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2021-12-31-accounts

2021 ANNUAL REPORT

Switchback’s annual report and accounts for the year ended 31 December 2021

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The Switchback Initiative | charity no. 1125100 | company no. 06615923
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The Trustees (who are also the directors) are pleased to present their annual report for the year ended 31 December 2021.

Contents

Contents
About Switchback p.3
Our values p.4
Introduction from the Chair p.5
The Switchback programmes p.6
The 10 Switchback Pathways p.7
Malik’s journey p.8-9
Diversity and Inclusion update p.10
2019-21: Our plan p.11
2021 in numbers p.12-13
2021 in detail: our progress
Aim 1: Supporting more young men to change p.14-15
Aim 2: Inspiring change across the system p.16-17
Aim 3: Always fortifying our foundation p.18-19
Income and expenditure summary p.20
Financial review p.21-24
Annual Accounts p.25-41

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About Switchback

Switchback is an award-winning charity enabling young Londoners to find a way out of the justice system and build stable, rewarding lives.

We build transformative relationships

Switchback’s pioneering model is centred on a meaningful relationship between a Switchback Mentor and a Switchback Trainee, beginning in prison and lasting as long as it takes after release.

This unique level of support is new territory for most Trainees: a frank, non-judgemental relationship with someone who is there for them on a daily basis, helping to navigate the turbulent transition from prison to community.

Switchback’s intensive approach works. In stark contrast to the national average – which sees around half of those leaving prison every year back inside within 12 months – just 9% of Switchback Trainees reoffend. In fact, over 50% go into longterm employment, while 65% reach Switchback’s unique benchmark of Real, Lasting Change. This includes achieving stability in at least 5 out of 10 key areas of life (the Switchback Pathways).

Building on over 14 years of impact, we work with others to share what we’ve learned and inspire change across the criminal justice system and beyond.

Our Ambition

Switchback’s ambition is that everyone has the opportunity to live a stable and rewarding life as an active member of society.

Our Purpose

Switchback’s purpose is to enable young men to find a way out of the justice system and build a stable, rewarding life they can be proud of.

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Our values

Switchback’s values cut through everything we do, from our work with Trainees to our fundraising and partnerships.

1. Human

4. Ambitious

Keeping Trainees at the heart of everything we do

We build trust, confidence, independence and resilience in all areas of a Trainee’s life. In all decisions we use the lens: “does this help us improve the prospects of young prison-leavers?”

Having high expectations

We assume strengths, resources and abilities in Trainees. We don’t do things for people: we challenge and encourage our Trainees to take control. We are distinctive in our high expectations of Trainees, our own conduct, the quality of our partnerships and the impact of our work.

2. Authentic

Rolling with the ups and downs of real life

5. Pioneering

Pushing into our stretch zone

We prize integrity and honesty. We don’t sell a dream: we are realistic about what it means to genuinely start over and the huge courage needed to change. We recognise that change is not linear and we provide a space to learn from mistakes.

We challenge Trainees to move outside their comfort zone and we encourage adventure to learn and grow. As a charity we strive to do the same, constantly seeking to reflect and improve. We pioneer an alternative approach and share our evidence with others.

3. Committed

Taking the long way around

Our commitment to Trainees is consistent and continuous, lasting for as long as it takes. We reject quick fixes, shortcuts and tick boxes. We do what we say we are going to do and coach our Trainees to do the same.

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2021: An overview

For Switchback, as for charities across the country, 2021 marked a second year of extraordinary turbulence caused by the pandemic. Even as society began to open up, a harsh lockdown remained in most prisons, restricting Switchback’s access to young men who, after months of solitary confinement, needed support more than ever.

Yet, as in 2020, Switchback’s team responded in 2021 with great determination to reach more young men against the odds, while pushing hard for change across the system and further strengthening our foundation for the future.

Despite the huge challenges, in 2021 we supported 65 young prison leavers in London to become Switchback Trainees (our second-highest number ever), providing intensive 1-to-1 support alongside access to training, supporting 195 men in total. While pre-release support remained restricted by Covid, our impact remained high (including 78% of Switchback Trainees completing the programme) and met significant need including homelessness and rising mental health, drug and alcohol needs.

This continued impact against the odds was enabled by the further development of our Foundation for Stability programme, a new postrelease support option launched in rapid response to the pandemic. At the end of 2021 we were nonetheless delighted to return to prisons and restart our original and most impactful throughthe-gate model. Going forward, we will offer both options (starting in prison or post-release), increasing our flexibility in uncertain times.

Meanwhile, Switchback’s efforts to inspire change across the justice system – a new focus for this strategic period – went from strength to strength. Rooted, as ever, in the voice of Switchback Trainees, we launched our first campaign, Reshape Release, helping to secure a landmark advocacy win by raising the prisoner discharge grant for the first time in 25 years (from £46 to £76).

We consistently shifted perceptions of prison leavers in media and policymaking, increasing Trainees’ representation at every opportunity. This progress inspired an even stronger focus on influencing change in our new 3-year plan for 2022-25, developed at the end of 2021 through extensive collaboration with staff, Trustees, advisers and, crucially, our Experts by Experience Board, which continued to thrive last year.

2021 was not without operational challenges, from high staff turnover (seen across the sector) to labour market instability and a squeezed fundraising environment. Yet we responded with fortitude and flexibility: ending the year with our biggest ever team of 20 staff, new partnerships and a larger and more diverse income.

When Switchback published our plan for 2019-21 we couldn’t have imagined the tests we’d face along the way. Yet thanks to the agility of that plan and the commitment of our team, partners, donors, and, above all, Switchback Trainees, we end this chapter stronger than ever. We are well set up, then, to manage the transition to a new Chief Executive, following the announcement in May 2022 that Founder and CEO Alice Dawnay will move on in October 2022, after nearly 15 years at the helm. At the time of writing, a recruitment process is underway and we are confident of securing a fantastic new leader to drive Switchback into a new era. As Alice wrote in her announcement: “Healthy, fulfilling, adventurous lives have multiple chapters and I feel sure that the same is true for healthy organisations.”

Alice Dawnay Founder and CEO

Duncan Shrubsole Chair of Trustees

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The Switchback programme

IN PRISON

An eligible prisoner meets regularly with his Switchback Mentor during his last three months inside to prepare and make a plan for release. When meeting inside isn’t possible, there’s an option to begin straight after release.

IN TRAINING

The same Switchback Mentor meets him on the day of release. Up to 12 weeks of real-work training begins alongside therapeutic mentoring to build stability across all areas of life.

IN NUMBERS

5

months average intensive support either side of the prison gate.

13

months average total contact with Switchback for each Trainee.

10

Switchback Pathways from housing to health, which we use to measure & build stability across all areas of a Trainee's life.

WHO WE WORK WITH

18-30 year-olds

Returning to London.

IN WORK

The Trainee moves into sustainable work or further training at the right time for him, with a period of in-work support to ensure change is sustained long term. The door is always open for the Trainees to return.

85%

from ethnic minority backgrounds, including 60% who are Black and 16% Asian.

72%

convicted of a violent and/or drug offence.

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The 10 Switchback Pathways

Our team of highly skilled Switchback Mentors encourage and challenge Trainees across all areas of their lives, broken down into the 10 Switchback Pathways shown here.

As each Trainee progresses through their programme, we record specific achievements and changes in stability under each Pathway.

This whole-person approach means that when Trainees enter work or housing, they have the stability to stay there long-term through the ups and downs.

Accommodation

Employability

Employability Drugs & alcohol Education Mental & & training physical health Relationships Independent & family living skills

Attitudes Finance Interaction & behaviour with the criminal justice system

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Malik’s journey

Malik, 25, was released from HMP The Mount in November 2021, becoming a Switchback Trainee soon after. After completing the Switchback programme he’s now working as a barista.

“I’m from Hackney. When I was 12, a lot of health conditions were happening in my house, that kind of changed the circumstances. You feel like you’re just by yourself. You got no one to turn to and say: I need your help on this, or I need that. We had no mentors and I ended up in prison at the age of 16. So I never finished school, I never got to that stage. I got kicked out.

So I came out of prison and no one’s directing you. They make you stay in a hostel but they aren’t even helping you. So with Switchback coming into my life it was like, you get a Mentor and 12 weeks of intense training, helping you to get into a job, helping your emotional side, helping you with little things. Like I never had a bank card, I didn’t even have ID, I didn’t really know how to set up a passport. That’s all sorted now.

I got a Switchback Mentor, he’s from a similar background. So when he’s speaking to me he’s telling me I’m not judged.

Seeing him here made me feel like, you know what, I can do it, if I carry on down this road with his help. He went above and beyond for me. I wanted a job, Switchback pushed me as hard as I wanted to go to get that job. You get that warmth of: I’m part of something.

I make coffee, I’m enjoying it because I love the people. Even when I have to start at 7.30am. I’m part-time now but I’m looking forward to getting a full-time job. I also have a few ventures on the side, I do game design and want to start my own company. It’s looking good for me, I think it’s going to be a lovely year!”

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Diversity & Inclusion update

Switchback’s Diversity & Inclusion Policy focuses on both our people and our operational delivery and is published on our website alongside annual team and board diversity snapshots.

Recruitment

One of Switchback’s chief areas of focus for diversity and inclusion in 2021 has been on recruitment, making sure we have a diverse team representative of modern London. Progress in 2021 included:

Operations and delivery

The subject of race, difference, barriers and discrimination is live in our programme delivery and influencing activity. Switchback Mentors are trained and comfortable with this and it is an open subject between staff and Trainees. In 2021 further progress included:

lobbying against discriminatory elements of the Police, Crime, Sentencing and Courts Bill, challenging stop & search on Channel 4 News, and supporting Maslaha’s work on Islamaphobia in prisons.

• Our new 3-year Plan 2022-25 includes a major focus on challenging racial and social injustice by amplifying the voice and experience of Switchback Trainees in policy and media.

• Developed plans for a representative from each department within Switchback to collectively and regularly review diversity and inclusion progress at Switchback.

Language about race and ethnicity

We recognise that the language we use about race influences perceptions and the wider debate and fight for racial justice which we want to support. In June 2021 we undertook a consultation with a large and diverse group of Switchback staff, Trustees, Experts by Experience, Advisers and friends to collectively agree the language Switchback should use to talk about race and ethnicity. This resulted in the co-development of new language guidelines which have now been implemented across the organisation.

These include:

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2019-21: Our plan

Our Strategic Plan for 2019-21 is made up of these key aims below. The following pages provide an update on our progress against these aims in 2021.

AIM 1 AIM 2 — — Support more young Inspire change across men to change the system

Never compromise our values

AIM 3

— Always fortify our foundation

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2021 in numbers

In 2021:

65

young men engaged onto one of our programmes as Switchback Trainees.

195

young prison-leavers supported in total.

1,031

outcomes achieved by 65 Trainees across the 10 Switchback Pathways.

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prisons from which Switchback Trainees were released.

We met risin need durin g g the pandemic: 1

34%

released homeless.

20%

released with no bank account.

27%

had an identified mental health issue.

20%

had an identified drug or alcohol issue.

We maintained a high impact despite the pandemic:

78%

completed the programme.

61%

achieved a practical education, employment or training outcome.

75%

progressed from ‘unstable’ to ‘stable’ in at least 3 out of 10 Switchback Pathways.

65%

reached our benchmark of Stable Foundation: a solid foundation for a stable life.

¹ Switchback Trainees released from prison between March 2020 and December 2021.

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2021 in numbers

We took action to influence change across the system:

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Experts by Experience Board meetings of current and former Switchback Trainees.

65%

increase in the discharge grant secured nationally, the first rise in 25 years (from £46 to £76).

30

prison, probation and other practitioners trained in Switchback’s approach.

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weeks temporary housing promised by the government for all homeless prison leavers.

…and we made further progress fortifying our foundation:

21%

of funds raised from new corporate partnerships, double the rate of 2020.

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staff members by the end of 2021 – our biggest ever team.

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Aim 1: 2021 progress

SUPPORTING MORE YOUNG MEN TO CHANGE

Our ambition: All young prison-leavers returning to London have the opportunity to achieve change through Switchback.

The impact of the pandemic continued to weigh heavily on Switchback’s delivery programme in 2021, with prison access restricted for most of the year, young men in prison impacted by months of solitary confinement, and a hardhit hospitality industry limiting training and employment opportunities.

Despite such a challenging backdrop, in 2021 Switchback Mentors engaged 65 young men to become Switchback Trainees, providing vital, intensive 1-to-1 support and access to training, while returning to a mainly in-person model after the remote delivery forced by Covid in 2020. 65 Trainees was slightly down on 2020 (72) due mainly to turnover in the delivery team, but still significantly more than pre-pandemic. In total in 2021, we supported 195 young men to start building a stable life after prison.

of letters to eligible prisoners in 2021, we were pleased that 25% of Trainees were self-referred, demonstrating the huge demand for Switchback’s support, and the motivation for change, among the prison population.

We were also glad to return to prisons and restart our original longer term through-the-gate programme, Real Lasting Change, at the end of 2021, which we know delivers the most longlasting results. In 2022 we will offer both options in parallel – meeting Trainees in prison or, where that’s not possible, as soon as possible after release – boosting our flexibility and widening our reach for the future. We are proud that despite limits on training options and instability in prisons, we also maintained high levels of impact, with 78% of Trainees completing the programme and all key outcomes up on 2020 (see chart).

To ensure stability for the future, we made some important changes to our delivery team, introducing a new Delivery Manager role, and a more diverse team of eight Switchback Mentors (up from five last year) including two Junior Switchback Mentors – a new access route for people with less experience, including Switchback Trainees.

Our consistency of delivery was also made possible thanks to the continued roll-out of Switchback’s Foundation for Stability programme – our new post-release option launched in 2020 in rapid response to the pandemic. This was further developed in 2021 through innovative new referral partnerships with prisons and probation, including the extension of a pilot with the London National Probation Service. The pilot came to an end in 2021 due to the launch of the new unified probation system. After sending hundreds

We also continued to fill big gaps in basic resettlement needs, with significant numbers of Trainees supported to enter housing, get an ID, open a bank account and access benefits. As ever, practical help sat alongside vital emotional support, with 85% of Trainees making a notable improvement in attitude and behaviour. We are proud that on our latest data, still only 9% of Switchback Trainees have reoffended within a year of release.

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Aim 1: 2021 progress

Key milestones - 2021

Support more young men every year

Expand our delivery partnerships

Use data and evidence to enhance our impact

Maintain sector-leading outcomes

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Aim 2:2021 progress

INSPIRING CHANGE ACROSS THE SYSTEM

Our ambition: Switchback’s evidence actively inspires more human, more effective policy and practice across the criminal justice system.

A new area of work in this strategic period, Switchback’s influencing activity reached new heights in 2021. Having worked with Trainees, frontline staff and our data in 2020 to identify our priorities for change, in 2021 we further refined our messaging and launched our first campaign, Reshape Release, making three crystal clear asks to the government: to boost access to finance, technology and housing for prison leavers.

new ‘resettlement passport’ and new funding for prison leaver accommodation, shaping a new emphasis on supportive relationships in the new probation model, as well as raising Switchback’s profile and influence across politics and the media. We also furthered our ambition to influence professional practice, training over 30 probation and charity practitioners including senior HMPPS officials in our approach.

This emphasis reflected a clear and consistent message we heard from Switchback Trainees through our pioneering Experts by Experience board: that without the basic essentials to survive, people can’t even begin to build a stable life away from crime after prison. And yet, as backed up by our frontline data, too many are being released with no plan, nowhere to go and no meaningful support.

Crucially, we set out to make this case by foregrounding the voice and experience of Switchback Trainees, backed up by our compelling evidence and data. By recruiting a new Communications and Campaigns Manager role we developed a more integrated approach spanning policy, communications and campaigns: delivering succinct briefings for MPs, targeted engagement with ministers and officials, new video content for social media, collaboration with charity partners, and features on national and regional media including the BBC News and Times Radio.

We know there is so much more to do to challenge the social and racial injustices in the UK’s justice system. That’s why we’re delighted that, upon the encouragement of our Trainees, staff, Trustees and partners, we will be accelerating our influencing activity as part of our new 3-Year Plan 2022-25, enabled by our first ever grants in this area from Barrow Cadbury (2021-23) and Esmee Fairbairn Foundation (committed for 2022-25).

When I left the gate, I found out I was just by myself. It was a stressful experience, if I’m honest. They just leave you to your own devices. A lot of people will find themselves slipping back so easily. Switchback helped me get back on track.

Through this activity we saw real progress, helping to win the first rise in the discharge grant for prison leavers in 25 years (from £46 to £76), influencing the implementation of the government’s £20m Prison Leavers Project, securing a government commitment to a

Switchback Trainee Tyrell, 23, raising awareness on Times Radio.

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Aim 2: 2021 progress

Key milestones - 2021

Further develop our compelling evidence base

Influence more human, more effective practice

Influence more human, more effective public policy

Enhance our communications

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Aim 3: 2021 progress

ALWAYS FORTIFYING OUR FOUNDATION

Our ambition: By modelling stability amid chaos, Switchback can always do what we say we’ll do, sticking around for the long-term as we grow.

In 2021, against a tough economic backdrop, Switchback took further strides to ensure we can model stability for our Trainees well into the future.

The organisational restructure planned in 2020 was implemented in 2021, building a new Operations and Finance team. We also reshaped the delivery team to build capacity for supporting more Trainees, including a new Delivery Manager role supported by the Partnerships Manager introduced in 2020. These new roles and revised structure, while still evolving, will set Switchback up to grow in a sustainable way while retaining our ethos and agility.

Greater capacity in operations, backed up by increased resource, also enabled us to review and enhance our recruitment and induction processes, and take steps to address higher than anticipated staff turnover, including a full salary and benefits review in 2021. This meant we ended the year with a much bigger team of 20 staff, up from 14 at the end of 2020, and far greater capacity in the delivery team to reach more young men.

We were also delighted to launch a number of new routes for former Switchback Trainees, and others with lived experience of the justice system, to take on roles at Switchback. This included new paid work experience opportunities in the delivery team, two new Junior Switchback Mentors, and a former Switchback Trainee becoming a full-time Switchback Mentor for the first time, a landmark moment. We also took steps to open access to roles in other parts of the team, paving the way for Trainees to take on paid internships or full-time roles in policy and operations.

Meanwhile, we took the opportunity to extend our lease at our long-term home of Norvin House in Spitalfields E1 while doubling the size of our office space. At a time when many other charities were downsizing, this shows Switchback is going against the grain to welcome more Trainees in the future, and recognising the central importance of face-to-face human connection to our work. At the same time, learning from the pandemic, we implemented a more flexible working policy so staff can balance remote and in-person work, all with the interests of Switchback Trainees at the heart.

Despite a tough fundraising environment, we hit our rising income target in 2021, successfully growing and further diversifying our income and sticking to our robust reserves policy to ensure future sustainability. This included growing our share of corporate donations and income from services to their highest ever level, and securing our first ever grants dedicated to influencing, from Barrow Cadbury Trust and Esmée Fairbairn Foundation (committed for 2022).

In 2021, Switchback also embarked on a new strategic planning process, consulting thoroughly with staff, Trustees, advisers and, most crucially Switchback Trainees and our Experts by Experience Board. This process, including a whole-organisation away day, resulted in a bold new 3-year Plan 2022-25, A Platform for Change, published in 2022. We’re excited about building on the learning and progress outlined in this report as we strive for even greater impact by 2025.

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Aim 3: 2021 progress

Key milestones - 2021

Expand and develop our team

Evolve our robust financial management

Grow and diversify our income

Embed smarter internal processes

Deepen and expand our network and partnerships

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Financial review

Income and expenditure summary

We are very proud that Switchback has demonstrated resilience and stability through both 2020 and 2021 as the pandemic has ebbed and flowed. Having a strong level of reserves at the end of an exceptional fundraising year in 2019, our previous efforts to secure multi-year donations, and our investment in relationships all contributed to our remaining steadfast with an ability to be agile in one of the toughest fundraising landscapes the sector has seen. The total cost of the Switchback programme in

2021 was budgeted at £1,014,221. However, in light of the continuing pandemic and resultant disruption, planned recruitment was delayed, new staff were brought on part-time in some instances, plans for development were postponed and travel was minimal. This all contributed to lower than anticipated expenditure of £859,676. Expenditure was appropriately focused and facilitated the achievements and performance described above; our expenditure on charitable activities increased by £203,816 in 2021.

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2018 2019 2020 2021
Income £564,627 £1,070,171 £756,305 £914,653
Expenditure £490,956 £622,852 £612,981 £859,676
Surplus/(deficit) £73,671 £447,319 £143,324 £54,977
Total funds – £338,639 £785,958 £929,282 £984,259
restricted and
unrestricted
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Income by type 2021

Despite a tough fundraising environment, we grew our income in 2021 by over 20% compared to 2020, including through further diversification and growing our share of corporate donations to their highest ever level:

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5%
22%
52%
21%
Trusts Individuals
Corporates Payment for Services
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Some of our key donors are listed on page 21, and – particularly in light of the financial anxiety brought on by the pandemic – we are hugely thankful to those many loyal funders who have chosen to support us again in 2021. Additionally, we extend our enormous thanks to the generous anonymous individuals who are not listed here as well as to all donors who contributed less than £10,000 – these gifts are truly vital to our work.

Management pay

The key management person is the CEO, who is one of the Founding Directors. Her remuneration is set during the Trustees’ annual salary review for the whole team. Their review takes into account the following:

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Financial review

Fundraising Regulation

Donors (£10,000 or over) new in 2021

A B Charitable Trust Barrow Cadbury Trust Brown Dog Drapers’ Company InfraRed Charitable Trust Livingbridge Foundation Virginia Lynch

All fundraising is carried out by our in-house fundraising team without any support from external fundraising agencies. Switchback follows the Code set out by Fundraising Regulator although we are not members of their Directory due to the scale of our fundraising activities. There have been no failures to comply with the Fundraising Code nor has Switchback received any complaints concerning its activities in this area since the foundation of the organisation.

Reserves policy

Previous donors (£10,000 or over) who continued or renewed their support in 2021

Aurum Charitable Trust Benj Samuel Bernard Lewis Charitable Trust City of London School for Boys Comic Relief Charles Hayward Foundation David and Primrose Bell Dorus Trust Epigoni Trust Frank Haines Memorial Trust Girdlers’ Company Goldsmiths’ Company Highway One Trust John R Murray Charitable Trust Lansdowne Partners UK LLP Lloyds Bank Foundation for England and Wales Mark Leonard Trust Milton Damerel Trust R.U.B White Charitable Trust Raise Your Hands • Changes in roles and responsibilities.

Investment policy

Our annual Investment Policy review concluded Switchback funds will not be invested (outside of regular bank accounts) as the Trustees feel it inappropriate to take on the level of risk that investment brings.

Switchback provides a long-term programme, and we know that our reserves policy should reflect the commitment we make to our Trainees that we will remain available to them for as long as they need, not constrained by limited timeframes.

The Board of Trustees is required to annually review and agree on the reserves policy. The Finance & Resources Sub-committee, therefore, discussed our current policy at its meeting on 25th November 2021, which was then agreed by the full Board at its meeting 15th December 2021. In setting our reserves policy, the Trustees wish to maintain a level of reserves that provides a stable basis for its continuing activities whilst at the same time ensuring that funds are utilised for the benefit of Trainees.

We have decided that the minimum level of reserves should be the cost associated with the extreme scenario of having to wind down the organisation were no more funds to be received. To facilitate this, it will be necessary to retain sufficient funds to enable the wind down of the organisation in an orderly fashion. This is calculated at 4 months’ running costs. Beyond this, we want to ensure that we are able to maintain sufficient financial flexibility to enable us to move quickly on an innovation to enable us to enhance our impact or to cover the costs of any unforeseen loss of funding or adverse circumstances, prior to taking remedial action.

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Financial review

We therefore set our Reserves Policy to retain unrestricted reserves of 4 months – 6 months of the following year’s budgeted expenditure.

Based on our 2022 forecast expenditure of £1.33m, this requires retaining unrestricted reserves of between £439,134 and £665,355. This figure will be regularly reviewed by the Finance & Resources subcommittee.

The Trustees are confident that there are sufficient unrestricted reserves to meet future commitments. At 31 December 2021, Switchback’s unrestricted free reserves stood at £651,692 (2020: £525,021).

Structure, governance and management

The charity number, principal addresses and details of professional advisers are included in the administrative information sheet at the front of these accounts.

The Switchback Initiative (trading as “Switchback”) is a company limited by guarantee, registered in England and Wales on 10th June 2008 and governed by Articles of Association. 2021 has seen stability and continuity in our trustee board. Switchback has always been grateful for the support of a range of experts, advisers and supporters from a range of fields. Special thanks to our long-term Patrons: Hugh Fearnley-Whittingstall and Primrose Bell for their continued support and advice.

Trustees

Duncan Shrubsole - Chair of Trustees Olivia Gillan – Deputy Chair Gillian McMillan - Treasurer Ben Summerskill – Diversity Lead Burphy Zumu Dawn Reid Kalm Paul-Christian Simon Eyers

Board Adviser

We would like to thank Eshan Price for being our inaugural Board Adviser in 2021. Eshan contributed his wisdom and expertise to Switchback’s trustee board and in turn he developed his knowledge and understanding of governance through attending meetings and learning from his board buddy. He is now Operations Manager at Lower Marsh Market and reports to the board there as part of his role. This role is intended to be an important bridge to ensure the voice of Trainees is heard at all levels of the organisation as well as offering a development opportunity. As this is a rolling 12-month opportunity for members of Switchback’s Experts by Experience (EBE) board, Eshan will support the recruitment of our next Board Adviser. At his suggestion, we will be seeking to appoint two Board Advisers in 2022.

Recruitment, induction and training of new Trustees

The induction process is designed to ensure that new Trustees fully understand their roles and responsibilities as well as the objectives, activities and ethos of the charity. Whilst we didn’t recruit any new Trustees in 2021, for those who were brought on remotely due to the pandemic at the end of 2020 (alongside the Board Adviser) induction was remote. They all met with each of the leadership team, the CEO and the Chair as well as being provided the relevant background information about the charity. The other regular features of Trustee inductions such as visits to the office, training environments and a prison have had to be on hold until restrictions allowed. Lunch with staff and Trainees and a visit to the prison had to be delayed until 2022.

Trustees’ Responsibilities

The Trustees (who are also the directors of the Switchback Initiative for the purposes of company law) are responsible for preparing the Annual Report and the financial statements in accordance with

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Trustees’ responsibilities

applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the income and expenditure of the charitable company for that period. In preparing those financial statements, the Trustees are required to:

The Trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006, They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities, The Trustees’ Report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies. The Trustees delegate day to day decision making and operations to the CEO, Alice Dawnay, and the leadership team. The Trustee Board has set up a Finance and Resources Sub-committee that meets quarterly to review management accounts, fundraising forecast and

cashflow analysis. Recommendations are then presented to the full Board which also meets monthly. The Trustees believe that the charity is a going concern and for this reason, the going concern basis of the preparation for the financial statements is considered valid.

Risk management and uncertainties

Effective risk management is critical in working towards the achievement of our mission. The Board of Trustees maintains overall accountability for ensuring that effective risk management practices are in place. They review and agree these arrangements on an annual basis. They are supported in this by the Finance and Resources sub-committee, which reviews the risk register every three months.

The leadership team have responsibility for the risk register and review this on a monthly basis. A summary of the principal risks and uncertainties identified by the Trustees is as follows:

Continued over

23

The Trustees are satisfied that the risks, identified on page 23, have been mitigated or addressed as required and that arrangements are in place to review them on an ongoing basis.

The financial statements comply with the Charities Act 2011, the Companies Act 2006, and the charities Statement of Recommended Practice. The Trustees have taken Charity Commission Guidance on public benefit into account.

The Trustees’ Report was approved by the Trustees on 22nd May 2022 and signed on their behalf by

Duncan Shrubsole Chair of Trustees

Thank you to all our partners, supporters and donors for your continued support. It’s thanks to you that Switchback can support even more young men to build stable, rewarding lives.

team@switchback.org.uk 020 7650 8989 www.switchback.org.uk @switchback_ldn

Switchback, 3rd Floor, Norvin House, 45-55 Commercial Street, London E1 6BD | Registered Charity Number 1125100 | Company Number 06615923 | Published May 2022

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The Switchback Initiative (Limited by Guarantee)

Trustees’ Financial Statements

For the year ended 31 December 2021

Registered Company number: 06615923 (England and Wales) Registered Charity number: 1125100

25

THE SWITCHBACK INITIATIVE

LEGAL AND ADMINISTRATIVE INFORMATION

Trustees S Eyers O Gillan G McMillan K Paul-Christian D Reid D Shrubsole B Summerskill B Zumu Senior Management Team A Dawnay – Founder and Chief Executive S Boyd H Topley M Williams Charity Number 1125100 Company Number 06615923 Registered Office and Principle Address Switchback 3[rd] Floor Norvin House 45-55 Commercial Street London E1 6BD Independent Examiner TC Group The Courtyard Shoreham Road Upper Beeding Steyning West Sussex BN44 3TN Main Banker Co-operative Bank Ltd PO Box 101 1 Balloon Street Manchester M60 4EP

26

THE SWITCHBACK INITIATIVE

CONTENTS

Page
Legal and administrative information 26
Report of the Independent Examiner 28
Statement of Financial Activities 29
Balance Sheet 30
Cashflow Statement 31
Notes to the accounts 32

27

THE SWITCHBACK INITIATIVE

REPORT OF THE INDEPENDENT EXAMINER

FOR THE YEAR ENDED 31 DECEMBER 2021

I report to the charity trustees on my examination of the accounts of the Charitable Company for the year ended 31 December 2021.

Responsibilities and basis of report

As the charity’s 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 2006 (‘the 2006 Act’).

Having 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 charity’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 145(5) (b) of the 2011 Act.

Independent examiner’s statement

Since the charitable company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England & Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

  1. accounting records were not kept in respect of the Charitable Company as required by section 386 of the 2006 Act; or

  2. the accounts do not accord with those records; or

  3. 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 a matter considered as part of an independent examination; or

  4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities.

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.

Jonathan Aikens FCA, DChA

for and on behalf of TC Group The Courtyard Shoreham Road Upper Beeding Steyning West Sussex BN44 3TN

Dated: 23 May 2022

28

THE SWITCHBACK INITIATIVE

STATEMENT OF FINANCIAL ACTIVITIES

FOR THE YEAR ENDED 31 DECEMBER 2021

Income from:
Notes
Donations
2
Investments
3
Other trading
4
Total income
Expenditure on:
5
Raising funds
Charitable activities
Total expenditure
Net income
Fund balances at 1 January 2021
Fund balances at 31 December 2021
16		 Unrestricted
funds
£
806,423
6,848
47,182
860,453
110,837
711,789
822,626
37,827
622,450
660,277		 Restricted
funds
£
54,200
-
-
54,200
-
37,050
37,050
17,150
306,832
323,982		 Total 2021
£
860,623
6,848
47,182
914,653
110,837
748,839
859,676
54,977
929,282
984,259		 Total 2020
£
720,690
9,529
26,086
756,305
67,958
545,023
612,981
143,324
785,958
929,282

All activities are classed as continuing. There are no recognised gains or losses other than those reported on the Statement of Financial Activities.

The results for the year all relate to continuing activities.

The notes on pages 32 to 41 form part of the financial statements.

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THE SWITCHBACK INITIATIVE

BALANCE SHEET

AS AT 31 DECEMBER 2021

Notes
Fixed assets
Tangible assets
11
Current Assets
Debtors
12
Cash at bank and in hand
Creditors: amounts falling due within one year
13
Net current assets
Net assets
Funds
16
Unrestricted funds
Designated funds
15
Restricted funds
14
TOTAL FUNDS		 2021
£
8,365
8,365
40,103
989,051
1,029,154
(53,260)
975,894
984,259
660,277
-
323,982
984,259		 2020
£
7,429
7,429
45,026
1,026,255
1,071,281
(149,428)
921,853
929,282
532,450
90,000
306,832
929,282

The financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small companies.

For the financial year in question the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies. No members have required the company to obtain an audit of its accounts for the year in question in accordance with section 476 of the Companies Act 2006. The directors acknowledge their responsibility for complying with the Act with respect to accounting records and for the preparation of accounts.

The accounts were approved by the Board of Trustees on 22 May 2022

Gillian McMillan Treasurer

Company Registration No. 06615923

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THE SWITCHBACK INITIATIVE

CASHFLOW STATEMENT

FOR THE YEAR ENDED 31 DECEMBER 2021

Notes
Net cash provided by/(used in)
operating activities
18
Cash flows from investing
activities:
Purchase of tangible fixed assets
11
Interest on investments
Net cash used in investing activities
Increase/(decrease) in cash and
cash equivalents in the year
Cash and cash equivalents at the
beginning of the year
Cash and cash equivalents at the
end of the year
Analysis of net cash/(debt)
Cash at bank and in hand		 £
(8,202)
6,848		 2021
£
(35,850)
(1,354)
(37,204)
1,026,255
989,051
At 1 Jan
2021
£
1,026,255		 £
(5,035)
9,529		 2020
£
11,140
4,494
Cash flow
£
(37,204)
15,634
1,010,621
1,026,255
At 31 Dec
2021
£
989,051

31

THE SWITCHBACK INITIATIVE

NOTES TO THE ACCOUNTS

FOR THE YEAR ENDED 31 DECEMBER 2021

1 ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of financial statements are as follows:

1.1 Basis of accounting

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) – Charities SORP (FRS 102), and the Companies Act 2006.

The charity meets the definition of a public benefit entity under FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charitable company. Monetary amounts in these financial statements are rounded to the nearest pound.

1.2 Preparation of the accounts on a going concern basis

After making appropriate enquiries, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. This includes taking into account any potential impact of the ongoing COVID-19 pandemic.

1.3 Income

All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of income can be measured reliably.

Grants and donations are recognised when the charity has entitlement to the funds, any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. In the event that such income is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period.

Gifts in kind are included at fair value within donations.

Trading income is recognised upon delivery of the service provided.

Investment income is credited to income when it is receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

1.4 Expenditure

Expenditure is recognised on an accruals basis inclusive of any VAT which cannot be recovered.

Support costs which are not directly attributable to a specific charitable activity are allocated on a percentage basis based on staff time applied to each activity during the year. Governance costs include those incurred in the governance of the charity and its assets and are primarily associated with constitutional and statutory requirements. These are included within support costs.

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THE SWITCHBACK INITIATIVE

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2021

ACCOUNTING POLICIES (continued)

1.5 Tangible fixed assets

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided as the following annual rates in order to write off each asset over its estimated useful life.

Computer Equipment 33% on cost Furniture & Fittings 25% on cost

Only assets over £500 are capitalised.

1.6 Lease commitments

Operating leases and the payments made under them are charged to the Statement of Financial Activities on a straight line basis over the lease term.

1.7 Taxation

The charitable company is registered as a charity and all of its income falls within the exemptions under Part 11 of the Corporation Tax Act 2010.

1.8 Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Restricted funds can only be used for particular restricted purposes within the objects of the charity. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose.

Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.

1.9 Pension costs and other post-retirement benefits

The charitable company operates a defined contribution pension scheme. Contributions payable to the charitable company’s pension scheme are charged to the Statement of Financial Activities in the period to which they relate.

1.10 Debtors

Trade and other debtors are recognised at the settlement amount due.

1.11 Cash at bank and in hand

Cash at bank and in hand includes bank accounts, cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposits or similar account.

1.12 Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably.

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THE SWITCHBACK INITIATIVE

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2021

ACCOUNTING POLICIES (continued)

1.13 Critical accounting estimates and judgements

In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised.

The trustees do not consider that there are any critical estimates or areas of judgement that need to be brought to the attention of the readers of the financial statements.

2. DONATIONS INCOME

Donations & grants
Gift aid recovery
INVESTMENT INCOME
Deposit account interest		 Unrestricted
£
769,148
37,275
806,423
Unrestricted
£
6,848
6,848		 Restricted
£
54,200
-
54,200
Restricted
£
-
-		 2021
£
823,348
37,275
860,623
2021
£
6,848
6,848		 2020
£
660,949
59,741
720,690
2020
£
9,529
9,529

3. INVESTMENT INCOME

4. OTHER TRADING INCOME

Trading income Unrestricted
£
47,182
47,182		 Restricted
£
-
-		 2021
£
47,182
47,182		 2020
£
26,086
26,086

34

THE SWITCHBACK INITIATIVE

NOTES TO THE ACCOUNTS (CONTINUED)

FOR THE YEAR ENDED 31 DECEMBER 2021

5. EXPENDITURE

Raising funds
Charitable activities
Activities undertaken directly
Support costs (note 6)
Total
Total
6.
SUPPORT COSTS
Staff costs
Rent and utilities
Office costs
IT
Repairs and maintenance
Insurance
Travel expenses
Sundry costs
Bank charges
Recruitment
Depreciation
Staff support
Governance costs (note 7)		 Depreciation
£
-
5,740
1,526
7,266
7,266		 Staff
costs
£
104,529
395,803
132,999
528,802
633,331		 Other
costs
£
6,308
171,909
40,862
212,771
219,079		 Total
2021
£
110,837
573,452
175,387
748,839
859,676
2021
£
132,999
7,817
4,557
3,628
9,845
804
313
4,688
2,404
3,397
1,526
429
2,980
175,387		 Total
2020
£
67,958
436,640
108,383
545,023
612,981
2020
£
90,450
5,660
2,391
1,171
-
634
388
986
2,113
-
1,136
688
2,766
108,383

Included within support costs are amounts payable to the current examiners in respect of examination fees of £2,700 (2020: £2,640) and £12,955 in respect of other services (2020: £Nil).

7. GOVERNANCE COSTS

Independent Examiner’s remuneration
Trustees’ expenses		 2021
£
2,700
280
2,980		 2020
£
2,640
126
2,766

35

THE SWITCHBACK INITIATIVE

NOTES TO THE ACCOUNTS (CONTINUED)

FOR THE YEAR ENDED 31 DECEMBER 2021

8. STATEMENT OF FINANCIAL ACTIVITIES COMPARATIVE FUNDS – YEAR ENDED 31 DECEMBER 2020

Income from:
Notes
Donations
2
Investments
3
Other trading
4
Total income
Expenditure on:
5
Raising funds
Charitable activities
Total expenditure
Net income
Fund balances at 1 January 2021
Fund balances at 31 December 2021
16		 Unrestricted
funds
£
687,361
9,529
26,086
722,976
67,958
481,914
549,872
173,104
449,346
622,450		 Restricted
funds
£
33,329
-
-
33,329
-
63,109
63,109
(29,780)
336,612
306,832		 Total 2020
£
720,690
9,529
26,086
756,305
67,958
545,023
612,981
143,324
785,958
929,282

9. TRUSTEES’ REMUNERATION AND BENEFITS

There was no trustee remuneration or other benefits for the year ended 31 December 2021 nor for the year ended 31 December 2020. Trustee expenditure totaling £280 (2020: £126) was reimbursed during the year.

10. STAFF COSTS

Wages and salaries
Social security costs
Other pension costs		 2021
£
559,557
50,472
23,302
633,331		 2020
£
435,138
37,860
19,712
492,710

36

THE SWITCHBACK INITIATIVE

NOTES TO THE ACCOUNTS (CONTINUED)

FOR THE YEAR ENDED 31 DECEMBER 2021

10. STAFF COSTS (continued)

The average number of employees during the year was as follows:

Programme Delivery
Policy and Influencing
Other		 2021
Number
8
3
6
17		 2020
Number
6
3
4
13

The number of employees whose emoluments fell within the following bands was:

£60,001 - £70,000
£70,001 - £80,000		 2021
Number
-
1
1		 2020
Number
1
-
1

Of the employees whose emoluments exceed £60,000, 1 (2020: 1) have retirement benefits accruing under defined contribution pension schemes. Pension contributions for higher paid employees in the year amounted to £3,545 (2020: £1,737).

During the year the key management personnel of the charitable company comprised of the Chief Executive, The Chief Operating Officer/Head of Finance and Operations and the three Heads of Department. The total employee benefits of the key management personnel (including Employer’s National Insurance Contributions) were £297,611 (2020: £233,961).

37

THE SWITCHBACK INITIATIVE

NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2021

11. TANGIBLE FIXED ASSETS

Cost
At 1 January 2021
Additions
Disposals
At 31 December 2021
Depreciation
At 1 January 2021
Charge for the year
Eliminated on disposal
At 31 December 2021
Net book value
At 31 December 2021
At 31 December 2020
12.
DEBTORS – amounts falling due within one year
Trade debtors
Other debtors
Prepayments and accrued income
13.
CREDITORS - amounts falling due within one year
Trade creditors
Social security and other taxes
Accruals and deferred income
Other creditors		 Furniture
& Fittings
£
697
-
-
697
522
175
-
697
-
175		 Computer
Equipment
£
18,466
8,202
(1,163)
25,505
11,212
7,091
(1,163)
17,140
8,365
7,254
2021
£
3,956
4,185
31,962
40,103
2021
£
2,561
-
46,181
4,518
53,260		 Computer
Equipment
£
18,466
8,202
(1,163)
25,505
11,212
7,091
(1,163)
17,140
8,365
7,254
2021
£
3,956
4,185
31,962
40,103
2021
£
2,561
-
46,181
4,518
53,260		 Total
£
19,163
8,202
(1,163)
26,202
11,734
7,266
(1,163)
17,837
8,365
7,429
2020
£
590
1,310
43,126
40,103 45,026
2021
£
2,561
-
46,181
4,518		 2020
£
3,294
14,279
128,414
3,441
53,260 149,428

38

THE SWITCHBACK INITIATIVE

NOTES TO THE ACCOUNTS (CONTINUED)

FOR THE YEAR ENDED 31 DECEMBER 2021

14. RESTRICTED FUNDS

The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:

Lloyds Bank Foundation
Barrow Cadbury Trust
Donation to Reserves
The Wilmington Trust
Weavers’ Company Benevolent Fund
Anonymous donor
The Field Family Charitable Trust		 Balance at
1 January
2021
£
2,083
-
299,999
2,500
-
-
2,250
306,832		 Movement in funds
Income
Expenditure
£
£
25,000
(25,000)
11,200
-
-
-
5,000
(5,000)
5,000
(4,800)
8,000
-
-
(2,250)
54,200
(37,050)		 Balance
at 31
December
2021
£
2,083
11,200
299,999
2,500
200
8,000
-
323,982

Lloyds Bank Foundation

Funding towards the CEO’s salary.

Barrow Cadbury Trust

Funding towards Reshaping Resettlement for young adult prison leavers.

Donation to Reserves

Restricted for use to underpin a portion of reserves.

The Wilmington Trust

Funding towards the development of our communications.

Weavers’ Company Benevolent Fund

Funding towards preparing training course material and consultancy packs.

Anonymous donor

Funding towards improving Switchback’s tech infrastructure.

The Field Family Charitable Trust

Funding to support young men aged 18-25 leaving prison.

39

THE SWITCHBACK INITIATIVE

NOTES TO THE ACCOUNTS (CONTINUED)

FOR THE YEAR ENDED 31 DECEMBER 2021

15. DESIGNATED FUNDS

The income funds of the charity include designated funds comprising the following:

Office Space Balance at
1 January
2021
£
90,000
90,000		 Movement in funds
Expenditure
Transfers
£
£
(49,165)
(40,835)
(49,165)
(40,835)		 Balance
at 31
December
2021
£
-
-

Office Space

The office space fund relates to funds set aside by the organisation to be used to secure and develop new office space. The transfer in the year relates to the reallocation of funds as unrestricted following the completion of the office space project.

16. ANALYSIS OF NET ASSETS BETWEEN FUNDS

Fund balances at 31 December 2021
are represented by:
Fixed assets
Current assets
Creditors: amounts falling due within
one year
Fund balances at 31 December 2020
are represented by:
Fixed assets
Current assets
Creditors: amounts falling due within
one year		 Unrestricted
funds
£
8,365
705,172
(53,260)
660,277
Unrestricted
funds
£
7,429
674,449
(149,428)
532,450		 Designated
funds
£
-
-
-
-
Designated
funds
£
-
90,000
-
90,000		 Restricted
funds
£
-
323,982
-
323,982
Restricted
funds
£
-
306,832
-
306,832		 2021
Total
£
8,365
1,029,154
(53,260)
984,259
2020
Total
£
7,429
1,071,281
(149,428)
929,282

40

THE SWITCHBACK INITIATIVE NOTES TO THE ACCOUNTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2021

17. COMMITMENTS UNDER OPERATING LEASES

At 31 December 2021 the company had total commitments payable under non-cancellable operating leases as follows:

Within one year
Between two and five years		 Land and buildings
2021
£
2020
£
71,688
122,467
30,175
91,050
194,155
121,225		 Equipment
2021
£
2020
£
1,493
1,120
1,493
2,613
2,613
4,106		 Equipment
2021
£
2020
£
1,493
1,120
1,493
2,613
2,613
4,106
4,106

Total lease payments recognised as an expense in the year amounted to £27,999 (2020: £31,493).

18. NET CASHFLOW FROM OPERATING ACTIVITIES

Net income/(expenditure)
Depreciation of tangible fixed assets
Dividends and interest from investments
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash provided by/(used in) operating activities		 2021
£
54,977
7,266
(6,848)
4,923
(96,168)
(35,850)		 2020
£
143,324
6,176
(9,529)
(31,794)
(97,037)
11,140

19. RELATED PARTY TRANSACTIONS

During the year to 31 December 2021 donations were received by the charity from various Trustees totaling £4,480 (2020: £1,028). The only further related party transactions relate to Trustees’ expenditure reimbursement of £280 (2020: £126) as disclosed in note 9.

20. CONTROL

The Switchback Initiative is a company limited by guarantee and has no share capital. No one member has overall control of the charity.

21. COMPANY INFORMATION

The Switchback Initiative is a charitable company, limited by guarantee, registered in England and Wales. The charitable company’s registered number and registered office address can be found on the legal and administrative information page.

41