2023-03-31-accounts

Central London Samaritans

Annual Report and Financial Statements

31 March 2023

Charity number 1171330

Central London Samaritans Annual Report and Financial Statements

Year ended 31 March 2023

Contents	Page
Legal information	1
Annual report of the trustees	2 - 14
Independent examiner's report	15
Statement of financial activities	16
Balance sheet	17
Notes to the financial statements	18 - 24

Central London Samaritans

Legal Information

Year Ended 31 March 2023

LEGAL INFORMATION

Founder

The late Prebendary Dr Chad Varah CH, CBE.

Chair and Branch Director (‘Single Branch Leader’)

Amy Koheeallee, Trustee until 9[th] April 2023, Jane Little from 10[th] April 2023 as acting Chair and Branch Director.

The Trustees

Amy Koheeallee, Chair and Branch Director – maternity leave from 1[st] April 2022 to 1[st] August 2022, stepped down from post in April 2023.

Jonathan Grunewald, Trustee and Secretary – co-opted November 2021, re-elected October 2022 Simon Denyer, Trustee, Treasurer - re-elected October 2022. Catherine Bourne, Trustee – re-elected October 2022. Alice Langley, Trustee – re-elected October 2022, stepped down 30 June 2023 Lily Kitchen, Trustee – re-elected October 2022. Jeremy Marcus, Trustee – re-elected October 2022 Hannah Scott, Trustee – elected October 2022. Jane Little, Trustee and Deputy Branch Director, retired October 2022, co-opted March 2023 Heather Barker, Trustee and Interim Branch Director – appointed 10[th] July 2023

Trustees who retired at our AGM on 19 October 2022

Heather Barker Samuel Harrison Jessica Gane Jane Little, Deputy Branch Director – Co-opted March 2023

Advisor to the Board of Trustees

Cynthia Pearce, special Advisor.

Registered Charity Number: 1171330.

Constitution dated: Charitable Incorporated Organisation (CIO) registered 26 January 2017 - effective from 1 April 2017.

Registered Address and Telephone Number: 46 Marshall Street, London, W1F 9BF - 020 7758 0660.

PROFESSIONAL ADVISORS

Independent Financial Examiners

Moore Kingston Smith LLP, 4 Victoria Square, St Albans, Herts, AL1 3TF.

Bankers

Lloyds Banking Group plc, Cheapside Branch, 125 London Wall, London, EC2Y 5AS.

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Central London Samaritans Annual Report of the Trustees Year Ended 31 March 2023

THE CHARITY

The charity, CENTRAL LONDON SAMARITANS (‘CLS’), was registered with the Charity Commission as a Charitable Incorporated Organisation (‘CIO’) on 26 January 2017 with Charity Number 1171330 and Registered Office at 46 Marshall Street, London, W1F 9BF. The charity became operational on the full transition to CIO status on 1 April 2017. Prior to this the charity had operated and been registered with the Charity Commission as an unincorporated body known as "The Samaritans (London Branch)" with Charity Number 268293, at 46 Marshall Street, London, W1F 9BF.

CLS is a recognised affiliate branch of Samaritans, founded in 1953 by the late Prebendary Dr Chad Varah CH, CBE. Samaritans is a company limited by guarantee and a registered charity based at The Upper Mill, Kingston Road, Ewell, KT17 2AF. CLS is a part of the Samaritans London Region and covers the seven inner London Boroughs of: City of Westminster, the City of London, Kensington & Chelsea, Camden, Islington, Hackney and Tower Hamlets. CLS fulfils its charitable aims under an Operating Agreement with the Samaritans Central Charity (‘SCC’) the purpose of which is to make sure that all services provided are of a consistently high quality and that we work effectively together to support our callers. In addition, the SCC are responsible for determining the overall strategy of the wider organisation and providing direction and support to all branches across the broad aspects of service, access, influence and evidence.

CLS has been fully self-funding since 1 April 2018. The majority of CLS's income during the year ended 31 March 2023 was generated through voluntary donations and grants which were raised independently by the branch. CLS does not receive grants or donations from the wider Samaritans organisation.

STRUCTURE, GOVERNANCE AND MANAGEMENT

The Board of Trustees

Under the CIO constitution, the charity is managed by the Board of Trustees comprising the Branch Director, the Secretary, the Treasurer and up to eight elected members with the power to co-opt up to two additional members. Elected members can serve a maximum of six consecutive years, with annual elections taking place at the charity's Annual General Meeting (AGM). All trustees offer their services on a voluntary and unpaid basis.

The trustees are responsible for ensuring the charity delivers its charitable objectives; for the financial well-being of the charity; and for compliance with charity and relevant legal and statutory requirements.

In line with Charity Commission guidelines, training material is made available to newly appointed trustees on their roles and responsibilities to supplement an online training program created by Samaritans. Further ongoing training is arranged, for trustees individually or the Board of Trustees as a whole, when deemed necessary.

During the year ended 31 March 2023 the Board of Trustees formally met eleven times and together with specific working parties, discussed and planned in detail the strategic direction of CLS and oversaw the charity’s effective and efficient operation.

The Branch Director

The Branch Director of the charity is selected through a consultative process involving all branch volunteers and representatives of the SCC. A formal appointment is then made by the SCC Trustee Board on the recommendation of the Regional Director. The Branch Director then selects a number of Deputy Directors to support her or him during their three-year term of office and may also select a Deputy Branch Director. The posts of Branch Director, Deputy Branch Director and Deputy Directors are voluntary and unpaid.

In accordance with our constitution, the role of Branch Director is ordinarily restricted to a three year term. The Branch Director during the year was Amy Koheeallee, except during a period of maternity leave (1[st] April 2022 to 1[st] August 2022) during which time Jane Little, Deputy Branch Director, performed the role.

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Central London Samaritans Annual Report of the Trustees Year Ended 31 March 2023

A key role of the Branch Director is to ensure the provision of high quality and consistent care to all callers contacting the charity by whatever means and to support all the volunteers who provide this care, or who support the work of the charity in other ways. During the year, the position of Branch Director was assisted by a small team of paid full-time staff who are responsible for the day-to-day operations of the branch. The staff team provide support for the volunteer rota, outreach in the community, recruitment, training and support of volunteers, fundraising, administrative functions and management of branch facilities and premises which are open and utilised 24 hours a day.

Deputy Director Team

The Branch Director is supported by a team of deputy directors, all of whom are themselves volunteers. Each deputy director acts as a lead volunteer in their particular area of expertise covering the following operational areas: Webchat, Email, Communications, Transferees, Volunteer Support, New Volunteers, Homeless Outreach, Core Training, Recruitment & Selection, Onsite Support, Peer Support, Prisons, Continuous Development, Onsite Support and Quality Hub. The Branch Director, Deputy Branch Director and deputy director team meet monthly during the year (or more frequently as required) to monitor and discuss the operational performance of the branch. This team together with the Trustees form the Branch Leadership Team who meet every quarter.

OBJECTIVES AND VALUES

Samaritans' Vision, Mission and Values (which the charity fully supports) are set out in its document Samaritans' Strategy 2022-2027.

Our Vision

Samaritans' Vision is that fewer people die by suicide.

Our Mission

Samaritans work to achieve this Vision by making it our Mission to alleviate emotional distress and reduce the incidence of suicidal feelings and suicidal behavior.

Samaritans do this by:

• Being available 24 hours a day, 365 days a year to provide emotional support for people who are experiencing feelings of emotional distress or despair, including those which may lead to suicide;

• Reaching out to high-risk groups and communities to reduce the risk of suicide;

• Working in partnership with other organisations, agencies and experts; and

• Influencing public policy and raising awareness of the challenges of reducing suicide.

Our Values

Samaritans are committed to the following values:

• Listening, because exploring feelings alleviates distress and helps people to reach a better understanding of their situation and the options open to them;

• Confidentiality, because if people feel safe, they are more likely to be open about their feelings;

• People making their own decisions wherever possible, because Samaritans believe that people have the right to find their own solution and telling people what to do takes responsibility away from them;

• Being non-judgmental, because Samaritans want people to be able to talk to us without fear of prejudice or rejection; and

• Human contact, because giving people time, undivided attention and empathy meets a fundamental emotional need and reduces distress and despair.

Fulfilling the Mission

Our volunteers are available to provide support by telephone and written word 24 hours a day every day of the year, see callers wishing to visit the branch in person from 9am to 9pm every day of the year (although the pandemic restricted our ability to do this for a period) and offer emotional support outside of the branch by way of numerous outreach projects within the local community. We have provided this support to our callers and visitors since establishing in 1953. Hence, we are now in our 70[th] year of providing emotional support to those in need, no appointment required and all free of charge.

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Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 THE CHARrrY The charity, CENTRAL LONDON SAMARITANS I'CLS'I, was registered wrth the Charity Cornrni5510n as Charitable Incorporated Organisation I'CIO'I on 26 January 2017 with Charity Nurnber 1171330 and Registered Office at 46 Marshall Street, London, W1 F 9BF. The charity became operational on the full transition to CIO status on 1 April 2017. Prior to this the charity had operated and been registered with the Charity Commission as an unincorporated body known as 'The Samaritan5 (London 8[a￿chI, with Charity Number 268293, at 46 Maishall Street. London. W1 F 9BF. CLS Is a recognised affiliate branch of Samaritans, founded in 1953 by the late Prebendary Dr Chad Varah CH, CBE. Sarnaritans is a company lirnited by guarantee and a registered charity based al The Upper Mill. Kingston Road, Ewell, KT17 2AF. CLS is a part of the Satnaritans London Region and covers the seven inner London Boroughs of. City of Westminster. the City of London. Kensington & Chelsea, Camden, Islington, Hackney and Tower Hamlets. CLS fulfils Its chaiit3ble aims under an Operating Agreement with the Samaritans Central Charity I'scc'i the purpose of which Is to make sure that all services provided are of a consistently high quality and that we work effectively together to support our callers. In addition. the SCC are responsible for determining the overall Strategy of the wider organisation and providing di16ditsn and SLJPPOrt to all branches across thè broad aspects of service, access. Infiuence and evi(Jence. CLS has been ftjlly self_funding since 1 April 2018. The majority of CLS'S income during the year ended 31 March 2023 was generated through voluntary donations and grants which were raised Independently by the branch. CLS does not receive grants or donations from the wider Samaritans organisation. STRUCTURE, GOVERNANCE AND MANAGEMENT The Board of Trustees Under the CIO constitution, the chaiity is managed by the Board of TrLJStees comprising the Branch Director, the Secretary. the Treasurer and up to eight elected members with the power to co-opt up to two additional members. Ele￿ed members can serve a maximum of six ¢onsecutive years. with annual elections taking place at the charity's Annual General Meeting IAGMI. All trustees offer their servi￿$ on a voluntary and unpaid basis. The ttustees are responsible foi ensuring the chaiity delivers its charitable objectives," foi the finan￿al wel￿being of the charity," and for compliance with charty and relevant legal and statutory reqLJirements. In line with Charity Commission guidelines, training material Is made availableto newly appointed trustees on their ioles and responsibilities to supplernent an online training program cleated by Samaritans. Further ongoing training is arranged, for trustees individually or the Board of Trustees as a whole, when deemed necessary. During the year ended 31 March 2023 the Board of Trustees formally rnet eleven times and together with specific working parties. discussed and planned in detail the strategic direction of CLS and oversaw the charity's effective and efficient operation. The Branch Dir8Ctor The Branch Director of the charity is selected through a consultative process involving all branch volunteers and iepiesentatives of the SCC. A foimal appointTnent IS theri made bythe SCC Trustee Board on the recommendation of the Regional Director. The Branch Director then selects a nurnber of Deputy Directors to support her or him during their three-year term of office and may also select a Deputy Branch Director. The posts of Branch Director, Deputy Branch Director and Deputy Directors are voluntary and unpaid. In accordance with our constitution, the role of Branch Director is ordinarily ￿$trIcted to a three year term. The Branch Director during the year was Amy Koheeallee. except during a period of maternity leave {1$1 April 2022 to 1, August 20221 during which time Jane ￿ttle, Deputy Branch Director, performed the role.

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 A key role of the Branch Director is to ensure the provision of high quality and consistent care lo all callers contacting the charity by whatever means and to 5UPPOrt all the volunteer5 who provide this care, or who sUPPOrt the work of the charity in other ways. During the year, the position of Br2nch Director was assisted by a small team ol paid fulktime staff who are responsible lor the day-to-day operations of the branch. The staff team provide 5UPPOrt for the volunteer rota. outreach in the community. recruitment. training and support of volunteers. fundraising, administrative functions and management of branch facilities and premises which are open and utilised 24 hours a day. Dèputy Dir•etor T•am The Branch Director is supported by a team of deputy directors, all of whom are themselves volunteers. Each deputy director acts as a lead volunteer In their particular area of expertise covering the following operatitsnal areas." Webchat, Etnail, Comtnunications, Transfeiee5, Volunteei Support, New Volunteeis, Homeless Outreach, Core Training, Recrurtment & Selection, Onsite Support, Peer Support, Prisons, Continuous Development, Onsite Support and Quality Hub. The Branch Director, Deputy Branch Director and deputy director team meet monthly during the year lor rnore frequently as required) to tnonitor and discuss the operational performance of the branch. This tearn together wth the Trustee5 fortn the Branch Leadership Team who tneet every quarter. OBJECTIVES AND VALUES Samaritans, Vision. Mission and Values (which the Charity fully support51 are set out in its docurnent Sam81it8ns' Strategy 2022-2027. Our Vlslon Samaritans, Vision is that fewer people die by suicide. Our Mi88ion Samaritans work to achieve this Vision by rnaking it our Mission to alleviat8 emotional distress and reduce the incidence of suicidal feelings and suicidal behavior. Samaritans do this by.. Being available 24 hours a day. 365 days 8 year to provide emotional support for people who are experiencing feelings of emotional distress or despair. incjuding those which may lead to suicide". Reaching out to high-risk groups and ￿MMunitieS to reduce the risk of suicide.. Working in partnership with other organisations, agenaes and experts., and Influencing public policy and raising awareness of the challenges of reducing 5uiade. Our Values Samaritans are committed to the following values". Llstenlng, because exploring feelings alleviates distress and helps people to reach a better understanding of their situation and the options open to them.. Confidentiality. because if people feel safe. they are more likely to be open about theirfeelings.. People maklng thelr own declslons wherever posslble. because Samaritans believe that people have the right to find their own solution and telling people what to do takes responsibility away from them.. Being non-judgmental, because Samaritans want peO￿e to be able to talk to us without fear of prejudice or rejection.. and Human contact, because giving people time. undivided attention and etnpathy meets a fundamental ermotional need and ieduces distress and despair. Fulfilling thè Mission Our volunteers are available to provide support by telephone and written word 24 hours a day every day of the year. see callers wshing to V151t the blanch in person from 9am to 9pm every day of the year (although the pandemic restricted our ability to do this for a period) and offer emotional support outside of the branch by way of numerous OLrtreach projects within the local community. We have provided this support to our callers and visitors since establishing in 1953. Hence. we are now in our 70th year of providing ernotional support to those in need, no appointment required and all free of charge.

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 REVIEW OF OUR ACTIVITIES Our Work Our primary aim has always been that our volunteers are available at any time of the day or night to provide non- judgmental, confidential emotional support for callers who experience a range of feelings induding loneliness, isolation, anxiety, despaii, fears about Iinancial problems or relationship breakdowns and just need sorneone tts talk to. We respond not only to phone calls, but contact by email. webchat and face-to-face callers at our branch in the City of Westminster as well as taking our services to vulnerable individuals and marginalised commLJnities at highest risk of suicide. We remain one of the few truly 2417 support services, available free of charge to anyone, with no appointment or waiting lists. We know that the element of human Interaction Is imwrtant to callers. iesearch has shown that our callers value having Someone real to communicate with. listen to and be there for them at any time of the day or night. The work we do is undertaken by around 400 volunteers- listening and support volunteers - who are recruited and trained in their specific roles. We are, and always have been. a volunteer-led charity with all our support mechanisms being piovided by highly trained volunteers. In addition, tnany volunteers take on extra iesponsibililies by taking the lead on. and helping with. recruitment. training. outieath progiams. fundiaising. awareness and publicity. administration and volunteer support. Being a Samaritans volunteer is time demanding and at times challenging yet can also be hugely rewarding. We maintain close ￿ntact with and attend meetings of a number of suicide prevention groups within the boroughs that we serve. Through our attendance we can offer hdp and support to the initiatives being driven by these groups and, where ielevant, offer Qui views on how best to achieve our shared goa15. We also partner wth other organisations and charities to provide our service in a coordinated, meaningful way which caters for their specific needs-eg Network Rail, City of London Police, Cruse Bereavement Care, HM Prison Service, London Ambulance Service. Llstenlng to London- Bulldlng on Past Successes In rnany ways the year under review may be characterised a5 a continuation of societies'ie-emeigence, from the various impacts of the COVID-19 pandemic Coupled with the significant difficulties associated wth the well docurnented c05t-of-living crisis. However. in addition to these external sties5e5. we also suffered 8 serious water leak in the roof of our branch premises in Ntsvember2022. The challenge5 ptssed by these factors are summarised below.. Cha1161Jg8S Pand•mie Although we have been successful in iebuilding our volunteer numbers back up to pre-pandemic levels, we have found the impact of the pandemic on certain fundraising 8Ctivities to be more enduring than envisaged. Fundraising event5 of a cornrnunity nature leg theatre collection5, partI￿patIOn in marathons and sirnilar 5POrting events and our annual Advent Celebration) iesumed as planned and were well attended. Other income generation opportunities such a5 awareness and fundraising event5. particularly duririg the festive period, at the major railway stations in London did not fare so well. RedLJced footfall acr055 many parts of London. and in particular the main comtnuter raifvrfay stations rernains and iesulted in lower nurnbers at these events. However, it wa5 fantastic to be able to engage with the public and listen to live choirs entertain those who were tr8velling into the capit81. The opportunities for rneeting room hire to external oiganisations remained severely curtailed for the majoity of the yeai. We are beginning to see a pick-up in demand de5Plte change5 in people5 working habits and use of technology so are hopeful that this might return as a reliable, ongtsing, income stream. Cost-of Living Crisis- suicide is complex and is rarely caused by one thing. HoweveT, the￿ Is strong evidence of associations between financial difficulties, mental health and suicide. Struggling to make ends meet can lead to feeling5 of anxiety and shame. These feeling5 can themselves impact our motivation and ability to manage our money, and some people may experience a sense of entrapment 01 loss of control. All these feelings are associated with suicide. These Stress factors will not be experienced by everyone eqLJally. with those already in lower income households or with pie-existing mental health conditions likely to be among those worst Impacted.

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 High levels of inflation impact everyone. as the prices of household nece55ities like energy and food increase. BLrt. this impact will not be equ81- people with the lowest levels of income will be hardest hit. and we know that people in this group are already at higher risk of suicide. People among the poorest 100/0 of society are more than tvmce as likely to die from suicide compared to the wealthiest 100/0 of society. The reasons for this go beyond the current crisis. covering 8 wide range of issues. However, the cost-of4iving crisis will put further pressure on people who are already at gieatei risk of suicide. As prices rise. people rnay be more likely to find themselves in debt Simply to pay for essentials. Unmanageable debt is a risk factoi of suicide, with a 2018 study finding that 23010 of people who attempted suicide in the year prior were in problem debt. The pand8rn1C S8rv8d to magnify risk factors associat8d with suicid81 feelings and self-harm, cr88ting a backdrop of h8ighten8d in58curity 8s w811 as significant 8motional 5tiess8s. Th8 8ddition of acut8 financial difficulties 85sociat8d with the cost-of-living crisis only serve to Increase the risk factors associat&1 with poor ment81 health 8nd, ultimately. fe81ings of desp8ir8nd desp8r8tion. Unfortunat81y. these f8Ctor5 are likely to hitvulneiable groups h8rde5L It IS essential that vulnerable p80ple ar8 given the support they nead before they reach crisis point. That 1$ why we are here to listen_ Whatever you're going through. whether that be worried about the cost of living or anything else, a Samaritan Is there to help. We are here 24 hours a day, 365 days a year to provide non-judgmental support- we are here for anyone who needs someone. Roof leak in November 2022- Our volunteers are known for their compassion but are also highly resilient. This 18511ienc8 was tested in early November 2022 when we suffered a s8rious water leak In the roof of our branch bLJilding. This occurred during a period of persistent rain and, due to safety Con￿rnS, we took the very difficult de￿510￿ to temporarily close the building to volunteers- this being the first time in the branch's history that we were not open to callers. This episode presented a 5ignilicant challenge foi our branch and also meant we had to find a temporary location to continue our services. Through the Incredible efforts of our team and the 3m3zing generosity of a local busines5 (Arup UKI. we were able to t8mporarily relocate our duty rootn within two weeks of the Initial leak occurring and return to 2417 support not long sfter. This was very Important as It enabled us to continue taking calls from people while allowng u5 th8 tirne and spac8 n8C8SS8ry to r8cbfy our pretnises. Following completion of the rectification work to OLJr piernises, we rnoved back to our Marshall Street base in mid-Februaiy and resumed a'norrnal service,. It took an irnmense effort from our staff team and volunteers to deal with the rnany and varied challenges. Communication, relocation of equiptnent and rnanaging v(Aunteer shift rotas during the initial tmove to Arup 5 premises were perh8PS the rnost challenging and 8chieved 18rgely due to the efforts of OLJf staff te8rn. Equally. rnanaging the action5 required to rectify the leak darnage and piepare our premises for re-opening was a major task which our staff team handled with energy and dedication. We are enormou51y grateful to Arup UK and our own team who worked tireles51y to ensuie the disruption to our service was minirnized. Sp8cific Ar88s of Focus In term5 of the 5UPPOrt we piovide to vulnerable and higher risk groups outside of our branch we were able to ake progre55 in the following aieas". Time to Talk, Time to Listsn- rnany organisations hav8 become incr8asingly concerned aboutthe mental wellbeing of their stsff. In iesponse to variou5 requests for our help frorn 8Xternal orgsnis8tlOns, we developed materials 5Uit8ble for on-line sessions hosted by our highly trained volunteetS to support emotional and rnental wellbeing In the workpla￿. Broadly. these ses510ns are18d by on8 of our train8d volunt8e15 and look at th8 m8ny and complex Issu8s faced by stsff (tailored to the Specific needs of the org8n15ationl and how effective 115tening can make a differen￿. Importantly it looks atways In which we ran take cai8 of ours81v8s and our own wellb81ng while having the confidence and skills to open up convers8tions with. and provide 5UPPOrt to. other5. Mole recently these session5 have been reverting to in- person groups and through our ability to offer both on-line or in-person sessions we have dramatically expanded the reach of this prograrn Isee Output paragraphs below). Facing The Future-The irnpa¢t of suicide can be dev8Sting. It can Cause intense feelings of grief for loved one$. COTnmunitie5 and workplaces. One In ten people who ale bereaved by suicide go on to have suiadal feelings. Here at CLS we have worked in conjunction with CRUSE Bereavetnent Care for tnany years, iunning group Sessions for those bereaved by suicide to ensure th3t they are pioperly supported. We took on the nationwide development and expansion of the program during 2022 through the use of on-line technology. During the period under review. we successfLJlly applied for and received funding to 5UPPOrt a Part-time administrab'on role to ensure the significant logistical challenge5 of administeiing this program can be properfy re50urced.

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 This should enable our highly trained and experienced volunteers to focLJS their tirne on supporting the individual groups thereby increasing the number of people to whom we are able to offer support. Prisoner Listener Scheme - people in prison are significandy more likely to die by suicide than people in the general population. As part of OLJr commitment to reducing suicide. we train selected prisoner5 to provide emotional support to their peers. by becoming'Listeners'. Our volunteers work with prison staff to select and train people in prison who have shown an inteie5t In becoming a Listener. ￿StenerS are prisoners who provide confidential ernotion81 support to their peels who are struggling to cope or feeling suicidal. On comtAetion of their training. Listeners receive a certificate and agree to follow our policies and values. Listeners receive regular support and rneet with our te8m of volunteers on a weekly or fortnightly basis. We support two London prisons in this way IHMP ISIS and HMP Brixtonl and continue to build OLJr team of volunteer5 who piovide this vital 5UPPOrt. Custody Suites- having launched this outieach activity last yeai. we continue to provide support to people held within police custody suite$. Our volunteers attend Bishopsgate Police station twi￿ a week to provide support where needed. In addition. we have provided training to some of the attending police officers thernselves to try and help them manage some of the situations they face. Two further areas of focus iegarding activities wthin our branch weie." Drop-in Callers at our Branch-we ie-opened thi5 element of our support service in June 2022. It 8nable5 U5 to See face-to-face visitors, no appointment nece55ary, no waiting lists at our branch in Vvestminster, 12 hours a day, every day of the week. Pre-pandemic. we would typically see c. 4.000 people a year through this support ioute. Our aim remain5 to build this up to pievious levels so we can provide life-saving 5UPPOrt to all those that wish to visit us In-person. Sadty, the flood referied to above resulted in a temporary suspension of this service, but it ha5 now fully iesumed following our move back to our piemi5es In February 2023. Training of new and existing volunt88rs- The training that our volunteers undertake is renowned in the sector and well iespected nationally with our volunteering systems and procedures embedded across the organisation for 69 years and now example5 of best pradice. Alongside the ongoing recrurtment and tiaining effort which typically results in around 100 new listening volunteers a year, there were three speafic areas of focu5. Firstly. training classes speafically airned at volunteers Interested in night watch Shifts a5 this is when demand tends tts be highest. Secondly. training of additional rnentor, on-site support and outreach team volunteers which is a key part of our volunteer support model and ability to Serve local community groups. Thirdly, preparing volunteers for the re-opening of our drop-in service as many 18round 1301 had never experienced this fa¢e-tO-face support contact before. Inside th8 Branch- Output In terms of outPLrt, during the year ended 31 March 2023, CLS volLJnteers responded to 41,674 Gglls for help through calls to our helpline133,4591 and written word18,2151. The overall number5 of l￿braNCh support through these services reduced by 20Q/o year-on-year largely due to an enforced temporary ielocation during the period which impacied us for almost 3 months and required a scaling back of the number of volunteers available on shift. Under 'norrnal circumstances, our Face-to-Face service. where people can simply knock on our door5 belween 9am to 9pm every day without appointment accounts for up to 400/0 of the fac￿10-fa￿ visits across the Samaritans organisation. Being centralty located in London offers a convenient and accessible posrtion for Londoners 5ttuggling to cope. Typicalty. pre-pandemic. we would expect to support c.4.000 callers annually via thi5 service. This year has seen further disruptions to this service as. having reopened fully in June 2022, Four months later, the temporary ielocation noted above resulted in further difficulties. However, we did manage to support 670 people during the period and, as at 31 March 2023, the service was fully up and running again being available 12 hours a day, every day belween the hours of 9arn and 9prn.

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 Outside the Branch- Output Certain groups of people have heightened vulnerability to suicide which require a tailored range of interventions. We proactively reach tsut to these high-risk communities, induding the htsmdess, men In custody and people bereaved by suiade. Homeless- tsui Htsmeless Team attend homeless food drops in Westminstereach week providing support which gives Individuals s unique opportunity to be heard and explore their feelings. often at a point of personal cr151s. Having resumed this pr(￿raN In August 2021. this year we have been able to provide emots.onal support to 504 Individuals In this enmionrnent. We slso hsve materials and virtual sessions th8t csn b8 u58d to support the staff In hom81es5 (￿ntr85 as we look to engage with those invdved In their care. Men in Custody- as part of this work, our volunteers train selected prisoners to becotne 'Li5tener5' in a prison setting. Our volunteer5 SUPPOrt these 'Listen8is' who themselv8s provid8 support to the inmates at Brixton and ISIS Prison. Having returned to face-to-face visits to the two prisons we were able to progress the selection and training of new Listeners. This setvice enabled Listeners to support 408 calls for help lin a prison setting) from prisoners in Brixton and ISIS. People be￿8VE￿ bysuicide- our pioneering partnership with CRUSE Bereavement Care (Kensington & Che15eal provided emotional SLJPPOrt to 235 individuals beieaved by suicide. We are incredibly PlOLJd that thi5 partnership has developed from its inception at Central London Samaritans to become an organisation-wide Samaritans program called Facing the Future. We are also proud to report that this initiative has been expanded across the UK and Ireland via the use of online technology through which we aim tts run c. 50 separate groups across a 12 month peiiod. Time to Talk, Time to Listen- the development and take-up of this'awareness training. for external organisations has been extremely important as mental health and wellbeing in the workplace suffered during the pandemic. Thi5 yeai. we completed 58 separate se55ion5 which directly reached 1.580 attendee5 across a variety of organisations in both the private and public sector Isee section belowl_ Some of these sessions were recorded for furthertransmission within the particularorganisation, thereby increasing the reach to significantly more people. Working to R•due• Suicid• Across London Our work in London is vital. Thrive LDN has previously reported that 2 million Londoners experience poor mental health every year. Haf of the people living in London report feeling anxious and Londoners report lower levels of life satisfaction and feelings of self-worth than the national average. Sadly, on average, 12 people a week die by suicide in London and for every suicide death another 6 to 60 people at least are thought tts be directly affected. Along with the loss of life. the psychological impact on family. friends, cdleagues. witnesses. emergency services staff and unwilling participants leg train drivers) is immeasurable. We continued to develop listening skills and emotional and suiade awareness training suitable for delivery via virtual 01 in-per50n sessions. Employers See an increasing need for a greater understanding of mental health and Suicidal behavioui. Many recogllise the importance of understanding the warning sign5 of SLJicide and ways to approach colleagues in distress and are keen to ensure their staff have appropriate skills and confidence to do so. During the year under review our volunteers have delivered this type of training to many types of org8nizab.on including Conway. St Georges Hospital. Westfields. the Ministry uf Justice. Haysmcintyre. Capital GroLJP. Bond Group, Alvarium. City of London Police, Royal Masonic Benevolent Fund. Equifax, the Bank of England. City Mental Health Allian￿, Department of Transport, Tao Group, Oliver Wyman, Centrepoint Supervisors, Financial Conduct Authorrty. 8aWoLJr Beatty and Arup UK. We work with and offer support to other Westminster based charities. including Under One Sky. Night Stars. Nightline IFitzrovial and Westminster Advi￿ Forum (run by the Westminster Citizens Advi￿ Bureau). And we work with other London-wide organisations such as the Met Police.

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 We are also key members of suicide prevention teams which incorporate Westminster within their remit such as Rethink Mental Illness Iwe sit on their Steering Group and Suicide Prevention Group), Kensington, Chelsea and Westminster Suicide Prevention Group and the Security Consortium for the Prevention of Suicide (This group is newly formed and looks at suicide pievention in the security industry. eg the police. and we are in discussion5 about delivering sessions to 811 of the consortiums rnernbersl. Through the above initiatives we aim to 'live' key Thrive objectives. Simply, we airn to spread knowledge, skills and support so that people can better look after themselves and their neighbours. Our Impact By virtue of our very strict confidentiality service policy and the anonyrnity of our callers it is difficult to quantify with great accuracy the impact of the services that we provide. We obtain feedback where possible in relation to certain aspects of OLJr Outreach projects, bLJt this remains a difficult area for precise analysis ON an ongoing b8SIS. However, we do carry OLJt point-in-time surveys Df both our own listening volunteers and our c211ers where they are willing to participate. The most recent survey of our callers took place in 2020. In summary. the findings were.. Why Samarit8ns callers said the immediate availability of our support sets it apart from other services. The helpline gives them the chance to talk to someone straight away when they need it, even In the middle of the night. There are no wailing lists and they don't have to wait to be called back., callers also appreciate that there is no set tirne limit. so they can take the time they need to talk things through and they know they can call again if they need to., and callers value our services because it is aVaila￿e 2417, anonymous, confidential, non-judgemental and provides an opportunity for human contact. Ourimpact on distress and suicid81ity for all callers. on average. there was a significant reduction in levels of distress from the start to end of a call. and from the start of a Call to one week later.. most callers felt their call helped them to manage their own level of distress and suicidal thoughts or feeling.. a week after calling us. seven out of ten callers said they were feeling better. and that their call had contributed to thi5-. and 700/0 of respondents who felt suirydal stated that ¢onta¢ting us infl(JenrRd their decision not to end their life at that time. Ourimpact by lalking ar￿ listening most callers said calling u5 helped thern feel listened to and understood. Calling helped them see that they had opb"on5 and they felt Tnoie able to rnake choice5. It also gave people rnoie hope for the future and tnade the feel like they could cope with everyday lrfe. Some said it made thetn feel c3Jmer and less lonely. The most recent survey of our caller concerns was carried out in June 2022 and highlighted that the top three concerns mentioned by callers that reached OLrt for emotional support were mental health, family and isolation. These peces of research provide us with evidence about the positive impact of our ernotion81 support services but also identify areas of cxjncem which ale acknowledged to have been exacerbated by the irnpact of the pandemic and c05t-of4iving crisis on Suicide iisk. Both have been used to inform the strategy of the wider organi5ation as well as specrfic areas of focus around service development, training materials and information Pftsvided to callers. Awareness Ralslng Our awareness raising activitie5 are a key feature of OLJr work whereby we focus our efforts on settings known to experience high numbers of suicide. such as main line rail stations. alongside 8 targeted talks prograrn reaching out to vulnerable communities across central London. Equally we target large scale events such as the Pride and Black Pride in London to raise awarenes5 of our service and offer etnotional 5UPPOrt where ￿e￿55ary. There are also organisation-wide events every year that we take part in such as 'Brew Monday, in January and The 'Big Listen, in July.

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 We hold fundraising events which a150 5etve to raise awareness in the form of SNng for Samaritans at rmain line railway stations which, this year. included Charing Cros5. Kings Cross, London Bridge. Fenchurch Street and Paddington stations. Further 8w8reness raising via Soaal rnedia and on4ine pl8tforrns took place around established events like Mental Health Awareness Week, Worfd Suicide Prevention Day and World Mental Health Day to reach out to different audiences and give talks about the service we provide as well as offering etnotional support in general. In this way we leach 1,000's of people through our talks but rnany times more through the awareness raising that the larger events provide. This year we were fortunate to receive support from Sarah Millican and Alfie Boe which enabled us to have a presence at one or more of their shows at which they raise awareness of what we do and we have volunteers present with leaflets and, of course, the ability to take donations. Other events our volunteers attended in order to raise awareness during the year induded the Womeri of The Worfd Festival at the Royal Festival Hall, University freshers fairs al the Fashion Retail Academy and Kings College. Time to Talk Service al St Martin in the Fields, Black Mental Health campaign event by Bella Rareworld, Inspiring Communities- reaching men at Ebury Edge comrnunity hall. Veterans Oulre8ch at the Roy81 Hospi181 Chelse8. NSPA Conference and Vigil for Brianna Ghey in Soho Square. Our People Our Volunt88rs We are a volunteer-led organisatioN so our cole strength lies in our volunteers. DLJring the year under review, we reTrived 1.673 enquires from people who wished lo be considered for our volunteer training program. Having transitione(l our training processes, materials and dasses to an on-line environment during 202(k21, we currently lun a hybrid model whereby some elements of in-peison group training have been re-introduced which we believe is hugely beneficial to the attendees. Using this approach. we ran 8 selection days which resulted in the comtnencement of 9 separate CORE Training dasses and 90 newly trained listening volunteers. Each of these classes typically consists a number of 'dassroom' modules totaling 21 hours of training plus a further 5 hours of self-leaming time. Additional training tirne and mentoring requirements result IN each new listening volunteer undertaking a total of 62 hours of training to provide and equip them with the skills and support 18quired to piovide an ernpathic, listening ear for our highly vulneratAe callers. The training Is delivered by tsur experienced volunteer training team (all vdunteersl and prepares new volunteers to rnanage every everltuality. Our nO￿lIstenIng volunteer5 (Support Volunteersl who provide help In a variety of areas such as adrninistralion. fundraising and consultancy also receive that sarne first stage training to help them undetstand the roles of the listeners. We run a 24tl shift pattern to ensure that there is always someone here to support our callers, day or night. There have been many reason5 following the pandemic which will have contribLrted to volunteer5 taking a leave of absen health. family changes. leaving London as work-from-home became available. changes of circumstances, ieduced free time etc. Desplte this, in tertns of active listening volunteers, the average nurnber of active listening volunteers during the year rernained largely unchanged at 346 Iprioi year average 3481. However. the period end number of 329 as at 31 March 2023 compares to 366 active listening volunteers as at 31 March 2022. Hence, one of our key goals over the near tertn is training of new volunteer5. Our Staff Team Our staff team of six full time equivalents provide support se￿l¢e$ to the Branch Director, board of Trustees and volunteers covering areas such as IT. building and facilities management. office administration. financial managernent and co-ordination of volunteer recruitment. training and rot8 rnanagement. In addition. the staff team are respon51ble for the digital footprint of our branch, sorne of the branch's fundraising activities and many of our ielation5hips wth external partners which, among other things. helps to prornote our service5 and raise awareness. As described elsewhere in this report. the staff team played a rnajor role in dealing with the impact of temporarity locating our service5 elsewhere, rectification of our own premise5 following the water ingress and subsequent re4ocation back to Marshall Street. They did this with drive and determination.

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 We are immensely grateful to all our volunteers and staff for their unwavering support and dedication during another challenging year. Our Bull(Ilng 46 Marshall Street has been our home Sin￿ 1987. Our location in the heart of Soho is accessible to callers and volunteers alike. The a￿eSsIble location and facilities allow us to recruit. train and support volunteers from across London.. volunteers who enable us to continue to fulfil our charitable aims and mission. Vve have reported previously on the protracted hiatus in activity which the COVID-19 pandemic caused and that, after extensiwe consultation with the branch, a detailed planning application and listed building consent application for a comprehensive refurbishrnent and 8 small extension to Marshall Street was drawn up, submitted and approve(J by March 2022. Post-covid and following the onset of the well documented cost-of_living crisis, il became apparent that fund raising to wver these refurbishment plans was not achievatAe. as over time the ¢osts had grown to over £3.Sm due to global issues affecting the supply chain. labour shortages and rising material costs. The philanlhropic18ndscape had also Changed along with the macro*conomic outlook and there was little appetite identified to fund such a project. Although hugety dis8ppointing. the trustees proceeded to ex8mine two alternative options. Fir5dy, a partial refurbishment to protect the fabric of the building and its working parts and to ensure Safety of the building and servi￿$ for a 5 to10 y88r p8riod andlor until such time that 8 substantial capital fund raising campaign could be undertaken and, secondty, to explore a potential move to a suitable new premises funded by the sale of Marshall Street. After much consideration and debate the trustees resolved to further explore the second option and are currendy progressing this. Risk Management During the year, the Board of Trustees reviewed and updated the charity's Risk Register and discussed matters relating to the following areas.. Governance health and safety, management, staffing and organisation structure, reputational factois and compliance wth legal requiretnents", Fin8nces- funding. financial policie5 and practices. cost performance versus budget. extern81 fin8nCI81 climate and the Lrtili5ats"on of ie5erves", Operations- service delivery. caller and volunteer SLJPPOrt. confidentiality and sensitive information.. and Volunteer training. staff development and employrnent policies. Whilst it is acknowledged that most fundraising activities have shown signs of recovery. there remains a degree ol uncertainty over the potential Impact that the wider cost-of-living Issues may have on future fundraising opportunitie5 in general. The Board of Trustees has ieviewed forecast cash flows and budget5 for the coming year taking into account the likely impact on fundraising activity as well as the prevailing level of free reserves. We are satisfied that the charity has sufficient resources to remain financially sustainable for the foreseeable future. Environm•ntal Policy The Branch continues its efforts to reduce its overall impact on the environment through the following initiatives.. Using energy saving light bulbs where possible throughout the building, Recyding as much as possible, with recycling bins positioned around the building", Waste Is recycled through the local authority, Paper is recycled and re-used within the branch wherever possible, Printer cartridges are recycled throLJgh the nationally oiganised collection", Purchasing 'gieen' catering and Stationery 5upplie5 where possible". Purchasing barnboo toilet paper. tl55ues and hand towels". and Using a'grÈen' energy supplier. The charity's approach to the environment is reviewed periodically by the Board of Trustees and the Director Team. In addition, the Centre Manager completes an annual ￿vIeW of matters relating to Health & Safety. 10

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 Public Benefit All our adivities focus on the core work of offering emotional support to vulnerable people and are undertaken to further our charrtable objectives for the public benelit. In planning and reviewing all the activities of the chaiity during the year the Tiustees kept in mind the Charity Commission guidance on public benelrt. FINANCIAL REVIEW Funding Central London Samaritans 15 affiliated to but Iinancially independent frotn the wider Sarnaiitan5 Qiganisation. We le1￿1ve no Incorne fiorn the wider oiganisation and. indeed. have been fully financially independent for the last 5 years over which time we have raised £1.94rn. an average of £387,000 per year. This has been achieved through the efforts of our own staff and volunteers and of course the amazing support from our varied donor base. The aim of the Board of Trustees is that the charity must be financially self-sustaining and resilient in order lo develop our services in a way that best meets the ¢hanging needs of Londoners. We endeavor to introduce and maintain diversity within our mix of funding across various sources. Typically, we might expect one third of our funding to come via trusts & foundations. up to 25Vo through Individual giving and cornmunity events. 200/0 through legacies. 100/ts through corporate relation5hip5 and a further 100/0 through commercjal activities such as roorn hire and workplace training. The fundraising target in any one particular year is influenced not only by our service plans but also by the level of free reserves we hold as these may fund our running costs in accordance with our stated reserves policy. During the year under review, certain fundraising opportunities continued to re-emerge following the hiatus of the pandemic. Notably, community events and individual giving opportunities grew as public confidence around partiapation activities returned. Room hire and billa￿e'tralnlllg event5, also improved as peotAes appetite for in- person sessions relating to these areas gradually returned. The only categories of income to fall below that achieved in the prior year were corporate and legacies. Legaaes lie gifts in Wills) are naturally unpredictable so this is not necessarily significant or concerning. Our ability to generate donations from corporate partnerships is Somewhat limited by our Size and the opportunits.es we can offer the corporate. Thi5 is an area we plan to focu5 on and make Improvements where possible. In summary. our overall incorne performance for the year resulted in total incorne of £375,450. an increase ol 7.4Q/o on the prior year. This rellects a stronger perfomance across most categories which more than offset ieductions in income frorn corporates and legaaes. The general fundraising environment is difficult to predict. Significant cost pressures ￿Main due to the on4oing cost- of-living Increases which may impact potential donors of all kind5 (individuals, corporates and trusts). Volatility in asset returns and investment income may also affect the funds available to grant making organisations. We will Continue to examine opportunities to enhance the charity's financial sustainability as we focus on our partnerships and Outreach work across the seven boroughs we cover. This should ensure our services Continue to be available to vulnerable and marginalised groups within the communities we serve and enable us to respond to the need5 of our calleis and visitors. Exp8nditur• To ensure the charity's finances are being propetly monitored and rnanaged. the Board of Trustees receives monthly financial reports from the Treasurer. These reports Indude details of the charity's income and expenditure compared with a pre-approved annual budget. monthly Management Accounts covering the operation of the branch, cash and reserve balan￿$ compared with pre-approved policy requirements and other finanoal analysis. The total expenditure InCUr￿d excluding expenditure on the building project and the value of pio-bono servi￿$ provided increased by S.O°/o year-on-year evenly split between staff and non-stsff costs. Given the magnitude of external ¢o$t pressures during the period, this is considered to be an a¢￿ptable outcome. Overall, exclucling building project costs, out of every £1 sp8nt. 82p w8nt dir8cdy to supporting our charitable servic8S. The Flnanclal Statements The finanaal statements are prepared In cornpliance with the Statement of Recommended Practice C'The Chaiity SORP"). During the year ended 31 March 2023, the charity made an overall deficit of £54,69212022'. deficit £171,912}. 11

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 This comprises a deficit of £74,463 on Unrestricted funds and a surplus of £19,771 on Restricted funds. Total income for the year was £375,45012022". £349,6691. £48,646 of this income was Restricted and £328,804 was Unrestricted. The Unrestricted incotne includes £12,939 relating to services and goods generously provided free of charge (pro bono) to the charity during the year. Expenditure foi the year amounted to £430.14212022." £521,581), including depieaation of £39,640", am arnount of £12.939 to balance the 'pro bono, income and £15.307 in respect of spend on our building proje￿ funded separately through the utilisalion ol designated funds. At 31 M8r¢h 2023 the Charity had ￿$h balances totaling £525.403 12022. £573.7611. £295.090 of this balance was placed in a 32 day notice deposit account. the remainder being in instant a￿￿5$ bank accounts. At 31 March 2023. available Unrestricted Funds totaled £442,043 lexcluding Iixed a55et5 and investrmentsl and Restricted Funds tot81ed £55.826. Restricted funds comprise recognisabl& funds that can onty be spent in accord8nc8 wth the donorfs intentions. Unrestricted funds ￿MprISe all other funds. inrjuding the value of the freehold property and any funds which have been designated by the trustees for a speafic use. Current assets held within unrestricied funds are available for the ordinary purposes of the charity. Resetves Pollcy The Trustees may deterrnine, from time to time, whetherthere are foreseeable non-recurring expenditure5 or loss ol income specific to a certain event or circumstance and may establish designated reserves to Cover these. A designated resetve will therefore be intended for a specific defined purpose over a specific defined period of tirne and be separate from the Charity's general free reserve. Over and 8bove such design8ted reserves. the Charity will hdd a gener81 'free' reserve to cover items of expenditure or shortfalls in income arising from the general operation of the Charity's activities. As an employer ol staff, the Charity is concerned that the position of staff should be protected as far as possible, and the level of ieserve is intended to ensure that contractual obligations to Staff and other third partie5 can be met in an orderfy fashion. In addition to meeting contractual obligations, the general free ieserve a150 setve5 tts provide neai-tertn financial resilience to assist in the planning of and support for the delivery of our charitable activities. During the policy s annual ieview, the Trustees. considered various challenges whith lie ahead in relation to the fundraising environment in general. the on-going impact of the cost of living crisis, reliance on funding cycleswhich prevent reapplication wthin 12 months and future service needs. The challenges Introduced by the pandemic and, MO￿ recendy, the cost of living crisis, have not abated but equalty have not yet shown a significant deterioration in our ability to raise funds from the various and diverse sources which have supported us over recent years. In view of these considerations. the Trustees resolved that there was no need to change the policy. Hence, the general 'free' reserve should be maintained within the range 51X to twelve months operating costs. For this puip05e. operating costs ale the highest audited annual total expenditure figure over the most recent three years of operation. For the avtsidance tsf doubt, the general free reserve ctsmprises the total unrestricted funds less the sum oftangible fixed assets. illiquid investments and any designated funds set aside by the Trustees. As at 31 March 2023 the unrestricted free reserve totaled £442.043. The 8udited total expenditure foT the year totaled £430.142. The highest audited annual expenditure over the three years ended 31 March 2023 arose in the year ended 31 March 2022 and totaled £521,581. Hence, the general free reserve position represents 10.2 rnonth5 of expenditure and 15 therefore within our stated policy. We anticipate that our free reserve balance will reduce further as il contributes towards our operating costs during 202>24. The Board of Trustees reviews the reserves policy at least annually or whenever required. The trustees monrtor compliance with this policy as part of the monthly Management Accounts reptsrting. 12

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 Investment Powers and Pollcy The charity's Constitution allows the trustees to invest IN any way they mnsider appropriate. The charity's investment policy is a conservative one which prioritises capital preservation, reduced counterparty risk and liquidity ahead of yield. All cash balances must be placed with reputable UK banks. which are regulated by the PRAIFCA and members of the FSCS (Finanual Services Compensation Scheme). The charity's policy is that it will hold all ils liquidity as cash in instant access accounts with reputable UK banks sufficient to cover at least 5 months of operating expenditure. Cash balances In excess tsf this may be held on fixed term deposit or rolling terrn deposit lagain with repuiable UK banks) such that 8rnounts in excess of 5 months but equal to or below 8 rnonth5 of operating expenditure may be placed on no rnore than 3 Months deposit. Balances in excess of the 8 months requirement may be placed on no more than 6 month deposit. As at 31 March 2023, total cash balances amounted lo £525.403 of which £230.313 was held in instant access accounts and £295,090 was held in a 32 day notice deposit account. Cash held on instant access was £5,982 over and above our minimum policy requirement. The deployment of cash is kept under review by the trustees in conjunction with advi￿ from the Treasurer and professional advisors where relevant. The Board of Trustees reviews its investment policy at least annually or whenever required. The trustees monittsi compliance with this policy as part of the monthly Managernent Accounts reporting. THANK YOU The chaiity ha5 established a diverse progratn of fundraising activity which has resulted in generous support from new and existing supporters and donors. The response from donors. supporters and volunteers we receive is truly remarkable and has been particularly so in ligm of the many and varied challenges posed by the post-pandemic environment and subsequent cost-of-living crisis. So rnany individuals and organisations offered their help and were in¢redibly generous in their support. The charity would like to take thi5 Opportunity to espet#ally thank.. The Adrian Swire Charitable Trust. The Aird Charitable Trust, Amold Clark Community Fund, Capital Group, The City of Westminster, CGB Trust. The Co-op, Elizabeth Frankland Trust, Garfield Weston Foundation, The Gilbert Edgar Trust, Golders Green Foundation, Great Western Railways, LNER. Mrs Smith and Mount Trust. The Naty'onal Lottery Award for All. Rethink Mental Illness, Shaftesbury PLC, St James's Piccadilly Charity, The Tudor Ftsundats"on, The Worshipful Company of Coopers. The charity is also extremely grateful to.. Artemis Services. Arup UK. Breakin Form Films. Burmatex. Camden Carpetright, Cordiale, Dean Kaden, Elsevier Foundation, GIK Accousts"cs, Gower Consultants, Hotel Café Royal, Hotel Chocolat. Metro Bank. MJF Interiors. Moore Kingston Smith LLP. My Soho Tirnes. Network Rail. Rockspring. Sainsbury PLC, Simmons & Simmons LLP. Tao Group and The Dorchester for their support and to all Ihose who have helped us $0 generously during the year. Thank you also to all 'The Friends of CLS. who give so much of their time and support to us whenever we are in need and The Rolling Tones. Gwalia Choir, Royal Opera Chorus and SHE Chtsir who helped us raise awareness and funds. And of course, thank you to all those who took part in fundraising events for CLS throughout the year in particular 5POrting events such as the London Landmarks Half Marathtsn, the Hackney Half Marathon, the Lake District Challenge and our own Samarathon. Finally, a big thank you to those who promoted us. Tan events wth us in mind or invited us to attend their events such as Alfie Boe, Sarah Millican, Bella Rareworld, Neha Jain, Raphaela Papadakis and Vanessa Pilkington. The year ahead will undoubtedly present Its own challenges. We are deteirnined to ctsntinue to wtsik together with our funder5 to meet these challenges and build upon all the amazing support that they have shown us. This. coupled with our unrestricted 'free' reserves balance, gives us Confiden￿ that the charity will remain finanaally Stable for the foreseeable future and that we will continue to be there for anyone who need5 us, every hour of every day. 13

Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2023 ststement of the Board of Trustees. Responslbllltles The Central London Samaritans Board of Trustees is responsible for keeping proper accounting records which disclose wrth reasonably accuiacy at any time the financial position of the chaiity and for the preparation of the financial statements for each financial year which give a true and fair view of the state of the charity and of the surplus lor deficit) ol the charity for that period. In preparing those financial statements, the Trustees are required Select suitable a¢￿￿ntIng policaes and then apply them Consistently.. Observe the methods and principles in the Charities SORP.. Make judgements and estimates that are reasonable and prudent, State whether applicable accounting standards have been fdlowed subject to any m8ten81 dep8rtures disdosed and explained in the financial statements.. and Prepare the financial st8ternents on the going concern basis unless it is inappropriate to presume that the charity will continue in existence. It is also responsible for safeguarding the assets of the Charity and hence for taking reasonable steps for the prevention of fraud and other irregulanties. To the best of our ability The Board of Trustees believe that It has discharged its iesponsibilitie5 during this past year. Post Balaneè Sh••t Evènts There were no adjusting or non-adjusting events. Due to unforeseen personal circumstances, Arny Koheeallee stepped down from the role of Chair and Branch Director with effect from 10 April 2023. Jane Little, Deputy Branch Director, took on the role from that date and, following the initiation of our formal branch director selection process. an Interim Br8nch Director was appointed on 10° July 2023. namely Heather Barf(er. Heather will fulfil the role of Chair and Interim Branch Director for 12 months. This report was signed on behalf of the Board of Trustees by. Jane Little 15.07.2023 Jane Little- Deputy Branch Director 14

Central London Samaritans

Independent Examiner's Report

Year ended 31 March 2023

Independent Examiner's Report

I report to the trustees on my examination of the accounts of the above charity (“the Trust”) for the year ended 31 March 2023.

Respective Responsibilities of Trustees and Examiner

As the charity's trustees, you are responsible 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 Trust’s accounts carried out under section 145 of the 2011 Act and in carrying 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

The charity’s gross income exceeded £250,000 and I am qualified to undertake the examination by being a qualified member of ICAEW, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination which gives me cause to believe that in, any material respect:

• (1) the accounting records were not kept in accordance with section 130 of the Charities Act; or

• (2) the accounts did not accord with the accounting records; or

• (3) the accounts did not comply with the applicable requirements concerning the form and content of accounts 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 matters 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.

Silvia Vitiello

For and on behalf of Moore Kingston Smith LLP Chartered Accountants

4 Victoria Square St Albans AL1 3TF

Date: 19.07.2023

15

Central London Samaritans

Statement of Financial Activities

Year ended 31 March 2023

Unrestricted Funds Note £ Income and endowments from: Donations and legacies 2 301,499 Investments 2,117 Other trading activities 3 23,188 Other 3a - Total 326,804 Expenditure on: Raising funds 4 (60,588) Charitable activities 5 (327,627) Other 6 (13,052) Total (401,267) Net income/(expenditure) (74,463) Net movement in funds (74,463) Reconciliation of funds: Total funds brought forward 15 1,519,673 Total funds carried forward 15 1,445,210	Unrestricted Funds Note £ Income and endowments from: Donations and legacies 2 301,499 Investments 2,117 Other trading activities 3 23,188 Other 3a - Total 326,804 Expenditure on: Raising funds 4 (60,588) Charitable activities 5 (327,627) Other 6 (13,052) Total (401,267) Net income/(expenditure) (74,463) Net movement in funds (74,463) Reconciliation of funds: Total funds brought forward 15 1,519,673 Total funds carried forward 15 1,445,210	Restricted Funds £ 46,550 - 2,096 -	Total Funds 2023 £ 348,049 2,117 25,284 -	Unrestricted Funds £ 300,967 97 19,253 456	Restricted Funds £ 28,250 - 646 - 28,896 (518) (47,673) (1,908) (50,099) (21,203) (21,203) 57,258 36,055	Total Funds 2022 £ 329,217 97 19,899 456
	326,804	48,646	375,450	320,773		349,669
	(60,588) (327,627) (13,052)	(419) (27,846) (610)	(61,007) (355,473) (13,662)	(39,361) (416,818) (15,303)		(39,879) (464,491) (17,211)
	(401,267)	(28,875)	(430,142)	(471,482)		(521,581)
	(74,463)	19,771	(54,692)	(150,709)		(171,912)
	(74,463)	19,771	(54,692)	(150,709)		(171,912)
	1,519,673	36,055	1,555,728	1,670,382		1,727,640
	1,445,210	55,826	1,501,036	1,519,673		1,555,728

All of the above amounts relate to continuing activities

The notes on pages 18 to 24 form part of these financial statements.

16

Central London Samaritans

Balance Sheet

31 March 2023

Note Fixed assets: Tangible assets 10 Investments 11 Total fixed assets Current assets: Debtors 12 Cash at bank and in hand Total current assets Liabilities: 13 Net current assets Total assets less current liabilities Total net assets The funds of the charity: Restricted income funds 15 Unrestricted funds 15 Creditors: Amounts falling due within one year	2023 £ 1,002,167 1,000 1,003,167 6,229 525,403 531,632 (33,763) 497,869 1,501,036 1,501,036 55,826 1,445,210 1,501,036	2022 £ 1,011,741 1,000
		1,012,741
		6,298
		573,761
		580,059
		(37,072)
		542,987
		1,555,728
		1,555,728
		36,055 1,519,673
		1,555,728

These financial statements were approved and signed by the members of the Board of Trustees on

.

15.07.2023

………………………………………….

Date

………………………………

Jane Little Deputy Branch Director

………………………………..

Simon Denyer Treasurer

CIO Number 1171330

17

Central London Samaritans

Notes to the Financial Statements

Year ended 31 March 2023

1 Accounting policies

1.1 Basis of accounting

The financial statements have been prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charities SORP FRS 102 (second edition - October 2019) - Accounting and Reporting by Charities: Statement of Recommended Practice applicable

Assets and liabilities are initially recognised at cost or transaction value unless otherwise stated in the relevant accounting policy notes.

Central London Samaritans meets the definition of a public benefit entity under FRS 102.

1.2 Going concern

The Trustees have, at the time of approving the financial statements, a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus they continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. Unrestricted funds include the freehold property.

Restricted funds comprise funds which are subject to specific restrictions imposed by the donor and which are available for the better performance of the charity in accordance with those specific restrictions.

1.4 Incoming resources

Income received by way of donations and gifts is recognised in the Statement of Financial Activities (“the SOFA”) when received.

Legacies are recognised when all the criteria have been met; entitlement when the Board of Trustees has been notified of distribution. The legacy is only formally recorded in the accounts when received.

Investment income is included when received.

Other income is included when received.

1.5 Resources expended

Expenditure is recognised on an accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it related:

• Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It excludes governance costs and costs incurred exclusively in the raising of funds.

• Governance costs include those costs associated with meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked to governance and the strategic management of the charity.

18

Central London Samaritans

Notes to the Financial Statements

Year ended 31 March 2023

1.6 Fixed assets

Fixed assets (excluding investments) are stated at cost or valuation less accumulated depreciation.

Depreciation is provided on all tangible fixed assets held by the charity for its own use at the following rates

Buildings - 2% on valuation Improvements to buildings - 2% on cost Fixtures, fittings and equipment - 12.5% - 25% on cost

Assets with a value of more than £250 are capitalised.

1.7 Property revaluation

In accordance with the provisions of the SORP the Trustees have elected not to incorporate further revaluations of the property in the financial statements.

1.8 Investments

Investments are stated at valuation. Valuation is based on market value where securities are quoted or other valuation techniques approved by the Board of Trustees. Gains or losses are taken to the Statement of Financial Activities.

1.9 Pension costs

Central London Samaritans has set up a defined contribution Personal Pension Scheme in respect of all its employees and contributes a fixed percentage of the employees’ salaries to this scheme. The assets of the scheme are held separately from those of the charity.

1.10 Operating lease agreements

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged as an expense against income on a straight line basis over the period of the lease.

2 Donations and legacies

Legacies Gift Aid Donated services Community and individual fundraising Trust and foundation funding Corporate and major donor funding	Unrestricted Restricted Total £ £ £ 83,500 42,550 126,050 38,775 - 38,775 74,770 4,000 78,770 85,388 - 85,388 6,127 - 6,127 12,939 - 12,939 301,499 46,550 348,049 2023	Unrestricted Restricted Total £ £ £ 76,880 28,250 105,130 53,161 - 53,161 65,165 - 65,165 96,941 - 96,941 5,000 - 5,000 3,820 - 3,820 2022
		300,967 28,250 329,217

19

Central London Samaritans

Notes to the Financial Statements

Year ended 31 March 2023

3 Other trading activities

3 Other trading activities
Other income Central Charity Funding 3a Other income HMRC Job Retention Scheme 4 Expenditure on raising funds Fundraising staff costs Other fundraising costs 5	Unrestricted Restricted Total £ £ £ 20,067 1,456 21,523 3,121 640 3,761 23,188 2,096 25,284 Unrestricted Restricted Total £ £ £ - - - - - - Unrestricted Restricted Total £ £ £ 53,030 - 53,030 7,558 419 7,977 60,588 419 61,007 2023 2023 2023	Unrestricted Restricted Total £ £ £ 19,253 646 19,899 - - - 2022
		19,253 646 19,899
		Unrestricted Restricted Total £ £ £ 456 - 456 2022
		456 - 456
		Unrestricted Restricted Total £ £ £ 33,188 - 33,188 6,173 518 6,691 2022
		39,361 518 39,879

3a

Expenditure on charitable activities

Staff costs Telephones Conference and training Catering costs Volunteer expenses Printing postage stationery Computer Costs Maintenance Bank charges Utilities Business Rate Cleaning Business Insurance Professional fees and costs Depreciation 6	Unrestricted Restricted Total £ £ £ 141,456 21,101 162,557 5,323 277 5,600 1,426 1,887 3,313 1,388 36 1,424 11,391 540 11,931 1,415 79 1,494 13,251 684 13,935 22,681 610 23,291 1,352 49 1,401 11,026 405 11,431 4,117 216 4,333 16,120 894 17,014 5,863 264 6,127 51,178 804 51,982 39,640 - 39,640 327,627 27,846 355,473 2023	Unrestricted Restricted Total £ £ £ 141,274 31,639 172,913 4,753 1,346 6,099 - - - 1,100 61 1,161 8,779 5,779 14,558 1,109 206 1,315 18,729 1,770 20,499 13,546 1,454 15,000 1,316 116 1,432 7,099 690 7,789 4,421 367 4,788 20,416 1,521 21,937 4,891 449 5,340 150,048 2,275 152,323 39,337 - 39,337 2022
		416,818 47,673 464,491

Other expenditure

Governance costs: Independent examination fee Committee meeting costs Branch contribution	Unrestricted Restricted Total £ £ £ 4,000 - 4,000 (50) 113 63 9,102 497 9,599 13,052 610 13,662 2023	Unrestricted Restricted Total £ £ £ 3,960 - 3,960 1,251 - 1,251 10,092 1,908 12,000 2022
		15,303 1,908 17,211

20

Central London Samaritans

Notes to the Financial Statements

Year ended 31 March 2023

7 Staff costs Total staff costs were as follows: Wages and salaries Social security costs Pension costs Temporary agency staff Other staff costs	2023 £ 174,601 12,598 3,698 24,076 614 215,587	2022 £ 170,372 12,893 3,568 17,114 2,154
		206,101

No employee received emoluments of more than £60,000 (2022: none)

Particulars of employees:

The average number of employees during the year was as follows:

	2023		2022
	Full Time Part	Time	Full Time Part	Time
Employees	5.5	-	5.9	-

8 Management Committee Members’ Remuneration and Expenses

No member of the Board of Trustees was remunerated for services as a Trustee (2022: nil)

Trustees, the Branch Director and the Advisory Directors only receive reimbursement of agreed expenses in accordance with the charity's expenses policy.

9 Indemnity Insurance

The Samaritans has centrally effected professional indemnity insurance to protect employees, Trustees, Directors and other volunteer members of all Samaritans Branches. This cost is recharged to the Branch.

21

Central London Samaritans

Notes to the Financial Statements

Year ended 31 March 2023

10	Fixed assets
		Freehold	Fixtures &	Freehold
		Property	Fittings	improvements	Total
	Cost or valuation	£	£	£	£
	At 1 April 2022	1,050,000	175,748	692,232	1,917,980
	Additions	-	6,584	23,482	30,066
	Disposals	-	(159,018)	-	(159,018)
	At 31 March 2023	1,050,000	23,314	715,714	1,789,028
	Depreciation
	At 1 April 2022	504,000	170,192	232,047	906,239
	Charge for the year	21,000	4,327	14,313	39,640
	Depreciation on dispos	-	(159,018)	-	(159,018)
	At 31 March 2023	525,000	15,501	246,360	786,861
	Net book value
	At 31 March 2023	525,000	7,813	469,354	1,002,167
	At 1 April 2022	546,000	5,556	460,185	1,011,741

The charity's freehold premises at 46 Marshall Street, London W1F 9BF were revalued as at 21st September 2018 by Messrs Gerald Eve LLP, Consultant Surveyors and Valuers, on an open market value basis in accordance with the Guidelines issued by the Royal Institution of Chartered Surveyors. The Board of Trustees subsequently received an informal indication in September 2018 that the value of the premises based on a rental yield was in the region of £6.1 million.

The historic cost of the freehold property (shown above at £1,050,000) and excluding improvements is £715,714.

11 Investments Historical cost at 1 April 2022 & 31 March 2023 Valuation at 1 April 2022 & 31 March 2023	2023 2022 £ £ 1,000 1,000
	1,000 1,000

This comprises 1,800 shares of 1p each in Helpcards Holdings Limited, representing 0.31% of the share capital of the company. Helpcards Holdings Limited is a company incorporated in England.

22

Central London Samaritans

Notes to the Financial Statements

Year ended 31 March 2023

12 Debtors

Prepayments Creditors: Amounts falling due within one year Trade creditors Tax and social security Accruals and other creditors	2023 £ 6,229 6,229 2023 £ 13,157 5,008 15,598 33,763	2022 £ 6,298
		6,298
		2022 £ 14,676 3,346 19,050
		37,072

13 Creditors: Amounts falling due within one year

14 Commitments under operating leases

At 31 March 2023 the charity had annual commitments under non-cancellable operating leases as set out below.

Operating leases which expire: Within 1 year Within 2 to 5 years	2023 £ - - -	2022 £ 316 -
		316

15 Funds

Restricted funds: Ongoing activities Building project Unrestricted funds: Fixed assets Free reserves Designated funds Total funds	Balance at 1 Apr 2022 Incoming resources Outgoing resources Transfers, gains and losses Balance at 31 Mar 2023 £ £ £ £ £ 11,055 48,646 (28,875) - 30,826 25,000 - - - 25,000
	36,055 48,646 (28,875) - 55,826 1,012,741 - (39,640) 30,066 1,003,167 489,125 326,804 (346,320) (27,566) 442,043 17,807 - (15,307) (2,500) -
	1,519,673 326,804 (401,267) - 1,445,210
	1,555,728 375,450 (430,142) - 1,501,036

Restricted funds comprise funds that can only be spent in accordance with the donor's intentions.

Unrestricted funds comprise all other funds, including the value of the freehold property. Current asset held within these funds are available for the ordinary purposes of the charity.

Designated funds relate to certain estimated costs associated with building refurbishment work.

23

Central London Samaritans

Notes to the Financial Statements

Year ended 31 March 2023

15 Funds (continued)

Restricted funds: Ongoing activities Building project Unrestricted funds: Fixed assets Free reserves Designated funds Total funds	Balance at 1 Apr 2021 Incoming resources Outgoing resources Transfers, gains and losses Balance at 31 Mar 2022 £ £ £ £ £ 32,258 28,896 (50,099) - 11,055 25,000 - - - 25,000
	57,258 28,896 (50,099) - 36,055 1,048,360 - (39,337) 3,718 1,012,741 573,300 320,773 (297,230) (107,718) 489,125 48,722 - (134,915) 104,000 17,807
	1,670,382 320,773 (471,482) - 1,519,673
	1,727,640 349,669 (521,581) - 1,555,728

16 Analysis of net assets between funds

Tangible fixed assets Investments Current assets Current liabilities Total Funds	Unrestricted Restricted Total Funds Funds £ £ £ 1,002,167 - 1,002,167 1,000 - 1,000 475,806 55,826 531,632 (33,763) - (33,763)
	1,445,210 55,826 1,501,036

24