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ANNUAL REPORT
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## **CONTENTS**
|**CONTENTS**||
|---|---|
|**Introduction from the Chair of the Trustees**|**5**|
|**Whereveryou needed us. We hadyour back.**||
|• We continued to be there, no matter what|**6**|
|• New look, same life-saving services|**8**|
|• We’re here to say: Stay|**10**|
|• Through ups & downs|**14**|
|• IRL events made a return!|**16**|
|• We were wherever you needed us|**18**|
|• Shining a light on stories to save lives|**22**|
|• Our corporate partnerships|**26**|
|• Game on: football against living miserably|**28**|
|• Brand partnerships|**30**|
|• Introducing: new ambassadors|**32**|
|• Fundraising legends|**34**|
|• Thank you list|**36**|
|**Trustees’ Report Year Ended March 2021**|**39**|
|**Independent Auditor’s Report to The Trustees**|**53**|
|**Statement of Financial Activties Year ended 31 March 2022**|**56**|
|**Balance Sheet as at 31 March 2022**|**57**|
|**Statement of Cashflow Year ended 31 March 2022**|**58**|
|**Notes to The Financial Statements Year ended March 2022**|**59**|
COMPANY NUMBER: 05378928 (England and Wales) CHARITY NUMBER: 1110621 (England and Wales) CHARITY NUMBER: SCO44347 (Scotland)
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## INTRODUCTION FROM THE CHAIR OF THE TRUSTEES
## **We are now in a decade of change.**
2020 was a strange and difficult year for so many of us. It forced us to think about the things we took for granted, reconsider what was important and rethink what the future could look like.
We worked from home to keep ourselves and others safe, faced more lockdowns and another Covid Christmas, but CALM adapted to ensure we were there for anyone who needed us during this tough time.
Tiptoeing into 2021 we continued to live with Covid while facing the challenges that the cost of living crisis churned up. People needed us more than ever, and while the world changed, CALM continued to be there, no matter what.
Today, that speaks to two drivers for CALM, which did not just inform 2021, but will shape our decade ahead.
**Firstly, there is a new, rich intersection in business.**
In the commercial sector, companies recognise that connecting with purpose in their staff and customers increasingly represents the table-stake for success in any market – the pursuit of profit at all cost is no longer acceptable. Corporate purpose can be profitable so long as it also generates positive impact.
In the third sector, companies (social enterprises, charities etc) recognise that purpose alone cannot sustain a business. Doing good is not enough – they need to diversify income with a commercial model that is both sustainable and sustaining in a time of economic hardship, uncertainty and fear.
The overlap is where CALM was at its very best in 2021. An ever-entrepreneurial business, CALM is driven by stated charitable objectives of suicide prevention, yet holds itself accountable to strong commercially driven operational models and metrics. The more revenue we generate, the more impact we can create. And the best means to generate revenue is to start a conversation about life as the antidote to death.
As usual, it’s fitting to offer sincere thanks to all corporate supporters in the past year, who so tirelessly campaigned with us. Their leaders and staff members, who stood alongside all our supporters and continued to champion our cause and maintain the conversation for change.
As a long-standing patron and chair of the board of trustees of CALM, it’s easy to underestimate the heft of
every single week at CALM. The team has maintained our ambitions for growth in the face of such enormous challenges. We now know, the pandemic was really only the kick off, and times are only getting tougher.
With clear-sighted leadership from Simon, his methodical yet agile operations across the organisation and continuous focus on services, CALM continues to prove its efficacy as a campaign to ride the period of change ahead. In 2021, despite all the pressures, the team delivered our budget. The board can only salute them all.
CALM has always excelled at making noise to break the stigma of suicide in innovative and groundbreaking ways.
## **In 2021 we invited people to Stay.**
The simplest four-letter word can send a plea from the heart, pledge support, rebuild kinship and belonging. It can be filled with the promise that we can get through and the future can be brighter.
There is something humble and human about the power of a single word to unite us against suicide.
Reflecting back to 1998, when a creative team at Ogilvy alighted on the word CALM as an acronym of Campaign Against Living Miserably for an NHS pilot, that deft sleight of hand of a single humble word would be endlessly unpacked into a sense of agency and activism. It is something we prize to this day.
Every year the organisation and its supporters fall into a rhythm, taking action together to combat isolation and for so many - suicidality.
Despite the challenging time, CALM pushed further, operating outside the status quo to achieve our life-saving goals and normalise the conversation on mental health. Continuing to show up for the at-risk, the bereaved, the carers, the concerned, the campaigning stalwarts, the newest fans.
## **It has set the tone of the decade.**
## **We stand united against suicide.**
J Scroggs – Director, Chair of Trustees 10 October 2022
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# IN 2021/22 OUR HELPLINE _ANSWERED_
## “I found someone who WE CONTINUED TO BE listened and that was THERE, NO MATTER WHAT. all I needed at that After a rollercoaster two years, the world started to open up again, but with it came a lot of post-pandemic moment: to be heard.” worries. The prospect of heading into a new ‘normal’
After a rollercoaster two years, the world started to open up again, but with it came a lot of post-pandemic worries. The prospect of heading into a new ‘normal’ felt overwhelming following the devastating loss of life, social isolation and uncertainty we’d all faced.
Webchat User
As things changed, CALM was there to see people through the weird times, from freedom day anxieties to the possibility of another cancelled Christmas.
While we were out of lockdown, our services were more in demand than ever and our helpline saw an 11% increase. Plus the launch of our WhatsApp service meant we were there, wherever you were.
**A lot changed, but CALM was here through it all.**
## CALLS & WEBCHATS
WE SPENT OVER A **MILLION MINUTES** ON OUR HELPLINE. _LISTENING_ , CHATTING AND _HELPING PEOPLE_ SEE A WAY _FORWARD_ .
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## NEW LOOK, SAME _LIFE-SAVING_ **SERVICES.**
## Changing opinions, changing culture, changing lives. Change is important to us.
We made some changes so we can continue to do those things and more. Our new look makes it possible for us to reach more people who need our life-saving services and ensure we continue to grow and evolve our approach and our strategy for the people who need us most.
Everyone deserves access to the support they need when they need it, and making that possible won’t change. We’re here for whoever needs us. No matter what.
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## WE’RE HERE TO SAY: STAY
We let everyone across the UK know that someone wants them to stay, launching a campaign to tell anyone and everyone who can’t see a way out: “Things can change”. To say to them “Just stay”.
Why? Because every week in the UK 125 people take their own lives; 125 individuals who couldn’t see a way out.
But at CALM, we believe there is always hope, always a reason for living. That’s why we’ve launched Stay – to show you that things can change, no matter how you feel right now. That there’s always a way forward.
From our helpline and the stories of our supporters we know that one word, one reason, one moment of closeness, can mean another day alive.
We also know these can be the hardest words to find or say. That’s why we spread our message across the country: on billboards and bus stops, on socials and on streets. We want everyone to stand with us, so together we can save more lives and help those who are left behind.
## “AT THE END OF A BREAKDOWN, THERE’S A BREAK THROUGH.”
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While the doors to nightclubs flung open and many marched maskless into their local pub, Covid was still a heavy and overwhelming elephant in the room for lots of people.
_THROUGH_ AS THE WORLD OPENED UP, WE HAD YOUR BACK Stepping into the unknown brought about all sorts of emotions, and for many, freedom day didn’t mean freedom from worries and anxiety. We put together some tips on how to adjust to this change. After months of following rules and restrictions, the idea of being left to our own devices felt a bit like taking the stabilisers off when still learning to ride a bike. A poll on our Twitter revealed 27.2% of you were excited for the changes - but 72.8% of you felt anxious about them. We asked you on Instagram how you felt about all lockdown restrictions ending to try and get an idea what was on your mind, then used your responses to write some advice to help you through this strange time. **&** GETTING YOU THROUGH ANOTHER ANXIOUS XMAS Christmas looked a little different last year, and festivities were clouded by the pandemic once again, throwing up a whole load of new anxieties. News headlines put a downer on the upcoming celebrations and the countdown to Christmas was marked by daily lateral flow tests and worries about having to isolate on the big day. Along with the news that we might face food shortages and rising energy prices, it was difficult to muster the usual Christmas spirit.
After months of following rules and restrictions, the idea of being left to our own devices felt a bit like taking the stabilisers off when still learning to ride a bike. A poll on our Twitter revealed 27.2% of you were excited for the changes - but 72.8% of you felt anxious about them.
At CALM, we also know Christmas isn’t a jolly holiday for everyone. There’s stuff that can make this time of year really tough, so we asked our helpline workers for some advice on how to quiet common Christmas anxieties.
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## **MADE A RETURN!**
We rolled out the confetti canyons and kicked things off at the ASICS London 10K, CALM’s signature takeover event. 144 runners came together and raised an amazing £28,927, but it was less about the money and more about being together again to run against living miserably.
Our supporters were back with even more enthusiasm and after over a year of virtual fundraising and challenges at home it was finally time to open up big events again.
Covid saw our supporters taking on some weird and wonderful fundraisers in their own homes. Restrictions meant people had to get creative with how they raised money for us, from laps round their gardens to ice baths in bins, but the easing of restrictions meant a return to the events we’d missed.
## RYAN THOMAS: 10 MARATHONS IN 10 DAYS
For many of us, the idea of completing one marathon is daunting enough, but Corrie star Ryan Thomas’ drive to walk the length of ten wasn’t just about challenging himself physically.
Deciding to walk from London to Manchester for CALM, Ryan chose to start his walk during Mental Health Awareness Week, hoping to use his platform to raise money to help support people struggling. His incredible challenge has helped fund over 20,000 helpline calls and inspired many people to come forward when they’re finding things hard.
260 miles, over £160,000 raised and one very bruised toe later, it was only right Ryan Thomas became a CALM ambassador.
“It made me reflect on the fact that if you’re going through a struggle with mental health, even when you want to give up, you have to remember you can get through it.”
## THE RETURN OF LOST HOURS WALK
We decided to shake up the Lost Hours Walk 2021, offering two ways to smash the silence around suicide. As well as hosting the London event, people were able to create their own local Lost Hours Walk, meaning wherever you were in the UK, you could join in. As the clocks went back, we walked forwards, united against suicide.
A huge thank you to everyone who took part.
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From toilet doors, to your morning commute, we popped up in unexpected places to remind you that we’re here, no matter what.
## WE WERE _**WHEREVER**_ **NEEDED US.**
## UNITED AGAINST…
We partnered with the world’s largest out-of-home advertising agency, JCDecaux, to get our “United Against” messages on billboards across the UK. During a turbulent and divided time, we wanted to show that no matter what, we’re here so that we ALL stand together, united against suicide, united against living miserably.
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## FEELING SHIT’S SHIT.
As well as being International Men’s Day, it was also World Toilet Day, so we combined the two. No, we’re not taking the piss.
We asked everyone in the UK to put our posters up in their local gents bog, to let people know that if they’re feeling shit, we’re here to help. Why was this important? Every week 125 people in the UK take their own lives. And 75% of all UK suicides are male.
We asked you to stand with us and share the message, to let everyone know that if they’re struggling they don’t have to keep it in any longer - they can speak to CALM.
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We’re all about starting important conversations, from chatting about struggles with body image, to encouraging the gaming community to talk about mental wellbeing - this year was no different.
## _**SHINING** A_
## ON STORIES TO SAVE **LIVES.**
## CHERRY VALENTINE ON BEING A DRAG QUEEN FROM THE TRAVELLING COMMUNITY
Everyone’s family has expectations. Whether it be the job you do or the type of person you marry, our families and communities often spell out the life they expect us to live. But what about if you don’t fit the mould that’s been carved out for you? We spoke with RuPaul’s Drag Race UK’s Cherry Valentine to find out more about growing up queer in the traveller community and how it impacted their mental health.
We were deeply saddened to hear of the death of Cherry Valentine.
They were a passionate mental health advocate who worked tirelessly to raise awareness of the issues close to their heart - and we were lucky enough to work with them on a number of occasions to help share that message.
Our thoughts are with their family, friends and anyone who is struggling with the news.
“I feel uncomfortable talking about my background and my family, but I think to be able to talk about it is a really, really important thing to do. I don’t know if the community is fully open to it all yet, or me, but I know a lot of people are working on that.”
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## FINDING THE WORDS WITH DANTDM
It can be tough to level up when stuff gets you down, so we joined forces with the one and only DanTDM, for a gaming video with an important easter egg – a hidden message about how it can be difficult to find the words when things feel stuck on hard mode.
DanTDM is a legend in the gaming world, with more subscribers on YouTube than Beyoncé and his very own waxwork in Madame Tussauds. But Dan has bad days like all of us, something he doesn’t normally shout about on his YouTube channel.
He was eager to use his platform to show how lots of us bottle things up when we’re having a crap day, so we teamed up to create a video encouraging you to reach out next time you’re feeling rubbish.
## BODY TALKS: GETTING TO GRIPS WITH BODY IMAGE
We’ve all felt crap about how we look, right? Right.
No matter who you are, where you’re from, or your gender, the way your body looks can make you feel rubbish.
We know men struggle with how their body looks, so we partnered with Instagram and some familiar faces like Jamie Laing, Russell Kane and Leon McKenzie, to start a conversation about the good, the not so good, and, let’s be honest, the awkward bits.
WE ASKED 2000 MEN ABOUT HOW THEIR BODIES FEEL. OVER ONE THIRD OF MEN (35%) ARE UNHAPPY WITH HOW THEY LOOK.
## HOMELESS TRUTHS
We joined up with the British Journal of Photography for a unique project called Homeless Truths, telling the stories of real people experiencing homelessness in London, through their own eyes.
Too often homeless people are ignored and walked past. Made to feel like they’re ‘other’ or people to be pitied. To have their humanity taken away from them. We wanted to turn this point of view around. We asked homeless people to shoot how they feel. To share the reality of their life with us. In their own voice, through their own eyes.
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## **OUR CORPORATE PARTNERSHIPS**
## INVESCO
2021 saw the end of an amazing two-year partnership with Invesco. Despite the fact the partnership started in lockdown, that didn’t stop the Invesco team raising over £260,000 for CALM’s services.
## OSB GROUP
The team at OSB Group used their creativity to support CALM. Raising over £121,000 through step challenges, bake sales, pumpkin carving contests and a spooky Halloween event.
## BIGHAND BIKE RIDE
The incredible employees at BigHand took on a mammoth cycle ride and raised a mammoth amount of money. Cycling a huge 300km, 40 brave BigHanders raised a staggering £18,154 in support of CALM.
## _THROUGH_
## AND
## **LOWS.**
## AVEVA’S INTERNATIONAL LOST HOURS WALK
Aveva tackled CALM’s Lost Hours Walk for the second time, this year involving their international team. From Cambridge to Dubai, people joined from all over the place, helping to raise a huge £16,800 and smash the silence around suicide.
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## CARING UNITED
This year we partnered with Carling to shine a light on ordinary people doing incredible things with the beautiful game. To show that football is more than a game.
With the help of Ashley Cole, we told stories about the power of football to bring communities together, from the Ancient Mariners, a walking football team for over 55s, to East End Phoenix, a club with a mission to offer inclusive opportunities for the LGBTQ+ community.
The campaign has been massive, with over 7 million views and over 21 million impressions. We’ll be continuing to tell inspiring stories of grassroots teams, celebrating how football is about being part of something. A reason to get together, do what you love and feel better for it.
## TEAMING UP WITH LONDON FA TO SUPPORT PLAYERS
We teamed up with the London Football Association to help safeguard players and promote safe and inclusive football. Working with their safeguarding and disciplinary team, we created a support package to support victims of abuse and help prevent abuse in football.
“The dads involved with Match of the Dads are a support network for everyone involved. Being a dad is full of challenges - personal, financial, physical and mental.”
## KENT KICKABOUTS
We also joined forces for Kent FA Kickabouts. These easy-to-access matches are for everyone, giving anyone the chance to join a team whatever their background, gender, or ability. It really is as simple as showing up. CALM works with clubs across the UK to ensure players know about our life-saving services and how to talk about mental wellbeing with their teammates.
Paul, founder of Match of the Dads. Caring United.
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## ORIGINAL PENGUIN
## SEAT: THE LANGUAGE OF LISTENING
We all have our own tale to tell and you never know what’s going on for someone #UnderTheSurface.
You know what it’s like. Your mate is struggling but you’re not quite sure what the right thing to do or say is. It all feels a bit awkward. But it doesn’t need to be.
That’s why we partnered with iconic clothing brand, Original Penguin, to create a podcast series that brought together people from the world of sport and entertainment, and uncovered their stories. From DJ and producer Majestic to footballer Andrew Cole, we brought you powerful and surprising stories that challenged the stigma surrounding mental health.
entertainment, and uncovered their stories. From DJ and We worked with our mates at SEAT to say that if you think producer Majestic to footballer Andrew Cole, we brought someone is struggling, don’t always accept “I’m fine”. you powerful and surprising stories that challenged the We know that when a mate is finding things tough, it’s stigma surrounding mental health. difficult to know how to help, so we joined with SEAT for The Language of Listening, a series of hints and tips that make it easier to talk about the stuff that really matters. **BRAND PARTNERSHIPS**
## ITV2 THE FULL TREATMENT
TV stars and CALM ambassadors, Amber Gill and Kem Cetinay, hosted The Full Treatment in collaboration with CALM. The show saw the former beauty therapist and barber encouraging fellow celebrities to open up about their mental wellbeing while being pampered.
## PUMA X CALM: SPARK CHANGE
Let’s be honest, we’re not all marathon runners. But that doesn’t mean we can’t enjoy the benefits exercise can offer.
Doing a few laps around the park or some burpees while the kettle boils can work wonders for your physical health - but it’s good for your head too. That’s why we partnered with PUMA - to get more people involved in moving for their mental wellbeing.
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## **INTRODUCING: NEW AMBASSADORS**
We added more brilliant ambassadors to the CALM team, from dancing queens to TV stars - here’s our newest faces.
## SHIRLEY BALLAS
Shirley is a long-time supporter of CALM, but last year we made her an official ambassador. She lost her brother to suicide in 2003 and has since been fuelled to encourage people to talk to someone if they’re struggling with depression.
“When I got asked to be a CALM ambassador, I was really quite ecstatic. When my brother passed away he had a lot of challenges with his mental wellbeing and Strictly has given me a platform where I can talk about it a lot more. I feel like this is in memory of my brother and I’m excited to get people to engage and talk about how they’re feeling, but also to learn tools that can help people.”
## JAMIE LAING
TV star Jamie Laing spoke openly to CALM about his struggles with anxiety during the pandemic lockdown and the pressures he faces with constantly being in the public eye. He soon joined our team of ambassadors with buckets of enthusiasm, aware that there’s power in opening up to others about our emotions.
“CALM is an incredible charity. 125 people take their own lives each week and 75% of them are male, so if me speaking up can help at least one person open up about how they’re feeling, that’d be amazing.”
## RYAN THOMAS
Actor Ryan Thomas became a CALM ambassador following his monumental challenge during Mental Health Awareness Week 2021 - where he walked 10 marathons in 10 days, raising an incredible £160,000 for our life-saving services. Ryan lost a friend to suicide during the pandemic and has friends who have struggled.
“I want to bring about more honest and open conversations and focus on getting people to talk more, because we all have struggles and we’re all human beings. I also want to focus on young people’s mental wellbeing, because they’re leading the way and are going to be the ones that make a change for their generation.”
## AMBER GILL
Former Love Islander, Amber Gill, became an ambassador after the ITV series, The Full Treatment, made in collaboration with CALM. Amber has struggled with anxiety since Love Island and is passionate about shining a light on life’s ups and downs.
“It’s important to me that my followers know that I struggle too. I try to show my full life on Instagram but it’s hard – it’s important people see we’re not always just laughing and joking all the time and that we do have issues and struggle.”
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## **FUNDRAISING LEGENDS**
CALM supporters are the trailblazers, the force that
keeps us fighting against suicide. Once again you took on the bold, the brave and the damn right bizarre to help us be there, no matter what. From epic ice baths and pugs taking on step challenges (yes really), to mega marathons and triathlons, there were loads of highlights. Here’s just a few of them.
“I run to be with Mark and to remember how strong I am.”
## Vikki, PUMA X CALM: Spark Change Run
Vikki started running after losing her partner Mark to suicide, but she also found a new passion that helps her manage her mental wellbeing. She took part in the PUMA X CALM: Spark Change Run and used her love for running to raise awareness for our life-saving services.
“When you lose someone to suicide you feel an urge to help, to do anything as it’s too late to help the person who has now gone. I thought football would be a great channel to raise awareness and provide tools around mental health.”
## Giancarlo, Founder of the Mental Health World Cup
After losing his brother, Lanfranco, Giancarlo started The Mental Health World Cup, a football event to get people talking about mental wellbeing. Ten years on and the MHWC has raised an amazing £85,000 for CALM.
“It was always going to be special with us all reuniting after such a strange and tough time, but the feeling of friendship, community and positivity in the air was truly inspiring.”
## Marcus, Nelson’s Tour de Test Valley
The Tour De Test Cycle Sportive returned with a bang! Following a cancelled event the previous year due to Covid, it was great to see so many people back together, ready to ride against living miserably.
“I’ve been there, stepping onto the edge of self destruction more than once. Having found the tools to live a happier and fulfilling life, I now want to use this run to raise both awareness and funding for CALM.”
## Matt, Run the Country
Matt took on an epic challenge for CALM, running over 22 ultra marathons in less than a month. Starting in Cornwall and finishing up in London, he did it all in support of our life-saving services.
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## AMATEURS TRUST
## AVEVA
BARCLAYS FOUNDATION BIGHAND BMW DEPARTMENT OF HEALTH AND SOCIAL CARE FREE NOW THE BALLY’S FOUNDATION (FORMERLY KNOWN AS THE GAMESYS FOUNDATION) HOUSE OF VANS INVESCO ITV KIND **THANK** LNER
MOLSON COORS OSB GROUP ORIGINAL PENGUIN
PUMA
RIGHTMOVE
ROYAL ENFIELD
## SEAT
VIRGIN ACTIVE
WORSHIPFUL COMPANY OF INFORMATION TECHNOLOGISTS
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## **TRUSTEES’ REPORT YEAR ENDED 31 MARCH 2022**
The Trustees’ present their report with the financial statements of CALM for the year ended 31 March 2022.
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## **SECTION 1 - STRUCTURE, GOVERNANCE AND MANAGEMENT**
Upon their appointment, new Trustees/Directors are provided with information on their role as a Trustee/ Director along with details of CALM’s operations and organisation. A series of meetings is arranged with key staff and departments in the CALM office for the new Trustee/Director to have a detailed understanding of the day-to-day activities of the organisation and to get to know the employees. Ongoing training is provided as required and there is a regular offer of an invitation to attend the CALM office and join meetings.
## 1.1 CONSTITUTION OF THE CHARITY AND STATUS
CALM was incorporated on 1 March 2005 via Memorandum and Articles of Association as a company limited by guarantee and not having share capital. It was registered with the Charity Commission in England on 28 July 2005 and was entered on the Scottish Charity Register on 22 October 2013. The company is a Public Benefit Entity.
## 1.2 METHODS FOR RECRUITMENT AND APPOINTMENT OF TRUSTEES/DIRECTORS
## 1.3 ORGANISATIONAL STRUCTURE AND KEY POLICIES
The Trustees are also the Directors of CALM for the purposes of company law. CALM’s articles of association require a minimum of three Trustees/Directors. Trustees’/Directors’ terms run for two years at which point they must undergo a re-election process. There is no strict limit on terms of office, but if a Trustee/Director has served for more than nine years, their reappointment is subject to a particularly rigorous review and takes into account the need for progressive refreshing of the board. The objective is to have a wide range of appropriate skill sets across fields that are relevant to CALM’s objectives. Those skill sets are reviewed on an ongoing basis to ensure they match the needs of the business. In the same way, CALM’s objectives are assessed regularly to ensure they reflect the needs of our beneficiaries and corresponding business development potential.
CALM has a board of Trustees/Directors which meets four times a year, or as often as needed to be effective. They are responsible for the strategic direction and policy of the charity, as well as governing oversight of the charity’s operations. One Trustee/Director serves as Chairman, one as Treasurer and one as a Company Secretary. The Chairman and Treasurer report regularly to the Trustees/Directors on matters that impact the charity, both at Trustee/Board meetings and during the intervening periods. They also both have more regular direct contact with the executive management to ensure ongoing reporting on and governance of operational matters.
Advisory Boards are appointed as required to consider specific issues. The delegation of the day-to-day responsibility for the running of CALM rests with the Chief Executive, who is supported by a full-time equivalent staff of 51 employees in the London office (as at 31 Mar 2022).
The Chair of Trustees and CEO are continuously assessing new potential candidates to add to the Trustee Board, working to an optimal board of 13. Trustees/Directors are recruited through referrals, recommendation and specific advertising as required. They are invited to meet the Chair, the Chief Executive and a quorum of the Trustees/Directors to understand skills and fit, before they then meet some of the wider executives. This establishes an understanding of the responsibility and required active governance and contribution to the leadership in achieving the organisation’s objectives. Candidates are required to observe several board meetings until such time both parties are confident of fit. Their appointment is by resolution of the Board of Trustees/Directors following which the required legal documentation is completed.
The principal policies adopted by CALM are summarised as follows:
## **Ethical**
CALM has an ethical policy, which does not allow it to accept funds from any organisation that it believes may act in a way that is contrary to CALM’s objectives. CALM also ensures that funds received from any one source do not exceed 15% of income, to minimise its reliance on any single funder/donor, or give them undue sway on the strategic and operational intent of the organisation.
## **Equity, diversity and inclusion (ED&I)**
CALM’s policy is to support the diversity and inclusion of staff and volunteers through equal opportunities and practices. In 21/22 CALM worked with a partner to assess CALM from an ED&I perspective via staff surveys and listening sessions. The results of the surveys and listening sessions have informed and continue to inform an ED&I strategy, including a roadmap to make any necessary changes to policies, principles and processes.
## **Investment**
The Trustees have the power to invest in such assets as they see fit, in agreement with the Executive, understanding both short-term requirements and objectives, but with a view to strengthening the organisation’s strategic position and ability to deliver on its objectives. Aside from retaining a prudent amount in reserves, it is intended that the majority of CALM’s funds be invested in current forecasted operational requirements. In addition and with due regard for the short-term liquidity requirements of operating the charity, the Trustees, in agreement with the executive, have the power to utilise funds within longer-term investments. The Trustees maintain healthy cash reserves and utilise those reserves to the best of their abilities according to an in-depth yearly planning exercise. Given the pressures of the pandemic, the Trustees have been even more mindful of maintaining cash reserves to protect operations.
## **Remuneration**
CALM’s remuneration policy is to reward all staff on the basis of: (1) their performance against personal targets; (2) CALM’s overall strategic and financial performance; (3) market salaries of a comparable role across all sectors; and (4) the need to retain staff. The remuneration of the Chief Executive is also set at a level which is proportionate to the lowest paid staff member, the overall level of expenditure and market salaries for a comparable role elsewhere.
## **Reserves**
Reserves are maintained at a level that enables the charity to manage financial risk and ensure financial commitments can be met as they fall due. The reserves policy states unrestricted and undesignated income should exceed six months but are not expected to exceed twelve months of forecast expenditure unless under specific circumstances for which the Executive decides additional reserves are necessary (e.g. during periods of financial uncertainty or in expectation of additional investment in the organisation). This is determined on the basis of: (1) cash flow forecasts, which are updated and reviewed on a regular basis and discussed at Trustee meetings; and (2) the nature of CALM’s short and long-term liabilities and commitments. CALM’s primary driver is therefore always to maintain sufficient funds to meet immediate working capital requirements for the next six to twelve months.
## **Safeguarding policy**
CALM’s staff safeguarding policy exists to support staff, volunteers and supporters. Due to the subject matter of the work that is carried out, it is important that clear policies, processes and boundaries are put in place to enable staff to carry out their roles in a supportive environment and to protect themselves.
In addition to the policies above, CALM also has in place the requisite policies for the day-to-day running of the organisation, including financial and human resource policies.
## 1.4 RISK MANAGEMENT
The Trustees have assessed the major risks to which CALM is exposed - in particular, those related to its operations and finances - and are satisfied that systems are in place to mitigate the charity’s exposure to the major risks. Such risk factors and control systems are reviewed regularly by the Trustees.
Day-to-day risk management is delegated to and undertaken by the Chief Operating Officer (COO), in conjunction with the senior management in CALM’s office. The COO reviews risks ahead of trustees’ meetings and makes trustees aware of any new, substantial or urgent risks. Risk management will remain a key focus to ensure that continued growth is matched by good governance.
Financial risks are monitored through thorough reporting and jointly managed by the Treasurer, COO and Management Accountant. Management accounts, including a cash flow report, are prepared monthly and budget reviews take place monthly. Financial systems and policies are in place to ensure good practice.
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## **SECTION 2 - OBJECTIVES AND ACTIVITIES**
## 2.1 AIM
## 2.2 PUBLIC BENEFIT
CALM focuses upon the prevention of suicide in the UK.
CALM’s objectives and activities fully reflect the purposes that the charity was set up to further. There is an inherent public benefit in the prevention of suicide and promoting a richer, better informed, empowering conversation around suicide and mental health.
## 2.1.1 CHARITABLE OBJECTS
As stated in its memorandum of association, CALM’s objectives are the preservation, protection and improvement of mental health and wellbeing amongst, but not exclusively to, young persons in the United Kingdom. Offering, but not limited to, the use of support services, counselling, advice and/or information about depression and/or crisis management in whatever form is deemed most appropriate at that time, to ensure that the services on offer are accessible to young people and others through, but not limited to, the advancement of health education and public awareness.
The Trustees have referred to the Charity Commission’s general guidance on public benefit when reviewing the charity’s objectives and activities and when planning for future activities. The Trustees have given due consideration to the Charity Commission’s published guidance on the Public Benefit requirement under the Charities Act 2011.
## 2.1.2 STRATEGIC GOALS AND PRINCIPAL ACTIVITIES
In order to achieve its objectives, CALM’s strategic goals and main activities are:
- To campaign to increase the awareness and understanding of suicide in the UK; to create a platform and a movement that encourages and facilitates help-seeking behaviours and a shared purpose in suicide prevention.
- To provide services for people who do not feel current services in the UK are right for them; principally a helpline and webchat service, plus CALM’s website, campaigns and engagement materials which provide information and support for anyone in the United Kingdom.
- To grow a community of individuals and groups, brought together by common interests, to support and learn from each other, improving wellbeing and for a Movement Against Suicide.
## **SECTION 3 - ACHIEVEMENTS AND PERFORMANCE**
## **6. DELIVERY**
## 3.1 STRATEGIC AND OPERATIONAL GOALS FOR 2021/22
Invest in people and systems to help CALM achieve the strategy
Amidst the ongoing backdrop of the pandemic, the strategic focus for 2021/2022 was recovery whilst putting the house in order and gearing up for growth at the end of the year and into 2022/2023.
## 3.2 REVIEW OF OPERATIONS
Below is a summary of the progress made by CALM in achieving the goals it set at the beginning of the year.
During the pandemic, the CALM helpline strategy became broader, targeting those with general mental health challenges rather than specifically those at high risk of suicide. A consequence of this was that the service became more gender and age inclusive.
## 3.2.1 SERVICES
## **Helpline and webchat services**
CALM’s principal service is a helpline and webchat service running from 5pm to midnight every day of the year. It is free, confidential and anonymous, run by paid and trained staff and supporting people through various stages and forms of life crisis. CALM receives overwhelmingly positive feedback from users of the helpline, many of whom go on to become supporters.
To service this bigger and broader audience there was a shift in focus to maximising helpline effectiveness, whilst providing support through self-help content and technology. To enable this, a better understanding of the audience was required. This, as well as investment in people, process and infrastructure, was supported by a strategy of revenue recovery and growth.
Demand increased throughout the year, ending on an 11% increase. We saw a reduction in the amount of “suicides prevented”* reported by the helpline. This was largely due to the broadening of needs that were experienced by our service users. To meet this demand, we increased our helpline capacity by 8% and continued to provide specialist training to helpline workers, to equip them to handle the increasing range of issues they were faced with.
The strategy was delivered through six strategic pillars:
## **1. SERVICES**
Efficiently and effectively reach and support people who need us with the service that works for them
## **2. AUDIENCE**
Properly understand our audience and connect with them in more meaningful ways
Work continues to improve the efficiency of our helpline webchat service and the user experience of people in the queue. Having launched Qbot in the previous year we have continued to build the bank of questions that it is able to answer. This has led to an increase in the bot confidence score from 86% to 93%. This means 93% of questions that are posed to the bot are provided with relevant answers. This is a valuable route for service users to find information both in and out of helpline hours. We are consistently building out the content that this bot can direct people towards, whether that’s CALM Guides that provide information on common issues, or relatable content that make users feel less alone and gain a sense of belonging.
## **3. REVENUE**
Return to pre-Covid-19 pandemic revenue growth plan
## **4. BRAND**
Grow our relevance and resonance to an increased audience
## **5. PEOPLE**
Empower everyone to achieve their potential and feel a sense of belonging at CALM
*The number of known suicides prevented by helpline and webchat workers is reported internally. These are calls or chats in which the caller has been actively suicidal, with the threat of imminent suicide and where the helpline worker believes that the caller has stepped back from suicide, or where CALM has successfully enabled emergency services to respond.
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In March 2022, CALM hired a new Head of Services role to further increase the ways in which CALM can support its service users.
A summary of the key metrics are provided in the table below.
It should be noted that changes in data sources and data structuring between 20/21 and 21/22 mean that the comparison is not exact, however, the data shows an accurate reflection of trend.
**----- Start of picture text -----**
17/18 18/19 19/20 20/21 21/22 21/22
% change
Demand in
96,518 146,076 185,895 257,045 284,960 11%
service hours
Contacts
72,856 95,167 134,982 147,283 155,525 6%
answered
% contacts
76% 65% 73% 57% 55% -2%
answered
Suicides
456 710 646 472 324 -31%
prevented
**----- End of picture text -----**
Under each functional pillar a team lead has developed a strategy and measurement plan to ensure efficiency and impact in meeting organisational objectives. To deliver on these strategic objectives, greater specialist expertise was needed and a dedicated Social Media Manager and Performance Marketing Manager (started in Q1 22/23) were hired to allow for continued growth and efficiency in reaching and engaging new audiences.
## **Support After Suicide Partnership**
The Support After Suicide Partnership (SASP) strives to provide individuals who have been bereaved by suicide with appropriate and timely support. SASP works as a collaborative network to provide effective advocation, signposting and research within suicide bereavement in order to ensure bereaved individuals are equipped with the support and resources they need. CALM recognised the importance of SASP’s work by supporting financially for 21/22.
This has resulted in aided awareness increasing to 32% (up from 21% April 21) with 778k new visitors to the CALM website, 84k users signed up to our new CRM email marketing platform, and a total of 606k engagements with our social content.
## 3.2.2 AWARENESS
Coming out of the global pandemic, the CALM team has become more agile and reactive to opportunities, which allowed us to expand our reach and relevance to new audiences and build on our Against Living Miserably platform.
## **Audience Segmentation**
In 21/22 we commenced audience segmentation work to better understand our key audiences, with a view to ensuring continued and improved relevance and support through evaluatIon of our product, service and content offering. This project is ongoing and will complete in 22/23.
Under a newly appointed CMO, we have continued to optimise the Marketing and Communications team structure to create clearly defined roles and responsibilities, with growth and development opportunities for the whole team.
## **Campaigns**
We have continued to develop content and campaigns to raise awareness of suicide and suicide prevention and give everyone the tools to live less miserably.
The Marketing and Communications team now operates under four functional areas:
- Brand and Performance Marketing
In September we launched the Stay campaign, which was developed entirely by our in-house Creative Studio. The campaign launched on World Suicide Prevention Day, and through stories and national out-of-home advertising we were able to create 11m impressions and drive 84k engagements with the campaign content, and provide a message of hope to those in crisis. Simultaneously we were able to launch our new brand identity, look and feel as part of the campaign.
- Partnerships - including Brands, Ambassadors and Communities
- Creative Studio
- Communications - PR and Social
This was followed up with a relaunch of our brand position, Against Living Miserably, in partnership with JCDecaux, running ongoing contextual messages of hope and support. 21/22 also saw the development of CALM’s biggest ever campaign, The Last Photo, which was eventually launched in Q1 22/23.
## **Brand Partnerships**
Our Brand partnerships continued to grow, with official collaborations with Netflix, Spotify, Original Penguin, Puma, ITV2, and Carling. The Carling partnership was an opportunity for our Creative Studio to develop and deliver a full campaign. More Than A Game, featuring Ashley Cole and a number of grassroots teams, has led to continued development of a new creative campaign in 22/23.
A new Brand Partnerships playbook is in development to allow for a scaled approach to working with partners, to establish efficiency and track impact on meeting organisational objectives.
## **Ambassadors**
Our Ambassador Programme has continued to expand to reach new audiences in a credible and authentic way. This year, we have added to our programme with the following stars: Jamie Laing, Shirley Ballas, Ryan Thomas and Amber Gill. The Ambassador Program is also developing a playbook to enable better focus, scale and revenue generation going forward.
## **Communities**
The renaming from ‘Clubs’ to ‘Communities’ reflects our desire to work with a wide range of intermediaries to reach the people they represent, from clubs like Henley Rugby Club, to organisations such as the FA, as well as other less formal groups. Our key focus remains enabling organisers to “CALMify” their community, bringing CALM into the lives of their members. A strategic playbook is in development to have a more focused approach to the expansion of this function, and to bring fundraising further into the heart of the programme.
## **Volunteering**
For many years CALM has run an active volunteer programme. Volunteering opportunities typically include: head office support, “Street Team” (representing CALM at events), and corporate volunteering. As the effects of C19 continued to be felt throughout the majority of 2021/22, the pause on our volunteering programme continued, as volunteer opportunities remained few and CALM continued restrictions on office working.
As we look to the next financial year, we are looking to evaluate how volunteers can best support our mission.
## 3.2.3 REVENUE GENERATION
To date, the majority of CALM’s revenue has come from
the public, predominantly through challenge events and DIY fundraising. CALM also works with a number of corporate partners who make donations to CALM’s work and/or support their employees in fundraising for CALM, as well as working with grant-making organisations.
Focus for the year was on regaining lost ground and working to turn revenue streams to growth once more. As events became possible again, our challenge event revenue doubled and we were able to hold our annual Lost Hours Walk event. We were successful in accessing further financial support from the DHSC to enable us to maintain our helpline and webchat services.
Other areas of revenue were more challenging. In the previous financial year CALM benefited from a number of Covid relief funds which were not available to us in 2021/22. Additionally, where our partners had offered us good financial support in the previous year, many were unable to continue this into 2021/22. Generally, we also saw a decline in revenue from community fundraising; a trend felt across the sector.
Within 22/23 our focus will turn to supporter recruitment, as well as retention and the creation of new fundraising products and initiatives. The recruitment of a Head of High-Value Fundraising will drive a more strategic approach to working with partners. Work to better understand our audience and a new focus on performance marketing will enable us to better engage potential supporters.
CALM operates in accordance with the Code of Fundraising Practice as outlined by the Fundraising Regulator. There have been no compliance issues in the reporting period and no complaints relating to CALM’s fundraising practice. CALM’s complaints policy can be found on its website thecalmzone.net.
Anyone choosing to fundraise for CALM has to agree to terms and conditions (if they are a volunteer fundraiser) or co-sign a commercial participator agreement if they are donating proceeds or profits from sales of goods or services. CALM did not employ the services of any third-party fundraisers in 21/22.
## 3.2.4 OPERATIONS
## **Website**
CALM’s website continues to serve three main functions:
- Service provision via links to key services and timely presentation of issues related content.
- Getting people involved by donating, fundraising, volunteering or participating in a campaign.
- Providing inspiring information on CALM, our campaigns, ambassadors and supporters.
Ongoing development of the existing website through-
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transparent pay brackets and a clear framework for progression. Our aim is to continue developing a values-based culture that supports a happy and engaged workforce to deliver their best work.
out 21/22 helped optimise delivery of these functions. In the latter part of the year we developed a new website (launched early 22/23) that significantly improved functionality and brought the website in line with CALM’s refreshed branding. The new site allowed for better tracking and data capture to create an optimised user experience with clear calls to action, including ‘share’ functionality across all content to encourage user sharing to increase awareness of CALM.
## **Recruitment & Development**
This has been a transformative year for CALM. After growth plans were paused during the pandemic we were finally able to increase our headcount to support the delivery of our strategic aims. The biggest growth can be seen within the Data and Innovation department.
## **HR and support for staff**
As part of its commitment to being a leader in all areas of its activities, in line with ground breaking campaigns and excellence in service provision, CALM aspires to be a leading employer. In June 2021 we shifted our focus from purely HR to People Operations, with the ultimate goal of creating the best possible employee experience. We’ve weaved together insight directly from our staff and expertise from the People Operations team to deliver an employee experience throughout 21/22 that caused our eNPS score to increase from 23 in April 2021 to 49 in April 2022.
The introduction of our progression framework together with a bespoke training programme will enable all staff to reach their full potential at CALM. A competitive benefits package and hybrid working model supports us to not only attract incredible talent but also retain those people.
## **Support**
Recognising not only the potential for secondary trauma that exists from working in a suicide prevention organisation, but also the responsibility as an employer to provide support for staff, CALM provides holistic support internally and through third-party providers.
Our commitment to ED&I continues to develop and the impact can be seen throughout the organisation, most notably through the introduction of a pay philosophy,
## **SECTION 4 - PLANS FOR FUTURE PERIODS**
## 4.1 FUTURE AIMS AND OBJECTIVES
## **3. BRAND**
Continue to build a disruptive and relevant brand that creates impact and awareness with a growing audience.
The strategic focus for 2021/2022 was putting the house in order amidst the backdrop of the pandemic, through investment in people and process.
## **4. REVENUE**
Grow revenue ensuring the delivery and growth of CALM’s mission whilst providing ongoing financial stability.
2022/2023 continues an ambitious strategy aimed at growth that will see CALM turn potential into results, whilst the benefits of investment come to fruition. The strategy will be delivered through five strategic pillars and two focus areas:
## **5. INFRASTRUCTURE**
Ensure the right infrastructure to support the delivery and maintenance of effective products and projects.
## **A. INSIGHT-LED DECISION MAKING**
## **1. PEOPLE**
Create a culture of insight-led strategic decision making, that allows more effective engagement and support to new and existing audience segments.
Further develop an environment of responsibility for a positive and inclusive culture, for our values and our mission.
## **B. DATA-LED PERFORMANCE EVALUATION**
## **2. PRODUCTS**
Adopt a data-driven approach to meeting the mission and objectives, by evaluating the efficiency of conversion, retention and retargeting within the CALM ecosystem.
Deliver products to help and engage with the maximum number of people in the best possible ways to deliver our mission.
## **SECTION 5 – FINANCIAL REVIEW**
## 5.1 INCOME
## **2021/2022 Income by Category**
Income for the year was £7,081,000 (2021: £6,427,000), an increase of £654,000 (10%) on the prior year. This was achieved as follows: public fundraising £3,678,000 (2021: £2,944,000), an increase of 25% as restrictions were lifted, permitting events to happen; donations £2,822,000 (2021: £2,822,000), a non-material increase; charitable activities £92,000 (2021: £112,000); gifts in kind £483,000 (2021: £446,000), government grants of £nil (2021: £88,000 relating to Covid furlough grants) and investment income £6,000 (2021: £14,000).
**----- Start of picture text -----**
gifts in Kind charitable
was achieved as follows: public fundraising £3,678,000
(6.8%) activities (1.3%)
(2021: £2,944,000), an increase of 25% as restrictions
were lifted, permitting events to happen; donations
£2,822,000 (2021: £2,822,000), a non-material increase;
charitable activities £92,000 (2021: £112,000); gifts in
kind £483,000 (2021: £446,000), government grants of
£nil (2021: £88,000 relating to Covid furlough grants)
and investment income £6,000 (2021: £14,000).
public
Public fundraising involves raising income from
donations fundraising
public participation in, and sponsorship of, challenge
(39.9%) (52%)
and community events throughout the country by
CALM supporters.
Donations consist of income from trusts, foundations
and statutory funders £1,515,000 (2021: £1,347,000),
an increase of 12%; corporate income £1,307,000
(2021: £1,475,000), a decrease of 11%; and other dona-
tions £nil (2021: £nil). Corporate income consists of
donations from companies and includes donations from
employee events and matched funding of donations
raised by employees.
Income is categorised in the following charts:
Income by Category 2021/2022 vs 2020/2021
2021/2022 2020/2021
£4,000,000
£3,000,000
£2,000,000
£1,000,000
£0
Public fundraising Donations Gifts in kind Charitable Other
activites
**----- End of picture text -----**
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Income from public fundraising, sponsorship events and donations is obtained from a large number of sources/donors across a wide range of events throughout the year.
Income from charitable activities includes event registration fees of £18,000 (2021: £6,000), commissioning income of £32,000 (2021: £53,000), sponsorship of £37,000 (2021: £12,000) and trading income of £3,000 (2021: £41,000). Commissioning income is funding from government agencies which support services provided by CALM. Event registration fees relate to fees paid by supporters for their fundraising event place.
The trustees have restricted deferred income from grant funding of £194,000 (2021: £383,000) until 2022/23 as the expenditure to which the grants relate will not be committed and incurred until the following year.
## 5.2 EXPENDITURE
costs, overheads (rent, utilities, communication and IT), governance, consultancy and training.
Promotion and outreach costs were £1,973,000 (2021: £1,489,000), an increase of £484,000 on the previous year. The costs in this category involve the provision of support to promote awareness of suicide through campaigns and specific public events. The salary costs of 12 full-time equivalent staff are allocated directly to this cost category (2021: 10). Of these total costs £1,453,000 (2021: £1,053,000) were direct costs and £519,000 (2021: £436,000) were an allocation of support costs which covers management and administrative staff costs, overheads (rent, utilities, communication and IT), governance, consultancy and training.
Expenditure on the Support after Suicide Partnership was £30,000 (2021: £20,000).
## **SECTION 6 – REFERENCE AND ADMINISTRATIVE DETAILS**
## CHARITY REGISTRATION NUMBER
## COMPANY NUMBER
05378928 (England and Wales)
1110621 (England and Wales), SCO44347 (Scotland)
## **Support costs**
Expenditure for the year was £6,305,000 (2021: £4,820,000), an increase of £1,485,000 (31%) on the prior year. This increase, supported by the corresponding increase in income, arose across the following areas of CALM’s activities:
## **Fundraising**
Total fundraising costs were £1,450,000 (2021: £815,000), an increase of £635,000 on the previous year. Of these costs £936,000 (2021: £491,000) were direct costs and £514,000 (2021: £324,000) were an allocation of support costs, which covers management and administrative staff costs, overheads (rent, utilities, communication and IT), governance, consultancy and training. Fundraising costs include the costs of supporting and organising participants in fundraising events on behalf of CALM and also work on developing the supporter database. The salary costs of 12 full-time equivalent members of staff (as at 31 Mar 2022) are allocated directly to this category (2021: 10). Fundraising costs represent 20% (2021: 13%) of income.
## **Charitable activities**
Charitable activities costs were £4,855,000 (2021: £4,005,000), an increase of £850,000 (21%) on the previous year. Expenditure by key activities can be analysed as follows:
Helpline/webchat service provision costs were £2,852,000 (2021: £2,496,000) and increased by £356,000 (14%) as service provision levels were expanded with increased numbers of helpline and webchat staff available to meet increased demand. The helpline is manned by staff from an external service provider. Expenditure continued on the development of the helpline technology. Of these total costs £2,078,000 (2021: £1,894,000) were direct costs and £774,000 (2021: £602,000 ) were an allocation of support costs which covers management and administrative staff
Support costs, which are included within the aforementioned Fundraising and Charitable activities costs, are the office, administration, management and governance costs incurred by CALM. In 2021/22 they were £1,808,000 (2021: £1,362,000), an increase of £446,000 (33%) on the previous year. This increase was due to an investment in people, process and infrastructure, aligned to the strategy. CALM employed 23 full-time equivalent staff (as at 31 Mar 2022) within this category (2021: 14), including the Chief Executive, during 2021/22.
## Expenditure is categorised as follows:
Office costs, which are the general overheads of the charity, make up 10% (2021: 10%) of CALM’s total expenditure. The principal elements are office rent £193,000 (2021: £203,000) and utility /communications /IT /insurance costs of £146,000 (2021: £114,000).
## 5.3 SURPLUS & RESERVES
There was a fund surplus for the year of £776,000 (2021: £1,606,000), all of which was unrestricted.
Total funds available as at 31 March 2022 were £6,112,000 (2021: £5,336,000); all of which were unrestricted. Included within the unrestricted funds is £200,000 which was transferred to an unrestricted designated fund to provide for the continued development of helpline technology.
The funds available balance is consistent with CALM’s reserves policy outlined in section 1.3 above, in particular it is sufficient to meet the charity’s short-term working capital requirements. The unrestricted reserves balance as at 31 March 2022 represents 10 months (2021: nine months) of budgeted expenditure for 2022/23.
## TRUSTEES
James Scroggs (Chairman) Philip Thomas (Treasurer) David Bateson Marcus Chapman Catherine Chevallier Matthew Finch Emma France Will Grundy Aimee Luther Philip Portal Adam Powers Ajax Scott Andrew Wardlaw
## CHIEF EXECUTIVE OFFICER
Simon Gunning
## REGISTERED OFFICE
5 Wootton Street London SE1 8TG
## CALM OFFICE ADDRESS
5 Wootton Street London SE1 8TG
## AUDITORS
Royce Peeling Green Limited Chartered Accountants & Registered Auditors The Copper Room Deva Centre Trinity Way Manchester M3 7BG
## LEGAL ADVISORS
Stone King Boundary House 91 Charterhouse Street London EC1M 6HR
CMS Cameron McKenna Nabarro Olswang LLP Cannon Place 78 Cannon Street London EC4N 6AF
## BANKS
Co-operative Bank plc PO Box 250 Delf House Southway Skelmersdale WN8 6WT
CAF Bank Limited 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ
Virgin Money plc Jubilee House Gosforth Newcastle upon Tyne NE3 4PL
Nationwide Building Society Kings Park Road Moulton Park Northampton NN3 6NW
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## **SECTION 7 - AUDITORS**
The Auditors, Royce Peeling Green Limited, Chartered Accountants, have expressed their willingness to continue in office and a resolution regarding their appointment and remuneration will be submitted to the Annual General Meeting.
## **SECTION 8 - STATEMENT OF TRUSTEES’ RESPONSIBILITIES**
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006, applicable Accounting Standards and Statements of Recommended Practice (FRS 102), and the Accounting regulations set out under the Charities Act 2011. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
Law applicable to charities in England and Wales requires trustees to prepare financial statements for each financial year, which give a true and fair view of the financial activities of the charity during the year and state of affairs at the end of the year. In preparing those financial statements, the trustees are required to:
- Select suitable accounting policies and then apply them consistently
- Observe the methods and principles in the Charities SORP
- Make judgements and estimates that are reasonable and prudent
## **SECTION 9 - STATEMENT OF DISCLOSURE TO AUDITORS**
So far as the trustees are aware, there is no relevant audit information of which CALM’s auditors are unaware. Additionally, the trustees have taken all the necessary steps that they ought to have taken as trustees in order to make themselves aware of all relevant audit information and to establish that the charity’s auditors are aware of that information.
## **SECTION 10 - COMPANIES ACT 2006**
This report has been prepared in accordance with the special provisions relating to small companies within Part 15 of the Companies Act 2006. As a small company the charity is not required to prepare a strategic report.
This report was approved by the board on 10 October 2022
J Scroggs – Director, Chair of Trustees
- State whether applicable accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements
- Prepare the financial statements on the going concern basis, unless it is inappropriate to assume that the company will continue in business
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## **INDEPENDENT AUDITOR’S REPORT** TO THE TRUSTEES OF
## **Opinion**
We have audited the financial statements of Campaign Against Living Miserably (the ‘charity’) for the year ended 31 March 2022 which comprise the statement of financial activities, the balance sheet, the statement of cash flows and the notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion, the financial statements:
- give a true and fair view of the state of the charitable company's affairs as at 31 March 2022 and of its incoming resources and application of resources, 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 Act 2011, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) 2006 (as amended).
## **Basis for opinion**
We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
## **Conclusions relating to going concern**
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity’s ability to continue as a going concern for a period of at least twelve months from
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when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The other information comprises the information included in the annual report other than the financial statements and our auditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon.
Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the company and its environment obtained in the course of the audit we have not identified material misstatements in the Trustees’ Report.
We have nothing to report in respect of the following matters where the Companies Act 2006, the Charities Act 2011 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:
- the information given in the financial statements is inconsistent in any material respect with the trustees report; or
- sufficient accounting records have not been kept; or
- the financial statements are not in agreement with the accounting records; or
- we have not received all the information and explanations we require for our audit.
## **Responsibilities of trustees**
As explained more fully in the statement of trustees’ responsibilities set out on page 37, the trustees, who are also the directors of the charity for the purpose of company law, are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the
preparation of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor’s responsibilities for the audit of the financial statements**
We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder.
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. Based on our understanding of the charity, we identified that the principal risks of non-compliance with laws and regulations related to the Charities Act 2011, the Charities Statement of Recommended Practice, pensions legislation, employment regulation and health and safety regulation, anti-bribery, corruption and fraud, money laundering, non-compliance with implementation of government support schemes relating to Covid-19, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements, such as the Companies Act 2006.
We evaluated the trustees’ and management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to posting manual journal entries to manipulate financial performance, management bias through judgements and assumptions in significant accounting estimates, in particular in relation to use of restricted funds, and significant one-off or unusual transactions.
Our audit procedures were designed to respond to those identified risks, including non-compliance with laws and regulations (irregularities) and fraud that are material to the financial statements. Our audit procedures included but were not limited to:
- Discussing with the trustees and management their policies and procedures regarding compliance with laws and regulations;
- Communicating identified laws and regulations throughout our engagement team and remaining alert to any indications of non-compliance throughout our audit; and
- Considering the risk of acts by the charity which were contrary to applicable laws and regulations, including fraud.
Our audit procedures in relation to fraud included but were not limited to:
- Making enquiries of the trustees and management on whether they had knowledge of any actual, suspected or alleged fraud;
- Gaining an understanding of the internal controls established to mitigate risks related to fraud;
- Discussing amongst the engagement team the risks of fraud; and
- Addressing the risks of fraud through management override of controls by performing journal entry testing.
There are inherent limitations in the audit procedures described above and the primary responsibility for the prevention and detection of irregularities including fraud rests with management. As with any audit, there remained a risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal controls.
A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.
## **Use of our report**
This report is made solely to the charity’s trustees, as a body, in accordance with Chapter 3 of Part 16 of the
Companies Act 2006, Charities Act 2011, Part 4 of the Charities (Accounts and Reports) Regulations 2008 and section 44 (1) (c) of the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the charity's trustees 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 as a body, for our audit work, for this report, or for the opinions we have formed.
Carolyn Dutton (Senior Statutory Auditor) Royce Peeling Green Limited
31 October 2022 Chartered Accounants Statutory Auditor
Royce Peeling Green Limited is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.
Statutory Auditor Deva City Office Park Trinity Way Manchester M3 7BG
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## **STATEMENT OF FINANCIAL ACTIVITIES YEAR ENDED 31 MARCH 2022**
**----- Start of picture text -----**
Unrestricted Restricted funds Total funds Prior year funds Note
funds
Income from: £ £ £ £
Donations and legacies 5,249,343 1,734,258 6,983,601 6,212,163
Charitable activities 80,929 10,635 91,564 112,464 3
- - -
Government grants 88,348
Investments 6,018 - 6,018 13,653
Total incoming resources 5,336,290 1,744,893 7,081,183 6,426,628
Expenditure on:
Raising funds 1,450,452 - 1,450,452 814,867 4
Charitable activities 3,110,013 1,744,893 4,854,906 4,005,292 5
Total expenditure 4,560,465 1,744,893 6,305,358 4,820,159
-
Net income / (expenditure) 775,825 775,825 1,606,469
Transfer between funds - - - -
Net movement in funds 775,825 - 775,825 1,606,469
Reconciliation of funds: - - - -
Total funds brought -
5,335,894 5,335,894 3,729,425
forward
Total funds carried forward 6,111,719 - 6,111,719 5,335,894
**----- End of picture text -----**
## **BALANCE SHEET AS AT 31 MARCH 2022**
**----- Start of picture text -----**
Unrestricted Restricted funds Total funds Prior year funds Note
funds
£ £ £ £
FIXED ASSETS:
Tangible assets 75,385 - 75,385 69,477 8
Total fixed assets: 75,385 - 75,385 69,477
CURRENT ASSETS:
Debtors 454,525 - 454,525 536,279 9
Cash and cash equivalents 6,256,520 6,256,520 5,613,690
Total current assets 6,711,045 6,711,045 6,149,969
LIABILITIES:
Creditors falling due within
(674,711) (674,711) (883,552) 10
one year
Net current assets 6,036,334 - 6,036,334 5,266,417
Total assets less current
-
6,111,719 6,111,719 5,335,894
liabilities
THE FUNDS OF THE CHARITY:
Restricted Income funds - - - - 12
Unrestricted Funds:
-
Designated fund 200,000 200,000 200,000
General unrestricted funds 5,911,719 - 5,911,719 5,135,894
Total unrestricted funds 6,111,719 - 6,111,719 5,335,894 11
Total charity funds 6,111,719 6,111,719 5,335,894
**----- End of picture text -----**
These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime within Part 15 of the Companies Act 2006.
The Statement of Financial Activities has been prepared on the basis that all operations are continuing operations.
There are no recognised gains and losses other than those passing through the Statement of financial activities.
The notes on pages 46 to 56 form part of these accounts.
Approved by the trustees on 10 October 2022 and signed on their behalf by:
James Scroggs Director, Chair of Trustees
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## **STATEMENT OF CASHFLOW YEAR ENDED 31 MARCH 2022**
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Total funds Total funds Note
2021/22 2020/21
£ £
- -
Cash flows from operating activities:
Net cash provided by / (used in) operating activities 673,756 1,618,869 A
- -
Cash flows from investing activities:
Interest received 6,018 13,653
Payments to acquire tangible fixed assets (36,944) (52,226)
Net cash provided by/ (used in) investing activities (30,926) (38,573)
Change in cash and cash equivalents in the reporting period 642,830 1,580,296
Cash and cash equivalents at the beginning of the reporting
5,613,690 4,033,394
period
Cash and cash equivalents at the end of the reporting period 6,256,520 5,613,690 B
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## **Note A: Reconciliation of net movement in funds to net cash flow from operating activities**
**----- Start of picture text -----**
Total funds Total funds Note
2021/22 2020/21
£ £
Net movement in funds for the year (as per the Statement of
775,825 1,606,469 A
financial activities):
Adjustment for:
Interest Received (6,018) (13,653)
-
Loss on disposal of tangible fixed assets 1,035
Depreciation 30,001 18,765
(Increase) in debtors 81,754 (256,501)
Increase in creditors (208,841) 263,789
Net cash provided by operating activities 673,756 1,618,869
**----- End of picture text -----**
## **Note B: Cash and cash equivalents**
**----- Start of picture text -----**
Total funds Total funds Note
2021/22 2020/21
£ £
Cash at Bank 6,256,520 5,613,690
**----- End of picture text -----**
## **NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED 31 MARCH 2022**
2. The emergency budget and strategy created in March 2020 necessitated scaling down and pausing various work streams and projects, resulting in some members of staff being placed on furlough.
## 1. ACCOUNTING POLICIES
## **Basis of preparation**
The financial statements have been prepared under the historic cost convention with items recognised at cost or transaction value unless stated in the relevant notes to the accounts.
Management implemented new strategic and tactical plans throughout March 2020 with an initial emergency budget to run through the first four months of the financial year 2020/21. In this scenario CALM was deemed to have sufficient cash and reserves to continue to fund reduced operations.
The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Charities and Trustee Investment (Scotland) Act 2005, the Charities Accounts (Scotland) Regulations 2006 (as amended) and in accordance with the Companies Act 2006. Campaign Against Living Miserably is a registered charity, no 1110621, and meets the definition of a public benefit entity under FRS 102.
Trustees believe that the work undertaken with the new strategic direction demonstrates that CALM has adequate plans to adapt to the changing conditions and as such consider that there is no material uncertainty that casts doubt on the charity’s ability to continue as a going concern.
CALM’s reserves remain strong and the organisation’s ability to withstand further disruption to traditional revenue streams has been bolstered by the establishment of new diversified income channels. Corporate has overperformed and ‘in-real-life’ events such as the Lost Hours Walk and London 10k have been augmented with additional digital points of access for supporters’ activity.
The financial statements have been prepared on a going concern basis. The coronavirus pandemic developed rapidly in 2020, with a significant number of cases. Measures taken by the government to contain the virus have affected economic activity and the charity’s activities in various ways:
With a quarterly re-forecast process in place, the Exec team, in conjunction with Finance and our Treasurer, will monitor spend against revenue with a strict adherence to our reserves policy of 6-12 months.
1. The impact of the pandemic was already being felt at the tail end of 19/20, with public fundraising and donations dropping to 74% of budget in March. March also performed worse than the previous year in public fundraising, reaching just 87%. This underperformance was almost entirely down to challenge event fundraising which performed at just 44% of budget as events began to be postponed and cancelled.
The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts in these financial statements are rounded to the nearest £.
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## **Company status**
The charity is a company limited by guarantee. The members of the company are the trustees named on page 49. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.
A grant that specifies performance conditions is recognised in income when the performance conditions are met . Where a grant does not specify performance conditions it is recognised in income when the proceeds are received or receivable . A grant received before the recognition criteria are satisfied is recognised as a liability.
## **Leases**
Rentals payable under operating leases, including any lease incentives received, are charged to the Statement of Financial Activities on a straight line basis over the term of the relevant lease except where another more systematic basis is more representative of the time pattern in which economic benefits from the lease assets are consumed.
## **Pension Scheme**
## **Fund accounting**
General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements.
## **Incoming resources**
All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity becomes entitled to the resources, the trustees know it is probable that they will receive the resources and the monetary value can be measured reliably. Where incoming resources have related expenditure (as with fundraising or contract income) the incoming resources and related expenditure are reported gross in the SoFA.
Grants, commissioning and corporate fundraising are included in the period to which the SoFA relates when:
1. the charity has unconditional entitlement to the resources; and
2. to the extent that the resources are provided to fund specific activities over defined periods of time, the charity is entitled to spend the resources and the corresponding liability has been recognised.
Grants, commissioning and corporate fundraising income that covers subsequent accounting periods is shown as deferred income on the balance sheet.
Where there are terms or conditions attached to incoming resources, particularly grants, then these terms or conditions must be met before the income is recognised as the entitlement condition will not be satisfied until that point. Where terms or conditions have not been met or uncertainty exists as to whether they can be met then the relevant income is not recognised in the year but deferred and shown on the balance sheet as deferred income.
Government grants are recognised at the fair value of the asset received or receivable when there is reasonable assurance that the grant conditions will be met and the grants will be received.
During the accounting period the company has received government assistance in the form of furlough payments for staff following the Covid-19 coronavirus pandemic. This amount has been classified as government grants within the SoFA.
Gifts in kind are accounted for at a reasonable estimate of their value to the charity or the amount actually realised; those for sale or distribution are included in the accounts as gifts only when sold or distributed by the charity; those for use by the charity are included in the SoFA as incoming resources when receivable.
Donated facilities are only included in incoming resources (with an equivalent amount in resources expended) where the benefit to the charity is reasonably quantifiable, measurable and material. The value placed on these resources is the estimated value to the charity of the service or facility received. No amounts are included in the financial statements for services donated by volunteers.
Investment income is included in the accounts when receivable.
## **Expenditure and liabilities**
Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to pay out resources, it is probable that settlement will be required and the amount of the obligation can be measured or estimated reliably.
Fundraising costs are those incurred in raising income for the charity through events and promotions, and seeking grant funding.
Support costs are allocated to activity cost categories on a basis consistent with the use of resources and include:
1. Office and administration costs incurred in connection with general management of the charity and compliance with constitutional and statutory requirements; and
2. Governance costs incurred in relation to the preparation and audit of statutory accounts, the costs of trustee meetings and the cost of legal advice to trustees on governance or constitutional matters.
Irrecoverable VAT is charged against the expenditure heading for which it was incurred.
The charity contributes to a defined contribution pension scheme. The assets of the scheme are held separately from those of the charity and contributions are accounted for when due.
## **Depreciation**
All tangible fixed assets are stated in the balance sheet at cost less depreciation. The depreciation of assets is provided in equal annual instalments over the estimated useful life of the assets at the following rates:
Short leasehold property - Over the term of the lease
Computer equipment & furniture - 33% straight line
## **Recognition of Liabilities**
Liabilities are recognised where it is more likely than not there is a legal or constructive obligation committing the charity to pay out resources and the amount of the obligation can be measured with reasonable certainty.
## **Recognition of Basic Financial Assets**
Debtors are measured on initial recognition at settlement amount after any discounts or amount advanced by the charity. Subsequently, they are measured at cash or other consideration expected to be received.
## 2. CRITICAL ACCOUNTING ESTIMATES
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised, where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
## 3. DONATIONS AND LEGACIES
**----- Start of picture text -----**
Unrestricted Restricted Total 2022 Total 2021
£ £ £ £
Donations 1,571,703 1,250,771 2,822,474 2,822,194
Public
-
3,677,640 3,677,640 2,943,519
fundraising
Gifts in kind - 483,487 483,487 446,450
Total 5,249,343 1,734,258 6,983,601 6,212,163
**----- End of picture text -----**
Restricted donations consist of grant income of £1,177,702 (2021: £1,169,784) and corporate income of £73,069 (2021: £67,524).
Legacies of £64,413 were received in 2022 (2021: £11,359).
Although required to disclose the aggregate donated by trustees, the charity recognises that all of our trustees give their time on a voluntary basis and make valuable non-financial contributions.
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Total trustee donations of £13,080 (2021: £11,362) have been received in the year.
## 4. RAISING FUNDS
**----- Start of picture text -----**
Activity or Activities Support costs Total 2022 Total 2021
programme undertaken directly (note 6)
£ £ £ £
Fundraising
936,122 514,330 1,450,452 814,867
activities
**----- End of picture text -----**
## 5. EXPENDITURE ON CHARITABLE ACTIVITIES
**----- Start of picture text -----**
Activity or Activities Support costs Total 2022 Total 2021
programme undertaken directly (note 6)
£ £ £ £
Service provision 2,078,084 774,178 2,852,262 2,496,441
Promotion /
1,453,242 519,402 1,972,644 1,488,851
outreach costs
Support After Suicide -
30,000 30,000 20,000
Partnership
Total 3,561,326 1,293,580 4,854,906 4,005,292
**----- End of picture text -----**
## 7. STAFF COSTS
**----- Start of picture text -----**
Staff costs during the year were: Total 2022 Total 2021
£ £
Staff salaries 1,924,138 1,596,190
Social security costs 209,376 168,189
Employers pension contributions 100,225 89,250
Total 2,233,739 1,853,629
Total 2022 Total 2021
The average monthly number of employees
43 37
employed by the charity during the year
Number of volunteers 0 0
Total volunteer hours provided 0 0
Total 2022 Total 2021
£60,000 - £69,999 2 3
£70,000 - £79,999 2 1
£80,000 - £89,999 1 1
£120,000 - £129,999 1 0
£130,000 - £139,999 0 1
**----- End of picture text -----**
## 6. SUPPORT COSTS
## 8. TANGIBLE FIXED ASSETS
**----- Start of picture text -----**
Activity or programme Office costs Management Governance Total 2022 Total 2021
£ £ £ £
Raising funds 181,345 331,380 1,605 514,330 324,266
Service
272,963 498,800 2,415 774,178 602,355
provision
Promotion / outreach
183,133 334,649 1,620 519,402 435,727
costs
Support After Suicide Partnership - - - - -
Total 637,441 1,164,829 5,640 1,807,910 1,362,348
**----- End of picture text -----**
Support costs are allocated to activity areas on a fixed and variable basis.
The fixed cost element, estimated at fifty percent of total support costs, is allocated equally across the three principal activities: raising funds, service provision and promotion/outreach.
The variable cost element, also estimated at fifty percent of support costs, is allocated across all activities in proportion to the level of direct costs incurred in undertaking those activities. Given the nature of CALM’s activities this is considered to be the most appropriate way in which to allocate variable costs.
Governance costs relate to the annual audit fee, legal fees and reimbursed trustee travel and meeting expenses. £5,640 was paid in the year to the auditors in respect of audit services (2021: £5,976) and reimbursement to trustees for travel expenses totalling £nil (2021: £nil)
**----- Start of picture text -----**
Short leasehold Office equipment &
Cost Total
properties furniture
£ £
Cost
At 1 April 2021 30,106 60,966 91,072
Additions 2,244 34,700 36,944
Disposals (3,117) (3,117)
At 31 March 2022 32,350 92,549 124,899
Depreciation
At 1 April 2021 5,249 16,346 21,595
Charge for the year 6,673 23,328 30,001
Eliminated in respect
(2082) (2082)
of disposals
At 31 March 2022 11,922 37,592 49,514
Net book value
At 31 March 2021 24,857 44,620 69,477
At 31 March 2022 20,428 54,957 75,385
**----- End of picture text -----**
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## 9. DEBTORS
**----- Start of picture text -----**
The number of employees whose remuneration fell within
Total 2022 Total 2021
the following bands were:
£ £
Trade debtors 54,436 9,699
Prepayments and accrued income 312,809 465,286
Other debtors 87,280 61,294
454,525 536,279
**----- End of picture text -----**
## 10. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
**----- Start of picture text -----**
Total 2022 Total 2021
£ £
Trade creditors 269,000 282,084
Deferred income 193,554 382,563
Income tax and social security 67,247 56,670
Accruals 144,910 162,235
674,711 883,552
**----- End of picture text -----**
Deferred income, which is restricted, consists of income deferred to the following year, when the expenditure to which the income relates will be incurred. The deferred income above is for the helpline technology development, service provision and volunteer programme.
## 11. UNRESTRICTED FUNDS
## **GENERAL FUND**
**----- Start of picture text -----**
Balance at Balance at 31
Income Expenditure Transfers
1 April 2021 March 2022
£ £ £ £ £
General fund 5,135,894 5,325,655 (4,549,830) - 5,911,719
-
5,135,894 5,325,655 (4,549,830) 5,911,719
**----- End of picture text -----**
## **DESIGNATED FUND**
The income funds of the charity include the following designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes:
**----- Start of picture text -----**
Balance at Income Expenditure Transfers [Balance at 31 ]
1 April 2021 March 2022
£ £ £ £ £
Helpline technology - - -
200,000 200,000
development
- - -
200,000 200,000
**----- End of picture text -----**
The purpose of the designated fund is to provide provision for continued investment of the helpline technology project.
## 12. RESTRICTED FUNDS
**----- Start of picture text -----**
Balance at Balance at 31
Fund Name Income Expenditure
1 April 2021 March 2022
£ £ £ £
Helpline and webchat - -
1,138,222 1,138,222
service provision
Helpline technology - -
46,500 46,500
development
Support to young men - -
3,615 3,615
at risk of suicide
- -
Website development 73,069 73,069
-
1,261,406 1,261,406
Gifts in kind
PR support and - -
483,487 483,487
campaigning
-
483,487 483,487
**----- End of picture text -----**
Helpline and webchat service provision fund is for the funding of the helpline and webchat service and is restricted to covering the costs from the external provider and specific service promotion.
Helpline technology development fund is for the delivery of Project RIO, focussing on improving our webchat service with innovative technology.
Support to young men at risk of suicide fund covers expenditure on staffing and programme costs to deliver CALM’s at high risk work (previously termed engagement and outreach).
The general reserves are free funds of the charity and are not designated for particular purposes.
Improving support information fund covers the costs of updating and improving accessibility of pages on our website relating to specific issues people face.
Our user preference project was a discrete project to adapt our site and CRM to allow users to log in and update their preferences.
During this year, a grant of £474,328 was received by the Department of Health and Social Care which was solely for helpline and webchat service provision.
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## 13. RELATED PARTY TRANSACTIONS
In 2022 there were:
• Marketing costs of £54,520 (2021: £68,881) for campaign ideation, design and production from adam&eveDDB, of which Will Grundy (Trustee) is a senior planner.
## 14. PROVISIONS AND FINANCIAL COMMITMENTS
**----- Start of picture text -----**
Operational leases Total 2022 Total 2021
Total non-cancellable commitments under operating leases expiring: £ £
In less than one year 235,136 242,342
Between two to five years 4,153 238,918
239,289 481,260
**----- End of picture text -----**
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HAD
VOUR
BACK.