Safe Haven Community International CIC

The principal activity of the company during the period was to operate as a community interest company providing support, advocacy and development opportunities for internationally educated nurses and midwives. The company delivers its objects by: Creating safe peer-support spaces (online groups, community check-ins and informal meetups) to reduce isolation and promote wellbeing. Providing information, signposting and practical guidance on navigating professional, regulatory and workplace systems in the UK. Offering workshops, an online academy and other learning opportunities focused on confidence-building, career progression and community integration. Working with volunteers, partners and people with lived experience to co-design support that reflects the real needs of internationally educated healthcare professionals. There have been no significant changes in the company’s principal activities during the period. Review of the business The period to 31 January 2025 represents the company’s first year of activity. The main focus was on establishing the organisation, piloting our online academy, delivering an in-person conference and putting core systems and platforms in place. Total income for the period was approximately £1,785 (rounded), made up of: Trading income (turnover) from the online academy and conference ticket sales of around £1,220 Director donations and Gift Aid of around £565 Total expenditure for the period was approximately £3,374, mainly relating to: A conference held in July 2024, including hall hire and catering costs of around £2,013, which were paid personally by the directors on behalf of the CIC Online platforms and tools required to run the community and academy (such as Zoom, Mighty Networks, Calendly, A-PLAYERSTECH, Mailchimp and related transaction/FX fees) Professional services and support (including payments to IW Group) General running costs, including supplies, travel for meetings and small community support payments and donations Reimbursement of out-of-pocket expenses incurred personally by the director on behalf of the CIC After these costs, the company recorded a deficit for the period of approximately £1,589. This deficit has been fully underwritten by the directors through personal contributions and by meeting certain costs directly. This is consistent with the early stage of the organisation, where the priority has been to establish and deliver services rather than to generate surpluses. There were a small number of non-routine transactions paid into the bank account in error (including a payment from “Hidden in His Strength” and a director payment of £15). These were repaid on the same day and have no impact on the final result for the period. Community benefit Throughout the period, the company’s activities were carried out for the benefit of its community of internationally educated nurses and midwives. Key activities and outcomes included: Delivering a conference in July 2024 focused on encouragement, connection and practical support for internationally educated healthcare professionals. Providing information, encouragement and peer support to individuals navigating registration, employment and integration into UK health and care settings. Beginning to build an online academy to offer affordable, structured support and learning, with early subscription income starting to come through in the second half of the year. Using director donations and personal funding to underwrite initial operating and programme costs so that services could be offered at low or no cost to participants. The directors are satisfied that the company has operated in line with its community interest statement and asset lock provisions, and that community benefit has been central to all activities undertaken during the period. Financial position and reserves At the period end, the company had net liabilities of approximately [£X] and a deficit for the period of around £1,589, which has been supported by director funding. The company currently holds modest cash balances of approximately [£Y] and remains reliant in part on ongoing director support and donations while income from the academy and events continues to grow. The directors aim over time to: Build up sufficient reserves to cover core platform and operating costs Reduce reliance on personal funding from directors Maintain affordability of services while moving towards a more sustainable financial position The directors believe that, with continued support and careful control of costs, the company is well-placed to continue its mission and to increase its impact as resources allow. Future developments In the next financial period, the company intends to: Further develop and scale the online academy, building on the subscription income generated in this first year Deliver the planned Kings conference in July 2025 and explore additional events and workshops Strengthen partnerships with individuals and organisations that share our vision of supporting internationally educated nurses and midwives Improve systems for monitoring impact, feedback and outcomes for our community, to better evidence the difference our services make