2025-08-31-accounts

(LIMITED BY GUARANTEE) AND SUBSIDIARIES ANNUAL REPORT AND CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2025

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 - 41	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
53-82	Notes to the fnancial
	statements

CHAIR’S REPORT

Welcome to Southend YMCA Annual Report 2024/2025

In 2024–25, Southend YMCA (SYMCA) continued to respond to the cost of living crisis, which affects the lives of many in our community. We remain deeply concerned about children growing up in poverty and the lack of affordable, secure housing, conditions that can undermine wellbeing and progress. Young people continue to face persistent challenges around mental health, digital safety and housing insecurity.

Yet, in the face of these pressures, SYMCA delivered transformative services to over 22,000 children, young people and families through short and long term interventions - a testament to our team’s dedication and the trust placed in us by our funders, partners and supporters.

Our open access programmes, from our free music studio and detached youth work to mentoring and wellbeing support, continue to enrich lives and build resilience. Young people have played a central role in shaping these services.

“I helped design the new wellbeing sessions. It feels good knowing they actually listened to us.” (Young person, SYMCA Youth Voice Panel)

We successfully delivered our Transitional Supported Housing Service for homeless young adults (aged 18 to 24) and provided inclusive education through our Alternative Provision school. This year, the school was judged “Good” by Ofsted, with “Outstanding” for pupil behaviour, a reflection of the care, structure and ambition embedded in our educational approach. We also launched a new sixth form at our Eco Hub building, expanding opportunities for post-16 learners in a nurturing, sustainability-focused environment.

Strategic Direction and Governance

Our strategic objective remains: “To be an innovative, resilient and sustainable charity, delivering social value for children, young people, families and the wider community.”

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CHAIR’S REPORT

This year, the Board refined its governance arrangements to strengthen oversight and ensure alignment with regulatory expectations. We reviewed our committee structure and deepened our focus on financial resilience. In line with our Memorandum and Articles of Association, two trustees will reach the end of their term of office in 2026. To support succession planning and maintain strategic breadth, we will conduct a skills audit and begin the process of recruiting new trustees, with a specific focus on lived experience and underrepresented groups. This will help ensure our Board reflects the diversity, insight and community connection needed to guide SYMCA through its next chapter.

Trustees also reworked the organisational risk register, applying domains from the Regulator of Social Housing’s Sector Risk Profile (October 2024). This has helped us better anticipate and manage systemic risks across finance, compliance, workforce and service delivery. In a further step towards regulatory alignment, the Board made its first formal return to the Housing Ombudsman, structured around the Complaints Handling Code, reinforcing our commitment to transparency, accountability and continuous improvement.

During the year, trustees resolved to dispose of a community flat, with the proceeds earmarked for reinvestment into the Newlands Supported Accommodation site. This decision reflects our commitment to delivering more and better housing - increasing the number of units while upgrading existing stock. We will need to fundraise to meet modern standards of comfort, accessibility and environmental performance.

We also completed our Management Knowledge Transfer Partnership (mKTP) with Innovate UK and the University of Hertfordshire. Building on this foundation, we are now exploring how generative AI can complement our workforce by enhancing service delivery, improving operational efficiency, and orientating young people toward the future world of work.

Celebrating Milestones

This year marked the 30th anniversary of Newlands Supported Accommodation. On 6 August 2025, we welcomed past and present

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residents, staff and supporters to a vibrant celebration at Ambleside Drive. The event featured live music, climbing walls, storytelling and a strong sense of community spirit - a powerful reminder of the thousands of lives transformed over three decades. The Lord Lieutenant of Essex unveiled a commemorative plaque, with the High Sheriff of Essex also in attendance.

We were also proud to be the chosen charity for the 2025 World Cupon-Sea football tournament, hosted at Roots Hall Stadium and led by AJ Chambers. This lively, 32-team event brought together socially responsible businesses from across the region for a day of sport, fundraising and solidarity. In 2026, we intend to build on these exciting business relationships.

Outputs and Outcomes

SYMCA’s work is grounded in evidence and driven by outcomes. This year:

• Newlands Supported Accommodation delivered over 7,330 hours of tailored support to 57 young residents, including 11 care leavers. This personalised approach helped young people build essential life skills and move closer to independence and long-term stability.

• Ofsted recognised the SYMCA Community School’s transformational impact with an ‘Outstanding’ judgement for Behaviour and Attitudes.

• Over 1,400 young people engaged in creative music-making.

We continue to use feedback, evaluation, and co-production to refine our services and ensure they meet real needs.

Looking Ahead

As we look forward into Financial Year 2025–26, we are preparing for a period of strategic adaptation. The landscape is shifting through devolution and local government reorganisation, and SYMCA is positioning itself to respond with agility and purpose. We are actively exploring new geographies, forging fresh partnerships and identifying opportunities where our values-led approach can deliver meaningful impact.

CHAIR’S REPORT

We are also exploring ways to contribute to the social housing decarbonisation agenda. At Newlands, we aim to retrofit the building with solar panels and improved insulation, and to expand the number of housing units on site.

Financial Resilience

Our financial position is stable, with unrestricted reserves covering three to four months of operating expenditure. Pension liabilities have eased, and we continue to meet lender covenants, maintaining our going concern status. We remain alert to the risks posed by funding volatility and workforce pressures, and are actively building resilience through income diversification and staff development.

Gratitude and Invitation

Southend YMCA’s legacy stretches back over a century. From our early days on Weston Road to our wartime contributions at Shoebury Garrison, and the founding of our Community School in 2012, our journey has always been shaped by the needs of the time. Today, we are part of a global YMCA movement: a network of local charities operating in 119 countries and reaching more than 58 million people.

To every supporter, partner and champion — thank you. Your belief in our mission fuels our progress. As we step into a new chapter, we invite you to walk with us as a donor, a collaborator or an advocate. Together, we can build a future where every young person thrives.

With warm wishes,

Stephen Onslow Chair of Trustees Southend YMCA

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TRUSTEES REPORT

The Trustees are pleased to present their Annual Report together with the Consolidated Financial Statements for the year ending 31st August 2025, 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

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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

To empower vulnerable, homeless and at-risk young people offering safe and supported housing

To provide transformational education and training

To nurture health and well-being for a positive community impact

To enable young people’s personal, social, cultural and artistic development through youth work.

and other activities which deliver

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.

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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 demonstrated through an ongoing Health and Safety inspection regime carried out by operational industry-standard 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.

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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 have fewer opportunities. Each person is an individual, and we seek to respond accordingly: building on their strengths, understanding aspirations and offering bespoke support.

Common presentations include emotional wellbeing needs, low selfesteem and risk-taking behaviours. We house homeless young people and support those who are not in employment or education.

The charity provides information and advice to people of all ages. Family, health and wellbeing projects support parents, carers, babies and young children living in Southend’s most deprived wards, helping to ensure the best start in life. We also know that our online campaigns and events are successfully connecting with the wider public, supporting community cohesion and delivering important public health messages.

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 exit surveys, focus groups, case studies and practitioner learning journals, along with collaborative research. We develop Theories of Change for our activities, tracking the inputs, outputs, outcomes and impacts of our work.

What types of benefits were received in 2024-2025?

Benefits included improvements in motivation and emotional wellbeing; literacy, numeracy and soft skills; self-care; interpersonal relationships; physical health; a decrease in risk-taking behaviour; progression into education or training (including qualifications and awards); new employment opportunities and reduced benefit dependency. We also saw an increase in the ability to live independently and stronger connections to the community through active citizenship.

THE NEXT SECTION DETAILS SOUTHEND YMCA ACHIEVEMENTS AND PERFORMANCE

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Housing

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TRUSTEES REPORT

NEWLANDS

Newlands provides supported accommodation for young people aged 18 to 25, offering a secure and stable home where residents can live and learn. The average stay is estimated at two years due to the lack of suitable move-on housing opportunities. During this time, our Housing Support Team works closely with young people to help them develop the knowledge and skills needed to move on into independence. We currently have 30 self-contained studio flats, which are let on licences, and an additional five-bedroom flat with shared facilities.

We recently introduced our Food4Thought programme, which provides residents with cooking experience and practice for preparing basic meals, as well as support with meal planning and the opportunity to gain a Level 2 Certificate in Food Hygiene and Safety.

All residents now have access to food and essential items that are regularly donated by local food charities and a local bakery.

7330+ HOURS OF SUPPORT SESSIONS PROVIDED

12,775+ NIGHTS OF ACCOMMODATION

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 beds Number of residents (annual) Newlands Supported Accomodation 35 57 Care leavers supported by Social Services (CM16+) 11

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Training & Education

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TRUSTEES REPORT

SOUTHEND YMCA COMMUNITY SCHOOL

Southend YMCA Community School continues to provide high-quality alternative provision for students aged 14 to 18 who face barriers to accessing mainstream education. The school’s ethos of Respect and Restorative Practice underpins its commitment to nurturing both academic and personal growth, helping students re-engage with learning and build confidence.

Students benefit from a broad and rigorous curriculum that combines GCSE qualifications with a Life Skills Programme, preparing them for post-16 education, apprenticeships and employment. Community engagement remains a core element, with students actively participating in local projects. In May 2025, the school was inspected by Ofsted and received the following judgements:

QUALITY OF BEHAVIOUR PERSONAL EDUCATION AND DEVELOPMENT ATTITUDES GOOD OUTSTANDING GOOD

LEADERSHIP SIXTH FORM AND PROVISION MANAGEMENT GOOD GOOD

Inspectors praised the school’s ability to help students re-engage with education, its strong pastoral care and its effective support for learners with Education, Health and Care Plans. The careers provision was also highlighted as a particular strength.

The school’s reputation continues to grow both locally and nationally, with sustained student numbers and increased referrals from commissioning schools. In response to rising demand, a dedicated Sixth Form provision is set to open at the YMCA Eco Hub in September 2024.

Southend YMCA Community School remains committed to removing barriers to learning and enabling every student to achieve their full potential.

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Youth and Community Work

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TRUSTEES REPORT

DETACHED YOUTH WORK

The project has been funded through the Violence and Vulnerability Unit (VVU) in partnership with Essex Council for Voluntary Youth Services (ECVYS). This funding has enabled staff to make positive interventions with young people in parks, high streets and neighbourhoods across Southend. Youth workers offer support, advice and signposting through conversations based on identified need.

The detached work focused on three wards: Kursaal, Victoria and Milton. These wards were identified by the VVU as areas where young people could benefit from additional support.

731 132 54 YOUNG PEOPLE HOURS SESSIONS REACHED DELIVERED

The team has engaged with young people who are otherwise hard to reach, promoting valuable and relevant services that meet their needs. They have also carried out listening exercises with these young people, identifying their top three areas of concern and sharing these insights with ECVYS commissioners and funders.

Mental Health (long waiting lists/ lack of support/ more education needed)

Knife Employment Crime /Training (increase in crime/ (cost of living/low youth violence/ wages) gangs)

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.’’

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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 to 25 who are identifed as vulnerable or disadvantaged and may have experienced personal, social or economic challenges. The project is delivered in partnership with a range of organisations, including the Greater Essex Music Hub and the Youth Justice Service.

123 CORE PARTICIPANTS

537 1465 GROUP TASTER SESSIONS PARTICIPANTS DELIVERED REACHED

Each participant receives a minimum of 12 weeks of one-to-one and/or group sessions covering a variety of instruments and musical activities, including guitar, drums, piano, songwriting, singing and music production.

	Annual unique users Participants who have Special Educational Needs (SEN) 53% Participants who are not in Education, Employment or Training (NEET) 43% Participants who are Sensory Impaired 33% Participants who are from BAME backgrounds 13%

In 2024–2025, AIM was nominated for YMCA England and Wales’ “Project of the Year” and was selected as the charitable partner for the Lazydays Festival. Sound Travels, a short film and soundtrack created by participants of the AIM project, was showcased at the Southend Film Festival 2025.

Here is what young people have to say about AIM

“A massive thank you from us, you gave our SEND children an experience they wouldn’t normally get and we can’t wait to work with you again!”

“Excellent Tutors, friendly atmosphere. My daughter has gained so much confidence in her guitar playing since starting at AIM! “

“The AIM tutors are incredibly friendly and easy to work with. It has been amazing to have such an opportunity to perform and meet like-minded people at the events that this project has allowed.”

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Find Your Voice (FYV)

FYV is a youth-led project that empowers young people aged 10 to 24 to identify, address and advocate for issues afecting their communities. We help young people develop skills, and we provide resources and opportunities that enable them to become active citizens and make a lasting impact.

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1450+ 2450
200+
YOUTH ATTENDED
YOUTH
SESSIONS COMMUNITY
SESSIONS
ATTENDANCES EVENTS
HOME YOUTH
5 EDUCATION
SOCIAL YOUTH CLUB CLUBS
ACTION FOR YOUNG FOR YOUNG
PROJECTS PEOPLE AGED PEOPLE AGED
11 TO 17 10 TO 24
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Looking ahead to the coming year, Southend YMCA will launch a student lunchtime drop-in service and host a youth services showcase in October. The influencer programme will expand to include IT and media training. Our work with Southend Council to develop the Youth Advisory Board will continue, alongside efforts to increase youth-led social action and raise the visibility of youth services during Youth Work Week.

Here is what young people have to say about FYV

“The Youth Clubs has helped me with my confidence building and making new friends and then having to make new conversations with them each week has been challenging but rewarding.”

“My son enjoys the youth club because it’s good for his confidence and the activities are amazing”-Parent

Here is what volunteers have to say about FYV

I am currently unemployed I did not have much else going on other than the daily stuf, so coming to the 18 to 24 drop-in it’s been nice to meet and interact with other people in my local area.

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TRUSTEES REPORT
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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 life opportunities. Every half term, children from Year 1 to Year 6 “meet” volunteers who work in different industries through 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, Tendring, Colchester, Harlow and Castle Point and Rochford. The excitement and learning have been fantastic, and feedback from children, professionals and Ofsted clearly indicates that the project is meeting its aims.

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22,926+ 784
CHILDREN SCHOOLS
CLASSES
REACHED ENGAGED
537,729 +
CHILDREN
REACHED
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Here is what pupil have to say about MY FUTURE

• “It’s hard to do certain jobs but it’s not impossible! Follow your dreams!”

• “You can achieve anything no matter who you are.”

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Health & Wellbeing

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TRUSTEES REPORT

BUMP TO BREAST (Sept 2024 - Mar 2025)

Southend YMCA’s Bump to Breast (B2B) project, funded by A Better Start Southend, ran from 2018 to 2025 to support breastfeeding families across Southend’s most deprived wards. It offered weekly drop-in groups, outreach at the Southend Storehouse Foodbank and monthly meet-ups at the Cliffs Pavilion Café. Families referred by Southend Hospital received antenatal and postnatal support, including phone calls and online group invitations. The project also contributed to the Southend Supports Breastfeeding scheme and the Infant Feeding Network, and hosted creative initiatives such as multilingual art, community-designed tea towels and three published books featuring local mums.

Evaluated by the University of Essex, B2B was praised for its emotional, practical and social impact. Parents described the group as a lifeline, offering reassurance, hands-on breastfeeding help and a strong sense of community. Many reported increased confidence, reduced isolation and longer breastfeeding journeys. Over 90 per cent of participants felt more supported, connected and empowered, with many going on to share their knowledge and experiences with others.

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Supported, 27 Online, phone call,
200+ text message
families with outreach or email advice
breastfeeding sessions support provided.
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Here is what project participants have to say about Bump To Breast

“I attended nearly in tears but left feeling like a great mum.” “The support has been invaluable.” “A sense of togetherness, support, understanding.”

SOUTHEND BREASTFEEDING CIRCLE (April 2025 - Aug 2025)

Following the end of A Better Start Southend, Southend YMCA continues to support families with young children through its new Southend Breastfeeding Circle. Certified Lactation Consultant Eleanor now provides specialist support, alongside Theraplay-informed services. Weekly groups run at SAVS and the Cliffs Pavilion Café, supported by ongoing funding efforts and community partnerships. The team regularly attends local events, offering play areas and infant feeding advice. Eleanor and Amy Shearwani continue to collaborate with Public Health Southend and other partners to promote the Southend Supports Breastfeeding initiative. Summer plans include family-friendly activities such as picnics, beach play sessions and tie-dye workshops.

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ENVELOP MENTORING PROJECT

The Envelop Project, an early intervention initiative funded by BBC Children in Need, provides coaching and mentoring for children and young people aged 8 to 18. This year, despite funding ending in March 2025, delivery continued until the beginning of the summer holidays, ensuring consistency and stability for vulnerable young people.

Key Achievements

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650+ REDUCED
REFERRALS SCHOOL
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DEMAND FROM (FIXED-TERM
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• Indirect Beneficiaries includes the community, families, educational & health institutions

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Impact

SUPPORTED SCHOOL EXCLUSION UNITS

INCREASED SOCIAL MOBILITY AND PARTICIPATION

FOOD SECURITY SUPPORT

Challenges & Response

• Funding ended in March 2025 → Delivery extended 4 months through resource management and partnerships.

• Rising poverty and food insecurity → Liaised with schools and supported families to access food banks.

• Increased demand → Grew placements and partnerships to sustain services.

Looking Ahead

• A business case has been developed to extend mentoring to young people aged 18 and over, addressing a clear gap in support once they leave school.

• Alignment with national priorities: while the Government is investing in secondary schools, this project will complement those efforts by providing wraparound mentoring.

• Continuum of care: the programme will bridge school-based support with post-18 mentoring, equipping young people with resilience, self-belief and the life skills needed for long-term success.

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TRUSTEES REPORT

BUSINESS SUPPORT

INFORMATION TECHNOLOGY (IT)

We work closely with Southend City Council’s IT team, with our systems supported through the Council’s infrastructure. As part of our IT improvement project, and with specialist assistance from Shonet, we have developed a customised Salesforce Management Information System to strengthen service-user data management. We also use Microsoft 365 and are implementing OneDrive and SharePoint for cloud storage, enhancing security, collaboration and flexible working across the organisation.

We continue to refine our IT frameworks to improve efficiency and strengthen cyber defences against breaches and ransomware. The framework incorporates multiple redundancies and robust disaster recovery processes, ensuring seamless failover to backup systems. This supports our business continuity plan by minimising costs and disruptions while maintaining service delivery and providing reassurance to commissioners, funders and insurers. In addition, improved IT capability enhances our ability to secure new business opportunities, including the delivery of online wellbeing 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 helping to develop the next generation of the workforce. Notably, many undergraduate and postgraduate social work students are deployed in mentoring roles, supported by strong partnerships with universities. Staff and volunteers follow robust Workforce Development Plans that provide for mandatory induction training and ongoing professional development.

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TRUSTEES REPORT

STRUCTURE, GOVERNANCE AND MANAGEMENT

Southend YMCA is affiliated to YMCA England and Wales and is part of a federated network of YMCAs that 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, under which Members and Trustees are the same individuals. The size of the Board is limited to 10 people. Trustees bring 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’

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TRUSTEES REPORT

Whilst Southend YMCA’s beneficial area is not limited, we operate as a local charity. In 2024–2025, 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 the Economic and Consumer Regulatory Standards and adopts a co-regulatory approach. This means that while the Regulator sets national standards, the responsibility for agreeing, monitoring and scrutinising local implementation lies with the Board. This is achieved through reports to the Board, sub-committee meetings and task-and-finish groups.

As required by the Housing Associations (HE) Accounts Direction, Trustees confirm that a Liabilities Register is in place and that they comply with their responsibilities as set out in the HE Governance and Financial Viability Standard. Our Housing Team has facilitated a 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 their commitment to delivering our charitable purposes within a rapidly changing economic environment. The tensions between opportunities, risks and costs are actively addressed. Trustees are aware of their responsibilities regarding housing stewardship and are making plans for additional investment in the Newlands building. This includes recirculating a receipt from the disposal of a non-social housing asset, a property on London Road with a remaining lease of 93 years.

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TRUSTEES REPORT

Trustees will be reviewing the organisational purpose and strategy in 2025–26, recognising the risks within the housing sector and how these may affect the delivery of more and better housing. Fiscal challenges continue to impact Local Authority commissioning, making it essential to achieve full cost recovery on all contracts. Trustees agree that SYMCA has a strong reputation and operates to the standards required.

The Board is committed to recruiting new trustees aligned to our core areas of work. Findings from a recent Trustees’ Skills Audit show that the strongest professional experience represented on the Board includes strategic leadership in the public and voluntary sectors, senior management, operational delivery across housing, health and wellbeing, and financial expertise. While some Board members bring lived experience related to our charitable mission, it remains our intention to increase diversity of background.

The Board may comprise not fewer than two and up to ten members. It conducts its business through Board meetings and two Sub-Committees: Finance, Risk and Audit, and Housing and Facilities. Each committee operates under agreed Terms of Reference and is chaired by a trustee with relevant professional expertise.

It is the Board’s responsibility to bring independent judgement to matters of strategy, performance, resources and conduct. The Board may seek professional advice in carrying out its duties. All trustees are required to declare any interests at meetings and maintain entries in the Register of Interests. One trustee received remuneration for legal work undertaken at substantially discounted rates, following all necessary probity processes.

Southend YMCA pays a fixed-rate salary; there is no incremental salary scale. Trustees may, at their discretion, award a cost-of-living uplift, which was implemented in 2024–2025. Salaries may also be reviewed to reflect additional responsibilities assumed by individuals, in line with market conditions.

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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, an inter-group Deed of Agreement and a Delegated Authorities Schedule.

• Risk and Liabilities Registers, supported by disaster-scenario planning.

• Strategic and business planning processes, including detailed budgets, forecasts and management accounts.

• Formal Recruitment, Retention, Training and Development Policies for staff.

• Options appraisals and the procurement of professional technical advice when embarking on major new projects, ensuring compliance with 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 system of internal control can only manage, and not eliminate, the risk of failure to achieve business objectives, and can provide only reasonable assurance against 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.

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TRUSTEES REPORT

Our Chief Finance Officer (CFO) 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

• 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 principal sources of funding in 2024-25 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 £4,173,099. This included restricted funds of £2,816,219 being the value of fixed assets, current assets and long-term liabilities.

The net assests held by the main Charity comprised £1,376,930 being the value of fixed assets of £2,085,026 including the Eco Hub Building, the Newlands Building and move on accommodation; and cash of £532,552.

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 small deficit. The school had net current assets of £2,796,169 of which, fixed assets of £1,930,940 - this is mainly the value of the school building which is subject to a covenant and is held in trust for the DFE.

32

TRUSTEES REPORT

Properties

As of 31 August 2025, the Charity owned 2 Housing Properties: Newlands (a 35-bed social housing unit– subject to a mortgage); 1 investment flat and the Eco Hub training building. 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 £ 10,329 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.

33

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 2024/5 shows covenant compliance and our approved budget for 2025/6 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.

34

TRUSTEES REPORT

Unsuccessful fundraising and failed funding applications- may occur, given grant making bodies are oversubscribed and donations are competitive. However, our positive track record of outcomes and creative service design creates a compelling case for support.

Mitigation

Due to tight financial control and reliable income sources, we do not anticipate cash-flow problems in 2025-26. In recirculating any receipt, the intention would be to increase operating cash reserves to 6 months – given the time taken to market property and liquidise capital assets. Our Reserves Policy focussed on the balance between cash and fixed assets and managing liquidity.

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.

Charity trustees have established a new Reserves Policy target. This is to hold 6 months of operating costs in cash to buffer volatilities.

35

TRUSTEES REPORT

Furthermore, the Board has established a capital emergency reserve where £50k was set aside in 2024-25. This is prudent when considering stock condition, the Decent Homes Standard and the availability of grants or otherwise. And so, the intention is to add to the capital reserve.

The running costs of our charitable business for 2025/6 are forecast at £105,757 per month which equates to £317,271 to £634,542. The Trustees consider that the free reserves at the year-end fall within this range.

At the year end the Charity held cash of £532,552 of which £63,447 comprised cash held on account (being funders paying in advance) with net current cash of £469,105. This comprises 3.5 months of operating expenditure. This is a increase in funds compared to the previous year net cash of £129,432.

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 31.08.2025 comprised: £2,796,170 of which £2,780,402 were restricted funds and £15,768 unrestricted. Of the restricted funds, £1,930,942 is represented by tangible fixed assets, general funds total £849,460.

Governors have approved a three-year plan to use reserves within the current educational climate, mainly on staffing in support of the students and for new building. 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.

36

TRUSTEES REPORT

For the Financial Year 2025-26 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 benefciaries.

Previous capital investment in afordable housing secures a long-term return (mission and rental income). The Charity has borrowed to acquire the Newlands Asset. The outstanding balance is £668,195.

37

TRUSTEES REPORT

Value for Money (VFM)

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:

----- Start of picture text -----
Reinvestment % 4.9%
New Supply Delivered 0.0%
Gearing % 14.46%
EBITDA MRI interest cover 235%
Headline social housing cost per unit (provides £24,089
for intensive housing management)
Operating Margin % (social housing lettings) 23.2%
Operating Margin % (overall) 14.3%
Return on capital employed (ROCE) % 1.3%
----- End of picture text -----

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.

38

TRUSTEES REPORT

REFERENCE AND ADMINISTRATION DETAILS

The Company is registered under the Companies Act and is a registered charity. 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 Ofcer Southend YMCA Dawn Brown – Chief Finance Ofcer John Levy – Strategic Lead - Housing and Facilities Tom Eatherton – Strategic Lead – Youth and Community Eleanor King - Strategic Lead – Family Health and Wellbeing Andrew Snell – HR Ofcer Mark James - Health and Safety Advisor

39

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.

40

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: 09/03/2026

41

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50UTHEND.0￿SEA YOUNGMEN%CHPJsTLV4•SSOC￿TKJN IUMifEtrOY¢VAHANrÈÉ)PJ4DW￿D￿lEs NOTESTOTHERNANCLIL5fATEMENtSIEontiNadJ FOR THE¥EARENtrED￿ AUGusf20Z5 XS.OEb7llALI¥S Chrty 2024 766218 80D.478 756.218 21.C 821.478 8W,478 21,000 766.218 786.218 P?￿bLe￿I￿l￿O￿Pye PBy3blDEft8roneyeHI 32.945 35.YS 32,YS n3.27J 785.￿ 733.273 766.218 821.478 786.218 35,Y5 785.533 Ampunt3inC￿￿Ed8bWy4h￿knfz1IdUEth￿￿ 635.753 635.7￿ 635,753 635,￿3 End 8 Qeoentuie ov¥ VMCA This I￿￿ w repwdtye wer 25 years from me thte ot ¢r3w¢own DEin8 27 NovEmbBI 2017 in i&tE5 ￿￿￿terEst ￿ter of 24k pa £Y48T th? Bsnk of EngiaThd A bEnk 15 5Ecuied chBtgE5 kntrAn ES,NeyAB￿&, 85 Ambl?side DIN2, onsea and Thtsioart￿ rtptyab￿￿ IOytatsTiom thÈdattofdrawdow in8 1 December 2021 ID ￿31?￿ents at a Iweo rale inter¢st of 2A9¥ tor the 5 years et 18te5 of I￿£T£S￿r8￿&1n£f[0mtheV£zt￿1Df￿p￿m1the￿￿kOfEnKla￿haSeratEDr21￿￿lh￿￿ft￿r. I¢DEFEBREDCAWTALGRAiir 2025 Group￿￿t￿￿ty At1 S£pt£mbBr2024 GiafjtreceweQiDtneye 337.929 355.620 At31 August2025 320,237 337,929 69

SOUTHEND4)N.SEA YOUNG MEN'SCHWSTINJ4AsSOC￿llOM IUMrrEDBY GUARANTEEIANDSUBSIDMIES NOTESTOTHEFINANCIALSTATEMEPITSl¢ontiThu•dl FOR THE YEARENDED 31 AUGUST2025 17. LEA5ECOMNtrHENT5 Tot81 future minimum ieèse pwmwts uTh*rTh)Fcancellabie owètingieasesforeaeh of thefollowing periDdsis asfouibws". 2025 2024 Giou Withinoneyear Between oneandfiveye?rs After Syears 49.9SS 10.583 28.674 189.035 328.783 60.538 2025 2024 char Wiihinoney9ar Between one8ndfi¥eyears After5ye¥rs 1.595 316 28.258 189.035 328.367 70

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SOLITHEND-ON-SEA YOUNG MEN'S¢AALSTIASSOCLlll014 ILIMifEDBYGUAR4&llEEIAND SUBSIDLWES NOTESTOTHE FINANCIALSTATEMEFItSIGDniinued FOR THEYEAR ENDED31 AUGUST202S I& PENSIONANDSIMILAROBUGAnONSltvthuell othermul1¥em￿￿Yerdefme￿benefflxh￿￿s The 9mployges of fhv South Essex Cornmunity Drnited belongio ￿ pnncippl pension ￿h￿rneS." the Teachers, Pension &heme toi England Wales ttpsi tor %ademic and reL3ted statr. and the Local GovEmrnent Pension khetne ILGP51 IDI noTrte8Chi￿ 5tEff. which Is tnanagEd by E58ex County Council. Boih are multi-omployeidelned-benelitschernes. The late5tactuirialviiu&iDn uftheTr5 retstediothE￿￿￿￿Ed 31 March 20203￿ Dfthp LGPS31 Maich2022. Contrtbutsons amounting to £21.505 tie to the StDÈmÈs at 31 ￿￿151 2025 12024." E14.B6BI are TherewerenooutStandingDrprepaHlcuthtXffH)TrSat￿erthE Wnningortheend of thefrn£ncialyeSr. T8ach8rsP•nslDn Sth8rn TheTgachgrs' Pensionschgmg (TPS) is è ¥atutw.conlribulory. d¢fined benefit schomg, governed byth T8ach8rs' P8nsion Scherne R%￿a￿On5 2014. Memb2rship ￿ airtomatic for full-tirne t8ach81S In scademies. Ailteachet5 havelheDptKJnto<ytrfxrtoftheTP5folknvri￿e￿rOknenl. The TPS Is an ￿n￿￿ded $¢h8me to whith both thg mgmbgr and emplwr fflakgs contribution$. a$ a percentage of salary- these comribirtKJns ale ciedited to the Exchequer. REtirement and othei pension bènÈlit$8re Paid bypubbclund$ byPa[￿￿t￿rt. The GDvernmem Actuary. ￿￿ng￿D[￿8l actuarial principle5. CDnductsa tottnal actusrial review Df theTPS In 8¢eoidance Public Sww¢e Pensions Ivaluat￿n$ Empioy¢i Cost Capi Diiections 2014 publishÉd by Trga$ury 8v9ry 4 ￿ar$. The airn Df the review Isto @n%urw $¢hemw ￿$t$ arw r￿08n1%9 and rnanaged appropriately and the rewv4V SPEcffies the ie¥eL of fuiure contributions. Actuanal scheme vbluatsons are dependent a￿mPtOn$ Èbout the VElue Of futurÈ ¢oSts. design of benEfrt$ Ènd n)any report was published by the Departrnent for Ed￿atIon 27 October 2023. wrth the SCAPE rale. set by HMT. applyinga notional Investmenl rEium based on 1.n6above thE raie of CPI. The keyelements Df the vblustion ènd Subse4uent¢¢nSult8tiOOè[. -employercontiibutsonTates Setat28.S8%ofpen￿onabiep3y[InClUdinla0.o8￿￿Ml￿IStraIlOn Iwl Thi$ 18en IncieaSE of 5% ￿TrplOye1cDnETitMrtloTr5￿￿dt￿eC08EConlruIre$UltlsSuch that no change In memD$rDen¢lit$ isreeded. -lotalscheme liabibDeslpBnsKJn¥cutt￿UyIn payrnenlandtheestimated costoffuturE bEnefftslfor setvicetotheeffectivedateol E262.WDmiilth8nonot￿a1è5Setslè$ti￿8te4f￿tuleCtDtIibUtlOns iogeih8rwiththfjnotional Inve$trnentshgid arthg¥aiv*iQn datel of £222.200rnillion. 8ivinga notional pa setvicedeficitof ￿.800￿l￿on_ 72

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SOUTHEND-ON-SEA YOUNG MEN'SCHRisfiANASSOCIATION (LIMITED BYGUARAMtEEI ANDSUBSIDIARIES NOTESTOTHE FINANCIALSTATEMENTS{COminL￿dj FOR THE YEAR ENOE031 AUGUST2f125 18. PENSION ANDSIMILAROBUGAIIONSl¢om¥nuedl Changes In the presentvalue of Ihe defined benefitobbgation areasfoilows.. Defined bEnef penslonpL4ns 2024 2025 Openingdefined benefit obligation ¢Jrrent $ervite ¢o$t Inierest cost ErTrploy88 contribution5 493.000 45.000 24.000 15.000 44.000 16,0001 61S,000 389.000 35.000 21.000 12.000 41,000 B8nefit5 paid Closingdefined benefrt obiytion 493,000 Changes in th8lairvalu&of theshaie ols¢hemeasset*- Deflned benef pensionp&n5 2024 Openinglair value of s¢heme8ssets Inierest incorne Contributions byernployer Employee eontribuiions Actuariaigainslllos5esl Benefit$ p¥ld Closingtairvalueof schemeassets 493,000 27.000 62.000 1S.000 24.000 16.0001 615.000 392,000 22.000 46.000 12,000 26.000 15.0001 493.000 Principalactuarialassumption5 atthebaiancesheetdate.. 2024 CPI Increases Future s8Lary inereases Future peTrsion increases Di$¢oJnt rate 2.55 3.55 2.80 3.80 2.55% 6.05 2.80% 5.10 74

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southendymca.org.uk SOUTHEND YMCA A5 Amhlpside Drive Southend On Seo. Essex SSI 2FY Registered Charity Number. 1102837 (registered in Englondl- Limited Liobility Company nurn￿r: 05051166. Non-profit* privote registered provider of Sotial Housing: Number.. 4853 Ptcose 9Ct in touch via cmoil at info0￿￿h¢￿dYrn¢o.Or9.uk or by colling 01702 301301. Yn¢A Hefe for young people Here for communities Here for you FAMILY & YOUTH WORK HEALTH & WELLBEING YMCA enables people to develop their full potential in mind, body ond spiriL Insplred by, and folthful to, our Chrlstlan values, we create supportive, inclusive and energising communities, where young people can truly belong, contribute and thrive. HOUSING TRAINING & EDUCATION SUPPORT & ADVICE

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SOUTHEND YMCA

85 Ambleside Drive Southend On Sea, Essex SS1 2FY

Registered Charity Number : 1102837 (registered in England); Limited Liability

Company number : 05051166; Non-profit, private registered provider of

Social Housing: Number : 4853

Please get in touch via email at [e-mail] or by calling 01702 301 301.