil the same roles in the Republic of Ireland and Scotland respectively.

Appointing our Trustees Members of the Council of Samaritans elect the Chair of the Board of Trustees and the Chair of the Council. The Nominations Committee appoints the other members of the Board of Trustees. Trustees serve an initial term of three years and a maximum of six years in aggregate. A person can serve as Chair for a maximum of two terms of three years. Where they have already served as a Trustee before becoming Chair, they can be a Trustee for up to eight years.

Inducting our Trustees After they are appointed, each Trustee undertakes a formal induction programme, including a guide to our vision, mission and values, our governing document and the way we link with our 201 autonomous branches. All Trustees have a briefing on their formal legal responsibilities, and guidance on how to be effective in their role. New Trustees are encouraged to attend regional and branch meetings and to visit our Central Charity office to get a better understanding of the way we work. They receive briefing papers on key issues of concern to us.

OUR REGIONAL DIRECTORS ARE THE EYES AND EARS OF THE BOARD OF TRUSTEES IN THE WIDER ORGANISATION AND PLAY A VITAL ROLE IN SUPPORTING OUR BRANCHES AND IMPLEMENTING OUR POLICIES.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

WE HAVE

201

BRANCHES ACROSS THE UK & ROI

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Our committees We have four committees which operate as formal advisory groups to the Board of Trustees. An Audit and Risk Committee operates as a formal committee to the Board, to satisfy it that external and internal audit systems are in place and operating effectively and that there is a robust and effective risk management strategy for the organisation.

Treasurer and the Chair of the Board of Trustees (who also chairs the Committee). An external expert can be appointed to the Committee by the Board as required.

It meets at least three times a year, and the Chair attends Council meetings. The Board of Trustees appoints two members from its number and our Council elects three. The Honorary Treasurer is an ex-officio member of the committee, and the Board also appoints an external expert as required.

The highest paid employee was the Chief Executive, who received total emoluments (including pension contributions and benefits in kind) in the year of ÂŁ137,600 (unchanged from 2013/14).

Our Finance Sub Committee also reports directly to the Board of Trustees. It monitors and reviews our central budget, forecasts and financial performance. It also advises the Board on our reserves and investments policies. It meets at least three times a year. The Board of Trustees appoints three of its members from among its number (including the Honorary Treasurer, who chairs the committee), our Council elects two members, and the Board can appoint a further external expert as required. The chair of the Audit and Risk committee is an ex-officio member of the Finance Sub-Committee.

Our Nominations Committee has a Chair, three Trustees appointed by the Board of Trustees and three Samaritans volunteers elected by Council. It is accountable to our Council and is a formal advisory committee of our Board of Trustees. It identifies, reviews, proposes and ratifies candidates for key governance and leading volunteer roles, including making appointments to the Board of Trustees.

The Remuneration Committee, which was established in 2011, operates as a formal advisory committee to the Board, supporting it in determining an appropriate level of remuneration for the Chief Executive and Executive Directors. The Board of Trustees appoints up to five Trustees to the Committee, including both the Honorary

Finally, while not part of our formal governance arrangements, we are fortunate to benefit from the support of an Advisory Board, which provides a sounding board for the Chief Executive, as well as acting in an ambassadorial capacity on our behalf. We are very grateful for its support.

How we manage risk The Board of Trustees set the strategic direction for the risk management of Samaritans. We operate a comprehensive annual planning and budgeting process approved by our Board of Trustees. As an integral part of this process, we do a thorough assessment of the key risks we face and how these risks are being mitigated. The Audit and Risk Committee regularly reviews these key risks, the adequacy of the actions we are taking to address them, and the advent of any new risks. It reports regularly to the Board in this regard. An analysis of the principal risks and uncertainties is set out on page 26.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Financial review Overview The context for this financial review is the Charity’s Strategic Plan for the period 2009-2015 and the new Strategy 2015-21. The previous strategy just ended included, as a financial dimension, a period of investment to help develop and strengthen the service to callers, which required both drawing on the Charity’s reserves and investing in new fundraising activity. The financial statements of the consolidated charity group for the year ended 31 March 2015 show a net increase of £985,000 in unrestricted funds, and a net decrease in restricted funds of £427,000. The surplus in unrestricted funds for the year was considerably better than had been budgeted, mainly due to the timing of the Connect telephony platform and some very generous legacy income received. The financial statements do not reflect the value of the time donated by the volunteers within the branches in delivering the Samaritans service, which is estimated at over £71m per annum. This is likely to be understated as it does not include the contribution by volunteers of time spent on outreach, training, branch management and local fundraising. Each year the Charity also receives a substantial amount of donated advertising space. It is not possible to provide an accurate valuation of such donated space. Accordingly an estimated value has not been included in the figures for 2014/15, although we believe the value of advertising space donated to Samaritans this year to be in the region of £400,000.

“

We have the emergency services on the 999 number and then there is your service. A service that we couldn’t do without. Samaritans caller

”

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Financial review Income 3.9% 0.4%

4.6%

Individuals 38.4%

5.0%

Legacies 22.6%

5.8%

38.4%

8.7%

Public x body grants

10.6%

Partnerships 8.7% Branch Affiliation fees x

5.8%

Other grants

5.0%

Training and conferences 4.6% x

10.6%

22.6%

Corporate donations

3.9%

Other x income

0.4%

x x

Expenditure 3.6%

1.7% 3.3%

x Fundraising costs

32.5%

Callers first

24.8%

One x Organisation

23.9%

Partnerships

5.5%

Influence x

4.6%

4.6% 5.5%

32.5%

People 3.6% 23.9%

Knowledge 1.7% x Governance 3.3% 24.8%

x x x

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Income The majority of the Charity’s income is raised from fundraising activities and although the environment of economic uncertainty in the UK and Ireland has continued to be challenging, voluntary income raised in the year 2014/15 increased to £10.7 million which is a record high, against £9.7 million raised in the previous year. Individual Giving rose by 3.9% to £5.6 million and we received legacy donations, totalling £3.0 million compared to £1.9 million in 2013/14. Grants received, including those from public bodies, fell from £2.3 million to £2.1 million. The range of fundraising activities that Samaritans carries out is extensive and income includes amounts received from corporate supporters, funds secured from Trusts, legacies, individual donors, community events, sporting and challenge events and grants from public bodies. We have continued to develop and refine the new fundraising client relationship management system that we installed in late 2013, and this has substantially increased our ability to support and develop our committed donor base, and our donor communication activities. Growing our loyal donor base continues to be a priority for us, and a list of our major donors and supporters can be found on pages 50-51. In addition to our core fundraising activities, the other major funding streams include partnership activity, most notably our partnership with Network Rail for the delivery of training to staff and awareness-raising, and with Transport for London for similar services in relation to London Underground. The Charity has also secured significant support from the Big Lottery Fund to pilot a free-to-caller service.

Expenditure Total consolidated expenditure increased from £11.8 million in 2013/14 to £12.7 million in 2014/15, an increase of 7.6%. Fundraising costs amounted to £4.1 million in 2014/15, representing an increase of 9% on the previous year. This increase represents continued investment in this area, to broaden both our donor base and the range of fundraising activities that we undertake. The impact

of this investment will largely be reflected in future years’ income. Total charitable expenditure amounted to £7.4 million in 2014/15 compared with £6.9 million in 2013/14. The expenditure is analysed in detail in note 7 to the Accounts. While the range of our charitable expenditure activities has remained similar, including the support of branches and delivery of projects that benefit the whole organisation, we continually review the cost effectiveness of our work and have made savings accordingly.

The Samaritan Enterprises Limited As the trading subsidiary of Samaritans, the substantial majority of this company’s turnover remains the contract with Network Rail.

Reserves Policy In setting the reserves policy the Board of Trustees considers the need to provide against any future income shortfall, fulfil working capital requirements and allow funds to be available to support service developments. This is balanced against the need to spend reserves now to deliver services to meet caller needs. In this context, the Trustees have retained the target range for free reserves of between three and four months of unrestricted expenditure. At 31 March 2015 the level of consolidated reserves held is slightly above this range at 4.6 months (£4.3m). The Trustees will review the current reserves policy again during the year in light of the new organisation strategy for 2015-21 and the major organisational restructure that will impact the Central Charity and branches over the next two years.

Investment Policy During the year, the Finance Sub Committee undertook a review to establish a suitable investment policy for the future and has appointed J Hambro & Partners as investment managers for a portion of its investment portfolio.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Risks and uncertainties Trustees consider the principal strategic risks and uncertainties for Samaritans, and the mitigating actions we take to manage those risks. Risk

Mitigating actions

Not being able to meet the needs of our callers, both now and in the future.

The organisationâ&#x20AC;&#x2122;s policies and approach to maintaining confidentiality and handling data appropriately, together with the rationale for our approach, are constantly under review. We make sure they are effective, legal and consistently communicated and understood, including taking external professional advice as required.

Mitigating actions Because of the high demand for Samaritans services, we are constantly addressing accessibility and capacity challenges. This forms a key plank of our strategy development, and drives our investment in new technology (Connect); our free-to-caller service aspirations (Freecall); the development of our service through internet and modern communication channels in addition to the phone, SMS and email, and also the development of our outreach work.

Risk Not being able to meet the key needs of all our stakeholders, including our volunteers and branches, our funders, our partners and our staff.

Mitigating actions Samaritans is fundamentally focused on meeting the needs of our callers. We also take account of the needs of a wide range of our stakeholders, and our strategy development process is designed to make sure this is achieved. Research is an important tool to help us demonstrate the impact of our service and to help inform stakeholders of the rationale behind our decisions.

Risk Damage to our reputation and service by, for example, breaches in the confidential nature of our service, loss of sensitive data or issues around the safeguarding of young people and vulnerable adults.

Risk Not being able to maintain financial stability while operating in a highly competitive market to secure funds.

Mitigating actions Our fundraising strategy focuses on maintaining a broad base of funding to make sure we are not over reliant on any one source. Our expenditure plans are carefully developed in advance, with an ability to adapt to changed financial circumstances should the need arise. In addition, our reserves policy provides a degree of financial stability over the short and medium term.

Risk Our federated structure not working as effectively and coherently as required to develop and deliver our services.

Mitigating actions Our federated structure has great strengths, but the Board of Trustees is aware that a lack of coherence in the model could impede our ability to maximise our impact as one organisation. The development of our new strategy includes exploring our service delivery, governance structure and ways of working, to determine how these can be as effective and efficient as possible.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Statement of Trustees’ responsibilities The Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for preparing the Trustees’ Annual Report including the strategic report and the financial statements in accordance with applicable law and UK accounting standards (United Kingdom Generally Accepted Accounting Practice). Company and charity law requires the Trustees to prepare financial statements for each financial year. Under company law the Trustees must not approve the financial statements unless they are satisfied that they

give a true and fair view of the state of affairs of the group and parent charity and of the incoming resources and application of resources, including its income and expenditure, of the group for the year.

In preparing those financial statements the Trustees are required to:

select suitable accounting policies and then apply them consistently

observe the methods and principles in the Charities SORP

make judgments and accounting estimates that are reasonable and prudent

The Trustees are responsible for keeping adequate and proper accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the group and parent charity and enable them to ensure that the financial statements comply with the Charities and Trustee Investment (Scotland) Act 2005, regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended) and with the requirements of the Companies Act 2006. They are also responsible for safeguarding the assets of the group and parent charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements

prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charity’s website. Legislation in the UK governing the preparation and dissemination of the financial statements and other information included in annual reports may differ from legislation in other jurisdictions. The Trustees confirm that, so far as each Trustee is aware, there is no relevant audit information of which the charity’s auditor is unaware, and each Trustee has taken all the steps that he/she ought to have taken as a Trustee in order to make himself/herself aware of any relevant audit information and to establish that the charity’s auditor is aware of that information.

Approved by the Board of Trustees on 25 July 2015 and signed on its behalf by:

Kevin Corrigan Honorary Treasurer

For the year ended 31 March 2015

SAMARITANS ANNUAL ACCOUNTS

Independent auditor’s report to Members and Trustees of Samaritans We have audited the financial statements of Samaritans for the year ended 31 March 2015 which comprise the Consolidated Statement of Financial Activities, the Group and Charity Balance Sheets, the Consolidated Cash Flow Statement and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). This report is made solely to the charity’s trustees and members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the charity’s trustees and 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 the charity’s trustees and members as a body, for our audit work, for this report, or for the opinions we have formed.

Respective responsibilities of trustees and auditor As explained more fully in the Statement of Trustees’ Responsibilities, the Trustees (who are also the directors of the charitable company 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 as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under 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 Financial Reporting Council’s (FRC’s) Ethical Standards for Auditors.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Scope of the audit of the financial statements A description of the scope of an audit of financial statements is provided on the FRC’s website at www.frc.org.uk/auditscopeukprivate.

Opinion on financial statements In our opinion the financial statements:

give a true and fair view of the state of the group’s and the parent charitable company’s affairs as at 31 March 2015 and of the group’s incoming resources and application of resources, including its income and expenditure, for the year then ended;

have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended).

Opinion on other matter prescribed by the Companies Act 2006 In our opinion the information given in the Trustees’ report, which includes the strategic report, for the financial year for which the financial statements are prepared is consistent with the financial statements.

Matters on which we are required to report by exception We have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:

the parent charitable company has not kept proper and adequate accounting records or returns adequate for our audit have not been received from branches not visited by us; or

the parent charitable company financial statements are not in agreement with the accounting records or 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.

Don Bawtree, Senior Statutory Auditor for and on behalf of BDO LLP, Statutory Auditor London, United Kingdom

Date: 4 August 2015 BDO LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006. BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127).

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Consolidated statement of financial activities Incorporating an income and expenditure account For the year to 31 March 2015

Note

Unrestricted Funds 2015 £’000

Restricted Funds 2015 £’000

All Funds 2015 £’000

All Funds 2014 £’000

5,604 2,995 103 363 9,065

1,305 305 1,610

5,604 2,995 1,408 668 10,675

5,389 1,921 1,507 836 9,653

3 1,147 32 1,182

1 1,209 93 1,303

23 10,270

1,610

23 11,880

15 10,971

676 605

85 -

761 605

795 741

1,281 11,551

85 1,695

1,366 13,246

1,536 12,507

4,113 10 699 4,822

3,764 11 594 2 4,371

Incoming resources

Incoming resources from generated funds: Voluntary income: Donations Legacies Grants – Public body Grants – Other Total voluntary income

2 2 2

Activies for generating funds Merchandising Partnership Sponsorship and licensing Totals from activities for generating funds Investment income and interest

Total incoming resources from generated funds Incoming resources from charitable activities Branch Affiliation Fees / BREF Training and conferences Total incoming resources from charitable activities Total incoming resources

Resources expended

Cost of generating funds: Fundraising costs Investment in information system Partnership Investment management costs

Charitable expenditure Governance costs Total resources expended

7 5

5,877 425 11,124

1,570 1,570

7,447 425 12,694

6,942 477 11,790

Net incoming resources before transfers

427

125

552

717

Gross transfers between funds Net incoming (outgoing) / resources before other recognised gains and losses

552

(552)

979

(427)

552

717

(13)

985

(427)

558

704

5,831

1,398

7,229

6,525

6,816

971

7,787

7,229

Other recognised gains and losses Net investment gains/(losses)

Net movement in funds Balances brought forward at 1 April 2014 Balances carried forward at 31 March 2015

The group has no recognised gains and losses other than those shown above and therefore no separate statement of total recognised gains and losses has been presented. All incoming resources and resources expended derive from continuing activities. The notes on pages 33 to 47 form part of these accounts.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Balance sheets Company Registration No. 757372

As at 31 March 2015

Group 2014 £’000

Charity 2015 £’000

Charity 2014 £’000

Note

Group 2015 £’000

1,971

2,075

1,938

2,048

2,704

2,701

2,643

2,638

4,675

4,776

4,581

4,686

Fixed assets Tangible fixed assets Investments at market value

Current assets Stocks of consumable materials Debtors

2,344

607

1,383

737

Short term bank deposits

373

809

100

500

Cash at bank and in hand

3,525

3,035

2,489

1,398

6,273

4,458

4,003

2,642

Current liabilities Creditors

1,631

1,169

1,338

1,016

Deferred income

1,530

836

3,161

2,005

1,418

1,092

Net current assets

3,112

2,453

2,585

1,550

Net assets

7,787

7,229

7,166

6,236

General funds

4,305

3,333

3,985

2,562

Designated funds

2,511

2,498

2,512

2,471

6,816

5,831

6,497

5,033

971

1,398

669

1,203

7,787

7,229

7,166

6,236

Funds

Unrestricted

Restricted Restricted income funds Total funds

Approved and authorised for issue by the Board of Trustees on 25 July 2015 and signed on its behalf by:

Kevin Corrigan, Honorary Treasurer The notes on pages 33 to 47 form part of these accounts.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Consolidated cash flow statement As at 31 March 2015 2015 £'000 Net incoming resources before other recognised gains and losses Depreciation charges Fixed assets impairment (Increase)/Decrease in stock (Increase)/Decrease in debtors Increase/(decrease) in creditors – including deferred income Returns on investment and servicing of finance FX Revaluation on investments Net investment gain Net cash inflow from operating activities

2014 £'000

2015 £'000

2014 £'000

13 2

22 1

15 (86) -

(13) 3 -

(86)

(10) Management of liquid resources Change in investment cash

Analysis of change in net funds Cash at bank and in hand Short term deposits

The notes on pages 33 to 47 form part of these accounts.

(1) 1,079

5 54 2015 £'000

Reconciliation of net cash flow to movement in net debt Increase in cash at bank Movement in short term deposits Change in net funds Net funds at 1 April Net funds at 31 March

(1)

Increase in cash at bank

2014 £'000 1,151

23 Capital expenditure and financial investment Payments to acquire fixed assets Payments to acquire investments Receipts from sale of investments

2014 £'000

717 101 22 11 315 (15) 1,151

552 117 (24) (1,737) 1,156 (23) (11) 6 36 2015 £'000

Net cash inflow from operating activities Returns on investment and servicing of finance Interest received Dividends received

2015 £'000

2014 £'000

585 494

490 (436)

1,079 2,765 3,844

54 3,844 3,898 2015 £'000

Change in year

2014 £'000

3,525 373 3,898

490 (436) 54

3,035 809 3,844

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Notes to the accounts 1. Accounting policies a) Basis of preparation

e) Assets under construction

The accounts have been prepared on a going concern basis under the historical cost convention with the exception of investments, which are included at market value. The accounts are prepared in accordance with the revised Statement of Recommended Practice for Accounting by Charities, issued in March 2005 (“The Charities SORP 2005”), the Companies Act 2006 and applicable Accounting Standards.

Assets under construction are shown at cost and are not depreciated until brought into operational use.

b) Basis of consolidation The accounts of the group companies are included in the financial statements and the notes shown on pages 35 to 47. Further details of the subsidiaries activities are shown in note 16. The consolidation of group activities has been carried out on a line-by-line basis. All items of incoming and expended resources have been shown gross, after the removal of intra-group transactions. Samaritans has taken exemption from presenting its unconsolidated profit and loss account under Section 408 of Companies Act 2006. Advantage is being taken of the FRS 8 exemption from disclosure of intra-group transactions. c) Fund accounting General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the objectives of the charity and have not been designated for other purposes. Designated funds comprise unrestricted funds which have been set aside by the Trustees for particular 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 specific purposes. Costs relating to such funds are charged against the specific fund. The aim and use of each fund is set out in note 15. d) Impairment of freehold property assets Freehold property assets are subject to an impairment review in accordance with Financial Reporting Standard (FRS) 11 “Impairment of Fixed Assets and Goodwill”. They are stated in the balance sheet at cost less provision for any impairment in value. Any impairment is recognised in the Statement of Financial Activities (‘SOFA’) in the year in which it occurs.

f) Stocks Stock is valued at the lower of cost or net realisable value. g) Incoming resources All incoming resources are included in the SOFA when the charity is legally entitled to the income, there is reasonable certainty of receipt and the amount can be quantified with reasonable accuracy. The following specific policies apply to categories of income: i) Donations Accounted for when received. ii) Legacies In assessing certainty over receipt and accuracy of legacy donations we have made reference to payments or final estate accounts received after the reporting date and before the accounts are authorised for issue where it is clear that the payment had been agreed by the executors prior to the end of the reporting period. No value is included where the legacy is subject to a life interest held by another party. iii) Donated goods/services These are included in both income and expenditure at the value to the charity where this can be reasonably quantified. Where it has not possible to obtain a reasonable quantification, an estimate has been disclosed in the Financial Review. iv) Grants and contracts Where contracts are related to specific deliverables (as in the case of the contract with Network Rail) income is recognised to the extent that those deliverables have been achieved. Where income through contract or grant is received in advance, its recognition is deferred and included in creditors. Where entitlement occurs before income is received, the income is accrued. Capital grants are accounted for as income as soon as they are receivable. v) Branch Affiliation Fees These are recognised as receivable income upon the receipt of signed accounts from Samaritans’ branches. vi) Other income Income generated from other activities is recognised as earned.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

h) Resources expended

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to that category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with use of resources. Support costs have been allocated on the basis of spend to each of the five main programme areas (Callers First, Influence, Knowledge, People and One Organisation) and to Fundraising and Governance activities; the allocation of support costs to Partnership activity is based on the contracted allowance for these costs in the Network Rail funding contract. The following specific policies apply to categories of expenditure:

Centrally funded costs of supporting Samaritans regions have been incorporated within these financial statements. For operational delivery, the UK and Republic of Ireland are grouped into thirteen geographic regions. Each of these is supported by a group of senior volunteers, and receives financial support from the charity.

i) Grants Grants are charged to the statement of financial activities when there is a liability to pay.

Transactions in foreign currency are converted to Sterling at the rate prevailing on the date of the transaction. Currency balances at the end of the year are converted at the closing exchange rate. Foreign exchange gains and losses are included in the SOFA for the period in which they are incurred. The results of Samaritans Ireland have been translated at the average rate.

ii) Fundraising costs Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities.

Samaritans regions

Operating leases

Expenditure on operating leases is accounted for on a straight line basis over the length of the lease. k) Foreign currency

iii) Governance costs Governance costs are the costs associated with the governance arrangements of the charity which relate to the general running of the charity to distinguish from those costs associated with fundraising or charitable activity. Included within this category are costs associated with the strategic management of the charityâ&#x20AC;&#x2122;s activities.

l) Pensions

iv) Support costs Support costs comprise staff delivering the corporate service and infrastructure functions. These are allocated across the categories of charitable expenditure, governance costs and the costs of generating funds. The basis of allocation of support costs is explained above.

m) Branches

v) Depreciation Depreciation is calculated on a straight line basis to write off the cost of tangible fixed assets (except assets under construction) over their estimated useful lives at the following rates: Freehold Property 50 years Computer equipment 3 years Telephony platform 4 years Office Equipment 4 years Motor Vehicles 5 years

n) Taxation

The company operates a defined contribution group personal pension plan, presently administered by Standard Life, which is open to all staff on completion of entry requirements. Pension costs for eligible employees are charged to expenditure as they are incurred.

The term â&#x20AC;&#x2DC;branchesâ&#x20AC;&#x2122; used throughout these Accounts refers to the branches of Samaritans, which are independent charitable organisations, whose objectives are consistent with those of Samaritans.

Samaritans is a registered charity and is therefore potentially exempt from taxation of its income and gains to the extent that they fall within Part ii of the Corporation Tax Act 2010 and section 256 of the Taxation of Chargeable Gains Acts 1992. No tax charge has arisen in the year. The Samaritan Enterprises Limited does not normally incur a tax charge given its policy of gifting all taxable profits to Samaritans.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

2. Voluntary income 2a. Donations All funds 2015 £’000 Donations – Individual giving Donations – Claire Squires* Donations – Corporate Total donations

5,028

All funds 2014 £’000 4,706

518

679

5,604

5,389

*This amount represents the total amount received following the death of Claire Squires in the 2012 London Marathon which the Board of Trustees determined should be set aside as a designated fund together with related interest income earned (see note 15 to the accounts).

2b. Legacies As stated in the accounting policies note above (note 1), the entitlement to the legacy is the earlier of the charity receiving final estate accounts (or other similar evidence) which provides sufficient certainty of receipt and reliability of value, or the legacy actually being received. At 31 March 2015, the charity had been notified of a further 19 legacies (2014-15) that have not been included in these accounts as they did not meet these criteria. These legacies have an estimated value of £1,483,000 (2014: £745,000)

2c. Grants – Public body All funds 2015 £’000

All funds 2014 £’000

Ministry of Justice: NOMS – Grants paid to Samaritans’ branches

300

344

Ministry of Justice: NOMS

152

107

419

144

The Big Lottery Fund* Department of Health Innovation, Excellence & Social Development Fund (IESD) Portsmouth Clinical Commissioning Group Public Health England

Welsh Government/Llywodraeth Cymru

130

Health Service Executive (HSE)

102

105

360

149

HSE Signposting Ireland HSE Freecall Ireland Irish Prison Service The Scottish Government The Scottish Government – Section 10 Scottish Prison Service Remote and Rural Fund

Department Of Health

Department Of Health, Social Services and Public Safety (NI)

1,408

1,507

Northern Ireland Prison Service Total grants – Public body

*The Big Lottery Fund has offered support to Samaritans Freecall project up to December 2016. Phasing of funding meant no funding was received in the 2014/15 financial year after the significant funding received at the end of the previous year.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

3. Investment income All funds 2015 £’000

All funds 2014 £’000

Bank and deposit interest

Total investement income

Dividends – quoted investments

4. Charitable expenditure Within a Joint Funding Agreement between “Samaritans” and “Central London Samaritans” the central charity undertakes to raise an agreed sum designed to help fund the on-going operations of Central London Samaritans. The net amount included in charitable expenditure in relation to Central London Samaritans is £396,000 (2014: £396,000). Refer to further details on charitable expenditure in note 7.

5. Governance costs All funds 2015 £’000

All funds 2014 £’000

170

145

Other costs

159

271

Total governance costs

425

477

Council of Samaritans costs Board of Trustees costs Auditors’ fees

Note 6

The Charity has taken out insurance to protect the Trustees at a cost of £2,226 (2014: £2,088).

6. Net incoming resources for the year This is stated after charging All funds 2015 £’000 27

All funds 2014 £’000 26

External auditors – PKF O’Connor Leddy and Holmes audit fees

Internal auditors – Mazars LLP

External auditors – other fees (VAT and Tax)

117

101

External auditors – BDO audit fees

Total auditors’ fees Depreciation Total Trustees’ expenses

The Directors of the charitable company are the trustees under charity law, and receive no remuneration. It is the policy of the Charity to reimburse all volunteer expenses in full. During the year 16 (2014: 15) Samaritans’ Trustees received reimbursement for attending meetings, telephony and other incidentals amounting to £35,615 (2014: £26,705).

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

7. Breakdown of costs by activity Direct costs Support costs 2015 2015 £’000 £’000

All funds 2015 £’000

All funds 2014 £’000

Generating funds Fundraising Investment in information system Partnership Investment management

3,558

555

4,113

3,764

699

594

4,267

555

4,822

4,371

Charitable activities Knowledge

187

216

192

Callers First

2,753

401

3,154

2,680

People

396

458

372

Influence

510

589

615

One Organisation

2,640

390

3,030

3,083

6,486

961

7,447

6,942

371

425

477

371

425

477

11,124

1,570

12,694

11,790

Governance Governance Total

A breakdown of support costs is as follows: All funds 2015 £’000 Administration and facilities

396

Finance

345

Human resources

396

Information systems Total

433 1,570

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

8. Staff costs All funds 2015 £’000 4,488

All funds 2014 £’000 4,038

Social security costs

475

424

Other pension costs

160

118

Agency staff

129

5,252

4,607

2015

2014

£120,001-£130,000

£100,001-£110,000

£90,001-£100,000

£80,001-£90,000

£70,001-80,000

£60,001-70,000

Total

Wages and salaries

Total staff costs

Higher paid employees

The highest paid employee was the Chief Executive, Catherine Johnstone, who received total emoluments in the year, including pension contributions and benefits in kind, of £137,600 (unchanged from 2013/14). Pension costs The pension contributions for the eight employees (2014: five) earning more than £60,000 in the year amounted to £30,703 (2014: £23,911). 2015

2014

Generating funds

Charitable activities

Governance and support

125

108

Staff numbers

Total

The above table show the average full time equivalent number of employees during the year. The actual number of employees in post as at 31 March 2015 was 127 (2014: 112).

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

9. Tangible fixed assets Freehold property £’000

Computer equipment £’000

Connect telephony platform £’000

Office equipment £’000

2,373

390

400

Additions

Transfers

948

2,373

403

948

1,399

323

1,425

355

At 31 March 2015

948

At 31 March 2014

Group

Motor Asset under vehicles construction £’000 £’000

All funds £’000

Cost At 1 April 2014

948

4,119

(948)

400

4,132

314

2,044

117

326

2,161

901

1,971

974

948

2,075

Freehold property £’000

Computer equipment £’000

Connect telephony platform £’000

Office equipment £’000

Motor Asset under vehicles construction £’000 £’000

All funds £’000

2,373

390

243

Additions

Transfers

948

2,373

403

948

1,399

323

1,425

355

At 31 March 2015 Depreciation At 1 April 2014 Charge for the year At 31 March 2015 Net book values

Charity Cost At 1 April 2014

At 31 March 2015

948

3,954

(948)

243

3,967

184

1,906

123

202

2,029

Depreciation At 1 April 2014 Charge for the year At 31 March 2015

Net book values

At 31 March 2015

948

901

1,938

At 31 March 2014

974

948

2,048

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

10. Fixed asset investments Group 2015 £’000

Group 2014 £’000

Charity 2015 £’000

Charity 2014 £’000

Listed on Irish and European stock exchanges Market value 1 April 2014 Exchange rate adjustment

(11)

(6)

Net investment gains / (losses)

(13)

Market value 31 March 2015

Scotland endowed fund Cash held for investment by J Hambros & Partners LLP

1,000

CCLA COIF Charities deposit fund

1,643

2,638

2,643

2,638

Total investments (inc cash held by investment managers) At market value

2,704

2,701

2,643

2,638

At cost

2,704

2,696

2,638

2015 £’000

2014 £’000

2.1%

2.3%

0.1%

Analysis of investement portfolio at year end Other quoted equities (Republic of Ireland) Scotland endowed fund Cash held by J Hambros & Partners

1,000

37.0%

0.0%

CCLA COIF Charities deposit fund

1,643

60.8%

2,638

97.7%

Total

2,704

100.0%

2,701

100.0%

Investments held by the charity include a £100 investment (2014: £100) in the subsidiary company at cost, as referred to in note 16.

11. Debtors

VAT Trade debtors Regions and branches

Group 2015 £’000 -

Group 2014 £’000 30

Charity 2015 £’000 -

Charity 2014 £’000 -

1,735

124

184

Gift Aid

169

260

169

260

Legacies

309

Accrued income

Other debtors

Inter company

601

230

Prepayments

Total debtors

2,344

607

1,383

737

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

12. Creditors Group 2015 £’000

Group 2014 £’000

Charity 2015 Charity 2014 £’000 £’000

VAT, payroll taxes and pensions

435

125

186

158

Trade creditors

274

443

274

333

Accruals

922

597

866

494

Inter company

Other creditors

Total creditors

1,631

1,169

1,338

1,016

Group 2015 £’000

Group 2014 £’000

836

788

13. Deferred income

As at 1 April 2014

Charity 2015 Charity 2014 £’000 £’000

Income recognised in the year

(759)

(777)

(76)

(10)

Income deferred in the year

1,453

825

Total deferred income

1,530

836

Total deferred income includes £1,366,000 (2014: £667,000) Network Rail deferred income within The Samaritan Enterprises Ltd.

14. Financial and other commitments 14a. Operating leases At 31 March the Group and Charity had annual commitments under non-cancellable operating leases as set out below: Group Group land and other buildings 2015 £’000 2015 £’000 Within one year 18 Between two 32 to five years Over five years Total

Group Group land and other buildings 2014 £’000 2014 £’000 -

Charity land and buildings 2015 £’000 -

Charity other 2015 £’000 14

Charity land and buildings 2014 £’000 -

Charity other 2014 £’000 -

14b. Other commitments The charity has a remaining contractual commitment as at 31 March 2015 for the procurement and running of the Connect contact management system amounting to £4,598,418 (2014: £4,812,000) of which £917,608 is due within one year and £3,680,810 over one year. The commitment relates to fixed network rentals and operational support charges over a period of five years. A proportion included within the above commitment relates to fixed network rental costs which will be borne directly by the branches and this amounts to £271,000 falling due within one year and £827,000 over one year.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

15. Reconciliation of reserves As at 31 March 2014 £’000

Income £’000

Expenditure £’000

Transfer between funds £’000

Net investment gain £’000

As at 31 March 2015 £’000

3,333

11,480

(10,943)

429

4,305

1,752

(117)

323

1,971

746

(64)

(200)

540

5,831

11,551

(11,124)

552

6,816

Public body funds

531

1,305

(1,225)

(204)

407

Samaritans Connect – capital fund

323

(232)

(110)

Other restricted funds

Unrestricted General fund Designated fund – tangible fixed assets Designated fund – Claire Squires Total unrestriced Restricted

196

286

(86)

(238)

158

BREF BEF Total restricted

268 80 1,398

85 1,695

(26) (1) (1,570)

(552)

327 79 971

Total funds

7,229

13,246

(12,694)

7,787

General funds £’000

Designated funds £’000

Restricted funds £’000

Total 2015 £’000

Total 2014 £’000

1,971

2,075

Investments

2,164

540

2,704

2,701

Current assets

5,302

971

6,273

4,458

Represented by: Tangible fixed assets

Liabilities Total

(3,161)

(2,005)

4,305

2,511

971

7,787

7,229

Transfers between funds mainly consist of appropriate cost re-allocations between restricted and unrestricted funds which are in line with the purposes of the respective funds, including in regard to the purchase of fixed assets.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

15a. Unrestricted funds General fund

These funds are held available for the ordinary purposes of the charity.

Designated fund – tangible fixed assets

This designated fund comprises unrestricted resources expended in the purchase of the Group’s tangible fixed assets to invest in the charity’s future capacity and growth. These are therefore not readily available for other purposes. Fixed asset expenditure financed from restricted funds is shown within the restricted fund balances.

Designated fund – Claire Squires fund

This designated fund comprises the donations made following the death of Claire Squires in the 2012 London Marathon together with the related interest income earned. The Claire Squires Working Group overseas a programme of work to be delivered over a two to three year period supporting the development of the service.

15b. Restricted funds

Public body funds

These funds represent a number of donations which carry specific restrictions by the donor. They are received from public bodies or non-departmental public bodies.

Samaritans Connect fund

The majority of this fund represents donations received for the Chad Varah Memorial Fund. This, together with other specific donations and grants, provide funding for the replacement of the existing telephony platform.

Other restricted funds

These funds represent a number of donations received which carry specific restrictions imposed by the donor. They are mainly received from Corporate or Trust donors.

Branch Reserve Equalisation Fund (BREF)

This comprises contributions from independent Samaritans branches with surplus funds to enable grants to be made to other less financially independent branches.

Branch Emergency Fund (BEF)

This fund (formerly called Branch Support Fund) is set aside to meet emergency financial needs of the branches.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

16. Samaritans group companies (a) Samaritans Samaritans uses the exemption in Section 408 of the Companies Act 2006 in not preparing a separate Income and Expenditure account for Samaritans Limited as a separate entity. The individual Statement of Financial Activities (SOFA) for the parent charity has not been included in this report but can be determined by deducting the other group companies’ results as detailed in note 16(b) and 16(c), and the intercompany transactions from the consolidated statement above. The individual SOFA for the parent charity is available on request from the central charity. The charity’s incoming resources amounted to £11,806,000 (2014: £11,451,000), resources expended amounted to £11,327,000 (2014: £10,823,000) and an individual charity surplus of £478,792 (2014: surplus of £628,000), before transfers and other recognised gains/losses. During the year, the surplus generated in the prior year of £452,000 by The Samaritan Enterprises Limited was credited to the Charity, leading to an overall movement in funds in the year of £931,000 and a closing balance of Charity funds at 31 March 2015 of £7,166,000.

(b) The Samaritan Enterprises Limited The Samaritan Enterprises Limited is incorporated in the United Kingdom and has an issued share capital of £100, 100% of which is owned by Samaritans. The principal activity of the company is the delivery of a contract with Network Rail – ‘Tackling Suicide on the Railway’; income also includes that derived from certain sponsorship and training activities. Any net profit made by the company is transferred to the charity. 2015 £

2014 £

Turnover

1,146,472

1,210,120

Cost of sales

(709,699)

(591,383)

Gross profit

436,773

618,737

40,132

92,362

(165,868)

(259,035)

(125,736)

(166,673)

Profit and loss account for the year ended 31 March 2015

Other income Administrative costs

Operating profit

311,037

452,064

(311,037)

(452,064)

Profit on ordinary activities before taxation

Tax on ordinary activities

Profit on ordinary activities after taxation

Retained profit brought forward

Retained profit for the financial year

2015 £

2014 £

2,129,296

1,478,970

(2,129,196)

(1,478,870)

100

Amounts payable to Samaritans under Gift Aid

Net assets at 31 March 2015 Current assets Current liabilities

In addition to longstanding arrangements with Samaritans central charity, a Memorandum of Understanding has been agreed to deliver certain of the requirements of the Network Rail and Transport for London contracts. In accordance with this agreement, services of the central charity’s staff have been procured, which are included in administrative costs. As such, this year’s accounts include inter-company charges of £914,000 (2014: £512,000).

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

(c) Samaritans Ireland Samaritans Ireland was established in the Republic of Ireland in December 2007 and became operational in April 2008. Samaritans Ireland is incorporated in the Republic as a company limited by guarantee. The results of the company have been translated at the prevailing currency exchange rate at the average rate.

Note

Unrestricted funds 2015 €

Restricted Funds 2015 €

All Funds 2015 €

All Funds 2014 €

Voluntary income

399,086

459,436

858,522

730,629

Investment income

4,330

2,211

403,416

459,436

862,852

732,840

266,590

438,444

705,034

614,123

Incoming Resources Incoming resources from generated funds Activities for generating funds:

Total incoming resources Resources expended Charitable activities

14,340

62,054

Totals resources expended

280,930

438,444

719,374

676,177

Net incoming resources before other recognised gains and losses

122,486

20,992

143,478

56,663

Unrestricted funds 2015 €

Restricted Funds 2015 €

All Funds 2015 €

All Funds 2014 €

Corporate donations

89,878

19,635

Individual donations

28,535

25,502

8,447

147,749

126,860

192,886

103,731

108,460

Governance costs

1. Voluntary income includes the following Fundraising activities

Legacies and covenants Total fundraising activities Trusts and foundations Irish branch contributions

37,496

36,287

141,227

144,747

130,999

124,996

Freecall Ireland (HSE)

459,436

177,000

Signposting Ireland (HSE)

91,000

Total statutory sources

130,999

459,436

590,435

392,996

Total voluntary income

399,086

459,436

858,522

730,629

Samaritan UK Totals trusts and foundations Statutory sources Health Service Executive (HSE)

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

2. Resources expended for charitable activities

Unrestricted funds 2015 €

Restricted Funds 2015 €

All Funds 2015 €

All Funds 2014 €

Services Radio advertisement Publicity

20,089

31,850

51,939

168,213

National network telephone support maintenance

61,521

93,929

Festival branch

36,516

31,124

Training and seminars

20,420

17,196

9,791

10,198

Volunteer recruitment and support

Media guidelines

2,415

Childrens policy

24,425

3,684

Freecall Ireland

279,511

95,597

SMS Project

11,163

4,418

Signposting Ireland

53,875

65,830

Fundraising

1,253

1,544

Direct costs

149,590

400,824

550,414

494,148

Support costs

117,000

37,620

154,620

119,975

Total charitable expenditure

266,590

438,444

705,034

614,123

Total 2015 €

Total 2014 €

143,478

56,663

7,176

13,529

Reconciliation of movement in reserves Net incoming resources for the year Unrealised gain on investments Prior year adjustment

(28,941)

Total recognised gains for the year

150,654

41,251

Reserves at the begining of the year

569,352

528,101

Reserves at the end of the year

720,006

569,352

83,417

89,481

Net assets at 31 March Fixed assets Current assets Current liabilities

935,323

664,617

(298,734)

(184,746)

720,006

569,352

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

(d) Samaritans in Scotland Samaritans in Scotland was incorporated as a Scottish Charitable Incorporated Organisation on 11 March 2015. Unrestricted funds £

Restricted funds £

2015 £

2014 £

Incoming Resources Net incoming resources for the year Activities for generating funds:

4,120

43,950

21,070

65,020

62,246

115

48,185

21,070

69,255

62,306

33,507

17,063

50,570

47,018

747

990

Total resources expended

34,254

17,063

51,317

48,008

Net incoming resources before other recognised gains and losses

13,931

4,007

17,938

14,298

Total 2015 £

2014 £

Voluntary income Investment income Total incoming resources Resources expended Charitable activities Governance costs Transfer from restricted reserves

NET ASSETS AT 31 March 2015 Investments Current assets Current liabilities

3,396

64,288

53,661

67,684

57,057

100

Reserves

67,584

56,957

Total

67,684

57,057

17. Custodian trusteeship The charity acts for many of the branches as Custodian Trustee. Where this arrangement exists, the property of the branch is vested in the charity on trust for the branch. The control management and responsibility for such property remains with the branch trustees. The charity is the Custodian Trustee for 140 branches. As the objects of the Charity and the branches are congruent, there are no issues with the charity acting in this way. Both the Branch Model Constitution and the charity’s Articles are drafted in terms that permit this arrangement.

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Reference and administrative details Patron:

HRH The Prince of Wales

Founder:

The Late Prebendary Dr Chad Varah CH CBE MA

Chair:

Jenni McCartney

Company name Samaritans

Registered address The Upper Mill, Kingston Road, Ewell, Surrey KT17 2AF

Lisa Davenport (North West) Jane Hewitt (Yorkshire and Humberside) Robert Hill (Scotland)

Registered Charity: 219432

Samaritans Senior staff

Company number: 757372

Chief Executive Officer and Company Secretary – Catherine Johnstone

Scottish Charity number: SC040604 Website: samaritans.org

Board of Trustees Jenni McCartney (appointed 1 January 2015) Naomi Abigail (retired 9 July 2014) Gill Leo Kevin Corrigan Christopher Mill Stephen Hoddell CBE (retired 31 December 2014) Terry Holland Cynthia Pearce Rosemary Howell Michael Rogerson Michael Kirkman (resigned 11 March 2015) Mandy Perrin (appointed 13 September 2014) Jayne Finch (appointed 17 November 2014) Dr Jackie Craissati MBE (appointed 13 September 2014) Professor Stephen Platt (retired 13 September 2014) Anita Lawlor (resigned 28 January 2015) Keith Walker

Regional Directors Cynthia Pearce, Chair (retired 31 December 2014) Jayne Finch, Chair (appointed 1 January 2015) Christine Beadle (East) Janet Isaac (South) Peter Needham (East Midlands) Ross Gill (South East) Robert McBride (Ireland) James Waghorn (South West) Monica Turner (London) Beverley Bleasdale (Wales and the Marches) Beryl Winter (North) Marion Sacharin (West Midlands)

Deputy CEO, Executive Director of Operations – Fiona Malcolm Executive Director of Corporate Services – Caroline Emerton Executive Director of Fundraising – Lucy Chapman Executive Director of People and Organisational Development – Phil Day (appointed 20 April 2015) Executive Director of Policy, Research and Development – Joe Ferns Executive Director of Communications – Sophie Borromeo (appointed 14 July 2014, resigned 30 June 2015) Executive Director of Communications – Paul McDonald (appointed 1 July 2015)

Executive Director of Transition – Ward Sparrow (resigned 31 March 2015)

Executive Director of Transition – Gareth Germer (appointed 1 April 2015)

Executive Director for Ireland – Catherine Brogan Executive Director for Wales – Sarah Stone Executive Director for Scotland – Andrew Sim (resigned 31 January 2015)

Executive Director for Scotland – James Jopling (appointed 13 July 2015)

Bankers: Lloyds Bank plc, 25 Gresham Street, London EC2V 7HN Bank of Scotland, The Mound, Edinburgh EH1 1YZ External auditors: BDO LLP, 55 Baker Street, London W1U 7EU PKF O’Connor Leddy and Holmes, Century House, Harold’s Cross Road, Dublin 6W Solicitors: Bates Wells and Braithwaite, 2-6 Cannon Street, London EC4M 6YH

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

In our communities There are 201 Samaritans branches across the UK and the Republic of Ireland, providing round-the-clock, confidential support whenever and however people need it. Our branches are run entirely by volunteers – ordinary people who take time out of their own lives to reach out to others. Aberdeen

Derby and District

Leeds

South Cheshire

Aberystwyth & Mid Wales

Derry

Leek & District

South Devon (Torquay)

Ashford & Tenderton

Doncaster

Leicester

Southend on Sea

Athlone & Midland

Dorset

Lewisham, Greenwich & Southwark

Southport & District

Ayrshire

Drogheda & North East

Limerick & Tipperary

South West Herts

Ballymena

Dublin

Lincoln

Stafford

Banbury & District

Dumfries

Liverpool & Merseyside

Stockport

Bangor & North Down

Dundee

London (Central)

Stoke & Newcastle

Barnsley

Dunfermline

Lowestoft & Waveney

Stratford-upon-Avon

Barrow, Furness & South Lakes

Durham (Central)

Luton, South Bedfordshire & Harpenden

Sunderland

Basildon & Thurrock

Ealing, Hammersmith & Hounslow

Macclesfield & District

Swansea

Basingstoke

Eastbourne & District

Maidstone & Weald

Swindon & District

Bath & District

East Surrey

Manchester & Salford

Tamworth

Bedford

Edinburgh & The Lothians

Mansfield & District

Taunton & Somerset

Belfast

Elgin

Medway, Gravesham & Swale West

Teesside

Bexley & Dartford

Ennis & Clare

Mid Cheshire

Telford

Birmingham

Exeter, Mid & East Devon

Milton Keynes

Tunbridge Wells & District

Blackburn, Hyndburn & Ribble Valley

Falkirk & Central Scotland

Newbridge & Kildare

Tyneside

Blackpool, Fylde and Wyre

Farnborough & District

Newbury

Wakefield & District

Bognor Regis, Chichester & District

Festival

Newport & Gwent

Walsall & District

Bolton

Folkestone, Dover & Hythe

Newry

Waltham Forest

Borders

Galway

Northallerton & The Dales

Warrington, Halton & St Helens

Boston, Lincolnshire

Glasgow

Northampton

Waterford & The South East

Bournemouth & District

Gloucester & District

North Devon & North Cornwall

West Cumbria

Bracknell, Wokingham, Ascot & District

Grantham

North East Wales

Western Isles

Bradford

Great Yarmouth

North Herts & Stevenage

Weston Super Mare & North Somerset

Brecon & Radnor

Grimsby, Cleethorps & District

North London (Enfield, Haringey & Barnet)

Wigan

Brent

Guernsey

North West Wales

Winchester & District

Bridgend

Guildford

Northumbria

Wolverhampton

Bridlington & District

Halifax & Calderdale

North West Surrey

Worcester

Brierley Hill

Lanarkshire in Hamilton

Norwich

Worthing

Brighton, Hove & District

Harrogate & District

Nottingham

Yeovil, Sherborne & District

Bristol

Harrow

Omagh

York

Bromley & Orpington

Hastings & Rother

Orkney

Bury

Haverfordwest & Pembrokeshire

Oxford

Bury St. Edmunds & West Suffolk

Havering

Pendle, Burnley & Rossendale

Buxton and High Peak

Herefordshire

Perth

Caithness

Herts & Essex (Ware)

Peterborough & District

Cambridge

Hillingdon

Plymouth, East Cornwall & South West Devon

Canterbury & District

Horsham & Crawley

Portsmouth & East Hampshire

Cardiff & District

Huddersfield

Preston & District

Carlisle

Kingston-Upon Hull

Putney

Chelmsford & Mid-Essex

Inverclyde

Reading

Cheltenham & District

Inverness

Redbridge

Chester & District

Ipswich & East Suffolk

Rochdale, Oldham & District

Chesterfield

Isle of Man

Rotherham

Chilterns

Isle of Wight

Salisbury & District

Colchester, Tendring & Suffolk Borders

Jersey

Scarborough

Coleraine and District

Kerry

Scunthorpe

Cork

Kettering & District

Sheffield

Cornwall at Truro

Kilkenny & Carlow

Shetland

It makes me feel great, after a lot of training, mentoring and building up of experience, to be able at last to call myself a fully qualified Samaritans volunteer..

Correspondence

Kingston-upon-Thames

Shrewsbury

Samaritans volunteer

Coventry & District

King’s Lynn

Sligo

Craigavon

Kirkcaldy & District

Slough, Windsor & Maidenhead

Croydon & Sutton

Lancaster & District

Solihull

Darlington and District

Leatherhead & Mid-Surrey

Southampton & District

“

”

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

Itâ&#x20AC;&#x2122;s all down to you Continuing to always be there, both at crisis point and long before that, costs us money. Our funds come from our supporters and donors who we are extremely grateful to. Every donation we receive helps us be there for people struggling to cope. Corporate donors

Trusts and foundations

Aegon

Money Saving Expert.com

The 1970 Trust

Barclaycard

Next Plc

The 29th May 1961 Charity

British Transport Police

Old Mutual

The Albert Hunt Trust

Cabinet Office

Rawlinson & Hunter

Cardmix

SSE Airtricity

Alice Ellen Cooper Dean Charitable Foundation

Clinton Kennard Associates

Subsea 7

Awareness Fund

The Health Insurance Group

Barbour Paton Charitable Trust

COBIRD Limited Enterprise Finance

Transport Friendly Society Limited

Guardian

UK Greetings

Hammerson

United Welsh

Intrinsic Financial Services Ltd

William Grant & Sons Ltd

The Barnett and Sylvia Shine No. 2 Charitable Trust The Bay Tree Charitable Trust C H K Charities Limited The Cadogan Charity

IRESS

City Bridge Trust

JLL (formerly Jones Lang LaSalle)

The Dulverton Trust

John Woods & Associates Ltd Just Retirement Services

The Ernest Kleinwort Charitable Trust

Liverpool Victoria

The Eunice Johnson Discretionary Will Trust

Maximus UK

Fidelity UK Foundation

Mills & Reeve

The Inman Charity

The John Coates Charitable Trust The Jones 1986 Charitable Trust The Jordan Foundation The Monument Trust Peacock Charitable Trust Pears Foundation SaherGift (The Orr Mackintosh Foundation Limited) The Sobell Foundation The Stone Family Foundation The Swire Charitable Trust Tudor Foundation The Waterloo Foundation The Wixamtree Trust

SAMARITANS ANNUAL REPORT AND ACCOUNTS 2014/15

“

I’m still here, many years after my first email to Samaritans!

Samaritans caller

“

”

Samaritans always treat you with respect and understanding. They don’t tell you what to do. Their jaw doesn’t drop when you tell them how bad you feel.

”

Samaritans caller

Major benefactors

Statutory and similar bodies

Advisory board

Mr E Bates

Department of Health (England)

The Rt Hon The Baroness Buscombe (Chairman)

Mr M Connelly

Department of Health, Social Services and Public Safety (NI)

Mr David McDonough OBE (Vice Chairman)

Ms Z Fairbairns Mr B Finnimore Lord and Lady Haskins Mrs C S Heber-Percy Mr A Lambourne Lady Le Marchant

HSE, National Office of Suicide Prevention (ROI) Irish Prison Service Llywodraeth Cymru/The Welsh Government Ministry of Justice: NOMS Northern Ireland Prison Service

Mr and Mrs J Marston

Portsmouth Clinical Commissioning Group

Mr M Miller

Public Health England

Professor J Rubery

Scottish Prison Service

Mrs L Slowe

The Scottish Government

Mr and Mrs P Tunwell

The Big Lottery Fund

Mr Philip Buscombe Mr Terrence Collis Mr Jeremy Courtenay-Stamp Sir Edward Garnier QC MP The Rt Hon The Lord Grade, CBE Mrs Kedge Martin Mr Bill Muirhead Mr Geoffrey Munn OBE Mrs Felicity Varah Harding The Rt Hon The Baroness Wheatcroft

Mr J S Watson Mrs G Williams Dr N M Wilson

rs and benefactors We would like to thank all our dono anonymous. including those who wish to remain

WE HAVE OVER

21,000 VOLUNTEERS WE HAVE

201

BRANCHES ACROSS THE UK & ROI

are in this world, people who seem to be “‘oThere rdinary’ but who turn out to be extraordinary.

They give their total attention. They listen and listen and listen, without interrupting. They do not preach. They have nothing to sell. We call them Samaritans.

”

Chad Varah, Founder

08457 90 90 90

* (UK)

WE RECEIVE OVER

5 MILLION CALLS FOR HELP A YEAR

ur per minute plus yo *Calls will cost 2p ss charge ce ac y’s an mp co telephone (ROI)

116 123

to call This number is FREE

077ard2tex5t rat9es0ap9ply0 90 Stand

jo@samaritans.org samaritans.org

Samaritans Registered Office The Upper Mill, Kingston Road, Ewell, Surrey KT17 2AF T 020 8394 8300 F 020 8394 8301 samaritans.org Founded in 1953 by Prebendary Dr Chad Varah CH CBE, Incorporated in England and Wales in 1963, a Company limited by guarantee, Registered Number 757372, and a Registered Charity Number 219432, also a Charity in Scotland Registered Number SC040604.