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