Group Report Year Ended 31 March 2020

for Scotland’s mental health

GROUP REPORT YEAR ENDED 31 MARCH 2020

Registered Charity No. SC082340 STRATEGIC REPORT 2

The Trustees (who are also Directors for company purposes) are pleased to present the Strategic Report incorporating the Trustees' Report. This document is an extract from the SAMH 2020 Audited Report and Financial Statements. Full Audited Statements are available at Companies House. www.gov.uk/organisations/companies-house and at samh.org.uk

Trustees Chris Creegan...... Chair Anthony Dick...... Treasurer Catriona Headley Elizabeth Humphreys Professor Robert Hunter Shona Littlejohn Stephen Martin Rev Stuart MacQuarrie Graeme McAlister Alexandra Wright

Executive William J Watson...... Chief Executive Patricia A Aniello...... Director of Corporate Services/Company Secretary Jo Anderson...... Director of External Affairs Graeme Henderson...... Executive Director of Delivery and Strategic Development

Independent Auditor Investment Advisers Ernst & Young LLP Barclays Investment Solutions Ltd 5 George Square 155 St Vincent Street Glasgow G2 1DY Glasgow G2 5NN

VAT Adviser Brewin Dolphin Ltd Grant Thornton UK LLP Sixth Floor, Atria One 8th Floor 144 Morrison Street 110 Queen Street Edinburgh EH3 8BR Glasgow G1 1DR SAMH Registered Office Bankers Brunswick House Bank of Scotland 51 Wilson Street 20-22 Shandwick Place Glasgow G1 1UZ Edinburgh EH2 4RN

Solicitors Lindsays Caledonian Exchange 19A Canning Street Edinburgh EH3 8HE STRATEGIC REPORT 3

Objectives and Activities

As detailed in the Articles of Association, Our vision: updated on the 7 October 2016, SAMH is is of a society where people are able to established to raise awareness about and live their lives fully regardless of present promote mental health and general or past circumstances. welfare and to uphold and advance the interests of those citizens who Our mission: experience mental health problems and is to lead by example; to be innovative, their families and carers. purposeful and challenging in all that we do. SAMH campaigns for rights and rights- In furtherance of the above we will based services, challenges stigma and undertake to: discrimination and promotes inclusion. • Make representations with and on We work to raise the aspirations and behalf of people with mental health expectations of people who use services, problems to ensure that their rights as people who deliver services and society citizens are upheld. as a whole. We aim to promote mental health and wellbeing within community Explore new ways of developing help • and corporate life. and support for those with mental health problems including those Our values: affected by poverty, stigma, we believe that everyone has the right to discrimination, addictions, trauma, be treated with dignity, respect and homelessness, abuse, other forms of equality. We believe that everyone is exclusion and neurological or genetic entitled to hope and choice and to conditions, all of which can be causes achieve personal fulfilment. or consequences of mental health problems. • Ensure that all services and facilities which are designed to promote inclusion create opportunities and enhance mental health and general welfare. • Provide services and to promote and organise cooperation in the achievement of the above objects, within Scotland and further afield. • Do all other such things as are charitable in law for the attainment of these objects. STRATEGIC REPORT 4

Achievements and Performance

Introduction Over the last few years, to complement This is illustrated under the overarching At SAMH we strive to our social care support, we have goals: introduced new and dynamic services Promoting good mental health: we ensure that all our services that place mental health within the • believe that everyone in Scotland context of everyday life and open-up are person-centred and should consider, value and look after opportunities for people to engage with recovery-focused; their mental health and well-being. We activities to support their mental health believe that there can be no health promote social inclusion and wellbeing in different ways and without mental health. and challenge stigma; and settings. We recognise the importance of reflect our Vision, Mission working collaboratively with others and • Being there for people: we will provide during the year we continued to assistance to meet the needs of and Values. strengthen and develop partnerships people engaging with us whilst with a range of organisations. encouraging even more people to seek help. Last year in relation to future plans we said that we would focus on our key • Stigma and discrimination: we priorities (as identified through previous believe that no-one with mental health consultation with key stakeholder groups) problems or mental illness should face linked to: children and young people, or experience stigma or discrimination wellbeing, therapeutic and suicide and we are committed to working to prevention. We believe that we have reduce the level of discrimination achieved progress across all aspects of experienced by people with mental our work. health problems or mental illness. During the latter part of the year we had to respond to the unprecedented challenges of the worldwide pandemic Covid-19. We believe we adapted quickly and have been working hard to understand how we can continue to positively respond to the challenges presented; and how best we can assist and enable people to alleviate the negative impact on their mental health and wellbeing. STRATEGIC REPORT 5

In responding to the coronavirus Having commenced our strategic On behalf of SAMH’s Trustee Board I want outbreak our main priority was to ensure development work in early 2020 through to pay tribute to our entire staff team. the safety and wellbeing of our staff and Board meetings and away days, initially They make SAMH the organisation it is the people we support. We initiated our focusing on planning and development, today. We are immensely proud of their business continuity planning; adopted ambition statements, evidence, on-going commitment and dedication the use of telephone and digital evaluation and data review and initial and particularly by the way they technology, where appropriate, to ensure brand review, we took the decision to responded to the challenges presented we continued to deliver support to delay the remaining phases of strategy by the coronavirus pandemic. people; maintained delivery of face-to- development. These were to include Thank you also to the thousands of face support where necessary, for external environment analysis, people who supported and raised funds example, in our care home and care at stakeholder and audience testing and for us: without your help and generosity home services; facilitated the majority of options appraisal, which would have we could not provide our charitable our staff to work from home; and set-up a finalised our new strategy. services. new coronavirus information hub on our This enabled us to take time to reflect website. SAMH has been supporting Scotland’s and incorporate learning; to better mental health for almost 100 years; and Throughout this period we adapted our understand how we can respond to the with your help, we shall continue to do so approach to governance to support the needs of people on a day to day basis and to the best of our ability. Executive Team’s efforts in responding to those whose mental health has been the pandemic. This included an particularly affected by Covid-19; and additional Board meeting on 16 April what we need to do organisationally to Chris Creegan 2020 to specifically consider the adjust to the external environment. Given SAMH Trustee Board Chair organisation’s response to the our existing plan ended at March 2020, coronavirus pandemic and financial and we have extended the core business fundraising impact assessments (further priorities within that plan for 2021 and detail is provided on pages 23 and 24 of anticipate the final decision on the new this report); ad-hoc Executive three year strategy is likely to be reached communication and briefings between in late 2020 / early 2021. meetings, weekly communication between Chief Executive and Chair; and we have continued to review the situation throughout the period. STRATEGIC REPORT 6

Summary of the support, reach, engagement and activities with our key stakeholders

FY2020 FY2019 SERVICES

9,000 6,574 People supported through our community-based services.

Of our grades awarded to our services inspected by the Care Inspectorate 97% 94% were good to excellent.

199 217 Suicide interventions carried out by SAMH staff.

160 200 People supported into employment.

Training Resources

People accessed one-to-one, group or e-learning resources covering mental health 6,194 4,293 training, awareness and suicide prevention.

People engaged in our Tools for Living self-management/personal development 267 376 and resilience training.

18,034 11,387 People completed our Well-being Assessment Tool.

Surveys, Consultations, Community Events

People engaged through a range of surveys, consultations, focus groups or 7,763 7,887 community events.

Public Affairs

12 20 MSPs and MPs visited SAMH services.

Significant UK and Scottish Government consultations responded to; briefings 16 12 issued and evidence provided. STRATEGIC REPORT 7

FY2020 FY2019 SERVICES

Information

Enquiries responded to from individuals requesting information, 4,360 3,651 resources and help-seeking advice.

22,469 20,121 Resources accessed including downloads through our website.

Media Engagement

61,800 45,314 People engaging with us through social media

1,723 3,268 Mentions in the media including radio and television covering our work.

Supporters and Events

39,651 24,812 Number of supporters.

4,623 2,219 People took part in one or more fundraising activity.

46 45 Active corporate partnerships during the year1 (FY2019 re-stated).

See Me and Respectme

8,481 9,535 Hours of volunteering activity delivered through see me.

940 869 Professionals, parents, carers participated in training utilising our anti-bullying resources.

14,037 7,426 Resources accessed including anti-bullying leaflets downloaded.

1 During the year the definition of Corporate Partner was changed and was applied to companies who engaged with us on more than one occasion over a period of time. This definition was retrospectively applied. STRATEGIC REPORT 8

As previously noted we continue to deliver under our three strategic goals – an update on activity throughout the year is provided below.

Promoting good mental Physical Activity and Sport Furthermore we retain the intellectually Our work within physical activity and property rights of The Changing Room health: we believe that sport continues to be a cornerstone of brand which augurs well for future everyone in Scotland our promoting good mental health and sustainability and associated expanded should consider, value and wellbeing work, with our pilot development proposals. programmes building a strong evidence During 2019 we developed and secured look after their mental base and business case for future funding for a three-year strategic sustainability and scaling. health and well-being. We partnership with sportscotland which believe that there can be We successfully completed the pilot was launched by SAMH Ambassador Sir no health without mental phase of The Changing Room. Launched Chris Hoy on Mental Health Awareness in 2018 this project is aimed at men aged Day 2019. This new partnership will see health. 30 – 64 years with an interest in football. the two organisations work together to 235 people have engaged with the 12- build capacity within sportscotland staff, week project to-date (62 during the last partners and wider network; undertake year). The Changing Room is operated targeted development work across through the football clubs of Hibernian specific locations; and develop in-depth and Heart of Midlothian. The interim mental health and wellbeing programmes external evaluation2 carried out in May for delivery in schools and communities 2019 demonstrated a strong across Scotland via Active Schools and performance both against national and Community Sports Hubs. Over the longer international measures and in term this partnership will seek to develop comparison to the other pilot opportunities to embed mental health programmes with significant increases and wellbeing across a broad range of across life satisfaction, wellbeing and sporting bodies and generate further social support; greater self-awareness development proposals under our and improved mental health as a result of strategic income pipeline. the safe space created through the SAMH, in partnership with Scottish project. Additionally The Changing Room Athletics, continued to jointly invest in achieved ‘Investing In Volunteers’ jogscotland and over the last year has accreditation, the UK quality standard for begun to self generate income through a good practice in volunteer management. variety of different programmes including The evaluation notes that the Changing Community Strides and Jogability. These Room is a highly inclusive programme and programmes and associated campaigns the model has been effective in recruiting such as ‘I’m Here’ continue to increase and retaining engagement of men in their participation levels; build the capacity of middle years with the programme. This Jog Leaders to engage in mental health evidence base has led to further funding conversations and reduce barriers to being awarded from the Movember participation; and engage with a number Foundation in order to further scale the of target groups including BAME programme across professional football communities. clubs in Scotland over the next three

years.

2 Propel Centre for Population Health Impact & First Person Consulting (2019). Social Innovators Challenge: The Changing Room’s Story So Far. Waterloo, Ontario, Canada: Propel Centre for Population Health Impact, University of Waterloo. STRATEGIC REPORT 9

During the year jogscotland was • Decrease in reliance on statutory/ Workplace Wellbeing presented with the Frame Innovation in primary/secondary care and/or As part of our on-going commitment to Sport Award in 2019 at the Scottish medication. improving our Workplace Wellbeing offer, Women in Sports Awards for its work during 2019 we have continued to invest Although this fixed term funding has now including the ‘I’m here’ mental health in building capacity and products. come to an end, this evidence base has campaign and there was a specific Through our strategic partnership with been used to build the business case for jogscotland mental health award at the Mind we finalised the licensing of three the sustainability and growth of the Scottish Athletics annual awards core quality assured Workplace programme and opportunities for ceremony. Wellbeing products which will be offered funding are being considered within our alongside a wider set of learning and Active Living Becomes Achievable strategic income pipeline. development assets. Under the current (ALBA) is a behaviour change programme Scotland’s Mental Health Charter for circumstances the launch of our aimed at helping people with poor Physical Activity and Sport continues to refreshed offer has been delayed until physical and/or mental health to increase have a high level of traction with a wide later in 2020 however we will continue to and maintain their physical activity levels. variety of organisations. To date over 400 explore other delivery options including The programme was extended to March organisations and groups have signed up digital. 2020 and the evaluation was carried out to the charter and 65 of those have in February 2020. Across the full period During 2019 we were awarded our largest completed their mental health and of the programme we engaged with 347 training contract with NHS Greater wellbeing action plans. A new online participants (2019, 265); delivered Glasgow and Clyde to deliver training to campaign comprising a series of short mental health awareness capacity non-mental health staff as part of its films featuring organisations and building training to 4,184 people across Mental Health Improvement Capacity individuals has also been created. stakeholder groups; and recruited 26 Building. We also held a successful event peer volunteers. in the North East, hosted by one of our corporate partners, which saw over 20 The evaluation, carried out by Napier organisations who were largely new to University3 as part of a PhD thesis, SAMH come together to discuss highlights that ALBA was effective at workplace wellbeing. promoting mental health recovery through increasing adherence to physical In order to be an organisation which activity, achieving: continues to lead by example regarding mental health and wellbeing, internally we Adherence rates of 53% (compared to • created our Organisational and People the 20% average for other physical Development Framework covering 6 activity referral schemes). themes: organisational design and • Sustained increase in participant resourcing, reward and recognition, wellbeing (approaching parity with the workforce development, engagement general population) and physical and culture, enabling systems and activity levels; an increase in processes, and change leadership. confidence and ability to self-manage their mental health and wellbeing; and increased chances of employment, training, volunteering.

3 ALBA (Active Living Becomes Achievable) Physical Activity Programme Evaluation (Napier University PHD Study, 2020) STRATEGIC REPORT 10

During the year we: Community Engagement We participated in and delivered a range Developed our new wellbeing • of events within local communities framework: “Our Wellbeing Matters”. across Scotland: from information stalls • Implemented a new learning and workshops; to open days and management system, LearnPro, gardening shows; schools and further providing access to over 100 online education to corporate partners. courses and resources to support on- SAMH staff delivered over 420 events going professional and personal • in a range of settings, providing development. information and promoting good • Introduced new mindfulness sessions mental health and wellbeing; receiving positive feedback from staff. promoting social inclusion and challenging stigma. • Engaged with all our staff through an online survey and staff forums across • Our Social Therapeutic Horticultural the country to explore what mattered Services won many awards, including: a to them when it came to their own Gold Certificate for their showcase wellbeing at work. design; Silver Gilt for their trade stand and the highly coveted People’s Choice Award at the Dundee Flower and Food

Festival: the Novice Gardener Award for one of the service users; First Place for Best Community Garden in Dundee and Gold as Bonnie Dundee entry and a Beautiful Scotland Award. They also participated in Gardening Scotland 2019. • Our Redhall Walled Garden welcomed 1,610 visitors (2019, 1,562) as part of open days; hosted 12 volunteer groups from SAMH’s corporate partners; and delivered a range of interactive workshops and courses for people attending the service. The outcomes achieved by people engaging with the service included: 7 (2019 3) people supported into employment; 8 people gained volunteer roles; 15 people attained ECDL certificate and 27 people supported to access physical health facilities in the community. STRATEGIC REPORT 11

Being there for people: Children and Young People • We continued with our two-year plan to We continued to develop and enhance second a teacher to SAMH. The role we will provide assistance our offering to support children and focused on the development of to meet the needs of young people, parents/carers and wider Personal, Social and Health Education people engaging with us communities who engage with them and lesson plans covering P1 to S6. The we will continue to do so until no young primary school age lesson plans have whilst encouraging even person is turned away from mental health been successfully trialled with two more people to seek help. support when they need it. primary schools and plans are in place to conclude this exercise in 2020. Over 4,600 people (50% of whom were teaching staff) accessed our mental • We concluded the appraisal and health and wellbeing e-learning resource, purchase of mental health and We All Have Mental Health. This resource wellbeing materials developed by is based on the Curriculum for Excellence Wallace High School from their ground and has received positive feedback. breaking whole school approach to their mental health programme. During the year we engaged with over 2,750 children and young people, 1,050 • We partnered with the National parents, carers, teachers and support Theatre for Scotland on the Like Flying staff through a variety of programmes: programme which engaged performance arts and aerial acrobatics Our Connect programme was • with students at two secondary delivered across 4 local authority areas schools. 79% of young people who (Edinburgh, Glasgow, West participated said they felt more Dunbartonshire and West Lothian) confident as a result and 86% stated delivering a ‘whole school’ approach to they felt more comfortable with others. mental health and wellbeing with an emphasis on transition from primary to • Worked in partnership with: high school, or high school to college. • The Princes Trust in ‘Mind their Gap’ • In partnership with Young Scot, the developing bespoke mental health Youth Commission for Mental Health training for their staff. Services concluded its 16 month review Youth Access, Scottish Youth and published its final report in May • Parliament and others to commence 2019. The report contained 36 the Youth Access Project that commitments across 5 themes and involves young people to identify, these recommendations have been consult and advocate for a new largely accepted by Scottish community based model for youth Government. mental health.

STRATEGIC REPORT 12

SAMH Therapeutic Our Community Services We are delighted that SAMH has been Aligned to our strategic pillar SAMH Our community services (operating in 22 appointed as one of the level two delivery Therapeutic and as committed to in our local authority areas) promote social organisations within the expanded annual business plan, we invested in inclusion and challenge stigma and programme. trialling a therapeutic pilot for adults, provide opportunities for people to We launched Sam’s Café in Kirkcaldy children and young people with the aim of achieve person-centred goals through a • last year as a pilot peer support service identifying alternative therapeutic range of services/activities designed to offering crisis management support to pathways to traditional statutory health support their mental health and wellbeing people. During the year the Café services. Utilising the Living Life to the Full in different ways and settings. During the provided support to 342 people and (LLTTF) model which was developed by year our community services supported has now been extended to sites in Professor Chris Williams (Director of Five over 9,000 (2019, 6,574) people – an Dunfermline and Victoria Hospital Areas Ltd and Emeritus Professor of increase of 37%. Emergency Department, offering an Psychosocial Psychiatry University of Our Link Worker programmes provide alternative to clinical interventions. Glasgow) the pilot trained 86 people to short-term interventions and person- deliver the resources and engaged with My Life Dynamic provided support to centred responses by working • over 800 individuals through group and 850 people (2019, 208) with mental collaboratively with people, GP practice 1-1 sessions. The evaluation is currently health problems and those with autism teams and across communities. During being concluded, however early living in Aberdeenshire to strengthen the year we have supported 2,092 indications confirm clearer positive their self-resilience through one-to- people (2019, 3,443) across North outcomes for adults and children within one resilience coaching, a listening Lanarkshire and 1,972 (2019, 761) across primary schools, with teachers reporting project (counselling), therapeutic Aberdeen City. A recent evaluation of our an increase in knowledge and confidence horticulture and employment support. Aberdeen service highlighted a significant in supporting children with mental health improvement in the quality of people’s Staff teams supported 267 people problems. As part of the pilot we worked • lives; a reduction in loneliness and a (2019, 376) to achieve certificates in with NHS Lothian (South Edinburgh Child positive impact on alleviating some of the SAMH’s self-management/personal and Adolescent Mental Health Services pressures within primary care. development and resilience ‘Tools for (CAMHS)) specifically focussing on young Living’ training programme. people who were not appropriate for During the year we provided a Distress CAMHS. As a result of this work we will be Brief Intervention (DBI) service to over • Our National Employment Team developing a programme to support 850 people (2019, 382) in the Borders. An supported 153 (2019, 197) people into young people who require non-clinical interim evaluation of the service employment through a range of support for commencement later in demonstrates the positive impact on the programmes including Employ-Able 2020. majority of people who are referred Service, supporting veterans with enabling them to establish more control mental health problems throughout

and manage their distress effectively. In Scotland; Fair Start Scotland and addition the service was expanded to Individual Placement Support (IPS: an support 16 – 17 year olds. As part of the evidence-based model to support team involved in delivery we were people to achieve mainstream delighted that the programme received employment). During the course of the the Care for Mental Health Award at the year NHS Greater Glasgow and Clyde Scottish Health Awards in November expanded the contract to deliver IPS. 2019. In April 2020, the First Minister

announced the expansion and further development of the DBI programme to support the national response to coronavirus. STRATEGIC REPORT 13

SAMH had 36 services registered with the isolated; Providing help and information if Over the course of the year: Care Inspectorate and at the end of you have a mental health problem; 199 suicide interventions carried out August 2019, all SAMH services were Supporting your loved ones; and • by SAMH staff. classed as Low in relation to the Care introduced a blog covering information Inspectorate’s Risk Assessment score; on real-life experiences. Within the first • 96 staff trained in suicide prevention. with: month we recorded 30,000 unique 779 people participated in mental visitors. • • 93% of our housing support services health awareness and suicide operating at ‘good’ or above versus prevention training. 89% nationally. Suicide Prevention We are now within the second year of our • 93% of our care at home services Every day we work to prevent suicide and 3-year commissioned PhD Research operating at ‘good’ or above versus to support those affected and we ‘Towards an Enhanced Response to 84% nationally. continue to invest in funding new Suicide Risk in Men’ in conjunction with research, training and information Professor Rory O’Connor, of the Suicide SAMH had no incidents during the year provision on suicide prevention. Prevention Behavioural Lab at the which triggered its Duty of Candour. University of Glasgow. Analysis of the We launched our Suicide Prevention qualitative data (based on in-depth Strategy which outlines 6 priority areas interviews with men who have experience Information for our work in Scotland: of suicide) is still being undertaken but Following a considerable period of review, Launch a toolkit for every school, some early conclusions reported include we took the decision to significantly • workplace and community affected by challenges around traditional masculinity, invest in our Information Service and as suicide. difficulty in asking for help and stigma part of our strategic partnership with associated with poor mental health and Mind we have commissioned them to Increase our resource to deliver a suite • suicide. deliver our Information Service as part of of suicide intervention training across an outsourced provider agreement with Scotland. With men in their middle years being an Connect Assist. This arrangement will identified target audience, we hosted a Develop our work on a 14 day provide people with an enhanced offering • summer internship which mapped men’s therapeutic service for people in including increased capacity, extended mental health and suicide prevention distress. operating times and greater quality groups across Scotland and found that assurance. The reprovisioned service • Create an exemplar local suicide groups were: most often borne out of launched in December 2019 and active prevention programme through personal experience or tragedy; locality promotion of the service began in April. increased knowledge, understanding driven and connected; received little or Over the course of the year we and support tailored to the local no funding; and existed for a limited time. responded to and supported 4,360 environment. We invited representatives from a people (2019, 3,651). number of groups to share information, Informed by people who have been • experiences and good practice with a 18,034 people (2019, 11,387) completed affected by suicide, produce a view to considering next steps. our Well-being Assessment Tool and our refreshed suite of information Information resources were accessed resources. 22,469 (2019, 20,121) times this year. • Bring together organisations working on On 18 March 2020 we launched a new men’s mental health to collaborate and Coronavirus and Mental Health and share good practice. Wellbeing Information web hub based

around 3 clear key messages of: Protecting your mental health while STRATEGIC REPORT 14

We continue to be a proactive member of Stigma and Covering a broad spectrum of issues, we the Scottish Government’s National continued to pursue a progressive Suicide Prevention Leadership Group discrimination: we agenda to achieve significant and lasting (NSPLG), represented by our Chief believe that no-one with outcomes for people with mental health Executive, and during this year have been mental health problems or problems or mental illness. leading on 3 key areas of the delivery implementation plan: mental illness should face Influence and Change Lived Experience Panel (LEP): with or experience stigma or • We engaged with MPs and MSPs in partners we were commissioned to discrimination and we are • relation to: lead and facilitate the group. Activity committed to working to during the year included a public • Universal Credit: following the launch in September 2019, undertaking reduce the level of General Election in December 2019, a significant recruitment exercise discrimination we wrote to all Scottish MPs to ask which garnered over 100 applicants experienced by people for help in changing Universal Credit. and developing an induction and We created an animation on social engagement plan for members of the with mental health media, voiced by a volunteer who panel. Now established, the LEP is problems or mental illness. had been affected by Universal continuing to provide input and Credit. Four MPs subsequently guidance to the work of the NSPLG. visited SAMH services and we held meetings with a further three to Action 3 – Public Awareness and • discuss the issue. Campaigns: during the year we engaged specialists to carry out • Guide to Mental Health: in stakeholder and audience testing in partnership with Samaritans, relation to brand and campaign Support in Mind and the Royal development and are due to launch the College of Psychiatrists we brand during 2020. developed a guide to mental health information pack which was sent to Action 7 – Engagement with At Risk • all Scotland’s MSPs. Groups: we developed an engagement proposal and timeline and • Awareness raising: we facilitated commissioned the Academic Advisory visits for 7 MSPs and one MP to Group (which supports the NSPLG) to demonstrate the work of our undertake a literature review to inform services in their constituency. the wider engagement exercise with Our tenth Scottish Parliamentary groups and audiences considered ‘At • reception took place in May 2019 with Risk / Hardest to Hear’. over 130 attendees including MSPs, SAMH service users and supporters coming together to celebrate the benefits of physical activity in protecting mental health. STRATEGIC REPORT 15

• We updated SAMH‘s Views on social • We successfully campaigned on: Consultations care charging and suicide prevention, We contributed to a range of Phasing out non-residential social issued a new SAMH View on human • consultations issued by governments and care charging by the end of the next rights and undertook work on key decision-makers: Scottish Parliament. The developing our view on Seeking government has announced its Scottish Government: Treatment for Depression. • intention to remove the charge • Improving Disability Assistance in • We were appointed as secretariat to which means people will no longer Scotland: we continued to argue for the Scottish Parliament’s Cross-Party have to make a financial contribution mental health to be central in Group on Mental Health. to the social care they receive. Scotland’s new social security system. • Over a thousand people responded to • Extending the timescales for people our survey and 17 people participated challenging a decision on their • Pandemic influenza and mental in two public consultation events to disability benefit in relation to the health legislation: we expressed help inform the of our SAMH manifesto new social security system being set concern about possible limitations which will be produced ahead of the up in Scotland. to people’s rights without proper Scottish Parliament election in 2021. scrutiny and clarity. • We kept up our campaigning on the • The results of an annual MSP Survey issue of children and young people • Scottish Government/COSLA: showed SAMH was considered the being rejected from Child and ‘Public Health Scotland’: we argued most effective charity with 98% of Adolescent Mental Health Services. for a sustained focus on suicide respondents viewing us as effective or Based on the evidence we submitted, prevention. very effective. the Scottish Government has Scottish Parliament: promised to introduce 2 new services • Health and Sport Committee for young people (a new mental • Inquiries: Campaigns and Resources wellbeing service for young people and • We launched: a new crisis service). − Social prescribing of physical activity and sport, calling for the ‘Decisions were made about me not We called for clearer timescales for • • Scottish Government to make with me’, informed by the meeting the recommendations exercise referral schemes experiences of 281 people seeking outlined in the Audit of Rejected available nationwide to continue treatment and support for Referrals to Child and Adolescent its support for Action 31 of the depression. The research highlights Mental Health Services (CAMHS) – Mental Health Strategy 2017-27. that approximately 50% of those previously accepted by the Scottish surveyed had not been referred for Government; and specifically for the − Future of primary care, highlighting psychological therapy, with a similar development and implementation of the importance of patient choice number not offered treatment and the community mental wellbeing problems and of involving people support options. Barriers to service for 5 – 24 year olds. with lived experience in the design accessing treatment and support and delivery of services, as well as

included waiting lists for calling for expansion of the Link psychological therapies, lack of Worker programme and increased services, short GP appointments and sustainable investment in mental the symptoms of depression itself. health that is proportionate to population need. • ‘Testing Times’ focusing on exam anxiety and encouraging young people facing exams to discuss their emotional wellbeing openly with peers and adults. STRATEGIC REPORT 16

− Social Security Committee’s • General Teaching Council for • Workplace – A See Me in Work peer Benefit Take-up inquiry, welcoming Scotland’s consultation on its network was established for the leads the legal duty on the Scottish Professional Code and Standards. We in organisations working through the Government to promote benefit called for mental health to be explicitly programme to provide them with an take-up and calling for the highlighted in the Code and Standards opportunity to learn from each other application and assessment and not to be subsumed in wellbeing. and talk through any challenges they processes of disability benefits to face (engaging with 28 employers, better support people with mental 27,774 employees with 266 completing See Me and Respectme health problems. workplace e-learning). SAMH is the lead managing partner for • Education and Skills Committee on See Me and Respectme, the Scottish • Health and Social Care – There has school-based counselling, asking the Government’s anti-stigma and been a strong focus on the creation of Committee to explore whether levels discrimination and anti-bullying resources specifically for health and of deprivation should influence programmes respectively. social care settings. These have been funding for counselling in a particular developed with lived experience voices See Me is funded by the Scottish area. We also shared our learning at the core, to reduce stigma through Government and Comic Relief with a from visits to Northern Ireland and social contact with an equal power focus on ending mental health stigma Wales, where school-based balance. and discrimination. The Mental Health counselling is more advanced. Foundation Scotland, our partner, has • Campaigns and Communications - See • SCORSS’s (Scottish Campaign on recently completed the final part of the Me won the Empowering Children and Rights to Social Security) submission to Three Year Evaluation Reports4 Young People Award for FeelsFM at the the Scottish Commission on Social demonstrating the impact that the digital health and care awards. Time to Security, which is considering programme has achieved across key Talk Day 2020 was again very regulations on Disability Assistance for areas: successful and this year See Me more Children and Young People. We than doubled the number of Social Movement – Supporting the highlighted the need for eligibility • organisations who ran events on the growth of the social movement in criteria to be fully inclusive of young day. diverse ways, new Community people with mental health problems. Champions have been trained through • Education and Young People – • UK Government’s consultation ‘Online partnership organisations, providing Continuation of the roll-out of a local Harms’: we contributed to a response more people with lived experience with authority approach in North Ayrshire from the National Suicide Prevention the tools and confidence to challenge and Lanarkshire, engaging with 17 Leadership Group suggesting that mental health stigma and schools, 35,014 pupils with 122 staff directing people to sources of support discrimination, with a local support and 449 pupils trained in Scottish is equally as important as removing network. We launched The Journey of Mental Health First Aid. harmful content. the Social Movement to highlight the Respectme is Scotland’s Anti-bullying incredible journeys that members of Independent Review into Forensic programme, funded by the Scottish • the social movement have been on to Mental Health Services, using the Government and managed by SAMH in challenge this stigma and experiences of our service managers partnership with LGBT Youth Scotland. discrimination. to shape a response calling for better communication with services supporting people who are referred through a forensic route.

4 See Me | Three Year Evaluation Reports 2016-2019 STRATEGIC REPORT 17

To inform future directions and positions • Development of new training resources During the year the organisation was two exercises were concluded this year; working with: represented on/contributed to the the first was a training review to examine work of: Education Scotland to develop a and support redevelopment of the • training resource on autism and current respectme training for bullying. Early this year two Minister for Mental Health / Scottish professionals. The second was a • successful pilot sessions were held Government’s Mental Health Delivery stakeholder consultation to understand with Education Scotland staff and Board which had oversight of and their current focus and priorities relating parents of children with autism. influence into the implementation of to anti-bullying and respectme’s role in the Scottish Government’s National providing effective leadership and Scottish Prison Service leading to the • Mental Health Strategy. support. development of their ‘Think Twice’ anti-bullying strategy; this included Children and Young People’s Mental A refreshed set of strategic aims and • delivering a radio broadcast across Health and Wellbeing Programme outcomes was agreed to underpin a the prison estate; an extensive Board. repositioned respectme including: training programme for officers; and effective policy into practice; reaching Disability and Carers Benefits Expert a workbook for offenders to help • beyond the traditional spheres of Advisory Group, which advises Scottish them reflect upon and change their influence; and a greater emphasis on co- Government on introducing new negative behaviours. It is envisaged design with young people. Some of the devolved social security payments. that this nationwide initiative will key highlights during the year included: result in a production of artworks to • Scottish Government’s Student Mental • The launch of the ‘Change Starts with be displayed within different local Health and Well Being Working Group. Us’ campaign aimed at informing and settings and within the SPS Scottish Government’s Mental Health supporting youth-led anti-bullying headquarters in Edinburgh. • Working Group on School Staff activity through the development of a Training. series of resources (including lesson plans) for primary and secondary age • National Union of Students (NUS) Think children. There were 9,000 unique Positive Project. visitors to the CSWU mini-site, with Mental Welfare Commission’s Advisory 4,628 downloads. • Committee. A series of “Campaign Café” events • Centre for Mental Health and Capacity involving pupils from twelve schools • Law’s Advisory Board for the Mental gathering at Coatbridge High School to Health Tribunal Project. share learning and discuss their anti- bullying plans for the school year • Scottish Government National Suicide ahead. Prevention Leadership Group. • The launch of the ‘Think Before You • Children and Young People’s Mental Type’ campaign led by respectme in Health Taskforce. conjunction with NSPCC, Angus Council and all 8 secondary schools in the region. A Youth Advisory Group was created (with pupil representation from each secondary school) to develop recommendations to inform the Council’s new Anti-Bullying Policy. STRATEGIC REPORT 18

Equality, Diversity and Human Rights

We engaged with the Scottish We welcome recruitment applications Government and other stakeholders on from anyone interested in working for the changes to mental health and social SAMH, and encourage applications from care legislation as a result of the people with a disability, people from an coronavirus outbreak. Following our calls ethnic minority background or people for greater oversight of the emergency who have experience of mental health mental health legislation, which would problems. We are an accredited lead to substantial restrictions on ‘Disability Confident Employer’ and individual rights if triggered, SAMH is now guarantee that applicants who declare on represented on a Scrutiny Group led by their application form that they have a the Mental Welfare Commission. We will disability, and who meet the essential continue to raise concerns about the criteria for the post, will be invited to mechanisms for triggering and revoking attend for an interview. It is SAMH’s policy the emergency legislation with Scottish wherever practicable to retain people in Government. We are also working with employment through reasonable the Scottish Government to produce adjustments. Our managers are trained guidance about the changes for people and supported by our experienced subject to the Act. Human Resources team to ensure compliance with legislation and best SAMH is committed to promoting an practice people management. understanding of equality, diversity and human rights throughout the organisation During the year we were proud that SAMH and strives to ensure that no one became an accredited Living Wage experiences discrimination in their Employer and has a clear policy of paying engagement with SAMH. employees equally for the same or equivalent work. We have a robust and We strive to be an organisation that is transparent approach to recruitment, truly representative of all sections of appointing candidates based on society and is dedicated to ensuring the performance and competence, health and wellbeing of all employees and regardless of any protected service users. Our latest staff survey characteristic. We published our 2019 provided us with an up-to-date diversity Gender Pay Gap report in line with profile noting that 64% of respondents regulations. The Gender Pay Gap for 2019 declared a past or present mental health was -0.91% (median) and 4% (mean), problem and through a previous survey, significantly lower than national averages. 9% of respondents declared a disability.

STRATEGIC REPORT 19

Employee Engagement

At SAMH people are our greatest We remain committed to ensuring a During the year, key initiatives ambassadors and through their positive culture around physical and included: dedication, skills, compassion and mental health for all staff utilising a range • Implementation of a one-year pay resilience we are proud to provide of approaches, such as: leadership settlement of 3% following negotiation recovery focused support and help to commitment and regular with the recognised union. increasing numbers of people across communications, supportive policies and Introduction of a new: Scotland. Our employment practices practice, early intervention and support • align to the Fair Work Convention during sickness and regular supervision, • Initiative to support staff with self- Framework and subscribe to the belief confidential employee assistance care: with staff receiving 2 paid that fair work is work that offers effective programme, counselling and wellbeing days per year. voice, opportunity, security, fulfilment occupational health; and training for all Learning Management System and respect; that balances the rights and staff on mental health and suicide • providing access to over 100 online responsibilities of employers and workers prevention. courses and resources to support and that can generate benefits for ongoing professional and personal individuals, organisations and society. development. Our Organisational and People Engagement with staff through: Development Framework sets out • internal priorities across six themes: • Talent and Strengths review of the organisational design and resourcing, workforce was completed by 162 reward and recognition, workforce staff (27%), to understand areas of development, engagement and culture, strength and development and enabling systems and processes, and inform strategic plans. change leadership. • Wellbeing Survey with 262 staff As part of engagement and culture, our (48%) responding providing new wellbeing framework, Our Wellbeing feedback on current support Matters, sets out three overall aims: structures, and what else we could do as an employer. 1. Prioritise employee wellbeing and mental health as a strategic • Face to face staff forum across the objective. country, with a spotlight on SAMH developments and staff wellbeing 2. Be the best employer we can be for with 94 staff participating. mental health and wellbeing at work practices in Scotland. We continued to hold regular positive and productive meetings with our recognised 3. Enable happy, healthy and union, Unite the Union, on many staff productive workplaces, where we matters including quarterly health and can be ourselves and thrive at work. safety reviews.

STRATEGIC REPORT 20

Supporters

A huge note of thanks goes to our donors, the staff team aims to raise £160,000. supporters, and fundraisers - without We secured the support of Edinburgh their help and generosity we could not Children’s Hospital Charity this year to provide our much needed charitable fund a pilot programme with a local NHS services. Every penny donated adds up to Lothian CAMHS team. Young people in greater support for people with mental the CAMHS system were offered LLTTF health problems at a time when demand sessions to support their mental health for our services is greater than ever. We and wellbeing. can’t thank you enough. So many partners and organisations have supported Scotland’s mental health this SAMH’s Ambassador Sir Chris Hoy year, our thanks to everyone including: We marked the 10th Anniversary of Sir The National Lottery, Movember Chris Hoy as SAMH’s Ambassador with an Foundation, Barcapel Foundation, RBS; inspirational and celebratory evening The Weir Group; TechnologyOne and Jo hosted by Sir Chris and supported by our Malone, London. corporate partners helping us to raise £55,000. As Sir Chris’ nominated charity, SAMH received £17,900 when he Community Fundraising participated in the television programme Our heartfelt thanks to everyone who Catchphrase. took the time to do something amazing for Scotland’s mental health this year. So many of you support our work for very Funding Partnerships personal reasons, we’re here to support We are extremely grateful to all of our you and your fundraising. There are so funding partners for their on-going many highlights across the year, but here support for our work. We have highlighted are a few to mention: the following: • Back for its third year SAMH Stomp saw In partnership with Mind and Inspire, we 664 supporters climbing the stairs of secured a 3 year UK-wide partnership Murrayfield stadium in our unique stair with The Co-operative. All the funds climbing challenge, raising £158,120. raised in Scotland will stay in Scotland to Runs, walks and challenge events were support our work. We believe that this is a • again popular with our biggest ever tremendous opportunity to connect with teams taking part in Kiltwalks and the people in communities across Scotland Edinburgh Marathon Festival. Across about the importance of mental health these two events almost 400 and wellbeing. Funds raised will support a supporters raised over £110,000. new community resilience programme. Raising funds online is gaining in Our two year partnership with Morgan • popularity, during the year we launched Stanley, Glasgow office kicked-off this Facebook fundraising which saw 710 year with staff fundraising for one of our people raising funds to mark their Connect pilot programmes supporting birthday celebrations. key moments of transition for children and young people. Over the partnership STRATEGIC REPORT 21

Financial Review and Results for the Year

In turning attention to financial matters of Key financial results: was valued at £5,150,000 with the 5 the organisation the Trustees believe that The following results reference to notes investments floors valued at £4,150,000. the results for the SAMH Group reflect and pages of the full SAMH Group Report This resulted in an unrealised gain on the continued strong financial and Financial Statements which can be valuation of £576,884; gain of £660,953 performance of the organisation whilst accessed at samh.org.uk. Group income was recognised in prior years due to continuing to invest in mental health at £19,321,163 (2019 £18,928,500) has restatement for FRS102 and an promotion, campaigning and services for increased by 2.1% on the previous year. unrealised loss on valuation of £84,069 in people. The group surplus for the year is year to 31 March 2020. £1,174,992 (2019 £1,436,136). The result There is a net loss on the investment comprises increases in unrestricted portfolios managed by Barclays and funds of £1,138,377 and increases in Brewin Dolphin of £115,665 and £90,979 restricted funds of £36,615. Notes 15 and respectively. These unrealised losses are 16, pages 45 - 49 provide further a result of the significant fall in global information on restricted and markets in the final quarter of 2019/20. unrestricted funds respectively. The latest available position is set out in At £17,855,458 (2019 £17,648,564) Note 3 Events after the reporting period. expenditure has increased by 1.2%. (Page 38). Fundraised income in total in the year Cash held remains strong at £4,931,938 was £3,211,440 (2019 £3,105,822); (2019 £5,825,662), in addition £2,007,070 £2,066,152 from Donations and Legacies (2019 £3,000,000) is invested in (2019 £1,779,378) and £1,145,288 (2019 maturing fixed-term deposits with Bank £1,236,444) from Trusts and Foundations of Scotland. within income from Charitable Activities There are restricted reserves of in the SOFA. Donations have increased by £1,037,762 of which £879,404 is 14.3% and Legacies received in the year restricted by the funder for a specified amounted to £130,119 (2019 £85,425). purpose and will be spent in future years. In June 2019 the organisation purchased The remaining £158,358 was received for the 3 remaining floors of Hayweight the purchase of capital equipment. House in Edinburgh an investment of Depreciation on these assets will be £2,914,069. Of the 6 floors, one floor is charged to this fund in accordance with occupied by the organisation, it the depreciation policy. continues to be classified as a tangible Further to the emergence of Covid-19 in asset and will be depreciated over the early March 2020, an extensive review remaining useful life. Due to the changes has been undertaken to ensure that the in FRS102, effective from 1 January 2019, organisation will remain a going concern the 5 floors not used directly in the for at least one year from the date of business have been classified as signing (Note 1 pages 34 - 37). Investment Property for accounting purposes. The investment property will be valued regularly and recognised but unrealised gains or losses declared in the SOFA each year. Unrealised gains will be held in the designated Revaluation Reserve. At 31 March 2020 the building STRATEGIC REPORT 22

Reserves policy Principal funding sources Investment policy The Trustees understand the importance As in prior years the principal funding In accordance with the Articles of of balancing the requirements of the source for the organisation is the Association, the Trustees have the power organisation’s operations against holding provision of social care contracts with to invest in such stocks, shares, funds in reserve. In recognition of this local authorities at £11.5 million (2019 investments and property as they see fit. they have an established a policy £11.3 million); with £7.8 million (2019 £7.6 Our policy is to invest in a number of whereby they consider it appropriate to million) coming from other sources. ethical based funds with the aim of hold funds in free reserves. In response to (Further information on funding sources maximising capital growth. SAMH has the coronavirus pandemic the Trustees is detailed in Note 4, page 38 and Note 15, engaged Barclays Investment Solutions agreed, at its meeting on 28 May 2020, to pages 45 - 47). Ltd and Brewin Dolphin to manage the increase the number of weeks operating investment funds. costs from 16 to 21 weeks. At the current level of expenditure we have 21 weeks Supplier payment policy In early 2020, further to the emergence of (2019 16 weeks) unrestricted and The organisation works hard to ensure Covid-19, there has been a general undesignated reserve cover; this is in line supplier payments are made regularly downturn in financial markets which has with the revised policy. The going concern and on time. Many payments are made by impacted the valuation of the assets held exercise demonstrated that, in the event direct debit or standing order, with the by the Charity. This impact will change of the ‘plausible’ worst-case scenario remainder being paid by BACS or cheque. daily, but at 03 August 2020, the most conditions being applied, the organisation Suppliers are encouraged to submit recent valuation available to the Charity, would still hold £2.5 million unrestricted details to allow electronic payment to be the value of assets held had increased by reserves in the form of cash or liquid made. approximately 12% since the balance investments (Note 1 pages 34-37). sheet date. BACS payments are made fortnightly. The Additional information on each of the average time taken to pay suppliers is 31 The valuation of our portfolio on 31 March reserve funds can be found in the notes days after the date of the invoice (2019 31 2020 was £1,859,735 (2019 £2,066,379), to the financial statements (Notes 15 and days). a decrease of £206,644 on last year’s 16, pages 45 - 49). reported valuation. The cost of managing the portfolio was £5,254 (2019 £3,475). STRATEGIC REPORT 23

Principal risks and uncertainties The Trustees identify the major risks to which the group is exposed and establish controls and actions to mitigate them. Risk assessments and risk registers are in place and subject to regular review and monitoring by the Executive Team, Audit and Risk Committee and Trustee Board. In relation to coronavirus in particular SAMH introduced a specific risk management response and updated its risk register accordingly. In addition to regular meetings at Trustee and Executive level the organisation established a Coronavirus Planning Group and there was an additional meeting of Trustee Board (16 April 2020) to specifically consider the organisation’s response to the coronavirus pandemic and financial and fundraising impact assessments. Trustee Board is satisfied that the major risks have been identified and processes for addressing these have been put in place.

IN RESPONSE TO CORONAVIRUS: KEY RISKS IDENTIFIED AND ACTIONS

Principal Risk Primary Mitigation

Organisation is not able to The organisation adapted quickly in responding to the coronavirus outbreak. Our operate effectively during main priority was to ensure the safety and wellbeing of our staff and the people the Coronavirus pandemic. we support. We developed a risk register response to coronavirus identifying major risks (as noted) taking decisive action and putting in place appropriate Staff become infected with measures. We initiated our business continuity planning (ensuring critical Coronavirus (Covid-19) and functions were delivered effectively); established a Coronavirus Planning Group; wellbeing suffers when adopted the use of telephone and digital technology, where appropriate, to continuing to work in face to ensure we continued to deliver support to people; maintained delivery of face services or face-to-face support where necessary, for example, in our care home and care Coronavirus (Covid-19) at home services ensuring updated infection control procedures implemented outbreak in Care Home. following updated guidance from Health Protection Scotland and social distancing and self-isolation requirements observed for staff and service users; Failure to meet duty of care facilitated the majority of our staff to work from home; and we set-up a new to service users or people coronavirus information hub on our website. who engage with us. We undertook assessments in areas of Finance, Fundraising, HR and Service Reputational risk from Users to identify and address specific issues/concerns; determine impact and providing inaccurate or put in place mitigating actions. inappropriate information in relation to Coronavirus Specific communications issued between scheduled meetings and an (Covid-19). additional meeting of Trustee Board focussing specifically on Coronavirus and the organisation’s response and on-going work.

We will continue to work hard to understand how we can positively respond to the challenges present as a result of the coronavirus pandemic; and how best we can assist and enable people to alleviate the negative impact on their mental health and wellbeing. STRATEGIC REPORT 24

Organisation

Organisation is not aligned During the year the organisation carried out an assessment to mitigate against or able to respond to the uncertainty surrounding Brexit (covering Operational, Financial and People); significant change in the and carried out testing on its Business Continuity Planning ahead of the external environment. ‘lockdown’ phase. Regular meetings of Trustees and Executive Team ensuring Trustees have oversight of risks. There was no impact on Trustee Board and Audit and Risk Committee meetings pre-March 2020. All scheduled meetings of Trustee Board and Audit and Risk Committee post 31 March 2020 were held using digital platform.

Continue to assess and adjust the risk register response plan in relation to coronavirus.

Finance

Significant loss of income Systems for strategic financial planning, budgeting and financial performance (e.g. through a loss of monitoring in place. The reserves and cash management policies protect the contracts, changes to organisation against impact of loss of income in the short-term and affording a commissioning and funding reasonable period of time to implement mitigation strategies. frameworks and loss of voluntary income). During the coronavirus emergency finance and fundraising impact assessments will be reviewed at least monthly.

People

Failure to meet duty of care The organisation’s employment practices are in-line with Scottish Government to staff/service users. Fair Work Framework; with a wide-range of policies and procedures in place covering practice. Staff have an enhanced benefits package and the organisation undertakes regular monitoring of HR statistics (benchmarked against industry standards). The organisation produces annual SAMH People and Gender Pay Gap Reports.

The organisation has an established range of policies and procedures in place for the safeguarding of service users.

Safeguarding and Regulatory

Harm from significant The organisation has a Safeguarding Framework in place with Named Leads for breach in regulation (e.g. Children and Young People, Adults; Organisational Lead for Duty of Candour; and data protection, has a Data Protection Officer, Complaints Officer and Internal Audit Team. Law safeguarding, Health and at Work is SAMH’s competent person for Health and Safety and appropriate H&S Safety) policies and risk management framework is in place. Regular meetings and review of health and safety arrangements are undertaken by Internal Management of Health and Safety Group, and Health and Safety Partnership (involving Union Representatives) and a schedule of audits conducted by LAW take place throughout the year. STRATEGIC REPORT 25

Structure, governance and management

SAMH is a company limited by guarantee Trustee Board Trustee recruitment and registered in Scotland No SC082340, The Trustees of the charity, who are also development governed by its Articles of Association, Directors for company purposes, are The Articles of Association allow Trustees and has obtained permission from the appointed to the Board through a to serve two 3-year terms. At the Annual Registrar of Companies to omit the word nomination process as detailed in the General Meeting in 2019, 3 Trustees ‘limited’ from the company name. The Articles of Association. The maximum retired from Trustee Board having Association has been recognised by the number of Trustees is 14 (minimum 9) served-out their two terms. Following a Office of Scottish Charity Regulator with the opportunity for a further 2 co- robust recruitment process, 4 individuals (OSCR) as a Scottish charity, number SC options. Trustees may serve a maximum were elected to Trustee Board. 008897. of 2 terms (a term being 3 years). During An induction programme was put in place the course of the financial year to 31 to enable new Trustees to acquire a March 2020, Trustee Board held 5 general greater working knowledge and meetings; planning sessions and an understanding of the organisation. Annual General Meeting (none of which Trustees participated in a development were affected by the coronavirus and events programme and all Trustees pandemic). Post March 2020 all proactively participated in an annual scheduled meetings took place using a development meeting with the Chair. digital platform (which is permitted within the Articles of Association). Specific Outlined below are all those who, having communications were issued between been elected and approved at an Annual scheduled meetings and an additional General Meeting of the Association, meeting of Trustee Board was held served in the year ended 31 March 2020 focusing specifically on the organisation’s and up until the signing of these financial response to the coronavirus pandemic statements: and financial and fundraising impact Chris Creegan assessments. Anthony Dick1 The ‘Reserved Matters for Trustee Board’ Jane Ferguson1, 2 identifies areas of responsibility and Barry Gardner2 authority that Trustee Board will retain Catriona Headley1 and levels of authority that can be Elizabeth Humphreys1, 3 delegated to the Chief Executive and Professor Bob Hunter Executive Directors. The Reserved Jack Law2 Matters are structured into 5 key areas: Shona Littlejohn3 Stephen Martin1 Corporate Governance • Graeme McAlister • Strategy and Management Rev Stuart MacQuarrie3 Alexandra Wright3 • Financial Reporting and Controls 1 Member of SAMH’s Audit and Risk Committee Internal Controls and Risk Management • 2 Retired August 2019 • Financial and Contractual Authority 3 Elected August 2019 There have been no resignations or appointments from the date of the financial statements. STRATEGIC REPORT 26

Sub-Committees Management the decision to pause the launch of our There are 2 sub-committees of the Under the governance of the Trustee new strategy, the work to deliver our Trustee Board: each sub-committee Board and leadership of the Chief priorities continues. operates in accordance with its terms of Executive Officer and Executive Team, During the year, in addition to the reference and reports directly to the the organisation is structured to support leadership of the Executive Team, the Trustee Board. the delivery of its objectives. The Chair next level of senior management has and Chief Executive meet on a monthly been established through the creation of basis to review key developments. Key the Strategy Planning Group which Chair’s Sub-Group management personnel during the year: encompasses 9 Senior Managers. This It is the responsibility of the Chair’s Sub- Chief Executive, Director of Corporate group works to develop creative Group to provide a governance response Services, Executive Director of Delivery responses and plans for the future to Executive Team in exceptional and Strategic Development, Director of strategy. circumstances or emergency situations; External Affairs. and to review the performance of the A high level review of the structure of the In accordance with the organisation’s Chief Executive and Executive Team. Delivery and Development team has process the Chief Executive and been undertaken with two Assistant Executive Directors undergo an annual Directors confirmed in post and a appraisal, conducted by the Chair and Audit and Risk Committee restructure exercise of the next level of Chief Executive respectively. The Chair’s This Committee was set-up to review the management is being undertaken. Sub-Group reviews the overall effectiveness of risk management and performance of the Executive Team internal control systems, and to ensure annually and reports to the Trustee the organisation complies with financial Board. The remuneration of the Chief Investments reporting requirements, Charity and Executive is set by the Trustee Board and The charity has investments in wholly Company Law and other legislation and reviewed periodically. The salaries for owned subsidiary companies, SAMH regulatory requirements. During the Executive Team and Senior Management Services (Scotland) Limited, Mental course of the year Trustee Board Team are set in accordance with SAMH’s Health Scotland Limited (dormant) and received and approved the annual report standard remuneration process. AMHA (dormant). SAMH is the ultimate setting-out the work of Audit and Risk and direct parent of all 3 entities. Committee and Internal Audit, The roles and responsibilities of the Chief demonstrating that the Committee had Executive and Director of Corporate effectively carried out its duties and Services/Company Secretary Plans for future periods obligations in line with its Terms of encompass SAMH and its subsidiary On 16 April 2020, SAMH’s Trustee Board Reference. companies. In addition the Chief took the decision to extend the deadline Executive and the Director of Corporate Audit and Risk Committee engaged with for finalising the organisation’s new Services/Company Secretary are the statutory auditors; considered the strategy. The decision was taken in light of Directors of SAMH Services (Scotland) Letter of Representation and Auditor’s the coronavirus pandemic to enable the Limited and Mental Health Scotland Report; reviewed and submitted the organisation to take time to reflect and Limited (dormant). Annual Report and Financial Statements incorporate learning (for example to Trustee Board with recommendation 2019-20 has seen the organisation work findings from research in partnership for approval. to achieve the objectives set out in the with University of Glasgow and third of our three years of transitional Samaritans); to understand more on how business plans in order to develop our best we can respond to the needs of new organisational strategy with the people on a day to day basis and those majority of our plans delivered whose mental health has been throughout the year. Whilst we have taken particularly affected by Covid-19. STRATEGIC REPORT 27

However strategic development work is Suicide Prevention Leadership Group statutory duty to provide their services. continuing in the period and it is specifically the Lived Experience Panel; There have been no changes to existing anticipated the new three year plan will engagement with at risk groups and contracts on this basis, and limited be signed off by Trustee Board late 2020 launch of the brand and associated impact on the forecast cashflow of the / early 2021. campaigns. Charity through to the period up to 12 months from the approval of these It was agreed that the organisation would Distress Brief Intervention: meet the • financial statements. The Trustees have continue to deliver against the business delivery requirements of Phase 1 and 2 introduced a specific risk management continuity plan and transition the of the Scottish Government’s response and updated its risk register organisation out of ‘lockdown’; progress expansion of the programme. accordingly; established a Coronavirus the priority areas identified for the Wellbeing agenda: deliver the Planning Group in addition to regular current year within the existing business • expansion of ‘The Changing Room’; meetings of Trustee Board and Executive plan; and continue to gather evidence, undertake a review of our enhanced Team; and held an additional meeting of evaluations, data and stakeholder Information Service and develop and Trustee Board to consider the impact analysis with a view to finalising the deliver our Workplace Wellbeing and will continue to monitor the situation strategy by the end of the year. programme. and react as required. Specific priorities identified: • Influence and Change: based on our The organisation continues to engage stakeholder engagement, develop our with its commissioners, funders, donors, Continue to build robust proposals and • manifesto for the upcoming Scottish supporters and trusts and foundations in business cases for continuation and Parliamentary elections. relation to grants and fundraising. We will expansion of successful programmes monitor financial and fundraising impact and projects; aligned to our strategic Deliver year 2 priorities Organisational • assessments on an ongoing basis; take goals and strategic income pipeline. and People Development Framework, appropriate action as required; and specifically: introducing a new Conclude research, involving over explore new and developing funding • integrated HR and Payroll system, 3,000 people, to find out about the opportunities. digital strategy and implementation of impact of coronavirus on their mental findings through the workplace Taking a prudent approach management health and wellbeing, in partnership wellbeing. has revised financial plans and cashflow with the University of Glasgow and forecast for the period to 30 September Samaritans. 2021, covering at least 12 months from Children and Young People: we will the approval of the financial statements. • Going concern assessment evaluate current programmes, for We prepared a detailed fundraising The Financial Statements have been example the Personal and Social impact assessment and stress-tested all prepared on a going concern basis. The Health Education lesson plans and our aspects of income and cash to ensure results for the year show a surplus of therapeutic pilot model to inform next the organisation would have adequate £1,174,992 for the Group, a decrease from steps/new programmes. cash reserves through a ‘plausible’ worst- 2018/19 largely related to the provision case scenario. • Suicide Prevention: we will seek to for onerous framework contracts. deliver against the objectives within our The impact of the emergence of Covid-19 suicide prevention strategy launched in early 2020 to date has not had a during the year; conclude our 3-year significant impact on the operating PhD research; and we will work to activities of SAMH. The Charity’s key publish a review of academic research operations remain ongoing, its underlying relating to suicide and men. We will services remain required and most of its continue to engage and contribute to contracts are with local authorities which, the Scottish Government’s National regardless of financial challenges, have a STRATEGIC REPORT 28

Key assumptions applied through to the • Utilise a contingency amount of Disclosure of information to auditor end of the going concern period, £345,000 included within the cash flow So far as each person who was a director included: forecast for the period on any at the date of approving this report is additional unplanned expenditure. aware, there is no relevant audit Surpluses on activities historically • information, being information needed by obtained would not be achieved going Undertake a cost savings exercise, • the auditor in connection with preparing forward. focusing on costs which are not its report, of which the auditor is unaware. directly related to the delivery of No further ad hoc donations would be Having made enquiries of fellow Trustees, • contracts and are more discretionary received that had not already been each director has taken all the steps that in nature, or related to operations receipted in the year. he/she is obliged to take as a director in which may be subject to reduced levels order to make himself/herself aware of All payments received on account held of activity going forward in the current • any relevant audit information and to as creditors at 31 March 2020 would be circumstances. establish that the auditor is aware of that repaid. The mitigating actions outlined above information. • All provisions held on the balance would provide additional headroom to sheet at 31 March 2020 would have to the Charity of £845,000 should it be be settled in full. required. The charity would also seek to Auditor undertake a cost savings exercise, A resolution to re-appoint Ernst & Young Restricted reserves would be utilised or • focusing on costs which are not directly LLP as the company’s auditor will be put repaid only for the purposes for which related to the delivery of contracts and to the forthcoming Annual General they were intended. are more discretionary in nature, or Meeting. The outcome of this exercise related to operations which may be In their capacity as Directors of SAMH, demonstrated that, in the event of the subject to reduced levels of activity going Trustees approve the above Strategic ‘plausible’ worst-case scenario forward in the current circumstances, Report incorporating the Trustees’ conditions outlined above, through to the however the potential level of savings Report. end of the going concern period the have not been quantified at this stage. organisation would still hold £2.5 million In addition, the organisation would have unrestricted reserves in the form of cash the further option of securing additional Chris Creegan or liquid investments. This is before credit and loans against properties Chair applying any identified mitigating actions valued at £6.9 million. The Trustees 4 August 2020 to reduce losses as they may occur therefore believe that, whilst recognising through to September 2021. Mitigating the uncertainty around the developing actions available to the organisation and volatile situation surrounding the include: impact of Covid-19, the financial outlook • Defer planned but as yet uncommitted through to at least 12 months from the expenditure included within the approval of these financial statements is cashflow forecasting outlined above. manageable as outlined above. £500,000 has been budgeted for Accordingly, these financial statements future development expenditure but are prepared on a going concern basis. has not been committed to at this point and is available to provide additional headroom if necessary. STRATEGIC REPORT 29

SAMH is the Scottish Association for Mental Health. Scottish Charity No. SC008897

Registered Office: Brunswick House 51 Wilson Street Glasgow G1 1UZ

SAMH is a company limited by guarantee registered in Scotland No 82340.