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

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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 ServI￿S 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.

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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 non￿UdgeMental 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.

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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.

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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.

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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 st￿et 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.

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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.

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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 On￿oing
¢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.

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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 servI￿s.
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 ex￿eded £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￿$t￿￿e￿ 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 a￿ve 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 re￿ived.
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