114
ANNUAL
REVIEW
2024-25
irate
Yn¢A
Here for young people
Here for communities
Here for you
## Contents
|Contents||
|---|---|
|Report of the Chief Executive .......................................|3|
|Report of the Chair of Trustees ....................................|4|
|Our Values ..........................................................................|5|
|Our Community .................................................................|6|
|Our Impact .........................................................................|8|
|Housing- Jane’s Story ....................................................|10|
|Support & Advice- Alison’s Story ................................|12|
|Support & Advice- Reparations ...................................|13|
|Health & Wellbeing- Mental Health Services ..........|14|
|Health & Wellbeing- Gyms ............................................|16|
|Safeguarding - Eshan’s Story .......................................|18|
|Family & Youth Work- AirPlay ......................................|20|
|Family & Youth Work- Childcare ................................|22|
|Family & Youth Work- Shine .........................................|24|
|Family & Youth Work- Youth Cresset .........................|26|
|The Cresset........................................................................|28|
|HR & Quality - Rhys’ Story ..............................................|30|
|Fundraising ........................................................................|31|
|Organisational Plan .........................................................|32|
|Finances ..............................................................................|34|
|Funders ...............................................................................|35|
Throughout this report, some names have been changed and some photos show models to protect identities.
## **Chief Executive Report**
As we reflect on the past year, I am proud to share the progress and achievements we have made as an organization. This year has been a testament to our resilience, innovation, and unwavering commitment to excellence.
Our financial performance has been robust, despite a challenging funding landscape across our projects and services. Like others, we have faced rising costs but have focused on making decisions to improve our operational efficiency whilst maintaining high quality deliver to our beneficiaries.
The year has been dominated by a huge capital project, funded by a Youth Investment Fund grant, at our Cresset site. As well as a £4.974million project to address the building, mainly the roof, we’ve also received revenue funding to rapidly grow our youth work. It’s now a well-used, thriving project engaging young people locally.
Elsewhere, Youth work has done well this year. Our AirPlay projects, based around RAF bases and supporting service people’s children have grown their numbers and offered new programmes. In Lowestoft, Shine is doing well. Its grown its allotment offer too! The team there have also maintained the hot meal service and the Community Fridge for local people that need it.
Accommodation has worked hard to ensure we continue to serve different clients, whilst making sure they get the right support. We’ve added a great project in Wisbech, a 9-unit house converted into self-contained flats. Childcare continues to make progress. The funding picture is tough, as is recruitment of qualified staff, but all the settings are OFSTED rated as ‘Good’ and Providence setting as ‘Outstanding’. We celebrated the St Margaret’s settings 10 anniversary with a well-attended event.
Our Mental Health team continue to deliver this much needed resource for young people and our partner schools. This is a much needed resource for young people and our partner schools. Demand for Mental Health support shows a growing trend amongst our clients. We know that professional support and working with people to build their coping tools and resilience is crucial. We also go from strength to strength in our Reparations Service and our specialist Family Respect project.
In March we took the difficult decision to close our gyms in Cambridge and Peterborough. This has been part of our offer for 40 years, but massive competition has seen member numbers drop over a few years.
At the Cresset we have undertaken a large strategic review which maps the way forward in the short, medium and long term. At the heart of this is focusing our theatre on music, comedy and events, within a thriving community hub. We have an action plan we are now making a reality.
As always our good work is based on a talented, dedicated and hard-working staff team. My thanks to them. They join a team of volunteers, including our wonderful Trustees, that make such a difference to people across our patch.
I look forward to another year of growth, innovation, and succ **ess.**
**Jonathan Martin CEO**
‘Inspiring communities, transforming young lives’
## **Chair of Trustees Report**
In this, my final year as Chair of Trinity Group, I am delighted to introduce this annual report – a testament to a year marked by both significant successes and formidable challenges, all met with hard work and dedication.
This past year has seen us navigating a complex landscape, not least of which was a monumental project to renovate the Cresset roof. This undertaking, while ultimately successful, presented unforeseen technical hurdles that our dedicated team overcame with remarkable focus and ingenuity. Later in the year, we embarked on an exciting initiative to reimagine the future of the Cresset, a project that has truly broadened our horizons. We are deeply indebted to the Cresset board, ably led by their Chair, Antonia Mclean.
The work on transformation continues this year as the executive team leads a major project encompassing the senior managers and trustees to prepare the charity for the future.
However, not all decisions have been easy. After years of striving to make our gyms sustainable, we made the difficult, but ultimately necessary, decision to close them. This was not a choice taken lightly, and the trustees were acutely aware of the impact such a decision would have on our beneficiaries, staff, and volunteers.
Our board of trustees is the foundation of our governance and oversight, with members typically serving a fixed term of four years, renewable for a further four. As trustees have stepped down, we have been fortunate to welcome new, passionate individuals to the Board. I am profoundly grateful for the discretionary effort of all our trustees, who consistently dedicate their time and energies to provide encouragement, advice and ensure the charity’s legal responsibilities are met. (If you would like to know more about the work of the Board, please check out the Trinity website where we encourage people who have the interest, capacity and skills to consider Board membership.) This dedication extends to the many volunteers and independent oversight committee members who also generously contribute their time and expertise to support the charity and its beneficiaries. As our CEO reminds us, the smooth operation of Trinity Group is a direct result of the talent, dedication, and hard work of our staff and the surrounding team of volunteers. To all of them, I extend my appreciation and thanks. It has been a privilege and an education to serve as the chair of this terrific organisation and I wish it every success for the future.
Steve Mallinson Chair of the Board of Trustees
## **Our Values**
## **YMCA** TRINITY GROUP Our Community
**WITTERING** Airplay Youth Project **Hayward House** 24 Housing Units
**Time Stop** 22 Housing Units
**Kirkgate Street** 9 Housing Units
## **PETERBOROUGH**
## **The Cresset**
90 Housing Units **Toll Gate** 1 Community Gym 6 Housing Units Family Respect Mental Health Service Office Youth Peterborough - Cresset Reparation The Cresset Ltd
## **CAMBRIDGESHIRE**
## **WYTON**
Airplay Youth Project
**CAMBRIDGE**
**Queen Anne House**
63 Housing Units 33 Student Living Units 1 Emergency Beds 11 ‘Step Down’ Flats 5 Looked After Children Flats 1 Community Gym Reparation
We now support communities across ng communities, **7,100 km²** ming young lives. with a population of over **1.6 million** people **LOWESTOFT** Shine Youth Project Childcare Setting - Water Lane Childcare Setting - St Margarets Road **HONINGTON** Airplay Youth Project **SUFFOLK NDS** 1 Staying Close Flat 11 HRS Units 10 WSDC units 4 Move on Flats **Move on Flats IBC** 18 Housing Units 10 Housing Units **IPSWICH HRS** 18 Housing Units **UASC Parent & Child** 67 Housing Units 12 Housing Units Childcare Setting - Providence **Staying Close Gibson Lodge** 6 Housing Units 8 Housing Units 7 TTT |
## OUR IMPACT
**92**
**181** have used the community hub in Shine, Lowestoft
individuals have enjoyed a healthy hot meal through the community meals programme in Lowestoft
**2,554** young people participated in Cresset-run activites, in 12,985 hours of activity ;[m]
99.8% of delegates recommend our Mental Health training courses C
**172,655 Hours** of childcare were delivered to families
> An average of 15.5 clinicial mental health sessions were delivered every day of the year
**13** staff members completed apprenticeships **1488 AQAs** Completed y, ©
Y
**83 children** transitioned from YM Childcare to schoo
**100%** of parents we reported improved behaviour in our Respect project
## **446** bed spaces im
**181** Childcare spaces across 4 settings
OVER 50% reduction in safeguarding concerns logged
**3634** maintenance requests completed
## id
**572 AirPlay sessions delivered** across three sites, totaling 1228 hours
**583 people** attended Mental Health Training
**67%** of families who start yy our Respect programme complete the full intervention 90% O **90%** of residents leaving YMCA housing moved on in a planned / positive way
**134**
new sign ups to Youth Cresset
5 staff benefited from our internal counselling offer
## HOUSING
## JANE’S JOURNEY: A STORY OF RESILIENCE AND
When Jane was referred to YMCA Trinity Group supported housing, her situation was precarious. At just 17 years old, she faced uncertainty about her future, compounded by the lack of a joint assessment between statutory authorities. Despite these challenges, our housing team stepped up as advocates for Jane, ensuring her needs were prioritised and her voice heard.
Their persistence led to a pivotal multi-agency meeting where Jane’s presence was acknowledged, but sadly, her perspective was initially overlooked. It was during this meeting that the Accommodation Manager intervened, reminding everyone of the importance of centring the discussion on Jane’s wishes and feelings. This moment marked a turning point. Jane was offered support under Section 20 of the Children Act 1989, an offer she accepted with courage, leading to her move into regulated accommodation at Queen Anne House.
Since arriving, Jane has flourished. She has built trusting relationships with the dedicated staff and actively engaged in key work sessions designed to support her emotional and educational development. Her determination is evident as she takes confident steps toward her long-term goals, including continuing her education and enhancing her overall wellbeing. Jane’s older sister, also seeking supported accommodation, is planning to join her, providing Jane with a vital informal support network.
One of the most heartening moments in Jane’s journey was her reflection on that pivotal assessment meeting. She shared how the Accommodation Manager’s intervention made her feel “seen” for the first time—a profoundly moving sentiment that highlights the importance of advocacy and empathy in professional practice. Jane’s words resonate deeply: “He spoke up when others didn’t, and it made me trust the support being offered.”
Jane’s progress exemplifies the transformative power of trauma-informed and client-centred care. Her courage, combined with the unwavering dedication of Queen Anne House staff, is a testament to what can be achieved when a young person’s voice is championed and their potential nurtured. Her journey is not just a story of overcoming adversity, but one of hope, resilience, and a bright future ahead.
## SUPPORT & ADVICE
## FAMILY RESPECT ALISON’S STORY
Alison’s journey with the Family Respect Project demonstrates the profound change that care and commitment can bring. She grew up witnessing her father’s verbal and physical abuse towards her mother, learning from him that intimidation was a way to get what one wanted. This led Alison down a troubling path—her behaviour escalated to such a degree that police had to intervene, and she was removed from the home for six months to ensure her mother’s safety.
Through the Family Respect Project, Alison discovered the power of understanding and empathy. She learned to distinguish between normal disagreements and abusive control, a pivotal moment in her growth. Today, Alison is a completely different person. Instead of resorting to intimidation, she now invites her mum to sit down with a cup of tea, fostering open conversations about Z Ba ieee) genes their differences. Their relationship, once marked by fear and conflict, has transformed into one of mutual respect and cooperation. It’s been three months without any > , ag: et ee form of abuse—something her mum once thought was impossible.
The Family Respect Project’s compassionate guidance and unwavering support have turned what seemed like an unreachable dream into a reality. Alison’s story is a testament to the life-changing impact this program can have on families dealing with
‘Those dark days seem very much in the distance and the brighter days we could have only dreamed of are now here’ – family who completed programme
## REPARATIONS
The reparation service continues to work with young offenders across Peterborough and Cambridgeshire providing placement opportunities for young people to complete reparation hours, access work experience, learn new skills and develop positive interests. They also have the opportunity to complete an ASDAN award.
Over the last year we have provided a range of practical and appropriate community projects and placements including
**Woodskills.** Raised beds were built for the residents garden at Time stop , young people from Cambridge and Huntingdon helped build the beds with others from Peterborough helping to put them together and painting them. We also built birdboxes for Hinchingbrook Park.
**Westraven Community Gardens.** We support the growing of fruit and vegetables, weeding and woodwork in which we have built Christmas boxes for the youth offending panel members. We have also built bee hive hotels and plant boxes for the gardens. **Church of Good Shephard** – Maintain the gardens
**Queen Mary Community Centre** – Cleaning the centre and looking after the gardens
I would like to express my gratitude and appreciation for the outstanding work you and your team of youths have contributed to the Queen Mary Centre. Their dedication and hard work on Monday mornings have brought a significant transformation to our gardens.
You showed remarkable leadership and young offenders with excellence. It hold great respect for you, as they with seriousness and diligence. The now looking tidy and clear, creating environment for all. A heartfelt youths for all your efforts, which image of the Queen Mary Centre.
nurturing approach, guiding the is evident that these youths have approached their tasks gardens at our centre are a welcoming and beautiful thank you to you and the have greatly enhanced the
HEALTH & WELLBEING
## MENTAL HEALTH SERVICES
The mental health services team continue to be motivated and passionate about our mission to ‘remove the barriers to mental wellbeing that prevent communities from thriving’.
A highlight of the year has been delivering training to local authorities, schools, supported housing and charities on self-harm. This training was called ‘Ask Me How I Am’ and was co- roduced with oun eo le who have lived ex erience **p y g p p p** - - of using s **elf h** arm **to** re **g** ulate. The workshops featured an award winning film that was cre **ated with** t **he** h young people that takes the delegates t rough an isode o **f** sel **f** -harm **a** n **d** ep helps them to see how best to support the young person. T **his project w** a **s** commissioned by Fullscope, a colaboration o **f me** ntal health charities of **wh** ic **h** YMCA Trinity is a part, using NHS funding.
The Department **of Ed** u **ca** tion (DfE) funded Sen **i** or Menta **l** H **ea** lth Leads t **urses have** b **ee** n raining co a huge success with 40 dele a **te** s **ned g** being trai across 6 **cohorts on t** he **be** ginners and advance levels. Th **is** m **ea** ns there ar **e n** o **w** 40 more **highly t** ra **i** n **e** d **m** ental healt **h** lead sup **p** orting pu **pi** ls **da** ily in s **c** hools, **rem** oving **th** e **ba** r **r** ier o **f knowle** d **ge** and access **to m** ent **a** l a cin **h** ealth for those Le. ek **com** munitie **s.**
The positive impact of our work at YMCA Trinity is evident in the exceptional support we provide to our staff. Our mental health team offers unparalleled assistance to internal staff members, helping them navigate any emotional challenges that arise from their roles. Additionally, our commitment to reflective supervision empowers managers to enhance their self-awareness and effectively address the complexities they encounter in delivering their services. This proactive approach ensures our teams remain resilient and well-supported, highlighting our dedication to their well-being.
## forward, I feel really
– School Client
‘I feel more confident as a senior leader on mental health having completed the course’ - Senior Mental health Lead delegate
‘The support I have received is incredible. I cannot put into words on how much she made me feel at ease’ a J A gary‘ r,/ – YMCA Trinity Staff
## GYMS
It is with a heavy heart that we made the decision to close both our gyms—a decision that was not made lightly. Over the years, these spaces have grown into so much more than fitness facilities; they have become vibrant hubs of connection, friendship, and support, particularly for our older members.
We want to express our deepest gratitude to the Te many faithful members, dedicated staff, and incredible volunteers who have been the lifeblood of our gyms. Your commitment, enthusiasm, and unwavering support have been truly inspiring, and we are profoundly thankful for the positive impact you’ve had on countless lives.
Through regular visits, many of our members formed close-knit friendship groups, fostering not only physical health but also emotional well-being. We remain immensely proud of the community that grew within these walls.
While the decision to close our gyms is undeniably difficult, we J hope to carry forward the lessons learned and the spirit of camaraderie that these spaces embodied. Thank you for being part of this journey, and for making our gyms places of belonging and warmth.
## ESHAN’S JOURNEY: A TRANSFORMATION THROUGH CARE AND DETERMINATION
Eshan joined YMCA Trinity Group’s Unaccompanied Asylum-Seeking Children (UASC) programme as a young individual facing serious challenges like poor mental health, selfharm concerns, and risks of being drawn into harmful activities. Right from the start, the support team worked closely with him, offering personalised care to improve his mental health. They provided emotional guidance and engaging activities to help him stay positive, including completing several AQA achievements.
Over the past year, Eshan has made remarkable progress towards becoming independent. His emotional well-being has greatly improved, thanks to the dedicated support he received and his own determination. Today, Eshan is an active participant in the YMCA Trinity Group community. He recently led the boys’ cricket team to victory against Ipswich High School and proudly represents the organisation through sports.
It’s been almost a year since any major concerns about Eshan’s welfare were reported, marking an incredible by transformation in his journey.
community fridge you also provide is a great big help to me as I struggle with my finances. The cooking lessons are great too because they help me prepare and cook different foods. All the staff who run the community hub have been absolutely wonderful, and I couldn’t ask for
stays open in the near future because they are an asset to the community here in Lowestoft. Once more thank you to
## **RAF Wittering**
Airplay Wittering achieved a remarkable milestone this year, earning not one but two prestigious awards at the Airplay Young People’s Awards. Gabriella McAulay was honoured as the ‘Role Model of the Year’, a testament to her leadership and inspiration. Meanwhile, the Project Tuesday Youth Committee—comprised of Chloe Thompson, Joe Purnell, and Rory WilsonJones—claimed the title of ‘Social Activists of the Year’ for their impactful work. These accolades echo the passion, dedication, and creativity of our young leaders.
In addition, Airplay Wittering proudly won the RAFBF Airplay Project of the Year, with staff attending the awards ceremony in London to celebrate this incredible achievement.
## **A Colourful Fundraising Triumph**
In May, we held a vibrant Colour Run at RAF Wittering as part of the Airplay Relay to raise funds for the Royal Air Force Benevolent Fund. Around 50 participants ran, skipped, and laughed their way through an incredible 1,383 laps—covering over 276 miles combined! It was a joyful event that brought our community together for a great cause.
## **Representing Our Community**
Three members of Project Tuesday embarked on a journey to London to attend the Annual Airplay Youth Forum. Over several days, they engaged in workshops, honed budgeting and catering skills, explored the city, and capped off the experience with a presentation to the Royal Air Force Benevolent Fund. These young representatives showcased the very best of our youth community, ensuring their voices are heard.
We are immensely proud of the resilience, innovation, and determination of everyone involved. This year has been a true celebration of the spirit and achievements of our Airplay programme.
## **RAF Wyton**
This year, the Airplay programme at RAF Wyton has been buzzing with activity, accomplishments, and moments to celebrate. Here’s a look at some of the highlights:
## **A Fence Full of Meaning**
Over the course of three days, fourteen young people came together to craft a stunning remembrance-themed fence. This heartfelt project was a testament to their creativity and dedication, leaving a lasting impression on everyone who saw it.
## **Soldier for a Day: A Taste of Military Life**
Thirteen adventurous young participants got an unforgettable glimpse into military life during the “Soldier for a Day” event. Under the guidance of experienced personnel from the 42 Engineer Regiment, they tackled challenges, learned valuable life lessons, and experienced the thrill of military exercises—all while building resilience and camaraderie.
## **Emily Logue: A Commendation for Excellence**
One of our senior members, Emily Logue, was honoured with a Station Commander’s Commendation at the Honours and Awards Ceremony held on 27 January 2025. Her unwavering dedication to helping at the youth club and Ben Club over the past two years earned her this prestigious recognition. We couldn’t be prouder of her remarkable contributions.
## **RAF Honington**
**RAF Honington’s Airplay programme continues to shine with impactful projects and engaging activities for young people. One standout initiative, the “Christmas Gifts” Social Action Project, brought festive cheer to the young residents of Batt House** , **YMCA Trinity** . **With the support of Costa Drive-Thru** in Stowmarket, six dedicated Airplay members created heartfelt gift cards and carefully wrapped presents, spreading joy during the holiday season.
Another highlight was the “Science & Art Extravaganza,” held during February half-term. This lively session combined creativity and curiosity, where seven enthusiastic participants dived into splatter painting and exciting science experiments, turning an ordinary afternoon into a blend of fun and discovery.
From fostering kindness to sparking imagination, Airplay at RAF Honington remains a beacon of inspiration for the youth community, proving that small actions can lead to meaningful impact.
## FAMILY & YOUTH WORK
## CELEBRATING A DECADE OF OUTSTANDING CHILDCARE SERVICES
## **A Gruffalo Party to Remember**
The year started with a delightful celebration at YMCA Childcare St. Margaret’s Road as we marked 10 years of serving children and families in Lowestoft. Our Gruffalo-themed garden party brought together past and present families for a joyous day of fun and reflection. It was also the perfect opportunity to honour our incredible childcare team, whose dedication has positively impacted so many lives over the past decade.
## **Challenges and Growth**
While 2024 was filled with its share of challenges, including staffing and recruitment hurdles, we worked tirelessly to adapt and thrive. Changes at our Grundisburgh and Ipswich settings led to the closure of YMCA Childcare Grundisburgh in December, but we ensured that staff transitions were handled smoothly, retaining two team members in positions at Ipswich.
In Lowestoft, we expanded childcare spaces for under-2s, adding six new spots at St. Margaret’s Road and creating three at Water Lane. Starting in April 2025, Water Lane will welcome an additional three under-2 spaces, thanks to a £5,411 grant from Suffolk County Council. These expansions align with new working parent funding for babies, helping us meet growing demand—attendance for under-2s has already increased 38% compared to the previous year!
## **Investing in Excellence**
Professional development remains a cornerstone of our commitment to quality childcare. This year, 49 staff members completed internal Safeguarding Training sessions, and bespoke courses were introduced to support curriculum development. We also celebrated the achievements of four childcare apprentices who successfully completed their programmes, while mentoring one practitioner toward their Early Years Initial Teacher Status (EYITT).
## 10 YEAR ANNIVERSARY
To further enhance our standards, we launched a Childcare Quality Action Plan in September 2024, focusing on recruitment, teaching, learning, and team development. Working with the Head of Safeguarding and Quality, we developed an internal childcare inspection framework. By March 2025, the first inspection took place at St. Margaret’s Road, followed by Water Lane and Providence settings that same spring. These inspections have highlighted areas of strength and allowed us to craft targeted action plans for continued improvement.
## **Building a Bright Future**
As we reflect on the past year, we are inspired by the resilience and innovation demonstrated across our childcare settings. From celebrating milestones to introducing new spaces for little learners, every achievement has been fuelled by the passion and hard work of our teams.
With exciting plans ahead, we can’t wait to continue making a difference in the lives of children and families in 2025 and beyond.
## SHINE LOWESTOFT: A YEAR OF IMPACT AND INSPIRATION
Shine has been a beacon of support for young people in Lowestoft, offering vibrant activities like drop-in sessions, cooking classes, and allotment projects. Thanks to funding from Douglas Wood, our allotment sessions now welcome home-educated young people and those needing accessible programming, creating hands-on learning opportunities each week.
Beyond youth programmes, Shine has become a cornerstone for families and the community through its hub and community meal services. Our efforts even earned us a spot as a finalist at the Youth Matters Awards 2024! Through Suffolk’s Household Support Fund, we helped 110 households with essentials like energy bills, council tax, and vouchers for food and clothing. We also distributed slow cookers to help families cut costs and cook with ease.
The festive season brought even more joy. With East Suffolk’s Cost of Living **Community Grant, we served Christmas dinner to 18 individuals and, through Dunelm’s Delivering Joy Campaign, gifted 17 community hub regulars and 32 young people.**
**In March 2025, we wrapped up our three-year Heritage Lottery Programme, which had young people diving into the evolution of British cuisine. They created a cookbook and hosted an exhibition for local leaders, including the town mayor—a highlight of the year.**
Fundraising events were a burst of energy and creativity, featuring movie nights, discos, summer allotment fun, and community teas. One standout moment came in August 2024 when staff and a group of young people embarked on a five-mile sponsored walk from Kessingland to Lowestoft’s Shine centre. That evening, 14 young people joined a fundraising sleepover at Shine, collectively raising an impressive £565.
Shine remains a testament to the power of community, resilience, and the unwavering dedication to making a difference, we are proud to be part of the vibrant and supportive Lowestoft community.
My daughter has been part of the Heritage project for the whole 3 years, she has enjoyed every part of it. She has taken the educational learnings with such enthusiasm, as they make it such fun, there has been the practical activities too from each era. They have made clothing, food and staged all kinds of theatre, all the young people have joined in and given their own thoughts and feelings about each session.
From preparing crops to grow at the allotment, to cooking meals using the crops and eventually making a fantastic cookery book to show their recipes to each era they have presented to the parents and carers to involve everyone. My daughter and I have had some hard things to deal with over the time she has attended but the staff have always been proactive, reactive and extremely helpful in all situations.
They have consistently given her stability and encouragement, which I appreciate greatly. I believe that the whole project and everyone involved, has been a huge success and a fantastic foundation for the young people. It would be great for the next age group to discover the amount of fun, knowledge and support my daughter has had. Thanking all the great staff involved.
- Parent
## YMCA CRESSET: A YEAR OF GROWTH AND COMMUNITY IMPACT
This year has been a remarkable milestone for YMCA Youth Cresset as it completes its first full year of operation. Over the months, we have focused on expanding our reach among young people in the local community, forging valuable partnerships with nearby organisations, and designing activities tailored to the interests and needs of our members.
Our core programme has seen significant growth, shaped by the active contributions of local youth and our members. Today, we offer a variety of monthly sessions including cooking classes, sports activities, youth board meetings, and homework help, along with regular drop-in sessions, creative workshops, and guest speaker events.
From December to March, we placed a special emphasis on amplifying youth voices. This initiative began with a social action project led by our members to create free Christmas Goody Bags for attendees of the Cresset panto. It culminated in a Youth Listening Event, where young people shared their insights to contribute to the development of the new National Youth Strategy.
“We have seen a substantial difference in the attitudes and values of young people in Bretton, especially in their opinion towards the police. As a result of this, there has been a reduction in ASB in and around the Cresset specifically. Kurt and I would like to extend our gratitude to yourself and Nik, and the rest of the staff for promoting positive change. By providing a safe space for these young children, you are giving them respite from what may be a tumultuous home life for them.”
- Local Police
“It was clear that they [YMCA Youth Cresset members] felt comfortable, valued and recognised in the setting, which is no small achievement of Sarah and her colleagues. They were confident talking to me about their ideas and challenges faced, a fact only possible because of the level of trust, care and safety achieved within the group and within a challenging social environment.”
- Open University Lecturer and Youth Voice Guest Speaker
##
## **Driving Positive Change**
Our extensive venue staff are collectively engaged in implementing the Development Plans as outlined in the recent review, which require further fundraising to deliver a staged reconfiguration of our spaces to serve our audiences and partners more effectively to make the Cresset a vibrant community hub which is inclusive, welcoming and makes Bretton proud.
## **Creating Ambitious Teams**
We continue to invest in our teams, and are developing a programme of peer-to-peer training, placing colleagues in other cultural organisations to share best practice and experience other ways of working. This will continue alongside the regular extensive training available on and off-line to all staff covering aspects of professional and personal development, and wellbeing.
## **Preparing For The Future**
We aim to have installed the new environmentally-friendly heating and power system by mid-2026, which will reduce both costs and our carbon
footprint. The savings made will help to fund and underwrite missiondriven engagement and education programmes for young people and local residents.
## **Creating Financially Sustainable Teams**
Our staff – many of whom have worked at the Cresset for decades – are our greatest asset. We will ensure the current investment in our building, staff training and data-analysis will underpin positive change which increases both revenue and our positive impact in Bretton, Peterborough and beyond.
“The much-loved local venue.” - Kev Lawrence, PCR Radio
- Craig Revel-Horwood
## OUR PEOPLE
## RHYS’ STORY
I applied to work for YMCA Trinity Group having been familiar with the people working at Queen Anne House when I was supporting rough sleepers in the city in my previous role. I always had a nice, positive feeling about the people and the place, and I reached out when I saw they had a vacancy. I wanted to work with young people again and try to do what I could to prevent people falling into a pattern of rough sleeping later in life.
The can-do attitude of the people work at YMCA is extraordinary and something I find highly attractive. The energy levels of staff and pace at which things get done is exciting to be around and inspires daily.
I have been very fortunate to have been asked to accompany residents on the recent sailing trip with The Cirdan Trust this year. This has been a particular highlight and something I’ll always remember. The resident’s formed such a tightly knit group and overcame many challenges over the course of our week’s journey together.
I am looking forward to the YMCA movement area and contributing the organisation and the it is headed during I believe in our values, and the young people we am optimistic about the >».
playing my part in within the local as best as I can to direction in which challenging times. our employees, get to support and future.
## FUNDRAISING
## Total £236,000
**----- Start of picture text -----**
0 55,000 110,000 165,000 240,000
Corporate Grants | General Legacy YMCA England & YMCA England
Donations Wales RoomSponsor & Wales Charity
Programme Shops
**----- End of picture text -----**
**We would like to thank everyone who has either donated or funded our projects this year. Without this we would not be able to continue our work and stay committed to our mission.**
YMCA Trinity Group’s Organisational Plan for 2024-2028 outlines our ambitious vision and unwavering commitment to enhancing the lives of young people and our communities. Our strategy is built on the foundation of creating impactful projects with dedicated staff teams, all aimed at delivering our key vision: More work, with more young people, in more places.
This strategy represents an opportunity to expand our much-needed services while maintaining the highest quality standards. We are driven by the responsibility to create work that enlightens, pushes boundaries, and improves lives in significant ways. By embracing inclusion and excellence, we aim to uplift, inspire, and unleash the full potential of young people, thereby elevating our communities through the quality and impact of our work. Each year, we will use an Annual Delivery Plan to set key targets, plan our work, and measure our success against our strategic priorities. Our focus remains on the impact for our clients, whether it’s improving development goals for children and families, helping residents move into independent accommodation, reducing stress and anxiety for young people, or creating a GP Referral pathway.
We balance our aspirations to increase our work with the need to improve the quality of what we do, ensuring financial sustainability and striving for value for money for our clients and stakeholders.
Our values of inspiration, respect, empathy, integrity, and belief in potential guide our mission of Inspiring communities, transforming young lives.
We work across six distinct areas: Family & Youthwork, Health & Wellbeing, Housing, Support & Advice, Training & Education, and The Cresset, a social enterprise and community hub. In response to the changing world post-Covid-19, we recognise the growing need for our services and support. We are committed to transforming communities so that all young people can belong, contribute, and thrive.
Our priorities include:
Ensuring quality work and engaging with our communities to shape and influence our projects.
Expanding our services and reach through a new marketing plan.
Embracing learning and resilience to meet the changing needs of our clients.
Engineering diversity, inclusion, and equity into everything we do.
Ensuring financial viability and strength through robust financial systems and a new fundraising plan.
Creating ambitious teams by equipping our staff with the skills and resources to be the best.
Preparing for the future by identifying community needs, seizing opportunities, and working towards net zero emissions.
We invite you to join us on our journey to transform communities and inspire young lives.
## **Performance and Value for Money**
## **Value For Money Statement 2024/25**
YMCA Trinity Group is committed to achieving Value for Money across all aspects of the business. The Association has implemented a new Value for Money Strategy as part of it’s Business Risk and Control Framework. The strategy was approved by the Board of Trustees and has oversight from the Finance, Risk, Audit and Compliance Committee. The strategy ensures the following;
- Strategic Decision-Making: Embedding VFM into business planning and governance.
- Financial Sustainability: Strengthening forecasting, stress testing, and budget discipline.
- Resource Optimisation: Maximising the impact of our assets and workforce.
- Performance and Cost Management: Ensuring robust oversight and accountability.
As part of this strategy an annual value for money review is carried out and reported to the Finance, Risk, Audit and Compliance Committee. In 24-25 the total Value for Money savings achieved were: £424,699. Examples include:
- Batt House Window Restoration Project – using multiple specialists to achieve best value £25,000
- Challenging historical utilities charges – historical errors identified and challenged saving £49,000
- Improved Fire Detection at The Cresset (Housing) – using a partnership approach to design variations and training internal staff to reduce the need for external contractors saved £18,000
The Association also completed its annual self-assessment against the Regulator of Social Housing Value for Money compliance standard. The Association is committed to providing value for money and maximising resources to fulfil its mission.
**----- Start of picture text -----**
Value For Money Metrics 24/25 23/24
Reinvestment %
Investment in housing properties in the year as a percentage of 1% 0%
the gross book value at the year end
New supply delivered (social housing units)
Total social housing units acquired in the year as a percentage of 0% 0%
total social housing units owned at the year end
Gearing %
Total net debt (loans – cash- short term liquid investments) as a -3.01% 1.83%
percentage of housing properties at cost
Earnings before interest, tax, depreciation, and amortisation
(EBITDA, major repairs included) interest cover %
-523% 495%
Surplus generated compared to interest payable
Headline social housing cost per unit £19,136 £18,918
Operating margin (social housing lettings only) % 8.49% 9.90%
Operating margin (overall) % 3.20% 2.19%
Return on capital employed 1.04% 1.50%
**----- End of picture text -----**
YMCA is committed to using its resources to maximise our positive impact on the community. All our spending is scrutinised by our Trustees at Board level, as well as the Audit & Risk and Resource Committees.
**----- Start of picture text -----**
TURNOVER
£11,041,860
70% Housing
11% Childcare
1% Training & Education
4% Health & Wellbeing
3% Youth
3% The Cresset
8% Other
**----- End of picture text -----**
## **Financial Review 2024/25**
The Group Summary statements reflect that consolidated income decreased by £172,138 (1%). For the charity itself, income decreased by £248,758 (2%).
**----- Start of picture text -----**
Activity 2024/25 2023/24
CHARITABLE: £ £
Accommodation 7,965,927 8,335,829
Health & Wellbeing 556,790 615,702
Support & Advice 364,835 386,593
Training & Education 89,680 122,087
Fundraising & Development 4,048 103,659
Family Work - Children’s Nurseries 1,532,751 1,325,870
Trading: Trading & Investment 2,021,238 1,900,947
TOTAL INCOME 12,535,269 12,790,687
**----- End of picture text -----**
## YMCA Trinity Group Income and Expenditure 2024/25 by Activity
**----- Start of picture text -----**
16.1%
12.2% Income
0.0%
2.9%
0.7% 63.5%
4.4%
**----- End of picture text -----**
**----- Start of picture text -----**
17.1%
13.2% Expenditure
58.8%
0.8%
3.8%
1.0%
5.5%
**----- End of picture text -----**
Housing - 63.5% Health & Wellbeing - 4.4% Support & Advice - 2.9% Training & Education - 0.7% Fundraising & Development - 0.00% Family Work - Children’s Nurseries - 12.2 % Trading & Investment - 16.1%
Housing - 58.8% Health & Wellbeing - 5.5% Support & Advice - 3.8% Training & Education - 1.00% Fundraising & Development - 0.8% Family Work - Children’s Nurseries - 13.2 % Trading & Investment - 17.1%
Total operating costs for the year equated to £12,177,241 (2024: £12,539,980). This demonstrates that the charity’s investment in support and 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 2024/25 2023/24
£ £
Charitable 9,844,126 10,401,679
Trading 2,333,980 2,035,511
Fundraising -865 102,790
TOTAL COSTS 12,177,241 12,539,980
**----- End of picture text -----**
## This resulted in a net contribution as follows:
## YMCA Net Contribution/Loss by Activity
**----- Start of picture text -----**
250%
200%
150%
100%
50%
0%
Charitable Trading & Investment Fundraising
-50%
-100%
-150%
**----- End of picture text -----**
The return from investment and trading, which predominantly 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.
**----- Start of picture text -----**
YMCA Net Contribution/(loss) 2024/25 2023/24
£ £
Charitable 665,857 384,402
Trading & Investment (312,742) (134,564)
Fundraising 4,913 869
YMCA Net contribution/(loss) 358,028 250,707
**----- End of picture text -----**
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 financial statements have been prepared on a going concern basis which assumes that the group will continue in operational existence for the foreseeable future. The board has considered a period of 12 months from the date of approval of these financial statements and has determined that the group can continue to operate as a going concern.
The board has agreed to support its trading company, The Cresset Limited (TCL), for a further period of 12 months from the date of approval of these financial statements while the outcomes of an external business review are implemented to guide future governance and staffing structures and implement a profitable turnaround plan. During this period the board will closely monitor TCL’s ongoing financial performance to ensure there is a sustainable business model. The Trustees have considered the level of support provided to TCL and determined that this does not affect the going concern assessment of the charity noted above.
## **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 note 24 to the financial statements.
## **Reserves**
The total consolidated reserves of the group are £11,730,425 (2024: £11,559,245). The charity has restricted funds of £0 (2024: £321,403).
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 £16,456,748 (2024: £12,553,422) 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 increase in the year is mainly due to investment in the Cresset building including the roof which was funded by the Youth Investment Fund.
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 belong, contribute and thrive.
## **Legal and Administrative Information**
Officers, Professional advisers and association information for the year ended 31 March 2025
## **President**
Vacancy
## **Company Secretary**
Miss Helen Williamson (Resigned 17/4/25)
## **Vice Presidents**
D Jones, O.B.E. R Mills, J.P., M.B.E.
## **The Board of Directors**
Mr Steve Mallinson (Chair)
Mr Jonathan Martin (Appointed 7/4/2025)
## **Registered Office**
Queen Anne House Gonville Place Cambridge CB1 1ND
Ms Martha Felton (Resigned 16/5/2024)
Mrs Marlini Finney (Resigned 28/6/2024)
Mrs Samantha Loveday (Resigned 22/9/2024) Mr Andrew Lucas
## **Bankers**
Lloyds TSB plc Gonville Place Branch 95 Regent Street Cambridge CB2 1BQ
## **Solicitors**
Maria MacKay (Appointed 23/11/2024)
Mrs Antonia MacLean
VWV 45 Clarendon Road Watford WD17 1SZ
Mrs Barbara Mills
## **Auditors**
Mr Philip Oakes (Appointed 10/6/25)
Miss Lianne Pemberton (Resigned 28/1/2025)
Price Bailey Tennyson House, Cambridge Business Park Cowley Road, Cambridge CB4 0WZ
Mr Simon Pickering (Appointed 30/10/24)
Mrs Ann Radmore (Vice Chair)
## **Registered Social Housing Provider Number**
H4179
Mrs Sini Rinne-Kerridge (Appointed 30/10/24)
Mrs Tracy Simpson (Resigned 10/5/25)
## **Registered Charity Number**
1069810
Mr Revantha Sinnetamby (Appointed 15/11/2024)
Mr Chen Sun (Appointed 30/10/24)
## **Company Registration Number**
3561613
Mrs Chris Wilkinson (Vice Chair)
## **Chief Executive**
Mr Jonathan Martin
## **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:
**----- Start of picture text -----**
Finance, Risk & Quality & Client Remuneration The Cresset Limited
Compliance Services Committee Committee
Committee (FRAC) (QACS)
Meets four times a year Meets quarterly to ensure Oversees the staff ben- The Board oversees the
to review compliance and compliance with regu- efits package, including financial and outcome
financial performance lators and ensure the recommendation to the performance of the
(including the Audited association maintains the Board of any annual Cresset subsidiary. It
Accounts feedback), highest quality in terms of salary increase, and it meets quarterly and
Risk, Health & Safety, IT, HR and the overall quality, monitors the performance includes direct
Cyber Security, GDPR, and impact and effectiveness of the Chief Executive. representation from the
Safeguarding issues. of its client- facing pro- Board by a Trustee.
grammes.
**----- End of picture text -----**
The Trustees are always looking at ways to increase our Mission impact and provide long-term sustainability.
## **Retired Trustees**
During the year, Martha Felton, Marlini Finney, Samantha Loveday, Lianne Pemberton and Tracy Simpson stepped down from the Board.
## **New Trustees**
Five new trustees were appointed during the year - Maria MacKay, Simon Pickering, Sini Rinne-Kerridge, Revantha Sinnetamby and Chen Sun. An induction is given to all new Trustees.
## **Charitable Objects**
- The Association is a federated member of the Young � To provide or assist in the provision in the interests Men’s Christian Association movement in England of social welfare of facilities for recreation and other and Wales, in accordance with its Christian values and leisure time occupation for men and women with its Corporate Values of Belief in Potential, Integrity, a the object of improving their conditions of life. Holistic Approach and Respect, the Association exists to � To provide or assist in the provision of education for provide support to persons of all religions and of none, persons of all ages with the object of developing and accordingly the Objects of the Association are: their physical, mental or spiritual capacities.
- To advance the Christian faith for the benefit of the public
- To promote social inclusion for the benefit of the public by preventing people from becoming socially excluded, and assisting those who have been socially excluded to integrate into society. (For the purpose of this clause ‘socially excluded’ means persons being excluded from society or parts of society by reason of their social, physical or economic circumstances).
- To relieve or assist in the relief of persons of all ages who are in conditions of need, hardship or distress by reason of their social, physical or economic circumstances.
- � And to provide, improve and manage houses and hostels, flats and residential accommodation for young people, men and women, who are in conditions of need, hardship or distress by reason of their social, physical or economic circumstances.
## **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:**
**----- Start of picture text -----**
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 im- � Engagement with the Pension Scheme on issues and actions to maintain or reduce the
pacts 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 � Regular 1-2-1s and support meetings.
recruit 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 -----**
## **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:
select suitable accounting policies, apply them consistently and state them in the financial statements;
make judgements and estimates that are reasonable and prudent;
state whether applicable accounting standards and statements of recommended practice have been followed; prepare the financial statements on the going concern basis, unless it is inappropriate to presume that YMCA will continue in business.
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 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:
there is no relevant audit information of which the Group’s auditors are unaware; and
we have taken all the steps we ought to have taken as Directors in order to make ourselves aware of any relevant audit information and to establish that the Group’s auditors are aware of that information.
By **Steve Mallinson** Chair of the Board Approved by the Board on 22 September 2025
## FUNDERS
With thanks to our funders, commissioners, partners and volunteers:
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YMCA England & Wales
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**----- Start of picture text -----**
Wittering Parish
Council
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## **YMCA TRINITY GROUP**
## **STATEMENT OF FINANCIAL POSITION AS AT 31 MARCH 2025**
|||**Group**|**Group**|**YMCA**|**YMCA**|
|---|---|---|---|---|---|
||**Note**|**2025**|**2024**|**2025**|**2024**|
|||**£**|**£**|**£**|**£**|
|**Fixed assets**||||||
|Tangible fixed assets|**8 & 12**|17,350,555|13,590,903|17,294,782|13,545,112|
|Investment property|**13**|2,700,000|2,700,000|2,700,000|2,700,000|
|Investment in subsidiaries|**14**|-|-|19,874|19,874|
|Investment in joint venture|**14**|240,054|240,054|50|50|
|||20,290,609|16,530,957|20,014,706|16,265,036|
|Stock on hand||30,838|31,462|-|-|
|Trade and other debtors|**16**|969,087|685,985|1,279,848|628,415|
|Investments|**17**|320,110|315,163|320,110|315,163|
|Cash and cash equivalents||2,020,790|1,055,104|1,627,756|833,269|
|||3,340,825|2,087,714|3,227,714|1,776,847|
|**Less creditors: Amounts falling due**
**within one year**|**18**|(1,986,348)|(2,126,658)|(1,380,075)|(1,638,020)|
|**Net current assets**||1,354,477|(38,944)|1,847,639|138,827|
|**Total assets less current liabilities**||21,645,086|16,492,013|21,862,345|16,403,863|
|Add: long term debtors|**16**|240,004|240,004|480,008|480,008|
|**Less creditors: Amounts falling due**
**after more than one year**|**19**|(10,154,665)|(5,172,772)|(10,154,665)|(5,172,772)|
|**Total net assets**||11,730,425|11,559,245|12,187,688|11,711,099|
|**Capital and reserves**||||||
|Income & expenditure reserve|**20**|11,730,424|11,237,842|12,187,688|11,389,696|
|Restricted reserves|**20**|-|321,403|-|321,403|
|||11,730,424|11,559,245|12,187,688|11,711,099|
The accompanying notes form an integral part of these financial statements.
## **S Mallinson**
Chair
Director
Company Registration No. 03561613 (England and Wales) Charity Registration No. 1069810 HCA No. H4179
**YMCA** Trinity Group 1
## **YMCA TRINITY GROUP**
## **STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED 31 MARCH 2025**
|||**Group**|**Group**|**YMCA**|**YMCA**|
|---|---|---|---|---|---|
||**Note**|**2025**|**2024**|**2025**|**2024**|
|||**£**|**£**|**£**|**£**|
|Turnover|**2**|12,460,182|12,632,320|11,041,860|11,290,618|
|Cost of sales|**2**|(1,286,595)|(1,202,212)|-|-|
|Gross surplus||11,173,587|11,430,108|11,041,860|11,290,618|
|Other operating income|**2**|74,409|-|74,409|(74,409)|
|Operating costs|**2**|(10,772,262)|(11,317,933)|(10,412,666)|(11,027,731)|
|(Loss)/gain on disposal of fixed assets|**2**|(117,706)|138,532|(118,384)|138,532|
|**Operating (deficit) / surplus**||358,028|250,707|585,219|327,010|
|Interest receivable|**3**|37,160|26,289|37,160|26,289|
|Interest and financing costs|**4**|(149,602)|7,435|(145,790)|36,236|
|**(Deficit) / surplus before taxation**||245,586|284,431|476,589|389,535|
|Taxation|**15**|-|-|-|-|
|**(Deficit) / surplus for the year**||245,586|284,431|476,589|389,535|
|**Other recognised gains/(losses):**||||||
|Increase in valuation of investment property|**13**|-|-|||
|Actuarial loss in respect of pension scheme|**24**|-|-||-|
|||245,586|284,431|476,589|389,535|
All of the above amounts relate wholly to continuing operations. The accompanying notes form part of these financial statements.
**S Mallinson** Chair
Director
Company Registration No. 03561613 (England and Wales) Charity Registration No. 1069810 HCA No. H4179
**YMCA** Trinity Group 2
## **YMCA TRINITY GROUP**
## **STATEMENT OF CHANGES IN RESERVES FOR THE YEAR ENDED 31 MARCH 2025**
|**Group**
**Balance at 1 April 2023**
Total comprehensive income for the year
**Balance at 31 March 2024**
Total comprehensive income for the year
**Balance at 31 March 2025**
**YMCA**
**Balance at 1 April 2023**
Total comprehensive income for the year
**Balance at 31 March 2024**
Total comprehensive income for the year
**Balance at 31 March 2025**
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
reserve
Transfers of restricted income and expenditure to/from general
reserve|**General**
**Reserve**
**Restricted**
**Reserve**
**Total**
**£**
**£**
**£**
10,953,411
10,094
10,963,505
284,431
-
284,431
-
311,309
311,309|
|---|---|
||11,237,842
321,403
11,559,245
245,586
-
245,586
246,996
(321,403)
(74,407)|
||11,730,424
-
11,730,424|
||**General**
**Reserve**
**Restricted**
**Reserve**
**Total**
**£**
**£**
**£**
11,000,161
10,094
11,010,255
389,535
-
389,535
-
311,309
311,309|
||11,389,696
321,403
11,711,099
476,589
-
476,589
-
-
-|
||11,866,285
321,403
12,187,688|
## **YMCA TRINITY GROUP**
## **STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025**
|**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
YIF Capital Grant
**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**|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
674,833
783,572
478,254
581,297
(4,368,654)
(518,615)
(4,345,729)
(498,532)
1,357
407,653
(0)
410,269
37,160
26,289
37,160
26,289
-
(6,500)
-
(6,500)
-
-
-
-
4,502,284
313,925
4,502,284
313,925
(149,602)
7,435
(145,790)
36,236
-
-
-
-
273,255
(154,292)
273,255
(147,846)
**YMCA**
**Group**|
|---|---|
||970,633
859,467
799,434
715,138
1,370,267
510,800
1,148,432
433,294|
||2,340,900
1,370,267
1,947,866
1,148,432|
||320,110
315,163
320,110
315,163
2,020,790
1,055,104
1,627,756
833,269
-
-
-
-|
||2,340,900
1,370,267
1,947,866
1,148,432|
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **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 2025 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 2022. 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:
- Disclosures in respect of the parent company's financial instruments have not been presented as equivalent disclosures have been provided in respect of the group as a whole; and
- No disclosure has been given for the aggregate remuneration of the key management personnel of the parent company as their remuneration is included in the totals for the group as a whole.
## **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 2025 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 financial statements have been prepared on a going concern basis which assumes that the group will continue in operational existence for the foreseeable future. The board has considered a period of 12 months from the date of approval of these financial statements and has determined that the group can continue to operate as a going concern.
The board has agreed to support its trading comapny, The Cresset Limited (TCL), for a further period of 12 months from the date of approval of these financial statements while the outcome of an external business review are implemented to guide future governance and staffing structures. During this period the board will focus on TCL's ongoing financial performance and ensure that measures currently in place continue to transform the organisation into a financially sustainable position over the next five years.
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **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 principal 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**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **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% per annum on cost|
|Furniture, fixtures and fittings|5-33% per annum on cost|
|Computer equipment|20-33% per annum on cost|
|Motor vehicles|33% per annum 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.
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **1. ACCOUNTING POLICIES (continued)**
## **1.12 Social Housing and other government grants**
Where developments have been financed wholly or partly by Social Housing Grants (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 over a period to April 2027, accordingly this is shown as a liability in these accounts. In addition, YMCA Trinity Group is required to contribute 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**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **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.
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **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 2025**
|**Year ended 31 March 2025**
**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 community activities (note 2c)
Haywood House
**Total for YMCA**
The Cresset Ltd trading activities
**Total for YMCA Trinity Group**|**Turnover Operating costs**
**Other**
**operating**
**income/**
**(expense)**
**(Loss)/gain**
**on disposal**
**of assets**
**Operating**
**surplus /**
**(deficit)**
**£**
**£**
**£**
**£**
**£**
7,765,917
7,083,911
-
(22,815)
659,191|
|---|---|
||7,765,917
7,083,911
-
(22,815)
659,191|
||200,010
157,693
-
-
42,317
556,790
648,157
-
-
(91,367)
364,835
333,905
-
-
30,930
4,048
(865)
-
-
4,913
89,680
101,041
-
-
(11,362)
1,242,741
1,260,064
-
-
(17,323)
290,010
236,541
-
-
53,469
359,544
424,103
74,409
(95,569)
(85,719)
168,285
168,117
-
-
168|
||3,275,943
3,328,756
74,409
(95,569)
(73,973)|
||11,041,860
10,412,666
74,409
(118,384)
585,219|
||1,418,322
1,646,191
-
678
(227,191)|
||12,460,182
12,058,857
74,409
(117,706)
358,028|
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
|**Year ended 31 March 2024**
**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 community activities (note 2c)
Haywood House
**Total for YMCA**
The Cresset Ltd trading activities
**Total for YMCA Trinity Group**|**Turnover Operating costs**
**Other**
**operating**
**income/**
**(expense)**
**(Loss)/gain**
**on disposal**
**of assets**
**Operating**
**surplus /**
**(deficit)**
**£**
**£**
**£**
**£**
**£**
7,989,441
7,321,203
-
126,532
794,770|
|---|---|
||7,989,441
7,321,203
-
126,532
794,770|
||219,856
144,808
-
-
75,048
615,702
700,156
-
-
(84,454)
386,593
404,445
-
-
(17,852)
103,659
102,790
-
-
869
122,087
104,805
-
-
17,282
1,088,320
1,430,122
-
-
(341,802)
225,550
296,140
-
12,000
(58,590)
376,037
386,272
(74,409)
-
(84,644)
163,373
136,990
-
-
26,383|
||3,301,177
3,706,528
(74,409)
12,000
(467,760)|
||11,290,618
11,027,731
(74,409)
138,532
327,010|
||1,435,946
1,512,249
-
-
(76,303)|
||12,726,564
12,539,980
(74,409)
138,532
250,707|
## **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**
**Operating expenditure on social housing lettings**
**Operating surplus on social housing lettings**
**Rent losses from voids**|**2025**
**£**
997,069
5,673,935
6,671,004
898,620
61,533
-
134,761
(22,815)
7,743,102
(7,083,911)
659,191
1,396,332|**2024**
**£**
1,754,586
5,155,724|
|---|---|---|
|||6,910,310
961,536
61,533
-
56,062
126,532|
|||8,115,973
(7,321,203)|
|||794,770|
|||935,301|
The number of units of hostel accommodation managed was 387 at the beginning of the year and 382 at the end of the year.
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **2c. PARTICULARS OF INCOME AND EXPENDITURE FROM CRESSET COMMUNITY ACTIVITIES**
||**Group**||**YMCA**||
|---|---|---|---|---|
||**2025**|**2024**|**2025**|**2024**|
||**£**|**£**|**£**|**£**|
|**Income from charitable activities**|||||
|Rents receivable|64,112|76,287|64,112|70,334|
|Service charges|270,845|298,031|270,845|296,364|
|Recharged expenditure|24,587|8,046|24,587|9,339|
||359,544|382,364|359,544|376,037|
|**Expenditure on charitable activities**|||||
|Provision of premises - staff costs and other|(358,593)|(392,349)|(358,593)|(386,350)|
|Bad debt expense|74,409|(74,409)|74,409|(74,409)|
||(284,184)|(466,758)|(284,184)|(460,759)|
|**Operating surplus / (deficit) on charitable activities**|75,360|(84,394)|75,360|(84,722)|
||**Group**||**YMCA**||
|**3. INTEREST RECEIVABLE**|**2025**|**2024**|**2025**|**2024**|
||**£**|**£**|**£**|**£**|
|Interest receivable|37,160|26,289|37,160|26,289|
||37,160|26,289|37,160|26,289|
|**4. INTEREST PAYABLE AND FINANCING COSTS**|||||
||**Group**||**YMCA**||
||**2025**|**2024**|**2025**|**2024**|
||**£**|**£**|**£**|**£**|
|Bank loans and overdraft|-|33,398|-|4,597|
|Other loans|131,471|112,740|127,660|112,740|
|Deferred benefit pension charge|18,130|(153,573)|18,130|(153,573)|
||149,602|(7,435)|145,790|(36,236)|
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **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|**2025**
**£**
108,151
6,489
222,070
14,613|**2024**
**£**
106,031
6,362|
|---|---|---|
|||235,468
14,613|
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:
|£60,001 - £70,000
£70,001 - £80,000
£80,001 - £90,000
£90,000 - £100,000
£100,000 - £110,000|**2025**
1
2
-
1|**2024**
2
-
-
1
1|
|---|---|---|
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 £5,875 (2024: £7,304).
## **6. EMPLOYEE COSTS**
|Wages and salaries
Social security costs
Pension costs|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
6,260,666
6,232,934
5,651,541
5,657,323
491,423
471,482
452,146
436,107
145,853
142,572
135,364
133,552
**Group**
**YMCA**|
|---|---|
||6,897,942
6,846,988
6,239,051
6,226,982|
The average number of employees expressed as a full time equivalent (based on 40 hours per week) was:
|Average number of employees|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
205
253
196
243
**Group**
**YMCA**|
|---|---|
The group employed 117 seasonal workers during the year who are not accounted for in the above staff numbers (2024: 140).
The group also benefits from the work of 22 (2024: 18) volunteers, whose contribution it acknowledges to be a major asset.
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **7. OPERATING RESULTS**
|**7. OPERATING RESULTS**|||||
|---|---|---|---|---|
||**Group**||**YMCA**||
||**2025**|**2024**|**2025**|**2024**|
||**£**|**£**|**£**|**£**|
|Depreciation on housing properties|226,500|226,755|226,500|226,755|
|Depreciation on other assets|263,440|287,394|251,175|271,596|
|Loss / (profit) on disposal of fixed assets|117,706|(138,532)|118,384|(138,532)|
|Operating lease arrangements|33,346|41,118|33,346|41,118|
|_Auditors remuneration (including under provision):_|||||
|Audit of parent and group financial statements|27,500|46,730|27,500|46,730|
|Audit of the accounts of subsidiaries|14,500|8,428|-|-|
## **8. TANGIBLE FIXED ASSETS - HOUSING PROPERTIES - Group and YMCA**
|**Cost**
At 1 April 2024
Additions
Transfers
Disposals
At 31 March 2025
**Depreciation and impairment**
At 1 April 2024
Depreciation charged in the year
Eliminated on disposals
Transfers
At 31 March 2025
**Carrying amount**
At 31 March 2025
At 31 March 2024|**Freehold**
**housing**
**properties**
**Long leasehold**
**housing**
**properties**
**Property**
**development**
**Total**
**£**
**£**
**£**
**£**
10,899,178
1,025,000
-
11,924,178
66,432
-
-
66,432
-
-
-
-
(62,321)
-
-
(62,321)|
|---|---|
||10,903,289
1,025,000
-
11,928,289|
||2,737,968
142,277
-
2,880,245
211,818
14,682
-
226,500
(39,506)
-
-
(39,506)
-
-
-
-|
||2,910,280
156,959
-
3,067,239|
||7,993,009
868,041
-
8,861,050|
||8,161,210
882,723
-
9,043,933|
Housing Property asset held with a carrying value of £3,122,883 (2024: £3,122,883) have been pledged as security for housing loans.
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **9. SOCIAL HOUSING ASSISTANCE**
|**9. SOCIAL HOUSING ASSISTANCE**||
|---|---|
|Total accumulated housing grant
Recognised in statement of
comprehensive income
Held as deferred income|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
9,572,770
5,132,019
9,572,770
5,132,019
1,275,003
1,444,940
1,275,003
1,444,940
8,297,767
3,687,079
8,297,767
3,687,079
**Group**
**YMCA**|
||9,572,770
5,132,019
9,572,770
5,132,019|
## **10. DEFERRED CAPITAL GRANT**
|Opening balance
Additions
Released to income in the year
Closing balance
Amounts to be released within 1 year
Amounts to be released in more than 1 year|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
3,857,016
3,921,713
3,857,016
3,921,713
4,502,284
-
4,502,284
-
(61,533)
(64,697)
(61,533)
(64,697)
**Group**
**YMCA**|
|---|---|
||8,297,767
3,857,016
8,297,767
3,857,016|
||64,961
61,533
64,961
61,533
8,232,806
3,795,483
8,232,806
3,795,483|
||8,297,767
3,857,016
8,297,767
3,857,016|
## **11. EXPENDITURE ON WORKS TO EXISTING PROPERTIES**
|Refurbishment costs in year -
Amounts capitalised|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
66,432
146,574
66,432
146,574
**Group**
**YMCA**|
|---|---|
||66,432
146,574
66,432
146,574|
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **12. OTHER FIXED ASSETS - Group**
|**Cost**
At 1 April 2024
Additions
Transfers
Disposals
At 31 March 2025
**Depreciation and impairment**
At 1 April 2024
Depreciation charged in the year
Eliminated on disposals
Transfers
At 31 March 2025
**Carrying amount**
At 31 March 2025
At 31 March 2024
**OTHER FIXED ASSETS - YMCA**
**Cost**
At 1 April 2024
Additions
Transfers
Disposals
At 31 March 2025
**Depreciation and impairment**
At 1 April 2024
Depreciation charged in the year
Eliminated on disposals
Transfers
At 31 March 2025
**Carrying amount**
At 31 March 2025
At 31 March 2024|**Furniture,**
**fittings and**
**equipment**
**Long**
**Leasehold**
**property**
**Freehold land**
**and buildings**
**Motor**
**vehicles**
**Total**
**£**
**£**
**£**
**£**
**£**
2,565,593
3,684,024
394,352
77,032
6,721,001
58,222
4,244,000
-
-
4,302,222
-
-
-
-
-
(127,626)
(111,497)
-
-
(239,123)|
|---|---|
||2,496,189
7,816,527
394,352
77,032
10,784,100|
||1,545,283
496,415
72,472
59,861
2,174,031
190,880
56,976
5,246
10,338
263,440
(126,948)
(15,928)
-
-
(142,876)
-
-
-
-
-|
||1,609,215
537,463
77,718
70,199
2,294,595|
||886,974
7,279,064
316,634
6,833
8,489,505|
||1,020,310
3,187,609
321,880
17,171
4,546,970|
||**Furniture,**
**fittings and**
**equipment**
**Long**
**Leasehold**
**property**
**Freehold land**
**and buildings**
**Motor**
**vehicles**
**Total**
**£**
**£**
**£**
**£**
**£**
2,429,552
3,684,024
394,353
77,031
6,584,960
35,297
4,244,000
-
-
4,279,297
-
-
-
-
-
(125,407)
(111,497)
-
-
(236,904)|
||2,339,442
7,816,527
394,353
77,031
10,627,353|
||1,455,033
496,415
72,472
59,861
2,083,780
178,615
56,976
5,246
10,338
251,175
(125,407)
(15,928)
-
-
(141,335)
-
-
-
-
-|
||1,508,241
537,463
77,718
70,199
2,193,620|
||831,201
7,279,064
316,635
6,832
8,433,733|
||974,519
3,187,609
321,881
17,170
4,501,180|
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **13. INVESTMENT PROPERTIES - Group and YMCA**
|**13. INVESTMENT PROPERTIES - Group and YMCA**|||
|---|---|---|
|As at 1 April 2024
Increase / (decrease) in value
As at 31 March 2025|**2025**
**£**
2,700,000
-
2,700,000|**2024**
**£**
2,700,000
-|
|||2,700,000|
Investment properties were valued by professionally qualified external valuers, Dohen Land in accordance with the Royal Institute of Chartered Surveyors valuation standards. The valuation was undertaken as at 31 March 2025 and is considered by the directors to continue to reflect the fair value of the investment properties at this date.
Investment Property assets held with a carrying value of £2,700,000 (2024: £2,700,000) have been pledged as security for bank loans.
## **14. FIXED ASSET INVESTMENTS**
|**Group**
**Cost or valuation**
At 1 April 2024
Additions
At 31 March 2025
**Share of retained profits**
At 1 April 2024
Profit for the year
At 31 March 2025
**Net Book Value**
At 31 March 2025
At 31 March 2024|**Joint**
**ventures**
**£**
240,054
-|
|---|---|
||240,054|
||-
-|
||-|
||240,054|
||240,054|
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
**14. FIXED ASSET INVESTMENTS (continued)**
|**14. FIXED ASSET INVESTMENTS (continued)**||
|---|---|
|**Cost or valuation**
At 1 April 2024
Additions
Disposals
Movement in fair value
At 31 March 2025|**Subsidiary**
**undertakings**
**Joint**
**ventures**
**Total**
**£**
**£**
**£**
19,874
50
19,924
-
-
-
-
-
-
-
-
-|
||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 £229,680 (2024: £235,883) to its subsidiary, The Cresset Limited. A gift aid donation of £nil (2024: £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 £383,762 (2024: £74,409).
## **15. TAXATION**
|Deferred tax:
Origination and reversal of timing differences|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
-
-
-
-
**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**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **16. DEBTORS**
||**Group**||**YMCA**||
|---|---|---|---|---|
||**2025**|**2024**|**2025**|**2024**|
||**£**|**£**|**£**|**£**|
|**Trade and other debtors**|||||
|Rent and service charges receivable|203,282|570,512|203,282|570,512|
|Less: Bad debt provision|(36,552)|(251,178)|(36,552)|(251,178)|
|Trade debtors|141,450|152,782|72,968|100,661|
|Other debtors|494,067|42,723|494,067|42,723|
|Amounts owed by joint ventures|||||
|Amounts due from group undertakings|-|-|383,762|74,409|
|Less: provision for amount due from group undertakin|-|-|-|(74,409)|
|Prepayments and accrued income|166,841|171,146|162,322|165,697|
||969,087|685,985|1,279,848|628,415|
|**Long term debtors**|||||
|Amounts owed by joint ventures|240,004|240,004|480,008|480,008|
The amount due from group undertakings is due from The Cresset Limited. Following an external review that included an analysis of all TCL's trading areas and produced a business plan which demonstrated that the organisation can be financially sustainable in the medium term with the appropriate actions. This plan is in the process of being implemented and should ensure that the amount due is repaid over a period of time.
## **17. INVESTMENTS HELD AS CURRENT ASSETS**
|Bank deposit accounts
Shares in Santander|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
319,980
315,033
319,980
315,033
130
130
130
130
**Group**
**YMCA**|
|---|---|
||320,110
315,163
320,110
315,163|
## **18. CREDITORS FALLING DUE WITHIN ONE YEAR**
|Bank overdraft
Trade creditors
Rents and service charges in advance
Housing loans
Business loans
YMCA pension agreement plan
Deferred capital grant
Other taxation and social security
Other creditors
Amounts due to group undertakings
Accruals and deferred income
Payments received on account|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
-
-
-
-
596,611
717,394
519,930
654,629
-
-
-
-
40,142
19,758
40,142
19,758
71,698
67,717
71,698
67,717
57,305
57,305
57,305
57,305
64,961
295,680
64,961
295,680
137,822
113,980
108,812
102,341
428,801
341,238
145,243
63,112
-
-
-
-
588,708
502,981
371,684
366,873
300
10,605
300
10,605
**Group**
**YMCA**|
|---|---|
||1,986,348
2,126,658
1,380,075
1,638,020|
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **19. CREDITORS FALLING DUE AFTER ONE YEAR**
|Long term housing loans
Long term business loans
Long term YMCA pension agreement plan
Long term deferred capital grant
**Amounts included above which fall due after five**
After five years by instalments|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
1,315,042
865,083
1,315,042
865,083
554,773
635,921
554,773
635,921
52,044
110,432
52,044
110,432
8,232,806
3,561,336
8,232,806
3,561,336
**Group**
**YMCA**|
|---|---|
||10,154,665
5,172,772
10,154,665
5,172,772|
||**years are as follows:**
1,500,446
1,500,446|
The five (2024: five) housing loans are repayable by instalments, the last instalments falling due in 2053, 2054, 2036, 2047, 2027 and 2039 respectively. The interest rates in force for the year ended 31 March 2025 were 9.5%, 6.635%, 7.43%, 6.2%, 6.43% and 8.32% 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
Youth Investment Fund
**Total restricted reserves**
**Total reserves**|**As at 1 April**
**2024**
**(Deficit) /**
**Surplus for the**
**year**
**Transfers**
**As at 31**
**March 2025**
**£**
**£**
**£**
**£**
11,237,842
245,586
246,996
11,730,424
10,094
-
(10,094)
-
311,309
-
(311,309)
-|
|---|---|
||321,403
-
(321,403)
-|
||11,559,245
245,586
(74,407)
11,730,424|
## **RESERVES - YMCA**
|**RESERVES - YMCA**||
|---|---|
|**Income & expenditure reserves**
**Restricted reserves**
Respect
Youth Investment Fund
**Total restricted reserves**
**Total reserves**|**As at 1 April**
**2024**
**(Deficit) /**
**Surplus for the**
**year**
**Transfers**
**As at 31**
**March 2025**
**£**
**£**
**£**
**£**
11,389,696
476,589
321,403
12,187,688
10,094
-
(10,094)
-
311,309
-
(311,309)
-|
||321,403
-
(321,403)
-|
||11,711,099
476,589
-
12,187,688|
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **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.
**Youth Investment Fund** - capital grant received for the replacement of the roof on the Cresset building.
## **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 2024
Joining during the year
Leaving during the year
As at 31 March 2025|**2025**
**2024**
11
11
5
-
(5)
-|
|---|---|
||11
11|
## **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)
Total|**2025**
**2024**
22
22
358
365|
|---|---|
||380
387|
In addition to supported housing accommodation numbers above, 33 units (2024: 33 units) for student accommodation and 26 units (2024: 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|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
246,374
215,749
246,374
215,749
518,229
881,935
518,229
881,935
**Group**
**YMCA**|
|---|---|
||764,603
1,097,684
764,603
1,097,684|
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.
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **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 £145,853 (2024: £142,572).
YMCA Trinity Group 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 YMCA Trinity Group and at the year end these were invested in the Mercer Dynamic Derisking Solution, 65% matching portfolio and 35% 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 £18,130 (2024: -£153,573).
The most recent completed three year valuation was as at 1 May 2023. 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 of 4.56%, the increase in pensions in payment of 3.18% (for RPI capped at 5% p.a.), and the average life expectancy from normal retirement age (of 65) for a current male pensioner of 21.5 years, female 24.0 years, and 23.1 years for a male pensioner, female 25.7 years, retiring in 20 years’ time. The result of the valuation showed that the actuarial value of the assets was £103.1m, which represented 92% 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 2023 showed that the YMCA Pension Plan had a deficit of £9.1 million. YMCA Trinity Group has been advised that it will need to make annual contributions of £75,569.56 from 1 May 2025. 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.
Agreed future deficit contributions have been discounted using a rate of 5.5% (2024: 5.5%). The current recovery period is 3 years commencing 1 May 2024.
|As at 31 March 2025
As at 31 March 2024|**Within one**
**year**
**One to two**
**years**
**Two to five**
**years**
**After five years**
**TOTAL**
**£**
**£**
**£**
**£**
**£**
57,305
54,153
4,264
-
115,722|
|---|---|
||57,305
54,447
55,985
-
167,737|
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**
At the year end the group had capital commitments amounting to £52,000 (2024: £3,583,137) in relation to the Youth Investment Fund capital project at The Cresset.
## **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.
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **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|**2025**
**2024**
**£**
**£**
50
50
-
-|
|---|---|
||50
50|
The following receivable balances relating to joint ventures was included in the consolidated balance sheet:
|Loans|**2025**
**2024**
**£**
**£**
240,004
240,004|
|---|---|
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 2023. 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.
One of the trustees is also an employee of National Council for Voluntary Organisations who the YMCA engaged to do some consultancy work during the year - this was an arms length transaction with a value in 2024/25 of £9,030.
## **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|**2025**
**2024**
**£**
**£**
2,843,952
1,776,847|
||3,192,585
3,081,719|
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.
## **YMCA TRINITY GROUP**
## **NOTES TO THE FINANCIAL STATEMENTS**
## **FOR THE YEAR ENDED 31 MARCH 2025**
## **28. CASH FLOW FROM OPERATING ACTIVITIES**
|**28. CASH FLOW FROM OPERATING ACTIVITIES**||
|---|---|
|**29. ANALYSIS OF CHANGES IN NET DEBT**
Cash
Bank overdraft
Loans due within one year
Loans due after one year
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
Operating surplus /(deficit) for the year
**Adjustments for non cash items:**
Depreciation of housing properties
Depreciation of other fixed assets
Decrease / (increase) in stocks|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
358,028
250,707
585,219
327,010
226,500
226,755
226,500
226,755
263,440
287,394
251,175
271,596
624
(2,447)
-
-
(357,509)
233,649
(651,433)
326,676
66,044
(73,954)
(51,591)
(432,208)
-
-
-
-
117,706
(138,532)
118,384
(138,532)
-
-
-
**Group**
**YMCA**|
||674,833
783,572
478,254
581,297|
||**As at 1 April**
**2024**
**Cashflows**
**Other non-**
**cash**
**movements**
**As at 31**
**March 2025**
**£**
**£**
**£**
**£**
1,055,104
965,686
-
2,020,790
-
-
-
-
(87,475)
(24,365)
-
(111,840)
(1,501,004)
(368,811)
-
(1,869,815)|
||(533,375)
572,510
-
39,135|
## **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 2025 which include the group and parent (YMCA) statement of comprehensive income, the group and YMCA statement of financial position, the group and YMCA statement of changes in reserves, the group and YMCA statement of cash flows and the related notes 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:
- give a true and fair view of the state of the group’s and YMCA’s affairs as at 31 March 2025, and of its income and expenditure for the year then ended;
- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
- have been prepared in accordance 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 2022.
## **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:
- the information given in Board Report (incorporating the strategic report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the Board Report (incorporating the Strategic report) has been prepared in accordance with applicable legal requirements.
## **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:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of directors’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
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:
- a satisfactory system of control over transactions has not been maintained.
## **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:
- We reviewed systems and procedures to identify potential areas of management override risk. In particular, we agreed the financial statements to underlying records and we carried out testing of journal entries and other adjustments for appropriateness.
- We reviewed accounting policies for evidence of management bias and ensured that the accounting policies were correctly applied to the financial statements.
- We reviewed minutes of Trustee Board meetings and agreed the financial statement disclosures to underlying supporting documentation.
- We have made enquiries of management and officers of the parent charitable company regarding laws and regulations applicable to the organisation.
- We have reviewed any correspondence with the Charity Commission and other Regulators and reviewed the procedures in place for the reporting of incidents to the Trustee Board including serious incident reporting of any such matters if necessary.
## **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.
- A further description of our responsibilities is available on the FRC's website at: https://www.frc.org.uk/auditors/audit assurance/auditor-s-responsibilities-for-the-audit-of-the-fi/description-of-the-auditor%E2%80%99s-responsibilities-for. This description forms part of our auditor’s report.
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.
Suzanne Goldsmith FCA (Senior Statutory Auditor) For and on behalf of
## **PRICE BAILEY LLP**
Chartered Accountants Statutory Auditors Tennyson House Cambridge Business Park Cambridge CB4 0WZ
> Date: 29 September 2025
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