REGISTERED CHARITY NUMBER". 1170483 Report of the Trustees and Unaudited Financial Statements for the Year Ended 31 March 2024 for Samaritans of Kingslon Upon Hull
Samaritans of Kingston Upon Hull Contents of the Report and Financial Statements for the Year Ended 31 March 2024 Contents Page Legal and Administrative Inforniation Report of the Trustees 4tolO Independent Examiner's Report Receipts and Payments Account 12 Statement of Assets and Liabilities 13 Notes foming part of the financial statements 14to16
Samaritans of Kingston Upon Hull Legal and Administrative Information for the year ended 31 March 2024 The Trustees have pleasure in presenting their report together with the financial statements of the charity foi the year ended 31 March 2024. Charity Natne: Samaritans of Kingston Upon Hull Charity Registratton Number: 1170483 Registered Office and Operational address: 75 Spring Bank, Hull East Yorkshire HU3 IAG Trustees The trustees who served the charity during the period were as follows: Appointment Resignation Graham Davison Nicholas Mitchell Anthony Rheinberg Ian McPhee Lisa Horsley Michael Skues Ailegh FaTr 3011112016 1910912019 1910912019 2010412022 0610912022 1910912023 1910912023 1910912023 Director 1910912023 Treasurer Secretary Michael Skues 1910912023 Banker5 Barclays Bank plc Leicester LE87 2BB Cambridge & Counties Bank Charnwood COUTL New Walk Leicester LEI 6TE Solicitors Graham & Rosen 8 Parliatnent Square Hull HUI 2BB Independent Examiner Try Lunn & Co Chartered Accountants Roland House Princes Dock Street HULL HUI 2LD
Samaritans of Kingston Upon Hull Trustees Annual Report for Éhe year ended 31 March 2024 OBJECTIVES AND ACTIVITIES The Charity's object and principal activities are to provide confidential emotional support 24 hours a day to those who are experiencincr feelings of distress or despair. including those feelinJ which may lead to suicide. Ultimately our goal is to reduce the number of suicides. The support offered is primarily via telephone although we continue to develop webchat and take occasional face to face calls outside the branch when at outreach events. Since Covid we have not taken face to face calls in branch due to more complicated safety parameters. Our charitable work is wholly dependent upon our fabulous volunteers. Whilst numbers go up and down, during any nomial year we can count on a core of around 60 volunteers who donate on avernge 3 hours of their titne on a weekly basis. During this year the numbers of "active" volunteers fluctuated, but that is to be anticipated as the nature of volunteering Means there are always leavers and new starters. In general. over the year the number of active volunteers was 56 - about the same as the previous year. (* Active volunteers - those volunteers doing at least I shift in a given month) Since the last report the year has seen a more stabilised picture following the pandemic. Shifts have returned to nomial and more and more activities, such &s training and meetings are being conducted back in branch. KOLUNTEERtNG TODA Y Looking back on the last year we can see a more consistent and settled picture since the disruption of the Covid pandemic. However. we find the environment of volunteering h&s changed meaning a greater turnover of volunteers and a different view on attitudes to volunteering. What Samarltans volunteers do has always been pretty amazing in temis of the time people conunit to the brdnch but with more and more pressures from outside we have seen that it is volunteering that is often the area that is dropped fastest when things Cret touoh. We have lost a number of good volunteers to the pressures of work, family life. illne&s and what might be called'burn out" On the positive side we have taken more calls this year. trained a huge number of new volunteers, undertaken more Outreach and built up the Samaritan community within brdnch which was lost when we couldn't see each other during the pandemic. There can be no doubt that the Covid pandemic changed the nature of volunteering and seriously disrupted the branch. Away from the obvious reduction in shifts and active volunteers during the pandemic we have found the nature of what we do has evolved in different ways. Our callers Theed us more than ever with continued referrals from the NHS, stretched mental health resources and the impact of the cost-of-livints crisis. Again. there is a feeling that callers have also been impacted negatively from the after effect of Covid and its effect on working practices such as working from home and increased loneliness. ACHIEVEMENTS AND PERFORMANCE Our primary concern is to be there for our callers. Our volunteer5 remain committed to being available on shifts each week- often at anti-social times. We mentioned in the previous report the new "Self-sign Up" system for volunteers, which has been popular as it increases flexibility. The system is good as it allows volunteers greater ability to manage their volunteering into their nonnal lives, but it does cause issues. By not having pre booked shifts it can be difficult to manage the rota and ensure full cover. If a volunteer begins to mi55 shifts it can be difficult for them to get back into doing shifts. The more reoular pattem that the set shift brought is easily broken. Ultimately, we are dependent on the good will of our volunteers to make sure shifts are covered. To help increase more flexibility and help volunteers plan we have trialled and brought in new ways of doing thinos. These include a review for every volunteer with their Volunteer carer- an additional telephone line allowing for 3 people to be on shift taking calls at once and a new point system that recognises all the different types of contribution to the branch and the anti-social times of some of our shifts. We are not alone with these challenges, and we rd that we favour well when compared to other branches in our region in tenns of the Thumbers of shifts we do per volunteer and the amount of time and dedication given by our volunteers. Over this period the branch answered 12.283 calls vs 11.300 calls over the same period last year, a 9 % increase. This translates into 3.345 hours on the phone with callers.
Samaritan5 of Kingston Upon Hull Trustees Annual Report- continued for the year ended 31 March 2024 ACHIEVEMENTS AND PERFORMANCE - Continued On average our volunteers took 219 calls each in the year or 60 hours in totsl on the phone. Averdge call length was 16 minutes. Of course, there is anything but an'average" call at Samaritans and we fmd calls can last well over an hour or as little as a few minutes depending on the caller's cifculnstances. NIGHTSHIFTS ON TARGET, BUT TWLIGH75 LOWER THAN PLANNED As a branch we agree to cover an agreed number of Night and Twilight shifts. Nationally Nights are measured as shifts taking place from 2am to 6am and Twilights 10pm to 2am. Night shifts are alway5 a concern as we are unable to answer around 50 % of calls at certain times in the nitsht. As a branch our record on night shifts remains 501id and to plan. However, Twilights were down to 17.90/0 of all shift's vs a plan of 200/0. In addition to taking calls. we continue to trial 'Webchat" and had 71 conversations in the year. Webchat is likely to grow in the future and is seen a5 an important alternative to the phone or emails. In last year's report we mentioned that emails had been taken away from branches into a dedicated hub. However, it is likely that branches will have the opportunity to start taking emails again in the next few months to ensure demand is covered. During the year we ran three training courses for new Samaritans and trained 30 new volunteers. The quality of new Sarnaritan5 ha5 remained as hiJ as ever. though we have seen fluctuations in the number of potential volunteer5 applying to be a Samaritan. We believe this is a reflection of the endints of the pandemic and people havincr less free time available. We have started promotino Volunteering mole actively in the year and have been able to fill all our courses. Mentoring remains crucial to new Samaritans development and the Mentoring team have been very active and professional in mentoring new volunteers comincv through as well as helping volunteers who had a break to resume taking calls. It is equally important that we maintain and improve the quality of all our Listeners and to that end every Samaritan has undergone Ongoing Mentoring during the year. In the Autumn we began working closely with HMP Hull on setting up a Listening Service for the prison. Under this scheme it is the prisoners who take on the "Listener" role under the rule5 and direction of Samaritans. The scheme has proven challengino and although we managed to train a number of new Listeners. we have found that the thrnover of prisoner5 has meant we were unable to keep many Listeners on the scheTne. Hull is a remand Prison and turnover is high. We also found that the prison was very stretched in ternis of staff, and we didn't receive the support we needed from them or from the Central Samaritan oifice. It was decided after consultation with Region and Central to hand the scheme over to the Bridlington branch to run. They have the expertise and experience that we haven't got. On a positive note, we established a relationship with the prison which has led to a Listening Scheme. CORE STRA TEGY The branch leadership team and trustees have 5 key areas they concentrate on to ensure they fulfil the objectives of the charity Providing the best possible service for our Callers Supporting our volunteers so they can flourish to the best of their ability Building our presence in the local community to incre&se awareness and collaborate with other local organisations Provide fmancial stability for the charity Building and maintaining a safe and resilient infrastructure to work in PROVIDING THE BESTPOSSJBLE SER VICE FOR OUR CALLERS Frorn the moment a new recruit Starts at Samaritans they are taken through our core values. and these become the foundations in everything we do. The training programme provided by Centrdl is tried and tested and works extremely well in bringino everyone up to a sirnilar level of expertise. It is enjoyable but rigorous. fulfilling but often demanding and takes volunteers out of their comfort zone. But the key aim is to ensure that all callers will be given the same con51Stent treatment when they call althou(Fh each and every Samaritan will bring their individual personality into the calls.
Samaritans of Kingston Upon Hull Trustees Annual Report- continued for the year ended 31 March 2024 ACHIEVEMENTS AND PERFORMANCE- eontinued PROVIDIAfG THE BESTPOSSIBLE SER VICE FOR OUR CALLERS- conlinued Following training it is the Mentoring expertise that builds the confidence and expertise of each Samaritan. Mentoring is very supportive and requires around 36 Core Compelencies to be proven before a Newbie Samaritan can move onto the next level. Mentoring is undertaken over a minimum of 8 initial shifts but can go on as long as is deemed necessary to ensure the Newbie can safely lake calls on their own. Ongoing mentoring once a year keeps ihe standards of every Samaritan at a consistent level. As a branch we commit to covering Twilight and Night shifts Ls it is at these times that the Sarnaritans organisation as a whole strutsgles to meet demand the most. New Samaritans agree to book onto at least 6-nRght shifts (I to 4 am or 4 to 7am) a yeaT and are encouraged to sign up for Twiliohts (lopm to l am) as well. SUPPOR TIMG OUR KOLUNTEERS SO THEY CAN FLOURISH TO THE BEST OF THEIR ABILITY Volunteers are the lifeblood of Samaritans. It Is a very fulfilling role to have but it is also demanding. Being a Samaritan has been likened to "extreme volunteering-. A Samaritan doesn't know what any call is going to be like until they pick up the phone. It is because of this that we want to provide the very best support and resource5 for OUT volunteers. We want to keep volunteers who have had a lot of time invested in them during trdining and mentorino so they can mature and flourish in the role for the long term. All Samaritans have a Duty Leader when they are taking calls to whom they offload every Call at the end of the shift. The Duty Leader is there foi them if they need help or advice duiints the call. Samaritans have a volunteer support person they can talk to. And everyone in the branch from shift partners right the way up to the Director are available to talk throu-h any concerns they have. It is testament to the commitment of volunteers that shifts are hardly ever closed due to the lack of a Duty Leader. In Hull the building which we operate from on Spring Bank has not been fully modernised since we bought it in 1974. It is the nature of Samaritans that they tend to think of other people's comfort before themselves. Following a generous donation from a benefactor we have established a Fundraising team who have been applyino for grants to allow us to completely refijrbish the Operating Room where we take our calls and the training room in the basement. We are hopeful that we will have enough resources to begin itnprovements in 2024. This will have the effect of supporting our volunteers, improving retention. providing the best service for our callers and establishing an even stronger footing for our branch in the future. BUILDING OUR PRESENCE IN THE LOCAL COMMUNITY TO INCR&4SE A IYARENESS AND COLLABOR4 TE WITH OTHER LOCAL ORGANISA TIONS Our place in the local community is very important even though the calls we take are part of a national network. We have been increasing our local links and activities during the last year in order to increase awareness of what we do, attract new volunteers and to begin dovetailing with other charities and local organisations to provide a stronger local suicide prevention strategy for the region. During the year we engaged in a multitude of Outreach activities including a renewed monthly visit to the Local approved Premises, Continued visits to Hull university and more engagement with Network Rail and the British Transport Police at the station. We have maintained links to the Humber Bridge team as well. We joined Bridlington Branch in July for the Driffield show and received a lot of interest from the public and potential volunteers. During Mental Health week we attended sessions at Cranswick Foods and later in the year engaged with BAE systems in Brough. We ran events at Rooted - a local community garden in Hull and attended the conference for Loneliness at the university. Other activities included a walk over the Humber Bridge on 24n. Reuban's voice and the establishment of a monthly session at the Hull Paragon station wellbeing hub. Earlier in the year we began working closer with Hull council and became part of the Hull City Council's Mental Health Development Group's integrdted suicide prevention initiative. We also engaged with the local Peel Street project and attended 2 events.
Samaritans of Kingston Upon Hull Trustees Annual Report- continued for the year ended 31 March 2024 ACHIEVEMENTS AND PERFORMANCE - continued PROVIDE FINANCIAL STABILITY FOR THE CHARITY As a separate affiliated charity to the central Samaritans charity. we have to provide all OUT own funding. We target to maintain a minimum of1.5 years funds as recommended by the charities commission. Durino the year we have been lucky to receive funds from a number of organisations including Sir James Reckitt Charity, Charles and Elsie Sykes. The Matthew Good Foundation. a Grant from LNER for Outreach, donations from Timloc who chose Hull Samaritans as their charity of the year and a very generous donation of £20,000 from an anonymous benefactor. We are fortunate to have a strong fundraising team whRch is split into 2 main activities - iaisints money from t applications or or(Tanising and engaging in local fundraising events such as Carol Singing. sponsored events and many other creative activities. Two stand out occasions need mentioning - a concert organised by one of our volunteer5 at Lowgate Church which wa5 attended by 70 people and helped fundraise and increase awarene55 of what we do" and a bucket collection at the 2 Sarah Millican concerts in March which collected over £2.300 in 2 nights. BUILDING AND M41NTAINTING A SAFE AND R£SILIENTINFR4STRUCTURE TO WORK IN Our premises from which we operdte is an old 3 story Victorian building with basetnent and takes a lot of looking after and maintenance. We are fonate to own the buildints and have plenty of space to carry out our activities in and it includes a car park where volunteers can safely leave their cars. During the year we had to replace 3 flat roofs and provide additional security following 2 attempted break ins. The premises now has additional lighting and more CCTV cameras, and we hope this will deter further break ins. The solar panels that were added to the building l&st year are now generating electricity for us and helpintr to keep down energy costs. The addition of battery storage means we can store lower cost electricity from the grid. PUBLIC BENEFIT Having regard to the activitie5 and achievements of the Charity during the year as reported above, the Trustees are of the opinion that it has fulfilled its charitable purposes of providing confidential emotional support 24 hours a day to those who are experiencing feelings of distress or despair, including those, which may lead to suicide. PUBLIC BENEFIT CONFIRMATION The Trustees confirni that they have complied with the duty in section 17(5} of the Charities Act 201 I with regard to public benefit guidance published by the Charity Commission. FINANCIAL REVIEW We were pleased to appoint a new treasurer in December. Ailegh replaces Graham who has been treasurer for a nurnbei of years. The trustees would like to thank Graham for all his work on Finance and as a Trustee and appreciate that he is continuing to look after the building and health and safety. Following a successful year of active fundraising and generou5 donations the charity continues to plan and develop its services. Total income received for the year was £56.169 (2023 £23,927). Thi5 included Grant income of £17,597 (2023 - £10.599) and donations of £25.226 (2023 - £5249). Total expenditure for the year amounted to £42,689 (2023 - £45,358). Overall, a surplus of £13.480 was realised in the year (2023 - £21.431 deficit).
Samaritans of Kingston Upon Hull Trustees Annual Report- continued for the year ended 31 March 2024 PRINCIPAL FUNDING SOURCES The Charity'5 principal fundincr sources continue5 to be reliance on donations and fundraising activities. The charity continues to seek funding from a broader base of funders for its fvture needs. INVESTMENT POLICY The charity's investment policy is reoularly kept under review. The Trustees have decided to hold the general reserves on deposit with Cambridge and Counties Bank. The majority of charity funding is dependent on voluntary donations and fundraising. Most of the ndS will be spent over the short to medium terni providing services to beneficiaries. RESERVES POLICY The Trustees have established a policy whereby the unrestricted funds not committed or invested in tangible red assets held by the charity, should equate to a minimum of 18 months. reserves in order to avert major crises in service provision. The reserves are needed to support working capital requirements of the charity and the Trustees are confident that at this level they would be able to continue their Current charitable activities in the event of a significant drop in funding. Unrestricted funds not committed or invested in tangible fixed assets are £60.167 of which an amount of £20,000 is designated for a future branch refurbishment leaving a balance of £40.167. The 2024125 budget. agreed by the trustees. forecasts a total expenditure for the forthcoTning year of £35,947. The level of unrestricted reserves which are not earmarked is, therefore, 1.1 years of expenditure. This represents a lower level of the target range that they are committed to achieving. The trn5tees are confident that this will not impact activities due to the strong fundraising and grant application process mentioned above. The Trustees will continue to monitor existing activities and expenditure against their annual business plan to ensure funding is available to maintain operations at an acceptable Standard. GOING CONCERN The board of trustees consider that there are no material uncertainties about the ability to continue as a going concern. PLANS FOR THE FUTURE The charity plans to continue the activities outlined above in the forthcoming years subject to satisfactory funding atrangements and active volunteer participation. STRUCTURE. GOVERNANCE AND MANAGEMENT LEGAL STRUCTURE The Samaritans of Hull was set up as a registered charity in July 1969. Its governing document was a Constitution, which establishes the objects and powers of the charity, which was amended in March 2013. The charity was constituted as an unincorporated organisation. In November 2016, the charity was converted to a Charitable Incorporated Organisation (CIO), under a new constitution. Its registered number is 1170483. The year ended 31 March 2018 was the first period as a CIO. All income and expenditure which passed through the previous charity now goes throutrh the CIO. As part of the conversion to the CIO the original charity remains for the purpose of historic legacy arrangements. to th¢ CIO the original charity remains for the purpose of historic legacy arrangements. BR4NCH LEADERSHIP TEAM (BL T) This comprises the Trustee Board and the volunteers with delegated areas of responsibility. The minitnum llumber of Trustees shall be 3 and the maximum 13. Most of the Trustees are familiar with the practical work of the charity having been volunteers for several years.
Samaritans of Kingston Upon Hull Trustees Annual Report- continued for the year ended 31 March 2024 TRUSTEE INDUCTIONAND TR41NING New trustee5 are required to complete Samarilans specific online Trustee trainino A pack is prepared drawing inforn)ation from the various Charity Commission publications signposted through the Commissions guide "the Essential Trustee" as a follow up to these sessions. This pack is distributed to all new and existing trustees. ORGANISA TIONAL STRUCTURE The Charity has a BLT of up to 13 metnbers who nonnally meet monthly to review fmances, fijndraising and activities and are responsible for the strategic direction and policy of the charity. At presenL the BLT has 12 members from a variety of backgrounds relevant to the work of the charity. At the BLT meetings, the trustees regularly conduct a review of the major risks to which the charity is exposed. The charity's risk register is periodically updated. h£4NAGEMENT OF RtSKS, SYSTEMS AND PROCEDURES The provision of service is the responsibility of the trustees. A system of delegation is in place with day-to-day responsibility resting with the Director. Where appropriate. systems or procedures have been established to mitigate the risk5 the charity faces. HeaY reliance is currently placed on donations and fundraising events and has led to the development of a fundino strategy to seek out new methods and funders for charitable activities undertaken. Internal control risks are minimised by the implementation of authorisation procedures for all transactions. Procedures are in place to ensure compliance with health and safety of staff. volunteers, and service users. The charity is an equal opportunities organisation and is committed to a working environment that 15 free from any fonn of discrirnination on the grounds of colour, race. eihnicity, religion. sex. sexual orientation. or disability. The charity will make reasonable adjustment to meet the needs of staff or volunteers who are or become disabled. As an ernployer we comply with the Living Wage Foundation recommendations. Volunteers are an important resource in undertaking our work. All lislening volunteers. and all support volunteers who handle cash or deal with finance, serving with the charity have a DBS check carried out prior to commencement of work or trusteeship. All non-DBS checked volunteer5 and all staff sign a confidentiality agreement. All our trustees give their time freely and no remuneration or expenses were paid to them in the year.
Samaritans of Kingston Upon Hull Trustees Annual Report- continued for the year ended 31 March 2024 STATEMENT OF TRUSTEES RESPONSIBILITIES The trustees are responsible for preparintr ihe TDJstees' Annual Report and the financial statetnents in accordance with applicable law and United Kingdoln Accounting Standards (United Kingdotn Generally Accepted Accountintr Practice). The law applicable to charities in Enoland & Wales requires the trustees to Prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that peri(Ml. In preparing these fmancial statements, the trustees are required to.. select suitable accountiniT policies and then apply them consistently. observe the methods and principles in the Charities SORP. make judtsements and estirnates that are reasonable and prudent" state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements- and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The trustees are responsible for keeping proper accounting record5 that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011. the Charities (Accounts and Reports) Regulations 2008 and the provisions of the trnst deed. They are also responsible for safeguarding the assets of the charity and hence for taking re&8onable steps for the prevention and detection of fraud and other irregularities. Approved by the trustees on . 01 ! o L4. and were signed on their behalf by: ncll A C Rheinberg- Director & Tnlstee A Farrar- stee io
Samaritans of Kingston Upon Hull INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF SAMARITANS OF KINGSTON UPON HULL I report to the charity trustees on my examinalion of the accounts of the charity for the year ended 31 March 2024 which ale set out on pages twelve to sixteen. Responsibilities and basis of report As the charity's trustees you are respoTJsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act,). I report in respect of my examination of the charity's accounts Caled out under section 145 of the Act and in carying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act. Independent examiner's statement I have completed my examination. I confirni that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect: accounting record5 were not kept in respect of the charity as required by section 130 of the Act- or the account5 do not accord with those records. or the accounts do not comply with the applicable requirements concerning the fortn and content of account5 set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a 'true and fair view. which is not a matter considered as part of an independent examination. I have no concerns and have come across no other rnatters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. ANDREW EWART FCA FCCA Try Lunn & Co Chartered Accountants Roland House Prince5 Dock Street HULL HUI 2LD Date..
Sam8rit2ns of Kingston Upon Hull Receipts and Paymen15 Account for the Year Ended 31 March 2024 RECEIPTS Income receipts from: Note 2024 2023 Donations & Letyacies 25,226 5.249 Grants 17.597 10,599 Fundraising Activities 9,750 5.706 Investment Income 2,062 1.102 Other Receipts Gift Aid Head Office- Sams Prisons Other 892 500 142 750 521 TOTAL RECEIPTS 56.169 23,927 PAYMENTS 2024 2023 Direct Charitable Expenditure Other Expenditure Other Payments 13.208 16,892 12.589 10,656 17,017 17,685 io TOTAL PA YMENrs 42,689 45,358 Net Receiptsl{Payments) for the Year 21,431 13.480 ZI Cash at Bank at I. April 2023 49,622 71,052 Cash at Bank at 31st Mareh 2024 The notes forn] part of these financial statements. 12
Samaritans of Kingston Upon Hull Slatement of Assets and Liabilities as al 31 March 2024 FIXED ASSETS: Unrestricted funds Restricted funds 2024 2023 Tan(vible Fixed Assets at net realisable value 107.860 107,860 109.027 MONETARY ASSETS 2024 2023 Barclays Bank I Barclays Bank 2 Cambridge & Counties Bank 1,949 17.000 44.153 1,949 17.000 44,153 63,102 2,293 2.000 45.329 49,622 LIABILITIES 2024 2023 Independent Examiners Fee NBC (New Business Contribution) 708 2,227 708 2,227 660 957 The flnancial statements were approved by the tsvstees on ....... I oL.*.. and were signed on their behalf by: A C Rheinberg - Director & Tru stee The notes forni part of these financial statements. 13
Samaritans of Kingston Upon Hull Notes to the Accounts for the Year Ended 31 March 2024 ACCOUNTING POLICIES Income is recognised at the titne of receipL Expenditure is recognised at the time of paymenL Expenditure on fixed assets is written off at the time of payment. iv. The fmancial statements have been prepared usints Receipts and Payments under $133 of the Charities Act 2011 and comply with the Charities (Accounts and Reports) Regulation 2008. In November 2016, the charity was converted to a Charitsble Incorporated Organisation (CIO). under a new constitution. Its retri5teied number is 1170483. The year ended 31 March 2018 was the first period as a CIO. AII income and expenditure which passed through the previous charity now goes through the CIO. Donations and Legacies 2024 2023 Donations 25.226 5,249 25.226 5.249 Grants Unrestricted Restricted 2024 2023 Sir James Reckitt Trust Matthew Good Foundation LNER Outreach Charles and Elsie Sykes Hull Business Energy Efficiency Scheme (HBEE'S) 7.500 3.000 7,500 3,000 5,000 2,000 97 7,500 5,000 2,000 97 3.099 10,500 7.097 17,597 10,599 Funding Activities 2024 2023 Fundraising events 9,750 5,706 9.750 5.706 Investment Income 2024 2023 Cambridge & Counties Bank 2.062 1,102 2,062 Restrieted Funds Included in the fimds held at 31 March 2024, an amount of £nil (2023 - £nil) was held for ie5tricted purposes. 14
Samarilans of Kingston Upon Hull Notes to the Accounts- continued for the Year Ended 31 March 2024 Unrestricted Funds Included in the funds held at 31 March 2024, is an amount of £20.000 (20?3 - £nil) for a future branch r¢rbi$hrnent project. Direct Charitable Expenditure 2024 2023 Staff & Volunteer costs Trainino Health & Safety Telephone costs AdministrationllT Fundraising NBC (New Business Contribution) Outreach 4,384 3.918 538 948 2.298 644 840 2,426 841 89 957 3.560 1,412 897 13,208 10.656 Other Expenditure 2024 2023 Utilities. Insurance & Council Tax AGM Publicity Maintenance & Repairs Independent Examiner's Fees 7,008 254 155 8.815 660 7,479 30 8,908 600 16,892 17.017 io. Other Payments 2024 2023 Fire Risk Assessment and remediation Flat roof renovations New Television Laptop Solar panels Basement wall cavity insulation LED light conversion Face-to-face room upgrade Property valuation 1.318 7.260 3.656 355 13,495 815 395 2,620 360 12.589 17,685 Transactions with Trustees No remuneration or expenses were paid to trustees during the year ended 31 March 2024 and 31 March 2023. 12. Related Party Transaetions There were no related paty transactions during the year. 15
Samaritans of Kingston Upon Hull Notes to the Accounts- Continued for the Year Ended 31 March 2024 IJ. Contingencies The trustees have confllined there were no contingent liabilities to be disclosed at 31 March 2024. 14. Capital Commitments The trustees have confirnied there were no capital commitments at 31 March 2024. 16