(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.” 1 ## 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 2 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 4 ## 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 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 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. 6 ## 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. 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 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 8 ## Housing 9 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| |---|---| 10 11 12 ## Training & Education 13 ## 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. 14 # Youth and Community Work 15 ## 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.’’_ 16 ## 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.”_ 17 Js. LLI Si ## **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.** **----- Start of picture text -----**
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
**----- End of picture text -----**
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.**_ 19 fyv 20 **----- Start of picture text -----**
TRUSTEES REPORT
**----- End of picture text -----**
## **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. **----- Start of picture text -----**
72
22,926+ 784
CHILDREN SCHOOLS
CLASSES
REACHED ENGAGED
537,729 +
CHILDREN
REACHED
**----- End of picture text -----**
**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.” 21 YPlt.? 1¥-2¥ Southend Yn¢A Here for YO41 Here for Coryi Here for yJ41 shou141 folr ch•nt• tsdbcrnrwh•th•y•e gnd H¢W511 22 # Health & Wellbeing 23 ## 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. **----- Start of picture text -----**
Supported, 27 Online, phone call,
200+ text message
families with outreach or email advice
breastfeeding sessions support provided.
**----- End of picture text -----**
## 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. 24 ## **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 **----- Start of picture text -----**
650+ REDUCED
REFERRALS SCHOOL
MULTIPLE
WITH RISING EXCLUSIONS
INDIRECT
DEMAND FROM (FIXED-TERM
BENEFICIARIES
NEURODIVERGENT AND
AND CARE- PERMANENT)
EXPERIENCED
**----- End of picture text -----**
* **Indirect Beneficiaries** includes the community, families, educational & health institutions 25 ## **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. 26 ## 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. 27 ## 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’ 28 ## 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. 29 ## 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. 30 ## 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. 31 ## 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 1919- YMCA ran a holiday camp out of the Palmeira Hotel in Westcliff. I￿ J Yn¢A I7￿, Here for young peoplé Here foi comrnunitie HeTe for you 44 sOUTMENf>o￿sEA YOUNGMENSCHRISTIAN•L88C￿￿lIOl4 IUMITED BYGUARANTEEI*tr4DSU8sID￿WEs INDEPENDENT AuoifoRSREPORTTOTHEMEMBERS FOR THEYE*AENDED31AUGIIST2025 Opinion We haveaudited thefinancialstatementsofsouthend-On4eaYoungNensehrisUafiAsswiationlLimited by guaiallteeland ltssubs￿laryf0rtheYeai￿dBd3I￿￿t2o2s￿hIchcoThp￿Sea Statementofcomwehensr Income. Statementofchangesin Reserves.Statementof FinancialPosition.Ststementof Cash Fiowsand notes tothefinaficialststements.lncludinE￿E￿ffican1£cC0￿n￿ngpolICie8.Theh￿anC￿￿1reportIngfrzm￿Wo[ktknZt has beenspplied IntheirprBpzration isappbcabIe￿WaTrd United ￿tE￿ACCOUn￿n£8tanda[d8.I￿ciud1￿B Financi3lReportingstsndard 102TrFinancial ReporritbBStandard atv11cat￿eInthe UKandRepublicoflie￿nd. Iunited Kingdom GeneraltyAccepteOAccourringPracticel. -giVO8 tru$ art¢ l¥irview4rth¢ ytat¢4rth¢sM￿$athjIr¢¢knary$8￿*t$#$8t3l AWt20258nOOTthe gr¢up'$in¢¢meatt*ex*rtJityf¢.ToIThg￿rth¢rt¢rt¥¢fj.. -h￿ b¢¢hPr4*rtYPr¢P$iÈOin•¢tyydgrt¢¢￿lth Urtiiea KiwmGw¢iÈllyA¢¢*PteaA¢¢ounlihgPr$¢ti¢¢." -hgvg bgFnprep£iFrtin gccurd9DGeV￿lh1hPreqVIIEMEntsof1hEcO￿p8n￿￿5Ac12￿5.1￿HOu51￿8&Trd R$gèner&titsnA¢120084nd 1h¢Jl¢¢4unl￿8DlTet￿nf(YwN$lt￿￿ered w0￿d￿[s¢f$￿¢ltyl h¢uSihgiDEnthand 2Q22. law Oul r¢sponsiOilrties undeitrw)S¢$lartOaiOSai¢lUrtf*rOeS¢iibedihth¢Au¢i¢tsrSi**OTh$ibiliti¥$f?1t￿+è￿ OTthyliTh#n¢1èlStèt¢M¢rtk$5￿TItyIQf4vrreptyt-￿#014I￿*￿￿thnlts[th¢¥￿￿Yplrn&¢Q1￿•￿¢ev￿ht￿O¢th1¢•l r$qvir¢m*rtt$lhat¥r¢ fèi¢Y¥rtrtOOur0￿1I￿0I1f￿Ilh8￿Iai$l•l¥￿rt$￿T￿*UK. irt¢ludirtgih¢ FRC'S Elhi¢al Sl¥Thd¥ra. èn¢ 4ve h¥v¢TulTIll¢¢ Oyrtythgi¢rhi¢aiiesp￿$Iil￿tl¢$lm8¢¢￿0?tt¢*y￿lh Ih¢$8T¢4uii¢m¢nts.w¢ Conciusiong raiatsnrtto#uinsGonGorn In audrtingthefinanc13lstatements.￿haweConCl￿dedthaIthPbDar￿fsu5eofIhego1ngc￿cetn basisof accountinÉiTrtheprepaiation 0fthefinanualstalern￿t8lsap[mpri￿te. B¥$gJ onth¢W)￿￿e￿9¥vQ¢rf0i￿l.￿rth￿hQt IdentiTh¢d*tyrtweri8lyn¢¢rt8iit*s￿btin8tOe¥¢Tht$Qr ¢WOitionsthgt. jnOM¢ugllyorcoll¢¢iw•y. w*¢av$Wd￿aMJwtytolith￿¥To￿p.SatyIbtyt0¢QrntsfivQ$$• g¢ing¢ort¢¢in lola pe1￿￿0*¥t1$o$Llrf￿*m￿llhSfr0m¥ffi¢￿thèl1hgn¢ial#a1¢m¢￿t6￿rÈaVthOlI$ej10r i6$Je. iesp0nsibilitiesendtherespDnsi￿￿￿￿50fthebOaI￿*lthres￿t0￿Lyt￿cot￿ernWedeSc￿bedinlhe 45 50UTHEND.0￿SEA YOUNGMEN%CHPJsTLV4•SSOC￿TKJN IUMifEtrOY¢VAHANrÈÉ)PJ4DW￿D￿lEs INDEPENDENT AUDtroFISPEPORTTOTHEMENnERS¢cori FOR THE¥EARENtsED￿ AUGusf20Z5 0thgrlntrM*Son tneknThancialSlateThntsOoqs￿tC¢WtTI￿eO1neTlntOm￿an￿.eYce￿rO￿eXfent0l￿1Seety￿rtl¥stated Inouireport. donnotExP￿s88ny￿0TMaf￿s5Ura￿￿e￿￿lUs￿th￿[￿￿.(￿rresw￿￿￿￿ItyIstOre￿thaDth￿rl￿0rmB￿lo￿End.1TrdDl￿￿5Q. COuT5eoftre8uQit.orotnvtti8eappeyestot￿￿l￿?1￿mIsStetr￿.￿￿1￿￿t￿X￿Th￿ele￿e[1llCoDS1stenC￿Si￿￿Ppare￿t materiB1rn135tBtemEllts.weBr2requiiEdtodete[mine%%hEth￿IhI5￿*sTI1￿t￿3￿u￿enaImlS￿3teMent1￿th￿fiTr8ncI￿l InfOTmati￿,Weartleq￿irtJ10re￿1t1￿IfeCI. Wéhavénorhingtoréptsrtin opinionsonirtherm&tterRpreR￿tsEdbYthee•W￿•A2D InOurOpitsiOn.basBdon .thelnl0*motKJnglvenlnihetrusteWieportroi￿*h￿V￿￿l￿￿1r0I1*￿h1￿etr￿ftU*StattMefitsareprepartdisc￿slstent wrththelin4nci?1514lernent4 Inthell￿Io1O￿rk￿Q￿Itdde￿d unOeislath1ir*oTlhtryouoandlMf*3lQffttchartyandtsth#<￿￿tO￿taImd1￿1Th•¢￿r$e0Y the8udit, weh8venotKtentffie¢ m?teWmi53t*emirt5in1hefvy5lees Weh¥Yenothin8tgreportin re5petyofihE followingmatt£151n r£LgtiontDvthirhihECQrnt￿￿￿AG￿2t￿l￿qUire5￿5tolP￿tllw￿rf.in Duropinion". .ade0Uate￿C0u￿tIngIe￿md$n￿%mt￿e￿￿l￿er￿tymtQXeftlclla￿ty.wl￿I￿M$1￿equate1oIr￿Ka￿Ql[tA￿eTh)t￿etffl1e£el￿e from bron¢he¥notM¥itedbyu¥. -theparentcharityfinanciel¥lat￿lsWeno1in*W￿l￿￿tso￿C4yJ￿Tr￿￿K45andrt￿r￿', -certBind13l￿5urB5Ofdll￿C￿or￿ -￿￿￿&M￿tr￿c1￿￿a1l￿￿lnIo1mat￿￿am*XPL¥￿Wft$￿NuK•10l￿1#￿dL0I .theLfusteesbY￿en￿te￿trtL￿to￿e￿￿[etheI￿￿aIsIal£Ir￿tsIna￿oI￿a￿e*Yththe3M&tc0rnpanlesIWme￿ndtake SOUTHENMN4EIYOVN014EN%CHRISTIANASSOCIATION ILIMITE06VGUAK4tr4TEEIAtrIOSU8SIOIARI INDEPENDETrifAuDttOR5REPORTTOTHENEMBEILSIc¢M￿n FOR THEYEARENOED31 AiMSUST201S Respon￿blI￿lesD*tru￿le morÉT￿lIyhn ￿ètY￿St￿$'reS[￿￿￿￿U￿$Sl￿￿￿&*I￿￿*OnpaV&l￿tts4l.ffi&tsust&èslWth0éleaISoth￿ dir£ciorsofthB aS5QG￿tIonTO[th￿￿￿Tpllses0f(hB￿tyLY*}￿￿reW￿￿lBFO￿thBPre￿￿II￿￿ DfthEfinanEia15tat£m8nt dforbeiDg5ptishedthaltheyweolnxaTrJtsiiwyw.pt￿f0iy￿hin￿￿n￿lc0￿￿dB3thets￿sIEeSde1e[MlnelS￿￿ceSB8ry toefiab￿thepleparIt1o￿0fl1￿a￿CK￿1S￿e￿en13th￿ta[efreefro￿f￿aletI&￿￿w￿te￿.I￿￿Ie1hBrdu￿totraU￿Orerl0r. IDpieP3nDgtbefinoDcielstalements.trElnisleeso￿re¥K￿￿JktrO￿￿sy¥tyEWPSondIhPpaTentrh?rity'5￿bl1tyto coTrtin￿eaSa%Ql￿%0￿(eIn.d1sClo*￿0¥app￿Cat*rnatte￿slCiaIe￿10W￿C0￿Cw￿aTh1u&￿gtne￿ngC0ficernbasI5Df tcauffitlngunlass￿ttruSl1IS&tMtlrt*ndIO￿wl￿athknè￿￿Or￿￿￿a11Thttha￿ty￿rtO￿aSÈ￿p1taLiOMs,orloThay1ffto Ourobiective3aretooOt8in ree¥oll8tyep&8ur&nce8t￿l%￿therttEh￿8￿C￿lSlB1￿ne￿3a44W￿OLe£1etreefrOrn rnateriBi miSStatemÈnt.whetneiluétofrauttorerioi.anQtOlSSueanauditofsrewtthatKKi￿So￿Io￿n￿￿. ReasDn8blé aSsuian¢èls&hlghlÈvÈlofass￿￿ar￿. blrtlsnDla￿ata￿È1r￿3Ma￿thtt(￿l￿￿Cts￿ IMAc¢Drdar￿V41lhISAS(uK1V￿Ll Iw¥ysd¢tsrtp m¥teriplm15sT*emEntYthenit￿Y> m?leiiBI If.InUiyiduallyorinlhe?wesaie.theyCouldreo5(witybeeyp￿1e4t0￿uBn￿etheec￿Q￿icdec1slOnsQfv5ers taken onthe b3sisofthesefifflancKfjlstitements. I￿e8￿￿Tit￿$.lTrC￿￿In#fy3Ud.8le1Ds&w￿e5OfftW3D￿￿￿ia￿￿e￿lknts￿a￿df￿e1KW.WedeSlBknpr￿edUIes Inlinewth 0￿rr￿pOnSIbl1l1les, omn0aa￿￿￿￿.tOdÈt8Ctmate￿a1ML$str1emeIIts￿￿$p8Cto￿￿eguthIlth￿.￿￿￿￿￿l￿gtsJUd.Th￿è￿8nl Iowhlthouiwo¢Éd￿￿S9rè¢ap￿NÈoTdÈtÈcb￿￿￿￿L3￿t￿.￿lUthrÉltak1I$￿Ètai￿d bèlov*." -IDaddie5siDgtheI13k(ItsaudthrW￿nv￿en1￿V[thQfC0nir(1$.Ie5D￿gthe8pp1Op￿at￿￿(￿￿)￿MaIentnes￿￿d otheradi￿stmen1s-. -IhÈauditprttÈdulÈsw￿knyaIS0In¥t￿bÈlAga￿atÈ01atylA￿rtÈ￿$Itts￿tÈkn1Éknlr￿rn1Th￿$att￿th1tdpxIty BeC8U¥eoftheinhereTrt￿Mrtat1W￿Qfa￿?udrt.Ihe￿e￿a￿*tr￿Y+Yy4Tll￿0ldeteCIalI1Wbry$ieS.l￿IudI￿l￿0sele*dI￿S toi mateiiilmisstatementintnetlni￿lalstsIe￿￿lSOrr￿￿<￿￿a￿￿Y￿thl￿LthOn.Thls￿sk1ncre8se&tThe[fftreIhat WIU duelDfraud ratheilh3DerroI.asfr￿￿fvs¥￿eDDonalc￿ce￿Wlf0F￿.C￿l￿31O￿.Omls3l0nO[￿lsrepreSe￿t￿t￿Tr. 47 $OUTHEND-ON.$ÈA YOIJNGMÉN'$¢ARisnAN*LW¢WmOtrI ILINIVEDBYGUARANTEEIANDSU￿lx￿RlEs INDEPENDENT AUDITOR5REPORTTOTHEMEMBER5lconthThted FOR THEYEAR ENDED 31 AUGUST2025 udltorsr•sponslblUtlèslorth•auditotth*fifftandalslai*m•nts{eontinubdl AfurthBI descriplion ofourre5PDn5ibililie5 ts8wailaYeon 1heFin8nci8l￿e￿ortI￿8c0wc1ls.¥web$rtÈèt Thisieportis madesoletytothechativslru5tees.asa W. ￿aCCOrda[￿e￿ithe￿aprer3 DfPart 16ofthe ¢ompanifj$A¢t2W6affl4*ection137oftr¢Hou*n8an¢ Re8ener*onPCLITION ILIMifEDBYGUAFiVITEEIAND SUBSID￿ES CONSOLIDATED STATEMEMfoFCA5H FLOWS FOR THEYEAR ENDED31 AUGU5T2025 Gioup 2025 2024 NDte N8tcashliovJlrorn0pera￿￿¢acth￿e 53.056 510.044 53.056 510.044 Cashffowfrom InvpsthÈacthttre Purchaseof tangiblef￿￿ assets Proceedsfiom saieof ran￿ble￿Xedassets Interestincotne I1￿.020) 177.746 15.304 1128.2401 500 Net¢ashliovJlrornln¥estl 64.030 Caihflowfromfinandngatt￿tsI Inter88tpaid N8wboirowings Repaymenfof lon8termioans 156.0371 155.2811 134.2971 Ngtca$hliowlrorntinancingathftwa 1102.7321 IW.3341 NetI￿reaSe1￿Wha￿dca￿¢￿￿￿l¢fft5 14.354 304267 ¢a5hand¢ashegulvaiefftts*the b•OnDI￿o*theY￿ar 1.502.14$ 1.197.879 Cashand¢ashequlvaWs*the eThlottheyeai 1.516.500 1.502.146 Ca5handca$hquivaierrtston￿sl5QF. Cash atbank8nd In hand 1.516.500 1.502,146 CashandcashequlYawttsattheendollhe)wi 1.516.500 1.502.146 $2 SoUTHENr￿0￿￿EA YOUNGMEN%CHRisn*J•AS8OCUllOM (LIM￿ED BYOUAR4NTE4ANDSVB51DL4PJES NOTESTOTHEFINANCIALSTATEMENTS FOR THEVEAR ENDED SI AUGUST2025 LEGALSTATUS Sovthen&Dn.SF?YuungNFn'ychri*i?nAy¥orr*iuTr(IIEth¥tilY)ry4Wr￿eC￿M￿¥rylirn￿t￿￿l¥u￿r8Trte Incor￿)rat￿￿ iftEnoand undèr t￿c&m￿an￿$ACt2(￿ rwSlÈtÉd￿1hth￿ HomÉsarhlCtsmmunitièsAgÈntyas private registeredpiowder0fs0c￿l￿W8i￿a￿11Sare￿St￿eoc￿a[￿.ThP[e￿Steied0ffice18NV￿la￿d$.83 Amble31deDrwfj. S0Lrthen￿-sea.SSI 2FI. Southend￿n-SeaYoUngmen.8clKlSt￿￿A￿c￿*l0￿IIa￿O￿e￿￿%W1Mry.S￿rthEsSe￿e0mMu￿tysCh0OL1￿m1Ied ty Gu8ranteel. re1*Pr￿junde1tbe￿p￿1eS*￿)j%8nd￿DeK￿￿Pt￿￿iWi8n￿jeryryTr￿st1 repDmngtDlhe 5o¢fOtsryof5tg1¢ 1.ACCOUNfiNGPOUCIES 1 B&￿$￿*￿te0llntt￿g TheGrOupsfin3￿lal5I￿nemsh￿Vebee￿wepat￿InaCc(y￿￿￿e￿itha￿p￿cat￿eUnrted KingdDm Geneially ¢￿ted￿rOuntIngFTI(Il¢e{vKGAAP)￿￿￿J¢in¢Fln￿l¥IRe￿Thn85t?rthr￿ 102gndtheSl¥lementof RÉcoMmèndÉdfvaCtitèl￿lÉ￿SlÈrÈ￿￿￿*ng￿ts¥￿ÈT￿HCrtÈIAE$oftp2o18. Thefinancialstatementscomply*ththeC0m￿lE*￿t2{ts.the bknU%￿Reg￿8tI0nA¢I2oQ￿4￿dlheAcC0U￿ti￿g iectionfot PrN4le Be8isleredPr(Y•thrs0fSDr￿F￿uyr%2￿￿.￿Eo￿C0Vn1¥g￿prep8reo0n￿ehis1OIK&lcQS1 )?￿$￿1￿￿￿rnt1ngAfftd3Ispr￿ÈntÈd IhSfÈ1￿rf£_ The yvbyidi?ryvtMkrtèknn81yBnArgdEryTwX.￿w￿E￿￿b￿h￿5VtsOL￿no4Tn1ott￿Ch￿nIIe9soRplFRs1o2I ndthÈAeadÈm￿sAtt0￿nIS0￿Èct￿ft2￿41o￿12s.￿thÈ1Éth￿￿$aÉon￿d￿ppt￿pt13t&lnorl•i10g1¥e￿tr￿&anltalr ThechantycOr￿t￿￿I￿d￿bknCB&nefftEti￿tyasdefir￿dtyFRsl(r2. lThw8panngth&sèparatèhnancLaLstatÈm￿ts[￿thop¥&7tc0￿pa￿y.&￿anta£ohasbÈ￿nté￿*n0lthe10knQ￿ng disclosuré exemption5a￿IIat￿&l￿FF￿￿l02. -Ihprequirernenttowe3WIt?5t¥tEmenlufc4¥hfltWds¥ndielWednotES." -disc103ures In re5pecl01thepBr￿￿ comp3WSfi￿Yy1lnslILynernSha￿IIDIbeeTr￿1E5e￿ted￿yequ￿aIe￿t IS¢IOSyre ¢xenlQlitsns¥v¥ilÈtts IhFRS102-. -nodisclosuie has beenwvenfoithea%gregaterernunwationotthekVrfrnardge￿thtper￿n￿eI0flheparent comp3nybec4usethe1rremut￿rel￿￿￿w￿lLthd Inthet)1￿¥¢If￿￿fftÈ￿￿￿1sl#t¢1￿iIsoIth¢¢h9￿ty¥f￿￿$$ybsIfjI$rySO￿th EsSOx C(pMmUn￿￿SON￿OLI￿MItÈll tyGuaiantsèi.Th*iÈsuitsoltms￿b￿￿￿ryTh8¥￿￿eefft consoliQatea ona Li￿-by-ll￿+ basi8foTtheye3rendett31 Au8uslS)25.TheSothh ES*A￿￿￿tyscl￿￿é5uts￿d1ary0f￿hefftalDCkn?r1tyunder yFOion 11621211bl ofttEcpmp¥nve5A0200&TheseGtion¢efvw￿ip￿tvrMkrt¥kl￿¥FTr￿-Subsid￿ryu￿dert1k1nt" toithg purposès DlthèCoMpartièsAtts.An undèrta￿￿ElSaPa1Èfitui￿É￿akfftg1M ièlatiDntoanotharuThdortaking. a subs￿￿ryU￿dert￿k1￿£. rfitisarDembeiottheUDderta￿￿ga￿d hasaDghttOappLMm￿remo￿e brn3iowoftsbDard ofttiie¢tDly The resultYDfSoirthEySExCrynmunnyE tseurr*ttfinantraip￿th￿￿I￿￿d￿tsllk$￿t0aTfètttrt$T￿t￿i￿d&v￿1ttp￿é1￿t aresèL0￿t￿1tnill theiÉpDrtl1omthèf*￿Id.IThè￿￿phaslftpL4CewtÈ1m￿1￿tstIacllltléSvffilth PIOvidè adeouate reSoUr￿￿t0finar￿CDrnrnitie1jr￿nwesIrn￿￿d￿￿l￿￿￿Ip[￿aMffles.alo￿gY￿ht￿e￿O￿p.S daytodbyopeiations. TheGoDtsnuingOper8tiunglEl13fe￿e￿lhEcOMwryl4dEp?rf￿rtu[WttEc￿DnvinvWpPDrtQflhe rn41 I￿n¢￿rrOr￿￿¥T•Up.tAF￿￿k Ltd.ThnJuehoutthw¥caunThryFArand *ncEthByeèrand.thpgtpuph>$ 1ncommunication￿tTh thÈmain hastÈtt￿￿Éu￿￿rt1nth￿l0tM012 IDancowÈnanttrdréèr.èasÈ poffl mitsgated budgetsanduplodatemanag￿n￿tacCWnl&￿￿Ètioa1aOftr￿steesa1ÉC0￿fvdtsntIhaIIhellsk ofthecuvenantbe1ngbre￿W￿IO[￿ard￿luW. Onthis basis.thebDaid hasarea50nat￿e￿pect￿￿lh￿tthegroupha5￿equateie&0urCes1OC0nII￿ue1Tr oper3DoTrèlexisleDceforthefore5eeebletuture. bein#ope[￿of¥t￿¥1l￿￿iVe￿o￿[h5£fte1tknedeteo hi¢hiheiewrt¥nd finpnrig15tèlementsgrey￿ed.FrylhlsrePSQn.l￿￿w￿nVestO?ogptthPgOI￿8Qpn￿tTh IA PrÉPar&knaTholthÉ IirtancialsialÉMÉhlsiÈ¢uiiÈS mart¥thiiÈnttomakè*¥nrfitantj￿￿￿￿rttS andesUmatès. Tnetollothng JUdgèmÉntsaThl•APertsh&￿hadthtrnOSt￿￿rf￿anÈ*1t￿A0n1h@4mo￿ntsrOCOEnlS￿d1lllh Management judgement1sappbedindeterm1￿￿gtheexlenlI0wh￿hthe￿kS￿tse￿efitsaretsansfe[[edto thech3ritywhen consideiingtbeincometD berecwwyed. Vdhere entitlementto incutneissubiecrr0fu￿ltI￿gperfD￿￿￿￿e￿te￿co￿th￿UV5.1udgernent18￿ppli￿I rne31tvptionytodvT¢irninETbF sIvb*olrryn￿Iun￿nolher￿?1Edi￿r￿rnefObt recpgDised.i¥lhgith4 ¢T¥fr¢d. Judgement Isiequiredin deteimlningandatvtyinEtheba%sofreEuL*ed￿IéihUu￿l￿Ba￿lwity8ndaCIplrrie$ Th8grouphasundèrtakÈnA rthnÉwoItMinterMlÉduS%•OtallPIOWtias.IndetarMlnlThgth8lntandéd se.th8grouphaScon&d8r￿J￿thÉasSet1sh￿dro1SQCia1b2nefiI0rtoea￿C0fftrn8rCia1rènIa￿. D$pre¢iafion i$¢hèW tsn wwttsr￿o$£WSe￿¢s Nowocl4lhous R8niaiprop8rbÉs Tolalrthmed d￿n￿g￿eyPare￿￿ed31 Augu5t202 62 SOUTHEND.0￿sEA YOUM¢MEN%¢HWSTW41SW14T IUMtrEDBYWARANTEEIANDWWDLWES NOTESTOTHEHNANCL4L5fATEMENTSILontllM FOR THEYEARENDED31 AUGUST20 OPER4llN05URPLUY(DEFiun ¢h&dty Js 20.(LO 20.023 IOB 95.792 20.020 33.05 2Q.033 .791 tkpr£ciatsDnDfoth£rtsn¥bi£fix£d3SSBts Imp&irmBntDFTBn*blBfixEda55BT5 PrtsTlrllLossiono1hérLinob￿asS•ts O￿￿ting1￿35er£￿tsL￿ 3279 62￿ 43N2 38,409 3,279 42.17B èsp*abiÈwt￿Cha￿ty$￿ 13W 73.￿)0 13.ODD 7.460 TOr0th&r&É￿IC TO￿laudI1$ÉrrtèS 23. 29.910 13.￿0 2O.46D IiItEHEStRECWVAOLE GMU hafity 2025 IntereSt￿ePie￿ 1*304 1S.304 12.297 4.352 4.352 *IIIIERES7*JIDFINAIKINGCOSTS Chldty 2025 Inter£BtDn bBnkkpEll 47.471 56.037 56.Q37 5S.D37 s6.￿? 47.471 ILMITEDBYOuARANTEE)*ts4DSU￿D￿s NOTESTOThEFINAMCi4LStATEMEri[SlLoTh￿r￿x FOR lHEYEAREN￿EDJlA￿2W 7.STAFFCQSTS Wag85BndsatsnB5 SocL*l$e¢urrtw¢¢sts Oth8rp8ns￿COsls itsq7.180 1.￿5?0 1B3.771 241.433 172.g33 2ffjn.3BI 1.￿.334 to ctthrknrt￿￿￿ ot E3272 m3dB 12U24. £3,￿1) tsf37hD￿5Tr. Chi￿r￿￿9￿￿￿ .001 ID£70.flJD £BO.001 lTrEg0 .OQ1 lo£1QQ.i¥)Q E6D.UQ1to ￿fj. È7D.llOitoÉÈO. £8D.001 ltsk80.0 E9ll.llOltoE100.￿ £IOO.001 toÈ110.tsJO 20 K&yrnBn4￿Bntp￿￿0n￿Blr8￿￿V￿th SaLIry 581.268 93.E42 1llD.604 705.396 1202&Éa736lr￿pEc￿Ety. Wa￿5 5outHEND4)N￿EA YOUNG MEN'SCHRISTIANAS%>CLITION ILIMifEDBYGUAFiVITEEIAND SUBSID￿ES NOTE5TOTHE FINANCIAL5TATEMEFif5{conlinued FOR THEYEAR ENDED31 AUGU5T2025 .TRuSTEESREMUNERA￿0N. BENEFrrs*J4DEXPEN5ES Durin4th@p8riodtiuste8sv￿r8reIMbu[&edexp8n￿e5t0tsU1￿￿￿ill2O24.. £nill_ The principal of South EssexcommunitySchod￿fflrted receivesremuneration in iespect of services they provide underta￿n#th8 roles of head teacher underth￿rcO￿tracts of 8mploymEnt. and not In r&sp8Ct of théir $8tvic@s as a ttust88. The CEO otSoLrth8nd VM¢A remun8ranon in i*sp8ct of s&Mc8s th9Y provide Underta￿ng the role of CEO undei their contract of employment. and thot In respect of th8Ir seNicesa$atrustÉ8ofth&s¢hoai. No oth8rfrust88sr8c8N8dremuner*K>nfromSouthend YMCA. 9.TANGIBLEFIXEDASSEfs.H01151MGPROPERTIES 5oElal hDwng prop8rtlp Totslhousin¢ prop8rt188 COST At I S8Pt8mb8r2Q24 Additions 1.616.377 6.314 1.616.377 6.314 1161.2801 At31 August2025 DEPREcIAlloN At I S8Pt&mb8r2024 Qhaig9 1￿.?53 20.020 135.753 20.020 At31 AuguSt2025 130.941 130.941 NETBOOKVAWE At 31 Au8uSt2U25 1.330.470 1.330.470 At31 Au4USt2024 1.480.624 1.480.624 50UTHEND.0￿SEA YOUNGMEN%CHPJsTLV4•SSOC￿TKJN IUMifEtrOY¢VAHANrÈÉ)PJ4DW￿D￿lEs NOTESTOTHERNANCLIL5fATEMENtSIEontiNadJ FOR THE¥EARENtrED￿ AUGusf20Z5 XO.TANGIBLEWXED*SStTS-OTHER Tol*Flx¢d A55qts Ewpmrt VEhWE5 Al1 SÉptémb812024 2.164.616 92.689 W.396 27.6 70,149 12.89>1 92.6B9 697.616 DIspDsB 12.8991 2.1%.216 27.6 DEPRECLIThlN Al1 Stpi*thbÈF2024 Charge 129.n7 5.5$2 348.142 86.B42 1.461 1.711.489 108.256 61.SS7 3.&94 ImpB1￿￿Trt 134,789 .934 e8.3D3 522,SSD 16.0Tr8 NEfBOOKVALUE Al31 AugusI2025 492M50 1BI2. 175.096 11.6B2 2.455.4 At31 AugDst2024 I97.￿2 Ih16.474 5.847 169,403 2.501.902 Au8USt2025ttsnWtwkv4lu?ofthF TokniF At1 SeotembEi2024 1.589 279,986 22.671 27.6 DIS￿ At31 August2025 302,f&7 27.6 1.124.036 DEPRECLlT￿H At1 kpi*mOéi2024 Ch?rAe ImpE1￿￿Trt Dlsrptssats t31 Au$u5t202S 129237 224,068 526.422 .0S8 3.894 134.789 74161 246.220 16.008 559.4&0 NEfbOOKVAWE 492.050 ,437 11.682 561.556 AtSI Au8USt2024 4y7.fjoz 5.547 15.576 574.943 SOU7HENfNoN4EA Y￿JN0￿EN'S¢HRk￿A5So¢￿vl0N (LIMITED BYGUARANfEEJAND$UBSIDtsAE$ NOTESTOTHEAtriAtr4CIALSTA1EMENTSl¢ond￿￿d FOR THEYEaRENDED31 AUGUST2ft25 11.IN¥ESTMENTPROPERT*$N0I14CalL I￿￿N$￿*)pER￿EsHELDF0RIErntIts 1nvpw￿7 Tolaiin¥E5bneDk propErtles pertks COST At1 SepteMbbr2024 19D.000 Incl￿ge￿n￿dIUe Al31 AwsI2025 190.000 12.DEBfoRS.AMOUNTSFAWNGNIEWITHIMthIEYEMi 2025 GroL Trededebtors R8ntands&AfvcechaKges L?s¥provi5ionforb￿￿¢bty 26,332 37,884 15.3911 8.932 33.970 5.235 66.493 109.289 56,747 134,755 2025 Chirlty RentaDd3erwicecbaweg reC￿lIe L8ssprovisionlorb&llébts Othe[debt￿¥ Amwntsduefiornsubs￿lJrya[￿asgOCHI￿L¥￿ 37, 15.391 12,629 33.970 15.391 2.389 57.970 88.938 I3.CRE￿TO￿$.AI1￿￿T5DUEF1Lu￿￿Y•IfH•IOriEVFIB 1025 Banklo8n 32.945 3.000 YJ.922 Tradec(edf(ors YMCApeD¥iondeficrtagreemwrtp Deferred capitaigrantinrrte151 Oth£rtBXETion¥n¢ Otheicredrtots 8,628 4,714 8.628 169,182 130.207 439,9&7 25D.658 464.177 $7 SOUTHENt>ON4EA YOVNGMEM'SCHRlStIANA5SOCIATION IUMITEDBYGUARANTEE>AND SU￿DIAR1E$ NOTESTO THE FINAN¢WLSTATEMENTSl¢ortdThwdb FOR THE YEARENDED31 AUGVST2Q25 13.CREDITOR5.AM0U￿5DUEF￿uNGW[TrlNONEV￿•jI(C￿nue￿) 24 Charlty BbnKioèn 32.945 32.945 3.000 50.922 541 Tradecreditor5 77,￿0 Rent and setvicechaoesr8ceNed inthnce YMCA p8nsiond8ficitagig8tnentplan D¢feYrgd ¢apitalErantlnote 1$) Otheitaxatsonènd Socialsecunty Othei cieditois Acctual8and deferiEd Income 8.828 4.714 8.628 17.692 15.692 120.207 276.497 186,£27 329.878 Groug accruaL%andd8ferreO irK(Mneincl￿s￿￿•t￿￿i￿S￿efW[4o inctyng." 2025 2124 Gr4upandChat Nat1onalLotteryFindYaurV￿e 88C Children in Need Worldcupon Sfra UKShaYed Prosperity Furwj EssexCourt¢lltDrVoiuntèryYouthSeMeeslECVYS SptsrtSEngiÈnd PDlice. Fireand CrimeComtnissionEr Southend Borou8h c￿n￿llY9￿ngp8￿es￿8i￿S4rW￿l￿p[Vtine Youth Music southendsUpF￿ Breèsifeeding My Future MySouthÈnd 40.￿1 43.941 16.322 30.377 11.571 7.485 23.142 12.465 43£0 a5.0fy) 93.824 123,241 14.CREDITORS.AMOUNfSDUEFIIUNGAFfERONEYEAR 2025 2024 Groupandcharlty Bankloa 733.273 767.533 18.000 15.668 320.237 YMCA pensiondeficitagreetnentplan Defeired ￿Pital@rantInOr8 18) 5.339 315.S23 1.054.135 68 50UTHEND.0￿SEA YOUNGMEN%CHPJsTLV4•SSOC￿TKJN IUMifEtrOY¢VAHANrÈÉ)PJ4DW￿D￿lEs NOTESTOTHERNANCLIL5fATEMENtSIEontiNadJ FOR THE¥EARENtrED￿ AUGusf20Z5 XS.OEb7*llALI¥S Ch*rty 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 (LImffÉtrkYGUAA￿nEÈiAr4ts3ubsIL￿AIÉs NOTESTOTHE HNANCI#LSTATEMENTS1c￿•J0￿1 FOR TMEYEARENDED31AUGUST2025 J&PEM*ONAMDS*ILAROILWTIiw YMC4sInEn•ar*.5cutbnrtand￿E& ThTa55￿5DftsYMClP￿￿Ths1an3rEWdsvparal£1Yfv0￿￿SBDfTh￿STruItsTrd￿n- InpBymqnlg13.1&httorRF¥CapwttBiS%pEl￿rn￿).￿IhF￿rE￿¥￿fvomr￿￿a[Et￿B￿nlEgBl￿f6Sl1￿rBcU￿r9nt ICprW￿r0I2l.5VCar￿.FrMa￿24o￿$.a￿j2￿1bTa￿%fr￿a￿r￿>￿w.yVr1ts1￿257Yc•r$, rcVrin¥in20yrar$'lirnc. had8cc￿￿t￿MsmbPl￿. V41uBfl￿prB￿Bred￿5￿It W2DZJshThrydil￿TthllTh7uF￿ThSl￿￿￿3drf￿￿0f£9.l MIL￿￿￿ ThBth&Wha5bBB $wmp1wn$ia$oytlined2tthei¥￿nW￿￿￿f￿t￿e3￿3f￿tt<￿3¢Iua1PpMwn￿￿frtth*￿$1Onp￿n weeOTthure Nay2Q24 •T31 AUlu￿2￿1$ 15,86B ¥t31 Avgugt2Q24 92 6AY 15 24.29B TmBchBrtyB￿Qop￿Ble54d￿fIr￿c{m￿￿rf￿nSc*￿n￿.thPaS5￿tsQf*th￿h8Tewd￿￿uT￿£￿￿OMtkn380lth&￿h￿ty.Th charg81￿￿8pBrIodtDth8in￿On￿l￿￿x￿￿￿d￿L￿￿GWnIMr￿￿￿tstiMSxhB￿￿£l6￿a8l2￿24 £15.0691 Con1nb￿lDn3 SOLITHEND-ON-SEA YOUNG MEN'S¢AALSTI**ASSOCLlll014 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 havelheDptKJntot*&tOrI￿I￿r¢sW$8re>￿IWempIo￿*I$￿05.5￿ID12.5qts*oremW0y¢4S. Th8 LGPSoblWlOll relat8stDthB ornpl￿8sOfth&Xad8rny.*￿0knvoth08￿￿0Y4ostran5f￿rred as partof TheeoDverSion irom thembintSihedsCh￿i#rt& h*vemooyeeswhOv*ieeiigityietO. ¢14. Jtrinthe scheme in theyear.TheoblWtson inrespectofemplobtesknthotransfertedonconveisionrepresentstheircumulatr $eYv1¢?8tbothth¢v¢o￿e￿$¢ThOdW0t￿e8¢oa?mvat1￿D¥Lqn¢eY￿Ot4ats. ParU?M9nth9$agr89rt. at th¢ request ofth¢S¢¢retaryofstat¢ior Edu¢•h)n.toaguarant9e mat. In th9 ev9nt of academy c105ure. C￿3￿￿1￿8 LLUI Pe￿0￿ 5chEtne wuuld be met by the 0&partmenttorEdU¢atiDn_Th8￿1ants9carn•I￿tOfQrc$Qn 18￿lY201* Theam0untsreco￿K￿ed ￿the b*nceshEetaieasfOll(r￿'. ppn*onptsnS 202S 2024 PiesentvalueoffUndedo￿t3tionS FaIr￿l￿¢ otplonass¢ts 1615.orM)1 1493,OMI 515.1W)O 493.000 Deficit Tne£mounts reeowtsed b)Ih¢S¢•tWttlldMWC￿l8t1￿l1￿9W¢". Dpfinedbenefil 2025 2024 Currert3eMceco¥t Int8restcost 35.0 11,OCK)I 24.0(M) 13.0(M)I 42.r 73 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 SoUTHEND￿N-5EA YOUNG MEN'S CHWsII￿IASS0ClA7IQN ILIMITEDBYGUARAMfEQANDSiIBSIDWIES NOTESTOTHE FINANCIAL STATEMENTSlcontinued} FOR THEYEARENDED31 AUGLIST2025 18.PENSIONANO ￿mILl￿OBuGATrONSleOn￿nUed The curient Morta￿tya35UMPtiD￿5 Include sullicient aliOsY8nce for lutuie IMpr(￿eThts in mortabty r8tes. The 8ssumed Uteewtstsonson Yetiremeniage65aie". A131Augu 2024 2025 Retinngtoday 21.8 20.7 FemsLes 241.1 23.3 RetinnE In20ye2rs MBles Females 23.4 25.8 24.7 Th&group's sh?reoflhe3s5wsinth9 5chem8vrdS'. 2025 2024 347.000 8.000 48.000 10.000 .000 109.000 615,000 276,000 Property Cash 35.OCM) 74.000 91.ODD 493,OOD Ihhermanagedfunds Tot8lm8rketv£lueof assets Th@a￿Ualr￿urn onscheme asserswaS£51WOI202&.¥48.¢X￿}. 75 $OUTHEND-ON.$ÈA YOIJNGMÉN'$¢ARisnAN*LW¢WmOtrI ILIMITEDBYGUARAJ4TEEIANDsU￿lx￿RlEs NOTESTOTHE FINANCIAL5TATEMENW5lcontinued FOR THEYEAR ENDED 31 AUGUST2025 18. PEN51ONAND51MIL4ROB￿An0f15irvn￿rIAj ImpactoftheMrCloudlSFryewrt jud￿￿enfO￿lhPLQG￿l&D¥Ornw￿PQD5I0￿$GhFM An £lltrii*o¢e w8$ mèae In 2019 for CoLrt Of AWÈèI jLwJgÈment tts the McC￿ud & Sargeant cases which retste to aEe discrirni￿tlon *ithin the Judicial 8 Fire Pension scheffles ¢$peCt￿lY. On 27JUrt¢2019th¢Supr¢MeCourtOgniedlh¢GowM¢rtt'srequè¥tNgn app091. en on 15 July2019the Govemmem released asfatemEntto confitmthatitexpectsto haveto all publi¢$¢￿￿8 S¢h*mg$. In¢woin8th*LGPS. Thee￿I￿ated1m￿¢ton¢helo￿l￿*lIthe9*¢3l AubWSt2019wbY8UOwedfOiÉ$bP&StseNi¢e¢ost andhasresulted lnasliglrtincr￿a5ei￿theL*￿n2d￿￿efftob￿gationaSat3l August2023. Thisadjustrnent IsanestitnateofthewEntialimtM￿ontheTTU3tr5definedbeneftobbEalIoTraS prov14eatyYth*s¢hgme'sa¢tuary- On 13may2o21.1h8G￿1n￿ntK￿￿BdaM￿lste[lalgL7￿OrnentQnthapi0￿58d bè £PPliedtO Ltspsbenefrtsin responsetoiheM¢¢ltrJOèrt¥Sgigeam¢bse5 It iSnDt#nli¢ipÈtedthSt thereareanymaterialdiffEiences betweentheatvroachundert￿￿gtheeStrfflated allowancein 2019 ¥ndthepropos¢d￿￿Q(ty_ Gu4rarrteqd MirArnumPensi0nlOMP)E4ua￿I•tiO Ase ie5ultoftheHighC0urYsLWrulingontheequ8l￿atl0n0fGmP5￿et*tPfige￿del￿.1tl5 ant￿lp￿tedthatthèFundWiipay￿mrte￿ lncr8asesform8mb8isthathav8l￿knéd sfat8PensionAg8 ISPAlby6AOiI12016.wth¢heG¢¥*ih￿ThI WthidingTherenlait¥Jert*tbeihRbDOnèryin¢reB5e. Foim¢mber$that reg¢hSPAaft¢tthisdaie.ithasbeenassL￿￿intheWaua10rn1h￿th¢ Fundwlll requiredto p£ytheentireiTrftstionaryincreaye. ttisnotthe1eforet￿ce55￿ry￿omake￿nYadjU￿trne￿ts toth*•lueplac4d Qnthe￿a￿lI1t￿SasaI￿S￿ll01Ih$a￿È￿Ic0ffl& Goo(htJlnCas• Foliowngaca8einvoliryTr&theTeachus' Pensionscheme. ￿(rA￿a&thecouth￿Ca￿e. dtfFerences bgf¥v¢en surdvorben¢liisp*abi¢tomerntyers￿s￿sexorop￿srt￿$eXS￿￿￿rShaVeb?Qn identifiedwithine numbeiof ￿bI￿Secto[pensiOnSChPt￿e￿.A58 re5uILtheGovernrnentheve confirmgOtn*a rernedyisreoil￿ina1aff¥t¥dp￿Wi¢s￿￿s￿)ns¢h9rn*￿hl¢hi￿1￿dfj8th LGPS. 1¢ I$&n¢￿1p￿1ed th<h¢impactonth¢valueolLGpSl￿t￿1lt*$èS4W*0IÈ.¥nO￿rlhe moiorityDI employers parricipating1ntheLGPS.￿il￿olbem￿le[IaL Ho*Ever.thpirnpactonindfyidualempioyers wlllwarydeogndingortlheiispe¢ihcm¢mb¢rshipwofii¢. Sufficientinformation Bnotcurr¥nttyw￿tsi8l0a￿￿ssthèac￿all1rVJu9ntheA¢a09rnyTrUst3 such nop[Ov￿Orn h8sbBenincludEdwthiDthe5EfinaDci8ls¢8lemeDi sOUTMENf>o￿sEA YOUNGMENSCHRISTIAN•L88C￿￿lIOl4 IUMITED BYGuARANTEEI*tr4DSU8SID￿RlEs NOTESTOTHE FINANCIALSTAIEMENTSlcofftthu•dl FOR THEYE*AENDED31AUGIIST2025 18. PENSIONAND%HILAR06UGATbJN5lraTrtiwxdl rgInN•d￿C•g• Wheretherulesofacontract-ouldefinedbenefftpe￿0n$C￿en￿bee￿ amended.theScheme ActUarywthrydess"sect￿n 37"confitmationthat(LcOnti￿eslo￿EetC0￿￿aC1￿e￿utreqU1rernenI FollcwingaJuly2O24wlingfromtheCourtofAppealonthe￿tIna1courtCè￿etrorn￿￿e2o2s.ltWas ttecidedth*cert3inruleamendffleritswere ItbvaiidknheiethBrewasanabsencBoftneactubrial certiricatsonlinciuding￿￿e￿￿8lca￿eSknthecan￿[m￿t￿n ￿n￿Unableto￿lOcaIEdl. It Is experted thet new legislat￿Tr ￿ll be introduced. foll(wng an announC￿ne￿ in June 2025. to allow pension schemesto 3pplyletrospecliwdyf￿1vI1t￿e￿￿1u￿1iaICUnfiIMatIOnforhI$lDricChan4eS whereconfirm3t1oncannDlbefou￿.orv￿SlIOtobta￿￿. Thes¢hem$￿tUOtyT0[theL￿P5i$the¢￿nlnIeTrT AGluary'sO¢panmentlfjADI.whts8rerpwEwing hiStTrn¢$rnendmynlSrqlOlin¥tOlhF LGP$inlhiSro￿sEA YOUNGMENSCHRISTIAN•L88C￿￿lIOl4 IUMITED BYGuARANTEEI*tr4DSU8SID￿RlEs NOTESTOTHE FINANCIALSTAIEMENTSlcofftlknu•dl FOR THEYE*AENDED31AUGIIST2025 19. FIP14NCLILIPATrUHEMrs TheGiaup'sfinanCialinstruTh￿rt￿￿WbB￿ai5￿edasfQU￿r￿7'. 2025 2024 Finènciala&setsthatared2btirbstturnentsrnea5uteat￿￿rn￿edco8t 1.594.506 1.S44.912 FIn￿al￿ablfft￿'. F10èn¢i#llièbilrtie9 meèW¢d4tOOItyTi*dCtht 992.732 Fin3ncial &￿et¥ measured gf amrtlSEd cost COry￿e cash at Lwk in h￿d. ttaOB debtuTs end other ttebtors. Fin3ncial babibTies measured al a￿lI)rt￿￿j com￿se It2de C[￿rtOIs. and sociel security. other 2D.PIOVEMElff INRE5tWCTEDRE5ERVE5 ati HDtrTmenlln A8at3lAugtst thebyar 2024 Cherty F$MilyTwSt N¥tionaiLOrtèty-FinoYtyJiVty¢¢ 12,7661 3.204 ).378 3.218 30.378 M¥FytyfOMyS¢uth¢ntt Soth EssÈxCornmuntysehooi. ¢¢mml$$lonln8FJn 5B.972 123,574 179.5WI B40.QB4 9.37$ L¢¢aiAJthQnty 1.929.955 E,39D i14ini 1.929.95B 2.816219 78 SoUTHENr￿0￿￿EA YOUNGMEN%CHRisn*J•AS8OCUllOM (LIM￿ED BYOUAR4NTE4ANDSVB51DLIPJES NOTESTOTHEFINANCIALSTATEMENTSl¢oMknu FOR THEVEAR ENDED SI AUGUST2025 20.MO¥EMEPITIN REsTPJCTED￿sERv￿$<¢o￿thN￿1 ￿E￿ile￿F￿￿J5 ¢hE￿FaMI￿Trv5I FUnds4vÈièiéeÈivÈdloptyitraTrupgiatlÈloi￿teN SySt•malNtyhtsndÉpr(Wrty. N￿￿oIL￿tIeryCOMmUnnY￿￿￿-Ftr￿YQ￿voi¢e Aproiectfundedty¥th¢NÈtionalLQlteryComrnUnityF￿d10￿¢Wy0ytttpe1*be¢￿t >¢t￿Y¢ll￿1￿￿holr GoniftiunityvnthaQditionaLtundir￿tQS￿ppQrtEr1e￿Sta1na￿wY01￿t￿￿incLUdl￿gS￿p[m)rttOI￿￿lIt1CoSts￿lwj Inve5trnelltinto$ieeniDBoftheNv*tsndsw(wtyasacos1s￿Tr4r￿easllre. hE$Suc￿MMun￿￿ Reslrfcled¢inel4llur￿S R￿1￿ct•dp¢Mkni1ur ReslnctedNxedassetlur ThesefuDdsrel3tetolon8lerrnas8etsbeidtytt￿￿￿r￿TIU5ta￿Ogl8￿￿1oPLYcl￿se0r ainrgin th¢9¢ 99*$. 21.CONTROL SOU7HENfNoN4EA Y￿JN0￿EN'S¢HRk￿A5So¢￿vl0N (LIMITED BYGUARANfEEJAND$UBSIDtsAE$ NOTESTOTHEAtriAtr4CIALSTA1EMENTSl¢ond￿￿d FOR THEYEaRENDED31 AUGUST2ft25 .p*M￿VLAR$oFsU￿c1 chamy is a rnember of SDufh E￿eX C￿￿Tr￿nitys¢ho(I ILim¢ed ty&Jwanteel and the to appoint or Maiontyolltsboardm&MbÈis.S¢￿￿hÈS￿￿ComMunity￿hO￿l(￿MltÈ￿bYts￿ar￿fftt￿È1thÈIÈ10I￿l￿llsWlt￿in lhedefinrtlQnDfayvbs￿I?ryfDU￿dI￿yeoI￿lI￿I￿blof￿PCwl￿Esmfy3(￿. Thesubsldlaws asèxtractsdfromt￿strt￿Qry￿nancKliststern&￿trrfthe wrended 31 August2025aie 2025 2024 IncomlngiÈsourcÉsTYtsmchaiitsblèxtt+rt*.Éduttaknna(WaN)ns Incoffjingre¥ourcesftoMthB￿Wj￿￿Tit￿s.o1h¥1￿c0￿E ResourceseKpended 1.7￿.434 1.678.926 11.372,05 324A20 119.0441 r￿ag￿È￿tÈorl￿È￿￿Èt￿￿￿bI￿￿S￿1drèsth￿**￿.. 25 >)24 Fr￿dAS￿et¥ 1.930.942 1,929,959 1.059.554 1154,2991 2,835,214 1163.4901 2.796,169 2a.RECONclL￿￿OmOFHEfM0YEHEhT111RESERVESTO￿1&ISHFLty4IF￿ OPEHAllNGACTMTE5 >)25 S￿￿￿￿1(0￿1t)for￿e￿￿ar 460.910 20.D33 95.792 20.020 I￿256 Dppipciolion Dfotherfixed as¥ely IMpain￿￿0tta￿g1t￿f1xéttaS8ets 158.3841 3.343 56.D37 LossllGainlon saleofotherfvedJs8ets 138.4001 47.471 Interestrecei%pJ cap￿l£rant 125.4941 Net¢ashgenei4ldlTOmOPtr4llry4rth*s 510.044 80 SOUTHEND.0￿sEA YOUM¢MEN%¢HWSTW41SW14T IUMtrEDBYWARANTEEIANDWWDLWES NOTESTOTHEHNANCL4L5fATEMENTSILontllM FOR THEYEARENDED31 AUGUST20 24 *NAL￿SoF¢HApKES1NMgr￿E&7 h Otr¢iMwash 2$ ¥h 1.￿2.116 14.351 ￿5.￿) ￿.261 I785￿] SBO.66B 69.615 1.516.500 132.9451 LoanBdue&ft£ribnBV 52261 750.283 25.HELATEDPARTYTIIANUCllON5 Duringtheyear. l£gblleE5a[n(xrtingtD￿￿￿2o￿.E￿.?S11W￿el￿￿T￿dh￿n[￿￿LV￿lB(S￿itllTEILtd.aCD￿panYIn hiGhD B&nd15ad￿￿tOr. D￿a￿dis￿￿uStEeu[lh8Ch￿rity. Sou￿￿n￿ YMGA 1$ Parértl ih thÈ wp and paty. TM Ad¥arttay tsT Itté SuuthE55exComfftuw* sOUTMENf>o￿sEA YOUNGMENSCHRISTIAN•L88C￿￿lIOl4 IUMITED BYGuARANTEEI*tr4DSU8SID￿RlEs NOTESTOTHE FINANCIALSTAIEMENTSlcofftlknu•dl FOR THEYE*AENDED31AUGIIST2025 26. MEMBERS The Board of ttusteesarethe onlYtnernbBrsoftheY￿￿ The c￿any1S bThMiedbyguarantee. hthryngnoshare Captsl and. accordancewith the Mem¢JranduMofAssociat￿.' every mpmberis Iiabie tocontribute a sum of 1 intheevent 0fthec0tnpanyt￿r￿W￿￿up_ 2025 2024 NumberofmembErs At 1 September LeeviDgduriTrgtheJTar At31 August 27.caprt4lcvm￿thents Pii(wtothEyearendtheboard ￿dap￿￿EdWrt￿e￿drt1WeIthD￿l0fi1e￿fetyVp$radesl0thPNE￿la￿O￿hollsI￿8 PIOPEttyIotath￿￿S0.￿.Th1swaS1ObPf￿N￿edfvum￿￿e￿5l[￿￿thPdISwwl0f￿￿￿ng[￿DpertY. 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 ##      ## 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 info@southendymca.org.uk or by calling 01702 301 301.