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 r￿d 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 fo￿nate 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 r￿ed 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. Hea￿Y 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 Ca￿led 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