Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report and Financial Statements 31 March 2024 Charity number 1171330
Docusign Envelope ID.. 59A3A850_17AD419D£96D.1 BBA54EA5512 Central London Samaritans Annual Report and Financial Statements Year ended 31 March 2024 Contents Page Legal information Annual report of the trustees 2-11 Independent ex8mineVs report 12 Statement of financial activities 13 Balance sheet 14 Notes lo the financial statements 15-21
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Legal Information Year Ended 31 March 2024 LEGAL INFORMATION Founder The late Prebendary Dr Chad Varah CH, CBE. Chalr and Branch Dlractor {'Slngla Branch Laadar'l Amy Koheeallee until 9, April 2023, Jane Little from 10, April 2023 until 9, July 2023 as acting Chair and Branch Director, Heather Barker from 10, July 2023 as Chair and Interim Branch Director. The Trustees Heather Barker, Trustee, Chair and Interim Branch Director- appointed 10, July 2023, elected October 2023. Jan8 Little, co-opted March 2023. 8lected October 2023. Simon Denyer, Trustee, Treasurer- reolected October 2023. Catherine Bourne, Trustee- re-elected October 2023. Jeremy Marcus, Trustee - re-elected October 2023. Hannah Scott, Trustee- re-elected October 2023. Roger Jeary, Trustee and Secretary - elected October 2023. Bethan Davies, Trustee - elected October 2023. Angelo Monni, Trustee - elected October 2023. Helen Buck, Truste6- Co-optèd 14 February 2024. Trustees who retlrèd at our AGM on 18 Octobar 2023 Jonathan Grunewald, Trustee and Secretary Alice Langley, Trustee Lily Kitchen, Trustee Trustees who otherwise served during the year Amy Koheeallee, stepped down from post in April 2023. Advisor to the Board of Trustees Cynthia Pearce, special Advisor. Registered Ch8rity Number- 1171330. Constitution dated: Charitable Incorporated Organisation ICIOI registered 26 January 2017 - effective from 1 April 2017. R•glstèrad Addrass and Tèltphonè Numbèr: 46 Marshall Straèt, London, W1 F 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 SAS.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 THE CHARITY The charity, CENTRAL LONDON SAMARITANS I'CLS'I, was registered with the Charity Commission as a Charitable Incorporated Organisation I'CIO'I on 26 January 2017 with Charity Number 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 Ihe charity had operated and been registered with the Charily Commission as an unincorporated body known as "The Samaritans (London Branchl. with Charity Number 268293, at 46 Marshall 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. 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. City of London. Kensington & Chelsea, Camden, Islington, Ha¢kney and Tower Hamlets. CLS fulfils its charitable aims under an Operating Agreement with the Samaritans Central Charity I'SCC'I the purpose of which is to make sure that all ServIS provided are of a consislenlly high quality and that we work effectively together to support OLJr callers. In addition. the SCC are responsible for delermining the overall strategy of the wider organisalion 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 2024 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 organisalion. STRUCTURE. GOVERNANCE AND MANAGEMENT The Board of Trust••s 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 wilh 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 IAGMI. All trustees offer their services on a voluntary and unpaid basis. Tho trustees are responsible for ansuring th8 ¢harily delivers its Charilablo objectives," for th8 financial well-boing of the ¢harity', and for ¢omplian¢e with ¢harity and rolevant legal and statutory requiremonts. In line with Charity Commission guidelines, training material is made available to newly appointed trustees on their roles and responsibilities lo supplement an online training program ¢re81ed by Sam¥ri18ns. Furthèr ongoing training is arranged, for trustees individually or the Board of Trustees as a whole, when deemed necessary. During the year ended 31 March 2024 the Board of Trustees formally mel fifteen limes in order lo discuss and plan the strategic diTeclion of CLS and oveisee 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 DepLJty Direclors to support her or him during their Ihree-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 lemi. Following the departure of Amy Koheeallee in April 2023, Heather Barf(er was appointed Interim Branch Director in July 2023.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 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 lo support all the volunteers who provide this care, or who support the work of the charity in other ways. The position of Branch Director Is assisted by a small team of paid full-lime staff who are responsible for the day-lo-day operations of the branch. The staff team provide support for the volunteer rola, outreach in the local community, recruitment, training and support of volunteers, fundraising, administrative functions and management of branch facilities and premises which are open and ulilised 24 hours a day. Deputy Dlrector 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 in their particular area of expertise covering the following operational are8s'. Em8il, Communications, Transfers, Volunteer Support, New Volunleers, Homeless Support, Training, Recruitment & Selection, Onsite Support, Peer Support, Prisons, Continuous Development, Online and Self-Direcled Learning. Data and CRM. The Branch Director and d8PUty director team meet regularly during the year to monitor and discuss the operational performan of the branch. This team together with the Trustees form the Branch Leadership Team. OBJECTIVES AND VALUES Samaritans, Vision, Mission and Values (which the charity is fully aligned to and supports) are set out in its document Samaritans, Strategy 2022-2027. Our Vision Samaritans, Vision is that few8r peoplè diè by suicid8. Our Mlsslon Samaritan5 work lo achieve this Vision L>y making il our Mission lo 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 lo provide emotional support for people who are experiencing feelings of emotional distress or despair, induding those which may lead to suicide. Reaching out to high-risk groLJPS and communities to reduce the risk of suicide. Working in partnérship with othèr organisations, agènciès and èxpèrts,. 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 lo them. Confidentiality. because if people feel safe, they are more likely to be open about their feelings. People making their own decisions wherever possible, becaLJse Samaritans believe that people have the right to find their own solution and telling people what to do takes responsibility away from them. Being nonUdgeMental because Samaritans want people lo be able to talk to us without fear of prejudice or rejection., and Human contact. because giving people lime, undivided attention and empathy meets a fundamental emotional need and redu¢e5 distress and despair. Fulfilling the Mission Our volunteers are available to provide support by telephone and wrillen word 24 hours a day every day of the year, see callers wishing lo visit the branch in person from 9am lo 9pm every day of the year 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 ¢8llers ané visitors since establishing in 1953. Hence, we are now in our 71° year of providing emotional support lo those in need, no appointment required and all free of charge.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 REVIEW OF OUR ACTivrriES Our Work Our primary aim has always been that our volunteers are available at any time of the day or night to provide non- judgemental, confidential emotional support for callers who experience a range of feelings including loneliness, isolation, anxiety, despair, fears aboLJt financial problems or relationship breakdowns and just need someone to 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 communities al highest risk of suicide. We remain one of the few truly 2417 support services, available free of charge to anyone, with no appointment or wailing lists. We know that the element of human interaction is important lo callers.. research has shown that our callers value having someone real to communicate with, listen to and be there for them at any lime 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 provided by highly trained volunteers. In addition, many volunteers take on extra responsibilities by taking the lead on, and helping with, recruitment, training, outreach programs, fundraising, awareness and publicity, adminislralion and volunteer support. Being a Samaritans volunteer is time demanding and at times challenging yet can also be hugely rewarding. We maintain close contact with and allend meetings of a number of suicide prevention groups wlhin the boroughs that we serve. Through our attendance we can offer help and support lo the initiatives being driven by these groups and, where relevant, offer our views on how best to achieve our shared goals. We also partner with other organisalions and charities to provide our service in a coordinated, meaningful way which caters for their specific needs- e.g. Network Rail, City of London Police, HM Prison Service, London Ambulan¢8 Service. Inslde tha Branch - Output Callers via telephone, email and web¢hat - In terms of oulpul, during the year ended 31 March 2024, CLS voILJnteers responded to 43,458 calls for help through calls to our helpline135,1171 and written word18.3411. The overall number of people we were able to provide in-branch support to through these services increased by 40/. year-on-year largely due a similar increase in170/01 in the total number of shift hours our volunteers were available. Drop-in Callers at our Branch- this service enables us lo see face-tt>face visitors, no appointment necessary, no waiting lists at our branch in Westminster, 12 hours a day, every day of the week. Being centrally located in London offers a Convenient and accessible position for Londoners struggling to cope. During the year ended 31 M8r¢h 2024 we supported 1,120 visitors in this way. Outside the Branch- Output Certain groups of people have heightened vulnerability to suicide which require a tailored range of inletventions. We proactively reach out lo these high-risk communities, including the homeless, men in custody and people bereaved by suicide. Homeless our Homeless Team of volunteers attend homeless food drops in Westminster each week providing support which gives individuals a unique opportunity to be heard and explore their feelings, often at a poinl of personal crisis. This year we have been able to provide emotional support to 466 individuals in this environment. We also have materials and virtual sessions that can be used lo support the staff in homeless cenlers as we look lo engage with those involved in their care. Men Custody - men in prison are significantly more likely lo die by suicide than people in the gener81 population. As part of our cornmitment to reducing suicide, we train selected prisoners to provide confidential 8motional support to th8ir peers who ar8 Struggling to copè or feeling suicidal, by becoming 'Listen6rs'. Our voILJnteers work with prison staff to select and train people in prison who have shown an interest in becoming a Listener. On completion of their training, Listeners receive a rtificate and agree to follow our policies and values. Listeners receive regular support and meet with our team of volunteers on a weekly or fortnightly basis.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 We sUPPOrt two London prisons in this way IHMP ISIS and HMP Brixtonl and continue to build our team of volunteers who provide this vital support. In this way, our volunteers support these 'Listeners' who thernselves provide support to the inmates at Brixton and ISIS Prison. This service enabled Listeners to support 182 calls for help lin a prison setting) from prisoners in Brixton and ISIS during the year. People bereaved by sui¢ide- the impact of suicid8 can b8 devasting. It can caus& intensè fèelings of grief for loved ones, communities and workplaces. One in ten people who are bereaved by suicide go on lo have suicidal feelings. We run group sessions for those bereaved by suicide to ensLJre that they are properly supported. We are incredibly proud that this program has developed from its inception at Central London Samaritans to become an organisalion-wide Samaritans program called Facing the Future which is run and administered by us at CLS. During the year under review, we supported 305 individuals through this program. Time to Talk, Time to Listen- the development and lake-up of this 'awareness training, for external organisations has been extremely important as mental health and wellbeing in the workplace continues to be a priority for employers. In response to various requests for our help from external organisations, we have developed materials suitable for on-line and in-person sessions hosted by our highly trained volunteers. Broadly, these sessions are led by one of our trained volunteers and look at the many and complex issues faced by staff Itailored to the specific needs of the organisationl and how effective listening can make a difference. Importantly it looks at ways in which we can take care of ourselves and our own welli>eing while having the confidence and skills to open up conversations with, and provide support lo, others. This year we completed 18 separate sessions which directly reached 637 atlenolees across both private and public sector organisalions. Two new initiatives started last year are now a regular part of our outreach offering. Firstly. we have a regular attendance at a London Ambulance Servi¢e call ¢enter aimed at supporting their staff who answer emergency calls. This has been extremely rewarding and well received. Secondly, we have a regular attendance at the Royal Hospltal Chelsga where we hold sessions with the veterans who are hoLJsed there. Our Impact By virtue of our very strict confidentiality service policy and the anonymity of our callers it is difficult to quantify with great a¢cura¢y the impact of the services that we provide. We obtain feedba¢k where possible in relation to certain aspects of our Outreach projects, but this remains a difficult area for precise analysis on an ongoing basis. However, we do carry out poinl-in-lime surveys of both our own listening volunteers and our callers where they are willing lo parti¢ipat8. Th8 most recent full survgy of our Callers took place in 2020. In summary, the findings were.. Why Samaritans callers said the immediate availability of our support sets il apart from other services. The helpline gives them the ch8n¢e lo talk to someone str8ight 8W8y when they need it, even in the middle of the night. There are no waiting lists and they don't have to wait to be called back. callers also appreciate that there is no sel lime limit, so they can lake the time they need lo talk things through and they know they can call again if they need lo., and callers value our services because il is available 2417, anonymous, confidential, non-judgemental and provides an opportunity for human contact. Our impa¢l on dislr8ss and sui¢idalily for all callers, on average, there was a significant reduction in levels of distress from the start to end of a 11, 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 c811ing us, seven out of ten ¢8llers said they were feeling better, and that their c811 had Contributed to this- and 70 /0 of respondents who fell suicidal slated that contacting us influenced their decision not to end their life at that lime. Our impact by talking and listening most callers said calling us helped them feel listened lo and understood. Calling helped them see that they had options and they felt more able lo make choices. It also gave people more hope for the future and made them feel like they COLJld cope with everyday life. Some said it made them feel calmer and less lonely. A survey of specific caller concerns in June 2023 highlighted that the top three concems mentioned by callers that r8ached out for emotional support were mental health146Qknl, family133QAI and isolalion127Qkl.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 These pieces of research provide us with evidence about the positive impact of our emotional support services but also identify areas of concern which are acknowledged to have been exacerbated by the impact of the pandemic and cosl-of-living crisis on suicide risk. Both have been used lo inform the strategy of the wider organisation as well as specific areas of focus around service development, training materials and information provided to callers. Awareness Raising OLJr awareness raising activities are a key feature of our work whereby we focus our efforts on settings known to experience high numbers of suicide, such as main line rail stations, alongside a targeted talks program reaching out to vulnerable communities across ntral London. Equally we target large scale events such as the Pride and Black Pride in London to raise awareness of our service and offer emotional support where necessary. There are also organisalion-wide events every year that we lake part in such as 'Brew Monday. in January and The 'Big Listen, in July. We hold fundraising events which also serve to raise awareness in the form of Sing for Samaritans al main line railway stations which, this year, included Charing Cross, Kings Cross, London Bridge, Liverpool stet and Paddington slalions. Further awareness raising via social media and on-line plattorms took place around eslablished events like Mental Health Awareness Week, World Suicide Prevention Day and Worfd Mental Health Day to reach out to different audiences and give talks about Ihe service we provide as well as offering emotional support in general. In this way we reach 1,000's of people through our talks but many times more through the awareness raising that the larger events provide. This year we were fortunate lo receive support from Sarah Milli¢an and Alfie Bow again which 8nabled us lo have a presence at their London shows at whi¢h they help raise awareness of what we do. We also have volunteers present with leaflets and, of course, the ability to lake donations. Another Theatre related opportunity arose when the Mischief Theatre company supported us through a number of collections al their production of 'The Play That Goes Wrong at the Duchess Theatre in London. In addition to the above we regularfy attend events at local universilies and colleges to raise awareness amongst students and staff alike. This year we attended events at Kings College London and Guys Hospital Iteaching campLJSI. Our People Our Volunteers We are a volunteer-led organisation so our service can only persist through the recruitment and training of new voILJnteers. During the year under review, we received 1,360 enquires from people who wished to be considered for our volunteer training program. Having transitioned our training processes, materials and Classes lo an on- line environment during 2020-21, we currently run a hybrid model whereby soma elements of in-person group training have bèèn rè-introducéd which wè believè is hugely beneficial to the attendees. Using this approach, wa ran 8 selection days which resulted in the commen¢emenl of 8 separate CORE Toining classes and 107 newly trained listening volunteers. Each of these classes typically consists of a number of 'dassroom' modules lotaling 21 hours of training plus a further 5 hours of self-learning time. Additional training time 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 required to provide an empathic, listening ear for our highly vulnerable callers. The training is delivered by our experienced volunteer tr8ining team (all volunteers themselves) and prep8re5 new volunteers to manage every evenlualily. Our non-listening volunteers Isupport Volunleersl who provide help in a variety of areas such as adminislralion, fundraising and consultancy also re¢eive that same fir51 stage training to help them understand the roles of the listeners. The average number of active listening volunteers during the year remained largely unchanged at 332 (prior year average 346}. The period end number of 345 as at 31 March 2024 compares to 329 active listening volLJnteers as at 31 March 2023. Hence, one of our key goals remains the recruilment and training of new volunteers.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 Despite a slight reduction in the average number of active listening volunteers during the year, the total number of shift hours during which volunteers were available to provide support increased by 7 /. year on year. This resulted from an improvement in the number of volunteering hours being given by each individual volunteer. Our Staff Team Our staff team during the year of 5.9 full time equivalents provide support services to the Branch Director, board of Trustees and volunteers covering areas such as IT, building and facilities management, office adminislralion, financial management and co-ordination of volunteer recruitment, training and rota management. In addition, the staff team are responsible for the digital footprint of our branch, some of the branch's fundraising activities and many of our relationships with external partners which, among other things, helps to promote our services and raise awareness. We are immensely grateful to all our volunteers and staff for their unwavering support and dedication which ensures that the support provided to those who call us is available at any time of the day or night, every day of the year. Our Building 46 M8rshall Street has been our home since 1987. Our lo¢¥tion in the he8rt of Soho is accessible to callers and voILJnteers alike. The accessible location and facilities allow LJS to recruit, train and support volunteers fmm across London,. volunteers who enable us to continue to fulfil our charitable aims and mission. However, the building itself will not provide a suitable home for us over the longer tem). We reported previously that our plans regarding a full refurt)ishment of 46 Marshall Street were judged to be unworkable, largely on cost grounds as this would have relied upon Significant external fundraising. We also reported that wè had resolv8d to axplora a potential move to suitablè new premises fundèd by thè sala of Marshall Street. We are extremely pleased to report that, following a S$$fUl search for suitable premises, we completed on the sale of our Marshall Street property and simultaneous purchase of OLJr new home at 13 - 15 Salisbury Place on 13 May 2024. This marks a pivotsl moment in our joumey, bringing us closer to realising our aspiration of a new, purpose designed home for the charity for the next Ihity-five years. The transaction has designed lo be largely self-funding in that the nel sale proceeds from the disposal are sufficient to fund the purchase price of our new home along with the planned refurbishment works we wish lo carry out without recourse lo material extemal funding. Another feature of the transaction is an agreed nin&rnonlh leaseback arrangement for Marshall Street which should ensure continuity of service as we will be able to execute an orderly move into our new home once the planned refurbishment has been completed. The current program anticipates the refurbishment works at Salisbury Place completing by mid-January 2025, in g(x)d time for vacating Marshall Street by the 13th of February 2025. Finally, the new premises is only 1.5 miles from Marshall Street and we will remain in the borough of VVestrNinsler. This is extremely important in terms of continuity of service, especially lo our various outreach activities and those who visit us in-person. Rlsk Management During the year, the Board of Truslees reviewed and updated the charity's Risk Register. This register sets out the key risks facing the charity along with a range of mitigating action5 and controls applied against each risk. Whilst it is acknowledged that most fundraising activities have shown signs of recovery, there MainS a degree of uncertainly over the potential impact that the wider ¢osl-of-living issues may have on future fundoising opportunitiés in general. Thè Board of Trustees has revièwèd forécast cash flows and budgèts for the ¢oming year taking into account thè likely impact on fundraising activity as well as the prevailing level of free SerVes. We are satisfied that the charity has sufficient resoLJrces to remain financially sustainable for the foreseeable future.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 Environmental Awareness The Branch continues ils efforts lo reduce its overall impact on the environment through the following actions.. Using 8 'green' energy Supplier and energy saving light bulbs where p055ible throughout the building., Recycling as much as possible, with recycling bins positioned around the building., Waste is recycled through the local authority., P8per is recycled 8nd re-used within the bffinch wherever possible., Printer cartridges are recycled through the nationally organised collection., Purchasing 'green' catering and stationery supplies where possible. and Purchasing bamboo toilet paper, tissues and hand towels. Public Benefit All our activities focus on the core work of offering emotional support to vulnerable people and are undertaken to further our charitable objectives for the publi¢ benefit. In planning and reviewing all the activities of the charity during the year, the Trustees have paid due regard to the Charity Commission's guidance on public benefit. FINANCIAL REVIEW Funding Contral London Samaritans is affiliatèd to but financially ind8pèndènt from thè wider Samaritans organisation. W8 rèc8iv8 no incoma from thè wider organisation and, indeed, have beèn fully financially indepèndent for the last six years over which tim8 we have raised £2.33m, an average of £389,000 per yèar. This has been a¢hieved through the efforts of our own staff and volunteers and of Course the amazing support from our varied donor base. The airn of the Board of Trustees is that the charity musl be financially self-suslaining and resilient in order to develop and maintain our services in a way that best meets the changing needs of Londoners. We endeavor lo introduce and maintain diversity within our mix of funding across various sources. Typically, we might expect one third of our funding lo come via trusts & foundations, up lo 250/0 through individual giving and community evonls, 200/0 through lègaciès, 1 OOA through ¢orporat8 r8lationships and a furthér 109/0 through commèrcial aetivitiès su¢h as room 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, fundraising opportunities continued lo re-emerge following the hiatus of the pandemic. In fact, seven of our nine 51reams of income improved on prior year. Most pleasing of these were community events las public confidence sround participation in activities relurnedl and our room hire and billable 'training events, las peoples, appetite for in-person sessions relating to these areas retumedl. The only categories of income to fall below that achieved in the prior year were corporate and legacies. Legacies li.e. 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. This is an area we have made some progress in over the year which we hope will bare fruit in the new financial year. In summary, our overall income performance for the year resulted in total income of £401,922, an increase of 7.1°k on the prior year. This reflects a stronger performance across most categories which more than offset reductions in income from corporates and legacies. The general fundraising environment is always difficult lo predict. Significant cost pressures remain due lo the Onoing ¢ost-of-living increases which may impact potential donors of all kinds (individuals, corporates and trusts). Volatility in asset retums and invaslment in¢ome has redu¢ed som8what but remains difficult lo predict in the coming yèar, partly as a résult of perceivèd political risks. This may affect thè funds available lo grant making organisations. We will continue lo seek opportunities lo enhance the charily's financial sustainability. This should ensure our services continue to be available to vulner8ble and m8rgin¥lised groups within the communities we serve and enable us to respond lo the needs of our callers and visitors.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 Expenditure To ensure the charity's finances a being propedy monitored and managed, the Board of Trustees receives monthly financial reports from the Treasurer. These reports include details of Ihe charity's income and expenditure compared with a pre-approved annLJal budget, monthly Management Accounts covering the operalion of the bran¢h, cash and roserve balan¢es ¢ompared with pre-approvod poli¢y r$quirements and olhor financial analysis. The lotsl expenditure incurred excluding expenditure on the L>uilding proje¢l and the value of pro-bono services provided decreased by 5.001¢ year-on-year. This decrease was evenly spread between stsff and non-slaff Costs. Given the magnitude of external Cost pressu$ during the period, this is Considered to be an good outcome. Overall, excluding building project costs, out of every £1 spent, 84p went direcdy lo supporting our charitable servIs. The Financial Staternents Tha financial statements ar8 pr8parad in complianc8 Wlth th8 Stat8m8nt of R8commended Practicè I"Thè Charity SORP"). During the year ended 31 March 2024, the charity made an overall deficit of £68,18512023.' deficit £54.6921- This comprises a deficit of £53,871 on Unrestricted funds and a deficil of £14,314 on Restricted funds. Total income for the year was £401,92212023.. £375,450}. £88, 110 of this income was Restricted and £313,812 was Unrestricted. The Unrestricted income includes £4,950 relating to services and goods generoLJsly provided free of chargg (pro bono) to the charity during th8 yoar. Expenditure for the year amounted lo £470,10712023.. £430,142). including depreciation of £41.660,' an amount of £4,950 to balance the 'pro bono, income and £83,551 in respect of spend on our building project funded through a combination of designated funds and free reserves. At 31 March 2024 the charity had cash balances totaling £553.280 12023.. £525,403). £271,877 of this balance was placed in a 32 day noti deposit account, the remainder being in instant access bank accounts. At 31 March 2024, available Unrestricted Funds totaled £418,804lexcluding fixed assets and investments) and Restricted Funds lotaled £41,512. Restricted funds comprise recognisable funds that c8n only be spent in accordance with the donor's intentions. Unrestricted funds comprise all other funds, including the value of the freehold property and any funds which have been designated by the trustees for 8 specific use. Current assets held within unrestricted funds are avai18ble for the ordinary purposes of the charity. Reserves Policy The Trustees may determine, fro lime lo lime, whether there are foreseeable non-recurTing expenditures or loss of income specific to a certain event or circumstance and may establish designated reserves lo cover these. A designated reserve will therefore bè intended for a spècific d8fin8d purpos8 ovèr a sp8eific d8fin8d period of tim8 and be separate from the Charity's general frèe reserva. Over and above such designated reserves, the Charity will hold a general Yree, reserve to cover items of expenditure or shortfalls in income arising from the general operation of the Charity's activities. As an employer of staff, the Charity is concerned that the position of staff should be protected as far as possible, and Ihe level of reserve is intended to ensure that contractual obligations to staff and third parties can be met in an orderfy fashion. In addition to meeting contractual obligations, the general free reserve also serves to provide near-term financial resilience to assist in the planning of and support for the delivery of our charitable activities. The continuing challenges introduced by the cosl-of-living crisis have not abated bul equally have not resulted in a signifi¢8nt deterioration in our ability to raise funds from the various and diverse sources which have supported us over recent years. In view of this, our target for 'free' resetves has been maintsined within the range six to bNelve months operating costs. For this purpose, operating costs are the highest annual total expenditure figure over the most recent three years of operation. For the avoidance of doubt, the general free reserve comprises the total unrestricted funds less the sum of tangible fixed assets, illiquid investments and any designated funds set aside by the Trustees.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 As at 31 March 2024 the unrestricted free reserve lotsled £418.804. The total expenditure for the year 10181ed £470,107. The highest annual expenditure over the three years ended 31 March 2024 8rose in the year ended 31 M8r¢h 2022 and lot8led £521,581. Hence, the general free reserve position represents 9.6 months of expenditure and is therefore within our slated policy. We anticipate that ourfree reserve balance wll reduce further as it conlribules towards our operating costs during 2024-25. The Iruslees monitor compliance with this policy 8$ P8rt of the monthly M8nagement Accounts reporting. Investment Powers and Pollcy The ¢harity's Constitution allows the trustees to invest in any way they Consider appropriate. The Charity's investment poli¢y is a Conservative one which prioritises Capital preservation, redLJ¢ed counterparty risk and liquidity ahead of yield. All cash balances musl be placed with reputable UK banks, which are regulated by the PRAJFCA and members of the FSCS (Financial 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 of this may be held on rixed term deposit or rolling term deposit (again with reputable UK banksl such that amounts in excess of 5 months but equal to or below 8 months of operating expenditure may be placed on no more 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 2024, total cash balances amounted to £553,280 of which £281,403 was held in instant access accounts and £271,877 was held in a 32 day notice deposit account. Cash held on instant access was £64,078 over and above our minimum policy requirement. The deployment of cash is kept under review by the trustees in conjunction with advice from the Treasurer and professional advisors where relevant. The trustees monitor compliance with this policy as part of the monthly Management Accounts reporting. THANK YOU The charity has established a diverse program 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 p8rti¢ulady so in light of the m8ny and varied ¢hallenges posed by the cosl-of-living crisis. So many individuals and organis81ions offered their help 8nd were incredibly generous in their support. The charity would like to tske this opportunity to especially thank.. 29 May 1961. Charitable Trust, The Adrian Swire Charitable Trust, The Aird Charitable Trust, Berni Charitable Trust, Capital Group, The City of Westminster, CGB Trust, Edward Harvist Trust, Ethel & Gwynne Morgan Trust, Garfield Weston Foundation, Great Western RaihNays, Hyde Park Place Estates, LNER, The National Lottery Award forAII, Rethink Mental Illness, Shaftesbury PLC, St James's Piccadilly Charity, Strand Parishes TrLJSt, The London Community Fund, The Tudor Foundation, Westminsler Almshouses Foundation, Weslminster Amalgamated, The Worshipful Company of Cwper and The WorshipfLJI Company of Fishmongers. The charity is also extremely grateful to.. Arup UK, Café Royal, Churchill Services, CBRE, Club Mexicana, GIMO, Hotel Chocolat, Lucilla Lavender, Mandarin Hotel Hyde Park, Metro Bank, MOD, Moore Kingston Smith LLP, My Soho Times, Newcore Capital, Network Rail, Nicholas Stephens Maintenance, Pheonix GroLJP, Raccord Electricals, Rockspring, Sainsbury PLC, Simmons & Simmons LLP and Wates Furniture for their support and lo all those who have helped us so generously during the year. Thank you 81s0 lo all 'The Friends of CLS, who give so much of their time and support to us whenever we are in need and the various choirs 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 sporting events such as the London Landmarks Half Marathon, the Hackney Half Marathon and our own Samarathon. Finally, a big thank you lo those who promoted us, ran events with us in mind or invited us lo attend their events such as Alfie Boe, Sarah Millican, Neha Jain, Mischief Theatre and the RAF Club. 10
Docusign Envelope ID.. 59A3A850_17AD419D-B96D.1 BBA54EA5512 Central London Samaritans Annual Report of theTrustees Year Ended 31 March 2024 We are determined to continue to work together with our funders to and build upon all the amazing support that they have shown us. This, coupled with our unrestricted 'free' reserves balan, gives us confidence that the charity will remain financially stable for the foreseeable future and that we will continue to be there for anyone who needs us, every hour of every day. Statèmènt of thè Board of Trusteès. Rèsponsibilitiès The Central London Samaritans Board of Trustees is responsible for keeping proper accounting records which disclose with reasonably accuracy at any time the financial position of the charity and for the preparation of the rinancial statements for each financial year which give a true and fair view of the state of the charity and of the surplus lor deficit) of the charity for that period. In preparing those financial statements, the Trustees are required to.. Select suitable accounting policies and then apply them consistently., Observe the methods and principles in the Charities SORP., Make judgements and estimates that are reasonable and prudent., 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 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 irregularities. To the best of our ability The Board of Trustees believe that it has discharged ils responsibilities during this past year. Post Balance Sheet Events There were no adjusting events. The only disclosable non-adjusting event is described fully in the section Our Building on page 7 and also within note 16 on page 21. This report was signed on behalf of the Board of Trustees by= 0110912024 Heather Barker- Chair and Interim Branch Director
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Independent Examiner's Report Year ended 31 March 2024 Independent Examinerfs Report I report to the Iruslees on my examination of the a¢Unts of the above charity I'the Trust") for the year ended 31 March 2024. Respective Responsibilities of Trustees and Examiner As the charills trustees, you are responsible for the preparation of the accounts in accordance wlh the requirements of the Charities Act 2011 1.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 14515)Ibl of the Act. Independent Examinerfs Statement The charills gross income exeded £250,000 and l am qualified lo undertake the examination by being a qualified member of ACCA, 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.. 111 the accounting records were not kept in accordance wth section 130 of the Charities Act,. or 121 the accounts did not accord with the accounting records., or 131 the accounts did not comply wth the applicable requirements conceming 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 'lrue 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 mallers in connection with the examination lo which attention should be drawn in this report in order lo enable a proper understanding of the accounts lo be reached. Trloofrg LLI Roger Ogden For and on behalf of Moore Klngston Smlth LLP Chartered Accounlanls 4 Victoria Square Sl Albans AL13TF Date.. 02.09.2024 12
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Statement of Financial Activities Year ended 31 March 2024 Unrestri¢tsd Restricted Total Funds un$te Restricted Totsl Funds Funds Funds 2024 Funds Funds 2023 Notè Ineom• and •ndowm•nts from- Donations and legacies 270,020 85,883 355,903 301,499 46,550 348,049 Investsnents 6,855 6.855 2.117 2,117 Other trading activities 36,937 2,227 39,164 23,188 2,096 25,284 Total 313,812 88,110 401,922 326,804 48,646 375,450 Expenditure on.. Raising funds 143,7541 11,1561 144.9101 160,5881 14191 161,0071 Charitable activities 1311,0481 199.5201 1410,5681 1327,6271 127.8461 1355.4731 other 12,881 11,748 14,629 13,052 6101 113,662 Total 367,683 102,424 470,107 401,267 28,875 430,142 Net IncomellexpendSture} 53,871 14,314 68,185 74,463 19,771 54,692 Net rnovern8nt in funds 153.871 114,3141 68.185 174.4631 19.771 54.692 Reconclllatlon of funds.. Total funds brought fotwaid 14 1,445,210 55,826 1,501,036 1,519,673 36,055 1,555,728 Total funds carried f()twaid 14 1,391,339 41.512 1,432,851 1,445,210 55,826 1,501,036 All of the ave amounts relate to continuing activities The notes tsn pages 15 to 21 form part ol these financial statements.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Balance Sheet 31 March 2024 2024 2023 Note Fixed assets: Tangible assets Investments Total fixed assets 10 971,535 1,000 972,535 1,002,167 1,000 1,003,167 Current assets: Debtors Cash at bank and in hand Total current assets 12 6,042 553,280 559,322 6,229 525,403 531,632 Liabilities: Creditors.. Amounts falling due within one year 13 {99,0061 133,7631 Net Current assets 460,316 497,869 Total assets less current liabilities 1,432,851 1,501,036 Total net assets 1,432,851 1,501,036 The funds ofthe charity: Restricted income funds Unrestricted funds 14 14 41,512 1,391,339 1,432,851 55,826 1,445,210 1,501,036 These financial ststements were approved and signed by the members of the Board of Trustees on 119/2024 Date 5vJned by. 8¥Mdty. i*)OTEF¢1102Y6F....... Heather Barker Chair and Interim Branch Director Simon Denyer Treasurer CIO Number 1171330 14
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Notes to the Financial Statements Year ended 31 March 2024 Accounting policies 1.1 Basi$ of accounting The financial slalemenls have been prepared in accordance with the Financial Reporting Standard applicable in the UK 8nd Republic of Ireland IFRS 1021, the Charities SORP FRS 102 (second edition - October 20191- Accounting and Reporb"ng by Charities.. Statement of Recommended Practi applicable to charities preparing their accounts in accordance wlh the Financial Reporting Stsndard applicable in the UK and Republic of Ireland and the Companies Act 2006 and Charities Act 2011. Assets and liabilities are initially recognised at cost or transaction value unless otherwise stsled 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, al the time of approving the financial statements, a reasonable expectstion 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 I'the SOFA"} when reived. Legacies are recognised when all the criteria have been mel,. enliuement 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 lo which il related.. Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for ils beneficiaries. It excludes governance costs and costs incurred exclusively in the raising of funds. Governance costs include those costs associated wlh meeting the constitutional and statutory requirements of the charity and include the audit fees and costs linked lo governance and the strategic management of the charity.
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Notes to the Financial Statements Year ended 31 March 2024 1.6 Fixed assets Fixed assets lexcluding investments) are stated al 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 Improvements to buildings Fixtures, fittings and equipment- 2% on valuation 20/0 on cost 12.5°kn- 25 10 on cost Assets with a value of more than £250 are capitalised. 1.7 Property revaluation In accordance with the provisions of th8 SORP the Trustees have elected not to incorporate further revaluations of the property in the financial ststemenls. 1.8 Investments Investrnenls are staled 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 Ihe Statement of Financial Aclivilies. 1.9 Pension costs Central London Samaritans has sel 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- 2 Donations and legacies 2024 Unrestricted Restricted Total 2023 Unrestricted Restricted Total Trust and foundation funding Corporate and major donor funding Community and individual fundraising Legacies Gift Aid Donated services 103,000 80,125 183,125 83,500 42,550 126,050 33,605 33,605 38,775 38,775 92,905 27,712 7,848 4,950 270,020 5,758 98,663 27,712 7,848 4,950 355,903 74,770 85,388 6,127 12,939 301,499 4.000 78,770 85,388 6,127 12,939 348,049 85,883 46.550 16
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Notes to Ihe Financial Statements Year ended 31 March 2024 3 Othèr trading aetivitits 2024 Unr8Stricted Restricted Total 2023 Unr8Stricted R8Strictsd Total other incorne Central Charity Funding 28,579 8,358 36,937 2,227 30,806 8,358 39,164 20,067 3,121 23,188 1,456 640 2,096 21,523 3,761 25,284 2,227 4 Expendlture on ralslng funds 2024 Unrestrlcted Restrlcted Total 2023 Unrestrlcted Restrlcted Total Fundoising staff costs Other fundraising costs 36.844 6.910 43,754 36.844 8.066 44.910 53.030 7,558 60.588 53,030 7,977 61,007 1,156 1.156 419 419 5 Expenditure on charitable activitie5 2024 Unr8Stricted Restricted Total 2023 Unr8Stricted Restrictsd Total staff costs Telephones Conference and training Catering costs Volunteer expenses Printing postsge stationery Computer Costs Maintenance Bank charges 118,989 4,044 2,386 2,172 4.288 1.945 13.142 12.241 1.155 13.562 47,258 869 96 260 8.595 217 2.078 2.387 190 4.592 166,247 4,913 2,482 2,432 12,883 2,162 15,220 14.628 1,345 18,154 141,456 5,323 1,426 1,388 11,391 1,415 13.251 22.681 1,352 11.026 4,117 16.120 5,863 51,178 39,640 327,627 21,101 277 1,887 36 540 79 162,557 5,600 3,313 1,424 11,931 1,494 13,935 23,291 1,401 11,431 4.333 17,014 6,127 51,982 39,640 355,473 610 49 405 216 894 264 804 Business Rate Cleaning Business Insurance Professional fees and costs Depr8ciation 16.358 4.599 74,507 41,660 311,048 4.105 1,449 27,424 20.463 6.048 101,931 41.660 99,520 410,568 27,846 6 Other expenditure 2024 Unr85tricted Restricted Total 2023 Unr8Stricted Restricted Total Goveinance cost5.. Independent examination fee Comrnittee meeting costs Branch contribution 4,356 1561 8,581 4,356 4,000 1501 9,102 4,000 63 122 113 1,626 10,207 497 9,599 12,881 1,748 14,629 13,052 610 13,662
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Notes to the Financial Statements Year ended 31 March 2024 7 Staff costs 2024 2023 Total staff costs were as follows.. Wages and salaries Social security costs Pension costs Temporary agency staff Other stsff costs 186,258 12,485 3,853 174,601 12,598 3,698 24,076 614 215,587 250 202,846 No employee received emoluments of more than £60,00012023.' none) Particulars of employees- The average number of employees during the year was as follows.. 2024 Full Time Part Time 2023 Full Time PartTime Employees 8 Management Commlttee Members, Remuneratlon and Expenses No member of the Board of Trustees was remunerated for services as a Trustee12023.' nil) Trustees, the Branch Director and the Advisory Directors only receive reimbursement of agreed expenses in accordance with the charitls expenses policy. 9 Indemnity Insurance The Samaritsns has centrally effected professional indemnity insurance lo protect employees, Trustees, Directors and other volunteer members of all Samaritans Branches. This cost is recharged to the Branch. 18
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Notes to the Financial Statements Year ended 31 March 2024 10 Fixed assets Freehold Property Fixtures & Fittings Freehold improvements Total Cost or valuation Al 1 April 2023 Additions 1,050,000 23,314 11,028 715,714 1,789,028 11,028 At 31 March 2024 1,050,000 34,342 715,714 1,800,056 Depreclatlon Al 1 April 2023 Charge for the year 525,000 21,000 15,501 6,347 246,360 14,313 786,861 41,660 At 31 March 2024 546,000 21,848 260,673 828,521 Net book value At 31 March 2024 504,000 12,494 455,041 971,535 Al 1 April 2023 525,000 7,813 469,354 1,002,167 The charitys freehold premises at 46 Marshall Street, London W1 F gBF were revalued as al 21 sl September 2018 by Messrs Gerald Ev8 LLP, Consultant Surveyors and Valu8rs, on an open mark81 value basis in accordance with the Guidelines issued by the Royal Institution of Chartered Surveyors. See note 16 regarding the sale of 46 Marshall Street post year end and market value acheived. The historic cost of the freehold property (shown above at £1.050,0001 and excluding improvements is £777,649. 11 Investments 2024 2023 Valuation at 1 April 2023 & 31 March 2024 1,000 1,000 Historical cost al 1 April 2023 & 31 March 2024 1,000 1,000 This comprises 1,800 shares of 1 p each in Helpcards Holdings Limited, representing 0.310/0 of the share capitsl of the company. Helpcards Holdings Limited is a company incorporated in England. 19
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Notes to the Financial Statements Year ended 31 March 2024 12 Debtors 2024 2023 Prepayments 6,042 6,042 6,229 6,229 13 Creditors- Amounts falling due within one year 2024 2023 Trade creditors Tax and social security Accruals and other creditors 42,285 4,780 51,941 99,006 13,157 5,008 15,598 33,763 14 Funds Balanco at Incoming 1 Apr 2023 resources Outgoing resources Transfers, gains and losses Balanco at 31 Mar 2024 Reslricled funds.. Ongoing activities Building project 30,826 25,000 55,826 88,110 177,4241 125,0001 1102,4241 41,512 88,110 41,512 Unrestricted funds.. Fixed assets Free reserves Designated funds 1,003,167 442,043 141,6601 11,028 {267,4721 {69,5791 58,551 58,551 {367,6831 972,535 418,804 313.812 1,445,210 313,812 1,391,339 Total funds 1.501,036 401.922 {470,1071 1,432,851 Restricted funds comprise funds that can only be spent in accordance with the donor's inlenlions. Unrestrlcted 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. Deslgnated funds relate to certain estimated costs associated with building refurbishment work. 20
Docusign Envelope ID.. 59A3A850-17AD419D-B96D-1 BBA54EA5512 Central London Samaritans Notes to the Financial Statements Year ended 31 March 2024 14 Funds (continued) Balance at 1 Apr 2022 Incoming resources Outgoing resources Transfers, gains and losses Balance at 31 Mar 2023 Restricted funds.. Ongoing activities Building project 11,055 25,000 36,055 48,646 128,8751 30,826 25,000 55,826 48,646 128,8751 Unrestricted funds.. Fixed assets Free reserves Designated funds 1.012,741 489,125 17,807 1,519,673 139.6401 1346,3201 15,307 1401,2671 30.066 127,5661 2,500 1,003,167 442,043 326,804 326,804 1,445,210 Total funds 1,555,728 375,450 430,142 1,501,036 15 Analysis of net assets between funds Unrestricted Restricted Funds Funds Total The historic cost of the freehold property Ishov Investments Current assets Current liabilities 971,535 1,000 517.810 199.0061 971,535 1,000 559,322 199,0061 41,512 Total Funds 1,391,339 41,512 1,432,851 16 Post Balance Sheet Events Central London Samaritans completed on the simultaneous sale of the 46 Marshall Street property and purchase of 13 - 15 Sailsbury Place. This look pla on the 13th May 2024. The sale involved a g month leaseback arrangement of Marshall Street. The Marshall Street property was sold for £5.1 m and the Salisbury Place property was purchased for £3.28m. 21