FutureDotNow
Annual Trustee
Report and
financial
statements
Finanoal year ending 30th September 2023

TABLE OF CONTENTS
Referen￿ and administrative detsils...................................................................................
Objectwes and activities ....................,.................................................... . ..........................
perfonnan￿ and achtevements ................................................................................... ......
Financial review..........
Plans for future periods........................................................................................................
Structure, governan￿, and management............................................................................
Independent Examiner"s ReFM)rt..
11

The trustees present their report and the financial statern￿ of FuiureDotN¢)w for the Wkid ended
30 September 2023.
Reference and administrative details
Rwistered charity name
FlrtureDO￿C144
Charity registralion number 1197358
Registered offic8
MineNa House
Edmund Halley Roaj
Oxford Business Pa
Oxford
OX4 4tX2
Trusteès
Sir Peter Estlin
Camilla D￿jer
Jemma Waters
Aidan Hancock
Chair
{appointed 22.1.24)
Independent Examiners of
Accounts
Goltr*ins Limited
75 Maygrove Ro
West Hampstead
London
NVI6 2EG
Bank
HSBC Business Bank

Objectlves and activities
FutureDotNow was established in October 2019 and oterated as a cA)Ikn#Fve. incubaled by Nominet.
up until 5th Januay 2022, when we gaRHI charilable status.
The charity's purpo88, a8 Set out in rt$ Constiiutm. l• to advan￿ ￿UcatIon for the publlc benefit
In the 11old of dlgltal 8kllls.
We b8lleve in a UK with a d￿lIa1￿ confident and capable workfm in wh￿h everyone is able to do all
20 digital tasks essent￿1 for work and prepare for our digtsl future. Our goal Is to inspire and enabl8
business8S to provKle wOrk￿9-*3e adulls (starting with thew (Avn workforce) wrth the opportunities thay
need lo get to th8 dlg61al starting line, benefiting thair cywn prospenty and UK productivity.
FutureDotNvw has become a leadin9 auth(yty on th8 dwJital skllb of the UK'S workforce. Our expert
underslandlng of the Essential Digilal Skil15 gap in the UK and relationships with organisations across
many sectors altows us to narrate the challenge ￿ face, provide authoriiali¥e insight, and put for4vard
practical solutions to close the gap Our strong INiks with busness18aders, wlicymakers. and expert8
from a wide range of organisatK>ns pFace us at the centre of a powertul nets¥ork. We use this position
to coordinate collective action. share leamings and resources. and conne(* organisatK)ns who can
support each other. Core to our mission is to inlluence busln8ss *Alon. public polLy and indwidual
behaviour, all with the alm of att*ler8ting kjng-twm progr086.
Why th18 matt•rn
Our society and econory cannot dlgttalty transform wiihoul a digitalty confident and capable WOTkforce.
Digrtal technology do8snl deliver change or guarantee pyoductrwity. That ¢om88 from good design and
great adoptlon; people uslng technokngy effectNety. The rapKI rise of artff￿al Intellige￿ {Al) adds
urgency. A dwJitalty Capable Workf￿ WMI s8￿re ec*)nomic 0pp(*tUnit￿ ts all and ensure the UK
keeps pace wllh Ihe rest of Ihe W￿1. It w￿1 also fTh1fy agalnst cybw threats. reducing rtsks for
individuals and companies alike.
Today, over half of working adults1 cannot perfomi al 20 dlgital las￿ industy and govemment agreo
are vital for ti)day's workplace. Thafs &22 milllon adutt8 unable to do things h'ke check a paysllp online,
get secure passwords. or use d￿lIa1 to improve productivty. These skilts gaps cut across the
workforce, including high eamers and those wrth high levels of education .
Most peopte In the worklorce have not been taught th8se skills in their edUCAt￿n. hence the need to
explicitly help them build strong digital ￿ndationS. This wlty h&8 largety been hKlden in plain sight,
potentialty masked by assumpti)ns that adums naturalty gain Cx)re d￿1￿1 competence through use.
Worryingty. againsl that backdrop, onty 4 in 101 adults plan to buld their d￿lts1 8kills thi8 year.
eA)nsumor Dyh•l Irthx 2WJ
Tl* Gobpmmentfysl wNkedTh*h 20181od*•tr*•8l*fr*athAB *xI upata thè ¢uaeTth djlal ￿tran￿*￿.
A third p8ople134%108mkvJ £75K & 20 task£. IthYBx 2023

Our strategy
We review our al￿ts, 0￿e¢￿veS. and &tivities e&h year and hove regular strategy meets.ngs to ensu
we deliver impact. This re￿rt sets what FutureDotNow has achieved in the 22-23 financial year and
the beneffts this actNty has driven forthe public benefft. We have referred to the Charity Commission,
general guidan￿ on publ￿ benefft when reviewing obJ"edives aThJ arlivities and in pLgnning our future
activities.
Our strategy is built on three pillars.
1. We create the impetus for change by ueating a cornpeHing case for action.
2. We help industy to take aclion through collaboration wth others and having the tools to make
an impatl.
3. We build a movement and strong (￿lMunity, cieating a Sp￿ to tearn from e￿
other, and ac*lerate impact.
How we are creallng the IMIxt￿ for change.
In October 2022, FutureDotNow prwJiti'sed the ueation of a n)admap alr￿￿ at addressing the digttal
skills gap among working-age adutts FuturetkntNow engaged Brunswid(, a strategic advisory firm who
provided expertise to elevale our messaging, better define our future role, and shape the Digilal Skills
ROad￿p so that rt landed wrth and clarty.
Yhe UK Workforce Digital Skills Gap: Vlhy Closiw It Matters and a Roadmap to Action". was join
published with the thgilal Skills Council in Juty 2023 and had been part funde(I by the Department for
Science, InrK)vation and Technology. It was the culmination of what FutureDotNow has seen, leamt
and done over the past four Yea￿ and detailed Ihe best next steps for government, busirtess and civil
society lo bt)ost the digÈtal capabilty and 0)nfid￿ of the UK'S workforce and ensure everyone has
the Essentiai DBital Skills needed forwork. It has since bec%)n* ￿ central strategy for FutureDotNow.
FutureDotNI)w released the roadmap wilh endorsements from key stakehoklets, including
thechartered Institute of Personnel and Devebpment (CIPD). techUK. and the Community
Union. Importantly. this Strateg￿ vision akn ￿lIliated FutureDotNoW s abilty to secure new financial
backing for future thases of work. erwriw its sustainabilty as a wng concem.
FutureDotNow continued to hold Ilagship events throughout the year to help CTeate thé impetus for
¢hang8. Our Senior Leaders Council met in October 2022, convening frsuile leaders from drfferent
induslries and disciplines. Their colle(Xive ins￿h1 f￿Sed C￿ hrAv we delivw at pace and provided initial
Impetus on developing a roadmap.
The ExecutNe leam had the opportunty to speak at WK>US events throughout the year high14ghting the
digital skills gap to different audiences such as Chatham House Future of W(xk ConfereTr￿, Cty &
Guilds Industrial Stralegy Board, Orade's HR Ins￿3ht panel. Liz WIl￿mS MBE, CEO, was asked to give
evidence at tho House of Lords COMMUn￿tIonS and Duital Committee as part of its enquiry inlo digital
exclusion and the cost-of-living rAs.

Helplng Induslry to lake actlon on essenllal dlgftal skllls.
FutureDotNoY/s unique position as a convenor means rt can bring govemment. business and civil
society together in ways they wouklny ¢)thefV•ise connect, crnsstng sector and compettEive boundaries.
This is at the heart of hu•V we work, en￿U￿lng knowledge sharing and helping to move beyond siloed
working to accelerate action and impa(l.
Futuret)otNtrN works WTih businesses to ensure have to the tooEs necessary to take act￿Sn.
are aware of best practice and can connect as a ￿MmUnty. Our t￿lta1 Skills Directory brings together
detsils of digrtal skills iniknatives and providers auoss the UK. making it easy to *Jentifythe nght provision
for each organisatÈon. Our DNJrtal Skilts Playbook h* lyjsinesses navhjate their d￿lIa[ upskilling
ioumey by offering guidan￿ on what steps to take and relevant best practtce, whatever slage they're
at on their journey and our new resource bank holds all the Fuiuret)otNow assets for ease of access
for our members.
Bulldlng a movement and strong communlty
Central to our mission. we aim to foster a strong wllaborative c#)mmunty and build a movement thr￿jgh
a variety of channels. We h¢)st regular Leam and Sofve events. with recent guests including AND Digital,
Marks and Spencer and Travis Perkins sharing insohts and experiences. Thi8 en￿urageS members
to leam from each other about vthat works {and what do8sn't} and uses the power ofthe nelwork to find
better solutions. faster. FutureDotNow eslablished an online ccfflmunty space, which thilitates
members to build ¢x￿nectIOnS and share insights and tools.
In addition, our flagship events, Collective Adion in November 2022, A￿lerate in Ma￿h 2023, and
the Roadmap launch in Juty 2023 were key moments that br(MJght tcgether and other
stakeholders to dK8cover new data and collab)rate on how to take aLtrn.

Performance and achlevements
Creatlng the Imfv for charye
Th8 UK Workfor￿ di
Ital skills
Wh closi
it matters and a roadma for ac
n distilled the
landsca￿ and imperats've into three action areas,. strategy, delivery and ￿ltUre. and makes 10 clear
and specrfic recommendations for adion by govemment. business and cwil society. The report was
produced in FutureDolN¢)ks trademark style. engaging a wide communty of stakeholderB to shape
and inform the Conlent. Induding Board organisa'ons. Department for Education, DepartrYEnt for Work
and Pensions, Department for Scien￿. Innovation and Technology, Cabinet Office. Digital Skllls
Council. techUK, BetheBusÉness. and the Financial Services Skn"Ils Cornmiss￿ and contributions from
key coaltlion members including Barckys. N*ioThiide. Ttavts Perkins plc and Marks and Spencer.
The publlcatton was launched at the BT Twr in London attended by over go le8d6rs from bu$ines8,
govemmenl, policy. academia, and ¢ivll soc￿. ￿rIng a series ofsp8eches, paneLs and ￿nversatIOns,
attendees heard trom FutureDotNow CEO Liz Wlliams MBE, Paul Scully MP, Minlsler for Tech and the
Digltal Economy, and many experts and thought from INlu*, the Wblic sector and clvll
80¢iety,' including..
Chintan Patel, Chlef Technology Officer CIS￿ UK&I".
Helen 8alsdon, Interim Chl8f Nurse Inform￿ Officer, NHS England;
Anthony Impey MBE, CEO. Be the Business.,
Catherine Ruttar. Direclor Group Customer IDclusk)n, Lloyds Banking Group.
Gori Yah8ya, CEO and Founder Upskill D￿1￿1..
Anna Colllns. Digital Eagk8 Lewjer at Barclays UK"
Eli8ab8th Co8ta. Managing Dlrector. The Behaviwral Inslghts Team,.
Kirslie Donnelty MBE. CEO, Clty & Guilds;
Dr. Melanle Garson, Cyber Policy Lead. T￿Y Blalr Institute Global Change.
The launch event and the roadmap publKatlon ¥￿8 the stwt of FutureDotNovls next chaptèr. Over th8
Autumn, FutureDotNow convened industy-ied working groups supported by Oli¥er 1￿Man with pro-
bono resources that explored the recommendatv)n$ in detail and dèveloped the required to
achieve them. Use of an Agile sptht model enabled these workn'FVJ groups to rrthe quickly and identfy
priority outcomes for Im￿t. This 2024 delivery plan was the outcorn of this work and Is the adopted
slr8legy FutureDolNow. This detailed plan has asslsted In fundlng Opp￿tuniti.&s with the Department
for Science, Innovation and Te¢hnology who awarded a grant to 8UPWI this a(Aiv8ti¢)n phase and the
first sprlnt In 2024.
Help Industry to t•ke aGllon.
Working in partnership wllh Lk)yds Banking Group, we PToduc*d the WfJSt detailed v18w yet of the Scale
of the Workfo￿ skills gap. Published in March 2023, the Essential Dyital Skills for Work report brougm
together Lbyds Banking Group data wtth analy￿9 and insight fr￿1 FutU￿DotNOw. It rewKted on the 20
digital tasks essential for work ttsjay and prOV￿ed swcific derrngraphic data on th¢Jse most like￿ to be
falllng behind, to help employers to take targeted action to upskill their people.

In June 2023. we introduced a comprehensive gu#Je offering prac*￿al advre to help regional and i[￿al
authorities devekjp their empbyees, Essential Digrtal Sknlls and upskill the ￿mMunI￿e5theY serve. This
initiative was made possible through the Accenture Gh)bal grant and drew insights from Greater
Manchester Combined Authortvs IGMCA) intemal upskilling efforts. The guKle encompassed valuable
resources. including (xse studies from The Gr(hvlh Company in Manchester and Dorset Counal.
Addrth)nally, tt provhled an Essential Digitral Skills leaming Che￿iSt and tK)ilerplate materials for
organising regional roundtable events to engage reg￿n81 stakehohlers. tk>rset Counal are leading the
way wtth their impact aThJ approach lo dwital upskilling through their dHJrtal chaMp￿nS model, which
has buitt d￿rtaI ￿nfiden￿ and capabilty on the front line.. this vras Showca*￿ in the guide, as a
success story and inspiration for other authorities.
The Accenture Global Grant addl￿nalty funded an impact measurement project, in wh￿h we developed
a Theory of Change, setting out the challenge, our rote, what we know to be true. the levers of change
and the outcoffles V￿ are dri￿ng for. It also alkywed us to devèlop a framework for individual
organisations to ￿￿Ure impaLX. wtth gU¥Jar￿ on to u* it and recrynmendatsons for
FutureDotNow on how to rneasu￿ our impact as an organisation and to evidence the value of collects've
action. Following feedback from the project steering committee. (AND Digital, Barclays, DWP, Lloyds
Banking Group, Nominet, Weir Grcyjp) updates have been made to the Member Impact Measurement
toolkrt. This updated prototype wll improve the user experien￿, fftcrease engagement and simplTfy* how
members measure their impaci. The prototype was delivered in November 2023 and piloting of Ihe
prolotype loolkrt wtth select memlHs will folk)w in 2024,. both Nalionwmde and Comwall Counol having
already expressed intsrest.
Build a movement and strong communlty.
Collective ActK)n 2022 was a suttess with members coming together lo share their stories of how they
are each takn'ng action on durtal skills. The converSat￿n continued on the Community Space. where
members also shared their barrters to wogress and the acth)ns they will take before Accelerate 2023.
In March. our Accelerate 2023 ov8nt had a dYnarn￿ inter*ive session whith helped members ttjnnect
with Ihe new report data and build relationships wilh each other. Attendees shared su¢xess stories and
challenges and used an idea generat￿n technique, which created collective solutions on howto engag8
stakeholders on the drgtlal skills gap. In six member-showcase stands gave attendees the
opportunity to discuss first-hand h(w an Organisati￿ is tac*ling the challenge and helped cement
connections within the communty.
The FutureDotNoH coall￿n ncw has a rtsch of Mill￿n4 with over 200 member ￿MpanIes. During the
last year, membership has continued to grow with joiners induding Amey. Sky, Johnson Mathoy,
and Cisco. these organisations a￿ committed lo accelerating the d￿lIa1 capabilty and confKlenc8 of
their employees, custorrErs, and vthr communty. Growing membership remains a route to greater
impact.
In addthn, we have secured a number of new organisations as strategic partrkers for our new financial
year. By ¢ontributing £30.000 each. these partners join our small Strateg￿ cownmunty enabling them to
have a material impad on thè UK workforo digital skills gap.

Financial review
This is the second year of fonnal accounts as FutureDotN¢yw was established 5 January 2022 and thi3
report represents our first completo 12-month financaal year. which ended 30 September 2023. Due to
this, no direct comparis￿ be made with last yeals fomwl &counts, which ojvered onty 9 months.
Income
FulureDotNow had a tota inrx>me of £623,OLKI. We ￿l¥•y £274.C￿l unrestricted inTr)me from our
board members and £50,000 unrestrTCted in¢ome from a Departr￿t for Culture, Media and Sp)rt granl
and £299,000 irFkind SUPPDrt from our t￿1rd members and new partners. Net assets ￿rrIed forward
from September 2022 was £442.481 of which £55,520 was restri(tsd ￿(￿rne.
The in.kind support ￿Vered a seo)ndee from AC￿lure for 12 Th)iths, a project managerfrom Deloitte
for three months, and a small proied team with partner oversight for three months from OINer Wman.
Expenditure
Our total expendilure for 2022r23 was £836,986 whth induded the £299,000 iTrkind suppNt.
Summary
In summary, given the planned delivery of our pr(yJramrr*. we incuryed an ex¢wdS of expendliure over
income in 2022123 of £213.986. As a result, on 30 September2023. the charity had free and unrestricted
funds of £228.495.
RestriL*ed funds must be utilised on the IKoierXs agreed with the ftjnders. Ihfftere proie(*s span more
than one financial a￿UntIng year. any reslrirted funds that have not been fulty used in year must be
carrÈed forward to be expended in futufe years. At the end of thts 22-23 financial year, we are carrying
forward £0 of restricted funds.
Investment pollcy
Aside from retaining a prudent amount in reserves each year (invested in our inst8nt aC￿sS bank
accounti to cover risk5 and provide working caprtal. the chanty's funds are to Lk spent in the short temi,
so there are no funds for long-tem inveslment.
Reserrfes pollcy
FulureDotNow's working reserves pcdy for this financial year vms to hold unrestricted re$eNes to
manage any risks, including but not limtted to mrtuating uncertainties in our fvnding levels and timing
of deposits. The resèrves wlicy is reviewed annualty by the Tnjstees at the beginning of the new
financial year and in October 2022, in restKinse to the charTty's ffinan￿al F4)sition and the economic
cllmate, the dec￿lon was to hold un￿$t[￿led reserves to cover the cost to exil at £120.000.
During the financial year 22123, FUtureDotN￿IlS funding ￿)de1 prim*ity relted on sx legal members to
support the chanty's operations. H(Miever, signif￿ant efforts were made to ueate a new goveman
and funding rTh)del. As of the rep)rt's writing. Futuret)otNow has suc¢essfvlly diversified its funding
sources. having ￿ured e￿ht strategic partnerships, two grants and a donation. Notabty, the charity
athieved the st*us of a going rJ)ncem in December 2023.

Plans for future periods.
FutureDotN¢)￿s mission remains constanc it remains essential for alt woTkn'n9-wJe adults to be
equipped wtth the dultal c0nfthn￿ and capabilty they need ftx a prosperous fijture.
Over the Autumn, three industy-led working 9roups (Strategy, Employer Adion, and Cufture) reviewed
the 10 Roadmap recommendations to Klentify prioiities for 2024. CollectNe￿, they streamlined the
prtorilies into seven action ar&qs for scale imp&t. This consolidath)n culminated in a dear path forward
with the creation of the 2024 Delivery Plan.
Cross sector Y￿k￿M$ will fcmxs on seven areas for adN)n to dose the Workfor￿ digrtal skills gap.
We wdl see a series ofthree actioTrfo(xwd spn.nts acrctss 2024, each will culminate in an event for key
parties to come together to reflect and consolidate progress. End•of-sprint events will be an OPFxNtuntty
to g81vanise act￿ from others, and secure ongoing suprort from sprint teams. We will also encourage
teams to connect during the sprints to manage interdependenw6 and ensure overall alignment.
Reviewin9 Pfogress at the end of e&h sprint will inform the next phase of work through refflection and
consolidation wtth the Futuret)otN￿￿ communty. For example, FutureDotNovKs flagship event,
Accelerate 2024, now rebranded to the Workforce Digtsl Skills Summil, VAII bring coalition members
together at the end of the first sprint to profile the impact and momentum and brlng others akJngsid8
the mission. Each wortstream will ￿)MprIse team members and expert adviso￿ from across Ihe
FutureDotNow communty and together are ￿￿ntable for prryjress.
Fundraising efforts continue to con(*ntrate on sec#JrirKJ sustainable funding so we can continue to
deliver ￿Jr foThYard strategy and grlyw the cwuanigation to meet the needs of the mission.
Structure, govemance, and managemenL
FulureDotNow was estthished as a tharitable in￿rporated ofganisabon (CIO> on 5th January 2022
with ils conStrtut￿n as rts goveming document. The CIO is run as an asxKiation model with a steering
l)oard formed of legal member representslives arvj trustees. all of voting rKJhts.
A scheme of delegation is in pkne and the daY-t￿daY r8sponsibilty for running of the tharity sits
with the Execulive Offio. comprising of the Chief Execubve Officer and the Chief Operating Officer,
howevor a number of reserved matters are delegated from trusteesto the steering t#)ard. which includes
responsibility for long tenn obieclives. strategy arKI perforn)an￿.
Under the requirements of the Constlution, the trustees at FulureDot￿I a￿ ele(knl by the board and
typicalty serve fora Fericmj ofthr80 year5 after whth they can stand for rtrelection. To prevent all trustee
positions from expirfftg simultaneousty, one tnjstse setved a hycpyear lem. whith was renewed 5th
January 2024 for a three-year period Our tx)ard of trustees. which must consist of at ￿ three and
up lo twelve members. were initi'ally eleded from our existing board memb8rs. Future or addf(ional
trustees could be aptointed to fill any require(I ski115 gaps on our through open ad¥ertÈsement
and, whare appropriate. by using a recruiiment agerw with experien￿ in recruiiing charty trustees.

10
In October 2023, a new govemance n￿le1 was approved, and Ihe steering board vrds dissow,
repla￿ by a trusteeThonly board consisting of three trustees wth all legal from the steerfng
board relained, bar one. A fourth trustee, Aidan HanGO(*, vfts aptN)inled 21sl January 2024 whose
experience as Chief Infom7ation brings a thealth of knth¥l* lo the board and contributes to
mitigating the risk of maintaining quorum.
New]y appointed trustees are provided wrth a copy of the Consbtution and any amendments made to it,
and a copy of the latest trustee report and statement of ac￿unts. We also lailor inducts'on to meel Iheir
neèds, which could indude Shadov￿ng of sentor staff or ￿￿fing sessK)ns by the board.
e Iwstees. an
al retM)rt was apmed on 2ThJ Juty 2024 and signed on behalf of the tM)ard by..
Sir Peter Estlin
Chair
tfdted".
2171¥*

Independent Examiner-s Report
I report to the trustees on my examination of the accounts of FutUreE￿N0￿ for the period ended 30
September 2023.
Responslbllltles and basis of report
As the charty trustees you are resFonsible for the preparatM)n of the aCc￿nts In a¢¢ordance wth the
requirements of the Chanties Act 2011 (Ihe Art'}.
I report in respect of my examination of the charity's accwnts carried out under section 145 of the
2011 Act and in ￿rying out my examinalK)n I have follow&J all the applicsble Directions given by the
Charity Commission under sectK¢n 14515)(b) of the ACL
Independent examlnefs statement
sin￿ the charfty's gross income exceeded £250.0Tr). I confirm that l am qualified to undertake the
examination because l *n a member of the ICAEW. wh￿h is one of the listed bodiès.
I have (xffiipleted my examination. I confim that no malerial mattets have c¥)￿ to my attentÉon in
nnection with the examination gr￿ng me cause to beI￿ve thal in any material resp8tt.
1. accounting records were not kept in respect ofthe Tnjst as requKed by s￿tIOn 130 of the
Act., or
2. the a¢xounts do not a¢xth with those records.
3. the a¢xounls do not compty wrth the applicabte requirements conceming the fomi and
content of accounts set out in the Charities (A¢xounts and Reports) Regukqtions 2008 other
than any requirement that the accounls give a Irue arKI fair view whth is not a matter
¢onsKlered as part of an independent examinati￿.
I hav6 no cOn￿mS and have c(Mne auoss no other mtters in connectw with the examinat¢on to
which attenlion should be dr￿n in this report in ￿er to enable a prop8r understanding of the
accounts to be reached.
Anthony Epton BA FCA CTA FCIE
Goldwlns
Chartered accountsnts
75 Maygrove Road
West Hampstead
London NW6 2EG
4 July 2024

12
FutureDotNow
Statement of financial actlvltles
(Incorporating an income and expendfture account)
For the year ended 30 September 2023
Unrestri¢t•d R*lcted
Funds
Funds
Total
2023
Total
2022
Income from:
Granls and donation5
Other income
623.000
623.000
741,935
200
Total income
623,ClJO
742,135
Exp9ndI￿re on:
Charitable activrtes
781,466
55,520
838.986
299,654
Total eynditure
781.466
55,520
836.988
299,654
Net lexpenditurelllncome for the year
(158,466)
(55.520)
1213.986)
442,481
Net {expenditure)fincom• for the yèar
1158.4661
155.520)
1213.9881
442,481
Reconciliation ot funds:
Totsl funds brought foThYard
386.961
442.481
Totsl funds carrled forward
228.495
95
The attached notes fomi part ofthese ￿WJnts.

13
FutureDotNow
Balance sheet
Asat30Se
tember 2023
2023
2023
2022
2022
FIX￿ assots
Tangible assets
4.291
5.833
Current assots
DebtOTS
84,817
Cash at bank
235,099
411,942
235.099
4￿.75&
Current Ilabilitieg
Credittsrs". Amounts falling due within one
year
110.895
160.111)
Ngt current assets
224.204
436,648
Total not assets
228,495
442,481
Fund$
10
Restricted funds
55,520
Unrestricted fvjnds..
Gefteral fvnds
228.495
386,961
Total funds
228A95
Approved by the board of trustees on 2LyF Juty 2024
and signed on rt5 tseha￿ by..
Sir Pet
Chair
Kenneth E$￿In
The attached notes fomi part ofthese accounts.

14
FvtureDotNow
st#tement of cash 11ows
For the year ended 30 Sepknilxr 2023
2023
2022
2022
Cash flows from opernting activlttes
Net cash provKled by Iltssed inl oFEratiThJ
actNitie8
1176,843}
418.741
Cash flows Irom Investlng athities:
Purchase offixed assets
Nèt cash provid￿ by I Iwd In)
Inv#$tlng acUvlti•s
16.7991
¢hang+ In aThl cash eqyi¥alerrts .
the perood
{17WI
411,942
Cash and G8sh equwaknts at the
beginning of the period
411.942
Cash and Cash eqylvaleErt8
at the entt of the perlod
411.942
al Reconciliation ol net In￿￿¢ I lexwxlltyTr) lo net IItrA7 fr(Kn operniing 3¢tfj¥Mi
2023
Net lexpendrturel 1￿cOme forthe rewb"rvJ WK*J
las per the statsmentol fin8nc4al aetivths)
Deprecjation
Inteiest and di¥%3ends frvm irNe6bwits
Ilnffta8eVDecEase In debtors
(Decreaseylncrease in cralrtor8
2022
I213.￿}
1,542
442.481
966
84817
149.216)
184,8171
60.111
Nèt cash provlded ty l{wd
operating activit
176
418 741
b} Analysls of ea8h and ¢Mh
equlvalents
At start
of
year
Cash
FI￿
Cash
Flow
2023
2022
Cash at bank and sn hand
411.942 11&3.4471 228N95
411,942
411.942
Totsi cash and cash equlvalfrnfs
411.942
183.44
411.942
411.942
FutureDolNow

15
Notes to the flnanclal statements
For the year ended 30 September 2023
1 Accounting polici•8
Basis of proparntion
The financial statements have been a(%ordarth￿ih A(zwntt"rKJ and Rep)rting by Charities..
Statement of Recommended Pra¢b¢e applicable to thaTrties preparbng their accounts in accordance
the Financial Repo￿"ng Standard applicabte in the UK and Republic of Ireland {FRS 102 effective 1
January 20151- {Charities SORP FRS 1021 arKI the Chanbes Acl 2011.
The charity meets the definiti￿ of a publ￿ benefft enlty un¢Jer FRS 102. A53ets and liabilities are inrtially
recognised at histor￿1 cost or transaction value unless otherw*e stated in the relevant accounting
policy or note.
Going concern
During the financ￿ year 22r23, FuiureDotNc￿s fvnding model primarily reli￿ on six tegal members lo
support the charty's operations. However, signfficant efforts Tr*Ère made to creatè a new govern8r￿e an
funding model. As of Ihe ￿FK)rfS WTrting, FLrtureDotN(yw has successfvuy diversffied its fvnding Soufces.
having secured eight 5tralegic partnerships. grarrts and a donatK)n. Notsbly. the charity achieved the
status of a going concem in De¢ember 2023.
Income
Income is recognised when the charity has entthment to the funds. any perfomian¢e condib'ons
attached to the income have been met, rt is probable thalthe incomewll be reLeived and thal the amount
an be meas¥Jted reliabty.
Income from government and other grarrts. Whether.ca￿tal. grants OT 'revenue' granls, is reeognised
when the charty has entiuement to the funds. any performance condrtions atta¢hed lo the grants have
been mel, Tt is probable that the Income wtll be received and the amount (2n be measuied reliably and
is not deferred. Income received in advance for the Provision of speethEd seNice is defeffed until the
cnteria for income recognition are met.
DonatioN% of gifts. services and facilities
Donated professi¢)n31 $ervices and don8ted fac¢lii*s are recognised as ￿0)me v•hen the tharity has
contrd over the rtem ￿ received the seryice, any ¢0lldrt￿ns assouated with the donats.on have been
met. the receipt ofecortomic t*nefftfrom the use by the charty ofthe rtem is probable and that econom
benefit can be measured reliably. In accordance wrth the Charibès SORP {FRS 102}, volunteer time is
not recognised so refei to the trustees, annual report for more irrf0m￿l￿n abouttheir contribution.
On rae•ipt. donated gtfts. profg$6ional s￿lee0 and donated f8cililies are recognised on the ba515 of the
value of the gift to the charity is the amount the ¢liarTty wCrf￿d have been vmlling lo pay to obtsin
seryices or faulth.es of equivalent economic benefft on the opèn markeL a corresponding amount is then
recognise(F in expendilure in the pwitxl of r￿￿pt.
1 Accounting policies {¢ontinugd)

16
Intsrest receivabl8
Inleresl on funds hehj on deposft is kn¢bJed reeeEva￿ and the amount can be measured reliably
y the chanty,. this 1$ Up￿ notrtthion of the interest paid or payable by the bank.
Fund
accountlng
Unrestricted fijnds are available to spend on aetNibes that furthtrr any of the purposes of charty.
Designated funds are unrestn'cted fvnds ofthe thanty wh￿h thetrustees have decided attheirdiscretr'on
lo set aside lo use for a specffic purrw. Restncted funds a￿ donat¢ons v*hKh the donor has specrfied
are lo be sokiy used for parb'¢ular areas of the chanty's wotk or for speufic projects being unde¢tsken
by the chanty.
Expondlturo and Irr•¢ov•rable VAT
Expendrturo Is r¢cognised one• th•re ￿ a kngal or eon8truth obh"gotion to make a p•yment to a third
party, it Is prob8ble that settlement will be required and the amunt of the obllgation can be measured
reliably. Expenditu￿ is cla$$ffi*d under the followng a¢Xvty headings..
Costs of raising fvnds comprise ot trading costs 8nd the costs inojrred by the Charity in induclng
third parb'es to make volu• conlrlbutiorn lo it. as as the ¢03t of any actsvths with
fundraising purpose.
ExpendrtUTe on 0ctWrt￿ W￿1￿je5 aciivtbes undetsken to fijrther the puwe8 of the
chanty and their assouated support costs.
Other expenditure reyesents those rtems not fallir¥J into any othw heading.
Irr•cov•rable VAT is charged a¥ a &)st 8gain8t the xtNrty for the eX￿n(￿lure was In¢urred.
Alltxotlon of ¥upport ¢￿1•
Support costs ar• those funcbon8 that a88iSt th¢ work of the charity but do not directy Undertake
charitable actNknes. Support costs include I￿k office costs. finance, per80nnel, payroll and governanc•
costs whl¢h support the chantable programmos and actimties. These costs have been allocated befv￿
Cost of iaising funds and expendrturo on ch8ntabl8 actsvibes. Thg ba868 on wthich 8UPPOrt co$1$ have
been allocated on Iheir total direct costs and are 3et out In rnte 3.
Op•ratlng l•aM•
Rental Ch￿08 ar? charged on a *alght Ilne l>a8b over the temi of the le&ye.
Tanglble flx•d am
Items ol equipment are caprtalised where the purchasé wice exceeds £1,Cw)O. Depraaalion is Provided
at rat&s cal¢ulated to drythvn the cost of e&h a$s•t to rt¥ esbmatod feBidual value over its expectad
useful life. The depreciatlon rates in use are as follows..
Office equipment
20% on cost
D•bloYs
Tiade and oth¥ deblors a￿ recognlsed * thè setllement amount due after any trade discount offered.
Prepayments are vajued 01 the amowrt prep4KI n•1 of ary tr*Je di$¢t￿nts due.
1 Accounting polici•s Icontlnu•d)

17
Cash at bank and in hand
Cash at bank and cash in hand inclLth cash an(J short term highly liquid investments wth a short
maturity ofthree months or less from the date of acquisitton or opening of the deposit or similar account.
Crgditors and provisions
Creditors and provisions are recogr¥sed w41ere the charty has a present 0￿19atiOn rvauking from a past
event that wll probaiAy result in the transfer of fijnds to a third paty and the amount due lo setue the
obligation can be measured or estimated reliabty. Creditors and proVis￿nS are n0fM￿lY recognised at
their seltlement amount after allcming for any trade discourfls due.
FÉnancial instruments
The chanty only has financi* assets and financial babblrties of a kind Ihat qualty as bas￿ finawal
instruments. Basic financial instruments are inÉb"alty reo)gntsed at transaci￿n value and subsequently
measured at their Set￿emert value ￿ the eX￿ptIon of bank loans whKh ale subsequentsy measLtred
at aMOrt￿Sed cost tjsing the effective interest method.
Ponslorts
The charity operates a stakehokler defined ¢ontn'buty"on penS￿)n scheme. Contributions payable for the
year are charged in the Statement of Financial Ac*vities.
FuturBDotNow

18
Notes to the finafKlal slatemonts
For tho year ended 30 Saptsmber 2023
2 Incomo from donatlon and Grants
2023
Totsl
2022
Ttstsl
Unrestricted Restricted
Donations & Gits in kind
Grants
573,000
50,000
573,000
50.000
502,746
136,189
502,746
239.189
103.01)0
623.000
638.935
103,000
741935
3 Analysis of expenditure
2023
Total
2022
Total
Staff costs
Design
Consultancy
Profesional fees
Gfft in kn.nd
IT and s0fbWa￿ costs
Training
SubscriptKJns
Travel
Postage and statronery
Insurance
Entertaining
Independent exafflinatr>n
Depreciation
Bank charges
Sundry
364,915
20,406
110,802
6,744
299.000
6,891
143,932
3,950
31.308
1,440
94,166
2,655
1,175
505
3,012
1,151
4,599
4,553
3,000
966
36
3,206
630
5,755
1.282
3,331
8.897
3.000
90
3.701
Total ?xpenditurn
836,986
299,654
4 Net1gxpenditur•y incom• for the year
This is stated after charging..
Deprerialion
Independent examinefs fee
2023
2022
1.$42
966
2,500
FulurnDotNow
Notss to the financial statemènts

19
For thè
ear ond8d 30 S•
b8r 2023
Analysls of staff costs, Intst••s remunefkn and
expense3.
and the ¢o¥t of k•y management wsonn
2023
2022
Staff costs were as fdlows".
Salary and wages
322,$89
128,838
Social securty eosts
30.047
10,096
Empknygr's contribution to defined coniribution pens￿￿ sch
11279
4.998
3H915
143.932
The numbèr of empl¢>￿ whose annual remuneration was £60,((10 or more were:
2023
No.
2022
No.
£70,1XJO- £79,000
£80.(K)0. £89.000
The total employee beneffts indudtng P￿ron contribut￿$ trthe key Manage￿nt personnel in
the year We￿ £175.370 { 2022". £69.4001.
Stsff
The average number of employees (head count based on numb￿ of *aff emptoyed) during the
period was as follfy•rJ'.
2023
No.
2022
No.
Total
There were no tnjstees. reMLbnerat￿n or ollw beneffts for the year ended 30 September 2023.
There were trustees, exFenses pawj for the yew ended 30 September 2023.

20
Futurgt)otNow
Notos to the financial statsmènts
For the
ear ondod 30 So
tomber 2023
6 Tanglble fixed assets
Offl¢e
equlpment
Cost
At the start of the yèar
Additions in year
Al the end of the year
6.799
Depreclatlon
Al the stsrt of the year
Charge foF the year
Al the end of the yeaf
966
1.542
Nat book valu•
At tha ènd of the year
At the start of the year
5.833
7 Dobto
2023
2022
Trade Debtor8
84,817
84,817
8 Crnditor&." amounts fallmg due T*rythin ¢)ne year
2023
2022
Trade creditors
Accruals
Taxation and social secunty
418
3.OlJO
7.477
47,524
3,000
9,587
10.895
60,111
9 Analysis of not assèts bet￿ funds
unrestri￿ Restricted
Total
Fixed assots
4.291
4.291
Nel current assets
224.204
224,204
Net assets
228,495
228,495
FutureDotNow

21
Notes to th• Itnancial slat•m•nts
For th& year endgd 30 Septembgr 2023
9a Analysis of net assets bet**en fund51prior ￿TIOd
Total
Fixed assets
5,833
5,833
Net ￿rreTrt assets
381.128
55.520
436,648
Nel assets
386.￿1
442.481
10 Movement in fiuKIs
2022
2023
Restricted
Fund$:
Accenture Gbbal
38,000
138.000)
Service Design
17,520
(17.520)
Totsl restric19d
lunds
55.520
55.520
Unrestricted
funds:
Gene(al fund
386,961
623,000
(781.466)
228,495
Totsl unTr5tricted funds
386.961
623.0
228,495
Total funds
442,481
23,000
836,986
228.495

22
FuturoDotP4ow
Notss to the financial stat•ments
For thg year endgd 30 September 2023
10a Movem•nt in funds (prior pèriod)
Trnnsf•r
At
5 January
2022 ExpenditUTO
At30
Soptem￿r
2022
Restricted Funds:
Accenture Global
Service Design
53,000
50.000
{15,0001
(32,480)
38.000
17.520
Total rostricted fun
103,000
47.480
55,520
Unregtrtctsd fijnds:
General fijnd
639.135
(252,174)
386,961
Total unrestrlctod fundg
639.135
252.174
386 961
Total fundB
742.135
299,654
442.481
11
MovÈm•nt in fun(ts (continued)
Restricted lunds arg for tho follo*thvJ purposes:
A portion of the AecentUTe global grarrt Ivas restricted to fund a regional project. Recognising combin&
and local authonties can ￿aY a pivotal role in th&r Tegion, th￿ reg￿n$ project working with GMCA has
explored the how they can have a posrtive impact their own workforce but also that of their regions
businesses and commuruts.es in dosng the EDS. The insight gained will be documented as a blueprint for
use by other regions in the Ult
The service deswn grantwa5 restrtcted to fund projects. the bUild￿g a community proieca designed
lo increase member co118boration by estabtishing a slrong member CLKnmunity reSu￿ng in greater
collaboralion, engagement, accourttabilty, and action across the membership and to ￿fresh 3n¢J update
the FulureDotNow website. Both projects have delwered phase 1 and move into the new financial year
vth phase t4￿.
12
Related party transadlons
There are relatÈd party transac￿n8 to discktse In the year { 2022: Nil).