(LIMITED BY GUARANTEE) AND SUBSIDIARIES ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2024 Company registration No. 05051166 Charity Registration No. 1102837 Non Profit Private Registered Provider of Social Housing No. 4853 ## Contents |1 - 4|Chair’s report| |---|---| |5 - 44|Trustees report| |45 - 48|Auditors’ report| |49|Consolidated statement of| ||comprehensive income| |50|Group and charity| ||statement of| ||fnancial position| |51|Group and charity| ||statement of| ||changes in reserves| |52|Consolidated statement of| ||cash fows| |53-80|Notes to the fnancial| ||statements| ){ e47, yn¢ Yn¢R ,, , ## CHAIR’S REPORT ## Welcome to Southend YMCA Annual Report 2023/2024 In 2023-24, Southend YMCA (SYMCA) continued to respond to the cost of living crisis, which negatively impacted the lives of many people. We were troubled by the number of children living in poverty and in overcrowded housing, as this affected the joy and freedoms of childhood. Young people struggled with mental health, online risks, and community safety fears. Against this challenging background, we were able to deliver life-changing services to more than 16,000 vulnerable children, young people, and families, as evidenced in this report. Despite the charity’s operating costs increasing exponentially due to the cost of living crisis. We are incredibly grateful to our grant funders and donors. They entrusted us to invest in children and young peoples’ futures and provide high quality developmental activities that would otherwise be unaffordable and inaccessible. Our open access intervention projects were recreational and enriched lives: from a free music studio, detached youth work, and events, through to one-to-one mentoring promoting resilience and emotional wellbeing. The charity successfully delivered Transitional Supported Housing for homeless young adults. And a good education with qualifications, through our Alternative Provision school. Our overarching stategic objective is “To be an innovative, resilient and sustainable charity, delivering social value for children, young people, families and the wider community”. And so we continue to develop research-informed projects with and for beneficiaries, shaping exciting initiatives to meet their aspirations. We will need to fundraise to sustain our work and develop important new initiatives. Southend YMCA is committed to continuous improvement and developing a strong and sustainable business core. We benefit from dedicated and capable staff and volunteers. Southend YMCA was awarded the prestigious Investors in People (IIP) Award at the Gold Level (for a second time) because we nurture a creative, value-based culture and are focused on delivering public benefit. **1** ~~[~~ CHAIR’S REPORT Our Trustees bring professional expertise, set strategic direction, and offer support and challenge. We highly value our collaborative partners in Southend and Essex. We have completed a Management Knowledge Transfer Partnership (mKTP) project in partnership with Innovate UK and the University of Hertfordshire. The aim of the project was to: stimulate innovation; deliver increased income; attract more customers; raise publicity and brand awareness; and enhance our knowledge for business development using digital platforms and Artificial Intelligence (AI). Going into our operational year 2024-25: - We aim to improve the eco-credentials of SYMCA’s Newlands hostel by raising funds for capital improvements and enhancing energy efficiency. - We intend to connect with children, young people, and their families offering in-person and online opportunities. Alongside providing quality-assured information, advice, and guidance (IAG), with appropriate signposting to partner services. - We have refreshed our Management Information Systems to underpin the administration of our work. - We have developed a Fundraising Strategy to support our charitable mission. The YMCA has a long history of adapting itself to societal needs. We have supported Southend and surrounding districts across 100 years. Southend YMCA is part of a global movement of federated YMCA charities: local, regional, and international. In Victorian times, enlightened social campaigners were concerned with addressing the social divide between the super wealthy and the street destitute. Thus, the YMCA movement was founded in 1844 in London by George Williams. The YMCA subsequently expanded into a worldwide network of affiliated local organisations. Today, the YMCA works in 119 different countries, reaching more than 58 million people. **2** ## **Did You Know?** In **1887-1903** , Southend YMCA was established, providing a men’s hostel and pastoral care on Weston Rd, just off Southend High Street. In **1915** , the YMCA contributed to the WWI war time efforts, providing a canteen and recreational facility for soldiers at the Shoebury Garrison. In **1993-1995** , after many years of considering site options, the Newlands building was constructed on Ambleside Drive, providing studio flats with support for homeless young people. In **2012-2014** , we founded the Southend YMCA Community School, offering a combined GCSE and pastoral programme for vulnerable learners with direct funding from the Department for Education. More recently, Southend YMCA became a Housing Association. In the year **2023-24** , Southend YMCA worked with **more than 16,000 children, young people, and their families** through outcome-based projects. We reached thousands more through community initiatives, events, and online interactions. ## **What is next for Southend YMCA?** As we reflect on the year, we look to the future. T.S. Eliot said: ‘Time present and time past, are both perhaps present in time future, and time future contained in time past.’ Having worked diligently in the past and in the present to build the charity, we intend to keep investing in the future of children, young people, their families, and carers. One of our great joys is to see the longitudinal impact of our work, when beneficiaries share their growth stories. We look with interest to the new Government’s plans to support the expansion of social housing accommodation provision. And to the Regulator of Social Housing’s drive to continously improve the sector. ## CHAIR’S REPORT We will plan for the social housing decarbonisation agenda and move forward with green initiatives at Newlands. Furthermore, mounting energy costs can be offset to benefit our residents through implementing renewables (solar panels) and retrofitting the building with enhanced insulation. We would also like to develop further housing units on the Newlands site, given the national shortage of social housing. Our funding goal is in excess of £3 million, and we anticipate working with a range of partners to see this happen. Research shows that local authority spending on youth services has fallen over the last decade. We have worked hard to counteract the effects of this trend and are cognisant of the promise of a new youth strategy and investment from the new Government. We are holding unrestricted cash reserves that equate c:3-4 months of operating expenditure. While, within Charity Commission thresholds, our objective to grow reserves remains. Positive pension performance has decreased deficit payments, and the buyout figure has decreased reserve requirements. We met our lender’s covenants and we maintain going concern status. The year ahead has many exciting opportunities but also many challenges. And so, we extend our most sincere thanks to our amazing supporter organisations and individuals who have had a massive impact on our ability to stand alongside the most vulnerable in our community. We hope you enjoy reading this report, which captures outcomes and impacts against each service area. With warm wishes, Stephen Onslow Chair of Trustees Southend YMCA **4** 7 ## TRUSTEES REPORT The Trustees are pleased to present their Annual Report together with the Consolidated Financial Statements for the year ending 31st August 2024, which are prepared to meet the requirements of a Directors’ Report and Accounts for Companies Act purposes. ## **Southend YMCA (the group)** comprises: ## **Southend-On-Sea Young Men’s Christian Association** An Incorporated Charity, **company number 5051166** (registered on 20.02.2004) and **Charity number 1102837** (registered on 24.03.2004). On the 13th July 2017, Southend YMCA was registered as a Non- profit private Registered Provider of Social Housing ( **registration number 4853** Southend on Sea Young Men’s Christian Association). Trustees are aware of The Regulator of Social Housing’s Standards and the need to monitor their implementation through a co regulatory process. ## **The Southend YMCA Community School** In 2012, the Charity established a subsidiary company (the South Essex Community School Ltd **Company Number: 07954295** ) operating as the Southend YMCA Community School ( **DFE Number: 882/1101** ). This is an **Alternative Provision Free School and an Academy Trust** (which is an exempt Charity reporting to the Secretary of State and a ring fenced entity). **Ofsted URN: 139903** . The relationship between the Charity and the school is governed through the Memorandum of Association and by a Deed of Agreement, with the Charity having the right to appoint and remove Directors. The Financial Statements comply with the Companies Act 2006, the Housing and Regeneration Act 2008 and the Accounting Direction for Private Registered Providers of Social Housing 2022. Applicable UK accounting standards have been followed including the Statement of Recommended Practice (SORP) Accounting by Registered Social Housing Providers Update 2018. ## Southend YMCA’s Charity Regulators **5** TRUSTEES REPORT CHARITABLE OBJECTIVES AND ACTIVITIES Our charitable objects are set out in full on page 30. In shaping objectives, Trustees consider the Charity Commission’s Guidance on Public Benefit, and there is an intentional link between the charity’s legal purpose (objects) and our strategic goals as detailed Housing To empower vulnerable, homeless and at-risk young people offering safe and supported housing _ ~~a /~~ Training & Education To provide transformational education and training = Family, Health & Wellbeing = To nurture health and well-being for a positive community impact . Youth and Community Work To enable young people’s personal, social, cultural and artistic development through youth work. and other activities which deliver ) ml Support & Advice All of our projects embed information and advice. We also train the next generation of professionals, including social work students, counselling students, and practitioners through dedicated projects and events. **6** a ## TRUSTEES REPORT ## QUALITY ASSURANCE, REGULATION AND COMPLIANCE The Matrix Quality Standard for Information, Advice, and Guidance (IAG) importantly notes that the “SYMCA service is truly young person-centred” and that we support Children and Young People (CYP) to “move forward in a positive way”. The Investors in People Standard at Gold level (IIP) speaks of our creative culture, value-based leadership and agile management: it puts us in the country’s top 17% of firms. In 2014, our SOS Bus Project was awarded the Queens Award for Voluntary Service (the MBE for voluntary groups). The school has consistently held an Ofsted ‘Good’ judgement. With regard to our facilities: We uphold the Decent Homes Standard. Building compliance is evidenced by an ongoing Health and Safety inspection regime implemented by industry-standard registered bodies. We were awarded a Combined Heritage and Conservation Architectural Award and the BREEAM Excellent Environmental Standard for our Eco-Hub Building (in 2010). Historically, we achieved the Community Safety Accreditation Award. We further provide safe spaces through ongoing liaison with Essex Police. This approach is important to safeguard young people given societal challenges and risks such as the criminal exploitation of young people through county drug lines and modern slavery. We seek to be a good neighbour, and liaise with local residents as appropriate. **7** ## THE DIFFERENCE WE MAKE - DELIVERING PUBLIC BENEFIT **Who do we benefit?** Southend YMCA directly benefits vulnerable children, young people, their families, and carers, including those who live in poverty and lack opportunity. Common presentations include emotional well-being needs, low self-esteem, and/or risk-taking behaviours. We house homeless young people and work with young people not in employment or education. Each person is an individual, and we seek to respond accordingly: building on strengths, understanding aspirations and offering bespoke support. The charity provides information and advice to persons of all ages. Family, Health, and Wellbeing Projects such as Bump to Breast work with parents, carers, babies, and young children living in Southend’s deprived wards, all to support the best start in life. We also know that our online campaigns and events are successfully connecting with the public in general, supporting community cohesion, and delivering important public health messaging. ## **How do we know we are delivering benefits?** Our delivery is underpinned by a monitoring and evaluation framework appropriate to each type of project. Examples include nationally recognised tools such as YMCA George Williams College’s Socio-emotional Skill Measurement tools, exit surveys, focus groups, case studies, practitioner learning journals, alongside collaborative research with Universities. We develop Theories of Change for our activities, tracking the input-output-outcome-impact of our work. These are iterated with young people. ## **What types of benefits were received in 2023-2024?** Benefits included improvements in: motivation and emotional well-being; literacy, numeracy, and soft skills; self-care; interpersonal relationships; better physical health; decrease in risk-taking behaviour; progression into education or training (qualifications and awards); new employment opportunities and reduced benefit dependency; an increase in the ability to live independently, and connection to the community through active citizenship. THE NEXT SECTION DETAILS SOUTHEND YMCA ACHIEVEMENTS AND PERFORMANCE **8** ## Housing **9** TRUSTEES REPORT ## NEWLANDS Newlands provides supported accommodation for young people aged between 18 and 25, offering a secure and stable home where young people can live and learn. The average stay is currently estimated between 2- 3 years due to lack of move on opportunities. During this time, our Housing Support Team works extensively with young people so they can develop the knowledge and skills to move on into independence. We have 30 self-contained studio flats, which are let on licenses, and, in addition, we have a 5 bedroom flat with shared facilities. **----- Start of picture text -----**
7330+
HOURS OF
SUPPORT SESSIONS
PROVIDED
**----- End of picture text -----**
**----- Start of picture text -----**
12,775+
NIGHTS OF
ACCOMMODATION
**----- End of picture text -----**
Every young person living at Newlands receives a tailor-made package of support comprising of : - 1-2-1 key-work using a mentoring approach so young people work towards their goals - Life skills training focusing on independent living skills, working towards further education and employment - Opportunities to influence our project through voice and influence meetings - Access to specialist and therapeutic services - Benefits and money advice ||Number of|Number of| |---|---|---| ||beds|residents (annual)| |Newlands Supported
Accomodation|35|54| |Care leavers supported by
Social Services (CM16+)||15| **10** ## Training & Education **11** TRUSTEES REPORT ## SOUTHEND YMCA COMMUNITY SCHOOL The Southend YMCA Community School is an Alternative Provision for students who cannot attend mainstream schools for a variety of reasons. Our learners join us having experienced barriers when engaging in education, this can lead to feelings of not being valued or belonging in mainstream education. The school’s ethos is one of ‘Respect’ - nurturing potential while being ‘Restorative’ to help students experience success, with academic and pastoral progress at the heart of the school’s work. Students undertake a broad, rich and deep curriculum which provides both the academic rigour of GCSE national qualifications fused with a Life Skills Programme to offer pathways to post 16 education and apprenticeships. Students are encouraged to develop their community spirit through community projects within the areas they reside. The school has established a good reputation within the community and among its peers within the education sector, both locally and nationally, for delivering ‘Good’ alternative education. This has led to sustained numbers of students and an increased number of commissioning schools. It is our mission and vision to ensure all children receive a high-quality education and we ‘stand in the gap’ to support and help them experience success, remove barriers to learning and enable them to be the best version of themselves. As practitioners the school team is proud of its approach, which is often unique, and guided by an aspirational philosophy. Consequently, the school is expanding to meet the demand, with a dedicated 6th Form set to open at the YMCA Eco Hub building in September 2024. 6TH FORM WILL LAUNCH AT THE ECO HUB IN 2024-25 STUDENTS LEAVE WITH POSTIVE DESTINATIONS: FURTHER EDUCATION APPRENTICESHIPS EMPLOYMENT **12** # Youth and Community Work **13** ~~ee~~ TRUSTEES REPORT ## DETACHED YOUTH WORK The project has been funded through the Violence & Vulnerability Unit (VVU) in partnership with Essex Council for Voluntary Youth Services (ECVYS) and has enabled staff to make positive interventions with young people in parks, high streets, and neighbourhoods in Southend. Youth workers offer support, advice, and signposting through conversations on a need-met basis. The Detached work focused on three wards: Kursaal, Victoria, and Milton. These wards have been identified by the VVU as areas where young people could benefit from extra support. 1044 210 73 YOUNG PEOPLE HOURS SESSIONS REACHED DELIVERED The team has engaged with otherwise hard-to-reach young people, promoting valuable and useful services to young people. They have also undertaken listening exercises with the young people, highlighting their top three areas of concern to ECVYS commissioners and funders. **----- Start of picture text -----**
Mental
Knife
Employment
Health
Crime
(long waiting lists/ /Training
(increase in crime/
lack of support/ (cost of living/low
more education youth violence/ wages)
gangs)
needed)
**----- End of picture text -----**
Here is what young people have to say about Detached Youth Work - _‘Having a Youth Support Team in Southend is really good to reach out to other young people, about what is going on within the community and what support can be offered. ‘’_ - _‘’I am so grateful that I was approached by the detached team as I feel much better within myself and have made some new friends after joining the YMCA workshops.’’_ **14** ## TRUSTEES REPORT ## **ALL IN MUSIC (AIM)** **AIM is funded by The National Foundation for Youth Music and provides a variety of music-making and performance opportunities for young people aged 6-25 years old who are identifed as ‘vulnerable or disadvantaged’ and may have often experienced personal, social and economic challenges. This project is also delivered in partnership with the local Music Education Hub, Music On Sea.** **----- Start of picture text -----**
388 834
129
GROUP TASTER
CORE
SESSIONS PARTICIPANTS
PARTICIPANTS
DELIVERED REACHED
**----- End of picture text -----**
Each participant receives a minimum of 12 weeks of 1-to-1 and/or group sessions covering a variety of instruments and music activity, including guitar, drums, piano, songwriting, singing and music production **----- Start of picture text -----**
Annual
unique users
Participants who disclosed Mental Health
22%
conditions
Participants who have Special Educational Needs
43%
(SEN)
Participants who are from LGBTQ* community 15%
Participants who are from BAME backgrounds 11%
**----- End of picture text -----**
The project has engaged with 129 core and taster participants, comprising 62% male, 33% female, and 5% transgender and self-identifying young people. Many of the young LGBTQ+ community attend our quarterly Teenage Kicks showcase gigs & live youth events ## Here is what young people have to say about AIM _“A great experience, very useful lessons!”_ _“This workshop was so insightful and inspiring too! I really enjoyed being able to create and record music in the studio - I’m very grateful!”_ _“I loved the workshop, it was awesome! It gave me some valuable advice and future les-_ _sons. The information was easy to understand and it was fun and entertaining!”_ **15** usic, 16 ## **Find Your Voice (FYV)** **FYV is a youth-led project that empowers young people aged 10-24 to identify, address, and advocate for issues afecting their communities. We help young people to develop skills, provide resources, and opportunities to become active citizens and make a lasting impact.** **----- Start of picture text -----**
689
ACCESSED 70 571
FYV DIGITAL
ATTENDED ATTENDED
PLATFORM
YOUTH CLUBS OUR EVENTS
WITH 70
SUBSCRIBERS
3 YOUTH YOUTH
YOUTH
NETWORK HUB CLUBS
EVENTS FOR FOR YOUNG FOR YOUNG
LOCAL YOUTH PEOPLE AGED PEOPLE AGED
SERVICE 18 TO 24 10 TO 24
**----- End of picture text -----**
Looking ahead for the coming year, we have created an 18-24 Drop In session to help young people in Southend who are struggling to make friends and find the right services for their needs. We are also proud to deliver our own youth leadership course called YMCA Youth Champions, focusing on empowering young people to make a difference in their local community. ## Here is what young people have to say about FYV _“SYMCA Youth Club is something I look forward to every week, it gets young people out, helps them to socialise, be interactive, active, stimulating. I hope go college and university in the future.”_ _“I have made friends at Youth Club I feel good about myself and I have made friends at school and have joined clubs and stayed happy for longer, In the future I would like to do a stage apprenticeship.”_ ## Here is what professionals have to say about FYV _“The Find Your Voice program has helped me in my leadership skills. As a Youth Commissioner this has given me the opportunity to help the youth, SYMCA has helped me find new independence as I now catch the bus into Southend to attend the club.”_ **17** ## **MY FUTURE** The My Future programme for primary school children aims to broaden horizons, challenge stereotypes, and raise aspirations for both future career options and for life opportunities. Every half term, children from Years 1 to Year 6 ‘meet’ volunteers who work in different industries via live Zoom sessions. The children first guess the volunteers’ jobs and then learn about what each person does. The programme is currently delivered in Southend, Basildon and Tendring. The excitement and learning have been fantastic. Feedback from children, professionals, and Ofsted clearly indicate that the project is indeed meeting its aims. **----- Start of picture text -----**
62
15,000+ 580
CHILDREN SCHOOLS
CLASSES
REACHED ENGAGED
**----- End of picture text -----**
**Here is what pupil have to say about MY FUTURE** - “That we may not know which job we want to do now, but it may come later in life and we can be anything.” - “Take our time and we will be successful. Never give up!” ## MENTAL HEALTH CHAMPIONS Mental Health Champions was funded by BBC Children In Need and provided 140 young people with the opportunity to increase their awareness and knowledge of mental health while working towards gaining a nationally recognised Level 2 Mental Health First Aid qualification. **----- Start of picture text -----**
24
SESSIONS
DELIVERED
**----- End of picture text -----**
**----- Start of picture text -----**
140
CORE
PARTICIPANTS
**----- End of picture text -----**
**19** TRUSTEES REPORT 30 **PARTICIPANTS RECEIVED THEIR FULL LEVEL 2 MENTAL HEALTH ACCREDITATION** Each participant received the opportunity to enrol in a 7-week course, receiving a Level 2 Mental Health First Aid Qualification upon completion. A wide range of related topics were covered, such as first aid, myths vs facts, challenging stigma and building emotional resilience. Participants who reported an increased knowledge of mental health - 78% Participants who are from BAME backgrounds - **15%** ## Here is what project partiipants have to say about Mental Health Champions - “I feel I am equipped to manage my mental health and help others. I am even looking at enrolling into college to get a diploma.” - female 18yrs, “ I feel like I can state my opinions and help others with their mental health. I’ve even applied for a job with Southend YMCA to help others in the community with their mental health.” female 15yrs” **20** hide: sys 7 oP jay Ni i (ANG Sa “ Health PASE),7 m oo; ¥:7 % fe.toy a **a** ’ 7 Bas ee & Wellbeing We promote health and well-being and have a community impact. \ **21** ## TRUSTEES REPORT ## BUMP TO BREAST Started in 2018 and funded by A Better Start Southend (ABSS), Bump to Breast provides friendly and welcoming breastfeeding support groups at various Southend locations each week. Here, people can meet others who are breastfeeding their little ones, ask questions, and receive advice and support. Families are welcome both before and after their babies arrive. Additionally, families can take part in creative projects, including a breastfeeding book, tea towel design, and craft mornings, all aimed at building community, increasing people’s confidence, and normalising breastfeeding. We are involved in delivering the Southend Supports Breastfeeding Scheme, which aims to welcome and normalize breastfeeding in Southend. We have had a presence at nine community events as part of this initiative. Two of our staff members are training as Lactation Consultants, and one is training as a Forest School Practitioner, further enhancing the skills and resources of our team. **----- Start of picture text -----**
Supported, Contacted Online, phone call,
200+ 350+ text message
families with antenatal or email advice
breastfeeding families support provided.
**----- End of picture text -----**
Delivered 6 six-session breastfeeding training courses this year, based on UNICEF materials, which have been completed by 14 people. ## Here is what project participants have to say about Bump To Breast “I ended up going regularly to the Tuesday sessions on Alexandra Street, finding somewhere full of encouragement to breastfeed and where I could get advice and hear about other breastfeeding journeys. I now go every week that I’m free as it’s more than just an excuse to get out, it’s somewhere I feel comfortable and happy.” **22** **----- Start of picture text -----**
SOUTHEND YMCA ANNUAL ACCOUNTS 23/24
**----- End of picture text -----**
## **ENVELOP MENTORING PROJECT** The Envelop Project, an early intervention initiative sponsored by BBC Children In Need, is designed to coach and or mentor children and young people aged 8-18. The project has consistently progressed in making a meaningful difference in the lives of individuals within our community. This year, we observed an emerging trend of young people relocating to our area from various parts of the country, which, coupled with an increase in referrals from neurodivergent young people, has raised the overall number of referrals to over 500. These demographic shifts have highlighted the need for our targeted, inclusive support. A unique aspect of our project is the involvement of social work students, who join us on placement. They bring valuable expertise from their field and further benefit from our tailored training to support the project’s goals. Our approach occurs within supportive, enabling environments designed to enhance the engagement of vulnerable children and young people. We aim to improve their emotional and mental health, well-being, and essential skills through creative and inclusive methodologies. **23** ## **Impact** **----- Start of picture text -----**
DECREASED
INCREASED
RATE OF FIXED
SOCIAL
5000+ TERM AND
MOBILITY AND
INDIRECT PERMANENT
PARTICIPATION
BENEFICIARIES SCHOOL
EXCLUSIONS
Added Value:
DEVELOPING DIGITAL
LEARNING AND PLATFORM IMPROVED
PROFESSIONAL FOR ENGAGE- COLLABORATIVE
PRACTICE FOR MENT WITH MULTI-AGENCY
SOCIAL WORK FREE RE- WORK
STUDENTS SOURCES
**----- End of picture text -----**
* **Indirect Beneficiaries** includes the community, families, educational & health institutions Our objectives are to foster self-belief, encourage the development of life goals, and reinforce self-help techniques. Our Team remain committed to sustainable, long-term solutions that empower young people, equipping them with the resilience and skills needed for future success. **24** 4 | 5 i « 2 q Support & Advice **25** ## TRUSTEES REPORT ## **AMPLIFY YOUTH WORK CONFERENCE** Southend YMCA organised the Amplify Youth Work: Refresh Your Connection conference to elevate the standards of youth work across Southeast Essex by highlighting the vital role youth work plays in transforming young lives. The conference aimed to raise the profile of the youth work profession through collaboration, sharing learning on quality practices, and emphasising its impact on young people and communities. It provided valuable opportunities for networking and learning, driving the change needed to improve services for both young people and their parents. Additionally, the event showcased Southend YMCA as a leading youth charity in the region, while exploring the crucial role of digital communication in engaging and connecting with children and young people. The conference was sponsored by: The conference was supported by: **26** a “ = - Ee **AMPLIFY YOUTH WORK** oe ow ee **27** **28** ## TRUSTEES REPORT ## BUSINESS SUPPORT ## INFORMATION TECHNOLOGY (IT) We work with Southend City Council IT, with our systems supported by the Council’s infrastructure. Our IT Online System Improvement Project es is progressing well, focusing on enhancing the use of the Management Information System and leveraging Microsoft cloud applications like OneDrive and SharePoint. This ensures robust security through Microsoft’s built-in data centre protection while enabling collaboration and flexible working. We continuously refine our IT frameworks to improve efficiency and strengthen cyber defences against breaches and ransomware. The framework incorporates multiple redundancies and rigorous disaster recovery processes, ensuring seamless failover to backup systems. This supports our business continuity plan, minimising costs and disruptions while maintaining service delivery and reassuring commissioners, funders, and insurers. Additionally, IT efficiencies enhance our ability to secure business opportunities, such as delivering online well-being programmes. HUMAN RESOURCES (HR) Recruitment is conducted in line with our Safer Recruitment Policy and procedures. High-level volunteers increase our operational capacity while also developing the next generation workforce. Of note are the many undergraduate and postgraduate social work students who are deployed in mentoring roles, building on strong partnerships with universities. Staff and volunteers follow robust Workforce Development Plans that provide for mandatory induction training and continuing professional development. **29** TRUSTEES REPORT STRUCTURE, GOVERNANCE AND MANAGEMENT Southend YMCA is affiliated to YMCA England and Wales, and is part of a federated network of YMCAs, which share a common goal: To create supportive, inclusive and energising communities where young people can ~~|~~ truly belong, contribute and thrive. In 2017, the Charity adopted the YMCA England and Wales Model Memorandum and Articles where Members and Trustees are the same person. The size of the Board is limited to 10 persons. Trustees have a breadth of relevant professional knowledge, alongside lived experience. The full charitable objects of Southend YMCA are: ‘To advance the Christian faith, including by: - Promoting a Christian environment inspired and motivated by the life, example and teaching of Jesus Christ, where people of faith and people of none can work together for the transformation of communities; and - Enabling people of all ages and, in particular, young people, to flourish through experiencing and responding to the love of God demonstrated by the life, example and teaching of Jesus Christ ‘To provide or assist in the provision in the interests if social welfare of facilities for recreation and other leisure time occupation for men and women with the object of improving their conditions of life’ ‘To relieve or assist in the relief of people of all ages and, in particular, young people, who are in conditions of need, hardship or distress by reason of their social, physical, emotional, spiritual or economic circumstances’ ‘To provide residential accommodation, including social housing, for people of all ages and, in particular, young people, who are in need, hardship or distress by reason of their social, physical, emotional, spiritual or economic circumstance’ **30** ## TRUSTEES REPORT Whilst Southend YMCA’s beneficial area is not limited, we operate as a local charity - in 2023-24 the charity delivered services within the city of Southend on Sea, and into South Essex. The Board of Southend YMCA is responsible to the Regulator of Social Housing for meeting Regulatory Standards (Economic and Consumer) and adopts a ‘co-regulatory’ approach. This means that whilst the Regulator sets national standards, the responsibility for agreeing, monitoring and scrutinising local implementation lies with the Board. The mechanisms through which this is achieved is via reports into the Board, subcommittee, and task and finish meetings. As required by the HE Accounts Direction Trustees confirm a Liabilities Register in place and that they comply with their responsibilities as set out in the HE Governance and Financial Viability Standard. Our Housing Team have facilitated Tenant Satisfaction Survey using the Regulator’s TSM measures with positive results. Our Board has adopted the ‘Charity Governance Code for Larger Charities’. Trustees have explored their shared values and commitment to delivering charitable purposes within the context of a rapidly changing economic environment. The tensions between opportunities, risks and costs are dynamically addressed. Trustees are aware of housing stewardship and are making plans for additional investment into the Newlands building. This may include recurculating a receipt from the disposal of a non-social housing asset, this being a property at London Road with a remmaining lease of 93 years. **31** TRUSTEES REPORT Trustees will be reviewing the organisational purpose and strategy in 2024-2025 cognisant of the housing sector risks as they impact the delivery of more and better housing. There are fiscal challenges impacting Local Authority commissioning and so it is necessary to achieve full cost recovery on all contracts. Trustees agree SYMCA is of good reputation and ~~——T~~ operates to the standards required. The Board are committed to recruiting new trustees aligned to our core areas of work. Findings from a Trustees’ Skill Audit shows that the strongest professional experience applied to the role comprised: strategic working (Public and Voluntary Sectors), senior management, operating services including housing, health and wellbeing and financial. Whilst some Board Members have lived experience related to our charitable mission, it is our intention to increase diversity of background. The Board may comprise of not less than two and up to ten members. The Board conducted its business through Board Meetings and SubCommittees which were: Finance, Risk & Audit and Housing & Facilities. Each committee has Terms of Reference and is led by a Trustee (Chair) from a relevant professional background. It is the Board’s responsibility to bring independent judgement on matters of strategy, performance, resources, and conduct. The Board is able to take professional advice in the furtherance of its duties. All Trustees are required to make a formal declaration of any interests at meetings and sign a register of interests. One Trustee received remuneration for legal work undertaken at substantially discounted rates and following all necessary steps from a probity perspective. Southend YMCA pays a fixed rate salary, there is no salary scale. Trustees may at their discretion award a cost of living uplift. This will be implemented in 2024-2025. Furthermore, salaries may be reviewed to reflect additional responsibilities as they are assumed by individuals in line with market conditions. **32** ~~|~~ TRUSTEES REPORT The Board is ultimately responsible for the Charity’s System of internal control and for reviewing its effectiveness. Key internal assurance controls include: • Board Approved Terms of Reference, inter-group Deed of Agreement, ~~— _—~~ Delegated Authorities Schedule. - Risk and Liabilities Registers and disaster scenario planning. - • Strategic and business planning processes with detailed budgets, forecasts and management accounts. - Formal Recruitment, Retention, Training and Development Policies for staff. - Options appraisals and procurement of professional technical advice when embarking on major new projects - to meet legislation and regulation. - Operational Policies, Procedures and Systems. - Scrutiny of all new initiatives and major commitments. - Audit – financial, health and safety. Building compliance etc. - Keeping proper accounting records, which disclose with reasonable accuracy, at any time the financial position. - Regular reporting by the Senior Leadership Team to the Board and its Committees on the Performance of Services in relation to contracts. The Board recognises that any control system can only manage and not eliminate the risk of failure to achieve business objectives and can only provide reasonable assurance against any material misstatement or loss. ## FINANCIAL REVIEW During the year the use of the Xero Financial Information Management Platform supported the delivery of secure and accurate financial control and accounting. **33** - TRUSTEES REPORT - Our Accountant produced quarterly management accounts and other centralised financial data to fulfil multiple reporting needs - improving efficiency and responsiveness. These changes enable Southend YMCA to: • Respond to risk in a dynamic way ~~——~T~~ • Prepare forecast budgets and check cash flows • Provide financial data for funding applications and monitoring returns • Inform the Board’s business strategy/direction and decision making. - Maintain a focus in achieving greater value for money for example achieving optimum electric prices ## Principle sources of funding The principle sources of funding in 2023-24 were grant income, contract income and rental income. Due to the predictability and reliability of these income sources, there is not the volatility associated with trading. However, achieving full cost recovery (where all cost continues to rise) requires diligence and/or requires mitigating actions. The total funds held by the group is £4,181,316. This included restricted funds of £2,826,390 being the value of fixed assets, current assets and long term liabilities. The Funds held by the main Charity comprised £1,346,102 being the value of fixed assets of £2,245,567 including the Eco Hub Building, the Newlands Building and move on accommodation; and cash of £462,913. The funds held by our subsidiary, South Essex Community Schools Limited, are restricted to the provision of full or part time education for children of compulsory school age who, by reason of illness, exclusion from school or otherwise, may not receive a suitable education unless alternative provision is made for them. At the year-end, the school made a surplus of £324,420. The school had fixed assets of £1,929,959 - this is mainly the value of the school building which is subject to a covenant and is held in trust for the DFE and net current assets of £905,255. **34** ## TRUSTEES REPORT ## Properties As at 31 August 2024, the Charity owned 3 Housing Properties: Newlands (a 35 bed social housing unit –subject to a mortgage); 2 move on flats (non-social housing) and the Eco Hub Building. The charity also leased a house ceasing post year end in October 2024. SYMCA’s Depreciation Policy is set out in the Notes to the Accounts on page 56-57. ## Pension costs The Charity is a member of a closed YMCA Pension Scheme which has a deficit. The Charity made an annual payment of £ 11,866 to service the debt. During the year it joined with other YMCAs to explore options around limiting long term liabilities. The Charity recognises possible concern relating to its participation in a Defined Benefit Pension Scheme. Appropriate action has been taken: The Scheme was closed to new members in 2007, and the link to final salary broken in 2011. Additional contributions continue to be made to reduce the deficit. As part of the YMCA Federation, the multi-employer Pension Scheme is run by an independent Trustee Board with employer representation through the Principal Employer, National Council of YMCAs. The Pension Scheme Trustee obtains an actuarial valuation every three years and we have considered the implications to the Charity’s Finances from the latest available actuarial valuation. **35** TRUSTEES REPORT We have reviewed the Charity’s ability to continue to deliver its charitable objectives by ensuring budgets, forecasts and plans are available and include the impact of deficit repayments. The Pension Scheme Trustee included the impact of Pension Scheme Deficit Repayments in considering going concern status, reserves, and the risks and uncertainties that the ~~|~~ charity face noted elsewhere in this report. The Charity benefits from the Pension Scheme Trustee and the Principal Employer seeking suitable specialist Professional advice both to manage the Scheme and in the continuing effort to explore ways of reducing the overall pension deficit. The notes to the accounts include an accounting policy and further details in note 18. ## Principal Risks and Uncertainties The Board maintains a dynamic approach to risk mitigation – considering a wealth of technical professional advice from accountancy, through to Health and Safety and Facilities Reports. Risk domains correlate with Charity Commission (CC28) Guidance, and the Regulator of Social Housing’s (RSH) ‘Sector Risk Profile’ (2024) Breach of Covenants - The Interest Service Cover (ISC) is our most restrictive covenant. Within the context of variable mortgage interest costs supplier and employee costs ongoing budgetary management is a priority . Our financial performance in 2023/4 shows covenant compliance and our approved budget for 2024/5 also shows the same. Investment into a community fundraising team is building valued relationships and partnerships, securing donations and gifts to support our vitally important work. External environment and operating context- we will continue to conduct a PESTLE analysis and SWOT analysis to identify key trends and opportunities to grow or mitigate threats to our charitable plans to deliver public benefit Local Authority financing pressures- may create lean contracts. Charitable funds should not subsidise the Public Sector and so we will cautiously consider new opportunities, service modelling and innovation for full cost recovery. **36** TRUSTEES REPORT Mitigation Due to tight financial control and reliable income sources, we do not anticipate cash-flow problems in 2024-2025. The Board are considering the sale of a capital asset to invest in more and better housing. In recirculating this receipt, this could include as cash match with capital ~~_— an~~ grants to achieve value for money. Our Reserves Policy focussed on the balance between cash and fixed assets and managing liquidity. In 2023-24, the Board completed mitigation actions to close down a social business. Staff were transferred to a another service and plans were made to exit a lease. This was successfully finalised post year end. ## **Reserve’s Policy** The term ‘Reserves’ is used to describe that part of a Charity’s Income funds that are freely available for its operating purposes, not subject to commitments, planned expenditure and spending limits. Reserves do not include endowment funds, restricted funds and designated funds. Having a Reserves Policy helps inform the way in which we manage our cash, liquid assets and debt. It assists us when planning and explaining our approach to stakeholders and contributes significantly to the Board’s ability to balance the needs of current and future beneficiaries. We set our reserves level with reference to: analysis of cash flow; existing funds and reserves; future income streams with an assessment of their reliability; committed expenditure and how far this is controllable; examination of past trends; examining the likely changes in the main sources of income and how we may cope with these changes; an assessment of the risks we face, and how likely these are to materialise; and forecasting future income and expenditure. **37** TRUSTEES REPORT Charity Trustees have established a Reserves Policy whereby the balance of funds should be 3 - 6 months of the resources expended. The running costs of our charitable business for 2023-24 are forecast at £97,000 per month which equates to £291,000 to £582,000. The Trustees ~~|~~ consider that the free reserves at the year-end fall within this range. At the year end the Charity held cash of £462,913 of which £123,240 comprised cash held on account (being funders paying in advance) with net current cash of £339,673. This comprises 3.5 months of operating expenditure. This is a decrease in funds compared to the previous year net cash of £377,928. Trustees accepted that the level of cash funds was acceptable due to the value of fixed assets which could provide security for increased working capital or be liquidated in the event of having to wind up the Charity. Fundraising capacity has been increased in 2023-24 alongside a refreshed Fundraising Strategy. It is the policy of the Academy Trust to maintain a level of reserves that is sufficient to meet its future obligations. Fund balances at 31.08.2024 comprised: £2,835,214 of which £2,823,624 were restricted funds and £11,590 unrestricted. Of the restricted funds, £1,929,959 is represented by tangible fixed assets, general funds total £893,665. Governors have approved a three-year plan to use reserves within the current educational climate, mainly on staffing in support of the students. The plan is dynamically risk assessed and staffing is considered is the most significant risk. Due to the above levels of reserves, Trustees know that they would be able to carry on the group’s day to day activities in the event of a drop-in funding whilst considering how funding would be replaced. Furthermore, the Charity remains a going concern, with the ability to meet its proportion of the YMCA group pension deficit. Due to a positive valuation deficit payment will remain flat until the end of the term in 2027. **38** ## TRUSTEES REPORT For the Financial Year 2024-25 the Board has set objectives to: increase free reserves, to fundraise for ongoing improvements works to the Newlands Building including decarbonisation measures, and to secure grants supporting youthwork which further the needs and aspirations of beneficiaries. We will seek the support from grant making trusts and through general appeals to assist in these areas. The Board will continue to monitor the finances of the organisations including the position of the reserves through the Finance, Risk and Audit Committee. ## Other Income Income from other activities includes income from fundraising events, hire of facilities, and donations. Income is receivable in exchange for goods and services and is recognised when entitlement has occurred. Investment Policy Aside from retaining a prudent amount in reserves most of the Charity’s Funds are to be spent in the short to medium term on charitable services for beneficiaries. Previous capital investment in affordable housing secures a long-term return (mission and rental income). The Charity has borrowed to acquire the Newlands Asset. The outstanding balance is £688,144. **39** TRUSTEES REPORT **Value for Money (VFM)** ~~a, |~~ The Board is committed to achieving value for money when delivering its purpose and objectives, in accordance with its Business Plan, VFM Strategy and the HE Value for Money Standard and Metrics. With regard to HE metrics the findings are: |Reinvestment %|5.2%| |---|---| |New Supply Delivered|0.0%| |Gearing %|22.18%| |EBITDA MRI interest cover|251%| |Headline social housing cost per unit (provides
for intensive housing management)|£24,089| |Operating Margin % (social housing lettings)|7.7%| |Operating Margin % (overall)|6%| |Return on capital employed (ROCE) %|3.6%| The Charity is a Member of the Acuity Benchmark Club which enables us to understand our performance in relation to our peer group. The HE Value for Money Standard and Metrics however Benchmarking Housing Associations managing more than 1,000 homes and therefore is not comparable in all areas. **40** TRUSTEES REPORT REFERENCE AND ADMINISTRATION DETAILS The Company is registered under the Companies Act and is a registered charity. ~~7~~ Charity number: 1102837 Company number: 05051166 The Company is a non-profit private registered provider of social housing. Registration no: 4853. **Registered office:** Newlands, 85 Ambleside Drive, Southend on Sea, SS1 2FY. **Auditors** : Price Bailey LLP, 36 Tyndall Court, Commerce Road, Lynch Wood, Peterborough, PE2 6LR. ## **Directors and Trustees** The Directors of the Charitable Company (the Charity) are its Trustees for purpose of Charity Law. The Trustees and Officers serving during the year and since the year end were as follows: ## **Trustees serving in the year were:** Simon Ling-Locke (appointed 29.01.2011) Ron Wright (appointed 20.02.2004, deceased 08.11.2023) Stephen Onslow (appointed 05.05.2017) Kerry Bland (appointed 29.04.2017, resigned 31.03.24) Philip Stepney (appointed 30.09.2018 resigned 31.03.24) Laurence Doe (appointed 30.05.2020) Simon Leftley (appointed 09.12.2023) Edward Joseph Galgano (Appointed 31.03.24) David Bland (Appointed 31.03.2024) **Key Management Personnel at the year end were:** Syrie Cox – Chief Executive Officer Southend YMCA John Levy – Housing and Facilities Manager Andrew Snell – HR Officer Mark James - Health and Safety Advisor **41** TRUSTEES REPORT **Our Advisers** Auditors: Price Bailey LLP, 36 Tyndall Court, Commerce Road, Lynchwood, Peterborough PE2 6LR. Bankers: Barclays Bank, 127 High St, Southend-on-Sea SS1 1LH and CAF ~~——}~~ Bank, 25 Kings Hill Avenue, Kings Hill, West Malling, Kent ME19 4JQ. Solicitors: Duncan Lewis (Solicitors) Ltd, Spencer House, 29 Grove Hill Road, Harrow on the Hill, HA1 3BN HR Advisors: HR Initiatives, the Nexus Building, Broadway, Letchworth, Garden City, Hertfordshire, CG6 9BL. ## **Trustees Responsibilities in Relation to the Financial Statements** The Charity Trustees (who are also the Directors of Southend on Sea Young Men’s Christian Association for the purposes of Company law) are responsible for preparing a Trustees Annual Report and Financial Statements in accordance with applicable law and United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards as reflected in FRS 102 and applicable laws). Company law requires the Charity Trustees to prepare Financial Statements for each year which give a true and fair view of the state of affairs of the Charitable Company and the group and of the incoming resources and application of resources, including the income and expenditure of the Charitable Group for that period. In preparing the Financial Statements the Trustees are required to: - Select suitable Accounting Policies and then apply them consistently. - Make judgements and estimates that are reasonable and prudent. - State whether Applicable UK Accounting Standards and the Statement of Recommended Practice (SORP) Accounting by Registered Social Housing Providers Update 2018 have been followed, subject to any material departures disclosed and explained in the Financial Statements. • Prepare the Financial Statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in business. **42** ## TRUSTEES REPORT The Trustees are responsible for keeping proper Accounting Records that disclose with reasonable accuracy at any time the financial position of the Charity and Group and to enable them to ensure that the Financial Statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Charity and the Group and hence taking reasonable steps for the prevention and detection of fraud and other irregularities. The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the Charitable Company’s Website. Legislation in the United Kingdom governing the preparation and dissemination of Financial Statements may differ from legislation in other jurisdictions. ## Statement of Disclosures to our Auditors In so far as the Trustees are aware at the time of approving the Annual Report: There is no relevant audit information of which the group’s auditors are unaware, and; the Trustees have taken all the steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information This Report has been prepared taking advantage of the exemptions for small companies within Part 15 of the Companies Act 2006. Signed by order of the Board of Trustees Stephen Onslow (Chair) Date: 09/04/2025 **43** SOUTHEND-ON-SEA YOUNG MEN'S CHRISTIAN ASSOCIATION (LIMITED BY GUARANTEE) AND SUBSIDIARIES INDEPENDENT AUDITORS REPORTTO THE MEMBERS FOR THE YEAR ENDED 31 AUGUST 2024 Opinion We have audited the financial statements of Southend-on-sea Young Men's Christian Association (Limited by guarantee) and it's subsidiary for the year ended 31 August 2024 which comprise a Statement of Comprehensive Income, Statement of Ch3nges in Reserves, Statement of Financial Position, Statement of Cash Flows and notes to the fina ncial statements, including significant accounting policies. The f inancial reporting framework that has been applied in their preparation is applicable Saw 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 the charity's affairs as at 31 August 2024 and of the group's 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 opinlon We conducted our audit in accordance with International Standards on Auditing (UK) {ISAs IUKII and applicable law. Our responsibilities under those standards are further described in the Auditor's responsibilities for the audit of the financial statements section of our report, We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the Ul(, 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 responsi bilities of the board with respect to going concern are described in the relevant sections of this report. 45 SOUTHEND-ON-SEA YOUNG MEN'S CHRISTIAN ASSOCIATION (LIMITED BY GUARANTEE) AND SUBSIDIARIES INDEPENDENT AUDITORS REPORT TO THE MEMBERS (continued) FOR THE YEAR ENDED 31 AUGUST 2024 Other information The other information comprises the information included in the annual report, other than the financial statements and our a uditor's report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statement5 does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not expres5 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 undertal