SAFE NEW FUTURES (REGISTERED NUMBER: 4189876) ANNUAL REPORTS AND UNAUDITED ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024
NEW FUTURES Safe New Futures Annual report April 2023 - March 2024 The Trustees present their report and accounts for the year ended 31 March 2024. The Trustees are also appointed as directors of the incorporated charity. Charity number: 1088357 Company registration number: 4189876 Directors / trustees., J Richards Chair (appointed 23 March 20221 D Muir, Deputy Chair (appointed 7 June 2022) S Dafnias (appointed 26 April 20221 P Silvester (appointed 26 April 20221 C Mur8 (appointed 18 September 2023) Company Secretary.. P Sllvester Principal / registered address.. Arena Business Centre, Threefield House, Threefield Lane, Southampton, S014 3LP Independent examiners., Knight Goodhead Limited 7 Bournemouth Road Chandlerfs Ford, Eastleigh S053 3DA Bankers: Lloyds TSB 63 London Road Southampton S015 2US Objectlves: l. To relieve poverty for the public benefit, primarily through tralnlng and support of unemployed people facing multiple barriers to work includin8 mental health conditions such as anxiety and depre55ion. 2. To advance education for the public benefit by delivering group trainin8 and individual coaching to develop individual capabilitie5 competences, ski Ils a nd understanding. 3. To advance citizenship and community development for the public benefit by training volunteers and voluntary sector organisation to deliver training programmes to communities in areas of multiple deprivation. Governing document The organi5ation is a charitable company limited by guarantee and not having a share capital, incorporated on 29 March 2001 and registered a5 a charity on 10 September 2001.
NEWFUTURES Safe New Futures Annual report April 2023 - March 2024 The company was established under a Memorandum of Association, which established the objects and powers of the charitable company and 15 governed under its Articles of Association. In the event of the company being wound up, members are required to contribute an amount not exceeding £1. Recrultment and appointment of trustees The Article5 of Association has established a policy that trustees undertake the role of company director5 to manage the business of the charity by means of regular trustee meetings. The organisation seeks to attract a board of trustees, which collectively demonstrates a diversity of experience and skills and to this end individua15 Wlth requisite capabilities are approached to offer themselves for election to the board. Existin8 trustees are subject to retirement by rotation but can be re-appointed if the position they have vacated has not been filled. Trustee induction and tralnlng Most trustees are already familiar with the practical work of the charity, havin8 been encouraged to attend the community-based courses run for the benefit of participants. New trustees are Issued with an information pack includlng a Trustee Board Mandate, Trustee Board member role definition, a job description, Memorandum and Article5 of Association, annual accounts, previous minutes and an Introduction to Safe New Future5 to understand their legal obligations and familiarise themselves Wlth the organisation and the context in which it operates. Risk management Policie5 and procedures have been put in place to ensure compliance in the following: Organisational - includ ing health & safety and equality & diversity. Client contact - including safegua rding, confidentiality and com plaints. Staffing - includ ing grievance, d isciplinary, recruitment and appraisal. A quality management approach has been implemented to ensure conslstent quality of delivery for all operational aspects. Quality is achieved by design, in terms of the course manual and prescribed pro8ramme, plus the training of new facilitators. There is an audit and inspection system which includes monitoring the learning outcomes, ob5eniing the quality of the teaching, and evaluating the management of the learning. Organlsational structure The Board of Trustees meet a minimum of four times per annum and are responsible for the strategic direction and policy of the charity. The Chief Executive Officer also attends the trustee meetings but has no voting rights. A scheme of delegation is in place and day-to-day responsibility for the provision of services rests with the chief executive officer. Needs analysis. Society is facing epidem ic levels of emotional and behavioural difficulties. Post pandemic, this need has spiralled with 16-29-year-old5 twice as likely to be chronically lonely than over 705, and it affects their mental hea Ith and leve15 of anxiety in particular.
NEW FUTURES Safe New Futures Annual report April 2023 - March 2024 Southampton, Portsmouth City Council and Hampshire County Councils reported in October 2023, that 25% of school age children in Hampshire were not attending school which is very much a post- pandemic trend and clearly this plays out in children's ability to attend or engage with post school education or training. Hampshire group of colleges at the same time said that 50% of students were on the Mental Health at risk register and are on reduced timetables or struggling to en8age. This of course will have a knock- on effect on their financial independence and ability to contribute to the economic health of the country. The solutlon Underlying the* issues are core beliefs including feelings of worthlessness, no hope of change, no sense of purpose, and lack of belonging. These beliefs must be addressed to overcome people's barriers. Change in thinking leads to change in behaviour. The New Futures course has been specially designed for this. It is a vocational Cognitive Behavioural Therapy ICBT) based course. Vocational elements include identifying strengths, contribution, goal setting and intrinsic motivation. CBT elements include overcoming barriers, healthy thinking and being empowered. The course elements include relatedness, group work and being treated with dignity. The new Futures programmes result in a significant increase in self-efficacy, confidence and resilience which is the key to long term change of behaviour. Contents The Story of our project this year and how we have involved the communlty.... ...................,,........, Overview.................................................... ... ...................,.......,...,...................... ........................... Embracing change and growth: 2023124 in review..... ...................................................................... New staff and team dynamics.................................................... Face-to-face programmes return.......... NHS Youth Funding............................ Financial health and fundin8.................... Mental health focus................................................... Future outlook...................................................,,.,. Overarching Organisational Aim". Delivery Activity Outputs:............................................................................. Training programme effectiveness. Positive progressions: Case Studies.. NLCF Core Funding Benefit.................................... Organisatlonal Aim l- Grow and manage the tradlng arm so that the charity is less rellant on Grant Maklng Trusts for income:..................................................................................... Choices Training and Development Ltd. ............... .10 .10
NEWFUTURES Safe New Futures Annual report Aprll 2023 - March 2024 Organlsatlonal Alm 2- Ensure a broad and balanced portfolio of funding sources to support the charlty.......................................................................................................,,......................................11 Adult Programme Funding................................. Youth Programme Funding. Funding sources (April 2023- March 20241..........................................,.......................................12 Organisational Aim 3 - Dlverslfy the referral stream to ensure a balanced partner base.............12 Expanding the referral base:............................................................. .12 Surrey Heath partnership.... Marketing Overhaul............................................................ .11 .11 .13 .13 Branding and website redevelopment:................................................... Organisational Aim 4- Research and Development. To ensure robust and adequate research projects Into all ourareas of development and growth..............................,..................................14 .13 Overview:......................................... .........................................,......,..,,...........,...,.......................14 Conclusion.......................................................... .14 Research project two - the effect of the pandemlc on youn8 people and speclflcally the efflcacy of our online pro8rammes...............................................................................................................15 Rlsks.......................................................................................... .16 Sustainability. .16 Reliance on Grant funding. Effective training delivery . Potential risk areas:..,.......................................................................................................................17 .16 .16 Keeping in touch with our beneficiaries. Safeguarding People at risk........................ .17 .17 .17 Environment........,,......... .18 Digital progression Golden Threads.............................................................................................................................18 .18 Premises:........................ .18 Finance .19
NEW FUTURES Safe New Futures Annual report April 2023- March 2024 The Story of our project this year and how we have involved the community. Overview Embracing change and growth: 2023/24 in review The past year has been a blend of challenges and significant achievements, a testament to our resilience and commitment. Guided by our mission to help vulnerable and marginalised young people and adults find new ways forward in their lives, we've navigated the complexities of supporting them into meaningful education, training, and employment opportunities with agility and determination. This year's journey has not only been about reaching targets but also about growing as a community, learning from our experiences, and setting new benchmarks for the future. New staff and team dynamics The addition of new team members has been a highlight of the year. We've seen an influx of talent, bringing diverse skills and fresh ideas. Integrating these new members into our existing team was a journey marked by mutual learning and adaptatlon. In 2023, we've welcomed the following stsff members: In September we appointed a new Operations Manager to continue our face-to-face work increasing our referral base and working closely with the CEO in managing both the training team and the office staff. Recognising the crucial role of effective communication in enrolment rates, we recruited free-lance Marketing Manager. She has been streamlining all our emails, and communications, and has hugely increased our social media presence to enable us to attract and engage young people. Tasked with refining our pre-course communication strategy, her goal is to ensure our messages resonate authentically and motivate potential attendees. Three new trainers. They are engaging well with our very anxious youngsters, most of whom won't even turn on thelr cameras, especially at the beginning. We are also pleased to have taken on a business apprentice. Our new colleagues have become integral to our operations, contributing significantly to our projects and bringing new energy to the workplace. Face-to-face programmes return A significant milestone last year was the revitalisation of our face-to-face programmes. After a prolonged period of virtual engagement due to the pandemic, October/November marked a return to in-person training, beginning in Havant. This shift not only represented a return to our roots but also a step forward in directly reconnecting with the communities we Serve. NHS Youth Funding We are thrilled to have secured funding for six youth courses via an NHS contract. This initiative is particularly close to our hearts, as it targets young individuals who are often the most impacted by
NEW FUTURES Safe New Futures Annual report April 2023 - March 2024 mental health challenges and societal pressures. Our goal is to provide these young people with a safe, supportive, and interactive environment where they can learn, grow, and find new pathways to success. Financial health and funding Financially, the year has been one of stability and growth. We've successfully diversified our funding sources, securing grants and donations from various new funders. This financial diversification has been crucial in allowing us to expand our reach and scale up our initiatives, enabling us to deliver our first face-to-face programme in Havant since the pandemic. We also implemented new financial management practices to Optimise our resource allocation, ensuring that every pound is spent effectively. The transparency and accountability in our fi'nancial operations have strengthened the trust of our stakeholders and funders, setting a solid foundation for future growth. Mental health focus The mental health of our community, especially the youth, has been a priority area this year. In response to the growing challenges in this area, we've developed and implemented a range of initiatives aimed at providing support and resources. We were thrllled to run a series of successful webinars, "Mlndful Mondays.. Empowering managers to champion mental wellness in the workplace for Choices Training & Development, They were aimed at line managers in small to medium businesses to equip them with practical tools to support their team's mental health and build resilience withln the team. The webinars were very well received, and we are looking forward to running further events in 2024. Our commitment to addressing mental health challenges remains steadfast, and we plan to further enhance these initiatives in the coming year. Future outlook As we look back on a year of substantial growth and learning, we are filled with gratitude for the collective efforts of our team, partners, and community. Looking ahead, we are excited about the possibilities and opportunitles that lie before us. We remain dedicated to our mission and are committed to continuing our journey of making a positive impact. The future is bright, and we are ready to embrace it with open arms. Overarching Organisational Aim: To free people from the things that are holding them back such as anxiety, depresslon, low confidence, poor 5elf-e5teem and lack of motivation to discover thelr motivated abilities and obtain the skills they need to move into a financially independent future. Our online group Cognitive Behavioural Therapy (GCBTI programmes continue to radically change participants thinking and also their subsequent behavioural patterns with many participants undergoing life changing transformation5 as a result. Delivery Activity outputs: Target: The organisation will support over 200 beneficiaries a year. From April 2023 - March 2024, Safe New Futures has delivered,, 1. 417 pre-course motivational inteniiews (Booked PCCS)
NEW FUTURES Safe New Futures Annual report April 2023 - March 2024 2. 16 self-development training courses. leach course is 2 days per week over a 5-week period) 3. 135 rounds of post-course follow-up support. 4. 206 beneficiaries finished the course. See the detailed breakdown below. No. of courses Pre-course intsrviews Flnlshed partlcbpants 16 417 206 Adults New Futures {NLCF/ Henry Smith) 253 Youth New Futures (Quilter Foundation, MoneyBarn, HS, NHS) 164 128 78 Training programme effectiveness Our trainin8 programmes have always been a cornerstone of Safe New Futures, and we have continued to see improvements in people's lives. Despite a slight dip compared to the previous year, the past year has shown promising outcomes in various Psychological measures: Between April 23 to March 24, we have continued to see improvements in people's lives as detailed below: Psychological Measure Greater self-esteem April 23- March 24 79% April 22- Mar 23 82% Improving in confidence Job search goals Less depressed Less anxious 80% 92% 79% 88Yo 70% 77% 73% 76% The aftermath of the Coronavirus pandemic has escalated mental health issues across the UK, leading to increased anxiety, social isolation, and barriers to reintegration into society. Safe New Futures adapted by transitioning to an online format, making our services more accessible and supporting individuals more distanced from the labour market. A Concerning statistic from Hampshire colleges showed that in Ortober 2023 that 50% of students are on the at risk register for mental health. Safe New Futures has prioritised addressing thi5 by aiding young people in improving their mental health and overcoming barriers. Karen's story 15 a testament to the effectiveness of the program. Struggling with job rejections and lacking feedback, Karen found the 5NF workshops transformative. The course helped her identify her strengths, combat unhealthy thinking, and gain practical skills. Thi5 newfound self-efficacy led to her acceptance into NHS Professionals, Patient Care Services training, a significant step forward in her career. Despite high unemployment rates and limited training opportunities, 63% of participants made significant progress towards training, volunteer work, or employment over the past year. This success is attributed to effective community partnerships, updated employability support, and a focus on holistic development.
NEW FUTURES Safe New Futures Annual report April 2023 - March 2024 Our new post-course 12-week Pathways programmes ensure ongoing peer support and a focus on comprehensive goal setting, including personal and health objective5. This holistic approach is vital for participants to move forward in their journeys toward employment and personal fulfilment. Some comments from our recent participants include". -Keep an open mind. Don't be afraid to shore your experiences if you want to, everyone isfriendly ond non-judgemental. Let this course be the starting point of something important. You will learn skills you can reflect on for months or even yeors to come, with the booklet to look bock on and remind you of the skills. There are so many exercises that can be used in daily life.- A,19 "Don't be ofraid to share whot you're thinking even if it seems obvious. The course wa5 le55 daunting than I thought it would be. The way it is broken up makes it easy tofollow through."_ 8, 21 Positive progressions: We continue to see positive progressions of 59% into Employment, Education, Training and Work Experience. Our aim with the introduction of the Pathways programme is to reduce the number of unknowns and keep closer track of people's pro8ression once they move on from the five-week course. Working Work Experience 17 Trainin8 Course Signed Off Sick Education Unemployed Not known 28 io 11 29 29% 17% io% 11% 0% 30% Case Studies". R {19) September 2023 course. l only had a vague idea of what I wanted to do moving forwardfrom over 2 yeors of struggling with depression after getting kicked out of college due to my mental health with no support. The sessions were much more casual than you would expectfrom an online course, and everything was very interoctive ond participant lead. The content was extremely helpfulfor introspection, and I made afewfriends during the sessions. who I have continued to speak to afterwords. Having a set structure in rny lifefor even a couple of weeks was so helpful in getting back on track with life and taking core of myself. It wos the kick that I needed to advocote for myself and start my adult lifr in a positive way. Thonks to the course'sfocus on strengths, goals and skills I committed to a job choice and completed a course which has guaranteed me on interviewfor the p051tion I want. I have this interview coming up soon, and l am confident thot I will do well. I would not have mode the effort ond pushed myselfforward if I hadn't had the support and guidance that this course offers even ofter ending through their Pathwoys progrom and just having the physicol copy of oll the work we did. I have taken on a much healthier lifestyle, l om learning to drive, l am setting goals for myself in the next year with this new job and becoming independent. l am very groteful to have been given the chance to change myselffor the better.
NEWFUTURES Safe New Futures Annual report Aprll 2023 - March 2024 This course is perfectfor a stress free but impoctful look into your own wellbeing and worth. It will help you understand what you need to work on, what you con already do and improve your mindset overall. B {24) January 2024 course Before storting the course, I was stuck in loops, doing nothing and letting the days breeze post. I was trying to keep myself going by staying comfortoble and entertained instead of working on things. The course was very good, Gnd it wos good to be do something to improve on my mental state. Ifelt excited and hopeful. I saw progress early on- feeling better about myself andfelt hopeful to go further with it. The positive vibe5 helped to kick start more positive thinking. It Was a nice change from a cycle of doing nothing. 15torted to believe it could work. Now I'm looking for coreer opportunities (in Media or l. T) and om looking to start driving. I'm looking for a place to move to. I'm doing more than l used to and have incre05ed motivation. I have become more intr05pective and realise it's okay to feel bad and to teach myself to think more positively. l used to have false positivity, now it's more notural. Ifound it most useful when we were left to think/reflect ourselves- that's when I really duo deep. I needed a push as my biggest issue Is starting things, NLCF Core Funding Benefit The National Lottery Core funding has given the charity vital ability to develop its infrastructure and develop its outreach capacity. The CEO has been freed up to participate in a total of 122 external meetin85 (equating to 195 hours in total) this past year to represent Safe New Futures. Of these 80 were developing Safe New Futures funding, profile and growth139 online and 41 in person), 22 meetings were in pursuit of the corporate contacts and development18 online and 14 in person) and 20118 online and 2 in person) were developin8 research projects around our existing provision and potential future markets. These meetings have resulted in developlng a Care leavers programme wlth HIWCF and a LGBTQ+ programme with Hampshire & Isle of Wight Integrated Care Board, as well as bringing on board local influencers like Peter Taylor, a partner in a local firm of solicitors, Paris Sm ith. The core funding a150 freed the CEO to engage in personal management development and has been invited to be part of Peer2Peer board Lyndhurst as a funded place. The Peer2Peer board gives Nina the opportunity to engage with local business leaders and promote both Safe New Futures and the tradin8 arm, Choices Training & Development. In addition, we have been busy re-engaging with Southampton city and Hampshire County councils and brought on board new youth referrers.
NEWFUTURES Safe New Futures Annual report April 2023- March 2024 Organisational Aim l- Grow and manage the trading arm so that the charity is less reliant on Grant Making Trusts for income: Choices Training and Development Ltd. -or The Choices www.choicestrainiLn Luk website has been completely overhauled by Ann-marie Reacord. The website highlights our Transforming Mindsets programme helping companies to investing in their staff and drive engagement, culture and efficiency. The following three issues are those that we feel are most pertinent point of pain where we can provide useful interventions and we hope that companies will see that also. l. Overcomlng disengagement ond loneliness In the workplace.. alarming insights, revealing that one in five workers experience loneliness daily, affecting their well-being and productivity. With only Il% of the UK workforce feeling truly engaged, how we can implement actionable solution5. 2. Fostering a sense of belonging and connertlon amongst hybrld team& Strategies for leaders to foster a sense of belonging and connection among dispersed or remote teams, combating isolation and loneliness. Drawing from his experience as a mentor and advisor, he will provide actionable strate8ies and real-life examples of successful leadership practices that promote Positive and interconnected workplace. Addressing the challenges and opportunities that digital transformation presents to organisational culture and employee relationships. 3. Creoting engaqement omonqst Gen Z Business culture and its effect on employee experience Approaching, researching and executing culture change Supporting connection via workplace culture with relevance to Gen Z We are delighted to be working with a new partner: The Hampshlre and Isle of Wight Integrated Care Board (HIOW ICB) via an NHS contract to deliver 6 youth courses over the next two years. Thls contract is being invoiced through Choices Training and Development Ltd. The first invoice of £12,850 to HIOW ICB for the NHS contract has already been paid to Choices Training and Development and l(X)% of the profits will be passed on to the Charity. NHS l am particularly pleased that we have secured the NHS contract as it ties in very directly with our overall vision from seven years ago to go national specifically via the NHS. The specific goal wa5 articulated by our trustees, way back in January 2017: Hamp5hlre and Isle ol Wlght For as many people as p055ible to benefitfrom our unique and extraordinarily effertive Safe New Futures programmes through large scale, nationol and mainstream delivery, reconnecting people who have become105t with society, family, work, and their own potential. The programmes are offered to anyone irrespertive of age, background or location who have mild to moderate mental health or unemployment issues. 10
NEWFUTURES Safe New Futures Annual report Aprll 2023 - March 2024 The progrommes are run using on online blended learning model and we are looking to partner with public services, e.g., the NHS, DWP or Educational establishments. Please note that these goals were formulated pre-pandemlc when moving into an online learning model was a huge leap. It really was quite a visionary goal that some thought had no chance of success! Having started a partnership with the NHS, we will now look to fulfil those goals through partnerships with the DWP and educational establishment5, but one step at a time. Organisational Aim 2 - Ensure a broad and balanced portfolio of funding sources to support the charity. In our ongoing efforts to ensure a broad and balanced portfolio of funding sources, we actively pursue a variety of opportunities to secure financial support for Safe New Futures. Our dedicated team continually applies for funding from both longstanding and new sources. In addition to our established relationships with foundation trusts and government grants, we are expanding our reach by engaging with local community organisations such as Rotary Clubs, and forging partnerships with large businesses interested in adopting Safe New Futures as their corporate charity of the year. These initiatives are crucial for sustaining and enhancing our ability to deliver impactful programmes across ourcommunity. We continue to be grateful to the followin8 foundation trusts for thelr ongoing continuation funding for 2024-2025: l. the National Lottery Reaching Communities Fund towards governance, infrastructure and development. the Henry Smlth Charity (for three youth course and five adult courses per annum) 3. Moneybarn Foundation and the Hampshire and Isle of Wight Community Foundatlon (towards one youth course) 4. The Ford Community Foundatlon and the Hampshlre and Isle of Wlght Community Foundatlon towards one youth 5. The National Lottery Awards for All towards two youth courses. 6. The Edward Gostllng Foundation (EGF) for their endowment on trust for five years Below is a summary for the projected funding streams to 2024-2025 Adult Programme Funding a) the Henry Smlth Charlty (£60,000 towards the adult course) Youth Programme Funding al The Henry Smith Charity1£40,000 towards the youth course) b) The Hampshlre and Isle of Wight Integrated Care Board (HIOW ICB) vla an NHS contract- £38,550 cl The National Lottery Awards for All - £19,790 d) Moneybarn Foundation (£8,250 via HIWCF toward5 a youth course) Core funding: The National Lottery Reaching Communities Fund1£32,000 toward management costs) Other funding: The Edward Gostllng Foundation {EGF) - £IOO,000 endowment on trust for five years of which the interest at 5% per year are shown in the 2024-2025 budget. li
NEWFUTURES Safe New Futures Annual report April 2023- March 2024 We can use the income from the investment of the Edward Gostling Foundation endowment for our charitable activities Ispecifica Ily not for a free-lance fundraiser). It can also be used if our level of resenies falls beneath 3-months operating costs. On the fifth anniversary, we can Spend the amount to further our charitable objectives. In the meantime, we can use the interest, and in five years we can use the total amount if nece55ary. Funding sources (April 2023- March 20241 National Lottery Core Funding £204,026 over 3 years IIOO% over 4 years) Garfield Weston1£60,000 x 100% over 2 years) Henry Smith Foundation - post Covid Support Fund1£117,000 x 100% over 3 years) Moneybarn Social Impact Fund (H IWCFI1£24,750 x 100% p.a. for 3 yearsl The Henry Smith Improving Lives1£180,000 over 3 yearsl Quilter Foundation Continuation Grant1£24,475/2 x lOO%I Hampshire C.C., Local Solutions1£11890 x IOO%1 £12k actually received National Lottery Award5 for all Ford Britain Trust1£2,200 x lo%} Anton Jurgen Funds1£3,976 x 0%) re-apply next year Sir Jules Thorn CharStable Trust1£5,000 x 60%1 Winchester City Council, Project Grant Scheme Ford Communlty Foundation1£5,912 x IO%) HIWCF NHS IHIOW ICBI1£12,850 x lOOY.11 Portsmouth City Council1£4,500 x 5Y.I HIWCF Procure Plus (Hannah Cartyl1£2,000 x 80Yol Edward Gostling Ican't Spend for 5 year51 Other General Gift5 & Misc Bank interest received £33.925.00 £30,000.00 £39,400.00 £8.250.00 £60,000.00 £24,475.00 £12,000.00 £19,790.00 £1,900.00 £0.00 £2,500.00 £4,960.00 £5,912.00 £12,850.00 £4.500.00 £4,000.00 £ioo,000.00 £2,272.03 £1,291.03 Here is some recent feedback from HIWCF, one of our funders. It reflects the reason why we have been given consistent repeat funding from our funders over the past eight years. "Whot a brilliant report- you have included so much detail ond some great onolysis obout the woys in which you have improved the service (for example the pre-course holding/ warm-up communication). The rec7ch of services that you have as referral partners is impressive. I loved the case study at the end. It really shows how a myriad offactors can impact people's mental health and ability to work ond how your Service can provide support and insight at crucial times. Your project budget is fully on track- excellentl We are hoppyfor you to make SMGII adjustments between budget headings os you have been doing,. please continue to make these smoll odjustments yourselves, and if you need any more significont budget changes just drop us o line to disCUS5. Overoll, it seems that grantfunded work has had real impact." Organisational Aim 3 Diversify the referral stream to ensure a balanced partner base Expanding the referral base.. Diversify the referral stream to ensure a balanced partner base. Con501idate processes and structure to bed in expansion and address any gap5 in reach. 12
NEWFUTURES Safe New Futures Annual report Aprll 2023 - March 2024 We currently have 106 active referrers from 31 different or8anisations, who have sent us 561 referrals. As always, the Job Centre and Seetec Pluss continue to be our most active referrers, but we are pleased to see that Solent Mind, Itchen College, Social Prescribers, Southampton City Council, are becoming increasingly more active. We also continue to build on our expansion into Surrey as detailed below. Surrey Heath partnership Due to the significant number of young people not in education or employment, Safe New Futures has recognised the need to diversify our referral stream in surrey. Through continued engagement we have developed a new partnership with the NEET (16-18) Transition Education Participation team at Surrey County Council. This collaboration has demonstrated how our programme can positively impact NEET young people. Our referral process is now in operation. The ongoing collaboration with the Workshop Youth Careers Guidance Drop-in Centre in Surrey Heath continues and is demonstrating the effectiveness of our pro8ramme for young people (aged 16-25) across Surrey. We are actively participating in Job Centre events in Camberley and Woking. The partnership with The Guilford Fedcap is thriving, bringing ongoing benefits to both our organisations. Building strong relationships and staying engaged with events like these makes a difference In the success of partnerships. Due to the continued relationship Fedcap has even inquired about our participation in events at their Reading, Berkshire branch. Safe New Futures, consistent participation in Fedcap events ensures a steady flow of referrals and maintains continuity. Marketing Overhaul To help support the work of diversifying our referral stream, we have en8aged in a Marketing Overhaul as follows: Recognising the crucial role of effective communication in enrolment rates, a new marketing manager has been streamlining all our emails, and communications, and has hugely increased our social media presence to enable us to attract and engage young people. Tasked with refining our pre-course communication strategy, her goal is to ensure our messages resonate authentically and motivate potential attendees. Branding and website redevelopment.. Additionally, a revamp of our communications, online presentations, and attendance at over 33 youth hubs, employment, and wellbein8 events has resulted in seven new referrer5. In our pursuit to ref lect our m ission of facilitating transitions more accurately a nd to de-emphasise the word 'Safe', we have evolved our branding with a new logo featuring five dynamic 'swooshe5', symbolising the transformative journey our participants undertake toward5 employment, training, or volunteering. This rebranding, encompassing a fresh logo, distinct tone of voice for each key audience type (participant, funder, and referrer), website redesign, and marketing asset update, is a strategic move to elevate our charity's position, enhancing our appeal to potential funders and broadening our impact. The new logo and branding have been rolled out across all our communications and marketin8 collateral. Our website has been recently re-designed to incorporate the new branding and messaging. 13
NEWFUTURES Safe New Futures Annual report April 2023 - March 2024 Organisational Aim 4- Research and Development. To ensure robust and adequate research projects into all our areas of development and growth Our three research projects over the year have been: l. To examine the psychology of volunteering with older people and those signed off on long- term sick and specifically how the Safe New Futures programmes can enable greater involvement in community activities. We worked with four new partners to deliver the project, Community First, Havant Borough Council, Havant Library, the Pallant Centre. We are now developing a partnership with the University of Winchester working with Debra Gray, a Reader in Social Psychology at University of Winchester. 2. To examine the effect of the pandemlc on young people and how best we can adapt our programmes as a response.. Thi5 project wa5 carried out in partnership with the University of Southampton. New partnership5 as a result of this research, include Itchen College, Havant Youth Hub, The Lighthouse learning trust, YMCA mother and baby unlt, CAMHS and Fedcap. 3. To examine social medla influencers who promote a healthy awareness of mental health Issues, neurodiversity, ADHD, LGBTQ support for young people. Solent University have provided us with a social work student, who heading up th15 project Research project one - The psychology of volunteerlng. Overview: Safe New Futures recently conducted a face-to-face course in Havant, focused on improving wellbein8 and fostering community involvement among older and disabled people. This report outllnes the course's structure, adaptatlons, and outcomes, highlightlng Its Impact on the participants who completed the course (91. The three maln objectives of the course were to: Improve mental wellbeing. Reduce social isolation and loneliness. People become more engaged in the community or move into volunteering. Conclusion The basic premise of our New Futures programmes is that people learn how to use intrinsic motivators to move themselves forward into volunteering, work experience, training, education, employment, or self-employment. In the case of the cohort in Havant, we were able to move people into volunteering or community involvement due to our focus on intrinsic motivation which is particularly important when we are looking at moving people into activity that is not driven by external rewards or punishments. Intrinsic motivation has to come within the individual undertaking the activity for its inherent satisfaction. This is where our New Futures programmes can be so effective. Improving self-efficacy (enabling people to believe in themselves) fundamentally increases people's ability to move forward, It is the basic building block in our New Futures programmes. As Barbara on the Havant cohort said, "the New Futures course has got me living again. I've had to wake everything up to get going again and now want to be the best I can be." 14
NEW FUTURES Safe New Futures Annual report April 2023 - March 2024 Research project two - the effect of the pandemic on young people and specifically the efficacy of our online programmes. In the wake of the pandemic, a pressing social problem has emerged: mental health problems are getting worse at a younger age. In response, we've collaborated this past month, once again, with the Student Innovation Project team at the University of Southampton, a respected member of the Russell Group of research universities. This partnership aimed to conduct a comprehensive piece of research titled 'The Synergy of CBT and Vocational Training,. The insights ga ined from this study have been invaluable, particularly in understa nding the critical role of self-efficacy in students, willingness to engage in educational settings. The research illuminated the importance of enhancing self-efficacy in our programmes, especially for those students refusing to attend education due to mental health issues. Armed with these findings, we will be actively integrating the suggestions into our programmes to improve their effectiveness. This proactive approach not only enhances our existing methods but also ensures that we are adapting to the evolving needs of our young people. This strategic collaboration and the subsequent Implementation of research findings demonstrate our commitment to continuously evolve and strengthen our response to the mental health crisis among young people. We believe that these efforts will si8nificantly contribute to better outcomes for our participants, aligning with our mission to support and empower them in these challen8in8 times. Concluslon Combining vocational trainin8 Wlth cognitive behavloral therapy ICBTI has proved effective In addressing the mental health problems of the unemployed, as demonstrated by Safe New Futures (SNF). Thi5 approach has been successful in restorin8 confidence and assisting in the reinte8ration of individuals back into the community. In the context of the pandemic, Safe New Futures recognizes the escalating mental health problem5 among young people and is seeking to build on its success in addressing the mental health of young people. Adolescents affected by the social constraints of the pandemic underline the central role of Vocational Ed ucationa l Training in developing skills and forming a vocationa l identity, which is crucial for social inclusion and individual well-being. Safe New Futures programmes reverse negative thinking patterns and promote improved mental health and employability, through the synergy of vocational training, Cognitive Behaviour Therapy based strategies, and peer support. MovlnE forward: In response, we recognise that our programmes are ideally placed to reduce soclal isolation. Many of our programmes bring out the best in the group, harnessing the power of community, fostering an atmosphere of camaraderie and shared enthusiasm. 15
NEW FUTURES Safe New Futures Annual report April 2023 - March 2024 Sometimes a couple of standout participants will take the reins as leaders, fueling an ambiance of positivity that cascaded through the group. Ongoing support and engagement are provided by post- course WhatsApp groups, acting as a beacon of encouragement for one another as they embark on their employment journey post-course. Internal Research.. We continue to research our internal performance and make changes accordingly. In particular, we pay great attention to the various points where potential participants drop out of the process. In response we introduced a video of each facilitator talking through the course outline which is available to all candidates on a private YouTube channel. This has helped to improve retention rates. We have also introduced course agreements for those who get to the end of the process and wish to sign up, along with questions about carer responsibilities which might impact attendance, which ha5 helped retention rates also. Retentlon Rates: Referrals Booked Pre- Course Chat 417 Attended Pre- Course Chat 377 325 Adults New Futures 231 197 Youth New Futures 146 128 Enrolled Started Flnlshed 593 276 206 344 253 174 128 249 164 102 78 Risks Sustainabilitv A new operations manager has been recruited and workin8 full-time Since January 2024 alongslde a free-lance marketing manager who works approximately 2 days per week. This new senior leadership team means there is a diversity of strategic experience and expertise that we have not previously had. In addition, the operations manager 15 bein8 trained up as deputy CEO to ensure less reliance on the current CEO who has led the charity for the past 8.5 years without significant management support until now. Reliance on Grant funding We remain very reliant on grant funding however, we are very pleased that the new NHS contratt 15 a new source of income and we are prioritising the outcomes and documentation thereof with the aim of increasing that fundin8 source in coming years. Effective tra ini ng del ivery As we increase course numbers we are aware that too many participants on the course could impact the psychological improvements and outcomes and possibly facilitator motivation. However, We are mitigating these risks by: Monitoring and Evaluation forms filled in and discussed after each course. Weekly meetings held with facilitators to ascertain impact. Management constantly monitoring and discussing any issues arising. 16
NEWFUTURES Safe New Futures Annual report Aprll 2023- March 2024 Potential risk areas: Keeping in touch with our beneficiaries. Pothwoys progromme The CEO attends day one and day ten of the course pro8rammes. Her experience of attending so many "Day IO" of the courses to say hi! and find out how the course participants got on, she always felt the pain of the disappointment from participants, that the course was coming to an end was always something they articulated. To that end, we have spent the last 18 months developing six- month continuation Pathways workshops. Very excitingly, for our January course, we saw 100% of the youth course and 56% of the adults move on to Pathways. This not only help5 us keep track of the outcomes for our candidates but also ensures their ability to move on successfully into education, employment or training. Here are some comments from the Pathways group on 29 February. his is only my second Pathways session, but it's a really positive thing to be a part of. It's great to share things with people in a safe space with no judgement." T Pathways has become a part of my routine, and I know I can be myself a bit more during these sessions., E "Pathways is great to feel listened to, I was feeling isolated but attending the workshops wlth all the different people, makes me feel less isolated which I haven't felt for years." T This quote sent to us by one of our referrers exemplifies what so many of our course participants are saying. l am particularly heartened by the person's commitment to Pathways! "Please may ljust soy my deepest gratitudefor signing me up to the Safe New Futures Course. It was o complete lifelinefor me, ond literallyfelt like it soved my life. Currently studylnq the continuation Pathways course every Thursday, which is dlvlno deeper ond supportlng me moving fvrward. I recommend this course to anyone and everyone who is in need of support and something tofocus on, The facilitators are fabulous and understand you and empathise. They have also manoged to sign post me to receive support with my ADHD. So I really hope I con get cooching support.- Safeguarding Our safe8uardin8 officer Michael Johnston, together wlth the safeguarding panel and trustees, review our internal policies and procedures on an annual basls. All staff have regular in-house safeguarding training. The Safeguarding lead is trained to a level 4 and all the panel are trained to a level 3. All Facilitators and the Safeguarding panel have a certificate in suicide awareness training. All staff have had in-house PREVENT training. Safeguarding panel The Panel 15 headed by Sue Singh safeguarding who leads a monthly meeting to manage anv concerns and risk that are arising. The safeguarding lead meets with safeguarding trustee every three months or in the case of any issues arising. Termly trustee safeguarding reports are now processed to ensure due diligence, transparency and general awareness. People at risk All facilitators are trained and have access to the relevant signp05ting. A clear flowchart ensures that staff can swiftly and confidently deal with any concern regarding people at risk. To make signposting 17
NEWFUTURES Safe New Futures Annual report Aprll 2023 - March 2024 an easy process we have created a signposting page on the safe New Futures website so that access to any recourses for the candidates is easily accessible. Therefore, enabling an easy process for all concerns and risks of Safe New Futures candidates. Team Wellbeing We have introduced individual Wellness plans organised by our Wellbeing Co-ordinator who is also available to talk to anyone about any wellbeing issues. Environment Everyone is very environmentally aware. Staff regularly work from home, and we communicate via Team meetings, thereby reducing our carbon footprint. Our surveys are now carried out digitally using Surveymonkey rather than paper-based systems. All documents are kept in the cloud on a SharePoint System through Office 365. Documents are nearly always studied on screen, and we make regular use of the 'share' facility on Microsoft teams to explain reports rather than printing and reading hard copies. Digita I progression We continue to use Zoom to deliver our courses. Not only does thls allow us to access a wider pool of candidates, but facilities such as the annotate tool and breakout rooms allow for an innovative and engaging experience. We moved away from Surveymonkey to collect our psychological measure to Google forms, as they were more cost effective and easier to use. It still has the same effect of Streamlining the administrative process involved in collating and analysing all responses, but it a150 enables us to monitor and demonstrate the efficacy of our programmes. We continue to send out newsletters to referrers via Mailerlite. We received a grant of £1,900 From Ford Britain to purchase eight tablets to send out to our course participants and to buy a laptop able to cope with graphic packages. Golden Threads al 23 of last yearfs course partlclpants have been neurodivergent. As we expand and dlversify our referral partner5, we anticipate this percentage increasing. bl The fact that we are now online enables people with physical disabilities and underlying health conditions and those anxious about going outside, to access our support. c) The programmes are very interactive, with games and multiple ways to engage to ensure that those with learnin8 difficulties or literacy or numeracy issues can equally benefit from our programmes. dl The course enables people who have been stigmatised perhap5 because of sexual orientation, race, or beliefs to overcome the effects that has had on them and their core beliefs and move forward confidently. e} To support those who would otherwise face digital exclusion, we provide support with data C05t5, and can offer free laptop and tablet loans for the duration of the course. Premises.. We have moved office into the Arena Business Centre, Threefield House, Threefield Lane, Southampton, 5014 3LP on I" May which is much more suitable for corporate events and both internal and externa I meetings generally. 18
NEW FUTURES Safe New Futures Annual report April 2023 - March 2024 Finance Financial overvlew Income for 2024 wa5 £386,990, an increase of £63,017 on 2022 income of £323,97312023: an increase of £18,947 on 2022 income of £305,026) Total expenditure for the year decreased by £31,103 to £284,524 mainly due to a reduction in the number of staff (2023: increase of £7,988 to £315,627 compared to 2022 levels). The net surplus for the yearwas £102,466 {2023: £8,346 & 2022: deficit £2,612). This include5 £IOO,000 received from Edward Gostling Foundation which is to be held for 5 years, the interest earned thereon can be used for charitable purposes and capital only used in exceptional circumstances if the reserve5 fall below 3 months. Net assets were £179,12912023: £76,663 & 2022: £68,317) includin8 the £IOO,000 received from Edward Gostling Foundation. Prlnclpal fundlng sources The principal fundin8 sources are detailed in notes 2 and 10 to the accounts. Grant income Is from a variety of sources, the charity is not overly reliant on any one source. Reserves policy The trustee board continues to ensure that enough re5erve5 are held to ensure that all delivery commitments can be honoured. The deposit account ensures that restricted reserves are kept separate from the main charity funds. At the balance sheet date, the total reserves of the charity were £179,129 (2023: £76,663 & 2022: £68,317), of which £70,046 (2023." £67,721 & 2022: £27,335) represented unrestricted funds including £3,270 fixed assets12022: £7,230). Restricted funds were £109,083 including the £IOO,(J)O from Edward Gostling Foundatlon (2023: £8,942 & 2022: £40,982). 19
NEWFUTURES Safe New Futures Annual report April 2023 - March 2024 Responslblllties of the trustees The directors are responsible for preparing the Report of the Director5 and Trustees and the financial statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice {UK GAAPI. Company law requires the director5 to prepare the directors, report and accounts for each financial year that give a true and fair view of the state of affairs of the company and of the income and expenditure of the company for that period. In preparing those accounts the directors are required to: Select su itable accounting policies and then apply them consistently. Make judgements and estimates that are reasonable and prudent. Prepare the accounts on the going concern basis unless it is inappropriate to presume the company will continue in business. The directors are responsible for keepin8 proper accounting records that disclose with reasonable accuracy at any time the financial position of the company and to enable them to ensure that the account5 comply with the Companies Act 2(K)6. They are also responsible for safe8uarding the assets of the company and hence for taking reasonable steps for the prevention of fraud and other irregularities. So far as the directors are aware, there is no relevant audit inforrnation Ilnformation needed by the company's auditors in connection with preparing their report) of which the company's auditor5 are unaware. Each director had taken all the steps that he ought to have taken as a director in order to make himself aware of any relevant audit information and to establish that the company's auditors are aware of that information. Members of the board of trustees, who are directors for the purpose of company law and trustees for the purpose of charity law, who serve durlng the year are set out on page l. th Approved by the directors on 13 June 2024 (Board Meeting) and signed on their behalf by: Darren Mulr. Director 20
INDEPENDENT EXAMINER'S REPORTTO THE TRUSTEES ON THE UNAUDITED ACCOUNTS OF SAFE NEW FUTURES I report to the charitable company's trustees on my examination of the accounts of the charitable company for the year ended 31 March 2024, which are Set out on pages 22 to 33. Responslblllties and basis of report As the trustees of the charitable company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 20061'the 2006 Act,). Havin8 satisfied myself that the accounts of the charitable company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charitable company's accounts as carried out under section 145 of the Charities Act 2011 (the '2011 Act,). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145151{bl of the 2011 Act. Independent examlner's report I have completed my examination. I confirm that no matters have come to my attention in connection with the examination 8iving me cause to believe: accounting records were not kept in respect of the charitable company as required by section 386 of the 2006 Act; or the account5 do not accord with those accounting records; or the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a 'true and fair, view which is not matter considered as part of an independent examination; or the accounts have not been prepared in accordance with the methods and prlnclples of the Statement of Recommended Prattice for accounting and reporting by charities (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 102)). I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. C J Goodhead FCA Knight Goodhead Limited Chartered Accountants 7 Bournemouth Road Chandler's Ford, Eastlei8h Hampshire S053 3DA 21
SAFE NEW FUTURES {Company limited by guarantee and not having a share capital) STATEMENT OF FINANCIAL AcfiviTIES FOR THE YEAR ENDED 31 MARCH 2024 Ilncluding Income and Expenditure Account) Unrestricted funds Restricted funds Total 2024 Total 2023 Notes INCOME Donations and legacies Charitable activities Interest received 5,272 39,614 1,291 5,272 380,427 1,291 15,314 308,480 179 340,813 TOTAL INCOME 46.177 340,813 386,990 323,973 EXPENDITURE Charitable activities 38,312 246,212 284,524 315,627 TOTAL EXPENDITURE 38,312 246,212 284,524 315,627 NET INCOME FOR THE YEAR 7,865 94.601 102,466 8,346 TRANSFERS 15,5401 5,540 NET INCOME FOR THE YEAR AFTER TrANSFERS 2.325 100.141 102,466 8,346 FUNDS AT I APRIL 2023 67,721 8,942 76,663 68,317 FUNDS AT 31 MARCH 2024 70,046 109,083 179,129 76,663 All of the above results are derlved from continulng operations. There were no other recognised gains or losses other than those stated above. 22
SAFE NEW FUTURES {Company limited by guarantee and not having a share capital) PRIOR YEAR STATEMENT OF FINANCIAL AcfiviTIES Ilncluding Income and Expenditure Account) Unrestricted Restricted funds funds Total 2023 INCOME Donations and legacies Charitable activities Interest received 12,593 30,000 179 2,900 278,480 15,314 308,480 179 TOTAL INCOME 42.772 281,380 323.973 EXPENDITURE Charitable activities 11,523 304,104 315,627 TOTAL EXPENDITURE 11,523 304,104 315,627 NET INCOME / (EXPENDITURE) FOR THE YEAR 31,249 (22.724) 8.346 TRANSFERS 9,316 {9,316) NET INCOME / (EXPENDITURE) FOR THE YEAR AFTER TRANSFERS 40,565 (32,040) 8,346 FUNDS AT I APRIL 2022 27,335 40,982 68,317 FUNDS AT 31 MARCH 2023 67.900 8,942 76,663 All of the above results are derived from continuing operatlons. There were no other recognised gains or losses other than those stated above. 23
SAFE NEW FUTURES (Company limited by guarantee and not having a share capital) Company number: 4189876 BALANCE SHEET AT 31 MARCH 2024 Notes 2024 2023 FIXED ASSETS Investments Tangible assets 3,269 3,270 7,229 7,230 CURRENT ASSETS Debtors Cash at bank and in hand 119,113 128,227 247,340 6,610 153,982 160,592 CREDITORS: amounts falling due wlthin one year: (71,4811 191,159) NET CURRENT ASSETS 175,859 69,433 N ET ASSETS 179,129 76,663 FUNDS Unrestricted funds Restricted funds 10 io 70,046 109,083 67,721 8,942 TOTAL FUNDS 179,129 76,663 For the financial year ended 31 March 2024, the charitable company was entitled to exemption from audit under section 477 Companies Act 2006; and no notice has been deposited under section 476. The directors acknowledge their responsibilities for ensuring that the charitable company keeps accounting records, which comply with section 386, and preparing accounts, which give a true and fair view of the state of affairs of the charitable company as at the end of the year and of its net income or expenditure for the financial year, in accordance with the requirements of section 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating to accounts, so far as applicable to the charitable company. The accounts have been prepared in accordance with the provisions applicable to companles subject to the small companies, regime In Part 15 of the Companies Act 2006. Approved by the directors and signed on their behalf by: Director Dated: 24
SAFE NEW FUTURES (Company limited by guarantee and not having a share capital) NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 ACCOUNTING POLICIES {al Accounting convention The financial statements have been prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021, the Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with FRS 102 and the Companies Act 2006. The charitable company meets the definition of the public benefit entity under FRS 102. A55et5 and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accou nting policy note. The accounts have been prepared on the going concern basis. There are no material uncertaintie5 about the charitable company's ability to continue. (bl Incorne All income is included in the Statement of Financial Activities when the charitable company is entitled to the Income and the amount can be quantified with reasonable accuracy. The following speciflc policies are applied to particular cate8ories of income: Donations and legacies are received by way of grants, donations and gifts and a re included in full in the Statement of Financia l Activities when receivable. Grant5, when entitlement is not conditional on the delivery of a specific performance by the charitable company, are recognised when the charitsble company becomes unconditionally entitled to the grant. Income from charitable activities, including grants, when relating to performance and specific deliverable5, and service contracts, are accounted for as the charitable company earns the right to consideration by its performance. Investment income is included when receivable. (c) Expenditure Expenditure is recognised in the period in which it is incurred. It includes any VAT which cannot be fully recovered, and is reported as part of the expenditure to which it relates.. • Charitable expenditure comprises those costs incurred by the charitable company in the delivery of its activities a nd services for its beneficiaries. It includes both c05ts that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. All costs are al located between the expenditure categories of the Statement of Financial Activities on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly, others are apportioned between activities in line with their respective paid hours. 25
SAFE NEW FUTURES (Company limited by guarantee and not having a share capital) NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 (continued) ACCOUNTING POLICIES (continued) {dl Investments Fixed asset investments relate to share5 held in the charitable company's Subsidiary company, and are stated at cost. le) Tangible fixed assets Fixed assets are capitalised for ongoing use within the company. Depreciation is provided 50 as to write off the cost of the fixed assets, less their residual value, in equal annual instalments over the estimated useful lives of the assets, at the following rates: Computer and other equipment Website 33.3% stra ight line 25% straight line (fl Funds Restricted funds are to be used for specific purposes as laid down by the donor, Expenditure which meets these crlteria Is charged to the fund together with a fair allocation of management costs and overheads. Unrestricted funds are donations and other incoming resources receivable or generated and are available for use at the discretion of the trustees in furtherance of the general objectives of the charitable company. (g) Group accounts The charitable company is a parent company subject to the small companies regime. The charitable company and its subsidiary comprise a small group and is therefore not required to, and has not chosen to, prepare group accounts. (h) Financial instruments The charitable company only enters into basic financial instrument transactions that result in the recognition of financial assets a nd liabilities like trade and other debtor5, cash at ban k and creditors. These basic financia l instruments are measured and transaction price. Financia l assets and liabilitie5 classified as due within one year are not amortised. Pension5 Pensions are provided for staff by means of a defined contribution pension scheme to which the charitable company makes a contribution. Contributions in respect of these schemes are charged to the Statement of Financial Activities for the year in which they are payable to the scheme. Differences between contributions payable and contributions actually paid in the year are shown as either accruals or prepayments at the year end. 26
SAFE NEW FUTURES (Company limited by guarantee and not having a share capital) NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 (continued) INCOME FROM CHARITABLE ACTIVITIES Unrestricted funds Restrlcted funds Total 2024 Total 2023 Funding contracts and grants: Henry Smith Garfield Weston Foundation National Community Lottery Quilter Foundation Edward Gostling Operations National Lottery Awards for All Community Fund Nationa l Lottery Awa rds for All Prime Foundation Thomas Wall Foundation HIWCF - Solent Supportin8 Employment Henry Smith Improving Lives Youth Henry Smith Improvin8 Lives Adult HICWF Money Barn Social Impact Procure Plus Hants CC Havant Face to Face Course Winchester City Council Adult Courses Ford Britain IT equipment only HIWCF Ford Community Club (Towards youth) Portsmouth City Council The Edward Gostling Fund Management fee Choices courses Kick Start Grant 18,200 30,000 31,842 50,813 2,084 64,168 9,775 10,620 5,000 29,862 25,200 15,000 8,250 30,000 30,000 24,475 22,916 67,850 24,475 22,916 67,850 32,300 60,000 32,300 60,000 4,000 12,000 4,960 1,900 5,912 4,500 loo,000 4,000 12,000 4,960 1,900 5,912 4,500 100,000 9,614 9,614 7,666 TOTAL CHARITABLE ACTIVITIES 39,614 340,813 380,427 308,480 DONATION AND LEGACY INCOME Donations and legacies includes the following donations from institutions in excess of £2,000: 2024 2023 University of Southampton St James Place BPF Energy Sir Jule5 Thorn Charitable Trust Other donations 2,900 2,500 3,149 2,500 2,772 5,272 6,765 15,314 STAFF COSTS 2023 2022 Wages and salaries Social security costs Employers pension costs 145,761 7,088 10,540 163,389 194,891 7,910 5,046 207,847 27
SAFE NEW FUTURES (Company limited by guarantee and not having a share capital) NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 (continued) STAFF COSTS Icontinuedl The average number of Staff employed during the year was 712023: 101. No employee received emoluments of more than £60,000. No remuneration was paid to trustee5/directors during this or the previous year. During the year the cost of to the charitable company of employing key management personnel, including pension contributions, totalled £67,97712023: £63,464). No trustees were reimbursed for expenses during this year (2023: one trustee was reimbursed £326). EXPENDITURE Unrestrlcted funds Restrlcted funds Total 2024 Total 2023 Costs directly allocated to activities Direct staff costs (see note 4> Travel and subsistence Subcontractors Licences and subscriptions Choices manual costs Online courses 137,403 492 43,596 157 2,611 4,309 137,403 1,188 47,624 1,189 2,756 4,692 180,549 897 45,845 1,570 3,615 2,928 696 4,028 1,032 145 383 Support costs allocated to activities Indirect staff costs (see note 41 Subcontractors support Room hire Catering Training costs Depreciation Loss on dlsposa l of flxed assets Telephone Postage, printin8 a nd stationery Computer running costs Legal and professional fees Bookkeeping Accountancy Insurance Bank charges Sundry costs Licences a nd subscriptions Promotion, marketing and publicitv TOTAL EXPENDITURE 3,836 115 9,585 22,150 13,651 3,089 279 369 25,986 13,766 12,674 279 1,322 3,963 745 3,622 2,558 8,329 141 6,431 2,990 1,521 144 4,130 550 521 284 524 27,298 10,452 673 166 4,971 953 3,963 745 918 383 3,113 141 1,674 2,669 312 144 2,784 550 143 2,704 2,175 5,216 3,726 3,317 11,644 379 6,938 2,977 1,437 152 4,907 619 567 315 627 4,757 321 1,209 1,346 378 246 212 Support costs are apportioned in line with the income received from that source during the year, in so far as restricted fu nds are available. Included within accountancy above are amounts due to the independent examiners in respect of the independent examination work of £2,400 (2023: £2,400). 28
SAFE NEW FUTURES {Company limited by guarantee and not having a share capital) NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 (continued) INVESTMENTS Unlisted investments Investment in subsidiary at beginning and end of year On 16 November 2015 a subsidiary company, Choices Training & Development Limited Icompanv registration number 098734481 was established. Safe New Futures holds a £1 ordinary share in the subsidiary, representing 100% of the ordinary share capital. TANGIBLE FIXED ASSETS Computer & other equipment Webslte Total COST At beginning of year Additions 35,215 748 {4,375) 31,588 2,400 37,615 748 On disposal At end of year 14,375) 33,988 2,400 DEPRECIATION At beginning of year Charge for the year On disposal At end of year 27,986 3,963 13,6301 28,319 2,400 30,386 3,963 {3,630} 30,719 2,400 NET BOOK VALUE At end of year At beginning of year 3,269 7,229 3,269 7,229 DEBTORS 2024 2023 Other debtors Prepayments and accrued income Amounts due from subsidiary undertaking 542 730 117,841 119,113 656 5,954 6,610 29
SAFE NEW FUTURES (Company limited by guarantee and not having a share capital) NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 (continued) CREDITORS.. amounts falling due within one year 2024 2023 Other tax and social security Accruals and deferred income 2,776 68,705 71,481 3,490 87,669 91,159 10 a MOVEMENT IN FUNDS Balance at l April 2023 Income Expendlture Balance at 31 March 2024 Transfers Restrlcted funds Quilter Foundation National Lottery Communlty Fund National Lottery Teens Thomas Wall Foundation Henry Smith Improving Lives Youth Henry Smith Improving Lives Adult HICWF Money Barn Social Impact Edward Gostling Operations Procure Plus Hants CC Havant Face to Face Course Winchester City Council Adult Courses Ford 8rita in IT eq u ipment onlv HIWCF Ford Community Club (Towards youth) Portsmouth City Council The Edward Gostlin8 Fund 24,475 67,850 {24,4751 167,8501 14,5841 11,0001 135,2491 157,005) 16,661) 123,0021 2,442 1,000 2,142 32,300 60,000 2,949 2,995 5,500 1,161 86 22,916 4,000 12,000 4,960 1,900 4,000 112,0001 14,9601 {7981 1,102 5,912 {5,3301 582 4,500 loo,000 {4,0961 100,000 Total restricted f u nds 8,942 340,813 1246,2121 5,540 109,083 Unrestricted funds 67,721 46,177 138,3121 15,540) 70,046 Total funds 76,663 386,990 1284,5241 179,129 10 b SOURCE OF FUNDS Qullter Foundation Funding for youth courses aged 16-25 in the Solent Region. National Lottery Communlty Fund Funds an aged 18+ programme for the Southampton area matchfunded by Henry Smith Foundation. Natlonal Lottery Teens This Awards for All grant provides a contribution to the costs of three teens courses. 30
SAFE NEW FUTURES (Company limited by guarantee and not having a share capital) NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 (continued) 10 b SOURCE OF FUNDS {continuedl Thomas Wall Foundation Match funding of £5,000 for seven CBT-based programmes with vocational training for young people aged 18-25. The programme consists of a pre-motivational interview, an action packed five-week course {total of 50 hours), completion of a comprehensive personalised workbook, and p05t-course follow-up training. Henry Smlth Improvlng Llves- Youth £117,200 towards three years, running costs of a project providing mental wellbeing and employment training programmes for unemployed people insouthampton post Covid. Henry Smith Improving Lives- Aduft £180,000 towards three years, running costs of a project providing mental wellbeing and employment training programmes for unemployed people in Hampshire and Surrey. The Edward Gostling Foundation granted £25,000 of match funding towards this project (Edward Gostling Operations) in 2023. HIWCF Moneybarn Social Impact Strate8lc Fund Part funding for one youth programme per year for three years for youn8 people in deprived areas across Hampshire. This is a programme for alleviating the underlying problems that prevent social Inclusion and the enjoyment of a full modern life. Procure Plus This grant was for the recruitment of two new employees. Havant Face to Face Course This is a grant to run face to face courses in the Havant area. Winchester City Council This is a grant for adult courses In the Winchester district. Ford Britain Thls Is a grant for the purchase of new IT equipment. During the year a total of £798 was spent on IT equipment which was capitalised HIWCF Ford Communitv This Grant provides a contribution to the cost of teen courses. Portsmouth City Council This is a grant for adult courses in the Portsmouth area. The Edward Gostling Fund This is an Endowment of £IOO,000 which cannot be used for 5 years at which time the fund will be available for charitable activities. Any income derived from the endowment can be used for charitable activities. The charity in exceptional circumstances may make use of the capital if the reserves fall below 3 months operating costs provided that they have complied with the Charity Comrnission. 31
SAFE NEW FUTURES {Company limited by guarantee and not having a share capital) NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 (continued) 10 c COMPARATIVE MOVEMENT IN FUNDS Balance at l Aprll 2022 Income Expenditure Transfers Balance at 31 March 2023 Restricted funds Henry Smith HIWCF Ford Community National Community Lottery Quilter Foundation Edward Gostling Edward Gostling Operation5 National Lottery Community Fund National Lottery Teens HIWCF - Solent Supporting Employmen1 Kick Start Gra nt Prime Foundation Thomas Wall Foundation Henry Smith Improvin8 Lives Youth Henry Smith Improving Lives Adult HICWF Money Barn Social lrnpact University of Southampton Hospital 3,034 6,000 18,200 121,2341 16,0001 131,8421 163,9811 (3,5001 12,0841 164,1681 17,3331 145,1421 17,666) 11,3041 {4,0001 125,2001 {15,0001 12,7501 12,9001 31,842 50,813 13,168 3,500 2,084 64,168 9,775 29,862 7,666 10,620 5,000 25,200 15,000 8,250 2,900 2,442 15,280 {9,3161 1,000 5,500 Total restricted funds 40,982 281,380 1304,1041 19,3161 8,942 Unrestricted fund5 27,335 42,593 111,5231 9,316 67,721 Total funds 68,317 323,973 1315,6271 76,663 11 ANALYSIS OF NET ASSETS 8ETWEEN FUNDS Unrestricted Restrlcted funds funds Total 2024 As at 31 March 2024 Tangible fixed assets Current assets Current liabilities NET ASSETS 3,270 3,270 75,517 171,823 247,340 18,7411 162,7401 171,481) 70,046 109,083 179,129 Unrestricted Restricted funds funds Total 2023 As at 31 March 2023 Tangible fixed assets Current assets Current liabilities NET ASSETS 7,230 7,230 67,209 93,383 160,592 16,7181 184,441} (91,1591 67,721 8,942 76,663 32
SAFE NEW FUTURES (Company limited by guarantee and not having a share capital) NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2024 (continued) 12 LEGAL STATUS The charitable company is a company limited by guarantee and has no share capital. The charitable company was incorporated on 29 March 2001 in England and Wales and was registered on 10 September 2001 with the charitable company Commission in England and Wales. The business address of the charitable company is Arena Business Centre, Threefield House, Threefield 13 TAXATION The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. 14 DONATED SERVICES AND ASSETS There were no donated services or assets received during the year. IS RELATED PARTY TRANSACTIONS There have been no related party transactions other than those with the charitable company's trading subsidiary as disclosed in note 16 and with Trustees as disclosed in note 4. 16 SUBSIDIARY UNDERTAKING The charity owns 100% of the issued ordinary share capital of Choices Training and Development Limited, a company incorporated in England and Wales. The company donates profits to the parent charity. Choices Training and Development Limited prepares its accounts each year to 31 March for filing with the Registrar of Companies. Its company registration number is 09873448. The results for the year ended 31 March 2023 are summarised as follows: 2024 2023 Turnover Administration expenses Other operating income Taxation Net proflt 9,614 120,7051 112,5411 9,732 9,542 11,359) 12,999) At the balance sheet date, Choice5Training and Development Limited had net liabilities of £4,357 {2023: net liabilities £2,998). During the year Choices Training and Development Limited did not make any donations12023: £Nil) to Safe New Futures. At the balance sheet date Safe New Futures was owed £117,841 {2023: £5,954) from Choices Training and Development Limited, which is shown within debtors in note 8. 33