swrrcHBACK< 2022 ANNUAL REPORT Switchback's annual report for the year ended 31 December 2022
The Trustees (who are al60 the directOTS) are pleased to present their annual report for the year ended 31 December 2022. Contents About Swltchback Our values 2022 in numbers An oveNiew p.6.7 p.8-9 p.10 p.11 Adams jourrw Equity. dlver81ty & inclusion update Time & Again podcast Our plan. 2022~25 Aim 1- A platform foi mole young Londoners Aim 2- A plafform for changing the system Aim 3.. A platform for collaboration Aim 4.. A plaiform on strong foutTrdotions Financial review p.12 p.13-14 P.15-16 P.17-18 p.19-20 p.-25
About Switchback Switchback is an award-winning charity supporting young Londoners to find their way out of the justice system and build stable. rewarding lives. Switchback's model is eentred on a meaningful relationship between a Switohback Mentor and a Switchback Trainee. beginning in prison and lasting as long as it tskes after release. Our pioneering and award- winning approach works. In Stsrk 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 long-temi employment, while 65% reach Switchback's unique benchmark of Real. Lasting Change.. Thls Is new territory for most Trainees: a frank, non-judgemental relationship with someone who is there tor them on a daily basis. helping to navigate the turbulent transition from prison to oommunlty. Building on over 14 years of impact. we work with others to share what we've learned and inspire change 8cross the criminal justice system and beyond. * this requ15 Trainees to achieve stability in at lea 5 out of 10 Switchback Pathways alongslde a range of other crfteiia. 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 Stsble, rewarding lrfe they can be proud of.
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 Having high expectations We assume strengths. resource8 and abilities in Trainees. We don't do thlngs 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. 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?- 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 ch8ngE is not linear and we provide a space to learn trom mistskes. 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 irrtprove. We pioneer an alternative approach and share our evidence with others. 3. Committed Taking the long way around Our commitment to Tralnees is consistent and continuous. lasting for 88 long as it takes. We rejecr quick fixes, shortcuts and tick boxes. We do what we say we are going to do and coach ourTrainees to do the same.
2022 in numbers 49 533 young men ero2ged onto the programme as Switchback Trainees. young PTison-leave 8UPPOrted In total. 1,031 15 outcomes achieved by 49 Trainees across the 10 Swltchback Pathways. prisons from which Switchback Trainees were released. The environment became increasingly challen ing: releas8d homeless. rèleased without a bank account, with an identified fflentsl health issue. with an identified drug or alcohol issue. We maintsined high impact despite complex needs: achieved a practical edvcation. employment or training outcome. progressed from unstable to stable on 5+ pathways. 39% started a permanent job. appTenticeship, or further/ higher education. reached our benchmark of Real L8Sting Change.
An overview For Switchback, 2022 was a year of both significant challenge and excf(ing change. We began implementing our 3-year plan 2022-25 with ambitious airns to incfease the number of young men we support and reshape national resettlement policy. And yet the impact of the COVID-19 pandemic continued to have signiffcanr consequences for our work. Majesty's Prison and Probation Service {HMPPSI to inform emeiging resettlement policy. We were also proud to contribute evidence from 14 years of delivering our model coupled with Trainees. experiences to key consultations, including the London Assetnbly Police and Crime Committees inquiry into probatlon In London. We were especially proud to launch our new campaign, Flip the Script, which foregrounds the voices ot young prison leavers In championing change in the justice system. The campaigns podcast seriès, Time & Again, was launched to critical acclaim. and the EbE team are already producing a second series launching in 2023. Chronic understsfling in the prlson and probation seTvices restrlcted our access to prison wings until the second half of the year. The young men who wanted our support- ourTrainees- had significantly greater needs than we'd previous seen.. four in ten had no qualitications and almo* half had never worked. The world which Trainees re-entered on release had become even more difficult, 8S the crisis in the UK economy increased both living costs and pressure on statutory seNices. In 2022 more rhan six in ten Trainees were released homeless. compaied to four in ten a year earlier. In 2022 our expenditure exceeded one million pounds for the first time. and we have worked diligently to put in place the controls required to manage this greater financial risk and responsibility. We hope our plans for 2023 and beyond will continue to excite and attract both existing and new funders who share our twin missions for supporting even more young men to build stsble Ilves they can be proud of. and shaping a society in which everyone has the opportunity to live a stable and rewarding life. Despite all this, In 2022 we supported 49 young men to become Switchback Trainees, providing intensive 1-to-1 support and training through our 12-week progryamme. 33 reached our benchmark of Real Lasting Change. above our 60% tsrget and higher than in the previous two years. indicating that our impact was beginning to return to pie-pandemic levels. And we supported another 533 young men to develop their plans for life p08t-release or access appropriate services through i-to-1 conversations with our Mentors in prison. Finally. in 2022 we said 8 fond farewell to our Founder and CEO. Alice Dawnay. after nearly 15years at the helm. We owe Alice a huge debt of gratitude. both for seeing the need for holistlc 8UPPOrt fof young men leaving prison that transforms lives. and for oiving her all for so long to nurture Switchback into the high- impact and trusted organisation that it is today. After a thorough recruitment process Involving the vyhole Board. EbE. the Leadership and wider staff Teams. we were delighted to welcotne Sian Williams, an accomplished leader with a track record ot achieving improvements in policy and practice around financial and soclal inclusion We continued to build our influencing strategy in close partnership with the Switchback Experts by Experience Board (EbE). This year we focused on amplifying the voice of Switchback Trainees, including tscilitating workshops with key teams across the Ministry of Justice (MOJ) and His
in partnership with lived experience experts. as Switchback's brilliant new CEO. Sian has already begun building on Alice's legacy in leading the team to secure our fir8t statutory test-and-learn probation grant and initiate our first peer-led research project. 06 I've been so impressed with the transformational effect of Switchback's unique model of intensive l-to-1 support. Each Trainee I meet is successfully overcoming multiple challenges and building a life filled with possibility and joy. But thousands more young men are still leaving prison with minimal support and facing huge barriers to change. The natural cycle of change following the pandemic has seen several of our Trustees and Leadership Team move on. and thus 2022-23 has been a time of intensive recruitment and new petspectives for Switchback. We are excited at the progress the new team are already making in piloting innovative approaches to reaching more men and growing our influencing work. despite the incredibly challenging external contexl, and we look forward to sharing our learning with you in our next annual report. We vvant to grow and share our model so that more young men have the type of support each Switchback Mentor can offer. And yet we know that's still not enough. That's why we will also continue to build our lived experience-led influencing work. supporting Switchback Experts by Experience to champion criminal justice reform and reshape the justice system. W6 hope you will find much to inspire optimism. commitment and hope within these pages. and we invite you to joln us in this exoiting new phase of Switchback's journey. IoIL can Shrubsole, Chair 99 Sian Wllliams. CEO
Adam's journey "Growing up In London was tough. I was surrounded by economic and social deprivation. I was going through a lot and it was difficult trying to navigate that alone. It was a toxic environment. I had tsmily but I kept running away because home wasn't where I wanted to be. I didn't have any support system. I was 14 years old at that point. I was frustrated at school. They didn't understand how to teach me and they weren't gwing me any 8UPPOrt.They lust expected me to be able to learn off a whr(eboard but I didn't understand half the things. so for me it was just scary. I was scared when I went to prison for the tirst time. I felt a lot of emotional pain. In prisor) there's na support - theres only really external people like Switchback. But in terms ot institutional support. processes are way too long and there is too much paperwork. just wanled money. I wanted financial independence. and I wanted Independence as a whole until I realised that crime wasn't the way to do it. I thought I could do more v¥ith my time instead of being a handout. I saw how fast I could make money and then it just stsrted tumbling.
l first came across Switchback when I was gardening at HMP Isis. I kept seeing the t-shirts and I saw my future Switchback Mentor Celine. One day l just asked her: 'What do you do?. Celine was different ro orher people I'd come across betrause she was realty honest. She had a different aura about her and I could tell she really wanted to help. I thought 'Ok. Lets see hat Switchback can dofor me.. 06 My tavourite thing about Switchback is the people. I love the atmosphere and I love being part of Experts by Experience {EbE). The thing I love about EbE is everyone is willing to change and it's all coming from the heart. People don't come for the vouchers or the food. they come to make a difference. I want to go into policy now. I've got such a passion. EbE hits different because you actually do see that stuff is getting changed and our suggestions are rolling through. The first week out of prison I was scared. I didn't know what to expect. Evew(hing was a blur until I met Celine at probation. She came with me and explained to my Probation Officer what Switchback was going to do. because at that point she was helping me with my bank account and getting Unlversal Credit set up. Some days I felt upset ond some days I tdt proper Scared. but Celine calmed me down. Whenever I was nervous and it was getting too much she supported me. 99 l finished Switchback in December and now I'm worksng as a business administration apprentice. I'm loving it and I never thought I d be in a position like this In my life. Without question. I see myself going into policy in the future. I feel like thats my Calling. I'tn just trying to build up my experience. l also want to travel. I want to go to Iceland and Vietnam. I love travelling because you learn other people's way of thinking. people's way of life. their morals, and how they go about things. I'm a CUTIOUS person. The best advice I can give to anyone is that the most difficult roads lead to the most beautiful destinations. No matter how many things are stacked against you, persevere against all odds."
Equity. diversity and inclusion update Building a diverse team and Board rePsentative of our Trainees and modern London. Incre3sing raclal and social justice and building a team more representative ot modem LDndon are both key aims in our 3-year Plan 2022-25. Nine in ten Switchback Trainees are from an ethnic minority background. so it is vital that our team 18 representative of the men we support. that our Infiuencing work clearly Challenges the structural reasons underpinning the ovèrrepresentation of ethnic minority communities in the justice system. and that our organis8tional culture proactively includes and supports all torms of diversity. Switchback's Equity. Diversity & Inclusion Policy focuses on both our people and our operational delivery and Is publishèd on our website alongside annual tearn and board diversity snapshots. ieflerting the age range of men we work with. 32% ofour team identffted as from an ethnio minority background compared to 23% in 2021. 25% of our team had Ilved experience of the justice system. either themselves or through family. Around a third of our team had caring responsibilities. 5% of our team described themselves as having a disability compared to 0% of the team in 2021. Equity. Diversity and Inclusion Review Group We developed our tir6t ever Switchback EDI Review Group which met three times over the year. The Group focused on recruitment a8 their first priority to inform our ability to attract people trom more diverse backgrounds and ensure our recruitment campaigns were inclusive. Recruitment As well as running a robusty inclusive recruitment process for our new CEO, we also continued to review and strengthen our recruitment piocesses. expanding our accessible pathway tor formeT Trainees to join our team through creating three new roles acioss our Operations, Delivery and Influencing teams. It was particularly important to begin recruiting Trainees into rion-mentor roles. both to ensure we are embedding lived experience insight throughout the organisation and to create more dwerse opportunities for Trainees 1th different skill sets and ambitlDns. We are particularly mindful of underrepresentation of ethnic minority and lived experience candidates in the field of policy and so. where possible. aim to nurture candidates with potential from our own tslented pool of former Trainees. Our Board Sergio Gogoa was appointed as our second Board Adwser, bringing his experience as a former Swrtchback Trainee to inform the work of our Trustee Board while gaining exp08ure to charity governance. We conducted our first ever Trustee EDI survey to understand how well our Board reflects both our Trainees and London's diverse communities. This data will also help us tsrget diverslty gaps in our 2023 Trustee recruitment round. In 2022.. 62.5% of our Trustees had lived expeiience of the Criminal Justice System either themselves or through immediate family. 25¥0 were aged 18-30. reflecting the age range of men we support. 37.596 of oui Trustees identified as from an ethnic minority background. Our third contidential annual staff Sufvey snapshot showed that.. 53% of our staff were in the 18-30 age bracket. 10
Time & Again podcast How does fc feel to come of age in some of the UKS most disadvantaged neighbourhoods? 06 Really intimate podcasting... putting you in the shoes of these people and making them the centre of the story. Its incredible. Wh8t really drlves inner city crime? What's it like being sent to jail at a young age and released wh nothing. 99 We hear a lot about the issues of gangs. youth crime and county lines. but we hardly ever hear from the people with the best Inslght of all: young prison leavers themselves. BBC Radio 4 Extra- Podeast Radio Hour TIME & AGAI In 2022 Switchback went about answerlng those questions with its debut pod¢8St series Time & Agaln. Time & Again featured six Switchback Trainees telling their story in their own powerful words. It was the fiist piece of content w?thin Switchback's Flip the Script campaign and was mot with unfaltering praise and acclaim. Time & Again was numbeT one on Apple Podcasts, New & Noteworthy list while the podcast has also been shortlisted in two categorles at the prestigious British Podcast Awards- Arts & Culture and True Crime. 8wrrcHBACK<
Our plan, 2022-25 1. A platform for more young Londoners 2. A platform for changing the system 3. A platform for collaboration 4. A platform on strong foundations 12
Aim 1: A platform for more young Londoners A platform for more young Londoners: we'll expand our team of Switchback Mentors to double the number of young Londoners we can support. establishing Switchback as a beacon of best practice inspiring change across the system. Year 1 update Overview The h'rst half of 2022 remained challenging for our frontline vvork as the impact of the COVID-19 pandemic on the prison environment continued to restrict Mentors. access to prison wings. Yet tor young men le2wng prison In the post-pandemic environment. access to essenti81 setvices SLJch as housing, benefits. healthcare and employdbillry support had all worsened significantly. We responded with a range of creatwe approaches. including piloting virtual support sessions and. for the first time, exploring working with people on remand. We also introdL)ced a new Peer Switchback Mentor role to pilot a serving prisoner working as part of the Mentor team. with the aim of having a Switchback presence in the prison 24n despite COVID-19 lockdowns. thus reduced the over811 number of Trainees we could engage with existing Mentor capacity. It quickly led to better outcomes for Trainees. Having started the year without any access to prison wings due to COVID-19. by the end ofthe year we had secured keys in five prisons (HMP Isls. Pentonville. High Down, Onley and Brixton). This focused investment In prison partnerships set us up tor a strong stsrt for 2023. Finally, in response to rising mental health needs, we reviewed and enhanced our mental health assessment. support and referral processes. improving staff knovvledge and skill to support Trainees, in partnership with Partisan. a diverse, culturally sensitrrfe. forward-thinking team of experienced Psychother8PlSts. Clinical Psychologists. and mentsl health praetitloners. We also complet8d neurodivergence support training wlth Luke Vintef. a senior lecturer in psychology and forensic mentsl health from Nottingham Trent University. We rigorously evaluated the effectiveness of each innovation in reach 2nd impact. adapting our delivery rtK)del throughout the year based on our leaming and the changing prison and probation environment. Our evaluation showed that our six- week post-release optlon. FoLJndation for Stability IFS). which we had introduced in 2020 when we were unable to meet Trainees in prisons due to the pandemic lockdowns. wasrft meeting Tralnees. more intensive needs in the post- pandemic context. 06 Switchback has made me realise I can do the things I want to do. and I've never thought that before. This is the most supported I have felt coming out of prison and I have no one to thank other than Switchback for that. We therefore made the decision to revert to delivering only our original Re81 Lasting Change (RLC) progrdmme. albeit with a new level of flexibility for community referrals. On average. the RLC progtamme requifes twice as much Mentor time as the shorter FS model. Whilst this decision 99 13
Aim 1: A platform for more young Londoners Progress on objectives . Double the number of Swit¢hbackTrainees provided v4ith intensive, long-term 8UPPOrt to 140 peryear by 2025. by building bigger. Stronger and stable team of expert Switchbaek Mentors. c. Further boost our evldence of Impact as beacon of best practice inspiring change a¢ross the 8yStem. Enhanced impact measurernent training for Switchback Mentors. leading to greater outcome quantity and quality capture. 49 Trainees engaged as Switchback Trainees through-the-gate. while 533 young men supported in totsl with more than one session of support. Outcomes remained very strong (see d). Our Switchback Mentor team remained stable at 8. which was our largest ever Delivery tearn, and included three people with Iwed experience of prlson. d. Maintain sector-leading outcomes while driving programme improvement in priority areas. Met or 8xceeded targets forTrainee8 successfully completing the programme having reached our benchmark of Reel Lasting Change (66% against a tsrget of 60%). and those achieving a practical education. employmont or training (EEt) outcome179% against a target of SOOA). Supported almost a quarter of Traineès {23%) into sustainable jobs - double the national average for people leaving prison (12%}. Restarted Trainee Experiences post-pandemic offering a wide range of educational and inspirational activities. b. Grow our original through-the-gate model while maintaining our new post-release option and testing our approa¢h at a new 'exlt polnt. from the system to broaden our reach and impact. Although we dropped the shorter version of our programme. we introduced a new level of flexibility to accommodate community referrals for people we had not met in prison.
Aim 2: A platform for changing the system A platform for changing the system.. we'll support more Trainees to take an ever-greater role in championing change across the justice system and tackling social and racial injustice- foregrounding their experience and shifting perceptions by amplifying Trainee voice and influence at every opportunity. Year l update Overview 06 At the heart of our influencing work sit8 Switchback's Experts by Experlenee Board. open to all current and former Trainees and intended as a place where people with lived experience ol leawng prison can both shape our work and create their own prolects and campaigns. This year we were excited to welcome a former Trainee and active EbE Board member, Elton Gilbert, to facilitste the grDUP'S work in the new role of Participation Coordinator. with funding generously provided by Bertow Cadbury Trust and Esmée Fairbairn Foundation. [We need to] sit down and learn about other people's cultures and backgrounds. That's how you change someone's views. Because a lot of the time it's a lack of understsnding one another. 99 EbE members and Svwitchb8ck staff also collabor*ed to produce our highly acclaimed first podcast series. Time & Again. with Trainees telling their own powerful stories of leaving prison and building a new life with Switchback's support. And they shared their invaluable insight on the baiiiers to successful resettlement with government and civil society influencers. Finally. we launched a Switchback TikTok channel to reach a younger audience. as well as 'Speaks with Switchback.. an events series featuring EbE mernbers interviewing publie figures and actlvlsts. In 2022 EbE Board mefflbers priorf(ised two ambitlOUS aims. The first wa8 to expand our campaign. Reshape Release, to ensure that everyone leaving prison h8S the essentials needed to build a stable life after prison, including access to finance. a phone and safe. sustainable housing. The second was to change the perception of people leaving prison in the media and wider society through launching new campaign, Flip the Script. 16
Aim 2: A platform for changing the system Progress on objectives . Support Switchback Trainees to build their voice and capacity to influence systemic ohango through further development of our Experts by Experience Board. and Mentors. to develop government policy for 'Resettlement 2030,. Contributed to policy roundtables led by Shadow JustlceTeam Ellie Reeves MP and Steve Reed MP. Participated on new Employment Advisory Boards at HMP Brixton and HMP Pentonville to influence through-the-gate employment support. Secuied a new tocus on 'The Basics. in the 90vernment's Prisons Strategy, including new 'resettlement passports.. Participated in the StTategic Steering Group for the Prison Leaver Project, raising concerns about implementation. EbE members completed professional training in public speaking. media interviews and 'owning your story.. Launched a new Participation Coordinator role for an EbE member to organise the group following successful Participation Internship. Supported EbE members to apply for leadeiship programmes including CJA'S Elevate. One person was successful and is now on the Elevate course. Ix Cre*0 and communicate a compelling agenda for transforming r•sottlement for prison leavers nationally, rooted in Trainees. experience and Switchback's frontline Inslght. d. Shift per¢eptions of prison leavers and deepen understanding arnong key audiences about the causes of ¢rime and solutions needed through high-quality. creative ntent. Submitted responses to key consultations including MOJ Prisons Strategy White Paper. National Audit Oflice probation inquiry, and the Centre for Social Justice's prisoner employment inquiry. Gave oral evidence to the London Assembly Police and Crime Committee inquiry into probation in London. Switchback Trainees and staff promoted Reshape Release messages across the medial including on BBC News 2nd Politics.co.uk. Launched new campaign Flip the Script aimed at shifting perceptions of prison leavers by aTnplifying the voice of Switchback Trainees. Published our first podcast series. Time & Again. to national press coverage and critical acclaim including reaching No.1 on Apple's New & Noteworthy podcasts. Published portrait series by photographer Rosie Matheson spotlighting Switchback Trainees. strengths and talents. Launched new 'Speaks with Switchback. events seriès featuring EbE members interviewing public figures and actlVl8ts. ¢. Insplre meanlngful changes in policy and pra¢ti¢e needed to reshape resettlement for people leaving prison. Hosted MOJ Resettletnent Policy team for two half-day workshops with Switchback Trdinees 16
Aim 3: A platform for collaboration A plafform for collaboration: we'll work creatively with others to enable grovrth of our delivery and drive change across the system. Year 1 update Overview Long-lasting. meanin1 partnerships are central to Switchback's ability to otter sustsinable training and employment opportunties to Trair)ees. One of our most successful partnerships has been with Café from Crisis. with over a decade of collaboratlon supportlng more than 285 Tfainees into work. S8dly. in summer 2(Y22. Café fiom Crisis closed its doors for the last time, and we lebrated everything that we had achieved together. The loss of guaranteed training places when Café from Crisis closed had a significant impact on engagement rates. relnforclng the need to diversfy our offer to young men after release. So vve created a Partnerships Manager role. generously funded by the Triangle Trust. focused on developing new training. employer and support partnerships and referral routes. We have continued to learn from. and share our insight with. other organisations across the sector. including with colleaoues from the Probation and Prison Services and third sector organisations. And we have begun to explore whether participatlng in commissioned setvices can offer a viable way of sharing our high-impa¢t model of intensive. through-the-gate support. We were therefore delighted that a newer partnership with the Dusty Knuckle Bakery in Dalston was flourishing. with growing capacity to support more Trainees. Most Switchback Tiainees now start their Real Work training in the bakery 01 café, 2nd quickty become a conh'dent member of the team under the Dusty Knuckle's supportive encouragement. Another new partner. XO Bikes in Lewisham, offers a different route into work through its bike mechanic training programme and onward employment route.
Aim 3: A platform for collaboration Progress on objectives a. Deepen our network of delivery partners to ensure quafity training. 8UPPOrt arKI employment options for everyTrainee. Established Switchback as a subcontractor to a prime provider for the HMPPS Dynamlc Framework but received minimal reterrals ar7d so withdrew from the arrangen)ent. Submitted a successful application to the HMPPS Probation Grants Programme focused on supporting people from ethnic minorities in London engage with probation. Diversified trdining options. signing a new expanded agreement with The Dusty Knuckle Bakery to offer 24 training places a year to Switchback Trainees. and trialling a new partnership with XO Bikes cycle workshop. Presented at meetings of key senior officials including London Prison Governors, London Heads ot Reducing Reoffending and newly employed Prison Employment Leads. c. Work with others to share Switchbaek's model and influen¢e practice in the justice system. Presented to Comic Relief and a number of small charities sharing Switchback's irnpact rnonitoring and evaluation processes. Presented 8t Clink£ forums and events, leading to engagement with a number ot small charitios to help develop their fundraising strategies based on Switchbaek s good practice. 66 I love talking to people and being able to be energetic. If I knew about this place before I did illegal things, I would never have gone to prison! d. Collaborate in creativo ways with others to further our aims of racial and social justice. 99 Worked closely with Comic Relief to ensure positive. strengths-based portrayal of ethnlc minority prison-leavers in their Red Nose Day coverage. Worked closely with BBC Radio London to revievv their approach to intefviewing prison- leavers and reduce stigma. Worked with women's organisations Working Chance and Women in Prison to improve alignment of messaging across mèle and female issues. Supported Standout to adopt Switchback's Board Advisor model to widen access to charity trLJSteeship. b. stngthen our statutory and corporate partnerships to ensure robust referral route¥ and explore public sector funding that fits our values. Returned to prison operations post-COVID-19. securing key-holder ststus in London prisons including HMP Isis. Pentonville, High Down. Onley and Brixton). Developed new community referral routes including with the police service (Project ADDER). Catch22. Department for Work and Pensions, Tower Hamlets Police and Oxleas Mentsl Health Service. 18
Aim 4: A platform on strong foundations A plattorm on strong foundations: we'll make the operational step-change needed to become a thriving mid-size charity while closely guarding our values and agility. building a team representative of modern London. Year 1 update Progress on objectives Overview a. Improve the quality and effectiveness of our operational systems and processes. 2022 mark8d two important milestones for Switchback: our co-founder and CEO. Alice Dawn8y, left us in October after 15 year8 of dedioated service at the helm, and we passed the one-million-pound annual expenditure mark. Under Alice's leadership wo have built reputation tor doing what we s2y we will. tor keeping Trainees at the heart of everything we do. and for challenging ourselves and Trainees to move Outside our comfort zone and grow through acting on reflection. As we move into a new era wtth Sian Williams as Qui new CEO. we remain committed to living up to those founding values, stewarding our precious tinancial resources with care and Clarity of focus so that we use them to the best of our ability in the seNice of improvlng the chances of young men leaving prison. Clsrasys completed pro-bono audit of our data processing and management processes. 8UPPOrting implementation ot the review findings and our Dats and Confidentiality Policy. Revised departmental budgeting processes. improving accountsbility and oversight for Leadership Team members. Took bookkeeping back in-house with new Finance Offtcer. b. Ensure Swit¢hba¢k's team and Board is more representative of modern London with new opportunitie8 for Trainees. Three former Switchback Tr2inÈes started permanent roles in the Switchback team in 2022. including as Office Coordinator. Junior Switchback Mentor and Participation Coordinalor. A number of these roles started as work experience or internships, showing the v81ue of this flexible approach to widen access. Recruited our second Board Advisor. Sergio. an EbE member who will shadow and input to the Trustee Board for a year. Llke many frontline organisations. we've recognised that. tor Switchback, building strong relationships across the team and with Trainees. our supporters 8nd partners is crucial to our success. so we've moved to a hybrid model whero our teom work in the office for three (or the equivalent pro rata) days in the offi'ce. We will regularly review our hybrid working model and continue to ensure we offei a warm and safe space forTrainees. c. Ensure Switchback is a fulfilling place to work. with a real sense of belonging in the team. One in five of the Swltchback team have direct lived experience of prison. bringing a deep understanding of the experiences and needs of Tralnees into all aspects of our work. Introduced new flexible hybrid-worklng arrangements based on staff survey and feedback. Introduced new Management Forum for 19
Aim 4: A platform on strong foundations managers to share learning and mutual support. Increased staff holiday entitlement to include three days between Christmas and New Year. Enhanced staff induction process to create a more values-based and engaging process. Looking Ahead As we move into the second year of our 3-Year Plan, the criminal justi context for the communities Switchback serves is getting even more challenging. Prison places are predicted to rlse to over 100.000 by 2027, yet the HM Prison and Probation Service remains chronically understolfed. As more people leave prison with less support, tewer housing options, more overstretched public services and benefits and in¢omes not sufficient to meet rising costs. we should expect to se8 a rise in mentsl health crises. financial hardship and homelessness. which in turn will diive up reoffending rates. "5 thought Switchback would just be another organisation who I met in prison who would let me dov¥n, butthis really has been the most PF)Qrted I've felt in a long time. I gave IOOY•. and you gave me 100%, and that* what has got rne here today." d. Signifi¢antly increase our incorne through new and largerfunding opportunitios to enable Swrtchbaek's growth. Switchback s highly effective model has an even more important role to play in creating a more hopeful future. Over the coming two years our plans to orow ¢)ur frontline delivery will support more young men leaving prison.. we want to engage at least 80 young men as Trainees each year by the end of 2024 and prowde many hundred8 more with pre-release support. And we are exclted at the opportunity to test our mDdel and share our learning with HMPPS and others through the Probation Grant pilots. with the aim of creating a more joined-up offer from prison into the community across the statutory and chariry sectors. We are also increasing our activity to tsckle racial and social justice. through lived exp81ience-led campaigns and research and through seeking out greater collaboration with others to influence tor fairei and moro equitsble social policy. Conrlnued to invest in the skills of the fundraising team including Bright Spot tralning funded by Mark Leonard Trust. Held the launch of our 3-Year Plan at our Switchback office and Caté from Crisis in March 2022. Hosted a special event in November 2022 to welcome our newCEO. Sian Williams, and say goodbye to our co-founder. Alice Dawnay. Thls event generated a significant amount of individual donations from a range of generous Switchback supportels. We were surprised by a fantastic mat¢h-funding offer by a philanthropist on the night which dernonstrated belief in Switchback's future under new leadership and significantly boosted fundraising at the end of 2022. Secured signifi'cant grants from a range of major funders including The National Lottery Community Fund for 2023-26. a granl from The Big Ask (now The Considered Ask) towards supporting more Trainees to join the Switchback team and continuation funding of £45k a year ft)r three years from the Bernard Lewls Famlly CharilableTrust. The next twelve rnonths will be another exciting perlod of change foi Switchback, as we recruit for new insight and expertise through key leadership and Trllstee roles. We look forward to sharing our learnir)g - and hopefully our successes - with you and invfce you to join us as we continue to fi'ght for the rights of people leavlng prlson to a stable and fulfilling life. 20
Financial review Income and Expenditure Summary The total cost of the Switchback PTogramme in 2022 w8s budgeted at .3 million. However. due to several factors, expenditure for the year was lower than budgeted at £1.151.342. The ongoing effects of the pandemic on our dellvery, resulting in lower numbers of engaged Trainees. meant that planned recruitment was delayed until the latter half of the year and costs associated with our Trainee programme were lower than budgeted. Expenditure was appropriately focused and facilitsted the achievements and performance described above. our expendtture on charitable actlvities increased by £244.484 in 2022. As we continued to emerge from the pandemic. we f8ced an unprecedented cost of living crisis in 2022. However. we are extremely proud that Switchback has continued to demonstrate financial resilience. We had an exceptional fundraising year with a record amount of income raised for the organisation. We continued to benefit from secured multi-year donations as well as securing new donations and increasing our grant income. 2019 2020 2022 Income 1.070,171 756.305 914.853 1,151,335 Expenditure 622.852 2.981 859.676 1,151.342 Surplus/(defl¢it) 447.319 143.324 54.977 {7) Totsl funds- restricted and unrestricted 785.958 929.282 984,259 984.252 Income by Type 2022 The fundraising landscape continued to be a tough environment within which to operate. Despite this we grew our income in 2022 by over 25% compared to 2021.. 17% Corporates Individuals Tiusts
Financial review Some of our key donors are listed below. and - particularly considering the cast-of-living crisis we are hugely thankful to those many loyal funde who have chosen to support us again in 2022. Additionally. we extend our enormous thanks to the generous anonymous indivlduals who are not listed here, as well as to all donors who contributed less than £10.000 - these gifts are truly vit81 to our work. Management Pay The key management personnel are comprised ot the Chief Executive and four DirectorslHeads of Department. Our CEO changed from Alice Dawnay to Sian Wllliams in October. an interim Director of Finance and Operations joined in April. and the Head of Delivery left the organisation in December. The remuneration for the new Chiet Executive was set during the recruitment PTocess with ongoing reviews undertaken during the Trustees. annual salary review for the whole team. including the four Directors/Heads of Department. Their review considers the tollowing- Donors (£10,1)00 or over) new in 2022 Esmée Fairbairn Foundation The Considered Ask The Triangle Trust Benchmarking with similar roles in Ihe sector. The Charity's financial po8ltion. Changes to cost of livlng and inflation. Previous donors (£10,000 or over) who cot)tinued or renewed their support in 2022 Allen & Overy Foundation Aurum Charitsble Trust Barrovv Cadbury Trust Beety's Charity Foundation Bernard Lewis Family Charitable Trust Brown Dog Comic Relief David and Primrose Bell Drapers. Company Girdlers. Company Goldsmiths. Company Highway One TTilSt Iguano Group InfraRed Charitable Trust John R Murray Charitable Tiust Lansdowne Partners UK LLP Livingbridge Foundation Mark Leonard Trust Milton Damerel Trust R8ise Your Hands R.U.B White Charitable Trust The Har)ds Family Trust The Roddick Foundation The Tom Ap Rhys Pryce Mernorial Trust Investment Policy Our annual Investment Policy review concluded Switchback funds will not be invested (outside of regular deposit accounts) as rheTrustees feel it inappropriate to take on the level of risk that investment brings at this current time. Fundraising Regulation The vast majority of our fundraising activity is carried out by our in-house fundraising team. We occasionally also use trusted consultant bid writers. Switchback follows the Code set out by the Fundraising Regulator although we are not members ot their Directory due to the scale and nature of our fundiaising activities. There have been no failures to comply with the Fundraislng Code nor has Switchback received any complaints concerning its activitl8s in this area since the foundation of the organisation. 22
Financial review Reserves Policy The Trustees are confident that there are sufficient unrestricted reserves to meet future commitments. At 31 December 2022. Switchback's unrestricted reserves stood at £640,834 (20- £660,277). Switchback provides a long-term programme. and we know that our reserves policy should refiect the commitment we make to our Trainees that we will remain available to them for as long as they need. not constrained by limtsd timeframes. Structure, Governance and Management The Board ot Trustees is required to annually review and agree the reserves poliw, The Finan¢e & Resources Sub-commliree. therefore. dlscussed our current policy at its meeting in November 2022, which was then agreed by the full Board at its meeting in December 2022. In setting our reserves policy, the Trustees wish to maintain a level of reserves that provides a stsble basis for its continuing actNities whilst at the same time ensuring that funds are utilised for the beneftt of Trainees. The charity number, principal addresses and details of professional advisers are included in the administrdtive information sheet at the front of these 8ccoufhts. The Switchback Initiative (trading as "Switchback-) is a company limited by guarantee. registefed in England and Wales on 10th June 2008 and governed by Articles of Association. 2022 has seen stability and continuf(y in our Trustee boaid. Switchback has always been grateful for the support ot a range of experts. advisers and supporters from a range of fields. Special thanks to our long-term Patrons: Hugh Fe8rnley- Whittingstall and Primrose Bell for their continued support and advlce. 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 tnore funds to be received. To facilitste this. it will be necessary to retain sufficient funds to enable the wind down ot the organisation in an orderly fashion. This is calculated Et four months. running costs. Beyond thls. we want to maintaln sufficlent tinanclal flexibilty to enable us to move quickly on an innovation to enable us to enhance our itnpact or to cover the costs ot any unforeseen loss of funding or adverse circumstances. prior to tsking remedial action. We therefore set our Reserves Policy to retain unrestricted reseNes of four to six months of the following year's budgeted expenditure. Based on our 2023 forecast expenditure of £1.39ffl, this requires retaining unrestricted reserves ot between 2466.200 and £699.300. This figure will be regularly reviewed by the Finance & Resources Sub-committee. Three of our Trustee Board have since stepped down. either due to reaching their maximum term or for personal reasons. We will launch a public recruitment process in 2023 to bring new Trustees onto the Board. Trustees Duncan Shrubsolè - Chair Olivia Gillan - Deputy Chalr Gillian Mcmillan - Treasurer Ben Summerskill - Diversty Lead Burphy Zumu Dawn Reid - (Dec 2020 - Aug 2023) Kalm Paul-christian - (Dec 2020 - Jun 2023) Simon Eyers- (Jun 2014- Jun 2023)
Financial review Board Adviser Report and the financial statements in 8ccordance with applicable law and Unrfced Kingdom Accounting Srandafds (United Kingdom Generally Accepted Accounting Practice). We would like to thank Sergio Gogoa for being our second Board Aclviser in 2022. Sergio contributed his insight and expertise to Switchback's Trustee board and in turn he developed his knowledge and understanding of governance through attending meetings army learning from his board buddy. Company law requires the Trustees to prepare financial statements for each financial year which give a true and tsir view of the state of affairs of the chaiitable company and of the income and expenditure of the charitable company for that period. In preparing those financial statements. the Trustees are required to: "2022 vras a big year for EbE, from meeting with the Mlnlsty otJustice to irrfluence their resettlement policy to launching an award- nomin*ed podcast that changed people's perception$ about crime. It'5 been great to play a key role in Switchback s grovrth as Board Advisor and bridge the gap betweenTrainees andTrustees." _ Sergio. Board Adwsor Select suitable accounting policies and then apply them consistently- ObseNe the methods and principles in the Charities SORP. Make judgements and estimates that are reasonable and prudent: state whether applicable accounting standards have been followed. subject to any material departurès disclosed and explained in the financial ststements- Prepare the financial statements on the going concern basis unless r( is inappropriate to presume that the Chafity will continue in business. Recruitment. induction and training of new Trustses Whilst W8 didn't recruit any new Trustees in 2QY22 our induction process Is deslgned to ensurè that newTrustees fully understand their roles and responsibilities as well as the objectives. activities a1 ethos of the charity- Our Trustee recruitfflent round in 2023 will be openly advertised and there will be a thorough interviow process. New Trustees meet wlth the CEO, the leadership team and the Chair. as well as being provided the relevant background information about the charity. Trustees also visit the Switchback office, training environments and a prison to help their understanding of how we deliver the programtne, the enwronments in which we work and the associated risks. The Trustees are iesponsible for keeping proper accounting records that are sufficient to shovv and explain the charitable company's transactions and disclose with reasonable accuracy at any time the 'nancial position of the charitable company and enable them to ensure that the financial staternents comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the ch2ritablo company and hence for taking reasonable steps for the prevention and detection ot fraud and other irregularities. Trustees, Responsibilities The Trustees (who are also the directors of the Switchback Initiative for the purposes of company law) are responslble for preparing the Annual The Trustees. Report has been prepared In accordance with the special Provisions of Part
Financial review 15 of the Companies Act 2006 relating to small companies. which identifies a wide range of trusts. foundations and grant programmes to which Switchback can apply. We have a range of consultsnts to support future funding applications including the previous CEO. The new CEO. Dlrector of Fundraising. Trustee8 and outgoing CEO have spent considerable time building/consolidating relationships with donors. Trainee outcome8: COVID-19 contlnued to provide a challenge in finding real work training and employment opportunities. However. through our Partnerships Manager and new partnerships strategy we are creating new relationships and invigorating old ones. Switchback CEO: There has been a significant change in the Leadership Team. primsrily with a change in CEO in October 2022. A robu8t recruitment process was followed. led by a committee of Trustees. A comprehensive induction and probation period were developed with mid-prob8tion and end of probation reviews built in with feedback from stsff coll2ted at each review. The Trustees delegate day to day decision making and operations to the CEO. Alice Dawnay (until 10 October 2022) and Sian Williams (trorn 11 October 2022>. and the Leadership Team. The Trustee Board has set up a Finance and Resources SL(b-committee that meets quarterly to review management accounts, fundraising forecast and cashflow analysls. Recommendations are then presented to the full Board which also meets quarterly. The Trustees believe that the charty is a going concern and, for this reason. the going concern basis of the preparation tor the financial statèments is Considered valid. Risk Management and Uncertainties Effecttve rlsk management is critical in working towards the achievement of our mission. The Board of Truste8S tTJaintains overall accountability for ensuring that effective rlsk management prdctices a in place. They review and agree these arrangemerts on an annual basis. They are supported in this by the Finance and Resources Sub-committee. which reviews the risk registei ry quarter. The Trustees are satisfied that the risks identffted above have been mitigated or addressed as required and that arrangements are in place to review them on an ongoing basis. The Leadership Team have responsibility for the risk register and review this monthly. A summary of the principal risks and uncertainties ident¥lied by the Trustees is as follows= The financial statements comply with the Charities Aet 2011. the Companies Act 2006. 2nd the charities Starement of Recommended Practice. The Trustees have taken Charity Commission Guidance on public benefit into account. The Tiustees. Report was approved by the Trustees on 25 September 2023 and signed on their behalf by Fundraising= Due to factors such as the Pandemic and cost-of-limng crisis the fundraising landscape is 8 tough environment in which to operate. As well as this. a change in CEO could see existing donors with a strong personal Connection to the outgoing CEO reducing their investment irb Switchback. A robust work programme has been developed q.- J Duncan Shrubsole. Chair 25
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 tnen to build stable, rewarding lives. office 8Wit¢hback.ory.uk 020 7650 8989 www.switchbaek.org.uk @switchback Idn Switchback. 3rd Floor. Norvin House. 45-55 Commercial Street. London El 6BD Registered Charity Number 1125100 | Company Number 06615923 | Published September 2023 8wrrcHBACK;
wrrcHBACK< The Swltchback Inltlative (Llmited by Guarantee) Trustees. Report and Flnancial Statements For the year ended 31 December 2022 Reglstered Company number: 06615923 (England and Wales) Registered Charity number. 1125100 27
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THE swrrcHBACK INITIATIVE REPORT OF THE INDEPENDENT AUDITOR FOR THE YEAR END£031 DECEAQBER2022 InMMe¢D•nVAthjl3utoIthÈ(lnandaI$Iefflen.0I[(reSp¢n1tb1lttyIsttsrgad theoiherinfwmatitinand. In doin850. ¢pTr51derwhtthtriheorhErinfwfjaiitsA is rnerialtyincoAsastenrwiih the fnien<l skternonts our knovAedge ebt•ln•d 8u&rt or athertvise appfr¥s to be mJterl•lly mlsststed. If we i¢entlfy wch marerfal in¢onsiStentlosw apparenr rn0tefl misstaiempnts. WE are rewired iodetertynewh•therthers Is a maietial ML£statemr In the finCIal statefflents •r a moterial mb51atemeni ol Qlhv Infothation. 11. based on ihè w( wè hwe prfo¢med. we rofi¢bJde th•t therè 15 a matetlal MateMen1 •1 ihis other htc4mè1rt. wo arere4ulr¢d iorepx thatfad. Wehavetr1pffj lothis r4A¥d. Oplnlonson4tkimattwspqKrfbedbyth•CwrlesArt2QOS In owopldon, basedon th¢K¢k undertakefi Inthe course ofihe audtL' the Inlwma¢iM gi¥th) lo the trusLees' tegort lor the linancl yèat for whSch Lhe I10¢101 M•terrtenls are preparedistonsitteotwith Iho NnaThdalstatÈm¢n4 thEirvst45' r•po¢i has been prepared in 8ccordanc¢ %vlthappli¢able tEialteq¥lrnment M•tteYsonwhkhweaMrequlrk&to reportrePtjTh IA ItÈhloE ow n¥[edge and underjiwdirf of thE d¥arft•bk oxnparty afid I¥IronMent gbt3lned In ¢wr¢f the èL%lJl, Wéh norldert511ee matÈrW misst•ttmpntslrtihi intstee¥ pOrL W•h3venothio8iortport in re5peaolileféllwiry mattefsrn rekil•ntovthiththE¢vmpafyésAttiOD60nd Char•thesAtt2011 requ1SU$ torepryt tovovll, In our )pknion- lequatè rtttydsh8venot been ktPL wretur•s xl•ouaie fw¢uraudii hwe n¥ b•on re<efved from brcheStlslIedbY$-•f the finandal siaremenls are oot inairvernenrwith the acct)ufjtinE rewrdI4ndretuin Of ¢ertain dlsdosutèsalvusiq¢¢ remuneration spedfiedbyi•waee nor me' or Trvirecthvtd allth• lThforthatuwandeplIoThSWeThqUlrelevr011. ft•sponthJMieialtrvst• As pJaified mDre lulty l• tbe irustets. resptsnslAries sratemÈnL the irustees r¢spon¥lble for the prepai¥tion olthq fihanci21statem¢Ms and IDrbeinRyled that thoygN? Irue èhd1alTvi, and fors terTral ¢ortrrol as the imsteos determkne is necessary ioenabl¢ihe prepLrAdofi oifinantial statsmErit5 thai ¥¢ free frpm mlttrld ThwtatemenL ¥Yho¢herdue Iglravd orerfty. IR preparfn8 ihè flnandal sl•tenn4 the trusitts are fespoD54ble for assessirtt the Ehafiwte Incorptyrèted ot8aniS•tion'sibilitylO<arttin¢Jeaio&oin8concerThdlsd051w.asappllcable.m¥ttersreloterJivgQln8¢¢nCeffi and using the VinE conom basls of aetountiw ur¢1ess the tru5tets either intend itsliquidatE tts ¢harftsble trtwrpar*ed or8anis•tkinorto cuse operètlons. whe RDr•aiiS1icalt2rnati¥e butto doJo. 31
THE SWITCHBACK INITIATIVE REPORTOFTHE INDEPENDENT AUDITOR FOR TH£ YEAR ENDED 31 DECEMBER 2022 Audltorfsre5ponslWUesforth••udltotth¢ nft)rtd31 •thrn¢rt5 O¥roblectfvÈsaoio o>iain reanab1e8MWceatsouEwhherthe finandalJtat•ments85 awholeaf¢ffeQ tlémmattrla1rntssrefflel, whetherdve tofraud orwMr. an¢ 10115u4an autht•r'5 reportthat kndud¢s ow pIDTh. Rason•ble égwrèn¢e 154 hleh level of •ssW4nc4 but15 not a Euaranret ihatan aud¥i¢onducdln accordaA¢•vfjih1SA5IUK)wllah¥•sdeierta mBivi#I ndssithmeniwhpn itex15t% MIsstaMents ca# arme from Ir•ud or ermr and are ¢onsider¢d Maleal il. Indlyiduallyor in Ihe 8re84te.they Could reasonably be expe¢¥ed tolnlluente the e(Mi¢ dè¢iohsofuMtstakenon the b3SisoFthtselinaffaal sraiemeftts. AlUrt1rèSlPllOft DIrresponsIbllls1Ofthè¥uI¢I ihe kn•noalMaMQfitl{1 located on the FlnanJ¥ ern8CnCK$Web5lttal. http$.IlwYM.f.0ry.uV0vr.WlwvAUb1IAud1l-anO35suf£eIstorl0ards-oryd. ¢onCe/S1oOards-arAl-Eu1&nclty4vdltOr$lAUdllmtÈsp4bIlI1IQ&IOr.6Udié$tr1pt-of-2utht0r resp0fy5ibli itles.fty-audii.•5pKTNsdexrfprioft ltyms pOf ¢yrauditoffSt¢rt. IrwulortrJES IYd8fr•Ud.l¢+1nSfancQs0lnOn4OrnpaI•n£?th lwiondie¥rThe¢1nt to¥thi¢h VrprCelltye5Ar¢wab1eOfdeI¢CI1fftu1rrQwlI[tye¥ IrKl¢JdknglrauJ. Isdrfalled ExEentt¢whkhthe $¢051deredPIblt der¢ol11sU1lrIIIQS I11Tl0 The¢$ ol ow audil in re5PEa LO fr•ud. are. to Iden¢ify and wess the fkFks d rnaiprlal miytaterrnt of thetinoncial3t)temehtsduetofraud.. 1ocbtal•suffioEnlappropri&eauthteviderK• reEardin8thp 3sse55eO risks of maierfal mèstamEnt Ove tofrwd. throueh deseni8 •fid iMplÈmenrifi84ppropriatre5sQs.' ar#J t• pOr •pproprtaiely to Irauo If suspected frad Htentified durir ihe aurfiL Howtver. the prlmary reSpOn%rIty lorthe prev•tsuon deteCon of fr4¥4 ttJtS Wilh bDih thostr thèr8ed wthg•YemartCE orth¢ lity artd 115 mBnagemettL Ow apwaehwasa51oftows'. W¢ ldèft1tsi pos of law5 Ind reBul¥tions thot Could nIblY be expe¢ied to e a terf31 elfert thi the fuwnei015t4temLs Irom o¥r 8ener•l secror tyrierttE. and thrD¢%h ¢Is¢v$5ior• with the Ite$¥ other man4emeNt l•$ reqoired by au¢tin% standèrdsl, and with ihe (rust5 and othw man4efflEAtthepolit$èThd pr¢¢edwe$ reurftfft6 tèmpliaficewith laws re8ul4tlgns1see Jmlowk Weldentithedthtf•llowln8 area$45tlk15emost lTri tlOb8ve<h an heatth4hds•fetr. Gtner•l Da Protectign R¢wlaTr IGDPRi; fraud.. brlboryand cornJpdon. employment law. AuOltin8$14ndards Ilmit the reqvw¢d a%¢ yttedures ta I1¥ on-t•Mpllan£Evlt th¢ I•w5and rtyJlatiorf to ehoviryol the IlvsigÈs0ndotrM0nserntn1 Inspertion ofre8vlaroryartdle8alcorre5ponden(e. ifany.The sdentifid a¢iuèlorsuspertednon<omp1lan¢•wotsUffltIentsF8i¢lA1l0Q¥iaUdrr1¥TesYIt inaurrespprbsebex)8 IdeDtllied•s •keyÈurfitmait¢i. We coNiderèd the Ipeal and re8ulètory Irarnew$ the¢tl¥ applica¢ to thp ftnanoèl ststements repDrtinE frameTk IFRS 102.lhe CompDniesAct2CQ6and iheCharitse5 Act201¥andth? relwantt•¥ rorrtpliaThEefe8èt1trn5 IntheUL WetortsldÈr¢dthe naiure ofth¢<hJrilrfs ¢perabvn% lh• contrtyl Envlronmeni and finènrjal ptrfJJrrnance. Wtc¢mmtsnlcètqdl¢enbllodlawS and[11t10nsIhrtsV8h0thQte4m3ttd¢1ffièIneda1ÉrtloOftYIndl¢èIiO0S ofnoD-comploncethrovghourthe•uOi¢ WeconsideredtheprKedurtsand<otrtr•tsthit th¢tharftyhoJestabhshEd¢oade4d5ksIdenvll¢d¢rlhoi otherwise proveni iÈter and dthct fraud.. and hmv senlor m•ftaseMènt mMl¢or5 those prograrnrnes and •Atral 32
THE swrrcHBACK INITIATIVE REPORTOF THE INDEPENDENT AUDITOR FOR THE YEAR ENDED31 DECEM8ER2022 sedon'thb¥nderst•nthnBWt desbqftodv¥tsdlipracodurèstoidentify nmplI•e¢lth suth l•wJa gtIon> WlTreie ih¢ w•$ con¥¢d io be highèr. we performed procedures i? Iddre55 t4th ié¢rtified Iravd risk. These procedutés knd¥doLI.- ¢+5tlnB manv•l Joumè15.' tho trftandol s¢at¢ment 5dosur•s and tn8 fv supporiihg documentatio@ srfcrtiin8 •nal¥t pro¢e&¢rei' aftd ¢[nI of mwmenLar#lw•rèdèsFwedtoprovithru50nèblg4S5uranteihatlhtTrlnan&alsthtemntsWtre1feeIrnm ffa¥dveN•r. CMrfn8tothlnhérertfunii•irfJns0f•AKII,Tbof¢iS1n¥ftthdèblÈr1Sk IhatwemayMthm41ertttedsom4 m•thrlal m155toirmentsln Ihe fIndlAleMets.EvenEh0UghWeavE propedyplartned èndperlormed ow aud1liTr3dhft(ewIrh aulltlnesiJDda¢d% Forexple. thefurthw rEmwÈdnonry¢ompllance wlh l•w¥ats re8ulètiDns li1ulrIEEQ$} Is ffon) th• evenis •ryd trans3ciion5 refieaed In thÈ lioandal aleMen1& the less likelythe ifiber¢nitylimhedpiocedvresrequirtd byauditing51andaidswouldidentifyli.7b¢rJ5klsatso¥reawr rewdinÈ irregul)hlie5 ofamiini due 1¢ traurf rather thon error. as fraud Invoe intentitr)al ¢oncealrnenr. loYeery.lI$. ¢)mlssion ¢rm15repre59rfaitm W¢ •re not respanslble lty wevén¢iO8 hQOv¢ompJiaryEe #Trd ciThnotbE¢xpetted tu detettnoTrcempliwKowlth 1 lsandr•whiiJns. ilseot<wJfr4ppn ThL4 repwl li made sthy to thafylable ¢omp•nWs membèfs •5 a body. kn io¢ordaneev•th Ch•pter 3 01 Part 14 of the C#mpBnies 20LK Our ha5 been ndertakert sp ihat we mghi srare tLS the thèritiblewany'5 rnembtr5 those matters we 0 re4¥ired to siète to them In on audit¢X5' feport ind • fver purpase. fo thp fvllesi e¥rE permiiied * law. w¢ do not ac<ew or assume respaASibiYIty ip an¥th ttihpr ihafi the charfibblo wrnpon¥8nd thè charatable ¢ompartV4 wmbeis. js • body. lor4wr a¥dlt w(*ltyfwtheothion5wehaveforme rk CummFns FCCA tSeniorSMtbtoryAuthrl Fofandun behaK•ffC Group Sf•ruti)ryAuditors Olfi¢v. Steynh& WestSuss•x 33
THE SWITCHBACK INMATIVE STATEMEKf OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 LIECEIWBER 2022 ljnresiwlrted funds ftestrkted Iwids yo2•21 7otil 20ZI ies DonatlM5 Invtstmènls Olhvtradh8 T•ial kn¢ome IM722 6110 953S3 860.623 io 250 47.182 IA55,782 95.553 1,15L335 914.653 157242 917.883 L075.225 Charitableactlvlknes Tit•1 expthdifvte 671 7%440 19 993x3 110.837 74W9 859.676 7S.117 IASI.142 119.4431 19.436 S4.977 Fundbalan¢•sat lJ•nuary20Z2 680.277 324982 994.259 929382 Fynd ba<•131 D¢¢•Dbv2022 640A34 343A18 984259 All le1111S are as t{There •renD reewi5ed6atns ¢r1055es xhEr than th05ereptrrtedon the Theresulislorth•y•ar•ll relattw tontthvlnEttthities The noies¢n pa6e$371046 lorm partofihe linanciol starment 34
THE SWITCHBACK INITIATIVE BAiANCE SHEET ASA T31 DECEMBER2022 201Z 2021 Il¥ed a$5ets Tareible asse 61 8.365 CutreniA41 Debrors Cèsh •t in h 12 55.8S7 97ll96 40.103 989.051 I,Q29.154 Crethory: amothts lafir4 due wlthln be ye?1 1$8,65ZI 1532 N¢tDJrreht assets 5391 97S,894 N•tAssets 9842S2 9442$9 FuTrd5 Lknresvlrtedfvnd5 R¢styiEtedfw 15 O,B34 341418 660.277 323.982 14 TOTALFUNDS 984,252 984.2 IhpAn•n¢l4st¥lemÈnts hw¢b•enpreyr¢d kn accoidbn¢ew51hthespecl¥l prthldon5 Of Partls dikeCompanJ t26 rehtlTh8 to th)all cornpanlE ThE attauhts were •wo¥ed ty the eoard ofTrustees M 06 Mwch ZQ3. Gill1 M¢WII¥* Tre¥5ureT Compami fte815trJiknn 06615925
THE SWITCHBACK INITIATIVE CASHFLOWSTATEMEKr FOR ThTE YEARENDEO 31 DECEM8ERZ022 20Zi Not95 Net¢1)prOVh4¢rf byllu5ed Ih) 3501 C•yhll)wslrom In¥e#in8 •ctMtl¢s: Pkwth)SEof lafi8[¢ fixed a¥e¢s Inwestco ifivestmpnts NÈtf4th ¥¢115 li 17.5641 6AIO I&Z021 848 17S41 IL3541 lTr¥tasel1de(rtaselinta5hd rJshq¥l¥akNtslnthey¢4t C•sh anduth qqulv4hhtsatthe Innlneoliho yèar tsyh•rA ¢4sh Eq*111•¢tht doltheyur IIOA55J 137.2•41 989N51 1.02A255 978.196 989.¢51 Alllan 2022 tash now At31 De¢ 2022 Qsh 4tbank Ind In nd 9mi IJOAS51 97&196
THE SWITCHBACK INrriATIVE NOTESTO ThÉ ACCOUNTS FOR THE YEARENDED31 DECEMBER2022 ACCOUIfflN6POUCIES The prinrtpal actoufttinÈ pojlciis pted. luemthts •nd lty source5 of tstlmaDon nrtaInlY IA the pr¢paTrikn olllnarKlalsialemefits¥ea% lollows: 1.1 Basls of a¢uvAIifiB The finonoal siatoffients hive bten prewréd IA aecordafto whh Arcovntlnl •fid REportift8 by Charhle%' Suthmen¢o1 Rec¢mm¢rtded PrItte applicJble tochwiiles Pfep•riozthelT aCteun¢slrtacCdèrttèWlthlhe FHianthl Reportlw&•ndartlapplicableiA theVK aNdRepLOI1re1IOdlFRs 1021 l•flettiv iJanuwy2Q151 -111t$ SORP IFRS 102k the CompaniesAct 2M6. Theth•rltymeetsihe defknkkn ora ptAebenEfit¢ThLity0rEAs, Th¢ rtnlA¢415tknneNsafepr¢par44 InstErD&Whi tsih• c+Jrrefic¥oftht chathbl• cvrnpHn¥. MWetarywnaIsIN¥he$eIIaNOll$memhts are roundedto Lhtfiearesl pound. 12 Pioparniiofi of ihèat¢wnts on aiolni<¢Kgrn ba AlmakIng&PPI•¢1[¥t¢ eMvirie&theirusieeshavÈzre3sanable expECtotw th1ith+etykn$0de4y4 rewces totonlinueinoperation•l exlsien¢e for theloreseeable luture. f.? Incgrne l recganlsed JfKt the (harfiiyhas ¢Aihlement t• the Incom•. it15 PtobèbfE Ilthe Incorne WHI bv rKefved andthe3mount of Ineornefan berneed rèlièbfrrf. Gvants ond éoNii4ffl5 We reco8ni5ed whtTh the £harity ha5 enbtlemert io the l¥nd5, 4ny perl¢rnian orjditions h•v bpen mei, It Is probable t1 th Income will be retelvEd and the amouhr Can bè measvred liabiy. It) ihe e¥entthatsuch inwneissubjett tts ronditionsthar reQuiat+tI of perfo8¢¢ befor¢the charity4sentitlediOthefuThdLthelncomelsdeÉefred andn&Etétosnlxed¥ntd ¢hwe eonditions ar¢l¥llymei orthe lutrdrne•iJf ihosÈ¢Mthtions iswhollywithin ike wnifO1 of the chity and it b probable th•1 those c•ndltiW1ll be fylflkOiniherepDrtinB perw)d. fjlrs knklrdèrelrKed fawv•Iv•wTrWndonè1>ft Tièdir8lrcdmelsr•eo8nlsed ¥p•n dthoryoltlsenTirepro¥ided. Inve51mPrt Income I$¢r•th to intornè wheTh li is re£e5viblt iftd th• am01 ta• b• mea5vred reli)Wy by (11, ¢hls15normaltyuwfftMKl¢a¢Nm ofthelniwestpaid orpayl¢ byihe bJr. IA E¥pendlture Expen(%turei5reeo8Aised•)rt arvua15 ba51slndwweJf wVATwlth ¢artMt btrecovered. Supporttffjtswhithzre nOtlTerIll¥ltTh1bkiOa 5Pttificeharitableathtyarealb¢•ted¢na petnI•s¢ S$•dn stafftimeèpplied loe•¢h o¢tffjyitydurir4thoyear. fjovernan¢ecostintludt thMelrKurredlTh thè pvernance of Lbe chatify and ks ae1$ and art assooatÈd wlth wreJillQTral and sututory requlrérnent&Theseare lThcludedwkhin supportC05ts. 37
THE SWITCHBACK INITIATIVE
NOTES TO THEACCOUNTS (CONTINUED)
FOR THE YEAR ENDE031 DECEM8ER2022
ACCQillmNSP
THE SWITCHBACK INITIATIVE NOTES TO THEACCOUNTS (CONTINUED) FOR THE YEAR ENDED31 DECEMBER2022 COLbNTJNfjPOUQts(¢orNue4) 1.13 acroufitln8•thfflat¢saAdludEernpm£ loihapplit•ti0AofthecharbrrfsactaunnSp1S [hetesr¢reIremèkIud$emert$.t5trrnals d assumptts èboulth rarrwng am0[1 Jssets athd liai¥fttitsthat Bre notreadily iPP4fènifrom othe¢ s¢vr¢e&The estimètES and aSStti•ted wsvmptlun5 are based hl>torfol •xp4rf¢t and olherlacwrsthaL arettidered btrefwJnt,Aciuèlrèwlts maydiff¢i from ih•5e estimatE Thoe#im8tesand vpWerfyln&assumptknr&arereviewodDnanon8•ngb¥sh. ReWSWto•(tov8QstknoIq5 are reco8nlsedTn the periodinwhkhthe e¥im)te 15 rwise IhettuSM4sdoDot<oDsklerrhaitheèrÈJryv1t1ts1•$t5rrIeS0rar¢•S ofludgementthatneedtobebiDu8ht iothÈètt¢nilonolEhe readers olihe twnt[stairtnt$. 00NAnOlt0MÉ Unrestrf¢ted Re51ricted Dun4tlons&$wts Gdtèidrervjery L020.?Y9 27.943 1,048,722 95,SS3 lJl6332 27.943 823?48 3Y275 86D.623 953 4U4275 INVMErITINc0ME Re5trkned Z021 D¢p05IIacwun¢ Irrterest 6AIO 6AIO 6AIO OThER YftADIN6 INCOME Unre5trltled Ro51rirted 2021 Yftding In¢ot 250 250 47.182 47.182 250 250 39
THE SWITCHBACK INifiATIVE NOTESTO THE ACCOUTr4TS {coHnNVED} FOR THE YEAR ENDE031 DECEM8ER2022 5. EXPENDilliRE Stall C05t5 Other Total 1021 148.814 154019 IIOA37 •ritablpa<lt¥lls Attwiti•svndertaken dreary SupportMsts1lQ 61 Tpi 4226 55&307 161515 2Ce 56385 266284 77UJ2 2ZOYI 573A52 17%387 5,217 721822 993323 741839 Totsl 5,217 870ts36 275.459 859,676 SVPPORfcosTS 2021 Sraff ¢osts Atntand yilll¢l•s (xrxeCts 163.515 14033 4A05 4877 lQ.118 2341 2.926 991 132.999 7.817 4.SS7 &Jndrycosf5 Bifik thir8es RevuitrREnE 4AE8 J.526 Othersupportwsts G0ManCe rost5 Inoten i.yio 11.178 13391 220J91 175,387 IncludedthIn3vppt ¢QSts are amounty Pale to the ¢vrrengaudltors inrespectofauthi lees o1É12X13 12021 independent¢ximfees.' É2.7001 and £7,109 In respe¢E ¢10trIer4yJ[5(Z021.. £12.9551- 7. GOIfftIt14NCECOSTS 2021 165 14178
THE SWITCHBACK INITIATIVE NOTES TO THE ACCOUNTS ICONTINUED} FOR fHE YEAR ENDED31 DECEMBER2022 5fA71MÉtITDFFIIiAIICIALAcnyfjifSCOMPAIL4TIVE IUNDS-YfAREIIDE031DECEMUft2QI Ubwstrtcied lundj AE5rth l¥ftds Tota12O21 Inv¢stsnen Othirndln8 806,423 6W8 47.182 Y200 6M48 47J82 853 54,200 914M3 Rtyislr¥fvndJ Charlable¥ttViUes Yotsiexpendityre 110.837 711.789 822.626 iioa7 37.050 37.0 859ts76 frletlN¢¢M¢ 33A7 17.150 54.9 Fund b•kncesat i Janwty20 622,450 306.832 929282 dbaincesat31 Detember2021 6f4277 324912 9842Sg g. TRUSTEEPREMUIIERATIONAAD ÈSNEFIYS Thely45Dtru5leI re#writE011Ororher6eThÈnts fortheye3f énded 31 Detembw 2022 nor lor theyeir ended31 Dec¢mbpr2ffLi.Yrusteeexp¢ndituretotsllnE £16512021- £2] wa5 r•mbursed dwlnsrkyear. STASFCOM 2021 2021 s31s0¢VrltySts jer penslon ros 764Jl? 74324 aiJ95 IYO.636 SS9557 SOA72 23302 633.331 41
THE SWITCHBACK INITIATIVE NOTES TO THE ACCOUNTS {CO1INvED) FOR THE YEAR ENDED31 DECEMBER 2022 10. STAIFCOStsIEwrthwtd) ThEwwi8•numb¥of¢Moyt£s dw5nB th¢ywtw osfdl¢w%' 2022 Numhèr Pio8ramfAe Delfvery Pdi¢y •nLTlrtfluefidryJ othgr Iz 17 Thenumber01ernVeeSwhOst emolwments leftwithlniheidfowln8 bandswa 2021 umber £70,0. EWOOO ot the ¢mdWe5YJh0 t1mentsex¢eed £0.0. I QO?I: U haveMir&nÈnibeftefrt54ccryln4undpr dellned eontrrQ1OD pensl¢r xheme& Penslon tuninTrvti¢ns lor hi8her pald P1vee$ in the ye mcunted to É3,13$12021.. E3.5451. rlnElhe ihe keym8fiagEmeTrtpersonnel of ihechwTt&blerornpaTh¥ttmprfsÈdoftheChielEx¢cvti¥e, Ih Chief Operntlnioifit•rlHead ol Finall •nd Operations and the three HeaJ50f Department. Thè TM•I emp]we4 b¢n¢fits of the key mana8em¥nt peisonnel linclud4*8 Emplwrfs NativThal l•surth Conrributlposlwer¢£350.689 IEQ21: £297,611k Tht knve•se lfi eo5ts Irom 20211$ in to ply rlsES and •ddlllvpl ¢g115 Incwred ITh pro¢e35 01 trzn¥iwlr4 Eoa new CE 42
THE SWITCHBACK INITIATIVE NOTESTO THE ACCOUNTS {CONTINUED) FOR THE YEARENDED31 DECEMBER2022 IL fANQBLE WXED ASSErs Cornptttsr EqulpmÈfii & ffttings Tot•1 Cost At l J&nu?ry2022 Addili¢ oisp05als At3104urnber1022 697 26301 7,564 9.139 697 950 24.62Y At lJanwy2P22 Chary lor ther Elimloed on dwptssal At31 Det•mbirlW 697 l7.140 5.217 17A37 5.217 1%069 t4ot book[ A131 Doomb•r1022 861 Al 31 Oe¢tmbv 2021 8.365 &a6S 11 DEBTORS-affloun¥lalllwduiwithin ¢h•yur 2021 Tradedebr¢rs OtherdQbrs 2040 2m3 51,164 55A57 3.956 4,185 31.962 40.103 13. aiEDITOPS. m•un¢s klllAB due wlthln y•4¢ 2021 Yr•#eue¢ftor5 1seeant10theIthY1s A¢cnJatsand defttfedlncprnE Otlwcrediiors ?oa4 1561 12.S65 45IB 54260 43
THE SWITCHBACK INITIATIVE NOTES TO THE ACCOUNTS ICONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2022 I& RESTRicfED FUNDS The IrKome fund5 of thi tharlty Indude restrlcted funds comprtsong the foll¢>wln8 ufsexpended balances oldonafions and 8rants hdd on trust for spetsf purposes: Movernentlnfunds Income Expond5tsrn Bal at31 December 2022 I lattuary 2022 Uows FDund•tlon Bèrrow CadburyTrust DoDation tv Reserve5 The Wlmln8tenTNst Weav•rs' Company B¢Aevolint Fund Anonymous donor Ben mmerskill Anonymtyjsdonor The BigASK Tri8n8leTNst 2,083 11.200 299,999 2WO 200 110831 (29.8681 22Jty) 3.732 Z99W9 781 14,7191 12001 18,0001 ID,003 30.000 30JJOO 95,SS3 110,0031 16,4441 14.650 176.117) 23,$56 15 343N18 323.982 LknydSBqnkyrtoll. Funding towardsthe CEUS salary. 8•ffowCudbury fntst- FuAdingtow¥ds Rethaplng Res•ttlementfDryoun8 adult Pr0 leavers, Lknutlon to fteseThes. Restrfrtedforuse to undErpTn a portlan of reserve5. Wllmfnyton Tturt- Fundirt8 toward5the development ol wr communl¢atlon Weoverf Compony BenevolertFund. Fundln8 toward5 preparlng tralnlng c¢wrse material and ¢su1t#EY pacb. AMOv5de}W. FundinEtowards Impr(wlrt8 SwltthbacY5teth Infrastswrture. AenSvmmÈrsPJII-Aesiri¢ted lundlng for use On CEQ ¢elebratlon event. AwiymDusdonDf- Re5trl¢ted funllnt for yse on CEO celebratloA e¥ent. TbÈBIgASK. Fundlt)2fe*thè deJelopmentof peermèntor5 and Intsrn stheme. Trlongle Trujt. Furtdinito expand Swltthba¢Ws traifiln8 and employm8nt partnwships.
THE SWITCHBACK INITIATIVE NOTES TO THE ACCOUNTS (CONTINUED) KIR THE YEAR ENOED31 DECEMBER2022 IS ANALKIS OF NEY A$5EB BeiwEEN WNDS funds lund$ TONI fundbalan¢es•t310e¢embor2022 4re r•tyètsnted bv: Fixed455ets Curi¢ita55ets (kndhor& onwunts falllnR41uethtlnAon• ÈA61 &034,05J 158A621 690ffj3S 158h6 343AI# 64Q8>4 34IA18 984252 UThr#rfrtéd Resvllled funds 2021 Totsl Fwd hLintts•E31 Dther2021 ¥e répres¢ntéd bv.. Flled issets rfenl assets CredolMJfln1I• wiihinoAÉ 365 705.172 8.36S 1,029.154 324982 153.2601 IS3.2601 660.277 323.982 984,259 16. COMMITMÈPITS UNDER OPEk4YING LEASES Al 31 Detémbef 2022 lh¢ ¢¢4mpany h•d total cammFtmentsptyabkunder nonrf•ntdlèble •p•ratinA lè¥es Jsfdl nd ¥ndbulfdlo8s 2VI2 2021 Equh)mènt 2021 2021 Wlthin oné year weeh OndÈYE3rs 79.988 49.993 71.688 131467 IA93 iU,9Bi 194.lss 1613 r•t lettep)yrttntsrewa6ed as*) expense IA th•y¢Jr amountod to£439541207L. É27.9991. 45
THE SWITCHBACK INITIATIVE NOTES TO THE ACCOUNTS {cowfiNUED) FOR THE YEAR ENDEO 31 DECEMBER2022 X7. TtA$NFLOwIft0Mop£RIThN$ACf1lTIE$ 17) &217 $4.977 t>epre¢ats•n tanBWè Itxed L05s•tsdlspa1b1 wwlAehxed45Stts InterlIrn Invesiffrtffls Ilnuewelld¢rrt•st In debtors Intraselldqrre•s¢l in creditors 7.2fj6 I610> 196,1681 N¢tK•5h u5edlnopEr•tln¥a#iwtl iio.ioii (35A50) I& RÉiATeo PARTYTKAPISAcfioNS Dumi ihe ye•rt#31 De¢tmber2DlldoD•iloris wert recefved by th¢¢harftylfom¥ariou5Tru5tses IDullnE £13233 12021: £44805. The 0¥ lurther related party tran5aalons relite to Trtte$. •xpendiiur reifflbJrsemoni DIE16512021.. £2901 asdi5tloserflh note 9. I COIMOL ThSwlt¢bbèd¢ thltsatNe Is • rompafiy limffed by gy>ratstse and hos np sh4rn capital. No one munbEr has •v¢rall¢onird ot iht thariiy. 10. COMPANY INFORWITIOII The %Yilthb* IAltlatNe Is a tharfit4ble compan¥& limired by 8¥arantee. wisieted In En8Tind ani wales. The ¢haritabk cornpan$ registered number #nd rewtered olllce addre5$ tan be found on thè le¢al and dminoiratwo Infvmètlm paee. 46
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