Over the years the work of Crisis has changed from focusing on rough sleeping to providing solutions that help homeless people rebuild their lives. As well as campaigning, it provides services to help people develop self-confidence and skills.
Total income: £6.2m. This is down from £8.8m in 2002/03, which included a one-off donation from the DG Charitable Trust of £3.6m.
Highest salary: Chief executive Shaks Ghosh was paid £60,000-£69,999.
Reserves policy: On average, Crisis aims to hold reserves equivalent to 30 per cent of annual spending, although this sum fluctuates during the year because of the seasonal pattern of income and spending.
Fundraising costs: The charity spent £1.1m on fundraising and publicity, and its donated income was £5m. This equates to 22p for every £1 raised.
This was higher than the previous year, when the underlying ratio was 18 per cent.
Pension: Crisis operates a defined contribution group personal pension scheme.
How performance is communicated: The annual report is largely free of jargon and describes in some detail the charity's projects. The annual review gives human interest examples of Crisis work. There is little analysis of outcomes or impacts, however. There is also a lot of information on the website, crisis.org.uk.
The charity says: Last year we benefited from a generous donation and, excluding that, our income for this year has grown by £1.1m. This growth is due to a number of factors, including legacy income, reviewing gift aid collection processes, a recovery in trust income and new statutory funding sources.
During the year we began to invest in fundraising, following a number of years of falling fundraising costs. This year saw two face-to-face campaigns and additional corporate and trust working.