Samaritans Annual Report and Accounts 2013/14

Transcription

SAMARITANS
LET ME SAY IT
MY WAY
Annual report
2013/14
Annual Report 2013/14
1
Samaritans’ Vision is that
fewer people die by suicide.
We work to achieve this Vision by making it our Mission
to alleviate emotional distress and reduce the incidence
of suicidal feelings and suicidal behaviour.
We do this by:
Being available 24 hours a day to provide emotional support for
people who are experiencing feelings of emotional distress or despair,
including those which may lead to suicide.
Reaching out to high risk groups and communities to reduce the
risk of suicide.
Working in partnership with other organisations, agencies and
experts to achieve our Vision.
Influencing public policy and raising awareness of the challenges
of reducing suicide.
We are committed to the following Values:
Listening, because exploring feelings alleviates distress and helps
people to reach a better understanding of their situation and the
options open to them.
Confidentiality, because if people feel safe, they are more likely to
be open about their feelings.
People making their own decisions wherever possible, because we
believe that people have the right to find their own solution and
telling people what to do takes responsibility away from them.
Being non-judgemental, because we want people to be able to talk
to us without fear of prejudice or rejection
Human contact, because giving people time, undivided attention
and empathy meets a fundamental emotional need and reduces
distress and despair.
2
Reference and
administrative details
Patron:
HRH The Prince of Wales
Founder:
The Late Prebendary Dr Chad Varah CH CBE MA
Chair:
Stephen Hoddell
Company Name
Samaritans
Registered Address
The Upper Mill, Kingston Road, Ewell, Surrey KT17 2AF
Registered Charity: 219432
Company Number: 757372
Scottish Charity Number: SC040604
Website: www.samaritans.org
Board of Trustees
Naomi Abigail Kevin Corrigan Stephen Hoddell
Terry Holland
Rosemary Howell
Michael Kirkman
Sherine Krause (Retired 27 July 2013)
Anita Lawlor
Regional Directors as at 31 March 2014
Christine Beadle (East)
Peter Needham (East Midlands)
Pio Fenton (Ireland)
Monica Turner (London)
Beryl Winter (North)
Jayne Finch (North West)
Robert Hill (Scotland)
Gill Leo (Appointed 27 July 2013)
Christopher Mill
Kären Mills (Retired 27 July 2013)
Cynthia Pearce
Michael Rogerson
Professor Stephen Platt
Tony Taylor (Retired 27 July 2013)
Keith Walker
Jennifer McCartney (South)
Peter Hammond (South East)
James Waghorn (South West)
Beverley Bleasdale (Wales and the Marches)
Marion Sacharin (West Midlands)
Christine Stuart (Yorkshire and Humberside)
Samaritans Senior Staff as at 31 March 2014
Chief Executive Officer and Company Secretary
Catherine Johnstone
Executive Director of Finance and Infrastructure Ward Sparrow
Executive Director of Fundraising and Communications Rachel Kirby-Rider
Executive Director of Policy, Research and Development Joe Ferns
Executive Director of Operations and Service Support Fiona Malcolm
Executive Director for Ireland
Catherine Brogan
Executive Director for Wales
Sarah Stone
Executive Director for Scotland
Andrew Sim
Bankers: External Auditors:
Solicitors:
Lloyds Bank plc, 25 Gresham Street, London EC2V 7HN
Bank of Scotland, The Mound, Edinburgh EH1 1YZ
BDO LLP, 55 Baker Street, London W1U 7EU
PKF O’Connor Leddy and Holmes, Century House, Harold’s Cross Road, Dublin 6W
Bates Wells and Braithwaite, 2-6 Cannon Street, London EC4M 6YH
3
CHAIRMAN’S AND CHIEF EXECUTIVE’S
INTRODUCTION
Welcome to our 2013-14 Annual Report
Samaritans has been here for 60 years, giving much
needed support for people with nowhere else to turn.
Since 1953 over 127,000 volunteers have provided this
support, answering a total of over 115 million calls for
help. The phones ring day and night; on average we
receive a phone call every six seconds, answered by
one of our 21,200 dedicated volunteers across the UK
and Ireland. Our ambitious approach has meant we
have always been quite ground-breaking in the way we
deliver our services, but in order to stay relevant, we
need to meet the future challenge of new technology
and new ways in which society wants to communicate.
This past year has moved us a step closer to realising
our ambition of offering a sustainable free-to-caller
number for our helpline. With increasingly complex
challenges facing society, an extended period of
austerity and rising demand for our services, we
recognise that the cost of a call to Samaritans may
prevent someone from reaching out for help. We are
delighted that we are now able to offer a free-to-caller
number in the Republic of Ireland (ROI) through the
support of their Government and telecoms industry
and are already seeing an increase in calls to our
service as a result. Our work to follow this in the UK
is underway and we are extremely grateful to the
Big Lottery Fund and a range of other donors who are
supporting this work to make a free to caller service a
reality for all our callers.
Demand for our service continues to grow so we need
to continue investing in and improving the way our
callers can reach us. Our new technology platform,
designed and built specifically for us by Vodafone
will be in place this year, which will mean callers
get through more quickly to our volunteers. We also
continue focusing on working in local communities
through our very successful outreach programmes.
This work spans the railways, London Underground,
schools, prisons, hospitals, workplaces, GP surgeries
and many more. Some of these specific initiatives are
covered later in this Report but none of them would
be possible without the support of our volunteers and
donors/funders.
Over the past year, our partnership work has
significantly gathered momentum. Collaboration
and sharing of knowledge and resources is definitely
a key factor for the future of the charity sector.
One increasingly important area of our work is in
the online environment. We continue to work with
Facebook and Google to improve safety online
and we have teamed up with Bristol University to
better understand how vulnerable people use this
environment as the whole industry seeks to make
the online environment as supportive as possible for
vulnerable people. We have published the revised
edition of Samaritans’ Media Guidelines for Reporting
Suicide which supports the industry to improve the
reporting and portrayal of suicide. It is also important
we use our expertise to influence and bring together
stakeholders to improve support for those at risk
of suicide when they need it most. We do this in all
jurisdictions and in the past year we are particularly
proud of the work that we have done in England to set
up the National Suicide Prevention Alliance. This has
meant working with the Department of Health and
over 50 cross sector stakeholders to deliver a work-plan
of national priorities that in time will help to support
the implementation of the National Suicide Prevention
Strategy for England.
Meeting the future challenge of the next 60 years
is very important to us and our efforts in the
forthcoming year will see a new six year strategy
2015-2021 for Samaritans. This new strategy will build
on our current activity and work to build a sustainable
and relevant future for Samaritans so that we can
continue to meet our vision that fewer people die
by suicide.
Stephen Hoddell
Catherine Johnstone
ChairCEO
4
Overview of Samaritans
Samaritans is the co-ordinating body for the 201 Samaritans branches in
the UK and ROI, as well as the Channel Islands and the Isle of Man.
This includes two “non-brick” branches – Festival and Correspondence
(see pages 39-39 for full list of branches). Samaritans provides a safe
place for people to talk, round the clock, every single day of the year.
Samaritans volunteers are ordinary people who do something
extraordinary for people struggling to cope. We listen. People can get
in touch with our 21,200 volunteers by phone, email, text, letter or
by visiting a branch. We also do outreach work at festivals, prisons,
hospitals, and with homeless people, as well as providing information
and guidance to schools.
There’s no typical problem that people talk to us
about. People talk to us about anything that’s making
them feel bad. Sometimes people call us because
they are struggling to cope with a single problem,
but more often, people contact us because a number
of problems have mounted up and they are finding
it hard to cope. People talk to us about depression,
relationship and family issues, loneliness, health
issues, financial worries, pressures as well as suicidal
thoughts and feelings.
In 2013 Samaritans volunteers received more than 5.2
million contacts (which includes telephone calls, texts,
emails, letters and Listener Scheme contacts). Most of
the contacts to Samaritans are currently by telephone,
representing 86% of all contacts. No charge is made
for the service provided by our volunteers, and details
of call costs are regularly updated on the Samaritans
website. For callers who cannot afford the cost of a
call, we accept reverse charge calls and will make call
backs on request.
Our purpose is to:
The Trustees confirm that they have had due regard to
the Charity Commission’s guidance on public benefit
in reviewing the charity’s aims and objectives, in
planning future activities and in compiling this report.
• enable people who are experiencing feelings of
distress or despair, including those who may be at
risk of suicide, to receive confidential emotional
support at any time of the day or night from
appropriately trained Samaritans volunteers, to
improve their emotional health and to reduce the
incidence of suicide; and
• promote a better understanding in society of suicide,
suicidal behaviour and the value of expressing
feelings which may otherwise lead to suicide or
impaired emotional health.
These aims are reflected in our Mission to alleviate
emotional distress and reduce the incidence of suicidal
feelings and suicidal behaviour.
5
Structure, governance
and management
Structure
Governance arrangements
Samaritans is a charitable company limited by
guarantee. It was incorporated in 1963, having been
founded by (the late) Prebendary Dr Chad Varah CH
CBE in 1953.
Samaritans is governed by a Memorandum and
Articles of Association which was substantially
revised in 2006, and to which minor amendments
have been made in subsequent years. The governing
body is the Board of Trustees, which currently has 13
members (maximum 15), who are also the Directors
of the Company. Two-thirds of the Trustees must be
Samaritans volunteers. As at 31 March 2014 three of
the Trustees were not Samaritans volunteers.
Samaritans’ General Office, based in Surrey, provides
support to branches, Regional Directors and Officers
and the Board of Trustees. It is also responsible for
a number of co-ordinating functions such as the
development and maintenance of the national number
in the UK, the website, research, development and
evaluation, support for volunteers and governance.
In addition:
• Samaritans owns 100% of the shares in The
Samaritan Enterprises Ltd, the object of which is to
trade as a general commercial company to procure
surplus income for the ultimate benefit of the
charity, and this company’s finances are consolidated
into the Group Accounts of Samaritans.
• Samaritans Ireland is an Irish company incorporated
in 2007 which is limited by guarantee. Due to
the high degree of influence that Samaritans can
exercise over Samaritans Ireland, this company’s
finances are consolidated into the Group Accounts of
Samaritans.
• Samaritans in Scotland, previously an
unincorporated association established in 1984, was
incorporated as a Scottish Charitable Incorporated
Organisation on 11 March 2014. Samaritans in
Scotland principal funding is from Samaritans
to support branches in Scotland and develop
co-operation and joint working between them.
The accounts of Samaritans in Scotland are also
consolidated into the Group Accounts of Samaritans.
• There are 201 Samaritans branches operating in
the UK and ROI, as well as the Channel Islands
and the Isle of Man. Each is a separate charitable
unincorporated association. The branches are
independent charities operating within a federated
structure, and their finances are not consolidated
into the Group Accounts of Samaritans.
• The branches are organised and work together in
13 geographic regions to offer emotional support
services, including in Scotland through Samaritans
in Scotland and in Ireland and Northern Ireland
through Samaritans Ireland.
6
The Board is advised by the Council of Samaritans.
Membership of the Council of Samaritans comprises
a representative from each Samaritans branch, the
Regional (Non-Executive) Director from each of the
13 operational regions and the Chair. The Regional
Directors are the eyes and ears of the Board of
Trustees in the wider organisation and play a vital
role in supporting branches and implementing
Samaritans’ policies.
The Chair of the Council is also the Chair of the Board
of Trustees. The Board meets at least six times a year.
The Council meets twice a year, to advise and guide
the Board of Trustees on key policy issues and to act
as a channel of communication between the Board
and branches. The Board reports to Council annually
on its activities and provides an update and review of
progress against the strategic plan.
Although the Trustees are responsible for directing
the affairs of the charity, the size of the organisation
means that much of the operational activity is
delegated to appropriate committees, working groups,
volunteers and, through the Chief Executive, to staff.
However, significant matters are specifically reserved
for the Board’s decision and cannot be delegated.
These include the strategic direction of the charity,
the approval of key policies (following consultation
with the Council of Samaritans) and the approval of
operational plans and budgets.
Subject to the above, the Chief Executive and delegated
staff are able to approve routine contracts, authorise
expenditure and recruit staff in a manner consistent
with the organisation’s strategic direction and in line
with annual budgets approved by the Board.
Recognising the differing legislative and funding
environments of devolved governments in place, there
is a National Board in Wales (Samaritans Cymru Board
as a sub-committee of the Board of Trustees).
This Board has a clearly defined leadership role
supporting staff and volunteers to deliver Samaritans
strategy as well as representing Samaritans in their
nation. In ROI and Northern Ireland, and in Scotland,
the same role is played by Samaritans Ireland and
Samaritans in Scotland respectively.
Appointment of Trustees
The Chair of the Board of Trustees and of the Council
is elected by members of the Council. The other
members of the Board of Trustees are appointed by the
Nominations Committee.
Trustees serve an initial term of three years and a
maximum of six years in aggregate.
A person can serve as Chair for a maximum of two
terms of three years. Where she or he has already
served as a Trustee prior to her/his appointment as
Chair, they can serve as a Trustee for up to eight years.
Induction of Trustees
Following appointment, each Trustee undertakes a
formal induction programme, including a guide to
the Vision, Mission and Values of the organisation,
the charity’s governing document and the way the
charity links with the 201 autonomous branches.
Briefing is given to Trustees on their formal legal
responsibilities, and guidance provided on how to
be effective in their role.
New Trustees are encouraged to attend regional and
branch meetings and to visit General Office to better
understand the organisation. Briefing papers are given
to Trustees on key issues of concern to the organisation.
Committees
The Nominations Committee comprises the Chair,
three Trustees appointed by the Board of Trustees and
three Samaritans elected by Council. The Committee
is accountable to the Council of Samaritans and is a
formal advisory Committee of the Board of Trustees.
It is responsible for identifying, reviewing, proposing
and ratifying candidates for key governance
and leading volunteer roles, including making
appointments to the Board of Trustees.
An Audit and Risk Committee operates as a formal
advisory committee to the Board and has two
main roles:
• To satisfy the Board that external and internal audit
systems are in place and operating effectively.
• To satisfy the Board that there is a robust and
effective risk management strategy for the
organisation.
The Committee meets at least three times a year, and
the Committee Chair attends Council meetings.
The Board of Trustees appoints two of its members
from among its number and three are elected by the
Council of Samaritans. The Honorary Treasurer is an
ex-officio member of the Committee with a further
member as an external expert appointed by the Board
as required.
A Finance Sub-Committee was established in 2012,
which reports directly to the Board of Trustees. It is
responsible for monitoring and reviewing the central
charity’s budget, forecasts and financial performance.
It also advises the Board on reserves and investments
policies. The Committee meets at least three times
a year. The Board of Trustees appoints three of its
members from among its number (including the
Honorary Treasurer who chairs the Committee), two
members are elected by the Council of Samaritans,
and a further external expert can be appointed by
the Board as required. The Chair of the Audit and Risk
Committee is an ex-officio member of the Finance
Sub-Committee.
7
The Remuneration Committee, which was established
in 2011, operates as a formal advisory committee
to the Board, supports the Board in determining
an appropriate level of remuneration for the Chief
Executive and reviews recommendations in respect of
the Executive Directors. The Board of Trustees appoints
three to five Trustees to the Committee, including both
the Honorary Treasurer and the Chair of the Board of
Trustees (who also chairs the Committee). An external
expert can be appointed to the Committee by the
Board as required, and such an advisor was appointed
and in place throughout 2013/14.
Finally, whilst not part of the formal governance
arrangements of the charity, Samaritans is fortunate to
benefit from the support of an Advisory Board who act
as sounding board for the Executive as well as acting in
an ambassadorial capacity on behalf of the charity.
We are very grateful for their support.
Risk management
The charity operates a comprehensive annual planning
and budgeting process approved by the Board of
Trustees. As an integral part of this process, there
is a thorough assessment of key risks facing the
organisation and how these risks are being mitigated.
As part of its on-going responsibilities, the Audit and
Risk Committee then regularly reviews these key risks,
the adequacy of actions being taken to address these
risks, and the advent of any new risks. The Committee
reports regularly to the Board in this regard.
An analysis of the principal risks and uncertainties is
set out on page 16.
8
STRATEGIC REPORT
ACHIEVEMENTS AND PERFORMANCE
All statistics included in this section are in respect of the 12 month period from 1 January 2013
(unless otherwise stated), as our statistics are collected on a calendar year basis.
The Board of Trustees is responsible for monitoring
activity by reviewing progress against the strategic
objectives throughout the year, and for making sure
our aims, objectives and activities remain focused on
our stated purposes.
In implementing our current strategy ‘Taking the
lead to reduce suicide 2009-15’ our activities have
been organised into five programmes: Callers First,
Influence, Knowledge, People, and One Organisation.
Our achievements and performance are summarised
below.
Callers First
Our service will be responsive to callers. Callers will
know what to expect from us and their experience
will consistently match their expectations.
Providing a safe place for people struggling to cope
to talk, round the clock, every single day of the year
is central to our Mission, and in 2013 Samaritans
volunteers received over 5.1 million contacts (which
includes telephone calls, texts, emails and letters),
Key measures and activities in 2013 included:
• The overall engaged rate for the UK telephone
service has unfortunately risen to 10.6% from 8.5%
in 2012 and is now slightly outside the 10% target.
Samaritans is currently investing in a new telephony
platform which will help reduce the engaged rate.
• Our other key operational measures (average
response times for email and text) are well within
target. Average email response time is 8.7 hours
against a target of 12 hours and average text
response time of 36 minutes against a target of
60 minutes.
• Around 1,600 Listeners dealt with approximately
75,000 contacts with prisoners struggling to cope in
140 prison establishments.
• Following the implementation of a new signposting
policy at the end of 2012, Samaritans signposted
callers on more than 35,000 occasions to other
organisations such as CAB, Mind and CRUSE. A new
partnership with ChildLine resulted in Samaritans
signposting almost 2,400 callers in 2013.
• Securing £1.5m from the Big Lottery Fund to pilot
a free-to-caller service in ten socio-economically
deprived areas in the UK. However until sustainable
long term funding is secured, this service will not be
fully rolled out.
• Developing a partnership agreement with CRUSE
to jointly deliver bereavement workshops for those
affected by suicide, and a specification for an instant
messaging prototype which will be tested in 2014.
Both these projects are receiving funding from The
Claire Squires Fund.
• Step by Step, which is a Samaritans service providing
advice and practical guidance to help schools
prepare for, and deal with, the repercussions of
suicide or attempted suicide, offered support to 60
schools which experienced a suicide among their
staff or students (47 in 2012).
Influence
We will have a reputation as a best practice charity
and use that reputation to increase our influence
on external stakeholders.
Throughout 2013/14, we monitored over 6,300 articles
reporting on the incidence of suicide and inquest
hearings, in print and online media. Continuing
with a proactive approach we were recruited as
advisors on 18 programmes over the year, including
documentaries as part of BBC3’s Mental Health
Season It’s a mad world, national soaps such as
Coronation Street, EastEnders and Hollyoaks and
factual programmes such as Channel 4’s 999 What’s
your emergency.
9
Achievements included:
• We are a founding member of the National Suicide
Prevention Alliance, a cross-sector England-wide
coalition committed to reducing the number of
suicides in England and improving support for those
bereaved or affected by suicide.
• Samaritans provides secretariat and research
support for the All Party Parliamentary Group on
Suicide and Self-harm Prevention (Westminster)
chaired by Madeleine Moon MP, which allows
parliamentarians from across parties to debate
important policy areas related to suicide and selfharm prevention.
• Implemented a One Voice policy which helps
potential callers, volunteers and supporters receive
consistent messaging about the benefits of using
our service, whether through marketing, press and
media, fundraising or the online environment.
• The charity celebrated its 60th birthday in November
2013 and celebrations took place across the year
including a reception hosted by HRH Prince Charles
at Clarence House and support from BT in the shape
of the BT tower going green on
2 November, BT phone boxes being painted green
and free advertising in BT phone boxes across
the UK.
• Launching the 5th edition of the media guidelines,
we held launch events for the media and
stakeholders in Scotland, Wales, Northern Ireland
and the ROI. Introducing the guidelines in England,
we held a private round table discussion with the
UK’s national media, where we saw attendance
from a high level representative at every single
national newspaper.
• Over 1,800 staff have been trained on the Managing
Suicidal Contacts (as part of our five year partnership
with Network Rail), exceeding the target of 1,500
and marking a 33% increase on 2012/13. In addition
more than 400 London Underground staff took
part in training courses in the six months from
October 2013.
• There has been an increase in the number of
interventions in suicide attempts on the railway
in 2013/14 with around 135 being attributable to
rail industry and British Transport Police personnel,
highlighting how they are engaging more
meaningfully with vulnerable people.
10
Knowledge
We will be an evidence-based organisation –
finding and using the best theory and data
available to improve what we do.
Samaritans is committed to being a knowledgeable
organisation and continues to build its reputation as
a leading expert in the area of suicide and self-harm
research. Through commissioning, supporting and
carrying out high quality research and evaluation we
develop understanding of how suicide can be reduced
and the effectiveness of what we do, in order to inform
our services and suicide prevention activities.
Activities included:
• Minimising the risk and harnessing the potential of
the internet is a key priority for suicide prevention,
but little evidence is available to inform policy
or practice. Samaritans and researchers at the
University of Bristol were awarded funding from
the Department of Health (England) in order to
explore the use of the Internet in relation to suicidal
behaviour and identifying priorities for prevention.
This includes learning from people who have used
the internet while suicidal, as well as those bereaved
by suicide.
• We continue to build the monitoring, evaluation
and impact assessment of our work. This included
a major review of the monitoring data for our
emotional support services.
• We also completed evaluations of our programme to
reduce suicide on the railways, Step by Step schools
service and of the pilot of our free-to-caller number
in UK.
• We are the only organisation to collate national
suicide statistics from UK and ROI’s national
statistics agencies, providing an understanding of
the most recent trends in suicide.
• We supported eight external researchers and
postgraduate students to study aspects of
Samaritans work, in particular experiences and
characteristics of our volunteers.
People
Our key achievements in Ireland, Scotland and Wales
have included:
We will have the right people, in the right place, at
the right time, to meet the needs of our callers.
Ireland:
• The total of people volunteering for Samaritans
has continued to rise with 21,200 in place as at
December 2013 (2012:20,980), including support
and shop volunteers and prison listeners.
• The new free-to-caller service 116123 was rolled
out in the ROI in March 2014.The barrier of cost has
been eliminated allowing those most vulnerable
to contact us free of charge. This was made
possible because of a partnership with the six main
telecommunications companies, the Government
and the National Office for Suicide Prevention
(‘NOSP’).
• Volunteering roles continue to diversify with the
number of support volunteers increasing to over
1,900 in 2013 from just over 1,700 in 2012, enabling
front line volunteers to devote more time to callers.
• The Strategic Action Plan for Samaritans Ireland
was published. This is being communicated to all
branches and a timeframe is in place for achieving
the goals identified.
• Volunteers contributed around 5.5m hours of their
time to provide confidential emotional support to
callers, valued at over £70m based on the median
gross hourly rate for full time workers.
• Funding from the NOSP to support the work of
Samaritans in the ROI was increased allowing us to
strengthen the staff team in Samaritans Ireland.
Our service is provided entirely by volunteers who are
involved at all levels in planning and service support.
Key facts and areas of progress included:
• Despite a fall in the number of enquiries in 2013, the
number of volunteers completing training increased
from 3,947 in 2012 to 4,237 in 2013.
One Organisation
Samaritans will feel like one organisation
pursuing a shared vision. It will be thriving and
financially stable.
Even though Samaritans has an extensive federated
structure with 201 branches, the core service to callers
is delivered consistently across the whole organisation.
There are different legal frameworks applying across
parts of the UK and ROI, and varying needs in different
parts of the nations, but our structure reflects the
need to both understand and influence policy in these
jurisdictions, and adapt our service accordingly to
address local circumstances.
• With continued support from the NOSP, work has
continued on the strengthening and developing
of partnerships, signposting, Direct Dial inwards
and training.
• A three year Grant Agreement between the Irish
Prison Service/Samaritans for the provision of the
Listener scheme was confirmed commencing Jan
2014. Also the Northern Ireland Prison Service has
confirmed their commitment to continued support
of the Listener scheme.
• Samaritans Media Guidelines for the Reporting
Suicide Reporting and accompanying factsheets were
launched at events in both Northern Ireland and ROI.
These were very well attended by the Ministers for
Health and Mental Health and representatives from
across all mediums of media.
11
Scotland:
• All 19 branches established formal links with their
local authority and Health Board suicide prevention
planning groups, and Samaritans was represented on
the planning and advisory group which formulated
the new Scottish suicide prevention strategy 20132016. The strategy was launched in December 2013.
• Samaritans in Scotland, a Scottish Charitable
Incorporated Organisation was established. Trustees
of the charity, who represent Scottish branches,
provide advice and make recommendations to
Samaritans Board of Trustees on matters relating to
operations in Samaritans in Scotland.
Samaritans branches
• To mark Samaritans’ 60th birthday, the largest
gathering of Scottish volunteers took place at the
Scottish Parliament in November 2013.
A Parliamentary Motion to mark the occasion was
supported by almost half of the MSPs.
• In 2013 Scottish Government increased its level of
funding to Samaritans in Scotland and committed to a
continuation of financial support until 2016.
Wales/Cymru:
• Targeted awareness campaigns were run, including
high profile bus advertising, recruitment adverts in
Big Issue Cymru and adverts in BT Phonebooks which
led to a 5% increase in contacts to branches in Wales.
• Samaritans volunteers continued to develop their
skills with ongoing training. 168 volunteers received
regional training this year and many more took part
in training at branch level.
• Our bilingual Media Guidelines for Reporting Suicide
were launched at an event in January 2014, hosted
by Mark Drakeford AM, Welsh Government Minister
for Health and Social Services. The guidelines were
funded by Public Health Wales and have been widely
distributed across Wales.
• Samaritans was chosen as charity of the year by
United Welsh Housing Association and we worked
closely with them throughout the year.
• Samaritans held a consultation on their first Welsh
Language Scheme which will be in place in 2014.
• All five prisons in Wales had active Listener schemes
supported by Cardiff, Swansea, Bridgend and
Newport branches.
12
Financial review
Overview
Income
The context for this financial review is the charity’s
Corporate Plan for the period 2011-14. This was
planned as a period of investment to help develop and
strengthen the service to callers, which would require
both drawing on the charity’s reserves and investing
in fundraising activity. Over this period it was planned
that income from fundraising activity would continue
to grow and that the projected operating deficit would
gradually reduce over the three year period until an
annual break even position was reached.
The substantial majority of the charity’s income is
secured from fundraising activities and 2013/14
has continued to be challenging in the context of a
difficult environment for the majority of the charity
sector. Even so total voluntary income raised in the
year was £9.7m, which is slightly higher than that
secured in 2012/13 (excluding donated advertising
services); given that the 2012/13 figures include the
funds received following Claire Squire’s tragic death,
underlying fundraising income has grown.
In the event the financial statements of the
consolidated charity group show a net increase of
£247k of unrestricted funds in the year, together with
a net increase in restricted funds of £457k.
These increases in funds have been achieved primarily
through a steady continued increase in fundraising
income secured, the rescheduling of some planned
expenditure on the new Connect system into 2014/15,
and the receipt of certain funds and grants in advance
of the related expenditure being incurred.
The range of fundraising activity is extensive and
income includes corporate supporters, funds secured
from Trusts, legacies, individual donors, community
events and grants from public bodies. Grants from
public bodies include £451k from the National
Offender Management Service for the delivery of the
Listener Scheme in prisons.
The financial statements do not reflect the value
of the time donated by the volunteers within the
branches in delivering the Samaritans service, which is
estimated at over £70m per annum. This is likely to be
understated as it does not include the contribution by
volunteers of time spent on outreach, training, branch
management and local fundraising.
Each year the charity also receives a substantial
amount of donated advertising space. Although an
estimate has been quantified in previous years with
sufficient certainty to enable inclusion of income
with a corresponding equal amount of expenditure in
the financial statements, it has become increasingly
difficult to provide an accurate valuation of such
donated space. Accordingly an estimated value has
not been included in the figures for 2013/14, although
we believe the value of advertising space donated to
Samaritans this year to be in the region of £400k.
The new fundraising client relationship management
system was installed during the year, and this has
substantially increased our ability to support and
develop our committed donor base, and our continued
direct marketing activities. This donor base continues
to grow, and a list of our major donors and supporters
can be found on pages 41-42.
In addition to our core fundraising activity, the other
major funding streams include partnership activity,
most notably with Network Rail for the delivery of
training to staff and awareness-raising, and from
Transport for London for similar services in relation to
London Underground. The charity has also recently
secured support from the Big Lottery Fund to pilot a
free-to-caller service.
13
Expenditure
The Samaritan Enterprises Ltd
Excluding the property impairment charge and the
value of donated advertising services in 2012/13, total
expenditure has decreased marginally from £11,938k
in 2012/13 to £11,790k in 2013/14.
As the trading subsidiary of Samaritans, the
substantial majority of this Company’s turnover
remains the contract with Network Rail.
Fundraising costs amounted to £3,764k in 2013/14,
representing an increase of 22% on the previous year.
This increase represents continued investment in this
area, to broaden both our donor base and the range of
fundraising activities that we undertake. The impact
of this investment will largely be reflected in future
year’s income.
Excluding the property impairment charge and the
value of donated advertising services in 2012/13,
charitable expenditure amounted to £6,942k in
2013/14 compared with £7,383k in 2012/13.
The expenditure is analysed in detail in note 7 to
the Accounts. While the range of our charitable
expenditure activities has remained similar, including
the support of branches and delivery of projects, we
continually review the cost effectiveness of our work
and have made savings accordingly.
The largest current project is ‘Connect’, a new
integrated contact management system that will
be implemented across the branch network.
Costs in relation to the final development and
testing of Connect in 2013/14 amounted to £281k
(2013: £371k), all of which have been charged to
revenue. £948k of Connect capital costs continue to
be classified as ‘assets in the course of construction’
within fixed assets, with the expectation that the
system will become live in 2014/15 and depreciation
will commence in that year.
14
Reserves Policy
In setting the reserves policy the Board of Trustees
considers the need to provide against any future
income shortfall, fulfil working capital requirements
and allow funds to be available to support service
developments. This is balanced against the need to
spend reserves now to deliver services to meet
caller needs.
In this context, the Trustees have retained the target
range for free reserves of between three and four
months of unrestricted expenditure. At 31 March
2014 the level held is within this range representing
3.8 months (£3.3m). The Trustees will review the
current reserves policy in light of the new organisation
strategy that is being developed for 2015-21.
Investment Policy
The Finance Sub Committee has been undertaking a
review to establish a suitable investment policy for the
future and to appoint investment managers. The new
investment managers will be appointed in 2014/15,
and a suitable investment policy will be adopted.
During 2013/14, all the charity’s investments were
held within a COIF Charities Deposit Fund managed by
CCLA Investment Management Ltd.
FUTURE PLANS
During the year, the process of developing the
organisation’s strategy for 2015-21 has continued,
with the objective of making sure the charity can
continue to effectively pursue its Mission and the
whole organisation can continue to thrive. The Board
of Trustees has been actively engaging with branches
on the strategic and operational challenges and
opportunities for the organisation, and has been
consulting heavily through the Council of Samaritans.
In parallel, the charity is continuing to focus on
completing the delivery of its current strategy and the
critical activities in this regard in 2014/15 will include:
• Samaritans Connect: Telephony remains the
backbone of our service. This new system will
make sure that all available volunteers across all
UK branches are potentially accessible to all callers,
enabling our service to be more responsive and
consistent, and helping reduce the engaged rate.
The new platform will come on stream in 2014/15,
and will offer the foundation for which other service
improvements are built, for example SMS and email.
• Partnership Development: Building on the success
of the five year partnership with Network Rail, the
charity will continue to seek new partners with
which to work both jointly in new settings and
through developing signposting arrangements.
This work enables us to reach new communities
and to make sure our callers receive the support
they need.
• Freecall: The charity will deliver the Big Lottery
funded pilot of a free-to-caller service in ten
socio-economically deprived areas in the UK; this
project will evaluate the success of the Freecall
pilot activities in reaching callers that would not
otherwise benefit, and build a case to secure more
permanent funding to allow the Freecall number to
be fully rolled out.
• Service Development: Delivering a programme of
work to develop our service offering and the means
through which we deliver this. This will include
assessing the viability of instant messaging as a
means of online support, and the development of
a joint partnership with Cruse Bereavement Care
to enhance the support available to those bereaved
by suicide. All our work to develop the service is
informed by continued research activity and a
resulting firm evidence base.
15
PRINCIPAL RISKS AND UNCERTAINTIES
The Board of Trustees considers the principal risks and uncertainties for the charity and the whole organisation,
together with the mitigating actions being taken to manage those risks. They are as follows:
Principal risks and uncertainties
Mitigating actions
Our service not being able to meet
the needs of our callers, both in the
immediate term and in the future.
In the context of the high demand for our service, we are constantly
seeking to address any accessibility and capacity challenges. This forms
a key plank of our strategy development, and is driving the investment
in new technology (Connect); our free to caller service aspirations
(Freecall); the development of our service through internet and modern
communication channels in addition to the phone, SMS and email, and
also the development of our outreach work.
Not being able to meet the key
needs of all our stakeholders
including our volunteers and
branches, our funders, our partners
and our staff.
Samaritans is fundamentally focused on meeting the needs of our
callers (beneficiaries). We also take account of the needs of a wide range
of stakeholders, and our strategy development process is designed to
make sure that this is achieved. Research is an important tool to help us
demonstrate the impact of our service and to help inform stakeholders of
the rationale behind the decisions that we make.
Damage to our reputation and
service by, for example, challenging
the confidential nature of our service
or loss of sensitive data.
The organisation’s policies and approach to maintaining confidentiality
and handling data appropriately, together with the rationale for our
approach, are constantly under review. We make sure that they are
effective, legal and consistently communicated and understood, including
taking external professional advice as required.
The inability to maintain financial
stability whilst operating in a highly
competitive market to secure funds.
The fundraising strategy is focused on maintaining a broad base of
funding to make sure we are not over reliant on any one source. Our
expenditure plans are carefully developed in advance, with an ability to
adapt to changed financial circumstances should the need arise.
Our federated structure not working
as effectively and coherently as
required to develop and deliver the
service to our callers.
Our federated structure has great strengths but the Board are aware that
a lack of coherence in the model could impede the ability of Samaritans
to maximise our impact as one organisation. The development of the
new strategy for the organisation includes exploring our service delivery,
governance structure and our ways of working, to determine how these
can be as effective and efficient for the benefit of our callers.
FUNDS HELD AS CUSTODIAN TRUSTEES
The charity does not hold any funds in a custodian trustee capacity. It does however hold property for some
branches in this capacity and this is described in note 17 to the accounts on page 37.
16
STATEMENT OF TRUSTEES’
RESPONSIBILITIES
The Trustees (who are also the directors of the
charitable company for the purposes of company law)
are responsible for preparing the Trustees Annual
Report including the Strategic Report and the financial
statements in accordance with applicable law and
United Kingdom Accounting Standards (United
Kingdom Generally Accepted Accounting Practice).
Company and charity law requires the Trustees to
prepare financial statements for each financial year.
Under company law the Trustees must not approve
the financial statements unless they are satisfied that
they give a true and fair view of the state of affairs
of the group and parent charity and of the incoming
resources and application of resources, including its
income and expenditure, of the group for the year.
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 judgments and accounting 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;
They are also responsible for safeguarding the assets
of the group and parent charity and hence for taking
reasonable steps for the prevention and detection of
fraud and other irregularities.
The Trustees are responsible for the maintenance and
integrity of the corporate and financial information
included on the charity’s website. Legislation in the
UK governing the preparation and dissemination
of the financial statements and other information
included in annual reports may differ from legislation
in other jurisdictions.
The Trustees confirm that, so far as each Trustee is
aware, there is no relevant audit information of which
the charity’s auditor is unaware, and each Trustee has
taken all the steps that he/she ought to have taken as
a Trustee in order to make himself/herself aware of
any relevant audit information and to establish that
the charity’s auditor is aware of that information.
Approved by the Board of Trustees on 26 July 2014 and
signed on its behalf by:
Kevin Corrigan, Honorary Treasurer
• prepare the financial statements on the going
concern basis unless it is inappropriate to presume
that the charity will continue in business.
The Trustees are responsible for keeping adequate and
proper accounting records that are sufficient to show
and explain the charity’s transactions and disclose
with reasonable accuracy at any time the financial
position of the group and parent charity and enable
them to ensure that the financial statements comply
with the Charities and Trustee Investment (Scotland)
Act 2005, regulations 6 and 8 of the Charities Accounts
(Scotland) Regulations 2006 (as amended) and with
the requirements of the Companies Act 2006.
17
INDEPENDENT AUDITOR’S REPORT
TO THE MEMBERS AND TRUSTEES
OF SAMARITANS
We have audited the financial statements of
Samaritans for the year ended 31 March 2014 which
comprise the Consolidated Statement of Financial
Activities, the Group and Charity Balance Sheets, the
Consolidated Cash Flow Statement and the related
notes. The financial reporting framework that has
been applied in their preparation is applicable law
and United Kingdom Accounting Standards (United
Kingdom Generally Accepted Accounting Practice).
This report is made solely to the charity’s trustees and
members, as a body, in accordance with Chapter 3 of
Part 16 of the Companies Act 2006 and the Charities
and Trustee Investment (Scotland) Act 2005. Our audit
work has been undertaken so that we might state to
the charity’s trustees and members those matters we
are required to state to them in an auditor’s report and
for no other purpose. To the fullest extent permitted
by law, we do not accept or assume responsibility
to anyone other than the charity and the charity’s
trustees and members as a body, for our audit work,
for this report, or for the opinions we have formed.
Respective responsibilities of trustees and auditor
As explained more fully in the Statement of Trustees’
Responsibilities, the trustees (who are also the
directors of the charitable company for the purposes
of company law) are responsible for the preparation of
the financial statements and for being satisfied that
they give a true and fair view.
We have been appointed as auditor under section
44(1)(c) of the Charities and Trustee Investment
(Scotland) Act 2005 and under the Companies Act
2006 and report in accordance with regulations made
under those Acts.
Our responsibility is to audit and express an opinion on
the financial statements in accordance with applicable
law and International Standards on Auditing (UK and
Ireland). Those standards require us to comply with the
Financial Reporting Council’s (FRC’s) Ethical Standards
for Auditors.
31 March 2014 and of the group’s incoming
resources and application of resources, including its
income and expenditure, for the year then ended;
• have been properly prepared in accordance with
United Kingdom Generally Accepted Accounting
Practice; and
• have been prepared in accordance with the
requirements of the Companies Act 2006, the
Charities and Trustee Investment (Scotland) Act
2005 and regulations 6 and 8 of the Charities
Accounts (Scotland) Regulations 2006 (as amended).
Opinion on other matter prescribed by the Companies
Act 2006
In our opinion the information given in the trustees’
report, which includes the strategic report, for the
financial year for which the financial statements are
prepared is consistent with the financial statements.
Matters on which we are required to report
by exception
We have nothing to report in respect of the following
matters where the Companies Act 2006 and the
Charities Accounts (Scotland) Regulations 2006
(as amended) requires us to report to you if, in
our opinion:
• the parent charitable company has not kept
proper and adequate accounting records or returns
adequate for our audit have not been received from
branches not visited by us; or
• the parent charitable company financial statements
are not in agreement with the accounting records or
returns; or
• certain disclosures of trustees’ remuneration
specified by law are not made; or
• we have not received all the information and
explanations we require for our audit.
Scope of the audit of the financial statements
A description of the scope of an audit of financial
statements is provided on the FRC’s website at
www.frc.org.uk/auditscopeukprivate.
Opinion on financial statements
Ian Mathieson, Senior Statutory Auditor
for and on behalf of BDO LLP, Statutory Auditor London,
United Kingdom
In our opinion the financial statements:
Date: 29 July 2014
• give a true and fair view of the state of the group’s
and the parent charitable company’s affairs as at
BDO LLP is eligible to act as an auditor in terms of section 1212 of
the Companies Act 2006. BDO LLP is a limited liability partnership
registered in England and Wales (with registered number C305127).
18
CONSOLIDATED STATEMENT
OF FINANCIAL ACTIVITIES
Incorporating an Income and Expenditure Account
For the year to 31 March 2014
Note
Incoming Resources
Incoming Resources from Generated Funds:
Voluntary Income:
Donations
Legacies
Donated Advertising Services
Grants - Public Body
Grants - Other
Total Voluntary Income
2
2
2
Activities for Generating Funds
Merchandising
Partnership
Sponsorship and Licensing
Totals from Activities for Generating Funds
Investment Income and Interest
3
Total Incoming Resources from Generated Funds
Incoming Resources from Charitable Activities
Branch Affiliation Fees / BREF
Training and Conferences
Total Incoming Resources from Charitable
Activities
Total Incoming Resources
Resources Expended
Cost of Generating Funds:
Fundraising Costs
Investment in Information System
Merchandising
Partnership
Investment Management Costs
Unrestricted
Funds
2014
£’000
Restricted
Funds
2014
£’000
All
Funds
2014
£’000
All
Funds
2013
£’000
5,360
1,921
105
346
7,732
29
1,402
490
1,921
5,389
1,921
1,507
836
9,653
5,723
1,724
713
964
802
9,926
1
1,209
93
1,303
-
1
1,209
93
1,303
11
1,470
52
1,533
15
9,050
1,921
15
10,971
50
11,509
728
741
67
-
795
741
651
783
1,469
67
1,536
1,434
10,519
1,988
12,507
12,943
3,764
11
594
2
4,371
5,752
5,752
477
10,600
1,190
1,190
1,190
3,764
11
594
2
4,371
6,942
6,942
477
11,790
3,076
34
17
988
9
4,124
8,108
713
8,821
431
13,376
Charitable Expenditure
Total Charitable Expenditure
Governance Costs
Total Resources Expended
Net (Outgoing) / Incoming resources
before transfers
7
6
(81)
798
717
(433)
Gross transfers between funds
Net (Outgoing) / Incoming resources
before other recognised gains and losses
15
341
(341)
-
-
260
457
717
(433)
(13)
-
(13)
161
247
457
704
(272)
5,584
941
6,525
6,797
5,831
1,398
7,229
6,525
Other Recognised Gains and Losses
Net investment (Losses)/Gains
7
5
10
Net Movement in Funds
Balances brought forward at 1 April 2013
Balances carried forward at 31 March 2014
15
The group has no recognised gains and losses other than those shown above and therefore no separate statement of total recognised
gains and losses has been presented. All incoming resources and resources expended derive from continuing activities. The notes on
pages 22 to 37 form part of these accounts.
19
BALANCE SHEET
As at 31 March 2014
Company Registration No. 757372
Note
Group 2014
Group 2013
£’000
£’000
Charity 2014
£’000
Charity 2013
£’000
FIXED ASSETS
Tangible Fixed Assets
9
2,075
2,090
2,048
2,037
Investments at Market Value
10
2,701
2,716
2,638
2,637
4,776
4,806
4,686
4,674
7
28
7
28
607
617
737
1,217
CURRENT ASSETS
Stocks of consumable materials
Debtors
11
Short term bank deposits
809
315
500
-
Cash at bank and in hand
3,035
2,450
1,398
1,078
4,458
3,410
2,642
2,323
CURRENT LIABILITIES
Creditors
12
1,169
903
1,016
916
Deferred Income
13
836
788
76
21
2,005
1,691
1,092
937
NET CURRENT ASSETS
2,453
1,719
1,550
1,386
Net Assets
7,229
6,525
6,236
6,060
Group 2014
Group 2013
Charity 2014
Charity 2013
£’000
£’000
£’000
£’000
3,333
2,767
2,562
2,461
2,498
2,817
2,471
2,764
5,831
5,584
5,033
5,225
Restricted Income Funds
1,398
941
1,203
835
Total Funds
7,229
6,525
6,236
6,060
Note
FUNDS
15
Unrestricted
General Funds
Designated Funds
Restricted
Approved and authorised for issue by the Board of Trustees on 26 July 2014 and signed on its behalf by:
Kevin Corrigan, Honorary Treasurer
The Notes on pages 22 to 37 form part of these accounts.
20
CONSOLIDATED CASH FLOW STATEMENT
For the year to 31 March 2014
2014
2014
2013
2013
£'000
£'000
£'000
£'000
Net (Outgoing)/ Incoming Resources Before
Other Recognised Gains and Losses
717
(433)
Depreciation Charges
101
111
-
725
Fixed Assets Impairment
Decrease in Stock
22
33
Decrease in Debtors
11
164
Increase/(Decrease) in Creditors - including Deferred Income
315
(303)
Eliminating - returns on Investment and servicing of Finance
(15)
(50)
1,151
247
Net Cash Inflow from Operating Activities
2014
£'000
Net Cash Inflow from Operating Activities
2014
2013
2013
£'000
£'000
£'000
1,151
247
Returns on Investment and Servicing of Finance
Interest received
Dividends received
13
17
2
33
15
50
Capital Expenditure and Financial Investment
Payments to acquire fixed assets
(86)
(1,014)
Payments to acquire investments
-
(73)
Receipts from sale of investments
-
1,393
(86)
306
Management of Liquid Resources
Change in investment cash
(1)
Increase/(Decrease) in Cash at Bank
Reconciliation of Net Cash Flow to Movement in Net Debt
Increase/(Decrease) in Cash at Bank
Movement in Short Term Deposits
Change in Net Funds
(1,052)
(1)
(1,052)
1,079
(449)
2014
2014
2013
2013
£'000
£'000
£'000
£'000
585
(384)
494
(65)
1,079
(449)
Net funds at 1 April
2,765
3,214
Net Funds at 31 March
3,844
2,765
Analysis of Change in Net Funds
Cash at Bank and in Hand
Short Term Deposits
2014
Change
2013
£'000
In Year
£'000
3,035
585
2,450
809
494
315
3,844
1,079
2,765
The Notes on pages 22 to 37 form part of these accounts.
21
NOTES TO THE ACCOUNTS
1. Accounting policies
a) Basis of Preparation
d) Impairment of Freehold Property Assets
The accounts have been prepared on a going concern
basis under the historical cost convention with the
exception of investments, which are included at
market value. The financial statements are prepared
in accordance with the revised Statement of
Recommended Practice for Accounting by Charities,
issued in March 2005 (“The Charities SORP 2005”),
the Companies Act 2006 and applicable
Accounting Standards.
Freehold property assets are subject to an impairment
review in accordance with Financial Reporting
Standard (FRS) 11 “Impairment of Fixed Assets and
Goodwill”. They are stated in the balance sheet at
cost less provision for any impairment in value. Any
impairment is recognised in the Statement of Financial
Activities (‘SOFA’) in the year in which it occurs.
e) Assets Under Construction
b) Basis of Consolidation
The accounts of the group companies are included
in the financial statements and the notes shown on
pages 22 to 37. Further details of the subsidiaries
activities are shown in Note 16. The consolidation
of the group companies’ activities has been carried
out on a line-by-line basis. All items of incoming and
expended resources have been shown gross, after the
removal of intra-group transactions.
Samaritans has taken exemption from presenting its
unconsolidated profit and loss account under Section
408 of Companies Act 2006.
Advantage is being taken of the FRS 8 exemption from
disclosure of intra-group transactions.
Assets under construction are shown at cost and are
not depreciated until brought into operational use.
f) Stocks
Stock is valued at the lower of cost or net realisable
value.
g) Incoming Resources
All incoming resources are included in the SOFA when
the charity is legally entitled to the income, there is
reasonable certainty of receipt and the amount can
be quantified with reasonable accuracy. The following
specific policies apply to categories of income:
i) Donations
c) Fund Accounting
General funds are unrestricted funds which are
available for use at the discretion of the trustees in
furtherance of the objectives of the charity and have
not been designated for other purposes. Designated
funds comprise unrestricted funds which have been
set aside by the Trustees for particular purposes.
Restricted funds are funds which are to be used in
accordance with specific restrictions imposed by
donors or which have been raised by the charity for
specific purposes. Costs relating to such funds are
charged against the specific fund. The aim and use of
each fund is set out in Note 15.
22
Accounted for when received.
ii) Legacies
Entitlement is the earlier of the charity receiving
final estate accounts (or other similar evidence)
which provides sufficient certainty of receipt and
reliability of value, or the legacy actually being
received. No value is included where the legacy is
subject to a life interest held by another party.
iii) Donated Goods/Services
These are included in both income and expenditure
at the value to the charity where this can be
reasonably quantified. Where it has not possible to
obtain a reasonable quantification, an estimate has
been disclosed in the Financial Review.
iv) Grants and Contracts
iii) Governance Costs
Where contracts are related to specific deliverables
(as in the case of the contract with Network Rail)
income is recognised to the extent that those
deliverables have been achieved. Where income
through contract or grant is received in advance, its
recognition is deferred and included in creditors.
Where entitlement occurs before income is received,
the income is accrued. Capital grants are accounted
for as income as soon as they are receivable.
Governance costs are the costs associated with
the governance arrangements of the charity
which relate to the general running of the charity
to distinguish from those costs associated with
fundraising or charitable activity. Included within
this category are costs associated with the strategic
management of the charity’s activities.
v) Branch Affiliation Fees
These are recognised as receivable income upon
the receipt of signed accounts from Samaritans’
branches.
vi) Other Income
Income generated from other activities is
recognised as earned.
h) Resources Expended
All expenditure is accounted for on an accruals basis
and has been classified under headings that aggregate
all costs related to that category. Where costs cannot
be directly attributed to particular headings they have
been allocated to activities on a basis consistent with
use of resources. Support costs have been allocated
on the basis of spend to each of the five main
programme areas (Callers First, Influence, Knowledge,
People and One Organisation) and to Fundraising and
Governance activities; the allocation of support costs
to Partnership activity is based on the contracted
allowance for these costs in the Network Rail funding
contract. The following specific policies apply to
categories of expenditure:
i) Grants
Grants are charged to the statement of financial
activities when there is a liability to pay.
ii) Fundraising Costs
Fundraising costs are those incurred in seeking
voluntary contributions and do not include the costs
of disseminating information in support of the
charitable activities.
iv) Support Costs
Support costs comprise staff delivering the
corporate service and infrastructure functions.
These are allocated across the categories of
charitable expenditure, governance costs and the
costs of generating funds. The basis of allocation of
support costs is explained above.
v) Depreciation
Depreciation is calculated on a straight line basis
to write off the cost of tangible fixed assets (except
assets under construction) over their estimated
useful lives at the following rates:
Freehold Property
50 years
Computer Equipment
3 years
Other Office Equipment
4 years
Motor Vehicles
5 years
i) Samaritans Regions
Samaritans’ regions have been incorporated within
these financial statements. For operational delivery,
the UK and Republic of Ireland are grouped into
thirteen geographic regions. Each of these is supported
by a group of senior volunteers, and receives financial
support from the charity.
j) Operating Leases
Expenditure on operating leases is accounted for on a
straight line basis over the length of the lease.
23
k) Foreign Currency
m) Branches
Transactions in foreign currency are converted to
Sterling at the rate prevailing on the date of the
transaction. Currency balances at the end of the year
are converted at the closing exchange rate. Foreign
exchange gains and losses are included in the SOFA
for the period in which they are incurred. The results
of Samaritans Ireland have been translated at the rate
prevailing at the balance sheet date in accordance
with FRS 23.
The term ‘branches’ used throughout these Accounts
refers to the branches of Samaritans, which are
independent charitable organisations, whose
objectives are consistent with those
of Samaritans.
l) Pensions
The company operates a defined contribution group
personal pension plan, presently administered by
Standard Life, which is open to all staff on completion
of entry requirements. Pension costs for eligible
employees are charged to expenditure as they are
incurred.
n) Taxation
Samaritans is a registered charity and is therefore
potentially exempt from taxation of its income and
gains to the extent that they fall within Part ii of
the Corporation Tax Act 2010 and section 256 of the
Taxation of Chargeable Gains Acts 1992. No tax charge
has arisen in the year. The Samaritan Enterprises
Limited does not normally incur a tax charge given its
policy of gifting all taxable profits
to Samaritans.
2. Voluntary income
2a. Donations
Donations – Individual Giving
Donations – Claire Squires*
Donations – Corporate
Total Donations
All Funds 2014
£’000
All Funds 2013
£’000
4,706
4,172
4
1,153
679
398
5,389
5,723
*This amount represents the total amount received
following the death of Claire Squires in the 2012
London Marathon which the Board of Trustees
determined should be set aside as a designated fund
together with related interest income earned (see note
15 to the accounts).
24
2b. Legacies
As stated in the accounting policies (note 1), the
entitlement to the legacy is the earlier of the charity
receiving final estate accounts (or other similar
evidence) which provides sufficient certainty of receipt
and reliability of value, or the legacy actually being
received. At 31 March 2014, the charity had been
notified of a further 15 legacies that have not been
included in these accounts as they did not meet these
criteria. These legacies have an estimated value
of £745k.
2. Voluntary income continued
2c. Grants – Public Body
All Funds 2014
£’000
All Funds 2013
£’000
Ministry of Justice: NOMS - Grants paid to Samaritans' Branches
344
344
Ministry of Justice: NOMS
107
107
The Big Lottery Fund
419
-
Welsh Government/Llywodraeth Cymru
130
135
Health Service Executive (HSE)
105
182
77
82
HSE Signposting Ireland
HSE Freecall Ireland
149
-
The Scottish Government
40
55
The Scottish Government - Section 10
27
32
Scottish Prison Services
21
-
Remote and Rural Fund
3
-
Department Of Health
60
2
Department Of Health, Social Services and Public Safety (NI)
17
17
8
8
1,507
964
All Funds 2014
£’000
All Funds 2013
£’000
Northern Ireland Prison Service
Total Grants – Public Body
3. Investment income
2
33
Bank and Deposit Interest
13
17
Total Investment Income
15
50
Dividends – Quoted Investments
4. Charitable expenditure
Within a Joint Funding Agreement between “Samaritans” and
“Central London Samaritans” the central charity undertakes
to raise an agreed sum designed to help fund the on-going
operations of Central London Samaritans. The net amount
included in charitable expenditure in relation to Central London
Samaritans is £396k (2013: £402k). Refer to further details on
charitable expenditure in Note 7.
25
5. Governance
Note
Council of Samaritans Costs
Board of Trustees Costs
Auditors’ Fees
6
All Funds 2014
£’000
All Funds 2013
£’000
145
170
24
25
37
56
Other Costs
271
180
Total Governance
477
431
The company has effected insurance to protect the Trustees at a cost
of £2,088 (2013: £2,480).
6. Net (outgoing)/incoming resources for the year
This is stated after charging:
External Auditors - BDO audit fees
All Funds 2014
£’000
All Funds 2013
£’000
26
25
External Auditors - PKF O'Connor Leddy and Holmes audit fees
2
2
Internal Auditors - Mazars LLP
9
20
External Auditors - other fees (VAT and Tax)
Total Auditors' fees
Depreciation
Impairment
Bank charges
Total Trustees' expenses
-
9
37
56
101
111
-
725
5
5
27
34
The Directors of the charitable company are the trustees under charity law, and
receive no remuneration. It is the policy of the charity to reimburse all volunteer
expenses in full. During the year, 15 (2013: 19) Samaritans’ Trustees received
reimbursement for attending meetings, telephony and other incidentals, amounting
to £26,705 (2013: £33,972).
26
7. Breakdown of costs by activity
Generating Funds
Direct Costs
2014 £’000
Support Costs
2014 £’000
All Funds 2014
£’000
All Funds 2013
£’000
3,305
459
3,764
3,076
11
-
11
34
-
-
-
17
594
-
594
988
Fundraising
Investment in Information System
Merchandising
Partnership
Investment Management
Charitable Activities
2
-
2
9
3,912
459
4,371
4,124
Knowledge
169
23
192
202
Callers First
2,379
301
2,680
2,397
People
327
45
372
813
Influence
540
75
615
819
2,707
376
3,083
3,152
-
-
-
713
One Organisation
Property Impairment
-
-
-
725
6,122
820
6,942
8,821
Governance
Governance
422
55
477
431
422
55
477
431
10,456
1,334
11,790
13,376
Total
Administration and Facilities
£’000
Finance
£’000
Human Resources
£’000
Information Technology
£’000
Total
£’000
Fundraising
117
60
136
146
459
Knowledge
6
3
7
7
23
Callers First
76
39
89
97
301
People
12
6
13
14
45
Support Costs
Influence
19
10
22
24
75
One Organisation
95
49
111
121
376
Governance
14
7
16
18
55
339
174
394
427
1,334
Total
27
8. Staff costs
Staff costs were as follows:
All Funds 2014 £’000
All Funds 2013 £’000
4,038
3,882
Social Security Costs
424
414
Other Pension Costs
118
117
27
94
4,607
4,507
Wages and Salaries
Agency Staff
Total Staff Cost
The number of employees whose earnings (excluding pensions) fell into the bands below were:
Staff Numbers
2014
2013
£120,001-£130,000
1
1
£90,001-£100,000
1
-
£80,001-£90,000
1
2
£70,001-£80,000
1
1
£60,001-£70,000
1
1
5
5
The pension contributions for the five employees (2013: five) earning more than £60,000 in the year amounted to
£23,911 (2013: £23,067).
Staff numbers
The average number of full-time equivalent staff employed during the year was 108 (2013: 108), and this is
analysed by function as follows:
Staff Numbers
2014
2013
Generating Funds
34
28
Charitable Activities
56
61
Governance and Support
18
19
108
108
The actual number of employees in post as at 31 March 2014 was 112 (2013: 103).
28
9. Tangible fixed assets
Group
Cost
At 1 April 2013
Freehold
Property
£'000
Computer
Equipment
£'000
Office
Equipment
£'000
Motor
Vehicles
£'000
*Assets Under
Construction
£’000
All
Funds
£’000
2,373
421
369
8
948
4,119
Additions
-
18
68
-
-
86
Disposals
-
(49)
(37)
-
-
(86)
2,373
390
400
8
948
4,119
At 31 March 2014
Depreciation
At 1 April 2013
1,373
349
299
8
-
2,029
26
23
52
-
-
101
Disposals
-
(49)
(37)
-
-
(86)
Impairment Charges
-
-
-
-
-
-
1,399
323
314
8
-
2,044
At 31 March 2014
974
67
86
-
948
2,075
At 31 March 2013
1,000
72
70
-
948
2,090
Freehold
Property
£'000
Computer
Equipment
£'000
Office
Equipment
£'000
Motor
Vehicles
£'000
*Assets Under
Construction
£'000
All
Funds
£’000
2,373
421
215
-
948
3,957
-
18
65
-
-
83
Charge for the year
At 31 March 2014
Net book values
Charity
Cost
At 1 April 2013
Additions
Disposals
-
(49)
(37)
-
-
(86)
2,373
390
243
-
948
3,954
1,373
349
198
-
-
1,920
26
23
23
-
-
72
Disposals
-
(49)
(37)
-
-
(86)
Impairment Charges
-
-
-
-
-
-
1,399
323
184
-
-
1,906
At 31 March 2014
974
67
59
-
948
2,048
At 31 March 2012
1,000
72
17
-
948
2,037
At 31 March 2014
Depreciation
At 1 April 2013
Charge for the year
At 31 March 2014
Net book values
*Assets under Construction in the above table above relates to the investment in the Samaritans Connect
system (the new integrated contact management system) which will come into operational use in 2014/15.
Accordingly no depreciation has been charged on this asset in 2013/14.
29
10. Fixed asset investments
Listed on the following stock exchanges:
Market value 1 April 2013
2014
Group
£’000
2013
Group
£’000
2014
Charity
£’000
2013
Charity
£’000
82
1,238
-
1,172
Additions - purchased
-
73
-
73
Disposal proceeds
-
(1,393)
-
(1,393)
Exchange Rate Adjustment
Net investment (losses)/gains
Market value 31 March 2014
Cash held by investment managers
(6)
-
-
-
(13)
161
-
148
63
79
-
-
-
4
-
4
COIF Charities Deposit Fund
2,638
2,633
2,638
2,633
Total Investments (including cash held by investment managers)
At Market Value
2,701
2,716
2,638
2,637
At Cost
2,696
2,692
2,638
2,637
Analysis of Investment Portfolio at Year End
2014
£’000
%
2013
£’000
%
63
2.3%
79
2.9%
Other Quoted Equities ( inc Ireland)
Cash held by WHIreland investment managers
COIF Charities Deposit Fund
-
0.0%
4
0.1%
2,638
97.7%
2,633
97.0%
2,701
100.0%
2,716
100.0%
Investments held by the charity include a £100 investment (2013: £100) in the subsidiary company at
cost, as referred to in Note 16.
11. Debtors
Group 2014
£’000
VAT
Trade Debtors
Regions and Branches
Group 2013
£’000
Charity 2014
£’000
Charity 2013
£’000
30
-
-
-
124
35
71
33
51
51
51
51
Gift Aid
260
121
260
121
Legacies
47
250
47
250
6
59
6
17
Other Debtors
30
9
17
9
Inter Company
-
-
230
644
Prepayments
59
92
55
92
Total Debtors
607
617
737
1,217
Accrued Income
30
12. Creditors
Group 2014
£’000
Group 2013
£’000
Charity 2014
£’000
Charity 2013
£’000
VAT, payroll taxes and pensions
125
304
158
136
Trade Creditors
443
267
333
260
Accruals
597
323
494
242
-
-
31
269
Inter Company
Other Creditors
Total Creditors
4
9
-
9
1,169
903
1,016
916
Group 2014
£’000
Group 2013
£’000
Charity 2014
£’000
Charity 2013
£’000
13. Deferred income
As at 1st April 2013
Income recognised in the year
788
1,433
21
272
(777)
(1,323)
(10)
(262)
Income deferred in the year
825
678
65
11
Total Deferred Income
836
788
76
21
Total deferred income includes £667,000 (2013: £766,667) Network Rail deferred income within The Samaritan
Enterprises Ltd.
14. Financial and other commitments
14a. Operating leases – Group
At 31 March the Group had annual commitments under non-cancellable operating leases as set out below:
2014 Land
and Buildings
£’000
2014
Other
£’000
2013 Land
and Buildings
£’000
2013
Other
£’000
Within one year
37
64
34
66
Within two to five years
79
11
88
115
-
-
-
-
116
75
122
181
Operating leases which expire
Over five years
Total
14b. Other commitments
The charity has a remaining contractual commitment as at 31 March 2014 for the procurement and running of the
Connect contact management system amounting to £4,812k of which £460k is due within one year and £4,352k
over one year. The commitment relates to the remaining purchase of capital equipment amounting to £213k
(which is due after one year), together with fixed network rentals and operational support charges over a period of
five years. A proportion included within the above commitment relates to fixed network rental costs which will be
borne directly by the branches and this amounts to £110k falling due within one year and £988k over one year.
31
15. Reconciliation of reserves
As at
31 March 2013
£’000
Income
£’000
General Fund
2,767
10,424
(10,186)
Designated Fund - Tangible Fixed Assets
1,767
86
(101)
Unrestricted
Transfer
Expenditure Between Funds
£’000
£’000
Net
Investment
Gain £’000
As at
31 March 2014
£’000
341
(13)
3,333
-
-
1,752
Designated Fund - Claire Squires
1,050
9
(313)
-
-
746
Total Unrestricted
5,584
10,519
(10,600)
341
(13)
5,831
76
1,402
(863)
(84)
-
531
323
-
-
-
-
323
Restricted
Public Body Funds
Samaritans Connect – Capital Fund
-
281
(190)
(91)
-
-
Other Restricted Funds
Samaritans Connect – Revenue Fund
224
238
(100)
(166)
-
196
BREF
238
67
(37)
-
-
268
BEF
Total Restricted
Total Funds
Represented by:
Tangible Fixed Assets
Investments
Current Assets
Liabilities
Total
80
-
-
-
-
80
941
1,988
(1,190)
(341)
-
1,398
6,525
12,507
(11,790)
0
(13)
7,229
General Funds
£’000
Designated
Funds
£’000
Restricted
Funds
£’000
Total
2014
£’000
Total
2013
£’000
-
1,752
323
2,075
2,090
1,955
746
-
2,701
2,716
3,383
-
1,075
4,458
3,410
(2,005)
-
-
(2,005)
(1,691)
3,333
2,498
1,398
7,229
6,525
Transfers between funds mainly consist of appropriate cost re-allocations between restricted and unrestricted
funds which are in line with the purposes of the respective funds, including in regard to the purchase of
fixed assets.
32
15a. Unrestricted funds
General Fund
These funds are held available for the ordinary purposes of the charity.
Designated Fund –
Tangible fixed assets
This designated fund comprises unrestricted resources expended in the purchase of
the Group’s tangible fixed assets to invest in the charity’s future capacity and growth.
These are therefore not readily available for other purposes. Fixed asset expenditure
financed from restricted funds is shown within the restricted fund balances.
Designated Fund –
Claire Squires Fund
This designated fund comprises the donations made following the death of Claire
Squires in the 2012 London Marathon together with the related interest income
earned. The Claire Squires Working Group has been established to develop a
programme of work to be delivered over a two to three year period to support the
development of the service.
15b. Restricted funds
Public Body Funds
These funds represent a number of donations which carry specific restrictions by
the donor. They are received from public bodies or non-departmental public bodies.
Samaritans Connect Fund
The majority of this fund represents donations received for the Chad Varah
Memorial Fund. This, together with other specific donations and grants, provide
funding for the replacement of the existing telephony platform. During this
financial year £281k was expended on this project from these funds.
Other Restricted Funds
These funds represent a number of donations received which carry specific
restrictions imposed by the donor. They are mainly received from Corporate or
Trust donors.
Branch Reserve
Equalisation Fund (BREF)
This comprises contributions from independent Samaritans branches with surplus
funds to enable grants to be made to other less financially independent branches.
Branch Emergency Fund
(BEF)
This fund (formerly called Branch Support Fund) is set aside to meet emergency
financial needs of the branches.
33
16. Samaritans group companies
(a) Samaritans
Samaritans uses the exemption in Section 408 of the Companies Act 2006 in not preparing a separate Income and
Expenditure account for Samaritans Limited as a separate entity.
The individual Statement of Financial Activities (SOFA) for the parent charity has not been included in this report
but can be determined by deducting the other group companies’ results as detailed in Note 16(b) and 16(c), and
the intercompany transactions from the consolidated statement above. The individual SOFA for the parent charity
is available on request from the central charity.
The charity’s incoming resources amounted to £11,451k (2013: £11,795k), resources expended amounted to
£10,823k (2013: £12,115k) and an individual charity deficit of £628k (2013: deficit of £320k), before transfers and
other recognised gains/losses.
(b) The Samaritan Enterprises Limited
The Samaritan Enterprises Limited is incorporated in the United Kingdom and has an issued share capital of £100,
100% of which is owned by Samaritans. The principal activity of the company is the delivery of a contract with
Network Rail – ‘Tackling Suicide on the Railway’; income also includes that derived from certain sponsorship and
training activities. Any net profit made by the company is transferred to the charity.
Turnover
Cost of Sales
Gross Profit
Other Income
Administrative Costs
Operating Profit
Amounts Payable to Samaritans under Gift Aid
Tax on ordinary activities
Profit/(Loss) on Ordinary Activities After Taxation
2014
£
1,210,120
(591,383)
618,737
92,362
(259,035)
(166,673)
2013
£
1,314,271
(822,605)
491,666
74,101
(217,501)
(143,400)
452,064
(452,064)
-
348,266
(348,266)
-
2014
£
1,478,970
(1,478,870)
100
2013
£
1,368,403
(1,368,303)
100
Net Assets at 31 March
Current Assets
Current Liabilities
In addition to longstanding arrangements with Samaritans central charity, a Memorandum of Understanding has
been agreed to deliver certain requirements of the Network Rail and Transport for London contracts.
In accordance with this agreement, services of the central charity’s staff have been procured, which are included in
administrative costs. As such, this year’s accounts include inter-company charges of £512k (2013: £636k).
34
(c) Samaritans Ireland
Samaritans Ireland was established in the Republic of Ireland in December 2007 and became operational in April
2008. Samaritans Ireland is incorporated in the Republic as a company limited by guarantee.
The results of the company have been translated at the prevailing currency exchange rate at the balance sheet date
in accordance with FRS 23.
Unrestricted
funds €
Restricted
funds €
2014 €
2013 €
1
462,629
2,211
464,840
268,000
268,000
730,629
2,211
732,840
525,143
5,419
530,562
2
448,278
62,054
510,332
165,845
165,845
614,123
62,054
676,177
672,181
4,471
676,652
(45,492)
102,155
56,663
(146,090)
Unrestricted
funds €
Restricted
funds €
2014 €
2013 €
Fundraising activities
Corporate donations
Individual donations
Legacies and covenants
Total fundraising activities
19,635
25,502
147,749
192,886
-
19,635
25,502
147,749
192,886
31,600
26,114
20,743
78,457
Trusts and Foundations
Irish branch contributions
Samaritan UK
Total Trusts and Foundations
108,460
36,287
144,747
-
108,460
36,287
144,747
85,987
37,732
123,719
Statutory Sources
Health Service Executive (HSE)
Freecall Ireland (HSE)
Signposting Ireland (HSE)
Total Statutory Sources
124,996
124,996
177,000
91,000
268,000
124,996
177,000
91,000
392,996
147,967
75,000
100,000
322,967
Total Voluntary Income
462,629
268,000
730,629
525,143
Unrestricted
funds €
Restricted
funds €
2014 €
2013 €
Services
Radio Advertisement
Publicity
National network telephone support and maintenance
Festival branch
Training and seminars
Media Guidelines
Volunteer recruitment and support
Childrens Policy
Freecall Ireland
SMS Project
Signposting Ireland
Fundraising
168,213
93,929
31,124
17,196
10,198
2,415
3,684
1,544
95,597
4,418
65,830
-
168,213
93,929
31,124
17,196
10,198
2,415
3,684
95,597
4,418
65,830
1,544
165,294
93,467
49,367
17,698
3,547
10,130
3,971
84,133
3,597
136,375
3,806
Direct costs
328,303
165,845
494,148
571,385
Support costs
119,975
-
119,975
100,796
Total charitable expenditure
448,278
165,845
614,123
672,181
Incoming Resources
Incoming resources from generated funds
Activities for generating funds:
Voluntary income
Investment income
Total incoming resources
Resources expended
Charitable activities
Governance costs
Total resources expended
Net outgoing resources before other recognised gains and losses
1. VOLUNTARY INCOME INCLUDES THE FOLLOWING
2. RESOURCES EXPENDED FOR CHARITABLE ACTIVITIES
35
RECONCILIATION OF MOVEMENT IN RESERVES
Total 2014 €
Total 2013 €
Net incoming resources for the year
Unrealised gain (loss) on investments
Prior year adjustment
Total recognised losses for the year
56,663
13,529
(28,941)
41,251
(146,090)
16,111
(28,941)
(158,920)
Reserves at the beginning of the year
528,101
658,080
Reserves at the end of the year
569,352
499,160
Total 2013 €
*As restated
105,673
532,011
(138,524)
499,160
NET ASSETS AT 31 March
Total 2014 €
Fixed Assets
Current Assets
Current Liabilities
89,481
664,617
(184,746)
569,352
*The valuation of Investments at 31 March 2013 was overstated by €28,941 and a prior year adjustment has been
included to restate the investments to their correct balance as at 31 March 2014.
(d) Samaritans in Scotland
Samaritans in Scotland was incorporated as a Scottish Charitable Incorporated Organisation on 11 March 2014.
Unrestricted
funds
£
Restricted
funds
£
2014
£
Incoming Resources
Incoming resources from generated funds
Activities for generating funds:
Voluntary income
Investment income
38,676
60
23,570
-
62,246
60
Total incoming resources
38,736
23,570
62,306
Resources expended
Charitable activities
Governance costs
Transfer from restricted reserves
32,618
990
-
14,400
-
47,018
990
-
Total resources expended
33,608
14,400
48,008
5,128
9,170
14,298
Net outgoing resources before other recognised
gains and losses
Total 2014
£
3,396
53,661
57,057
NET ASSETS AT 31 March 2014
Investments
Current Assets
Current Liabilities
Reserves
36
100
56,957
57,057
17. Custodian trusteeship
The charity acts for many of the branches as Custodian
Trustee. Where this arrangement exists, the property
of the branch is vested in the charity on trust for the
branch. The control management and responsibility for
such property remains with the branch trustees. The
charity is the Custodian Trustee for 140 branches.
As the objects of the charity and the branches are
congruent, there are no issues with the charity acting
in this way. Both the Branch Model Constitution and
the charity’s Articles are drafted in terms that permit
this arrangement.
37
LIST OF BRANCHES
Aberdeen
Bromley and Orpington
Ealing
Aberystwyth
Bury
East Surrey
Ashford
Bury St. Edmunds and West
Suffolk
Eastbourne and District
Athlone
Ayrshire
Ballymena
Banbury and District
Bangor and North Down
Bangor (North Wales)
Barnsley
Barrow, Furness and South Lakes
Basildon and Thurrock
Basingstoke
Bath and District
Bedford
Belfast
Bexley and Dartford
Birmingham
Blackburn, Hyndburn and Ribble
Valley
Blackpool
Bognor Regis
Bolton
Borders
Boston
Bournemouth and District
Bracknell
Bradford
Brecon and Radnor
Brent
Bridgend
Bridlington and District
Brierley Hill
Brighton, Hove and District
Bristol
38
Buxton and High Peak
Caithness
Cambridge
Canterbury and District
Cardiff and District
Carlisle
Chelmsford and Mid-Essex
Cheltenham and District
Chester and District
Chesterfield
Chilterns
Colchester, Tendring and Suffolk
Borders
Coleraine
Cork
Cornwall at Truro
Correspondence
Coventry and District
Craigavon
Croydon and Sutton
Darlington
Derby
Derry
Doncaster
Dorset
Drogheda and North East
Dublin
Dumfries and Galloway
Dundee
Dunfermline
Durham (Central)
Edinburgh and The Lothians
Elgin
Ennis and Clare
Exeter, Mid and East Devon
Falkirk and Central Scotland
Farnborough and District
Festival
Folkestone, Dover and Hythe
Galway
Glasgow
Gloucester and District
Grantham
Great Yarmouth
Grimsby
Guernsey
Guildford
Halifax and Calderdale
Hamilton
Harrogate
Harrow
Hastings and Rother
Haverfordwest
Havering
Herefordshire
Herts and Essex
Hillingdon
Horsham and Crawley
Huddersfield
Hull
Inverclyde
Inverness
Ipswich and East Suffolk
Isle of Man
North East Wales
South Cheshire
Isle of Wight
North Herts and Stevenage
South Devon (Torquay)
Jersey
North London
South West Herts
Kerry
North Somerset
Southampton
Kettering
North West Surrey
Southend on Sea
Kilkenny and Carlow
Northallerton and The Dales
Southport and District
King’s Lynn
Northampton
Stafford
Kingston-upon-Thames
Northumbria
Stockport
Kirkcaldy
Norwich
Stoke on Trent
Lancaster and District
Nottingham
Stratford-upon-Avon
Leatherhead
Omagh
Sunderland
Leeds
Orkney
Swansea
Leek and District
Oxford
Swindon
Leicester
Pendle, Burnley and Rossendale
Tamworth
Lewisham, Southwark, Greenwich
Perth
Taunton and Somerset
Limerick and Tipperary
Peterborough
Teesside
Lincoln
Plymouth, East Cornwall and
South West Devon
Telford
Liverpool and Merseyside
London (Central)
Lowestoft and Waveney
Luton, South Bedfordshire and
Harpenden
Portsmouth
Preston
Putney
Reading
Macclesfield and District
Redbridge
Maidstone
Rochdale, Oldham and District
Manchester and Salford
Rotherham
Mansfield and District
Salisbury
Medway, Gravesham and
Swale West
Scarborough
Mid Cheshire
Scunthorpe
Sheffield
Milton Keynes
Newbridge and Kildare
Newbury
Shetland
Shrewsbury
Sligo
Newport and Gwent
Newry
Slough, Windsor and Maidenhead
Tunbridge Wells
Tyneside
Wakefield and District
Walsall and District
Waltham Forest
Warrington, Halton and St Helens
Waterford and The South East
West Cumbria
Western Isles
Wigan
Winchester
Wolverhampton
Worcester
Worthing
Yeovil, Sherborne and District
York
Solihull
North Devon and North Cornwall
39
DONORS AND SUPPORTERS
We are extremely grateful to all supporters.
Every donation we receive helps us to provide vital services to people struggling to cope. Our
supporters include:
Companies and organisations
Aegon
Anglo American
ASLEF
Barclays Bank
BSkyB
Cardmix
Health Insurance Group
Henderson
Intrinsic Financial Services
John Wood and Associates Ltd
Jones Lang LaSalle
Lawyers Awards
MyTrainTicket
Moneysupermarket.com Group Plc
Next
P4D
Royal London Group
Sanlam
Schroder Investment Management Limited
Simplyhealth
Special Editions
United Welsh
Virgin Trains
Ireland
AandL Goodbody Solicitors
AMP Ltd
AOL Global Operations Ltd
Barry Design Ltd
Czech Irish Business and
Cultural Association
Derrinstown Stud Ltd
GR-Neam Ltd
The Gwanda Trust
Jeffersons Ltd
Lourdvilla Management Co Ltd
Statutory and similar bodies
HSE, National Office of Suicide Prevention (ROI)
Llywodraeth Cymru/The Welsh Government
Ministry of Justice: NOMS
NI Department of Health, Social Services and
Public Safety
Northern Ireland Prison Service
Public Health Authority
Scottish Prison Service
The Scottish Government
UK Department of Health
The Big Lottery Fund
Major benefactors
Mr and Mrs Ralph Aldwinckle
Mrs Elizabeth Attenborough
Vibha Bhatt
Mr Jonathan Mawdsley
40
Lord and Lady Haskins
Mrs Lillian Slowe
Mr J S Watson
Trusts and foundations
The 1989 Willan Charitable Trust
The 29th May 1961 Charity
A D Power Will Trust
Adint Charitable Trust
Albert Hunt Trust
Andor Charitable Trust
Astor Foundation
Atlas Fund
Awareness Trust
Band Trust
Barbour Paton Charitable Trust
Barnett and Sylvia Shine No 2 Charitable Trust
Basil Samuel Charitable Trust
CHK Charities Limited
Cadogan Charity
City Bridge Trust
Clapp Family Charitable Trust
Col W W Pilkington Will Trust
Comic Relief
Donald Forrester Trust
Dr Vivian Child Charitable Trust
Edgar E Lawley Foundation
Ernest Kleinwort Charitable Trust
Fidelity UK Foundation
Friarsgate Trust
Fulmer Charitable Trust
George and Esme Pollitzer Charitable Settlement
Goldsmiths’Company
Gresham Charitable Trust
Hadrian Trust
Headley Trust
Hugh Fraser Foundation
Inchcape Foundation
Inman Charity
Jessie Spencer Trust
John Coates Charitable Trust
John Ellerman Foundation
John Neville Sykes Will Trust
Jones 1986 Charitable Trust
Jordan Foundation
Kempthorne-Smith Charitable Trust
Kinsurdy Charitable Trust
Lady Hind Trust
Lotus Foundation
Michael Cornish Charitable Trust
Misses Robinson Charitable Trust
Morgan Charitable Foundation
Mrs Kay Williams Charitable Trust
Mrs M Maxwell-Stuart’s Charitable Trust
Mulberry Trust
Netherdale Trust
PF Charitable Trust
Patricia Routledge Charitable Trust
Peacock Charitable Trust
Pears Foundation
Persula Foundation
Peter Storrs’ Trust
Philip Smith’s Charitable Trust
Saddlers’ Company
Salamander Charitable Trust
Schroder Charity Trust
Scouloudi Foundation
ShareGift (The Orr Mackintosh Foundation)
Sheffield Church Burgesses Trust
Sir Alastair Pilkington’s Trust
Stone Family Foundation
Swire Charitable Trust
Tennant Southpark Charitable Trust
The 1970 Trust
The Aird Charitable Trust
The Alice Ellen Cooper Dean Charitable Foundation
The Boltini Trust
41
Trusts and foundations (continued)
The Chillag Family Charitable Trust
The Helen Isabella McMorran Charitable Foundation
The James and Patricia Hamilton Charitable Trust
The Jusaca Charitable Trust
The Sobell Foundation
Tory Family Foundation
Tour Trust
Tudor Foundation
Westminster Foundation
Wixamtree Trust
And donors who wish to remain anonymous.
We are grateful to all those individuals who have generously supported Samaritans as well as those who
remembered us in their wills.
Advisory Board
We are also grateful for the support of the Advisory Board during the year, whose members were:
The Rt Hon The Baroness Buscombe
Mr Philip Buscombe
Mr Terrence Collis
Mr Jeremy Courtenay-Stamp
Sir Edward Garnier QC MP
The Rt Hon The Lord Grade CBE
Mr David McDonough OBE
Mrs Kedge Martin
Mr Bill Muirhead
Mr Geoffrey Munn OBE
Mrs Felicity Varah Harding
The Rt Hon The Baroness Wheatcroft
And finally a huge thank you to everyone who volunteers for Samaritans, whether you support people
struggling to cope, raise funds, awareness, or support the running of the branches.
42
when things are getting
us
t
ac
nt
co
le
op
pe
–
to
Someone to talk
to be suicidal.
to them. They don’t have
y single day of the year.
er
ev
k,
oc
cl
e
th
d
un
ro
–
We’re always here
l
nary people, and keep al
di
or
re
e’
w
rs
ee
nt
lu
vo
A safe place – as
e.
our conversations privat
are, however they feel,
ey
th
er
ev
ho
w
–
es
lv
se
People can be them
em.
whatever life’s done to th
ns that keep our
tio
na
do
nd
ki
’s
ic
bl
pu
e
We’re a charity – it’s th
helpline open.
Samaritans Registered Office,
The Upper Mill, Kingston Road, Ewell, Surrey KT17 2AF
T 020 8394 8300 F 020 8394 8301
org
www.samaritans.
Patron: HRH The Prince of Wales. Founded in 1953 by the
late Prebendary Dr Chad Varah CH CBE. A charity registered
in England and Wales no. 219432, in Scotland no. SC040604.
Incorporated in England and Wales in 1963 as a company limited
by guarantee no. 757372.
44

Samaritans Annual Report and Accounts 2013/14

Transcription

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