8wrrcHBACK<I
2023
ANNUAL REPORT
Switchback's annual report for
the year ended 31 December 2023

The Trustees (who aTe also the directors) are pleased
to present their annual report for the year ended
31 December 2023.
Contents
About Switchback
Our values
2023 in numbers
p.6-7
p.8-9
Sage's joumey
p.10-11
Spotlight on Switchback's EX￿rtS by Experience Board p.12
Equity. Diversity & Inclusion update
p.14-15
r plan. 2022-25
p.16
Aim 1.. A platform for more young Londoners
p.17-18
2: A platform tor changing the system
p.19-20
m 3.. A platform for collaboratlon
p.21-22
im 4= A platform on strong foundations
p.23-24
Fin8n¢ial review
p.25-29
Introduction

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 centred on a meaningful
relationship between a Switchback Mentor ar)d
a Switchback Trainee, beginr)ing in prison and
lasting as long as it takes after release.
We also make sure that Tr8inee8' practical needs
are met in the crucial days and weeks after
release. providing essentitls such as mobile
phones and data. travel cards and shopping
vouchers. as well as supporting Trainees to
access housing. training and meaningful work.
This is new territory for most Trainees: a frank.
non-judgemental relationship with someone
who is there for thetn on a daily basis. helping
to navigate the turbulent transition trom prison
to ¢ommunlty.
Building on over 15years of impa¢t. we work
with others to share what we've learned and
inspire change across the criminal justice
system and beyon(J.
Our ambition
Switchback's ambition is that everyone has the opportunty to live
Stsble 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 life 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, resources and
abilitles in Trainees. We don't do things for
people: we challenge and encourage our
TTainees to take control. We are distinctive
in our high expectstion8 of Trainees.
our own conduct. the qualty of our
partnerships and the impact of our work.
We build tnjst. 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-leavers7-
2. Authentic
5. Pioneering
Rolling with the ups and downs
of real life
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 recogni8e
that change is not linear and we provide a
space to learn from rnistake8.
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 appioach
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 tskes.
We reject quick flxes. shortcuts and tick boxes.
We do what we say we are golng to do and
coach ourTrainees to do the same.

2023 in numbers
824
2,171
young prisoTrl&8vers supported
In total by Swltchback Mentors
outcomes achieved byTralnees across
the 10 Switchback Pathways
69
14
young men engaged as Switchback
Trainees- our highest ever number on our
intensive 12 Y4eek mentoring programme
prisons from which Switchback
Trainees were released
The lack of effective resettlement support in
prison created additional challenges
(figures relate to Switchback Trainees 2023):
had un8table finances
on release
with an identifiod mentsl
hèalth issue
35%
released homeless
with an identified drug or
alcohol issue

The number of Trainees achieving
significant progress rose even further:
87%
achieved at least one practical
education, employment or training
outcome (up from 80% in 2022)
• 460/0
had started a job, apprentleeship
or further/higher education course
within the first 12 months post-release
(the same rate as for 2022 for the
comparable cohort)
progressed from unstable
to stablé on S+ pathways
(up from 77% in 2022)
reached our benchmark
of Raal. Lasting Change
(up from 65% in W22)
Since Switchback began:
3,021
yo of Trainees who have Completed
the programme (334 men)
Total number ot SwitchbackTrainees
who have received meaningful support
from a Switchback Mentor since
Switchback was founded in 2008
555
Total number of Switchback Trainees
sin¢e Switchback vlas founded In 2008

Introduction
A criminal justice system in Crisis
programme. we also worked with another 755
young men before or after release. ranglng from
coaching them to create their own resettlement
plan. introducing them to relevant support
services. or working with them to write a CV or
apply fof housing. training or work. And for the
fit3t time we accepted a government grant to
be a Probation referral partner and are alieady
seeirwJ significantly greater engagement from
probation officers and more referrals.
In March 2023. the UK prison population reached
99% of safe capacity. rnarking an unprecedented
level of overcrowding. The contlnued under-
resourcing of both the prison and probation
services prevented people serving a prison
sentence from accessing the effective support
needed to build a stsble life on release. It's
strlking that HM Inspectorate of Prisons failed
to rate a single prlson as -good° in 2022-23 for
their work on rehabilitation and release planning.
The unpredictability of early releases. intended
to reduce overcrowding, also made it harder
to plan timely support for housing and other
essential needs. And when people were
released. it was into an acutety challenging
economic enviror)ment of a national housing
crisis and rising livirbg costs with minimal access
to support or guidance.
The power of including lived
experience in policymaking
The impact data in this report clearly shows the
power of providing consistent through-the-gate
support, but it is the Trainèes themselves who
are the most persuasive advocates of the need
for change. In June 2023. Switchback Experts
by Experience (EbE) made a visible impact
on the Minister for Prisons and Probation as
they shared their experience and views about
the benefit to Trainees and our society of our
transformational post-re12ase wraparound
support and a phased introduction to work.
Doing resettlement differently
Amongst the polltical and media noise
surrounding this perfect stortn, Switchback
has contlnued to offer the consistent. reliable
support th* makes it possible tor young men
to live life differently after PTison. 2023 w8s Dur
busiest year yet, with 69 young men engaging
as Switchback Trainee6 on our intensive twelve-
week mentoring programme. Despite all the
challenges they faced. almost half of 2023's
cohart who completed the programme a year ago
have already secuTed permanent WOTk or long-
term training. giving them vital economic stabilty
and a sense of belonging and purpose.
In the year leading up to the General Election,
we worked with our EbE Board to develop our
costed National Resettlement Framework to
share our proposals with the main polltical
parties. Our evidence showed how investing in
resettlement SUPPOTt services like Switchback's
can swe the taxpayer significant sums, both
through reducing the cost of an unnecessarily
large prison estate and through supporting
people lea￿ng prison to make a positive
contribution to society. At the time of writing
this ieport, vie are encouraged by the new
Government's early comments about the scale
of the challenge and the need for systemic,
sustainable solutions that prioritise effective
At Switchback we want everyone leaving prsson
to rèceive the most appropriate support. end in
this report you wll leam more about our pilots
to expand our reach. Alongside our intenslve

resettlement. We particularly welcome
the appointment of James fimpson as the
Minister foi Prisons. as it demonstrates a clear
understsnding of the need for sector expert
involvement when tsckling a problem of this
SC21e. We look forward to working with him and
the Minlstry of Justice team in their renewed
focus on tackling the crisis in our prisons.
Thankyou
Finally. as always. we owe a huge debt of
gratitude to all our supporters and partners
for YOUT invaluable contribution to this work.
encompassing everything from encouragement
to funding, from practical guidance and advice
to opportunities forTrainee£, and much more
besides. Your unwavering generosity and belief
In our mission and model are what enable us
to help even more men leaving prison to build
a stable and rewarding life they can be proud
of. As we enter a new chapter under a new
Government. we feel incre2singly hopéful
that lastir)g systemic change towards effective
resettlement policy and practice might be
possible. We invite you to join us and the
Switchback EbE Board as we continue our work
to reshape the LJK'S resettlement landscape
and flip the script about living life differently
on release.
Looking forward - scaling our
impact in 2024 and beyond
We entered 2024 wtth a refreshed Board
and Leadership Team. vrfho together bring
valuable skills and expertise and make us
more representative both of the men we work
alongside and of modein London. Our collective
challenge in developing our next strategic
plan is to consider how we can best scale our
impact so that even more men can access the
support they need to build a stable, rewarding
life after prison.
Alongside growing our team of highly skilled
Switchback Mentors so we can directly support
more men in London, we also wantto build our
capacity to shar6 our person-centred, relational
model with other8 working in this fi'eld. That
includes employers who war)t to hire people
leaving prison but struggle to know
how to do that well. That's why we are renewing
our focus on sharing oui model and insight.
including developing a business modol that
enables sustainable sharing. If you're interested
in how we can help you offer tiansformational
support to people leaving prisorTr, we'd love to
hear from you.
Duncan Shrubsole. Chair
Sian Williams, CEO

Sage's journey
-1 always had big ambfcions. I grew up on a
council estate just kicking a b811 in a cage but
I knew that there was more to life. Growing up
there was a lot of poverty. To be honest, I hated
school.118ft with zero GCSES but thats not
becÈuse I wasn't interest&d. Nothing in school
caught my attention. If I was to do it now. it might
be different because I've seen some colleges
with courses on making games and with recording
studios. It's so advanced. Back then it was a pen
on paper or reading from a book. so I didn t like
education beoause I found it boring. Its crazy
because l actually have a thing for knowledge.
I love information. My name is Sage. And when
l Googled it one time the descflption came up as-
wise man. esoteric. knowledge. deep thinker of
philosophy. I thought: 'That describes me to
a tee!.
Ending up in prison is really down to the people
you're around. That s just point blank how it
is. If you're around a bunch ot drug dealers.
consciously or unconsciously. you funnel habits
and just by being in the wrong crowd. you start
to do thé wrong things. Everything boils down to
money as well. People turn to Cfime to change
their circumstances.

When I was in jail. two years of it was in a single
cell for 23 hours a day. I'm an introvert. but in jail
without distractions that'8 a lot of time to think.
I remember being on theyard and someone
pointed to a plane and sald. 'Do you see that
in the sky? That's lrfe flying by right now.. In jail
life flies by while you're on pause. And for some
people they've been on pause for something
like 18 years or even more. I've been out for
nearly a year and I still find it weird sometimes
that it rèally happened - I think 'Did 811 that time
really go?,
Lite is chilled now. Its not that fast pace of
before where my lite's on the line, I've got my
freedom and I've got my family. For my whole
three-and-a-h8lf-year prison sentence I didn't
see my mum. She wanted to come and see me
but I knew she would start Crying seeing me in
that kind of environment. That s very hard. The
ftrst tima I told my mum I loved her in my whole
life was on a prison phone. Not because I never
loved her. it just felt mushy. but in jail that goes
away and you See who really cares for you.
Prison staff don't help. There's a loi of people in
need that go to them with problems that they
could help them with but don't. You might get
that one in a d02en good oflicer. When I met
Switchback, I could tell everyone had pure
Intentions and that they just wanted to help.
That's good because people that have come
from a jail environment can see that there are
people that are really here foT them. willing to
help. and can provide this kind of service after
release. Even after completing the Switchback
programme. I've lost count of how many times
I've come back for things like EbE and I've kept
engaging because there's so much that I've
found value in. I'd love to carry on because I see
the value of what I can become and the fact that
I have a voice and Switchback are wllling to work
with me. We. as prison leavers, can voice our
opinion and we make things happen.
Now. I'm focusing on fashion and jewellery.
Fashion is where my passion and my heart is at.
I love it because It's like cooking - you can have
the same ingredients but make a completely
different meal. With fashion, we might be
wearing the Same thing. but we look completely
different because It's all about how you wear it..
66
In the future. I see myself
being a role model for others
where they see what I went
through and how I did it in a
certain way and changed my
life. From prisoner to CEO the
legit way. I'm aware of my
thoughts and actions and I
know the direction I'm heading
in. I want to show people that
this is how you do it.
99

Spotlight on Switchback's
Experts by Experience Board
Switchback's EbE Board is a place where current
and former TTainees Can work with each other and
the Swit¢hback team to influence for bettei policy
and practice. Set up initially in 2017 to inform
Swltchback's own practice, the EbE now routinely
meet n8tional and local decision makers to share
their insight and suggestions for more effective
resettlement policy and practice. In 2023 EbE was
attended by 69 current and former Trainees. who
took part in a range of activities from meeting the
then Prisons and Probation Minlster to creating
social media campaigns to "flip the script" about
living life differently after prison. The EbE is
expertly facilitated by Elton Gilbert. Switchback's
EbE PartiClP2tion Coordinator.
For me, this work is about seeing a persorfs
personal growth. about seeing individuals tsp inlo
their potential and making a positive differen¢e in
the worfd. It* about empowering others to befRve
in themselves and chase their dreams. no matter
how big or small."
Elton GiU)ert
Feedback from our EbE Board
members:
'EbE is about rnaking everyone¥ voice heard."
"IVS made methirtk abo￿ things that you dony
think about. You see when growing up and
there's so marry things wrong with the world. wilh
authority and the justice system. Sometimes you
just to deal with it but here it's like N￿ You
dorft just have to deal with it. It shouldrft be like
that- rt s letting us actualty try and solve It."
"Being a formar
SwitchbackTrainee
coming through the
programme. and EbE
Board membèr since
2017 has played a
key role in my sÈlF-
development. I'm not
one to brag, but I'm
genuinely proud ot whot
we've achieved
this year.
°EbE allows usto understsnd and get a better
insight on TAThat the criminal justice systèm is
actualty dolng compared to what lthe government/
8yStem] think Tt's doing and find an avenue to
work on that."
+ne of the main reasons [to attendl is because
you can havethis type of conversation you bvould
never have with your peers. Like I definitely
woukln't be having these conversations outside
of work but sometimes these are the
conversations that need to be had."
The EbE Board Is firing on all cylinders, and I'm
excited to see it continue to Soar in the years
to come. Now in my second year of organising
and facilitsting our EbE Board. and as we move
forward, I have a few dreams for EbE. I'd love
to See usexpand our reach. not Just in terms of
numbers but also in terms of impaet. l onvision
us collaborotin9 Wtth EbE Boards from other
organisations, sharing ideas, and amplifying
our collective impact. And, because I'm also a
freelance designer, I'm passionats about
cre*ing more pathways into the creattve
industy for ourTraineès.
"We've all ¢ome from the same place- wekn all
got a different view on lite. Being able to have
drfterent perceptions on the same place. It gives
you a 360 outlook. We all respect each others
opinions and each othets perspectives. So. we
ave an insight on how we would liko theiustice
system to work and to beneflt people."
12

'7*

Equity, Diversity and Inclusion update
Aim: Building a diverse team and Board
re
re5entative of our Trainees and modern London
Nine in ten Swltchback Trainees are from an ethnic
minority background. so tt is vit21 that our team is
representative of the tnen we support. that our
influencing work clearly challenges the structural
reasons underpinning the overrepresentation of
ethnic minority communities in the justice system.
and that our organisational culture proactive
includes and supports all forms of diversity.
Switchback's Equity. Dwersity & Inclusion Policy
focuses on both our people and our operation81
delivery and is published on our website
alongside annu81 diverstty snapshots.
Staff and Board recruitment
Our prio(ity this yeai was to bring our Board
and L£adeTship Team back up to full strength
with increased diversity. including through lived
experience of the justice system. both to
broaden our skills and make us more
representstive of ourTrainees. To achieve this.
we worked on strengthening our inclusive
recruitment process even further. In our
re¢iuitment packs we consciously described
lived experience as a desirable strength and
acknowledged the challenges experienced
by people vvith previous convictions when
applying for both non-executive and executive
leadership Toles. We committed to taking on
responsibility for managing barriers arising from
lived experience such as the requirement to
apply tor a Charity Commission waiver or being
refused access to prisons for roles where we
would usu811y Consider that access esser)tial.
We offered conhdential conversations with the
CEO or a Trustee in advance of applying for
anyone with lived experlence. And we ran online
Q&A sessions for prospective applicants, giving
thern the opportunity to hear from a cross-
sectlon of the team, including from people with
lived experience. These steps have led to
signiftcantly more diverse 8pplicant pool tor
both our Board and leadership vacancies. and
as a result we have signiticantly incTeased the
level of lived experience and diversty across
our leadership.
Our team
Ouf annual staff survey snapshot showed that our
team conrinues to become more diveise in terrns
of age. gender, ethnicity and disability. In 2023..
Our staff weie split equally in age between over
and undei 30-year-olds. compared to 69¥0
under 30 in 2021 and 53¥0 under 30 in 2022.
32% of our staff were male in 2023, compaTed
to only 16% in 2022.
The percentage of staff identifying as white has
de¢rpased from 77% in 2021 and 68.4% in 2022
to 59Yo in 2023.
13.6% of OLJr staff described themselve8 ES
having a disability. compared to 50h in 2022
and none in 2021.
270h of stsff have lived experience of the justlce
system. compared to 28% in 2022.
We now also offer flexible working wherever it
meets both our HR and business needs. This is
being used proactivety in recruitment and in our
management and enables us to make Switchback
a more accessible workplace and to provlde
support lo staff to manage their wellbeing better.

Embedding equity, diversity and
inclusion across Switchback
Next steps
Two key themes that emerged for u6 in 2023
were the additional challenges of entering the
workforce for people with lived experience of
the justice system. and how we can ensure EDI 18
embedded across all our work whilst recognising
that our leam are woiking in an environment that
exposes them to socondary trauma. To address
tho first challenge. wve began by Creating an in-
house induclion video to enable our new first-job
joiners to easily understand our working culture
and know how to seek support. To address the
second. we strengthened our support offer to
staff and their managers ir) multiple ways. through
increasing access to clinical supetvision and
launching our Employee Assistance Progiamme.
as well as enhanced tr8ining around trauma-
informed practice.
Following a staff consultation on our EDI work.
we have cleated a new staff EDI Advisory Group
made up of volunteers trom across our team.
including people with lived experience of the
lustice system. They will act as an internal critical
friend as we continue to review and strengthen
our HR pollcies and frontline delivery ￿0de1 and
practice. to ensure they are ftt for puipose so
as to support an increasingly diverse group of
Trainees and worktorce to thrive.
Finally. we have begun a deep dive into the
demographic data foi Trainees. to explore how
Trainees. proftles have changed (or not) over
time, and to ensure we are both aware of and
able to tneet the full range ot Trainee needs.
whatever their personal circumstances or
demographic background.

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
, 8wrrGHwY
18

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, estsblishing
Switchback as a beacon ot best practice inspiring change across the system.
Year 2 update
Overview
Throughout 2023. the continuing Imp8Ct of the
cost-of-living crlsis. overcrowding in prisons and
overburdened probation caseloads all had
a demonstrable impact on Tialnees. In particular.
the implementation of emergency measures
to reduce overcrowding made release dates
unpredictable. thus undertnining effective
resettlement planning. We responded by
increasing our wsible presence in prisons and
extending the timeframe after release within which
we begin working with someone from four weeks
to six months. This last change has enabled us to
allow for the court backlogs and probation stsff
short8ges that often result in delayed referials.
In 2023 we supported a total of 824 young
men, the highest ever number ofyoung men in
Switchback's history. both through signposting and
guidance to access appropriate support. arld on
our intensive post-release programme. 69 young
men become Switchback Trainees on our12-week
Real. Lasting Chan9e programme. our highest ever
number in 3 single year. And we worked with
further 735 yOLJng men in prison to develop their
plans for life post-release or access appropriate
services through 1-to-18essions with Switchback
Mentois. This pre-release supporc typical￿ covers
tinding safe housing. accessing mental health
or other Support services post-release. or
connecting with an employer or training provider.
Whilst harder to quantify our impact. feedback
clearly shows that our timely support here can
make a significant difference to someone's ability
to thrive after ielease.
The types of support Trainees needed in 2023
also shifted signiftcantly. There was a notable
improvement in access to basic amenities, such
as ID and bank accounts. that freed up time in
the Mentor-Trainee relationship to focus on
longer-term issues. and removed some
bureaucratic barriers to accessing housing.
training. work and benefits. The success of the
cross-sector campaign to end Friday releases also
improved access to support and helped creare
more sustainable resettlement environment for
OUT Trainees. Eut the lack of suitable houslng on
release was 8 persist8nt theme which affected
Trainees, ability to create the consistency needed
to find and retain work. build good mental health
and repair relationships. AlorTrgside this, Trainee
financial wellbeing was on average more likely to
remain precarlous than for Trainees completing
the programme in 2022. reflecting the increasingly
challenging economic enviionment.
17

Aim 1: A platform for more
young Londoners
Year 2 progress
Impact
69
755
Switchback Trainees engaged
additional men received support to
address a specilic noed
of Trainees reached Real, Lasting Change
of Tralnees achieved sustsinable
employment. education or training
Placed ¢)ver a third
of Tralnees into
sustsinable jobs
Increasing our reach
Piloted working with prison-legv•rs aged over
Extsnded the timeframe
we work with people up
to six months post-release
30
31
Learning
Lliiloclced
Collaborated with Unlocked Graduates on
full sustainable employment review
Invested in training and
skills for Mentors
18

Aim 2: A platform for changing
the system
A plattorm for changing the system: we'll support more Trainees to take
an ever-greater role in championing change across the justice system
and tsckling social and racial injustice - foregrounding their experience
and shifting perceptions by amplifying Trainee voice and influence at
every opportunity.
Year 2 update
Overview
Antonia May Cross joined us in June 2023 as
our new Head of Influencing. Her skill sot has
driven our systems change work and she has
led on building Strategic relationships with our
EbE Board and a broad range of national media
and decision-makers. 2023 saw Svvit¢hback s
EbE Board. comprised of current and former
Trainees. take an even greater role in shaping
our infiuencing work. as well as sharing their
proposals for better resettlement policy with
a range ot key policy stakeholders and media
channels.
-Reshape Release.- Wo co-hosted the then
Minister for Prisons and Probatlon. Damian
Hinds. with our Real Work Training partner, the
I Dusty Knuckle Bakery. creating an opportunity
for three Switchback Trainees to share both their
journey and theirviews on what needs to change
for more effective resettlement policy diiectly
with the goveTnment minister making those
decisions.
With a general electlon on the horizon. we
ramped OUT work to develop a National
Resettlement Framework proposal. We were
P8rticvlarly grateful for support on this fro
Pro Bono Economics in the form of a cost-
benefi't analysis which increased the impact of
our proposal when we shared it vvith the main
political parties ahead of mani*esto development.
We received encouraging interest in our
proposals. including from the new Secretsry of
State for Justice, Shabhana Mahmood, who held
the Shadow post at the time. We continue to
use every opportunity to press policymakers to
Pfioritise better post-release support.
As palt of our Flip the Script campaign, we
began to measure the extent to which we are
changing h¢)w journalists and media outlets
talk about people with lived experience of
prison. Our EbE Board worked with us to
redesign OLtr metrics of success for our media
strategy, creating an EbE quality scale for the
language and framing Journalist8 and m&dia
outlets use when portraying people with lived
experien¢e of the justice system. We now use
thls scale to provlde feedback to journalists
we work wwth as part of EbE's journey telling
process, thereby 'flipping thè script, on
the power dynamic in media relations. We
conrinued to build our relationships with
televant government departments. including
the Ministry ot Justice's Resettlement Team.
to share our learning and lived experience of
successful resettlement with key decision-
makers in pursuit of our campaign goal to
Responding to the ewdence from ourTrainee
data that poor mental hoalth was a significar)t yet
unaddressed issue for prison leavers. we wero
grateful to Clinks for supporting our collaboration
with our neighbour. the antl-PDverty charity
Toynbee Hall. to scope the potential for peer-18d
research Into the scale of the problem. as well as
potential solutions.

Aim 2: A platform for changing
the system
Who?
What they did
69
people attended an
EbE Board sesslon
Provided expert experience
to th6 APPG lor Ending
Homelessness to raise
awarèness ot the issue of
being released from prison
into homelessnèss
Facilitstion training
and upskilling of
Infiuencing Team to
better support EbE
Christmas Reshape Release
film won the Big Give Awards
'So¢ial Media Expert. Award
and Swit¢hba¢k's 'Thme S Agairf
podcast series won Gold and
Bronze at the British Podcast
Av￿rdS
Averay ot
Supported the CoverThe
Cost Coalition - the campaign
successfully tralled on
Governm&nt to stop more people
becoming homeless by ensurbng
Local Housing Allowance will
'Cover The ¢ost' of rents
EbE members per s•ssi<)n
20

Aim 3: A platform for
collaboration
A platform for collaboration.. we'll work creatively with others to enable
growth of our delivery and drive change across the system.
Year 2 update
Overview
In 2022. the closufe of key training partners
following the pandemic 8nd cost-of-living crisis
had shown us the need to broaden our pipeline
of training and employment opportunities for
Tiainees. This theme continued into 2023. as
we saw increasing diversity amongst Trainees.
life and work experience. as w?11 as greater
neurodivergence. We continued to invest in our
partnerships and strategic relationships within
the sector, sharing our model for relational
working with prospective employment partners.
We paiticularly locused on the two key thernes
of bolstering our links with the creative industry
to provide a wider variety of opportunities
and investing in supporting those with
neurodlvergences with sustainable routes into
employment. education and training.
Coordinator has supported our drive to pursue
engagement with the creative sectoi, helping
build new partnerships Wlth Dazed & Confused
magazine, Dazed Club and Hatch Media, as well
as sharing paid media opportunities bvith Trainees
through a new creètive jobs board.
A large part of our work in 2023 centred on
reinforcing our repLttstion as a trusted and
high-quality service provider to prison governors,
probation teams and other relevant agencies
to build a stronger inward referral pipeline and
share our learning. For the first time in oui history.
we have accepted a government grant to take
referrals from probation. and this is already
leading to an increase in referrals and successful
engagement. At the other end of our pipeline.
we have also strengthened our network of
service providers, building our capacity to
support Trainees across the ten different
pathways in our Real, Lasting Change
programme. Parti¢ularly relevant in a cost-of-
living crisis has been our partnership with the
Financial Conduct Authority. with FCA employees
volunteeilng to create an accessible tinancial
wellbeing guidè for Switchback Mentors to
support Trainees.
This approach has led to a mutualw beneffcial
experience for both OUT Trainees and the
employers we work with. A key factor in our
success lay in our partnerships work being led
by a former Montor with the practical
understanding of the environmental and culiural
best practice employeis need for hiring 8nd
onboarding that support those with experience
of the justice system. And our EbE Participation
21

Aim 3: A platform for
collaboration
Progress on objectives
Shared our model at:
catch
Youth Work Matters
Unlocking Hospitality (New Futures Network Events)
Cat¢h 22'8The Role of the Third Sector in the
Criminal Justice Systsm
The Ministry of JusticèThird Sector
Partnership event
22
Ministry
of Justi
Collaborated with:
I.IBERTY
Liberty Human Rights and representing on
an APPG discussing the racial discrimination
prevalent in the CJS
.t4

Aim 4: A platform on strong
foundations
A platform 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 2 update
Overview
Our new Diiector of Finance and Operatlons. Chris
Andeison. who joined us at the start of 2023.
has contlnued our work to improve our operation81
effi.ciency. including roviewing and updating oui
financial processes and launching tenders to
inciease value for money in our operations, as well
as bringing our Management Accounts in-house.
We have implemented both a new HR system
and ?n Employee Assistsnce Programme, which
together are helping us analyse absence data
better and support staff wellbeing fflore effectively-
We have also worked on improving our staff
induction process for former Trainees who join our
staff team. both to help make theii first experience
of working in an office environfflent as positive as
we would expect from other employers we refer
to. and to support our managers to understand
the need tor a trauma-informed appioach.
with the appointment of Charmaine Best in February
2024. Charmaine brings a wealth of expertise in
safeguarding and scaling a successful delivery
model.
We stsrted 2023 in a strong fi.nancial position. having
already secured 46% (£631.2581 of income tor the
year and achieved our full income target for the year
in December. We were joined in April 2023 by Jack
Robson to cover our Head of Fundrai8ing's maternity
leave and have benefited from Jack's experience at
the RSA in developing relationships wlth larger
trusts and foundations. which was o major priority
for us in 2023. However, in sumtner 2023 we
reviewed our fundraising pipeline wlth the
conclusion that there were relatively few new
larger funding opportunities still open to us. This
was in part due to our success in securing several
large grants in 2022 and 2023, but also simply due
to there being a faiTly lirnited number of funders
whlch prowde large frontline delivery tunding for
resettlement work in London. We ther8fore began to
put in place the infrastructure to diversify our income
in 2024, with the aim of growing our individual
giving and corporate partnerships. alongside OUT
larger trusts and foundations income, and thus to
incfease our unrestricted income for the future.
We ale d81ighted that Hayley Topley h2s returned
from her maternity lewe to lead our Philanthropic
giving programme. while Jack has stayed on to lead
our trusts and toundations fundraising. This shared
leadership approach in our fundraising has already
significantly increased our capacity at a time when
fundraising is growing ever more challenging.
After several years of a STable BDard and
Leadership Team. in summer 2023 we launched
a highly successful reeruitment process to bring
new Trustees onto our Board. We redesigned our
iecruitment process to be as ir+clusive as possible
for people with lived experience ot the justice
tystem. We were delighted to welcome three
newTrustees - Nicola Hurley. Jasmine Ashley-
Tagoe and Hariiette Tillott- and a Board Adviser.
Omar Mentesh. Together they bring vital skills
and experience in growing income and impact.
safeguarding. diversity and inclusion, as well as
expelience of the criminal justice system. and
ar8 already making signlflcant eontiibutions to
strengthening our governance. We also completed
recruitment for our permanent Leadership Team
28

Aim 4: A platform on strong
foundations
Progress on objectives
New HR and financial
Infrastructure tor
effI¢Te￿Y and best
praclice
Switchback¥ team and Board
is more representati￿ of
modern London with new
opportunities forTraine&s
Redesigned our recruitment
process to bè more inclusive
for people from diverse
backgrounds and/or with
rived experienco of the
Justice system
Increased our offer of paid
Yiork to Trainees
Raised
Achieved our annual income tsrget
£25,000
£1,219,788
InThe Blg Give Christmas Challenge.
winning an award tor our campaign
Diversified our income stream, bringing 13 new
fvnders. This includes multi-year grants from
Garfield Weston Foundation. City Bridge
Foundation and The Henry Smith Charity

Financial review
Income and expenditure summary
As thè cost-of-living crisis continued in 2023
we aro extremety proud that Switchback has
continued to demonstrate financial resilience.
We had a strong fundraising year ft)r Switchback
with a record amount of income raised for the
organisation. We continued to benefit from
existing donors and multi-year grants as well as
secuiing new multi-year grant funding and running
our first Blg Give Christmas Cha118nge Campaign.
However. due to several factors expenditure for
the year was lower than budgeted at 21.216.990.
A review of 811 expenditure enabled savings to
be made versus budgeteé costs and del2y8
in recruitmènt. 81ongside other unforeseen
staff cost savings. resulted in staff costs being
significantly lower than budgeted.
Expenditure was appropriately focused and
facilitated the achievements and performance
described above: our expenditure on charitable
activities increased by £45.200 in 2023.
The total cost of the Switchback programme in
2023 was budgeted at just under £1.4 million.
2020
2021
2022
Ineome
758.305
914.653
1.151.335
1.219.788
Expendrture
612.981
859.676
1.151.342
7,218.990
Surplus/(deficlt)
143.324
{7}
2.798
Total funds-
restricted ond
un￿strIcted
929.282
984.259
984.252
987.050
Income by type 2023
3.3%
4.3%
The fundraising landscape
continues to be a rough
environment within which to
operate. De8Plte this we grevl
our income in 2023 by 6%
compared to 2022:
Corporates
Individuals
11.4 %
Trusts
Other
25

Financial review
Some of our key donors aré listed below, and -
Particular￿ considering the cost-ot-liwng crisis -
we are hugely thankful to those many loyal funders
who have chosen to support us again in 2023.
Additionally, we extend our enormous thanks to the
generous anonymous individuals who are not listed
here as well as to all donor8 who contributed less
than WO,000~ these gifts ale truly vital to our work.
Management pay
The key man8gement personnel are comprised
of the Chief Executive and four Directors/
Heads of Departtnent. The remuneration for key
management was reviewed during the Trustées.
annual salary review for the whole t8am. Their
review considers the following..
Donors that supported Swit¢hba¢k in
2023 (£10.000 or more)
Benchrnarking with similar roles in the sector.
The charity's financial position.
Changes to Cost of living and inflation.
City BTldge Foundation
Garfield Weston Foundation
Ministry of Justice
AB Charitable Trust
The Henry Smith Charty
The National Lottery Communlty Fund
The Swire Charitable Tru8t
Aurum Charitsble Trust
Barrow CadburyTrust
Bernard Lewis Family Charitable Trust
Brown Dog
Comic Relief
Esmée Fairbairn Foundation
Girdlers. Company
Iguano Group
Livingbridge Foundation
Milton D8merel Trust
R.U.B White Charltable Tmst
Raise Your Hands
The Mark Leonard Trust
The Tom Ap Rhys pryce Memorial Trust
The Triangle Tru*
Investment policy
Our annu81 Investment Policy review concluded
Switchback funds will not be invested (outside
of regular deposit accounts) as the Trustees feel
it inappropriatè to take on the level of risk th8t
investment brings at this current time.
Fundraising regulation
The vast majority of our fundraising 8Ctivlty IS
arried OLrt by oui in-house fundraising team.
Switchback follows the Code set out by the
Fundraising Regulator although we are not
members ot their Directory due to the scale of
our fundraising artivtties. There have been no
failures to comply with the Fundraising Code
nor has Switchback received any cotnplaints
concerning its activities in this aiea Since the
foundation of the organisation.
Reserves policy
Swit¢hback provides a long-term programme.
ané 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.
26

Financial review
The Board of Trustees is Tequired to annually
review and agree the reserves policy. The
Finance & Resources Sub-committee, therefore.
discussed our current policy at its meeting in
November 2023, which was then agreed by the
full Board at its meeting in December 2023.
In setting our reserves policy. the TTustees wish
to maintain 8 level of reserves that provides a
stable basis for its continuing activities whilst
at the same time ensurlng that funds are
utilised for rhe benetit of Trainees.
Structure, governance and
management
The charity number. principal addresses and
details of professional advisers are included in
the administratlve 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. 2023 has seen some changes to
ourTrustee Board as three Trustees retired. We
undertook a recruitment process at the end of
2023 and were delighted to identify four
suitable candidates to join the Board. Three
have been formally appointed to the Board as
Trustee in 2024. and the fourth is currently
acting as ar) Adviser.
Our policy states that the minimum level of
resetves should be the cost 8ssociated with
the extreme scenario of having to wind down
the organisatiork, in an orderly fashion. were no
more funds to be recefved. 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 ol funding or adverse circumstance8. prior
to taking remedial action.
Switchba¢k has always been gratetul for the
support ot a range of experts. advisers 8nd
supporters from 8 rènge ot fields. Special
thanks to our long-term Patrons- Hugh
Fearnley-whittingstall 2nd Primrose Bell for
their continued support and advice.
Our Reserves Policy. therefore, is to retsin
unrestricted reserves of 4 months - 6 months
of the following year's budgeted expenditure.
Based on our 2024 forecast expenditure of
£1.33m. this requires retaining unrestricted
reserves of between £439.534 and 2665,960.
These figures are regularly reviewed by the
Finance & Resources Sub-committee.
Trustees
Duncan Shrubsole- Chair
Olivia Gillan - Deputy Chair
Gillian Mcmillan - Treasurer
Ben Summerskill - Diversity Lead
Burphy Zumu
Harriette Tillott
Jasmine Ashley-T2goe- Safeguarding Co-lead
Nicola Hurley- Safeguardir)g Co-lead
The Trustees are confident that there are
sufficier)t unrestricted reserves to meet
future commitments. At 31 December 2023.
Switchback's unrestricted reseNes stood
at £640,61912022.. £640.8341.

Financial review
EbE Board Adviser
Company law requires the Trust&s to prepare
tinancial statements tor each frnancial year which
give a true and fairview of the state of affairs of
the charitsble company and of the income and
expenditure of the charitsble company for that
peri¢xl.
We would Ilke to thank Sergio Gogoa for acting
88 EbE s Board Adviser in 2023. Sergio has now
completed his term. 2nd we will be recruiting
two new EbE Board Advisers in 2024 to expand
the opportunity forTrainees to learn about and
contribute to our governance.
In preparing those flnancial statements. th8
Trustees are required to:
Recruitment. induction and training
of new Trustees
Select suitable acoounting policies and then
apply them consistently..
Observe the methods and principles In the
Chaiities SORP-
Make judgements and estimates that are
reasonable and prudent.,
State vvhether applicable accounting standards
have been followed. subject to any material
departures disclosed and explained in the
financial statements;
Prepare the tinancial statements on the going
concern basis unless it is inappropriate to
piesume that the charity will continue in
business.
We completed a recruitment process at the
end of 2023 and were delighted to identity four
candidates to appoint to oui Bo8rd. Three have
been formalty appointed as Trustees. whilst
the fourth will act as an adviser. All four wlll be
supported through our robust induction process
which is designed to ensure that newTrustees
nd Advisers fully understand their roles and
responsibilities as well as the objeetlves. activities
and ethos of the charity. NewTrustees meet with
the CEO. the lezdership team and the Chair as
well as being provided the relevant background
information about the charity- Trustees also visit
the Switchback office, training environments 2nd
PTISDn to hèlp their understanding of how we
deliver the programrne, the environments in which
we vvork and the associated risks.
The Trustees ale responsible for keeping proper
accounting recoids that are sufficient to show and
explain the charTtable company's transactions and
disclose with reasonable accuracy at any time the
tinancial position of the charitsble company and
enable them to ensvTe that the ftnancial statements
comply wwth the Companies Act 2006. They are
also responsible for safeguarding the assets of the
charttable company and hence for taking reasonable
steps for the prevention and detection of fraud and
other iiregularities,
Trustees. responsibilities
The Trustees (who are also the diiectors of the
Switchback Initiative for the puiposes of
company law) are responsible for preparing
the Annua1 Report and the tinancial statemeTrnts
in accordance with applicable law and United
Kingdom Accounting Standards (Unf(ed Kingdom
Generally Accepted Accounting Practice).
The Trustees. Report has been prepared in
accordance with the special provisions of Part
15 of the Companies Act 2006 relating to small
companies.
28

Financial review
Tre TrLJStees delegate day to day decision making
and operations to the CEO and the leadership
team. The Trustee Board has set up a Finance &
Resourcès 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
quarterly. The Trustees believe that the charity is
a going CDncern and tor this reason. the going
concern basis of the preparation for the finanoial
statements Is considered valid.
Trainee Engagement= Engaging potential Trainees
is rèliant on access to prisons and rèferrals trom
partners such as the Probation Service. We are
working in a range of prisons and have been
trialling extended referral times post release from
four weeks to six months. We have been
successful in receiving a grant from the Ministry
of Justice that will help promote referrals from the
Probation Service tor the next 3 years.
The Trustees are satisfied that the (isks identitied
above have been mitigated oi addressed as
required and that arrangements are in place to
review them on an ongoing basis.
Risk management and uncertainties
Effectnie rlsk management is critical in working
towards the achievement ot our mission. The
Board of Trustees maintains overdll accountsbilty
for ensuring that effective risk management
practices are in place. They review and agree
these arrgngements on an annual basis. They are
supported in this by the Finance & Resources
Sub-committee. which reviews the risk register
every quarter.
The financial statements comply with the Charities
Act 2011. the Companies Act 2006, and the
charities Statement of Recommended Practice.
The Trustees have taken Charty Commlssion
Guidance on public benefit into account.
The Tiustees. Report was approved by the Trustees
on 28August 2024 and signed on their behalf by
The leadership team has responsibility for the risk
Tegister ènd review this monthty. A summary of the
prlncipal iisks and uncertainties identified by the
Trustees is as follows:
.bl
Duncan Shrubsole, Chair
Fundraising.. Due to tsctors such as the cost-of-
Ilving crisis the fundraising12ndscape is a tough
environment in which to operate. A robust work
programme has been developed which identities
a wide range of trusts. foundations and grant
programmes to which Switchback can apply.
In 2024 we will be increasing our st8ff capacity
within our Fundraislng Team to support our
divetsification of income plans.

l_j FfF'
sWrrCV￿cK( I I
Thank you to all our partners. supporters and donors for your continued
support. It's thanks to you that Switchback can work with even more
young men to build stable. rewarding lives.
Switchback, 3rd Floor. Norvin House.
45-55 CommeTcial Street. London E16BD
Registered Charity Number 11251001 Company
Number 06615923 | Published 28 August 2024
office
switchback.org.uk
020 7650 8989
wMv.switchback.org.uk
@switchback_ldn
wrrcHBACK
Thank you to Selena Brown Photography @_SerenaBrown
and Venetia Menztes Photography @Venetiamenzies

swrrcHBACK<
The Switchback Initiative
(Limited by Guarantee)
Trustees, Report and Financial Statements
For the year ended 31 December 2023
Registered Company number.. 06615923 (England and Wales)
Registered Charity number: 1125100
31

THE SWITCHBACK INITIATIVE
LEGAL AND ADMINISTRATIVE INFORMATION
Trustees
M Ashley-Tagoe (Appointed 9 Fèbruary 20241
S Eyers (Retired 28 lune 20231
O Gillan
N Hurley IAppointed 9 February 20241
G Mcmillan
K Paul-christian IResi8ned 28 lune 20231
D Reid IResigned 10 August 20231
D Shrub501e
Summerskill
H Tillott (Appointed 9 February 20241
B Zumu
Senlor Mana8ementTeam
S WilliaTns- Chief Executive
A Cross
H Topley
C Anderson
J Robson
5 Boyd IRe5igned 26 April 20231
S Dedola (Resigned 16 February 20241
Charfty Number
11251
Company Number
06615923
Reglstered Office and Prlnciple Address
Switchback
3rd Flo¢r
Norvin Ho￿e
45-55 Commercial Street
London
E16BD
Independent Audltor
TC Group
The Courtyard
Shoreham Road
Upper Beeding
Steyning
West Sussex
BN44 3TN
Maln Banker
Co-operative Bank Ltd
PO Box 101
l Balloon Street
Manchester
M60 4EP
32

THE SWITCHBACK INITIATIVE
CONTENTS
Page
Report of the Independent Auditor
34-37
Statement of Financial Acbvlties
38
Balance Sheet
39
Cashflow 5tatewnent
40
Notes to the accounts
41-50
33

THE SWITCHBACK INITIATIVE
REPORT OFTHE INDEPENDENT AUDITOR
FOR THE YEAR ENDED 31 DECEMBER 2023
We have audited the financial statements of The Switchback Initiative (the 'charitable companrfl for the year
ended 31 December 2023. The financial reportlng framework that has been applied In their prepara￿On is
applicable law and United Kingdom Accounting Standards, including Financial Reporting stsndard 102 The
Flnan¢ial Reporbng Standard applicable in the UK and Republic of Ireland (United Kingdom Generally A£￿pted
Accounting practi￿).
In our opinion the financial 5tstements:
glve a true and fair view of the state of the charitsble companvs affairs as at 31 DecembÈr 2023 and of its
incoming resources and application of resources. including its income and expenditure. for the year then
have been properly p￿Pared in accordance with United Kingdom Generally AC￿pted Accounting Prartice,.
nd
have been prepared in accordance with the requirements of the Companie5 Act 2W6 and the Charities Act
2011.
Ba515 for oplnlon
We conducted our audit in accordance with International Standard5 on Auditlng IUKI IISAS IUKII and applicable
law. Our responsibiltties under those standards are further described In the Audltorf5 responsibilitie5 for the
audit of the financial statements section of our report. We are independent of the charltable company in
accordance with the ethlcal requirements that are relevant to our audit of the financial ststements in the UK,
including the FRC'S Ethical Standard, and we have fulfilled our other ethlcal responsibilitie5 in actordartce with
these requirements. We belleve that the audlt evidènce we have obtained is sufficient and appropriate to
provide a lJa5i5 for our opinion.
CondusSons relatingto going concern
In aud1tingthe financial statements, we have concluded that the trustees use of the going con￿r￿ basis of
accounJng in the preparatlon of the flnancial statements is appropriate.
Based on the work we have performed. we have not identlfied any material uncèrtaints'e5 relatingto events or
Conditions that. individually or collectively, may cast Sign[￿tant doubt on the charitable companV5 ability to
continue as a going concern for a period of at least twelve months from when the financial statemènt5 are
authorised for issue.
Our responsibilitie5 and the responsibilities of the trustees with respect to going concern are described in the
relevant Sections of this report.
Other Informatlon
The trustees are responsible for the other information. The othèr informatlon comprises the information
included in the trustees, annual rèport. other than the financial ststements and our auditorf5 report thereon.
Our opinion on the financial statements does not cover the other information and, except tts the extent
otherwlse explicitly stated in our report, we do not express anyform of assurance conclusion thereon.
34

THE SWITCHBACK INITIATIVE
REPORT OF THE INDEPENDENT AUDITOR
FOR THE YEAR ENDED 31 DECEMBER 2023
In connection with our audit of the financlal ststements, our re5ponslbility isto read the other Information and.
in doing so, consSder whether the other Information is materially inconsistent with the financial statÉments or
our knowledge obtained in the audit or otherwise appears to be materially misststed. If we identify such
mater131 incons15tencies or apparent material misststement5, we are requirèd to determine whether there is
material misstatèment in the financial statements or a material misstatement of the other information. If,
b35ed on the work we have performed, we conclude that there is a material misstatement of this other
Information, we are required to reporrthat fact.
We have nothSng to report in this regard.
Oplnions on other matter5 pres¢rlbed by the Companies Art 2006
In our opinion, based on the work undertaken in the course of thè audit..
the information given in the trustees, report for the financial year for which the flnancial ststements are
prepared is consistent with the financial statements- and
thè trustees, report has been prepared in atcordan¢e with applicable legal requirements.
Matters on which wè are requirèd to report by exteption
In the light of our knowledge and understandlng of the charitable company and its environment obtsined in
the course of the audit, we have not identified materlal rnisstatements in the trustees, report.
We have nothing to report in respect of the following matter5 in relation to whlch the Companles Act 2(KJ6 and
Charitle5 Act 2011 requires us to Teportto you if, in our opinion..
adequate accounting records have not been kept. or returns adequate for our audit have not been received
from branches not visited by us- or
the financial statements are not in agrèement with the accountln8 records and returns,. or
certain disc105ures of tru5tees' remuneratlon specified by law are not made,. or
we have not recelved all the information and explanations we require for our audit.
Responsibllities of trustees
As explained more fully in the trustees. responsibilities ststement, the trustèes are responsible for the
preparation of the financial statements and for bèln8 satlsfied that thèy give a true and fair view, and for such
internal control as the trustee5 determine is necessary to enable the prepatstion of financial Statements that
are free from material misstatement, whether due to fraud or error.
In preparlng the financial Statements. the trustees are responsible for assessing the charitable incorporated
organisation's abilityto continue as a going concern, disclosin& as applicable, matter5 related tc> going concern
and using the going concern bas55 of accounting unless the trustees either intend to liquidate the charitable
rncorporated organisation or to cease operations, or have no realistlc 8ltematSve but to do so.
35

THE SWITCHBACK INITIATIVE
REPORT OF THE INDEPENDENT AUDITOR
FOR THE YEAR ENDED 31 DECEMBER 2023
Audltoff5 r¢sponslbilltle$ forthe audlt of the finan¢ial statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are freè
from material mi5Statement. whether due to fraud or error. and to issue an auditorfs report that includes our
opinion. Reasonable a55urance is a high level of assurance. but is not a guarantee that an audit condurted In
accordance with ISAS IUKI will alway5 detert a material misstatemènt when ht exist5. Misstatements can arise
from fraud or error and are consldered material if. individually or in the aggregate. they could rea59nably be
expècted to influence the economic decisions of users taken on the basis of these financial statements.
Afurther description of our responsibilities forthe audit of the financial statements 15 located on the Financial
Reporting Council's website at- http5=Ilwvw.frc.orE.uklOur-WorVAudit/Audit-and-a55urancelStandards-and-
guidancelstandards-and-8uidance-for-auditor5lAuditors-responsibilities-for-3udit/Oes¢ription-of-auditors-
respon5ibilities-for-audit.a5px. This description forms part of our auditorfs report.
Irregularities, Including fraud, are instances of non-compliance wlth law5 and regulations. Thè extent to which
our procedures are tapable of detecting Irregularities, includlngfraud, is detailed below.
Extent to whith the audit was cansldered capable of dptertlng irre8ularitles, Indudlng fraud
The objettlve5 of our audit, In respect to fraud. are-. to Identlfy and assess the ri5k5 of matsrial misstatement
of the financial statements due tofraud., to obtain sufficlent approprlate audlt evidence regardin8 the assessed
risk5 of material misstatement due to fraud, through designing and implementing approprlate response5- and
to respond appropriately to fraud or suspected fraud identified during the audit. However, the primary
responsibility for the prevention and detectlon of fraud rests with both those charged with 8overnance of the
entity and it5 managemenL
Our approach was as follows..
We Identified areas of laws and ￿gUlationS that could reasonably be expected to have a material effect on
the flnanci31 statements from OUT general Sector experience, and throu8h discussion with the trustees and
other management las required by auditin8 standaTd51, and discussed wlth the trustees and other
management the policies and procedures regardin8 compliance with laws and regulations (see belowl-
We Identified the fullowlng arèas as those most likely to have such an effect: health and Safety,. GeTheral Data
Protection Regulation IGDPRI,. fraud,. brlbery and corruption, and employment law. Auditlng 5tandard5 limit
the Tèquired audit procedures to identlfy non-compliante with these laws and regulation5 to enquiry of thè
trustees and othèr managernent and inspection of regulatory and lègal corresponden￿, if any. The Identified
attual orsuspected non-compliance was not sufficlently significant to ouraudit to result In our response being
identified as a key audit matter.
We considered the legal and regulatory framewor￿ directly applicable to the financial statements
reportinE framework IFRS 102, the Companies Aci 2Q06 and the Charities Act 20111 and the relevant tax
compliance regulations in the UK.
Wé considered the nature of the charitvs operations, the control environment and financial performance.
We communTcated idèntified laws and regulatyonsthroughout uurteam and remained alertto any indication5
of non-compliance throughout the audit:
We considered the Procedures and controls thatthe charity has establlshed to address risks identified. or that
otherwise prevent, (Jeter and detect fraud,. and how senior management monitors those programmes and
control5.
36

THE SWITCHBACK INITIATIVE
REPORT OF THE INDEPENDENT AUDITOR
FOR THE YEAR ENDED 31 DECEMBER 2023
Based on this understanding we designed cur audit procedures to identify non-compliance with such laws and
regulations. Where the risk was corb5idered to be hlgher, we performed audit procedure5 to address each
identified fraud risk. These protedures included-. testing manual journals- reviewing the financial statement
disclosures and testin8 to supporting documentation,. perforrning analytical procedures,. and enquiring of
management, and were designed to provide reasonable assurance thotthe financial statements werèfree from
fraud or error.
Owingto the inherent limitation5 of an audlt, there is an unavoidable riskthat we may not have detected some
material misstatements in the financial statements. evèn though we have properly planned and performed our
audit in accordance with auditing standards. For example, the further removed non-compliance with laws and
regulation5 lirregularitie51 is from the events and transactions reflected in the financial statements, the less
likèly the inherently limited procedures iequired by auditing standards would identify il. The risk is also greater
regarding irregularities occurring due to fraud rather than error, as fraud involves intentional Con￿alment,
forgery, collusion. Dmission or misrepresentation. We are not responsible for preventing non-compliance and
annot be expecteil io detect non-compliancè with 311 laws and regulations.
Use of our rèport
This report 15 made 501ely to thè charitable company's members, as a body, in accordan￿ with Chapter 3 of
Part 16 of the Cornpanies Act 2006. Our audit work has been undertaken 50 that we might stale to the
charitable Company's merrbers those matters we are required to state to them In an auditor5, report and for
the no other purpc*se. To the fullest extent permltted by law. we do not accept or assume responsibility to
anyone other than the charitable company and the charitsble company's membèr5, as a body, for our audit
work, or for the opinlons we have formed
Mark Cummins FCCA1Senior Statutory
For and on behalf of TC Group
Statuttsry Auditor5
Office.. Steynin& West Sussex
ditorl
Dated..
37

THE SWITCHBACK INITIATIVE
STATEMENT OF FINANCIAL ACTIVITIES
FOR THE YEAR ENDED 31 DECEMBER 2023
Unrestricted
fund5
Re5tritted
funds
Total 2022
Total 2023
Income fram:
Notes
Donations
594,678
7,704
1.290
616,116
1,210.794
7,704
1,290
1.144,275
6,810
250
Investments
Other trading
Total Income
603,672
616.116
1,219,788
1,151.335
endlturè on:
Raising funds
Charitable artivities
178,467
425,42D
178,467
1.038.523
158,019
993.323
613,103
Total expenditure
603,887
613,103
1,216,990
1,151.342
Net Incomellexpenditurel
12151
3,013
2.798
171
Fund balances at I January 2023
640,834
343,418
984,252
984,259
Fund balan￿$ at 31 Dè£ember2023
15
640.619
346,431
987,050
984,252
All activities are classed as eontlnuSng. There are no rectsgnised galns or10ssès other than those reported on the
Statement of Financial Activities.
The results for the year all relate to continuing activitie5.
The on pages 41 to 50 form part of the financlal statements.
38

THE SWITCHBACK INITIATIVE
BALANCE SHEEr
ASAT31 DECEMBER 2023
2023
2022
Notes
Flxed assets
Tangible assets
li
9,513
8.861
9,513
8,861
Current A55ets
Debtors
Cash at bank and in hand
12
157,931
902,971
55.857
978.196
1,0fj0,902
1,034,053
Creditors: amgurts fallin8 due wlthin one year
13
183,3651
158,6621
Net current assets
977,537
975,391
Net asset5
987.050
984,252
Funds
Unrestritted funds
Restricled funds
15
640.619
346,431
640,834
343,418
14
TOTAL FUNDS
987.050
984,252
The financial statements have been prepared In accordance with thè special provisions of Part 15 of the Companies
Act 2006 relatin8 to small companies.
0810512024
The accounis were approvèd by the Board of Trustee5 on ..................................
Gllllan Mcmillan
Treasur
Company Registratlort No. 06615923
39

THE SWITCHBACK INITIATIVE
CASHFLOW STATEMENT
FOR THE YEAR ENDED 31 DECEMBER 2023
2023
2022
Notes
Net tash provlded byllusÈd Inl
operating actlvtties
iio,ioi)
17
{76,54S)
Cash flow5 from investlng
artivltles:
Purchase of tangible fixed assets
Interest on investments
Net cash used In investlng activitl•s
li
(6,384)
7,704
17,5641
6,810
1.320
17541
Increaselldetteasej in ¢a5h and
¢ash equivalents In the year
Cash and cash equlvalents at the
beglnnin¥ of the yèaf
Cash and tash equivalents at the
end of the year
110.8551
(75,225)
978,196
989,051
978.196
902,971
Analysls of net tash
Atljan
2023
Cash flow
At 31 Dec
2023
Cash at bank and In hand
978,196
175,225)
902,971

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS
FOR THE YEAR ENDED 31 DECEMBER 2023
AccOU￿1NG POLICIES
The principal accounting policies adopted, judgèment5 and key sources of estimation uncertainty in the
prèparation of financial 5tstements are as follows..
1.1 Basls of accountin8
The financial statements have been prepared in accordance with Accounting and Reporting by Charltie5.'
Statement of Recommended Prattice applicable to charities preparing their accounts in actordance with the
Financial Reporting Standard applicable in the UK and Republic of Ireland {FRS 1021 (effective l January 20151
Charities SORP IFRS 1021, and the Companies Att 2006.
The charity meets ihe definition of a public benefit entlty under FRS 102.
The financial statements are prepared in stèrling, which Isthe functional currency of the charitable company.
Monetary amounts in these financial statements are rounded to thè nearest pound.
1.2 Preparation of the accounts on a going cOn￿M basis
After making appropriate enquirlès, thetrustees have a reasonable expectation thatthe charity has adequate
resources to continue in operational e￿Stence for the foreseeable futLJre.
1.3 Income
All income is recognised once the charity has entitlement to the Income, it 15 probable that the income will
be received and the amount of incoffle can be measured reliably.
Grants and donations are recognised when the charity has entitlement to the funds, any performance
onditions have been met. it is probable that the income will be rÈTrived and the amount can be measured
reliably. In the event that such income is subjcctto conditions that rèquire a level of performance before the
charity is entitled to the funds, the income is deferred and not recognised untrl those conditions are fully met,
or the fulfilment of those condttions is wholly within the control of the charity and it is probable that those
Conditions will be fuwillecl in the reporting period.
Glfts in kind arè included at fairvalue within donatlons.
Trading Income Is recognlsed upon delivery of the service provided.
Investment in¢ome 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 arcruals basis inclusive of any VATwhich cannot be recovered.
Suppttrtcosts which are not directly attributable to a specific charitable activity are allocated on a percentage
basis b35ed on staff time applied to each activity during the year. Governance c¢)Sts inclLrde those incurred in
the governance of the charSty and its assets and are primarily associated with constitutional and statuttsry
requirements. Thèse are included withln support costs.
41

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2023
ACCoU￿1NG POLICIES l¢ontlnued)
1.5 Tangible flxed assets
Tangible fixed assets are stated at cost less depreclation. Depreciation is provlded as the followng annual rates
in orderto wrlte off each a55et over its estimated useful Ilfe.
Computer Equipment
Furniture & Fittirhgs
33% on cost
25% on cost
Only a￿ets over £500 a￿ capitalised.
1.6 Lease commltments
Operating leases and the payments made under them are charged to the Statement of Financial Actlvities on a
straight line bas15 over the lease term.
1.7 Taxation
The charftable company Is registered as a charity and all of Its Income falls within thè exemption5 ufider Part 11
of the Corporati¢Jn Tax Act 2010.
1.8 Fund a¢¢ountlnK
Unrestricted fund5 can bÈ used in accordance with the charitsble oblectives at the discretion of the trustee5.
Re5trlcted funds can be used for particulaT restricted purpose5 wlthin the objects of the charity.
Restrittions arise when specified by the donor or when funds are raised for particular restricted purposes.
Designated funds are unrestrlcted funds of the charity which the trustee5 have decided at their discretion to
set aside to Use for a specific purpose.
Furtherexplanatlon of thÈ nature and purpose of each fund Is Included in the notesto the financial statements.
1.9 Penslon costs and vther post.retirement benefits
The charitsble company operates a dèfined contributlon penslon scheme. Contributions payable to the
cha￿tablE Company's pension scheme are charged to the Statement of Financlal Activitles in the period to
whlch they relate.
1.10 Debt(Jrs
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 Ilquid investments wlth a short
maturity of three month5 or less from the date of acquisition or opening of the deposits or similar account.
1.12 Creditors and provislons
Creditors and provisions are recognised where the charity ha5 a present obligatlon resulting from a past event
that will probably result in the transfer of fundsto a thlrd party and the amount due to settle the obligation can
be measured or estlmated reliably.
42

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2023
ACCOUNTING POLICIES Icontinuedl
1.13 Critical aecountlng estlmates andjudgements
In the application of the charl￿S accounting policies, the tnjstees are reqUI￿d to makejudgements, estimates
and assumptions 3bout the carrying 3mount Df assets and liabilities that a￿ not readily apparent from other
sources. The estimates and associated assumptions are based on historical experience an(J other fartors that
are considered to be relevant. Actual results may differ from these estimates.
The estimates and underlying assumptions are reviewed on on ongoing bèsls. Revisions toaccountingestimats5
are recognised in the period in which the estimatels reV￿ed.
The trustees do not considerthat there are anycrltical estimates or areas of judgementthat need to be brought
to the attention of the readers of the financial Statements.
DONATION5 INCOME
Unrestrltted
Réstricted
2023
2022
Donations & grants
Gift aid recovery
570,137
24,541
616.116
1.186.2S3
24,541
1,210.794
1,116.332
27.943
594,678
616,116
1,144,275
INVESTMEwf INCOME
Unrestritted
Restritted
2023
2022
Deposit account interest
7,704
7.704
6.810
7,704
7,704
6,810
OTHER TRADING INCOME
Unrestricted
Restrided
2023
2022
Trading income
1.2
1.290
250
1,290
1,290
250
43

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2023
S. EXPENDITURE
Depreclation
Other
CQSts
Staff costs
Total 2023
Total 2022
Ralslngfund5
173,609
4,858
178N67
158,019
Charitable attlvltles
Activities undertaken
directly
Support costs (note 61
Total
4,340
577,057
229,864
811.261
772.432
1,018
180,129
46,115
275,979
227,262
220,891
993,323
5,358
757,186
1.038.523
Total
5358
930,795
280,837
l.Z16,990
1,151,342
SUPPORT cosrs
2023
2022
Staff costs
Rent and utilltles
offi￿ costs
180.129
13,066
3,180
4,282
2526
2,044
397
1,018
1.594
163,515
11,033
4,505
3,877
10,118
2,341
2,926
991
8.097
Sundry costs
Bank charges
Recruitment
Depreciation
Events
other support costs
Governance costs (note 71
li
1,687
17,339
1,310
12,178
227,262
220,891
7. GOVERNANCE COSTS
2023
2022
Auditors, remuneT3tion- auditfees
Auditi)rs' remuneratlon-otherseth￿S
Trustees, eX￿nSeS
12.000
5.112
227
10,200
1,813
165
17.339
12,178

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS {CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2023
8. STATEMENT OF FINANCIALACTIv￿lEs COMPARATIVE FUNDS-YEAR ENDED 31 DECEMBER 2022
Unrestricted
funds
Restricted
funds
Total 2022
Intthne from:
Note5
Donations
Investments
Other trading
Total income
1,048.722
6,810
250
95,553
1.144,275
6,810
250
1,055,782
95,553
1.151,335
dlture on:
Raising fund5
Charitable activities
Total expenditure
157.342
917.883
677
75,440
158.019
993.323
1,075,225
76.117
1,151,342
Net Income
119,4431
19,436
{7)
Fund balances at l January 2022
660,277
323,982
d4.259
Fund balances at 31 December2022
16
640,834
343.418
984.252
9. TRUSTEES. REMUNERATION AND BENEFITS
There was no trustee remunèratlon or other benefits forthe year ended 31 December 2023 nor for the year
ended 31 De￿mber 2022. Trustee expenditure totaling £22712022.. £1651 was reSmbursed during the year.
10. srAFF COSTS
2023
2022
Wage5 and salaries
Social security costs
Other ponsion Costs
815,252
74.S15
41,028
930,795
764,517
74.324
31,795
870,636
45

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2023
10. ￿AFF COSTS Icontlnued)
The average number of employeés during the year was a5 follows..
2023
Number
2022
Number
Programme Delivery
Policy and Influencing
Other
io
12
Z4
23
The number of employee5 whose emoluments fell within the following band5 was..
2023
Number
2022
Numbèr
£70.001- £80,OCMJ
£80,001- £90,000
Of the employees whose emoluments exceed £60,OQK). 112022= 11 have retirement benefits accruing under
defined contribution pension schemes. Pension contrlbutions for higher paid employee5 in the year
amounted to £4,10212022- £3,135].
Duringthe year the key management personnel of the charltable company comprised of the Chlef Executive,
Director of Finance and Operations and the three Heads of Department. The total employee benefits of the
key management personnel (including Employerfs National Insurance Contributions) were £359,77812022:
£350,689).

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS {CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2023
11. TANGIBLE FIXED ASSETS
Furnlture
& Ftttings
Computer
Equlpment
Total
Cost
At l January 2023
Addition5
Disposals
At 31 December 2023
697
23.930
651
5,733
15,8691
23,794
6,384
(S,869)
25,142
Depre¢latlon
At l January 2023
Charge for the year
Ellminated on dlsposal
At 31 December 2023
697
15.069
15.766
5,358
15,4951
IS,629
72
5,286
15,4951
14,860
769
Net book value
At 31 De￿mber 2023
579
8,934
9,513
At 31 December 2022
8.861
8,861
IZ. DEBTORS- amounts falllng due wlthln one year
2023
2022
Trade debtors
Other debtors
Prepayments and accrued Income
2,440
2,053
51,364
55,857
4.460
153,471
157.931
13. CREDrroRS. amounts falllng due wlthin on? year
2023
2022
Track creditors
al security and other taxè5
Accruals and deferred Income
Other creditors
642
20,618
55,833
6,272
20,634
19.851
12,565
5,612
83,365
58,662
47

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2023
RESTRicfED FUNDS
The income fund5 of the charity include restricted funds comprising the following unexpended balances
of donations and grants held on trust for specific purposes-
Balan￿ at
l January
2023
In¢om•
Expendlture
Balan￿ at
31
D￿mber
2023
Austin and Hope Pilkington Trust
Barrow CadburyTrust
City Brldge Foundation
Clinks
Ccmic Rel￿f
Donation to Reserves
Dusty Knuckle Event
Esmée Fairbairn Foundation
Garfield Weston Foundatlon
The Henry Smith Charity
The Hobson Charity
Anonymous
HMPPS
The National Lottery Communlty Fund
Shèriffs, and Recorder's Fund
The Considered Ask
The Wilmington Trust
Triangle Trust
15,0001
130,243
{19,0371
15.5001
1131.9021
3,732
33,600
19,037
5.5
131,902
7.089
299,999
299.999
350
99,194
25,(X)O
60,000
13501
190,2351
125,0001
150,0001
15,woI
(lo,(￿)
126.354
1164,2831
12501
23,556
113,0741
781
17811
15,350
30.ClX)
136,0941
343,418
616,116
1613,1031
Austln ondHope Pllkington Trust- Fundlng towards the costs of supporting Trainees.
Barrow Codbury Trust- Funding towards Re5haping ResettlemeDtfor young adult prison leavers.
Clty 8rldge Ffjundotiotr FundinÉ towards the costs of Mentors and c05t of supportlngTrainees.
Clinks- Funding for a Mentsl Health research project.
ComicRvlief- Supporting young men to live 5tsble, rewardinglsves after thelr release from prison.
Llonotlon to Reserve5- Restricted for use to underpin a portion of reserves.
Dusty Knu¢kle Event- Funding to support attendance at partner event.
Esmée Fairbt71rn Foundotlon- Funding towards reshaping resettlement foryoung prlsoner5.
Guffjeld Weston Foundotion- Funding towards the costs of Mèntors 5UPPOrtinE Trainees.
The Henrysmlth Ch¢7rlty- Fundlng for Mentoring to change lives and reduce reoffending.
The Hobson Chtsrlty- FundlnE towartts the essential costs of 5UPPOrting Tralnees.
Anonymous- Fundingfor the delivery of Film Industry training for Trainees.
HMPPS- LoThdon Probation RÈgion Grants for People from Ethnic Minority Groups.
The Nationul Lottery Communlty Fund- RÈaching Communities England and The Communlty Organisations
Cost of Living Fund- Fundingfor Mentoring to change lives and reduce reoffendin8.
sheriff￿ und RecordePs Fund- Funding towards Trainee essential items.
The Con51deredAsk- Fundirhg for the development of peer mentors and Intern scheme.
rhe Wllmington Tru5t- Funding towards the development of our communications.
Triongle Trust- Funding to expand Switchbacvs training and employment partnerships.
48
8.959
10,000
10.000
27,000
164.283
250
646
iOA82
9,256
346N31

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2023
15. ANALYSIS OF NEf ASS￿5 BETWEEN FUNDS
Unrestricted
funds
Restrftted
funds
2023
Total
Fund balance5 at 31 December 2023 are
represented by..
Fixed assets
Current assets
Creditors.- amounts falling due within one
vear
9,513
714A71
9,513
1,060,902
346.431
{83.3651
183,3651
640.619
346,431
987,050
Unrestricted
funds
Restrirted
funds
2022
Totsl
Fund balances at 31 De￿mber 2022 are
represented by..
Fixed assets
Current assets
Creditors= amounts falling due within one
year
8.861
690,635
8,861
1,034,053
343.418
158.6621
158,6621
640,834
343,418
984,252
16. COmMITmE￿rS UNDER OPERATING LEASES
At 31 December 2023 the company had total commitments payable under norFcance113ble operating
leases as follows:
Land and bulldings
Z023
2022
Within one year
Between two and five years
40,052
79,988
49,993
40,052
129.981
Totsl lease payments recogni5ed as an expense in the year amounted to £64.08312022- £43,954).
49

THE SWITCHBACK INITIATIVE
NOTES TO THE ACCOUNTS (CONTINUED)
FOR THE YEAR ENDED 31 DECEMBER 2023
17. NET CASHFLOW FROM OPERATING ACTMTIES
2023
2022
Net incomellexpènditurel
Depreciation of tangible fixed assets
L05s on dlsp05al of tangible fixed assets
DNldends and Interèst from investments
Iln¢reasel/de¢rease in debtors
Increaselldecreasel in creditors
171
5,358
374
5,217
1,851
16,8101
115,7541
5,402
17,704)
{102,074)
24.703
Net¢ath prov1d￿ used in opÈratlng artivtiies
[76.5451
iio,ioii
18. REiATED PARThTRANSAcrroNS
DurSngthe year to 310ecember 2023 donations were received by the charlty from various Trustees totaling
£2.550 12022.. £13.2331. The only further related party transattions relate to Trustees, expenditure
reimbursement of £22712022- £1651 as disclosed in r¢ote 9.
19. CONTROL
The Switthback Initiative is a company limited by guarantee and has no share tapital. No one member
has overall control of the charity-
ZO. COMPANY INFORMATION
The Switchback InitSatlve 15 a charitable company, limited by guarantee, registered in England and Wales.
The charitable company's regigtered number and reglstered office address can be found on the legal and
administrative information page.