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2023-03-31-accounts

YMCA TRINITY GROUP

ANNUAL REPORT AND STATEMENT 2022-23

‘Inspiring communities, transforming young lives’

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Everyone should
have a fair chance
to discover who
they are and what
they can become
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2 YMCA Trinity Group

Contents

- Report of the Chief Executive 4–5
-Report of the Chair of Trustees / Public Beneft 6
- Strategic Report (Incorporating Board Report) 7-49
- Strategic Direction 7
- Our Vision and Values 8
- Impact Report - Social Value / Aiming for Net Zero 10-11
- Impact Report - Safeguarding / EDI 12-13
- Impact Report - Housing 14-17
- Impact Report - Support & Advice 18-19
- Impact Report - Family & Youth Work - Childcare 20-23
- Impact Report - Family & Youth Work - Youth Projects 24-27
- Impact Report - Health & Wellbeing - Gyms 28-29
- Impact Report - Health & Wellbeing - Mental Health 30-33
- Impact Report - The Cresset 34-35
- Focus Area - Fundraising 37
- Focus Area - HR & Quality - Belief in Potential 38-39
- Performance and Value for Money 41
- Financial Review 42-43
- Legal & Administrative Information 44
- Governance Section 45-47
- Statement of Financial Position 49
- Statement of Comprehensive Income 50
- Consolidated Statement of Changes in Reserves 51
- Statement of Cash Flows 52
- Notes to the Financial Statements 53-73
- Independent Auditors Report 74-76

YMCA Trinity Group 3

Report of the Chief Executive

Jonathan Martin CEO

Thanks for taking the time to look at our Annual Report for 2022-23. You’ll find out about the work we’ve been doing, the impact we’ve had and some of our plans for the future.

Hope and change are hard fought things – Michelle Obama

Our year has been a generally challenging one, reflecting most of the communities in which we serve. The impact of inflation and the ‘cost of living crisis’, plus the continued recovery after the Covid-19 pandemic, has been huge and widespread. As well as raising costs for us as an organisation, especially with utility costs, it’s affected those areas where we generate income. However, it has also impacted the people we work with and the staff that deliver this work as well.

Despite these pressures, we’ve continued to offer a wide variety of quality work within our communities.

Our Shine Youth project in Lowestoft has further developed its allotment work by adding a fully accessible plot that allows positive interactions between people needing an easily accessible area and older people, with our childcare children. It’s a real honour to watch very young children interact with older people, some of whom might have dementia and share the joy of harvesting vegetables or enjoying the flowers together. They’ve also run a Community Fridge for local people, offering food and toiletries to families who can’t afford it. All of this in addition to the excellent youth groups that run each week.

Housing has also been busy adapting its work to changing demands, as well as developing new projects. This includes work on a new project in Wisbech, to be completed in the summer of 2023, as well as a larger project in Peterborough in the pipeline. Staff have also begun a huge piece of work to allow us to register our work with 16 and 17 year old residents, with OFSTED. This is a new requirement but one we feel will be positive for our younger residents. Changes in the housing market, especially increasing rents, means finding step-down accommodation for our residents is getting harder. So we’ll focus on providing this over the next few years.

We made some changes this year to bring our mental health and physical health teams closer together with combined leadership. As in previous years, our mental health work grows. We are constantly reviewing the demand from clients and schools, and adapting our offer to accommodate this. We know that this will continue to be a growth area. Our gyms have also had a busy year, with increasing numbers of members.

Our Cresset facility has had some incredible news this year! We were successful in a bid to the Youth Inclusion Fund, receiving £5.1 million. Central to this is the creation of a new youth project with performing arts at its core. To enable this, the grant will pay for the Cresset roof to be replaced, new theatre seating, improved accessibility from backstage and new lighting. Not only will this enable our youth work, but it will also improve the offer to our customers and improve sustainability and energy usage. Trade at the Cresset hasn’t yet

Ipswich

4 YMCA Trinity Group

returned to pre-Covid levels, but they continue to work hard to attract people with a variety of shows and events and brilliant customer service.

Childcare also continues to come back after Covid-19. Recruiting suitably qualified staff has been a challenge, but despite this it still delivers early years development for children and gets them ready for school. We know that this is crucial in the life of children and staff have worked hard to achieve positive outcomes.

Sadly we lost our Appropriate Adult project this year. However, Reparation continues and shows improved outcomes. This project forms an important role in the Youth Justice process.

We’ve also continued our Family Respect project. This is a really innovative project addressing the very challenging area of child and adolescent to parent abuse and violence. The team will work hard next year to make sure the funding continues for this.

We began our AirPlay journey, delivering youth work on our local RAF bases at Honington, Wittering and Wyton. This is part of a national YMCA offer to airbases all over the UK.

This year has seen a lot of system changes internally. We changed our accounting system, our payroll and rota system, plus ramped up our use of the HIVE system to improve communication with and between staff. This includes a feature called HIVE Five, where staff can acknowledge a colleague. Its been heartening to see the level of respect and value that staff have for each other. As always our staff and volunteers have been at the heart of everything. Their commitment, dedication, professionalism and adaptability is a true joy to be part of. My thanks goes out to them.

Thanks also to our Board of Trustees. They have been with us in a challenging year, adding value, adding expertise and striving to ensure we have a bright future.

Hope and change are hard fought things. External factors have put pressure on everyone, but we continue to work in our communities and deliver incredible outcomes.

Thank you for your interest in YMCA Trinity Group. Enjoy t his Annual Report.

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438
bed spaces
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We now support
communities across
7,100 km²
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with a population of over 1.6 million people

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254
Childcare spaces
across 5 settings
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YMCA Trinity Group 5

Report of the Chair of Trustees

Steve Mallinson Chair of the Board of Trustees

With the pandemic on the wane, we might have hoped that 2022 would be a year of calm after the storm, but instead it brought challenges anew, with rocketing inflation, a cost of living crisis and war in Europe. At times like this YMCA Trinity Group, (and organisations like it), are needed more than ever, and so once again, it’s both humbling and a source of pride to be associated with such a diligent and caring group of people. On behalf of the trustees, I want to thank our wonderful team of employees and volunteers for their continued hard work and dedication as they serve communities across Cambridgeshire and Suffolk.

One important role of the trustees is to ensure the organisation fulfills its charitable objects, and so we work with the executives to both monitor and encourage, support and oversee the work of the charity. With the wide range of service areas, these tasks have necessarily become more complex, and we wouldn’t be able to cover the ground without the engagement of the whole trustee team, along with our independent advisors who serve on the governance subcommittees. All of them generously and voluntarily give of their time and it’s a privilege to work alongside this terrific pool of talent, focused on helping the charity function effectively. Trustees have a finite tenure though, and this year we said goodbye to the Rev Anthony Chandler, Mary Sanders, Pauline Donovan and Julie Horne, while welcoming Sam Loveday, Martha Felton and Jo Mills. Thank you to all of them. We are always on the lookout to develop our skill base, so please get in touch if you’re interested to find out more about the work of the trustees.

Part of the long-established and far-reaching YMCA movement, YMCA Trinity Group has roots that are wide and deep, but as the saying goes, past performance is no guarantee of future results. The challenge then is to grow our impact across such a mind-bogglingly wide range of work, while avoiding the pitfalls of complacency and overconfidence. But the concept that helps fuel this ambition, and unifies the YMCA Trinity team, is the aspiration to serve, and serve well. Whether you’re a client, an employee, a volunteer or have no connections with us - thank you for your interest in YMCA Trinity Group – I hope you will support us as we seek to continue to serve our local communities.

The work of YMCA always strives to be relevant to the needs of society, with the aim of transforming the way young people are viewed as part of the community. We provide innovative solutions to problems facing young people through the delivery of a range of quality services and projects.

Each year we deliver relevant and impactful work to ensure we are meeting the needs of both our young people and the communities in which we work. Our Corporate Plan and Vision & Values help us to set a course and remain true to our Mission.

Over the coming pages we will outline some of the challenges faced by our teams, our organisation and our clients in the past year, and celebrate our achievements and impact. We will also consider the year to come, and how the pandemic and its after-effects will impact our work and our clients.

All our work is for public benefit. YMCA Trinity Group has distinct objectives, which are set for public benefit and the organisation continually assesses that it is directly or indirectly meeting these objectives. All new work is considered against the objectives, age range and geographic scope that have been agreed by the Board and Executive Team. Existing work is reviewed regularly to ensure that the organisation is meeting its objectives and targeting client groups’ needs.

Throughout this report you will be able to read more about the many varied and successful projects and services we have put in place to support our young people and families across the region and, more importantly, evidence the social impact we have achieved during this financial year, and the ambitious targets we have set ourselves for the future.

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Strategic Direction

YMCA Trinity Group is part of a federation of over 90 YMCAs across England and Wales. Our vision is to help create supportive, inclusive and transforming communities where young people can truly belong, contribute and thrive. At the heart of how we work in communities, and with each other, are strong and committed relationships rooted in our inclusive values, approach and heritage.

As a federation, YMCA England and Wales has developed a strategic plan, covering five core areas of work which all YMCAs follow. Our approach is based on having a national presence with local relevance, and is achieved by YMCA Trinity Group in a variety of ways across the five core areas of work as follows.

SUPPORT & ADVICE:

We are there for every young person in the community, supporting them and their families through difficult times with a wide range of programmes and services.

Our main aim is to enable every young person to grow and develop in every aspect of their life and we have developed support and advice schemes, including youth engagement programmes, youth reparation projects, mental health interventions, domestic abuse and crisis support.

HOUSING:

YMCA is the largest provider of safe, supported accommodation for young people in England and Wales. In YMCA Trinity Group we have 438 units across our region, with sites in Peterborough, Cambridgeshire, and Suffolk. These units offer a range of housing solutions for young people and adults including supported and emergency housing.

Our aim is to provide holistic support which means we provide not only a bed, but we also help people transition from dependence to independence by giving support, training, life skills and building resilience in order to lead to independent living.

FAMILY & YOUTH WORK:

We believe that every child deserved the best possible start to their education. Across YMCA Trinity Group we offer a range of support to families including five fully operational childcare settings providing Ofsted registered places for 254 children on a daily basis.

We believe that every young person should be able to develop their full potential in body, mind, and spirit. YMCA Trinity Group’s youth work delivers youth programmes in Lowestoft, local RAF stations, and following the successful Youth Investment Fund bid, will expand into Peterborough. Communities in Lowestoft continue to be supported through hot meals provision, community fridge, and the accessible allotment.

HEALTH & WELLBEING:

As a youth charity we recognise that health and wellbeing is a contributing factor to people developing other areas of their lives, from education and employment to relationships and social networks.

We currently own two state-of-the-art gyms in Peterborough and Cambridge, which are open to the communities we serve at affordable prices. We provide sessions for people with long-term conditions and disabilities, and we work closely with local GPs, NHS stroke teams and community nurses who refer their patients to us. We also offer a range of physical activity programmes for all ages including young personled health education projects.

Mental health is a key priority for us. We have built a comprehensive and holistic programme of both clinical and preventative mental health services to support a wide range of audiences including schools, supported housing, parents/carers, youth organisations and early years. We also recognise the importance of supporting those who support young people, and so we provide counselling, self-care support and supervision to staff at all levels in a variety of settings.

TRAINING & EDUCATION:

Our Mental Health team provide a variety of training courses and workshops to improve the physical, emotional and psychological well-being of children, young people and staff in a range of settings including education settings, businesses, charities, youth organisations and directly with parents and carers.

YMCA Trinity Group 7

Our Vision

‘Inspiring communities, transforming young lives’

Our Values

8 YMCA Trinity Group

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Social Value

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To deliver social value, we try to work collaboratively to identify and help achieve social benefits. This applies
both to our own activities but also to other organisations that commission, procure and fund our activities,
and also with those we deliver activities with and for.
10 YMCA Trinity Group
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Aiming for Net Zero

YMCA Trinity Group are delighted that, during 2022/23, they have joined with their Carbon Partner, Auditel, to deliver on their strategic objective of reaching Net Zero.

Rowena Kerslake, Deputy CEO, explains “YMCA Trinity Group is committed to a net zero position. We’re partly driven by our environmental responsibility to the communities we are part of, bu t also by our clients’ demands for us to do better for their future.

As a global movement, YMCA is committed to advancing global conservation and responsibility to reduce the effects of climate cha nge through youth-led education programmes and initiatives that impr ove environmental awareness. In this global and national context, YMC A Trinity Group is now developing a holistic sustainability and net zero strategy, w hich will commit to improving the lives of the local communities it services, especially young people.

Young people will feel the impacts of climate change most prominently throughout their lives, and as an organisation working closely with youth, YMCA Trinity Group can improve the planet they will inherit while equipping them with the knowledge and skills they need to pursue their passions and make a difference in the world.”

Gillian Gibbon, Carbon Auditor at Auditel added

“I am delighted to be working with YMCA Trinity Group, a genuine champion of sustainability in the charity sector. I have worked with them for many years helping ensure they are getting the very best value for money from their suppliers and now I look forward to working with the team to help them achieve an industry recognised standard of verified carbon neutrality. I love their sustainability and net zero strategy and their ambition and commitment to minimise the impact they have on the environment.”

Over this past year, our carbon footprint has measured 1613.37 tCO2e. This in itself is not a useful measure but will be used to determine our carbon reduction plan for the coming year. When we measure the footprint again in March 2024, that is when the measure becomes useful, to see whether we are starting to impact on our carbon reduction journey towards Net Zero. YMCA Trinity has not identified an end date yet to work towards for our Net Zero point but expect to agree this over the year 2023/24.

Our Carbon footprint for the year was 1613.37 tCO2e

YMCA Trinity Group 11

Safeguarding

Protecting people and our safeguarding responsibilities continues to be a high priority at YMCA Trinity Group. In 2022-2023 we have continued to enhance our approach and meet new legislative requirements. As a result, we have seen the number of safeguarding concerns reported on our database My Concern, increase from 462 in 2021-22 to 1542 this year. We can attribute this to enhanced training, practice and dedicated resource within our housing department and responding to new legislative reporting requirements within our childcare settings.

In our housing department we introduced two new posts to support our safeguarding practice. A dedicated Safeguarding Manager and a Quality Assurance Manager. Through these appointments we have enhanced our face to face safeguarding training and provide expertise, guidance and support to our teams to manage ongoing concerns. We introduced a High-Risk Panel to review cases of concern and identify further actions that can be taken to promote the safety and wellbeing of those involved.

We continue to use software called MyConcern to log all concerns and referrals. This offers a confidential, real-time platform where all concerns are kept and archived. No concern can be amended – all entries are on a chronological timeline.

1542

We hold quarterly organisational safeguarding meeting which brings together CONCERNS Designated Safeguarding Leads across the organisation to identify emerging LOGGED trends, review lessons learned and ensure implementation of any new practice or changes to our policy and procedure.

Our Finance, Risk and Audit Committee continue to oversee our safeguarding practice, compliance and performance. We report key data, trends and updates each quarter.

We are continually seeking to improve our approach to Safeguarding ensuring our practice, policy and procedure meets the safety and protection needs for those who come into contact with our services.

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OTHER
3%
MENTAL HEALTH SERVICES
5%
CHILDCARE
36%
HOUSING
54%
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Safeguarding concerns recorded by work area 2022-23

12 YMCA Trinity Group

Equality, Diversity & Inclusion

The Inclusion Group meet every 6 months to monitor workforce diversity and make suggestions for improvements. They continue to monitor employment processes, carefully considering whether we are reflective of our communities and that our policies and practices make us welcoming and enable people of all heritages to reach their potential.

YMCA Trinity Group 13

HOUSING

Providing a home and personalised support services for a fresh start in life.

2022-23 has been an exciting year as we developed our new Housing strategy based on in-depth conversations with our staff teams and residents. We also started our development of a new supported housing scheme in Wisbech in partnership with Fenland District Council and Cornerstone Place.

We have ensured compliance with new Fire Safety Regulations across our sites and implemented the new Tenant Satisfaction Measures. It has been a busy but rewarding year as we focus on delivering quality and safe accommodation for our residents.

2022-23 has seen large capital investments in the Ipswich hostel and adjoining terrace houses, these properties are from late Georgian early Victorian era and grade 2 listed. To date the project has cost in the region of £120k, so a significant investment. As well as general updating, internal alterations have created some larger communal areas, safe comfortable spaces where our residents can socialise and relax.

As part of the works a new state of the art fire detection system has been installed in some areas, this will be extended throughout the terrace when funds allow. This has been a large and complex refurbishment requiring a great deal of interaction with the listed buildings and building control departments within Ipswich Borough Council. A true celebration of the collaboration and skills of the Facilities & Maintenance teams working with local experts and trade teams to meet the tight budget and deadlines.

Whilst adhering to the charity procurement policy YMCA Trinity Group both values and promotes relationships with local trades and suppliers, this fits well with our ethos of supporting local communities and limits our carbon emissions. Joe Garnham MD of GBS Builders Ipswich says of the relationship “Since winning the tender to undertake works on the Ipswich Hostel we have undertaken a number of other projects for YMCA Trinity Group in the local area. We are pleased to be associated with the charity, their F&M department are extremely professional to work with and certainly keen to ensure we give them the best possible value!! Our Ipswich base is just around the corner from YMCA and wherever possible our materials for the projects are procured locally. We are genuinely thrilled to be involved.”

111,981 hours delivered this year

486 residents taking part in education, employment or training

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9%
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decrease in residents with mental health issues

14 YMCA Trinity Group

Achievements 2022-23

QUALITY

Working with our residents, develop a new Housing Plan for 2023-26 setting out our priorities for the next 3 years.

- Extensive

engagement with residents and staff helped us develop a new accommodation plan 2023-26 which includes 3 key themes: People, Practice and Place.

Establishing our new Quality Assurance Team and Quality Framework.

TEAM

Develop and implement a Client Involvement Plan, that will pave the way for a co-production structure that is ambitious and inclusive.

Implementing InForm for all housing management functions.

PEOPLE

Implement a new Asset Management Plan and carry out new Stock Condition Surveys to inform a new 30-year investment plan.

- A new asset

management plan was agreed by trustees. Stock condition surveys at all our sites have been completed and will now inform a new 30-year investment plan.

Continue our focus on reflective practice to build resilience within our teams.

GROWTH

Identify new move-on housing units.

89%

89% of residents leaving YMCA moved on in a planned / positive way

YMCA Trinity Group 15

HOUSING Al.LL '*k& •1 PE8uL TS at raceson

Strategic Priorities 2023-24

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QUALITY TEAM PEOPLE GROWTH
Produce our Tenant Enhance our Implement a new Work with
Satisfaction Measures training programme support framework commissioners to
Report to residents and personal by becoming an AQA deliver enhanced
development plans accredited provider support for care leavers
for staff members that turn 18.
including recognised
qualifications.
Embed new Ofsted Review and improve Implement a new Complete the
principles in all our our induction lettable standard. development of the 9
services. programmes. studios in Wisbech and
progress development
proposals for more
accommodation units.
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Sultan’s Case Study

YMCA Trinity Group 17

SUPPORT & ADVICE

A safe place to talk and get help through guided groups, mentoring, counselling, and mental health services.

Reparation

The reparation service continues to work with young offenders across Cambridgeshire and Peterborough providing opportunities for young people to complete reparation hours, develop positive interests, access work experiences and learn new skills and qualifications.

they seem to feel a sense of pride, and have a deeper understanding of what community means and how we each have a role to play to creating society.

Over the last year we have provided a range of practical and appropriate projects and placements including:

Achievements 2022-23

QUALITY PEOPLE GROWTH Get feedback from 100% of Increase network of partners Increase locations of delivery supported people. to increase placement projects to widen community opportunities. impact. Questionnaires completed with Feedback and case studies are We continue to look for all young people accessing the now received from all partners partners and placements to service and referers diversify opportunities, and increase locations offered.

Strate ic Priorities 2023-24 g

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QUALITY TEAM PEOPLE GROWTH
Maintain quick Maintain high levels of Increase volunteers Increase the
response times to practitioner feedback placement
referrals opportunities available
Increase skilled Diversify placements
reparation staff to accommodate a
wider range of referral
circumstances
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18 YMCA Trinity Group

Family Respect

We have built on our practice and the work we achieved with families in 2021-22 by increasing the number of Respect Young Peoples Programme (RYPP) sessions we have delivered to families in Peterborough and Cambridgeshire.

757 sessions completed

Each family we work with is unique which means that as a team we must each adapt to who we work with. Being flexible and creative in our approach maintains engagement and progresses the programme we are dedicated to getting the family through. Each worker must be responsive to the needs of the family whilst keeping the purpose of our work in mind within a 13-week timescale and this is certainly not an easy task.

Our ability to adapt and work with families in tailored ways encourages most families to get engaged and to maintain contact with us. Our work often begins with a slow 723 of support pace and this is often needed to be able to establish a trusting relationship so that hours given to families can understand that the programme they are undertaking is all about families listening to their story and responding to their needs. Our work is not a one size fits all approach, and although the RYPP is a prescriptive and evidence-based programme, we are able to make small adjustments as the work plays out.

Language barriers and cultural differences within families can create complexities and we are presently learning how we can work with families who do not speak English in the home.

Due to the complexity of our work we rely on clinical supervision from the Mental Health Service and this support is undoubtedly a core part of our delivery which enables us to keep working reflectively and safely.

Achievements 2022-23

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QUALITY TEAM PEOPLE GROWTH
Quantitative and Implemented a ‘pre- Two members of the Funding is in place until
qualitative data has active’ process for team are currently the end of January
been captured, and is managing cases before undertaking IDVA 2024, and this has
currently being written they become active, training with the been achieved because
up by an external and supporting families intention of the full of the exceptional work
evaluator. by telephone before team being trained. that has taken place.
the RYPP work begins.
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Strategic Priorities 2023-24

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QUALITY TEAM PEOPLE GROWTH
Embed project Improve support for Support partner Refine dedicated police
expertise across parents and carers as agencies with Child and referral pathway with
Peterborough and victims Adolescent to Parent relevant partners
Cambridgeshire Violence and Abuse
(CAPVA)
Value feedback from Improve case Strengthen partner Identify future funding
families and partners transitions internally input into referral opportunities
and externally process
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YMCA Trinity Group 19

FAMILY & YOUTH WORK

Creating positive outcomes with children and young people in their communities, and support for families with nursery, day care, holiday and year-round programmes.

Childcare

2022-23 continued to be a challenging year for our childcare services due to ongoing recruitment issues within the early years sector as well as increased operating costs which have had an impact on our budgets. Our settings have seen an increase in children attending with Special Educational Needs, particularly behavioural and speech and language. We believe this may be linked to the impact of the Covid-19 pandemic. The year also saw the closure of our Newmarket setting. YMCA Childcare Exning Road closed on 27th May 2022 due to financial sustainability and ongoing building issues.

During Summer 2022 changes were implemented in our Lowestoft Childcare settings YMCA Childcare Water Lane and YMCA Childcare St. Margaret’s Road. A new baby room opened at St. Margaret’s Road, allowing for an increase in spaces for under 2 year olds and an all year round full day care approach.

An Asda grant was secured at the beginning of 2023 to produce food packages for our Lowestoft childcare settings. £1322 was awarded which will equate to 400 meals being given to parents. The project is still ongoing.

During March 2023 after consultation with parents the hours at YMCA Childcare Blinco Grove in Cambridge were reduced to 8.30am-3.30pm to help ease the pressures of recruitment on the setting. The setting has been working hard on new ways of recruiting and looking at the incentives we offer to new employees.

YMCA Childcare is proud to have engaged with 473 children over the year.

YMCA Childcare has engaged with

473 children 237 Home Learning Packs

produced and given to families through our Emotional Wellbeing Project

20 YMCA Trinity Group

FAMILY & YOUTH WORK

Childcare - Child A Case Study

473 children engaged with

191,170 Hours of childcare were delivered to families

22 YMCA Trinity Group

Achievements 2022-23

QUALITY TEAM PEOPLE GROWTH To ensure quality To actively promote To continually improve To increase the care and education is staff wellbeing quality through parent numbers of children offered to children at partnerships attending across all all times The use of HIVE sites has been positively All Childcare settings Grundisburgh setting recognised within the are running stay and Provision for under 2’s was graded ‘Good’ by staff teams. Praising play sessions for has been extended Ofsted. Providence staff when doing well families to attend. in Lowestoft. From remains graded as boosts wellbeing. Parent meetings September 2022 ‘Outstanding’ and St. There have been 399 continue to take place babies can attend Margaret’s Road, Water public HIVE posts for termly. St. Margaret’s Road Lane and Blinco Grove the childcare teams. between the hours remain graded as of 8am-6pm, all year ‘Good’. round. To develop outside To continually Children’s wellbeing is Promote YMCA provision improve the quality encouraged through Childcare brand of staff knowledge planned and informal GBS Contractors carried to support children’s activities Christmas Fayres out work and supplied development in December 2022 materials and labour Providence introduced promoted the YMCA free of charge at Regular team yoga sessions to Childcare brand at Providence in Ipswich. meetings have been children. 24 children our Grundisburgh, The new area gives a held. have participated. Providence and Blinco safe, stimulating way Grove settings. for babies to access the 149 CPD courses All children in the outdoor environment. have been completed pre-school room in Our Grundisburgh through iHasco, Lowestoft have access setting attended the St. Margaret’s Road Noodle Now, NDNA to social interactions Grundisburgh show to developed their outside and Local authority groups which support promote the setting area by dividing into courses. children’s social skills within the local 3 sections so that the and wellbeing. community, delivering baby room and preWe have supported 15 activities and giving out school room have childcare apprentices branded information separate outside play during the year. to prospective parents areas. and carers.

Provision for under 2’s has been extended in Lowestoft. From September 2022 babies can attend St. Margaret’s Road between the hours of 8am-6pm, all year round.

Christmas Fayres in December 2022 promoted the YMCA Childcare brand at our Grundisburgh, Providence and Blinco Grove settings. Our Grundisburgh setting attended the Grundisburgh show to promote the setting within the local community, delivering activities and giving out branded information to prospective parents and carers.

Strategic Priorities 2023-24

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QUALITY TEAM PEOPLE GROWTH
Early Intervention To actively promote To continually improve Identify opportunities
programmes and staff wellbeing quality through Parent including funding
workshops for parents Partnerships to set up additional
and children programmes for
families
Continually evaluate Invest in staff CPD and Childrens wellbeing is Promote YMCA
childcare model and training promoted though a Childcare brand
standards of care variety of activities
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YMCA Trinity Group 23

FAMILY & YOUTH WORK

Youth Work - Airplay

Designed to help relieve some of the pressure on highly stretched RAF Families, A i rp l ay con ti nue d in its delivery of weekly Airplay and Ben Club sessions. We have provided a range of experiences, activities and opportunities for young people including the following:

RAF Wittering

RAF Wyton

RAF Honington

Achievements 2022-23

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QUALITY TEAM PEOPLE GROWTH
A review of children’s Young people attended Additional sources of Coproduction approach
needs have been Youth Forum in London funds were acquired to provision ensuring
completed to organised by One YMCA across the year to young people having
establish SEN/Health and the RAF. provide additional a voice within the
needs to upskill staff opportunities for RAF project, deciding on
appropriately. young people. rules, activities and
experiences.
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Strate ic Priorities 2023-24 g

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QUALITY TEAM PEOPLE GROWTH
Raise the achievements Provide staff with Embrace communities Identify sources of
of young people opportunities to surrounding RAF bases funds to enable further
support them in being to ensure accessibility opportunities for the
strong, consistent and inclusivity communities
leaders
Strengthen links with
the RAF
YMCA Trinity Group
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YMCA Trinity Group

24

Airplay - Case Study

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t
r
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A young person had been attending youth club for a while, she started with her mum saying she lacked i n confidence so staff asked if she would like to help ou t with the Ben Club, to help build her confidence by giving her some responsibility.

She was doing well at the Ben Club but her behaviou r during other sessions was unacceptable, showing very little respect to other members of the club or staff. She was pushing people around, arguing with everyone. Staff spoke with her and her mum about her behaviour and the volunteering stopped until she could control her anger.

Staff perservered, and continued to try to work with this young person over a very long period. For a long time she did not want to engage but Airply staff ensured that she knew they were there for her, gave her praise when it was needed and also challenged her behaviour when necessary. No matter what happened if she had a negative experience at the club she returned every session unfazed.

After a period of time she had a huge breakthrough, and has been really respectful to all members and staff and she has been really helpful. Staff have been delighted with her progress, and have praised her when she has done something positive. They have sent messages home to her parents saying how amazing she has been.

Recently she has been staying at group even without her friend, and asking if she can join the senior group. This level of engagement is unprecedented from this young person and is a direct result of the consistent support and patience staff have demonstrated. Building trust takes time, and is crucial for young people.

49% Capacity across three sites

133.5 Hours

delivered across AirPlay and BenClub

YMCA Trinity Group 25

FAMILY & YOUTH WORK

Shine Youth Work - Lowestoft

Shine has continued to provide support for young people in Lowestoft through drop in, cooking and allotment sessions. The continued effects from Covid are still far reaching and we have seen an increased demand for our one-to-one support within schools that continue to provide us with a waiting list.

In October 2022, we worked with the Lowestoft Town Hall project and local graffiti artist, Stane. The young people designed and spray-painted hoardings boards which are now permanently displayed outside the Town Hall. Due to the cost-ofliving crisis, in order to additionally support our families, we opened a community fridge and food bank as well as providing hot meals to the community twice a week.

We have expanded our allotment work to provide an opportunity for those with dementia to engage with nature and the outdoors. Following on from this, we took on an additional fourth derelict allotment plot and transformed it into a fully accessible space, with groundwork suitable for wheelchair access and purposebuilt raised beds, greenhouse and pond.

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212
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cooking sessions

It has been shown that gardening is beneficial for mental health and wellbeing. Studies have found that the mental health benefits of gardening are extensive. Not only can regular gardening reduce mental health problems like depression and anxiety, but it can also reduce stress and combat high blood pressure, as well as improving overall physical fitness.

26 YMCA Trinity Group

Achievements 2022-23

QUALITY Took on a derelict fourth plot and developed into an accessible allotment to increase engagement with those with disabilities and a wider age range

PEOPLE Provided hot meals to the local community between January and April 2023.

GROWTH

Opened a community fridge and food bank in January 2023.

‘Shine has helped my daughter learn so many new skills, from planting vegetables at the allotment, to then bringing them to the table by preparing and cooking a meal with them. Shine has also taught my daughter about nature by taking her on trips with them to Carlton Marshes. She has many friends at Shine and has gained social skills, especially since being shielded through lockdowns. The lovely young ladies at Shine are absolutely wonderful and have supported my daughter no end.’ 158 - Parent allotment sessions

‘My daughter finds the youth groups extremely helpful for her wellbeing. It’s great for her to mix with like-minded peers as, having a sibling with special needs can be rather stressful at times. The staff are extremely kind and understanding. We are so glad as a family for Shine and all the time 427 and effort they put in to support the young people grow.’ drop-in sessions - Parent

Strategic Priorities 2023-24

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QUALITY TEAM PEOPLE GROWTH
Maintain high levels of Maintain high staff Increase support for Increase support
youth work satisfaction families as a whole offered to our local
community
Increase volunteers at Increase opportunities
allotment sites for our community
to use accessible
allotment plot
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YMCA Trinity Group 27

HEALTH & WELLBEING

Gyms, sport and recreation for fitness, and community hubs for classes, social connection and collaborations.

Gym memberships decreased this year. Key factors impacting the growth of member numbers can

The team continue to work on rebuilding memberships and class programmes, with a focus on not only increasing the number of classes offered, but on offering a wider range, with new classes and instructors selected to suit the membership and responding to member feedback. These include a children’s boxing class in Cambridge which is very popular. Peterborough classes are extremely busy and often have long waiting lists, so work is bring planned exploring cost effective options to make sure everyone has a chance to attend the classes. We continue to receive positive feedback about our gyms and classes: people feel welcomed the price is good, it has modern and suitable

equipment, and the gym is not too crowded.

I like this gym because it is quiet and the price is excellent, I feel like I can exercise without being judged. - Cambridge Gym User

Marketing is key to our strategy, and we have focused more on trying to increase our online profile with more social media posts and encouraging member feedback. Our social media presence is helping to attract new younger members; we have seen an increase in student memberships this year.

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28 YMCA Trinity Group
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----- Start of picture text -----
“Good value for money ! ”
- Peterborough Gym User
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Gym Class Numbers
11000 2021-22
10000
2022-23
9000 10948
9110
8000
7000
6000
5000
4000
3000
2000 2976
1000 1356
900
0
Peterborough Cambridge
----- End of picture text -----

Achievements 2022-23

QUALITY

Develop robust processes for gathering and evaluating customer feedback.

TEAM

Provide training on internal systems for staff - develop a more comprehensive onboarding and induction process for those in customerfacing roles.

PEOPLE

GROWTH

Utilise customer Review processes for feedback to refine the handling enquiries and offering of equipment measuring conversions and classes. while ensuring high levels of customer - We have a wide range care. of classes available across both sites, we - We have email have also started a address designated children’s boxing class for enquiries regarding in Peterborough which gym memberships and was requested by our email address for room members. We often hire which are checked have waiting lists for regularly by reception our Peterborough staff and all enquiries classes.

1852 memberships in total

Annual class numbers were as follows Cambridge: 2976 Peterborough: 10948

Strategic Priorities 2023-24

----- Start of picture text -----
QUALITY TEAM PEOPLE GROWTH
Review current systems Increase specialisms Build marketing Develop new
for monitoring and and knowledge of the strategy and partnerships and seek
evaluating services. current team to be collaboratively work out other sources of
able to provide quality with other YMCA income.
services. departments
Develop processes Review team structure Use customer feedback Build membership
for measuring and to ensure effective to refine class offers. offers and develop new
demonstrating deployment of staff programmes to fit the
outcomes. needs of the customers
----- End of picture text -----

YMCA Trinity Group 29

HEALTH & WELLBEING

Mental Health Services

This year has been significant for the mental health team as they started to implement our new mental health strategy focusing on the four areas of: Quality, Team, People, and Growth.

The year has seen the team grow to meet rising demand for our services across the region. This reflects our strong local reputation, but also demonstrates the worrying increase in mental health needs amongst our communities. A dedicated Data & Quality Assurance Officer was appointed to help improve our monitoring, evaluation and outcome measurement processes to better evidence our work. We are now a Department for Education assured training provider and remain approved by local authorities to provide mental health services.

Whilst the majority of our focus this year has been around meeting our contractual obligations, we have also managed to find a balance between proactive and reactive plans, which has enabled 851 referrals received us to develop a range of new partnerships and funded projects. We - an increase of 37% were successful in applying for a number of grant-funded projects focusing on workplace wellbeing, which has allowed us to empower smaller charities and organisations to increase their confidence in dealing with rising client needs. Our strong reputation has also meant we have been invited to a whole range of strategic networks addressing all aspects of mental health and workplace wellbeing. This has given us significant insight and influence locally in order to voice and address the needs of our communities.

A review of our systems, marketing strategy and literature has enabled us to re-focus on raising awareness amongst wider communities. Of note has been the creation of our own department social media accounts, which has enabled us to connect with others and build engagement.

The diversity of our mental health services allows us to respond to changing needs, and we are proud to have been able to build on our expertise in education and apply this to other areas such as youth work, workplace wellbeing, and physical activity.

19 hours of support sessions delivered per day over the year - an increase from 17 hours last year

----- Start of picture text -----
“I found it [supervision]
really beneficial and it
really has helped”
– Senior Business Manager
----- End of picture text -----

you!’ – Counselling Client

30 YMCA Trinity Group

Achievements 2022-23

QUALITY

Develop needs-led provision for other departments.

To continue to improve the quality of provision through effective monitoring, evaluation and outcome measurement.

TEAM

Increase opportunities for Staff Development to maintain quality.

PEOPLE Ensure provision is needs-led.

-78% of settings renewed their provision with us from a target of 75%. 48% of Train the Trainer delegates renewed their licences from a target of 33%. 91% of clients said the services was relevant to them.

Provide existing programmes to other audiences.

GROWTH

Develop new programmes to meet wider needs.

59 courses delivered

76% of clients improved their mental health

Strategic Priorities 2023-24

QUALITY TEAM PEOPLE GROWTH Develop needs-led Develop team Increase awareness Develop our health Mental health provision structures to address of our services and and fitness training across the organisation the wider health and engagement from a programmes wellbeing agenda range of audiences To continue to improve Maintain high levels of Ensure project work Increase opportunities the quality of provision practitioner feedback has sustainable to share good practice through effective outcomes and engage with new monitoring, evaluation local priorities and outcome measurement

YMCA Trinity Group 31

HEALTH & WELLBEING

Mental Health Services - Ben’s Case Study

Ben’s name has been changed to protect their identity.

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o
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32 YMCA Trinity Group

YMCA Trinity Group 33

----- Start of picture text -----
Opportunities
to gain
qualifications,
skills and
employment.
----- End of picture text -----

An inclusive, supportive community hub where people can connect, celebrate, and play a part.

In 2022-23 The Cresset continued to see the effects of the pandemic on its footfall, and as the year went on the cost of living crisis undoubtedly had an impact on revenue as customers tightened their belts. Costs also continued to rise, so a focus on robust cost management and profitability began, which will continue into the coming year.

164 live performances, compared to 125 in 2021-22

Post-Covid, the hospitality industry has suffered many challenges, and this has been a focus area for us. A restructure of the management team meant a change in leadership and while there is still a lot of work to be done, positive changes are already having an impact and future plans will continue to drive change and growth in this area. The theatre had a very busy year, with many rescheduled performances finally taking place, and pantomime returning to full production levels and audience capacities.

In November we submitted a bid to the Youth Investment fund, and were delighted to be able to announce in March 2023 that we had been awarded £5.1 million.

28 couples celebrated their wedding at The Cresset

The significant grant will secure the long-term future of The couples celebrated their Cresset building by allowing improvements and renovations to wedding at The Cresset take place, including replacing the ageing roof and drainage, replacing the theatre seating, installing a new theatre lighting system, and improving accessibility for peformers and participants with disabilities. It will also enable us to extend and increase performing arts opportunities and create a new youth service to deliver youth work to young people in Peterborough. The fund supports projects which benefit young people aged 11 to 18 and we look forward to increasing and developing our work with this age group.

1,458 young people participated in Cressetrun arts projects

This project is to be delivered over a 24 month period, completing no later than March 2025.

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34 YMCA Trinity Group
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Achievements 2022-23

QUALITY

TEAM

Review the pub offer with a view to increasing footfall and revenue.

Recruit, train and develop our casual team members to support the increase in business post-covid.

Recruit kitchen team members to bring us back to full capacity.

Begin implementing the new performing arts strategy starting with summer school.

PEOPLE

GROWTH

Continue to seek out funding opportunities for capital and project work.

Review marketing processes focusing on customer communications and experience.

Increase spend per head in all hospitality operations through product and pricing reviews.

Strategic Priorities 2023-24

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QUALITY TEAM PEOPLE GROWTH
Review our customer Recruit, train and develop Develop and deliver the Continue Performing Arts
experience, implement a wider multi-skilled Youth Investment Fund strategy development
changes to improve pool of relief workers to work in creative arts for by introducing weekly
delivery and increase support events ages 11-18. classes and increasing
customer loyalty Summer School capacity
Deliver the YIF capital Support and train our Celebrate our 45th Deliver a full scale in-
project works to managers to strengthen birthday with a free house theatre production
significantly upgrade the teams and develop community event and with a cast of young
theatre. strong leadership associated projects. people
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YMCA Trinity Group 35

36 YMCA Trinity Group

----- Start of picture text -----
Creating positive
outcomes with
children and young
people in their
communities
----- End of picture text -----

Total £55,394.48

FUNDRAISING

0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000 55,000 60,000 Fundraising Corporate Amazon Charity YMCA England & Campaigns Donations Smile Support Wales RoomSponsor Programme

On 2nd March 2023 we were again pleased to work with LandAid on their now annual fantastic fundraising event in Cambridge. Just like last year, the big SleepOut followed the same format as YMCA England’s SleepEasy events, with participants spending a night under the stars to raise awareness and money. The LandAid SleepOut was supported by headline sponsor Knight Frank, alongside regional sponsor Bidwells in Cambridge, while the Cambridge University Rugby Football Club kindly lent the venue.

As per last year funds from this event are not included in the above total, as they were received in the next financial year.

The Lowestoft Shine team also held a Sleepout on 21 October 2022 which raised over £12,000.

The ‘Sleep Out’ event was hosted by Lowestoft and Great Yarmouth Rugby Club. Teams from Tarrant’s Property Services and Waveney Property Services were among the volunteers to sleep out.

Kay Westgate, Youth Engagement Manager for YMCA Trinity Group, said: “The feeling of camaraderie and motivation was evident amongst everyone taking part in the Sleep Out event.

“Whilst we recognise this does not truly reflect the harsh realities of someone facing homelessness or sleeping rough, the event raised awareness of an important issue affecting our communities. We had a home with a bed and a roof over our heads to return to, and the sad reality is that homeless individuals do not.”

YMCA Trinity Group 37

12 ������������������������� �������������������

HR & QUALITY

Engagement and recruitment has been a real focus for us this year and we have continued to look at ways to improve engagement, support and development. We have seen many improvements come to fruition as we continue to strive to make YMCA Trinity Group a great place to work.

Recruitment

We have continued out use of an Applicant Tracking System which supports our recruitment and onboarding journey for new staff and volunteers.

It is a system which streamlines our recruitment with an engaging careers website to increase direct hires. It has a bespoke and automated candidate journey, to increase candidate engagement level and candidate journey.

Staff Engagement

Since we launched ‘Hive’ last year, during this year 1957 employees celebrated each other’s success by awarding a Hive Five to them.

Alongside this, we now have an Open Door option and Staff submitted 81 Open Door suggestions via the Hive platform as well as the CEO and Executive holding ‘Open Door Live’ sessions where staff can attend to hear about

updates and ask questions directly to the Management Team.

The ‘Open Door Live’ sessions were implemented following two staff engagement surveys in partnership with Hive and Investors in People. The related action plan has been used to embed improvements and, following feedback, ‘Open Door Live’ events and regular CEO video updates. Have been implemented

3 main sites now offer on site NHS Health Checks

Training & Development

Internal Leadership Workshops lead by the Deputy CEO have started. The first Ipswich cohort has completed with Peterborough, Cambridge and the second Ipswich cohort dates scheduled in for 2324.

Eleven staff completed fully funded Mental Health England First Aid training, 8 of which are going to become organisational Mental Health First Aiders for colleagues, the remaining three choosing to utilise the skills with clients only. The MHFA’ers form part of the Brighter Lives initiative being delivered in partnership with the Mental Health Team’s Project.

Alongside this, we now offer an Internal Induction session where new staff meet the CEO and Deputy CEO and hear about the whole organisation.

20 Staff Members completed apprenticeships

Apprenticeships

We had 20 staff completing apprenticeships during this year across various areas: Early Years, Team Leading, Business Administration, Marketing and Youth Work.

Many of these have progressed from level 2 to level 3 with us and remained part of the team after completing their apprenticeship.

38 YMCA Trinity Group

YMCA Youth Matters Awards 2022

Youth Matters is YMCA’s national awards programme marking an integral part of the charity’s calendar since 2009, celebrating the outstanding skills and achievements of young people from across the country and recognising the vital work that YMCAs deliver every day.

Twelve award categories have been created to represent the exceptional skills and achievements exhibited by young people over the past year and the incredible work delivered by more than 80 local YMCAs.

YMCA Trinity Group were finalists in two categories:

Health & Wellbeing Project of the Year – Mental Health Services Housing Project of the Year – Easy Peasy Pods

Sadly, after fierce competition they were just pipped at the post this year.

531 staff & volunteers

Trusted Charity

The charity has been awarded the Trusted Charity Mark, which is supported by the National Council for Voluntary Organisations, at the highest level. The Trusted Charity Mark recognises best practice across 11 key areas of charitable management and governance.

While all YMCA groups self-assess against the same criteria, YMCA Trinity Group becomes only the second to have officially achieved the award in England and Wales.

This is a fantastic result for the organisation and everyone who contributed to the 5 day assessment.

Alongside this we also retained our Investors in People Silver award in November 2022

YMCA Trinity Group 39

Performance and Value for Money

Value for Money Statement 2022/23

YMCA Trinity Group is committed to achieving Value for Money across all aspects of the business. Through reviewing systems, the Association has sought to reduce costs and achieve economies of scale. Combined with a tight budgetary control process and clear understanding of cost drivers within the business overall savings have been achieved.

The Finance Department has undertaken a review of central costs to review and minimise expenditure where possible and look at the allocation methods across the cost centres to reflect a fair & equitable apportionment to YMCA services.

Continuous procurement of overheads is applied which has resulted in costs for services like telecoms and photocopier contracts being significantly reduced. Utility costs have been minimised through better efficiency from ongoing investment in new lighting and heating systems across main sites and the use of a broker facility for group purchasing of supplies.

Following the publication in June 2019 of the Value for Money metrics from the Regulator of Social Housing, we will be considering ways in which we can further measure performance against our peers. We are now able to report purposeful data & include the resulting performance measures in our 2022-23 report.

Good value combined with excellent service delivery is central to YMCA Trinity Group’s business approach. The Group, through its delivery of contracts for grants and services combined with housing provision, seeks to make a surplus to support more young people and services that require additional financial resource. As a charity we also fundraise to support projects that require resource that helps YMCA achieve the mission and deliver valuable work in the community.

We have summarised our performance below against key metrics published by the regulator:

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Value for Money Metrics: 22/23 21/22
1 Reinvestment % 0% 1.9%
Investment in housing properties in the year as a percentage of the gross book value
at the year end
2A New supply delivered (social housing units) 0% 0.0%
Total social housing units acquired in the year as a percentage of total social housing
units owned at the year end
3 Gearing % 8.09% -2.95%
Total net debt (loans – cash- short term liquid investments) as a percentage of housing
properties at cost
4 Earnings before interest, tax, depreciation, and amortisation (EBITDA, major -20% 1,063%
repairs included) interest cover % Surplus generated compared to interest payable
5 Headline social housing cost per unit £17,305 £15,282
6A Operating margin (social housing lettings only) % 1.6% 12.4%
6B Operating margin (overall) % -4.1% 2.7%
7 Return on capital employed -3.0% 1.9%
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YMCA Trinity Group 41

Financial Review 2022/23

Summary statements reflect that consolidated income increased by £66,255 (0.6%). For the charity itself, income decreased by £65,709 (0.7%).

Income from Supporting People remained consistent to 2021/22 contributing to the group total of £744,038 in the year.

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Income by Activity 2022/23 2021/22
CHARITABLE: £ £
Accommodation 6,999,941 6,996,792
Health & Wellbeing 571,189 257,727
Support & Advice 402,532 600,461
Training & Education 60,684 17,609
Fundraising & Development 37,560 426,634
Family Work - Children’s Nurseries 1,286,827 1,125,219
TRADING: Trading & Investment 1,721,734 1,589,770
TOTAL INCOME 11,080,467 11,014,212
----- End of picture text -----

YMCA Trinity Group Income and Expenditure 2022/23 by Activity

----- Start of picture text -----
15.5%
15.5%
11.6%
63.2%
13.2%
Income 58.8%
0.3% Expenditure
0.5% 3.6%
0.8%
5.2% 3.8%
1.0%
5.5%
Accommodation Fundraising &
Development
Health & Wellbeing
Family Work
Support & Advice
Trading & Investment
Training & Education
----- End of picture text -----

Total operating costs for the year equated to £11,824,684 (2022: £10,686,561). This demonstrates that the charity’s investment in support & advice activities and childcare as part of its strategy to diversify its work in the community.

Total expenditure is analysed as follows:

----- Start of picture text -----
YMCA Operating Costs 2022/23 2021/22
£ £
Charitable 9,759,958 8,669,939
Trading 1,977,852 1,652,474
Fundraising 86,874 364,148
TOTAL COSTS 11,824,684 10,686,561
----- End of picture text -----

42 YMCA Trinity Group

This resulted in a net contribution as follows:

YMCA Net Contribution/Loss 2022/23 by Activity

Charitable Trading & Investment Fundraising & Development

----- Start of picture text -----
-59% -34% -7%
----- End of picture text -----

----- Start of picture text -----
YMCA Net Contribution/(loss) 2022/23 2021/22
£ £
Charitable (438,785) 327,869
Trading & Investment (256,118) (62,704)
Fundraising (49,314) 62,486
YMCA Net contribution/(loss) (744,217) 327,651
----- End of picture text -----

The return from investment and trading, which predominately is represented by the trading activity undertaken by the Cresset, can fluctuate depending on the level of bookings and success of the performances during the year.

The trading operation continues to make considerable efforts to minimise expenditure, and increase turnover. On this basis the charity continues to support the recovery and future sustainability of the trading operations.

Going Concern

These finanacial statements have been prepared on a going concern basis which assumes that the group will continue in operational existence for the foreseeable future despite a group net current liabilities position of £808,376 as at 31 March 2023. The board has considered a period of 15 months from the date of approval of these financial statements and has determined that the group can continue as a going concern.

Factors included in making this determination include the sale of two properties resulting in a positive cash flow of £430,000 as well as a legacy received of £80,000. Also included within net current liabilities are loans amounting to £523,000 for which a loan waiver was received post year end confirming that no immediate repayment was required which states their long term nature. The childcare area of the business has been under review with the decision made to close the Blinco Grove setting on 31 October 2023 and the remaining settings are under ongoing assessment of their financial viability. A turnaround plan is under development for childcare, including a comprehensive new marketing strategy, if results do not improve then the board will act quickly to make any necessary decisions. The Cresset Limited is also undergoing a review of its operations in order to turn it around to become a surplus generating trading subsidiary to support the Charity’s work.

Future Financial Implications

The group participates in a closed contributory pension plan providing defined benefits based on final pensionable pay for employees of YMCA’s.

Under FRS 102 the pension agreement plan liability is disclosed on the Balance Sheet, further details are given in

Reserves

The total consolidated reserves of the group are £10,963,505 (2022: £11,831,627). The charity has restricted funds relating to the Big Lottery grant which amounted to £10,094 (2022: £10,094).

The Trustees have determined that monies should be set aside for uninterrupted provision of high quality services to young people; this includes keeping their homes in a good state of repair. The charity owns other investment properties including Haywood House which was re-developed to flats in 2016/17. It has also purchased a number of houses for client use.

The amount invested in the various buildings at the year-end amounted to £13,878,351 (2022: £13,967,313) and these reserves are tied up in buildings and functional assets as such are not available for the use of the charity. These assets are used by the charity to achieve the charitable objects which is

predominately housing focused. The organisation is reviewing its 30 year Asset Management strategy in 2023/24.

The balance of free reserves is managed by the Charity/Group for working capital to support the operational activities and revenue funding to deliver services.

The Charity/Group calculates that it depends on the cash flow requirement of at least £500,000 in reserves to meet the demands and fluctuations in the current account each year. Since the year-end, the Group has been striving to improve its free reserve position.

The strategic plan is to increase the level of reserves by increasing revenue streams from development of services, reduction of costs and fundraising opportunities, which then allow the charity to consider future developments and investments.

YMCA Trinity Group 43

Legal and Administrative Information

Officers, Professional advisers and association information for the year ended 31 March 2023

President

Vacancy

Vice Presidents

D Jones, O.B.E. R Mills, J.P., M.B.E.

The Board of Directors

Mr Steve Mallinson (Chair)

Mr Alric Blake (Resigned 01/07/22)

Reverend Anthony Chandler (Resigned 25/05/22)

Mrs Pauline Donovan

Ms Martha Felton (Appointed 23/02/23)

Mrs Marlini Finney

Mrs Julie Horne

Registered Office

Queen Anne House Gonville Place Cambridge CB1 1ND

Bankers

Lloyds TSB plc Gonville Place Branch 95 Regent Street Cambridge CB2 1BQ

Solicitors

VWV 45 Clarendon Road Watford WD17 1SZ

Auditors

Price Bailey Tennyson House, Cambridge Business Park Cowley Road, Cambridge CB4 0WZ

Mrs Samantha Loveday (Appointed 01/06/22)

Mr Andrew Lucas

Mrs Antonia MacLean

Mrs Barbara Mills (Appointed 23/02/23)

Miss Lianne Pemberton

Mrs Ann Radmore (Vice Chair)

Mrs Mary Sanders MBE (Resigned 25/07/22)

Registered Social Housing Provider Number

H4179

Registered Charity Number

1069810

Company Registration Number

3561613

Mrs Tracy Simpson

Mrs Chris Wilkinson (Vice Chair)

Chief Executive

Mr Jonathan Martin

Company Secretary

Mrs Davina Lee (Resigned 19/06/23)

Miss Helen Williamson (Appointed 3/07/23)

44 YMCA Trinity Group

Governance

YMCA Trinity Group is a Company limited by guarantee (incorporated on 6 May 1998) and a Registered Charity (1069810) and a Registered Provider of Social Housing (H4179).

Trustee Board

The Trustees are legally responsible for directing the affairs and strategy of the Charity. All Trustees are volunteers and receive no remuneration. Trustees can only serve for a maximum of two 4-year terms. Trustees are also Directors of the Company. The Board meets at least four times each year to regularly review the Group’s strategy, budget and performance. They also hear directly from project staff and participants on their services.

The Board delegate day-to-day management of the Charity to the Chief Executive and their Executive Team, as well as to other senior managers. Trustees also delegate specific responsibilities to some sub-committees:

Finance, Risk & Compliance
Committee (FRAC)		 Quality & Client Services
Committee (QACS)		 Remuneration
Committee
The Cresset Limited
Meets four times a year
to review compliance and
fnancial performance
(including the Audited
Accounts feedback),
Risk, Health & Safety, IT,
Cyber Security, GDPR, and
Safeguarding issues.		 Meets quarterly to ensure
compliance with regulators
and ensure the association
maintains the highest quality
in terms of HR and the
overall quality, impact and
effectiveness of its client-
facing programmes.		 Oversees the staff benefts
package, including
recommendation to the
Board of any annual salary
increase, and it monitors the
performance of the Chief
Executive.
The Board oversees the
fnancial and outcome
performance of the Cresset
subsidiary. It meets
quarterly and includes direct
representation from the Board
by a Trustee.

The Trustees are always looking at ways to increase our Mission impact and provide long-term sustainability.

Retired Trustees

During the year, Mr Alric Blake, Rev. Anthony Chandler and Mrs Mary Sanders stepped down from the Board.

New Trustees

A small working party of three Trustees and the Chief Executive review our annual Board skills audit and seek to recruit new Trustees into areas where we might lack expertise. During this year, the focus has been on recruiting Trustees with Housing knowledge and skills, fundraising and people with a background in Early Years or Pre-School Education. An induction is given to all new Trustees. We were pleased to appoint Martha Felton to the Board this year.

Charitable Objects

The Association is a federated member of the Young Men’s Christian Association movement in England and Wales, in accordance with its Christian values and its Corporate Values of Belief in Potential, Integrity, a Holistic Approach and Respect, the Association exists to provide support to persons of all religions and of none, and accordingly the Objects of the Association are:

YMCA Trinity Group 45

Executive Pay

The Trustees have an established Remuneration Committee made up of at least three Trustees. Their role is to look at the pay, benefits and conditions for all employed staff; to conduct and review the CEO’s annual appraisal; and to review and set the pay for the Executive Team. They are aided in this last role by Total Reward Solutions, who conduct benchmarking and comparison work using data from the Statutory, Voluntary and Commercial sectors.

Principal Risks and Uncertainties

The Charity has a Risk Management policy and procedure covering our current day-to-day operations as well as any new business development programmes. Risks are reviewed by the Executive team and the Finance, Risk & Compliance Committee, according to the potential impact and /or likelihood of occurrence. All risk is RAG-rated and reviewed on a regular basis.

Key Risks Areas:

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Risk Area Management
Funding: YMCA projects may be � Funding challenges in the wake of Covid-19.
impacted by changes in policy at both � Making allowances for Inflationary pressures
Local and Central Government level, � Monitoring spend and reviewing suppliers in view of rising cost of living and utility costs.
plus outside factors � Supporting YMCA England & Wales to engage with Central Government.
� Diversification of funding to include greater generated income.
� Reviewing cost-effectiveness.
� Development of new services.
� Investment in Fundraising capacity.
Safeguarding: YMCA clients may be at � Robust Safeguarding Policy & Procedure, reviewed annually.
risk from abuse. � A staff Committee from across the organisation to ensure high quality implementation
of the policy and procedures.
� Using MyConcern as a safeguarding IT platform
� A safeguarding dashboard presented to the Finance, Risk & Compliance Committee.
� An outside agency to support our safeguarding and keep us up to date with
developments and learning.
Pension: YMCA Defined Benefit � Working with YMCA Pension Scheme on ETV process
Scheme’s deficit increases and � Engagement with the Pension Scheme on issues and actions to maintain or reduce the
impacts costs dramatically. pension liability.
� Triennial consideration of S75 buy-out.
Reputation: An incident or occurrence � Pro-active management of projects.
may damage or have a negative � Strong policies and procedures.
impact on how people perceive the � Positive relationships with media.
organisation. � Professional PR support in place.
� Monitoring of complaints.
� Review of incidents, including near-misses.
Data Security: Loss of personal data � Robust information husbandry of policies and procedures.
or an outside agency attempting to � Professional IT support.
access information nefariously. � Pro-active approach to data safety.
� Staff training.
� GDPR Compliance.
Health & Safety � The Group’s safety manager undertakes management of all safety matters for the
Group.
� The Health & Safety policy is agreed and signed off by the Board, once it has been to
the Finance, Risk & Compliance Committee for comment.
� An H&S report (covering every aspect of safety that is noted within the groups Health &
Safety policy) is submitted to the Board on an annual basis.
� Fire, asbestos, Legionella, COSHH compliance checks are undertaken throughout the
Group on a 3-monthly basis by the Head of Facilities.
� All risk assessments for staff are developed and personally issued to staff and
volunteers, and accident and near miss and fire reporting is collated by the H&S
Manager.
� The Health & Safety Committee meets 3-monthly to discuss any safety matters that
need resolution or further action, has 16 members of staff, nominally 1 person from
each area of the business, and includes the Accommodation Director in its number.
Staff and Volunteers: Failure to recruit � Regular 1-2-1s and support meetings.
or retain staff or volunteers. � Investors in People accreditation.
� Trusted Charity certification
� Training and development opportunities.
� Staff and Volunteer welfare.
� Staff benefits.
� HR Dashboard set up to monitor key trends.
----- End of picture text -----

46 YMCA Trinity Group

Governance and Financial Viability Standard and Code of Governance

The Board has taken reasonable steps to ensure that it meets the requirements of the Governance and Financial Viability Standards, and is satisfied that there have been no material breaches of the Standard.

The Board has taken account of the Charity Commission’s general guidance on public benefit when reviewing the Charity’s aims, objectives and planning.

Statement of Directors’ Responsibilities

Company Law and Registered Social Housing Provider legislation require the Directors to prepare financial statements for each Financial Year, which give a true and fair view of the state of affairs of YMCA as at the end of the Financial Year and of the surplus or deficit of the organisation for that period.

In preparing these financial statements, the Directors are required to:

The Directors are responsible for ensuring that arrangements are made for keeping proper books of account with respect to the Group’s transactions and its assets and liabilities such as to enable every statement of comprehensive income of YMCA Trinity Group to give a true and fair view of the income and expenditure of the period and every statement of financial position of the state of affairs of YMCA Trinity Group and to ensure that the financial statements comply with the requirements of the Companies Act 2006, the Housing and Regeneration Act 2008, and The Accounting Direction for Private Registered Providers of Social Housing in England 2019.2022

The Directors are also responsible for establishing and maintaining a satisfactory system of control over the Group’s books of account, its cash holdings, and all its receipts and remittances, and hence for taking steps for the prevention and detection of fraud and other irregularities.

Internal Controls

The Directors have considered their responsibilities and systems of internal control and agreed that no significant weaknesses or breaches are considered to exist. The Charity operates a comprehensive annual financial planning and budgeting process, which is approved by the Board. Performance is monitored through the use of activity and financial targets.

An independent Internal Controls Audit took place in early 2022. Recommendations from the Internal Controls Audit were adopted following a report to the Finance, Risk and Compliance Committee in April 2022 and an action plan is being acted upon.

The Board of Directors, through its sub-committees, receives reports and develops action plans to implement the continuous improvement and development process, which includes risk assessment and mapping. Significant risks are highlighted and monitored by the Executive Team, which is led by the Chief Executive.

All major risks to which YMCA Trinity Group is exposed and identified from these procedures have been reviewed by the Board of Directors. Mitigation of risk is continually being developed or enhanced.

Statement of Disclosure of Information to Auditors

We, the Directors of YMCA Trinity Group who held office at the date of approval of these financial statements as set out from page 50 each confirm, so far as we are aware, that:

By Steve Mallinson Chair of the Board Approved by the Board on 25th September 2023.

YMCA Trinity Group 47

YMCA TRINITY GROUP

STATEMENT OF FINANCIAL POSITION FOR THE YEAR ENDED 31 MARCH 2023

Note
Fixed assets
Tangible fixed assets
Investment property
Investment in subsidiaries
Investment in joint venture
8 & 12
13
14
14
Trade and other debtors
Stock
Investments
Cash and cash equivalents
16
17
Less creditors: Amounts falling due
within one year
18
Net current (liabilities) /assets
Total assets less current liabilities
Add: long term debtors
Total net assets
Less creditors: Amounts falling due
after more than one year
16
19
Capital and reserves
Restricted reserves
Income & expenditure reserve
20
20		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
13,878,351
2,700,000
-
236,804
13,967,313
2,700,000
-
40,050
13,836,845
2,700,000
19,874
50
13,909,734
2,700,000
19,874
50
16,815,155
16,707,363
16,556,769
16,629,658
29,016
925,963
558,546
155,106
30,149
977,100
1,003,080
753,581
-
884,672
558,546
77,600
-
948,546
1,003,080
600,359
1,668,631
2,763,910
1,520,818
2,551,985
(2,477,007)
(2,059,872)
(2,260,812)
(1,803,109)
(808,376)
704,038
(739,994)
748,876
16,006,779
17,411,401
15,816,775
17,378,534
236,754
(5,280,028)
40,000
(5,619,774)
473,508
(5,280,028)
80,000
(5,619,774)
10,963,505
11,831,627
11,010,255
11,838,760
10,094
10,953,411
10,094
11,821,533
10,094
11,000,161
10,094
11,828,666
10,963,505
11,831,627
11,010,255
11,838,760

The accompanying notes form an integral part of these financial statements.

The financial statements were approved and authorised for issue by the board on …......................22 December 2023

….....................................

S Mallinson Chair

…..................................... C Wilkinson Director

Company Registration No. 03561613 (England and Wales) Charity Registration No. 1069810

HCA No. H4179

YMCA Trinity Group 49

YMCA TRINITY GROUP

STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 31 MARCH 2023

Group Group YMCA YMCA
Note 2023 2022 2023 2022
£ £ £ £
Turnover 2 10,838,777 10,795,418 9,879,210 9,902,020
Cost of sales 2 (908,499) (827,196) - -
Gross surplus 9,930,278 9,968,222 9,879,210 9,902,020
Other operating income 2 - 170,307 75,000 92,262
Operating costs 2 (10,626,481) (9,859,365) (10,639,754) (9,721,362)
(Loss)/gain on disposal of fixed assets 2 (48,014) 48,487 (48,014) 48,487
Operating (deficit) / surplus (744,217) 327,651 (733,558) 321,407
Interest receivable 3 29,379 1,843 29,299 1,839
Interest and financing costs 4 (153,284) (74,841) (124,246) (74,841)
(Deficit) / surplus before taxation (868,122) 254,653 (828,505) 248,405
Taxation 15 - - - -
(Deficit) / surplus for the year (868,122) 254,653 (828,505) 248,405
Other recognised gains/(losses):
Increase in valuation of investment property 13 - 133,579 - 133,579
Actuarial loss in respect of pension scheme 24 - - - -
(868,122) 388,232 (828,505) 381,984

All of the above amounts relate wholly to continuing operations. The accompanying notes form part of these financial statements.

22 December 2023

The financial statements were approved by the Board of Directors on …..........................

----- Start of picture text -----
…..................................... …
----- End of picture text -----

…..................................... … ..................................... S Mallinson C Wilkinson Chair Director

Company Registration No. 03561613 (England and Wales) Charity Registration No. 1069810

HCA No. H4179

50 YMCA Trinity Group

YMCA TRINITY GROUP

STATEMENT OF CHANGES IN RESERVES FOR THE YEAR ENDED 31 MARCH 2023

Group
Balance at 1 April 2021
Total comprehensive income for the year
Balance at 31 March 2022
Total comprehensive income for the year
Balance at 31 March 2023
YMCA
Balance at 1 April 2021
Total comprehensive income for the year
Balance at 31 March 2022
Total comprehensive income for the year
Balance at 31 March 2023
Transfers of restricted income and expenditure to/from general
reserve
Transfers of restricted income and expenditure to/from general
reserve
Transfers of restricted income and expenditure to/from general
Transfers of restricted income and expenditure to/from general
reserve		 General
Reserve
Restricted
Reserve
Total
£
£
£
11,413,492
29,903
11,443,395
388,232
-
388,232
19,809
(19,809)
-
11,821,533
10,094
11,831,627
(868,122)
-
(868,122)
-
-
-
10,953,411
10,094
10,963,505
General
Reserve
Restricted
Reserve
Total
£
£
£
11,426,873
29,903
11,456,776
381,984
-
381,984
19,809
(19,809)
-
11,828,666
10,094
11,838,760
(828,505)
-
(828,505)
-
-
-
11,000,161
10,094
11,010,255

YMCA Trinity Group 51

YMCA TRINITY GROUP

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2023

Note
Net cash generated from operating activities
28
Cash flow from investing activities
Purchase of tangible fixed assets
Proceeds from sale of tangible fixed assets
Interest received
Increase in loans
Investment in joint venture
Cash flow from financing activities
Interest paid
New secured loans
Repayment of borrowing
Net change in cash and cash equivalents
Represented by:
Investments
Cash and cash equivalents
Bank overdraft
Cash and cash equivalents at the end of the
year
Cash and cash equivalents at the start of the
year		 2023
2022
2023
2022
£
£
£
£
(555,393)
512,996
(513,190)
452,440
(472,781)
(643,530)
(472,644)
(637,210)
3,900
192,376
3,900
192,376
5,871
1,843
5,791
1,839
(173,246)
(40,000)
(370,000)
(80,000)
(196,754)
(40,050)
-
(50)
(153,284)
(74,841)
(124,246)
(74,841)
385,000
146,400
385,000
146,400
(89,174)
(78,589)
(84,756)
(74,318)
YMCA
Group
(1,245,861)
(23,395)
(1,170,145)
(73,364)
1,756,661
1,780,056
1,603,439
1,676,803
510,800
1,756,661
433,294
1,603,439
558,546
1,003,080
558,546
1,003,080
155,106
753,581
77,600
600,359
(202,852)
-
(202,852)
-
510,800
1,756,661
433,294
1,603,439

52 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

LEGAL STATUS

YMCA Trinity Group is registered under the Companies Act 2006 and is a registered provider of social housing and is a registered charity. The registered office is Queen Anne House, Gonville Place, Cambridge, CB1 1ND.

The YMCA has one wholly owned subsidiary, The Cresset Limited. The Cresset Limited is registered under the Companies Act 2006. Further details are shown in note 26.

1. ACCOUNTING POLICIES

1.1 Basis of accounting

The financial statements have been prepared in accordance with applicable United Kingdom Accounting Generally Accepted Accounting Practice (UK GAAP) including Financial Reporting Standard 102 and the Statement of Recommended Practice for registered housing providers: Housing SORP 2018. As a public benefit entity, the Group has applied the public benefit entity 'PBE' prefixed paragraphs of FRS 102. The consolidated financial statements incorporate the results of YMCA Trinity Group and its subsidiary undertaking, The Cresset Ltd as at 31 March 2023 using the acquisition method of accounting as required.

The financial statements comply with the Companies Act 2006, the Housing Regeneration Act 2008 and the Accounting Direction for Private Registered Providers of Social Housing 2019. The accounts are prepared on the historical cost basis of accounting as modified by the revaluation of investment property and are presented in sterling.

In preparing the separate financial statements of the parent company, advantage has been taken of the following disclosure exemptions available in FRS 102:

1.2 Basis of consolidation

The consolidated financial statements incorporate the results of YMCA Trinity Group and its subsidiary undertaking, The Cresset Ltd as at 31 March 2023 using the acquisition method of accounting as required. Where the acquisition method is used, the results of the subsidiary undertakings are included from the date of acquisition, being the date the group obtains control. Joint ventures are accounted for in accordance with note 1.19.

All intra-group transactions, balances, income and expenses are eliminated in full prior to consolidation.

1.3 Going concern

These finanacial statements have been prepared on a going concern basis which assumes that the group will continue in operational existence for the foreseeable future despite a group net current liabilities position of £808,376 as at 31 March 2023. The board has considered a period of 15 months from the date of approval of these financial statements and has determined that the group can continue as a going concern.

YMCA Trinity Group 53

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

Factors included in making this determination include the sale of two properties resulting in a positive cash flow of £430,000 as well as a legacy received of £80,000. Also included within net current liabilities are loans amounting to £523,000 for which a loan waiver was received post year end confirming that no immediate repayment was required which states their long term nature. The childcare area of the business has been under review with the decision made to close the Blinco Grove setting on 31 October 2023 and the remaining settings are under ongoing assessment of their financial viability. A turnaround plan is under development for childcare, including a comprehensive new marketing strategy, if results do not improve then the board will act quickly to make any necessary decisions. The Cresset Limited is also undergoing a review of its operations in order to turn it around to become a surplus generating trading subsidiary to support the Charity's work.

54 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES (continued)

1.4 Significant judgements and estimates

Significant management judgements

Preparation of the financial statements requires management to make significant judgements and estimates. The items in the financial statements where these judgements and estimates have been made include:

Categorisation of housing properties

The group has undertaken a detailed review of the intended use of all housing properties. In determining the intended use, the group has considered if the asset is held for social benefit or to earn commercial rentals. On this basis, certain properties held by the group have been categorised as investment properties.

Estimation uncertainty

Information about estimates and assumptions that have the most significant effect on recognition and measurement of assets, liabilities and expenses is provided below. Actual results may be substantially different.

Useful lives of depreciable assets

Tangible fixed assets are depreciated over their useful lives taking into account estimated residual values, where appropriate. Management reviews its estimate of the useful lives of depreciable assets at each reporting date based on the expected utility of the assets. In re-assessing asset lives, factors such as technological innovation, product life cycles and maintenance programmes are taken into account.

Valuation of investment properties

The group carries its investment properties at fair value, with changes in fair value being recognised in the statement of comprehensive income.

1.5 Turnover

Turnover represents rental income and service charges receivable, programme activities income, donations and revenue grants receivable from local authorities, fees receivable for childcare services, income from commercial operations in the trading subsidiaries and other operating income. Rental income is recognised when the property is available to let, net of voids. Service charge income and costs are recognised on an accruals basis. Supporting People income is recognised as it falls due under the contractual arrangement with the administering authorities.

All charitable income recognised by the group is credited to the income and expenditure account. If specific restrictions are placed on its use by the donors the relevant income is transferred to restricted reserves.

1.6 Gift Aid income

Donations received under the Gift Aid scheme to the parent association from its subsidiary are recognised as turnover upon receipt as it relates to the principle activities of the association and is eliminated on consolidation.

1.7 Housing properties

Housing properties are those held for the provision of social housing or to otherwise provide social benefit. Housing properties are stated at cost less accumulated depreciation and impairment losses. The cost of properties is their purchase price together with incidental costs of acquisitions. Works to existing properties which replace a component that has been treated separately for depreciation purposes, along with those works that result in an increase in net rental income over the lives of the properties, thereby enhancing the economic benefits of the assets, are capitalised as improvements.

YMCA Trinity Group 55

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES (continued)

1.8 Investment properties

Investment properties consist of those properties not held for social benefit or for use in the business. Investment properties are initially measured at cost and are subsequently measured at fair value, with changes in fair value recognised in the Statement of Comprehensive Income.

1.9 Other tangible fixed assets

Other tangible fixed assets are stated at cost less accumulated depreciation. Depreciation has been provided on a straight line basis to write off over the following periods:

Leasehold property over the period of the lease
Plant and machinery 20-33% pa on cost
Furniture, fixtures and fittings 5-33% pa on cost
Computer equipment 20-33% pa on cost
Motor vehicles 33% pa on cost

1.10 Depreciation of housing projects

Major components of housing properties are identified and treated as separable assets and are depreciated on a straight line basis over their expected economic useful lives at the following rates:

Property structure 80 years
Kitchens 20 years
Bathrooms, doors and windows 30 years
Roof 70 years
Lifts 20 years
Electrical systems 40 years
Gas boiler/fires 15 years
Mechanical systems 30 years
Refurbishment costs 15 years

The estimated lives of the different property components are based on the National Matrix of Property Components issued by the National Housing Federation in collaboration with property surveyors Savills. Freehold land is not depreciated.

1.11 Investment in subsidiaries

The consolidated financial statements incorporate the results of YMCA and its subsidiary, The Cresset Limited. Investments in subsidiaries are stated at cost less impairment in the parent company's individual financial statements.

56 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES (continued)

1.12 Social Housing and other government grants

Where developments have been financed wholly or partly by SHG, the amount of the grant received is recognised in turnover over the useful life of the property structure and components using the accruals model. SHG must be recycled by the group under certain conditions, if the property is sold, or if another relevant event takes place. In these cases the SHG may have to be repaid if certain conditions are not met. If the grant is not required to be recycled or repaid, any unamortised grant is recognised as turnover. In certain circumstances, SHG may be repayable and in that event is a subordinated unsecured repayable debt. Grants relating to revenue are recognised in the statement of comprehensive income over the same period as the expenditure to which they relate, once reasonable assurance has been gained that the performance conditions will be met.

1.13 Other grants

Government grants relating to revenue are recognised as income over the periods when the related costs are incurred.

Grants received from non-government sources are recognised under the performance model. Where there are no specific performance requirements the grants are recognised in the statement of comprehensive income when the proceeds are received or receivable. Where grant is received with specific performance requirements attached, it is recognised as a liability until the performance conditions are met and then it is recognised as turnover.

1.14 Taxation - value added tax

The group is partially exempt in relation to Value Added Tax (VAT), and accordingly is able to recover from HM Revenue & Customs part of the VAT incurred on expenditure. At the year end, VAT recoverable or payable is included in the statement of financial position. Irrecoverable VAT is accounted for in the statement of comprehensive income.

1.15 Operating leases

Rentals applicable to operating leases where subsequently all the benefits and risks of ownership remain with the lessor are charged to the statement of comprehensive income.

1.16 Stock

Stock is valued at the lower of cost and net realisable value.

1.17 Pension scheme

The group participated in a multi-employer defined benefit pension plan for employees of YMCAs in England, Scotland and Wales, which was closed to new members and accruals on 30 April 2007. Due to insufficient information, the plan's actuary has advised that it is not possible to separately identify the assets and liabilities relating to YMCA Trinity Group. As described in note 24, YMCA Trinity Group has a contractual obligation to make pension deficit payments of 409,973 over a period to April 2029 (2022: 462,105), accordingly this is shown as a liability in these accounts. In addition, YMCA Trinity Group is required to contribute 70,035 per annum (2022: 97,995) to the operating expenses of the Pension Plan and these costs are charged to the statement of comprehensive income.

The group also operates a defined contribution pension scheme for eligible employees and a further defined contribution scheme to comply with auto-enrolment regulations. The pension cost charged to the statement of comprehensive income is the amount of annual contributions payable to this scheme.

YMCA Trinity Group 57

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES (continued)

1.18 Business combinations

Acquisitions of other entities in the social housing sector that are in substance a gift to YMCA Trinity Group are treated as non-reciprocal transfers where the substance of the transaction is gifting control of one entity to another. These are also known as non-exchange transfers. In this case the fair value of the gifted assets and liabilities are recognised as a gain or loss in the Statement of Comprehensive Income in the year of the transaction.

1.19 Joint ventures

An entity is treated as a joint venture where the group is party to a contractual agreement with one or more parties from outside the group to undertake an economic activity that is subject to joint control.

In the consolidated accounts, interests in joint ventures are accounted for using the equity method of accounting. Under this method an equity investment is initially recognised at the transaction price (including transaction costs) and is subsequently adjusted to reflect the investor’s share of the profit or loss, other comprehensive income and equity of the joint venture. The consolidated statement of comprehensive income includes the group's share of the operating results, interest, pre-tax results and attributable taxation of such undertakings applying accounting policies consistent with those of the group. Any share of losses are only recognised to the extent that they do not reduce the investment balance below zero as the group has no obligations to make payments on behalf of the joint venture, and any share of subsequent profits shall be accounted for once the unrecognised profits are equal to the unrecognised losses. In the consolidated balance sheet, the interests in joint ventures are shown as the group's share of the identifiable net assets, including any unamortised premium paid on acquisition. Any unrealised profits and losses from transactions between the Group and the joint venture are eliminated to the extent of the Group’s interest in the joint venture.

Any premium on acquisition is included within the equity method accounted figure in the financial statements as goodwill. This goodwill is amortised over 5 years. Where there are indicators of impairment, the investment as a whole is tested for impairment.

1.20 Financial instruments

The group only has financial instruments which meet the criteria of a basic financial instrument as defined by section 11 of FRS 102.

Short term debtors are measured at transaction price less any impairment. Loans receivable are measured initially at fair value, net of transaction costs, and are subsequently measured at amortised cost using the effective interest method, less any impairment.

Short term creditors are measured at the transaction price. Other financial liabilities including bank loans are initially measured at fair value, net of transaction costs, and are subsequently measured at amortised cost using the effective interest method.

58 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

1. ACCOUNTING POLICIES (continued)

1.21 Impairment

Reviews for impairment of housing properties are carried out when a trigger event has occurred and any impairment loss in a cash generating unit is recognised by a charge to the statement of comprehensive income. Impairment is recognised where the carrying value of a cash generating unit exceeds the higher of its net realisable value or its value in use.

Following a trigger event for impairment, an impairment test is performed based on fair value less costs to sell or a value in use calculation. The fair value less costs to sell calculation is based on available data from sales transactions in an arm's length transaction on similar cash generating units (properties) or observable market prices less incremental costs for disposing of the properties. The value in use calculation is based on either a depreciated replacement cost or a discounted cash flow model. The depreciated replacement cost is based on available data of the cost of constructing or acquiring replacement properties to provide the same level of service potential as the existing property.

1.22 Reserves

Restricted reserves represent income received where the funder or other source of the income have imposed restrictions as to how the reserves shall be used. The nature and purpose of restricted reserves is set out in the notes to the financial statements.

2a. TURNOVER, COST OF SALES, OPERATING COSTS AND OPERATING SURPLUS

Year ended 31 March 2023
Income from regulated social housing
Social housing lettings (note 2b)
Income from non-regulated activities
Student and other housing
Health and wellbeing
Support and advice
Fundraising and development
Training and education
Childcare and family work
Youth work
Cresset activities:
The Cresset Ltd trading activities
Cresset community activities (note 2c)
Haywood House
Total for YMCA Trinity Group		 Turnover
Operating
costs
Other
operating
income
Operating
surplus /
(deficit)
£
£
£
£
6,785,792
(6,919,290)
-
(133,498)
6,785,792
(6,919,290)
-
(133,498)
214,148
(130,129)
-
84,019
571,189
(633,442)
-
(62,253)
402,532
(435,302)
-
(32,770)
37,560
(86,874)
-
(49,314)
60,684
(111,562)
-
(50,878)
1,056,499
(1,316,336)
-
(259,837)
230,328
(213,897)
-
16,431
1,296,787
(1,232,446)
-
64,341
268,625
(733,139)
-
(464,514)
156,322
(12,266)
-
144,056
4,294,675
(4,905,394)
-
(610,719)
11,080,467
(11,824,684)
-
(744,217)

YMCA Trinity Group 59

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

Year ended 31 March 2022
Income from regulated social housing
Social housing lettings (note 2b)
Income from non-regulated activities
Student and other housing
Health and wellbeing
Support and advice
Fundraising and development
Training and education
Childcare and family work
Cresset activities:
The Cresset Ltd trading activities
Cresset community activities (note 2c)
Haywood House
Total for YMCA Trinity Group		 Turnover
Operating
costs
Other
operating
income
(furlough
grant)
Operating
surplus /
(deficit)
£
£
£
£
6,785,792
(5,990,386)
30,266
825,672
6,785,792
(5,990,386)
30,266
825,672
159,515
(138,234)
1,583
22,864
235,791
(377,662)
21,936
(119,935)
574,618
(706,449)
25,843
(105,988)
426,559
(364,148)
75
62,486
13,112
(25,778)
4,497
(8,169)
1,120,243
(1,431,430)
4,976
(306,211)
989,089
(965,199)
78,045
101,935
369,181
(677,865)
3,086
(305,598)
150,369
(9,410)
-
140,959
4,038,477
(4,696,175)
140,041
(517,657)
10,824,269
(10,686,561)
170,307
308,015

2b. PARTICULARS OF INCOME AND EXPENDITURE FROM SOCIAL HOUSING LETTINGS Group and YMCA

Particulars of lettings of hostel accommodation
Rents receivable
Service charge income
Net rental receivable
Supporting people contract income
Amortised social housing grants
Other government grants
Other income
(Loss)/Gain on disposal of housing property
Turnover from social housing lettings
Other operating income (furlough grant)
Operating expenditure on social housing lettings
Operating (deficit) / surplus on social housing lettings
Rent losses from voids		 2023
£
1,808,990
3,926,452
5,735,442
957,184
61,561
-
31,605
-
6,785,792
-
(6,919,290)
(133,498)
730,655		 2022
£
2,023,688
3,572,678
5,596,366
976,142
63,432
35,413
85,588
48,487
6,805,428
30,266
(5,990,386)
845,308
774,733

The number of units of hostel accommodation managed was 392 at the beginning of the year and 383 at the end of the year.

60 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

2c. PARTICULARS OF INCOME AND EXPENDITURE FROM CRESSET COMMUNITY ACTIVITIES

Group YMCA
2023 2022 2023 2022
£ £ £ £
Income from charitable activities
Rents receivable 79,308 78,706 79,308 78,706
Service charges 161,369 129,330 161,369 129,330
Recharged expenditure 27,948 102,189 27,948 102,189
Other income - 58,956 - 58,956
268,625 369,181 268,625 369,181
Other income (furlough grant) - 3,086 - 3,086
Expenditure on charitable activities
Provision of premises - staff costs and other (733,139) (672,956) (733,139) (672,956)
Governance costs - (4,909) - (4,909)
(733,139) (677,865) (733,139) (677,865)
Operating deficit on charitable activities (464,514) (305,598) (464,514) (305,598)
Group YMCA
3. INTEREST RECEIVABLE 2023 2022 2023 2022
£ £ £ £
Interest receivable 29,379 1,839 29,299 1,839
29,379 1,839 29,299 1,839
4. INTEREST PAYABLE AND FINANCING COSTS
Group YMCA
2023 2022 2023 2022
£ £ £ £
Bank loans and overdraft 44,988 28,221 15,950 28,221
Other loans 79,060 31,239 79,060 31,239
Deferred benefit pension charge 29,236 15,381 29,236 15,381
153,284 74,841 124,246 74,841

YMCA Trinity Group 61

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

5. KEY MANAGEMENT PERSONNEL

For the purposes of disclosure the definition of a director includes YMCA's Chief Executive Officer (CEO). The remuneration paid to the CEO and other key management personnel is set out below.

Chief Executive gross salary
Chief Executive pension contributions
Key management personnel gross salary
Key management personnel employer pension contributions		 2023
£
99,653
5,979
256,038
14,433		 2022
£
94,844
5,659
220,212
14,480

The Board in accordance with a national independent grading scheme determines the remuneration of the CEO. None of the other directors received any remuneration. The CEO does not have any enhanced pension arrangement in the group.

Aggregate number of full time equivalent staff including the chief executive whose remuneration exceeded £60,000 in the period:

2023 2022
£60,001 - £70,000 1 1
£70,001 - £80,000 - -
£80,001 - £90,000 - 1
£90,000 - £100,000 2 -

Members of the Board are not permitted by the Articles to receive remuneration.

Total amount of travel expenditure reimbursed to the Board and senior executives not chargeable to United Kingdom income tax was £7,100 (2022: £3,290).

6. EMPLOYEE COSTS

6. EMPLOYEE COSTS
Wages and salaries
Social security costs
Pension costs		 2023
2022
2023
2022
£
£
£
£
6,100,023
5,897,473
5,658,278
5,441,362
464,813
406,151
430,932
379,421
144,091
196,844
135,662
190,039
Group
YMCA
6,708,927
6,500,468
6,224,872
6,010,822

The average number of employees expressed as a full time equivalent (based on 40 hours per week) was:

Average number of employees 2023
2022
2023
2022
£
£
£
£
286
235
277
205
Group
YMCA

The group employed 128 seasonal workers during the year who are not accounted for in the above staff numbers (2022: 111).

The group also benefits from the work of 54 (2022: 92) volunteers, whose contribution it acknowledges to be a major asset.

62 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

7. OPERATING RESULTS

7. OPERATING RESULTS
Group YMCA
2023 2022 2023 2022
£ £ £ £
Depreciation on housing properties 227,201 212,672 227,201 212,672
Depreciation on other assets 282,628 320,292 266,418 302,677
Loss / (profit) on disposal of fixed assets 48,014 (48,487) 48,014 (48,487)
Operating lease arrangements 45,330 363,670 45,255 363,670
Auditors remuneration (including under provision):
Audit of parent and group financial statements
Current year - Price Bailey 23,372 23,372
Prior year - Stephenson Smart 15,389 15,389
Audit of the accounts of subsidiaries
Current year - Price Bailey 7,393 - -
Prior year - Stephenson Smart 4,320
Other non audit services provided -Stephenson
Smart - 6,560 - 5,130

8. TANGIBLE FIXED ASSETS - HOUSING PROPERTIES - Group and YMCA

Cost
At 1 April 2022
Additions
Works to existing properties
Disposals
Transfers
At 31 March 2023
Depreciation and impairment
At 1 April 2022
Depreciation charged in the year
Eliminated on disposals
Transfers
At 31 March 2023
Carrying amount
At 31 March 2023
At 31 March 2022		 Freehold
housing
properties
Long
leasehold
housing
properties
Property
development
Total
£
£
£
£
10,878,662
1,025,000
32,788
11,936,450
270,100
-
46,435
316,535
-
-
-
-
(60,000)
-
-
(60,000)
-
-
-
-
11,088,762
1,025,000
79,223
12,192,985
2,383,184
112,913
-
2,496,097
212,519
14,682
-
227,201
(8,086)
-
-
(8,086)
-
-
-
-
2,587,617
127,595
-
2,715,212
8,501,145
897,405
79,223
9,477,773
8,495,478
912,087
32,788
9,440,353

Housing Property asset held with a carrying value of £3,122,883 (2022: £3,124,570) have been pledged as security for housing loans.

YMCA Trinity Group 63

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

9. SOCIAL HOUSING ASSISTANCE

9. SOCIAL HOUSING ASSISTANCE
Group YMCA
2023 2022 2023 2022
£ £ £ £
Total accumulated housing grant 5,132,019 5,132,019 5,132,019 5,132,019
at 31 March 2023
Recognised in statement of
comprehensive income 1,447,617 1,386,058 1,447,617 1,386,058
Held as deferred income 3,684,402 3,745,961 3,684,402 3,745,961
5,132,019 5,132,019 5,132,019 5,132,019
10. DEFERRED CAPITAL GRANT
Group YMCA
2023 2022 2023 2022
£ £ £ £
At 1 April 2022 3,986,438 4,053,035 3,986,438 4,053,035
Released to income in the year (64,725) (66,597) (64,725) (66,597)
At 31 March 2023 3,921,713 3,986,438 3,921,713 3,986,438
Amounts to be released within 1 year 61,561 64,725 61,561 64,725
Amounts to be released in more than 1 year 3,860,152 3,921,713 3,860,152 3,921,713
3,921,713 3,986,438 3,921,713 3,986,438
11. EXPENDITURE ON WORKS TO EXISTING PROPERTIES
Group YMCA
2023 2022 2023 2022
£ £ £ £
Refurbishment costs in year -
Amounts capitalised 293,083 220,935 293,083 220,935
293,083 220,935 293,083 220,935

64 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

12. OTHER FIXED ASSETS - Group

Cost
At 1 April 2022
Additions
Transfers
Works to existing properties
Disposals
At 31 March 2023
Depreciation and impairment
At 1 April 2022
Depreciation charged in the year
Eliminated on disposals
Transfers
At 31 March 2023
Carrying amount
At 31 March 2023
At 31 March 2022
OTHER FIXED ASSETS - YMCA
Cost
At 1 April 2022
Additions
Transfers
Works to existing properties
Disposals
At 31 March 2023
Depreciation and impairment
At 1 April 2022
Depreciation charged in the year
Eliminated on disposals
Transfers
At 31 March 2023
Carrying amount
At 31 March 2023
At 31 March 2022		 Furniture,
fittings and
equipment
Long
Leasehold
property
Freehold land
and buildings
Motor
vehicles
Total
£
£
£
£
£
2,307,745
3,684,024
394,352
77,629
6,463,750
135,752
-
-
20,494
156,246
(31,475)
-
-
31,475
-
-
-
-
-
-
(266,678)
-
-
-
(266,678)
2,145,345
3,684,024
394,352
129,598
6,353,319
1,432,955
382,463
61,979
59,393
1,936,790
212,757
56,976
5,246
7,649
282,628
(266,677)
-
-
-
(266,677)
(31,475)
-
-
31,475
-
1,347,560
439,439
67,225
98,517
1,952,741
797,785
3,244,585
327,127
31,081
4,400,578
874,790
3,301,561
332,373
18,236
4,526,960
Furniture,
fittings and
equipment
Long
Leasehold
property
Freehold land
and buildings
Motor
vehicles
Total
£
£
£
£
£
1,999,647
3,684,024
394,352
77,629
6,155,652
135,615
-
-
20,494
156,109
(31,475)
-
-
31,475
-
-
-
-
-
-
(74,400)
-
-
-
(74,400)
2,029,387
3,684,024
394,352
129,598
6,237,361
1,182,436
382,463
61,979
59,393
1,686,271
196,547
56,976
5,246
7,649
266,418
(74,400)
-
-
-
(74,400)
(31,475)
-
-
31,475
-
1,273,108
439,439
67,225
98,517
1,878,289
756,279
3,244,585
327,127
31,081
4,359,072
817,211
3,301,561
332,373
18,236
4,469,381

YMCA Trinity Group 65

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

13. INVESTMENT PROPERTIES - Group and YMCA

13. INVESTMENT PROPERTIES - Group and YMCA
As at 1 April 2022
Increase / (Decrease) in value
As at 31 March 2023		 2023
£
2,700,000
-
2,700,000		 2022
£
2,566,421
133,579
2,700,000

Investment properties were valued by professionally qualified external valuers, Eddisons in accordance with the Royal Institute of Chartered Surveyors valuation standards. The valuation was undertaken as at 13 December 2021 and is considered by the directors to continue to reflect the fair value of the investment properties at 31 March 2023.

Investment Property assets held with a carrying value of £2,700,000 (2022: £2,700,000) have been pledged as security for bank loans.

14. FIXED ASSET INVESTMENTS

Group
Cost or valuation
At 1 April 2022
Additions
At 31 March 2023
Share of retained profits
At 1 April 2022
Profit for the year
At 31 March 2023
Net Book Value
At 31 March 2023
At 31 March 2022		 Joint
ventures
£
40,050
196,754
236,804
-
-
-
236,804
40,050

66 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

14. FIXED ASSET INVESTMENTS (continued)
Cost or valuation
At 1 April 2022
Additions
Disposals
Movement in fair value
At 31 March 2023		 undertakings
ventures
Total
£
£
£
19,874
50
19,924
-
-
-
-
-
-
-
-
-
Subsidiary
Joint
19,874
50
19,924

Kirkgate Street Ltd is a joint venture in which the group has joint control and a 50% ownership interest. The objective of the joint venture is to work together on the long lease and development of housing property. The registered office for Kirkgate Street Ltd is Marine House, 151 Western Road, Haywards Heath, RH16 3LH.

As required by FRS 102 and the Housing SORP, the financial statements consolidate the results of The Cresset Limited which is a wholly owned subsidiary of YMCA at the end of the year.

YMCA holds 100% of the ordinary share capital of The Cresset Limited (incorporated in England and Wales). The principal activity of the company is the operation of the theatre, pub and other commercial trading operations. The registered office for The Cresset Limited is the same as YMCA. YMCA is the ultimate parent undertaking.

During the year YMCA charged a management fee of £75,000 (2022: £95,691) to its subsidiary, The Cresset Limited. A gift aid donation of £nil (2022: £nil) was paid to the YMCA by The Cresset Limited during the year. The amount owed by The Cresset Limited is disclosed in note 18 of £253,749 (2022: £337,398).

15. TAXATION

Deferred tax:
Origination and reversal of timing differences		 2023
2022
2023
2022
£
£
£
£
-
-
-
-
Group
YMCA

YMCA has a charitable status and it is therefore exempt from corporation tax on income arising from exempt sources to the extent that it is applied to the organisation's charitable purpose.

YMCA Trinity Group 67

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

16. DEBTORS

Amounts owed by joint ventures
Other debtors
Trade debtors
Less: Bad debt provision
Rent and service charges receivable
Amounts due from group undertakings
Prepayments and accrued income		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
236,754
22,227
136,391
(125,169)
569,010
323,504
-
40,000
28,636
185,820
(64,539)
486,728
340,455
-
473,508
22,642
96,130
(125,169)
569,010
563,749
-
80,000
28,636
167,217
(64,539)
486,728
330,504
-
322 05		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
236,754
22,227
136,391
(125,169)
569,010
323,504
-
40,000
28,636
185,820
(64,539)
486,728
340,455
-
473,508
22,642
96,130
(125,169)
569,010
563,749
-
80,000
28,636
167,217
(64,539)
486,728
330,504
-
322 05		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
236,754
22,227
136,391
(125,169)
569,010
323,504
-
40,000
28,636
185,820
(64,539)
486,728
340,455
-
473,508
22,642
96,130
(125,169)
569,010
563,749
-
80,000
28,636
167,217
(64,539)
486,728
330,504
-
322 05
1,162,717
1,017,100
 1,599,870
1,358,180		 1,028,546

All amounts shown under debtors fall due for payment within one year, except:

Group

Amounts owed by joint ventures: £236,754 (2022: £40,000).

Company

Amounts owed by joint ventures: £473,508 (2022: £80,000).

17. INVESTMENTS HELD AS CURRENT ASSETS

Shares in Santander
Bank deposit accounts		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
130
558,416
130
1,002,950
130
558,416
130
1,002,950
558,546
1,003,080
558,546
1,003,080

18. CREDITORS FALLING DUE WITHIN ONE YEAR

Payments received on account
Accruals and deferred income
Amounts due to group undertakings
Other creditors
Other taxation and social security
Deferred capital grant
YMCA pension agreement plan
Business loans
Housing loans
Rents and service charges in advance
Trade creditors
Bank overdraft		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
22,065
942,399
-
93,863
109,251
61,561
57,797
91,424
18,623
2,745
354,065
202,852
30,034
955,144
-
107,134
129,120
64,725
54,132
97,971
16,223
162,622
442,767
-
-
599,396
253,749
70,997
98,289
298,872
57,797
66,108
18,623
2,745
308,333
202,852
-
508,084
337,398
106,097
92,823
64,725
54,132
68,237
16,223
162,622
392,768
-
53
985
53
985
61,561		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
22,065
942,399
-
93,863
109,251
61,561
57,797
91,424
18,623
2,745
354,065
202,852
30,034
955,144
-
107,134
129,120
64,725
54,132
97,971
16,223
162,622
442,767
-
-
599,396
253,749
70,997
98,289
298,872
57,797
66,108
18,623
2,745
308,333
202,852
-
508,084
337,398
106,097
92,823
64,725
54,132
68,237
16,223
162,622
392,768
-
53
985
53
985
61,561		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
22,065
942,399
-
93,863
109,251
61,561
57,797
91,424
18,623
2,745
354,065
202,852
30,034
955,144
-
107,134
129,120
64,725
54,132
97,971
16,223
162,622
442,767
-
-
599,396
253,749
70,997
98,289
298,872
57,797
66,108
18,623
2,745
308,333
202,852
-
508,084
337,398
106,097
92,823
64,725
54,132
68,237
16,223
162,622
392,768
-
53
985
53
985
61,561		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
22,065
942,399
-
93,863
109,251
61,561
57,797
91,424
18,623
2,745
354,065
202,852
30,034
955,144
-
107,134
129,120
64,725
54,132
97,971
16,223
162,622
442,767
-
-
599,396
253,749
70,997
98,289
298,872
57,797
66,108
18,623
2,745
308,333
202,852
-
508,084
337,398
106,097
92,823
64,725
54,132
68,237
16,223
162,622
392,768
-
53
985
53
985
61,561		 Group
YMCA
2023
£
2022
£
2023
£
2022
£
22,065
942,399
-
93,863
109,251
61,561
57,797
91,424
18,623
2,745
354,065
202,852
30,034
955,144
-
107,134
129,120
64,725
54,132
97,971
16,223
162,622
442,767
-
-
599,396
253,749
70,997
98,289
298,872
57,797
66,108
18,623
2,745
308,333
202,852
-
508,084
337,398
106,097
92,823
64,725
54,132
68,237
16,223
162,622
392,768
-
53
985
53
985
61,561
1,956,645
2,477,007		 2,059,872

 1,977,761
2,260,812		 1,803,109

68 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 MARCH 2023

19. CREDITORS FALLING DUE AFTER ONE YEAR

19. CREDITORS FALLING DUE AFTER ONE YEAR R R R R R
2023
2022
2023
2022
£
£
£
£
Long term housing loans
878,761
624,176
878,761
624,176
Long term business loans
711,300
665,912
711,300
665,912
Long term YMCA pension agreement plan
350,177
407,973
350,177
407,973
Long term deferred capital grant
3,860,152
3,921,713
3,622,841
3,921,713
5,800,390
5,619,774
5,563,079
5,619,774
Amounts included above which fall due after five years are as follows:
After five years by instalments
1,202,964
841,541
1,202,964
841,541
Group
YMCA
358,399
358,399
5,280,028
3,860,152
5,280,028		 2023
2022
2023
2022
£
£
£
£
878,761
624,176
878,761
624,176
711,300
665,912
711,300
665,912
350,177
407,973
350,177
407,973
3,860,152
3,921,713
3,622,841
3,921,713
Group
YMCA
358,399
358,399
3,860,152
5,800,390
5,280,028		 5,619,774 5,563,079
5,280,028		 5,619,774

The five (2022: four) housing loans are repayable by instalments, the last instalments falling due in 2053, 2054, 2036, 2047 and 2027 respectively. The interest rates in force for the year ended 31 March 2023 were 9.5%, 6.625%, 6.94%, 6.2% and 6.43% respectively.

The bank loans are payable in monthly instalments, over 10-15 years, at a mixture of fixed and variable rates of interest ranging from 3.30%-6.35%.

The housing loans are secured by fixed charges on the individual properties. Bank loans are secured on the investment property, Haywood House.

20. RESERVES - Group

Income & expenditure reserves
Restricted reserves
Respect
Total reserves
RESERVES - YMCA		 As at 1 April
2022
(Deficit) /
Surplus for
the year
Transfers
As at 31
March 2023
£
£
£
£
11,821,533
(868,122)
10,953,411
10,094
-
10,094
11,831,627
(868,122)
-
10,963,505
Income & expenditure reserves
Restricted reserves
Respect
Total reserves		 As at 1 April
2022
(Deficit) /
Surplus for
the year
Transfers
As at 31
March 2023
£
£
£
£
11,828,666
(828,505)
11,000,161
10,094
-
10,094
11,838,760
(828,505)
-
11,010,255

YMCA Trinity Group 69

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

20. RESERVES (continued)

Respect - A 3 year project which supports young people to have an improved understanding of what makes a healthy relationship and what constitutes domestic violence.

21. SHARE CAPITAL

The directors are the only members of YMCA. The company is limited by guarantee, having no share capital and, in accordance with the Memorandum of Association every member is liable to contribute a sum of £1 in the event of the company being wound up.

Number of members:
As at 1 April 2022
Joining during the year
Leaving during the year
As at 31 March 2023		 2023
2022
14
15
-
2
-
(3)
14
14

22. ACCOMMODATION IN MANAGEMENT

Accommodation owned/rented and managed by YMCA is as follows:

Supported housing:
Short stay move on accommodation (3 months)
Medium stay supported housing (2 years)
As at 31 March 2023		 2023
2022
22
22
361
370
383
392

In addition to supported housing accommodation numbers above, 33 units (2022: 33 units) for student accommodation and 26 units (2022: 26 units) for non-social housing were also owned and managed.

Overall there was no volume change in social housing during the year.

23. OPERATING LEASES

The future minimum operating lease payments are as follows:

Within one year
Between two and five years
After five years		 2023
2022
2023
2022
£
£
£
£
190,138
145,249
190,138
145,249
941,935
280,617
941,935
280,617
711,315
711,315
Group
YMCA
1,132,073
1,137,181
1,132,073
1,137,181

In addition to the above, The YMCA's share of commitments entered into by the joint venture company, Kirkgate Street Limited, are £2,535 per annum (increased annually by CPI) for a term of 125 years ending in March 2147.

70 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

24. PENSION COSTS

The group operates a defined contribution scheme, the assets of which are held separately from those of the group. For executive team members contributions for employees were to Scottish Widows and were a minimum of 3% of salary and the employer contributions were 6%. YMCA also operates a pension scheme through Peoples Pension where the employer and employee contribute 8% combined, NEST where the employer contributes 3% and the employee contributes 5% and Prudential where the employer contributes 3% and the employee contributes 5%. The charge for the year to the income and expenditure account in relation to all schemes was £144,091 (2022: £196,844)

YMCA also participated in a contributory pension plan providing defined benefits based on final pensionable pay for employees of YMCAs in England, Scotland and Wales. The assets of the YMCA Pension Plan are held separately from those of the group and at the year end these were invested in the Mercer Dynamic De-risking Solution, 62% matched portfolio and 38% in the growth portfolio and Schroder (property units only). The charge for the year to the statement of comprehensive income in relation to the plan expenses for this scheme is 29,236 (2022: 15,524).

The most recent completed three year valuation was as at 1 May 2020. The assumptions used which have the most significant effect on the results of the valuation are those relating to the assumed rates of return on assets held before and after retirement of 2.59% and 1.09% respectively, the increase in pensions in payment of 2.99% (for RPI capped at 5% p.a.), and the average life expectancy from normal retirement age (of 65) for a current male

pensioner of 22.0 years, female 24.4 years, and 23.7 years for a male pensioner, female 26.1 years, retiring in 20 years time. The result of the valuation showed that the actuarial value of the assets was £146.1 million which represented 79% of the benefits that had accrued to members.

The Pension Plan was closed to new members and future service accrual with effect from 30 April 2007. With the removal of the salary linkage for benefits all employed deferred members became deferred members as from 1 May 2011.

The valuation prepared as at 1 May 2020 showed that the YMCA Pension Plan had a deficit of £36 million. YMCA Trinity has been advised that it would need to make monthly contributions of £5,687 from 1 May 2022. This

amount is based on the current actuarial assumptions (as outlined above) and may vary in the future as a result of

actual performance of the Pension Plan. The latest triennial valuation effective for contributions from 1 May 2021 resulted in showing that the recovery period needed to be extended by two years, therefore the current recovery period is 8 years commencing 1 May 2021. The increase in the discounted future payments at the new rate was shown in the Statement of Comprehensive Income as an actuarial loss amounting to £126,179 in the year ended

As at 31 March 2023
As at 31 March 2022		 One to two
years
Two to five
years
After five
years
TOTAL 2023
TOTAL 2022
£
£
£
£
£
57,796
61,631
209,720
78,825
407,972
462,105
£
Within one
year
54,132
57,796
197,118
153,059

In addition, the group may have over time liabilities in the event of the non-payment by other participating YMCAs of their share of the YMCA Pension Plan’s deficit. It is not possible currently to quantify the potential amount that the group may be called upon to pay in the future.

25. CAPITAL COMMITMENTS

The aggregate amount of capital commitments at 31 March 2023 relating to joint ventures was £nil (2022: £166,500). There are no other capital commitments at the year end.

YMCA Trinity Group 71

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

26. RELATED PARTIES

The Cresset is a wholly owned subsidiary of The YMCA. The cresset limited is a non-regulated company registered under the Companies Act 2006. Details in relation to transactions with and investment in the subsidiary are provided in note 14.

Group transactions with joint ventures

The following transactions took place between the group and its joint venture company during the year:

Capital investment
Loans advanced		 2023
2022
£
£
50
50
473,508
80,000
473,558
80,050

The following receivable balances relating to joint ventures was included in the consolidated balance sheet:

2023 2022
£ £
Loans 236,754 40,000

The YMCA granted Kirkgate Street Limited a secured an initial loan facility of a total principal amount of £390,000 and extended the facility to £450,000 during the year. Of this, £370,000 was advanced during the year interest is charged on the loan at a rate of 8% per annum which has been added to the principal amount.

27. FINANCIAL INSTRUMENTS

The Group's financial instruments may be analysed as follows:

The Group's financial instruments may be analysed as follows:
Financial assets:
Financial assets that are debt instruments measure at amortised cost
Financial liabilities:
Financial liabilities measured at amortised cost		 2023
2022
£
£
1,762,508
753,581
3,053,424
2,245,925

Financial assets measured at amortised cost comprise cash at bank and in hand, investments, trade debtors and other debtors.

Financial liabilities measured at amortised cost comprise trade creditors, taxation and social security, other creditors, housing and bank loans.

72 YMCA Trinity Group

YMCA TRINITY GROUP

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023

28. CASH FLOW FROM OPERATING ACTIVITIES

Interest payable
Interest received
Taxation
Net cash inflow / (outflow) from operating activities
Decrease / (increase) in trade and other debtors
Increase / (decrease) in trade and other creditors
Adjustments for investing or financing activities:
Increase in valuation of investment property
(Profit) / Loss on disposal of tangible fixed assets
Surplus / (Deficit) for the year
Adjustments for non cash items:
Depreciation of housing properties
Depreciation of other fixed assets
Decrease / (increase) in stocks		 2023
2022
2023
2022
£
£
£
£
(744,217)
388,232
(733,558)
381,984
227,201
212,672
227,201
212,672
282,628
320,292
266,418
302,677
1,133
(18,412)
-
-
(202,634)
(421,037)
(181,666)
(429,302)
(409,208)
125,599
(381,289)
78,755
-
-
(133,579)
-
(133,579)
48,014
(33,769)
48,014
(33,769)
-
74,841
-
74,841
-
(1,843)
-
(1,839)
-
-
Group
YMCA
39 056
60 024
(797,083)
512,996
(754,880)
452,440
(513,190)
(555,393)

29. ANALYSIS OF CHANGES IN NET DEBT

Cash
Bank overdraft
Loans due within one year
Loans due after one year		 As at 1 April
2022
Cashflows
Other non-
cash
movements
As at 31
March 2023
£
£
£
£
753,581
(598,475)
155,106
-
(202,852)
(202,852)
(114,194)
4,147
(110,047)
(1,290,088)
(299,973)
(1,590,061)
(516,215)
220,389
63
409
(1,069,699)
(650,701)
(1,097,153)
-
(1,747,854)

YMCA Trinity Group 73

Independent Auditor’s Report to the Members of YMCA Trinity Group

Opinion

We have audited the financial statements of YMCA Trinity Group for the year ended 31 March 2023 which the group and parent (YMCA) statement of comprehensive income, the group and YMCA statement of financial position, the group and YMCA statement of cash flows, the consolidated statements of changes in reserves and the related to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the association in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the board's use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the board with respect to going concern are described in the relevant sections of this report.

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The directors are responsible for the other information contained within the annual report[. ] Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

74 YMCA Trinity Group

Independent Auditor’s Report to the Members of YMCA Trinity Group

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and its environment obtained in the course of the audit, we have not identified material misstatements in the board report (incorporating the strategic report). We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

In addition, we have nothing to report in respect of the following matter where the Housing and Regeneration Act 2008 requires us to report to you if, in our opinion:

Responsibilities of the board

As explained more fully in the board's responsibilities statement, the board (who are also the directors of the association for the purposes of charity law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the board determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the board is responsible for assessing the group’s and the parent’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the board either intends to liquidate the association or to cease operations, or has no realistic alternative but to do so.

Auditor responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

The risks were discussed with the audit team and we remained alert to any indications of non-compliance throughout the audit. We carried out specific procedures to address the risks identified these included the following:

YMCA Trinity Group 75

Independent Auditor’s Report to the Members of YMCA Trinity Group

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.]

Use of our report

This report is made solely to the YMCA Trinity Group’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and section 137 of the Housing and Regeneration Act 2008. Our audit work has been undertaken so that we might state to the association’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the YMCA Trinity Group and YMCA Trinity Group’s Members, as a body, for our audit work, for this report, or for the opinions we have formed.

Helena Wilkinson (Senior Statutory Auditor) For and on behalf of

PRICE BAILEY LLP

Chartered Accountants Statutory Auditors Tennyson House Cambridge Business Park Cambridge CB4 0WZ

Date: 28 December 2023

76 YMCA Trinity Group

TPJ www.ymcatrinitygroup.org.uk

YMCA Trinity Group

Cambridge: Queen Anne House Gonville Place Cambridge CB1 1ND

Ipswich: 2 Wellington St Ipswich IP1 2NU

Peterborough: The Cresset Rightwell East Bretton Peterborough PE3 8DX

Company Registration No: 3561613 (England and Wales) Charity Registration No: 1069810 HCA No: H4179

www.ymcatrinitygroup.org.uk

YMCA enables people to develop their full potential in mind, body and spirit. Inspired by, and faithful to, our Christian values, we create supportive, inclusive and energising communities, where young people can truly belong, contribute and thrive.