2022-08-31-accounts

The Valiant Sisters, Sierra Leone, Tom Price/All We Can

Trustees’ Annual Report and Financial Statements Year Ended 31 August 2022

Y Care International 2021–22 Annual Report

Y Care International is a charitable company registered in England and Wales Reg. No. 3997006, Charity Reg. No. 1109789

Introduction

Letter from the Chief Executive

We so often hear that young people are the future and the leaders of tomorrow. However, my experience of our work as Y Care International and that of the global YMCA family shows me that statement is inherently untrue. Young people are already leading in many areas and need to have an even greater leadership role in our collective decision making and change on a global and community level.

Similarly, the term ‘empowering youth’ is used frequently, in a positive context as a way of establishing the importance of young people to be able to speak out on various issues and in diverse forums.

But perhaps we could consider a different perspective and reality? What if we were to say that since young people are very much the present, they lead now rather than in the future? What, if instead of “empowering” young people, we acknowledge they already have a voice that can be used for good, and that perhaps all we need to do is move over, or out of the way, to enable them to use it?

The young people and communities I see in the work Y Care is doing together with our YMCA families around the globe, is undoubtedly a movement focused on just that: moving out of the way and supporting, resourcing and acting in solidarity with young people and their communities seeking to fulfil their potential. It is not that the responsibility of social change and justice should rest solely with young people. Communities as a whole need to be strong so their children and young people can flourish in fertile ground. That requires a holistic approach to sustainable development efforts and ensuring young people have a key and, at very least, equal role in putting locally led solutions to poverty and injustice into action.

This report has a statutory function as part of our commitment to good governance and legal compliance. But more than that, it serves as a narrative of evidence and inspiration of how Y Care is once again beginning to engage and support locally led initiatives that are changing the life chances and opportunities of thousands of people around the world.

As you read this report, see the people it represents, and look closely at our efforts and improved trajectory. We hope and pray you continue to journey, as a critical part of this movement. Thank you for the part you play in this open and inclusive movement for change for all people and, specifically, today’s world-changing young people.

Graeme Hodge Chief Executive

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Vision and Values

Vision

Every young person’s potential fulfilled.

Mission

Led by the priorities of local communities, we work in partnership with the global YMCA family, in regions and countries most affected by poverty and disasters, enabling young people to fulfil their lives and be catalysts for change.

Who we are

Y Care International is a movement gathered around a partnership-based approach, working hand in hand with local and regional YMCA partners, in some of the world’s poorest countries, collaborating with partners to help fulfil the potential of young people and their whole communities.

What we do

We firmly believe that local people are best placed to understand their communities and their needs. Our role is to accompany them, learn and offer support – technical, financial, networking – to increase the impact and scale of their work, all the while ensuring young people have leadership roles in the process of change.

Our values

In summary, our guiding values are:

Love

is the oxygen of our movement, and enables meaningful relationships and actions.

Collaboration

is working together in solidarity and partnership, not control.

Integrity

is personifying honesty, transparency, and accountability.

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Contents

• 4 Message from the Chair of Trustees

• 5 Report of the Trustees for the year ended 31 August 2022

• 22 [Independent Auditor’s Report to the ] Trustees of Y Care International

• 25 [Statement of Financial Activities for ] the year ended 31 August 2022

• 26 [Balance Sheet as at 31 August 2022]

• 27 [Cash Flow Statement for the year ] ended 31 August 2022

• 28 [Notes to the accounts for the year ] ended 31 August 2022

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Message from the Chair of Trustees

Since taking up my appointment as Chair of Y Care in June 2022 – and as part of my honeymoon/induction period – I have had the enormous privilege of participating in the Global Partners Conference in Malawi, the first of its kind for partners working with Y Care International.

The conference proved to be a wonderful opportunity to engage with many of the committed and talented people involved in leading the work of YMCAs. Representing more than a dozen countries, and many more languages and cultures, we were a truly diverse gathering. Moreover, there was a real sense of inclusion in that everyone I came into contact with during the conference, expressed a sense of feeling valued and trusted and that they were part of the Y Care family. It was also inspiring to engage with All We Can partners, connected to Y Care through the strategic partnership formed in September 2021. This partnership continues to enable even greater impact on the focus and cause of our work.

This year, Y Care has supported YMCA Madagascar with a grant to help them respond to the devastation caused by Cyclone Batsirai. This report includes a case study showing some of the impact of this work and our ongoing partnership with YMCA Madagascar.

Y Care staff attended the YMCA World Council in Aarhus, Denmark and shared our partnership approach. Uniquely, they used tandem bikes to make the point that in working together with our partners in low and middle income countries, whilst we are pedalling along with them, we’re on the back of the bike while they’re in the driver’s seat setting the direction and steering.

The war in Ukraine has led us to focus on supporting YMCA Europe. Our Ukraine Emergency Appeal has been the vehicle for providing not only funds, generously donated by our supporters, but capacity development support to our YMCA family in Europe, as they seek to cope with the new reality of conflict and its impact on their lives and daily operations in serving communities.

In the short time that I have been Chair of Y Care International, I have come to appreciate the knowledge, experience, skills and high level of commitment our UK-based staff team and my fellow trustees bring to the organisation. I was honoured and delighted to meet with cofounder Terry Waite, albeit virtually, and very much look forward to drawing on his wisdom and ongoing support as Ambassador for Y Care in the coming years.

Linbert Spencer Chair of the Y Care International Board of Trustees

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Trustees’ Annual Report

Legal Statement

We present the Trustees’ Annual Report and financial statements of the charitable company for the year ended 31 August 2022. The financial statements have been prepared in accordance with the accounting policies set out in the notes to the financial statements, and comply with the charitable company’s governing document, the Companies Act 2006, the Charities Act 2011 and the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

In shaping our objectives for the year and planning our activities, the trustees have considered the Charity Commission’s guidance on public benefit, including the guidance ‘Public Benefit: Running a Charity (PB2)’.

Our approach, strategy and objectives

Y Care International works through partnership alongside our global neighbours most impacted by disaster, poverty and injustice to enable flourishing and resilient communities.

Our organisation goals are to:

1. create a legacy of resilient, thriving and impactful local partners

2. inspire and invest in a wealth of diverse supporter relationships that resource and grow the Y Care International movement

3. leverage greater impact in the wider world through collaboration and influence.

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Achievements & Performance

On 1 September 2021, Y Care International embarked on its new partnership with All We Can. Both charities share a commitment to working with talented change-makers rooted in local communities, a Christian faith, and a drive to fearlessly challenge poverty and injustice. The charities’ shared values and relational way of working with international partners have helped deliver support that transforms lives and challenges poverty and injustice around the world.

Working relationally with our partners, and embodying our values of love, collaboration and integrity, remains a core priority for Y Care. Our focus over the last year has been on strengthening our YMCA partnerships via an organisational development approach. Foundational to this approach is supporting our YMCA partners to reflect on what has worked well and not so well both in their programmes and in terms of their organisational growth. A key starting point is helping our partners carry out strategic programme evaluations and assessments that explore the health of their organisation. Our goal is that, through this support, our YMCA partners will develop a strategic plan for the coming years that can inform their programming and organisational development.

Working relationally with YMCAs

YMCA Myanmar

Following the submission of a completion report for the project ‘Securing sustainable livelihoods and socio-economic resilience for vulnerable young people in Burma’ (April 2018 to March 2021) in June 2021, Y Care and YMCA Myanmar worked on its financial reconciliation and responded to donor feedback received in January 2022.

YMCA Senegal

Between September 2017 and August 2020, Y Care provided technical support to YMCA Senegal in the implementation of the Ampa Awagna Project. The goal of the project was to reduce food insecurity and unemployment levels for young people in the Casamance region of Senegal. In response to the economic damage caused by the COVID-19 pandemic, YMCA Senegal and Y Care then designed a short Follow-On Phase – implemented between June and November 2021. Through this Follow-On Phase, 124 Young Entrepreneurs received monthly support visits from Ampa Awagna Youth Mentors and technical partners. Additionally, 2 farming cooperatives and 3 Young Entrepreneurs in the product processing sector were supported to obtain certification of their products, 10 Young Entrepreneurs in the husbandry sector received support to purchase inputs and tools according to their needs, and 5 Young Entrepreneurs in the crop production sector had a well bored on their land. The project also supported 50 Young Entrepreneurs to design their business plans and apply for a loan with the Department for Rapid Entrepreneurship, 7 groups to register themselves as farming cooperatives or Economic Interest Groups, and 20 Young Entrepreneurs and 1 Cooperative to obtain the ownership certificate of parcels of land granted by their families or municipality. In November 2021, Y Care also commissioned a consultant to conduct a longitudinal impact evaluation to understand the evolution of the Young Entrepreneurs’ situation one year after the end of the project. This evaluation allowed YMCA Senegal and Y Care to improve their knowledge of what does and does not work for young people in Senegal in relation to entrepreneurship and agricultural employment, environmental protection, access to land and economic resilience. The findings would inform the design of potential future programmes.

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YMCA Sierra Leone (SL)

As a way of getting to know one another and introducing YMCA SL to Y Care’s new partnership approach, we organised an onboarding workshop on the 28th and 29th of January 2022, in Freetown, Sierra Leone. With Y Care’s support, YMCA SL undertook a review of their financial management systems in March 2022 and designed an action plan in response to the auditor’s recommendations. Y Care then allocated a seed grant of £26,641 for a six-month period commencing June 2022. This support will help YMCA SL review and update their human resources and financial policies, procure equipment and software for their finance department, and develop their website – key priorities identified by the YMCA SL team. Y Care also supported an annual staff and Board retreat to reflect on the progress made and the challenges faced over the past year. This retreat included a mid-term review of YMCA SL’s Strategic Plan and MEL framework to enable improved measurement and evidence of impact.

YMCA Liberia

YMCA Liberia joined an onboarding workshop in March 2022, in Monrovia, Liberia. Following a review of their financial management systems in July 2022 and their action plan in response to the auditor’s recommendations, Y Care has since supported YMCA Liberia with a seed grant of £29,308 for a six-month period, ending December 2022. This will enable YMCA Liberia to elect new Board members and organise orientation training, host a one-week annual staff retreat to reflect on the progress made and the challenges faced over the past year, plan for the new year and develop the participants’ capacity in different strategic focus areas such as policy strengthening and programme development. The annual retreat was followed by a two-day workshop to review the YMCA’s Strategic Plan, with a particular focus on their theory of change and measurement plan, in order for them to be better able to measure and demonstrate their impact. The seed grant also supports YMCA’s Polytechnic College with the construction of restrooms and learning spaces, the renovation of student housing units, and the laying out of a parcel of land to conduct agriculture training activities.

YMCA Zimbabwe

We renewed our partnership with YMCA Zimbabwe and began with validation visits including meeting Board members, secretariat staff, members and community representatives at YMCA’s Harare, Kadoma and Bulawayo branches. This was followed by an extensive evaluation of YMCA Zimbabwe’s current programmes involving some 200 members and participants at all six YMCA Zimbabwe branches, which fed into the development of a new 2023–2027 Strategic Plan to guide year-on-year programming and organisational development. These activities set the foundation for a fresh memorandum of understanding between YMCA Zimbabwe and Y Care, ahead of the first grant under the new strategic plan.

YMCA Madagascar

Y Care worked with YMCA Madagascar, Restless Development and other members of The Development Alternative consortium to complete final reporting for, and evaluation of, our FCDO-funded youth civil society programme. This included developing evidence and learning products, an exit strategy and the launch of the 2022 State of Youth Civil Society report. To build on the success of the programme, replicate effective approaches and expand our reach, we collaborated with the consortium on new funding bids and maintained our participation on the Youth Collective’s Advisory Panel: a platform engaging 4,000 youth civil society organisations worldwide. With the close of the consortium’s programme, YMCA Madagascar made a commitment to diversify its income sources and strengthen its financial sustainability. Y Care has supported YMCA Madagascar with this commitment through the provision of interim core cost funding, as well as planning and resourcing for its new strategic plan development process with an emphasis on financial sustainability.

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Africa Alliance of YMCAs (AAYMCA)

We renewed our partnership with the AAYMCA and supported a due diligence exercise: a six-month operational plan, and planning for a mid-term review of the AAYMCA’s current strategic plan. The operational plan included reviewing and finalising the AAYMCA’s organisational policies and launching youth entrepreneurship initiatives with the Kenya, Madagascar and Senegal YMCAs via the AAYMCA’s Youth Power Spaces model.

World Alliance of YMCAs

We maintained our close partnership with World YMCA, providing strategic and operational support in the following areas: (i) feedback on World YMCA’s Vision 2030 strategy (ii) participation at YMCA’s World Council in Denmark, including responsibilities for conducting World YMCA’s internal evaluation and facilitating co-lab sessions, as well as relaunching Y Care and promoting its new partnership model (iii) engagement in YMCA’s Community of Impact on Youth Employment and Enterprise, including developing a global framework for programming and support in shortlisting projects for Youth-Led Solutions on the Future of Work (iv) coordination on emergency response, including the Ukraine crisis appeal with World YMCA and YMCA Europe and (v) support to partnership and programme development, as well as resource mobilisation, including the HP Life pilot project, which provides young people with access to IT and business skills training.

Working together during humanitarian crises

In February, Cyclone Batsirai caused devastation in Madagascar. Y Care responded to the disaster by supporting YMCA Madagascar with a grant of £7,001. Disappointingly, this disaster had little media attention in the UK and, as such, the funding for this grant came from the Y Care International Emergency Fund. The table below captures the details of this grant.

Y Care launched an appeal to respond to the war in Ukraine, where we are supporting YMCA Europe as they coordinate response activities across multiple national YMCA movements. This includes support for YMCA Georgia to host a residential camp for Ukrainian refugees. To date, we have supported YMCA Europe with £8,600 in response to this emergency. We are currently engaging YMCA Europe and Y Global to discuss how additional funding will be spent on youth-focused programmes, including provision of psychosocial support.

----- Start of picture text -----
Overview of Humanitarian Aid Support
Country Emergency Partner Response Activities Total Project Response
Type Participants [1] period
Madagascar Cyclone YMCA Food items (rice, corn, haricot beans, oil, 913 3 months:
Batsirai (fast Madagascar sugar), material or financial support to young 01 Apr 2021 –
onset) entrepreneurs and DRR training 30 Jun 2021
Georgia Conflict YMCA Residential camp at the YMCA Georgia Resource 35 15/06/2022 to
Europe Centre as an enabling environment and safe 30/09/2022
space for trauma healing and mental health
recovery/psychological rehabilitation
----- End of picture text -----

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Case Study Cyclone Batsirai

Disabled thirty-three-year-old Honoré

Randrianonimasinjanahary lives in Ampatana Antsirabe with his wife and five children – two girls and three boys. Ampatana is considered a slum area. As a carpenter, Honoré earns around £1.30 per day. His wife farms vegetables to contribute to the family income. Their joint income covers food, electricity and their children’s school fees.

Honoré’s family was successfully assessed for receiving assistance after Cyclone Batsirai. Their house was partially damaged (roof destroyed and wall damaged) and the persistent heavy rains flooded their rice field. More than a week of extensive flooding destroyed their recently planted rice and Honoré was unable to source raw materials for his carpentry work, meaning both sources of livelihood were wiped out. Honoré and his family were extremely vulnerable, which was made worse by not having access to specific disability support.

During the disaster the family was placed in a governmentassisted shelter (in a state school) for one week. Following the clean-up, they returned home.

Honoré confirmed that the impact of the disaster would continue to be felt for many years to come. He had to stop working and his children had to help him with the repairs rather than go to school.

YMCA Madagascar provided Honoré’s family with basic foods such as rice, beans and corn, and other items for two weeks while they began to rebuild their lives and home. They gave direct support to help with fixing the roof.

“The support the YMCA provided helped feed my family and rebuild my life after such an unprecedented disaster,” Honoré told us.

When we last visited, Honoré was back to his carpentry work, with three new orders to finish to pay for seeds for their rice farming.

Honoré Randrianonimasinjanahary, Madagascar

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Informing, inspiring and engaging supporters

In December 2021, the Individual Relationships and Communications team sent out an Awakening mailing to Y Care supporters. The team met Terry Waite at his home, where the day was spent filming and taking pictures. The mailing was an opportunity to re-engage the individual audience, as well as Methodist churches, churches and community centres and YMCAs to share the news of the All We Can and Y Care International partnership. It was a terrific success, raising £41,206, and has helped to maintain relationships with our current supporter base.

Y Care regular givers have been immensely generous, raising a total of £166,976 in unrestricted income. We hope to continue this success, as we develop a new regular giving product.

From July 2022, we resumed our regular Y Care Connect (email news) communications for Y Care International, introducing members of the team and covering the work of the Public Engagement Team at events in the UK and overseas. Since October, our updates now include announcements about our new partners, features and interviews from our Walking Together partner conference, and blogs from staff and organisation contacts.

Y Care staff attended the World YMCA Conference in Aarhus, Denmark and shared our partnership approach (using three tandem bikes) and our commitment to our colleagues and friends in the YMCA family. Y Care staff also hosted a dinner to build relationships with the YMCA delegation at COP 26 and to stand in solidarity with our global neighbours around the climate crisis.

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Structure, governance and management

As part of the Collaboration Agreement with All We Can, entered into on 1 September 2021, all of Y Care International’s staff transferred to All We Can under TUPE arrangements, and the charitable company employed no staff throughout the year ended 31 August 2022. Every All We Can staff member held dual responsibility for providing services to both All We Can and Y Care International, with the services provided to Y Care International being recharged in accordance with the Collaboration Agreement.

The contents of this section therefore refer to staff providing services to Y Care International, whilst formally employed by All We Can. The staff structure for both organisations is identical.

Health and safety

The pandemic has seen Y Care International staff primarily working from home, with a core team at Methodist Church House to process post. This and the planned office move from our Marylebone office has meant the annual audit has not taken place, but Y Care International has continued to liaise with Peninsula Business Safe on the health and safety practices in place for staff and volunteers working from home. Risk assessments have been undertaken and additional office and IT equipment have been supplied to staff and volunteers where required/appropriate.

Great emphasis has also been placed on good mental health for staff and volunteers. We introduced pro-active initiatives during this very challenging time – regular check-ins with staff and volunteers working from home, weekly online ‘Headspace’ (time out for mental relaxation/reflections) – and promoted our 24-hour Confidential Employee Assistance Programme and Confidential Counselling Services, and our periodic online social gatherings.

Y Care International has continued to be a part of Peninsula Business Safe’s health and safety COVID-19 awareness programme, with access to webinars and interactive online discussions. In addition, Y Care International has sought advice and followed recommendations relating to good working from home practices, risk assessments and how staff can best approach the easing of lockdown restrictions.

Y Care International kept in constant contact with the Facilities Team who manage the building at our Marylebone office during its closure to ensure strict hygiene rules (including PPE) and stringent health and safety guidance were being followed. The Facilities Team was excellent and the ongoing maintenance of the building and its services during this period (lift operating, water quality testing/

periodic flushing, electrical checks, air conditioning reports, in-house vending machine/water cooler points closed, disposing of out-of-date consumables, and so on) has continued.

Y Care International continues to be committed to high standards of workplace health and safety (at our offices in Marylebone and in the homes of our staff and volunteers).

Team and culture

Maintaining and continuing to build a positive team culture remains a key objective for the management of the organisation, along with employee well-being. Despite the challenges of remote working, the team has worked hard to continue to foster a positive, relational working culture. We were delighted to be able to physically meet monthly from March onwards, to undertake training, development and team-building activities.

Equality, Diversity and Inclusion

Equality, Diversity and Inclusion remains a vital focus of our efforts towards good governance. There have been a number of further staff training opportunities, and accountability and conversations have continued throughout our governance and leadership meetings. We have held a number of online gatherings and used a dedicated space on our intranet to explore issues of inclusion in greater depth and on an ongoing basis. Revised and more inclusive recruitment practices are now embedded in our processes, and we remain committed to enabling and encouraging even greater diversity in our governance, staff team and culture. The Chair of our Board has led two team days on this subject, with a further session planned for 2023.

Trustees

The trustees consider the Board of Trustees, the Chief Executive and the Senior Leadership Team key management personnel in charge of directing and running the charity on a day-to-day basis. All trustees give of their time freely and no trustee remuneration was paid in the year. Details of trustee expenses are disclosed in Note 10 to the financial statements.

Trustees are required to disclose all relevant interests and register them with the Director of Finance and Resources, and, in accordance with the charity’s policy, to withdraw from decisions where a conflict of interest arises. Y Care International continues to comply with the Charity Governance Code.

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Safeguarding

Y Care International remains committed to safeguarding and equipping our partners with the knowledge, skills and tools needed to reach the highest safeguarding standards. By promoting a strong organisational consciousness and culture of safeguarding within Y Care International and our partner organisations, we aim for every individual impacted by our work to remain free from harm, abuse, neglect and exploitation.

Y Care International has been engaging in a number of initiatives together with our partners and the communities that we work with to promote safer cultures within their organisations and to increase their safeguarding knowledge and practices. In a recent partner survey, 50% of our partners agreed they had received safeguarding capacity development support which enhanced their own safeguarding policies and procedures. One local partner commented that ‘our safeguarding policy and procedures are now functional’.

We wrote to all our partners to encourage them to report on any previously unreported incidents involving inappropriate behaviour or actions by Y Care International staff members or in relation to the work we have done together. We also asked if any of their own staff had been involved in safeguarding incidents, whether employed by Y Care International or not.

One incident was reported within one of our partner organisations. Y Care International, with the support of the Africa Alliance of YMCAs, is in the process of responding to this safeguarding report and providing technical and financial support to our partner organisation to enhance their own organisational safeguarding policies, procedures and practices.

No incidents of Y Care International impropriety were reported, and all partners stated they had not been aware of or subjected to any incident involving a Y Care International staff member or a staff member of their own. All partners indicated their commitment to safeguarding and their desire to continue to improve their own policies and practices, as well as to promote safer cultures within their organisations.

Y Care International also provides accredited safeguarding training to all trustees, staff and volunteers as well as its international partners. Training updates are carried out periodically and at a minimum of every three years.

Safeguarding remains a permanent agenda item in all Board and senior leadership meetings and Y Care International regularly promotes safer culture and best practice at our team gatherings.

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Principal Risks and Uncertainties

Because Y Care International has chosen to work with local YMCA partners in some of the most underserved and remote places in the world, we need to be mindful of the associated risks. In addition, our Christian principles and YMCA World Alliance connection, along with our relatively small size, means there are inherent risks. We are committed to managing risks effectively by identifying mitigation plans that are defined according to the organisation’s various functions. The five key risks are assessed based on their likelihood and potential impact, along with the mitigation strategies in place to manage them. The trustees are ultimately responsible for risk management approval ¬– a tri-annual review by the Finance and Audit Committee, Programmes and Partnerships Committee, Public Engagement Committee and Governance Committee. The Board approves the risk management policy annually (designed to manage rather than eliminate risk), with the Senior Management Team ensuring day-to-day risks are managed through agreed systems and procedures.

In considering our identified risks and mitigations, the continuing impact of COVID-19 required we maintain an additional consideration across all areas of our risk register. Whilst sometimes hard to quantify, predict and track the risk of COVID-19 in our work, some overarching considerations were made and applied. These included:

• Î potential for disruption to our operational functions

• Î limited travel to visit and engage directly with partners

• Î potential for localised restrictions hindering work in our partner countries

• Î impact of COVID-19 in the countries where we work

• Î impact on the well-being and productivity of Y Care International staff working remotely or in isolation, or their physical health and exposure to catching COVID-19

• Î risk of data management and processes having less physical scrutiny on account of remote working

• Î risk of remote-working Y Care International staff and overseas partners experiencing technology failure.

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~~1. Financial sustainability~~

Risk:

For many reasons, the income Y Care International receives is at risk. The vulnerable UK economy, increased competition in fundraising within the sector and economic hardship have affected donor priorities. If our income reduces below what we forecast, it is unlikely we will be able to fulfil our operating plans and will therefore have to reduce the level of financial support available to our partners.

Mitigation in place:

• ` Regular, detailed analysis of income streams and trends

• ` Fundraising plans seeking to diversify income sources

• ` Collaboration with the YMCA National Councils in the UK and Ireland and the international YMCA family

• ` Championing our approach and providing examples of the success and impact of our work

• ` Articulating the basis of our Christian principles and faith-based model

• ` Regularly monitoring costs and seeking to improve efficiency

• ` Maintaining reserves in accordance with the reserves policy in case of unplanned income reduction

• ` Key performance indicators to monitor status

• ` A Finance and Audit Committee of the Board to review progress

~~2. Human resources~~

Risk:

An effective, committed and flexible staff team is crucial for successfully implementing our strategy. We must provide valuable and constructive leadership and management, because if we do not look after their well-being, our strategy implementation could be significantly compromised and our reputation damaged. Key person dependency is a risk if responsibility is placed on a sole member of staff.

Mitigation in place:

• ` A thorough equal opportunity recruitment process, through internal and external job advertising, for selecting candidates who can best help us deliver our strategic aims

• ` All staff having an employee contract that includes the agreement to our core values

• ` A documented performance management and performance system for work enhancement and professional development, including promotion opportunities where feasible

• ` The CEO being managed and evaluated by the Board Chair

• ` Contingency planning for key staff

• ` HR policies and procedures designed to promote employee well-being

• ` Cross-department ‘staff well-being group’ and staff feedback sought

~~3. Regulatory compliance~~

Risk:

Financial, legal and reputational damage arising from non-compliance with applicable legislation and regulations.

Mitigation in place:

• ` We have staff responsible for ensuring compliance with key legal and regulatory requirements including safeguarding, whistleblowing and conflict of interest.

• ` The Finance and Audit Committee of the Board, with the support of the Director of Finance and Resources, ensures compliance with legal and accounting requirements.

• ` The Public Engagement Committee of the Board, with the support of the Director of Public Engagement, ensures compliance with regulatory requirements and standards relating to fundraising, data protection and public engagement.

• ` The trustees, with the support of the Senior Leadership Team, ensure employment law compliance by using an independent HR organisation to monitor regulatory requirements.

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~~4. Working with partners~~

Risk:

Our approach to development and reducing poverty is to work with independent, self-governed local YMCA partners based in the communities in which they operate. These partnerships are critical to achieving our goals, but working with others could compromise our plans, funding and reputation. There are risks associated with this — especially in the challenging situations in which they function, which have worsened as a result of the COVID-19 pandemic –such as misuse of funds, lack of sustainability, lack of accountability and inability to deliver effective programmes.

Mitigation in place:

• ` Assigning a dedicated Partnership Manager to work alongside each partner, with routine communications and visits where possible. Virtual-only approach to partner communications during pandemic and local lockdowns

• ` Planning and defining a capacity development and organisational development process before funding is agreed, to include leadership governance controls, HR, finance and monitoring processes

• ` Conducting regular partner monitoring and organisation audits

• ` Identifying local fundraising opportunities for partners to develop selfsufficiency

• ` A Programmes and Partnerships Committee of the Board to review progress

~~5. Reputational risk~~

Risk:

Inherent in all the risks above is the charitable company’s reputation being damaged and adversely affecting its staff, partners, donors, supporters and the public. The risk may be linked to perception rather than factual evidence, but the impact could be significant nonetheless: income loss, reduced ability to seek diverse funding, and damage to relationships with partners, services to community participants and staff morale. Other areas at risk are staff and partner performance and behaviour, misuse of charitable resources and failure to deliver strategic objectives.

Mitigation in place:

• ` Aligning operational and work plans with approved strategy

• ` Regular monitoring and measurement of performance and KPIs

• ` A clear and rigorous HR recruitment process and staff performance procedure

• ` Thorough vetting and monitoring of partners

• ` Updating trustees on all risks on a regular basis through the relevant committee

• ` Compliance by staff and trustees to ensure protection polices including safeguarding, whistleblowing and conflict of interest are implemented

• ` Compliance with all fundraising, financial and data regulations

• ` Communication strategy and public engagement sign-off process, including consistency of key messages and a nominated spokesperson

• ` Senior Leadership Team staff on call for emergencies 24 hours a day

• ` Consistent and clear communication with supporters and

• ` Regular contact and briefings to major funders; report fully on projects to meet funders’ terms and conditions

• ` Good quality reporting of the charitable company’s activities and financial situation

• ` A practical and responsive complaints procedure (both internal and external)

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Administrative Details

Y Care International is governed by its Memorandum and Articles of Association, amended by Special Resolution dated 1 September 2021.

The charitable company is governed by a Board of Trustees, which meets four times each year. The trustees collectively oversee the work of the charitable company, setting its strategic direction, setting and reviewing policies, agreeing annual plans and resource allocation, and monitoring progress through regular reporting by the management team.

As part of the Collaboration Agreement with All We Can, entered into on 1 September 2021, the charitable company’s staff transferred to All We Can under TUPE arrangements, and the charitable company employed no staff throughout the year ended 31 August 2022. Every staff member of All We Can held dual responsibility for providing services to both All We Can and Y Care International, with the services provided to Y Care International being recharged in accordance with the Collaboration Agreement.

The staff structure for both organisations is identical with staff providing services to Y Care International whilst formally employed by All We Can.

The Chief Executive is responsible to the Y Care International Board for the charitable company’s operational leadership. To facilitate effective operations, the Chief Executive has delegated authority, within terms of delegation approved by the trustees, for all operational matters.

Under the terms of the agreement with All We Can, every trustee of All We Can shall ex officio be a trustee of Y Care International. In addition, each YMCA National Council shall appoint one person to be a trustee.

All new trustees undergo an induction programme to familiarise themselves with the aims and work of the charitable company, and to ensure they fully understand their responsibilities as Board members and the organisational expectations in terms of their commitment. As part of the induction programme, trustees are provided with constitutional, governance, financial and organisational documentation. Trustees also receive regular updates and are made aware of relevant events and training opportunities when they arise.

Charity name:	Y Care International
Charity registration no:	1109789 England and Wales
Company number:	3997006
Principal offce:	25 Marylebone Road, London NW1 5JR, UK	1 Finance and Audit Committee 2 Programmes and Partnerships Committee
Website:	www.ycareinternational.org	3 Public Engagement Committee
Trustees:	Linbert Spencer (Chair) – from 03/05/22	4 Governance Committee
	Louise Brooke-Smith (Chair) – end of term 02/05/22
	Philip Crosby – resigned 16/12/22
	Warren Downey3
	Jennifer Evans2
	Tim Fallon3(nominated by YMCA England & Wales) – resigned 21/09/21
	Hanna Ferguson2
	Richard Griffths1
	Denise Hatton3(nominated by YMCA England & Wales) –	appointed 22/09/21
	Ali Johnson3
	Robert Mahoney4– end of term 14/11/22
	Anne Mpendo4
	Brian Murtagh3(nominated by YMCA Ireland)
	Natalie Newton3
	Geoffrey Park1
	Kerry Reilly2(nominated by YMCA Scotland)
	Christopher Sutton2(Vice Chair)
	Robert Varley4
	Terry Waite CBE – resigned 29/06/22
	Holly Wilkinson3
	Sahr Yambasu2
	Jongi Zihle2

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Senior Leadership: Graeme Hodge: Chief Executive Angela Zamaere Smith: Director of Programmes and Partnerships Stephen Adams: Director of Public Engagement David Fletcher: Director of Finance and Resources Company Secretary: Valerie Bloomfield (to 17/01/22) David Fletcher (from 18/01/22) Auditor: Haysmacintyre LLP 10 Queen Street Place, London EC4R 1AG Bankers: Barclays Bank plc 81 Churchill Place, London E14 5HP

The following Board committees are in place, each of which has Terms of Reference:

• Î The Governance Committee is responsible for keeping under review the governance arrangements of the charitable company, for trustee recruitment and development, and for making recommendations to the Board as appropriate, bearing in mind developments in charitable company governance and the needs of the charitable company.

• Î The Finance and Audit Committee recommends the finance policy to the Board and ensures the existing finance policy is implemented. This committee also oversees systems, controls and processes that may have an impact on the charitable company’s ability to meet its objectives. It makes sure effective external audit arrangements are in place, that adequate risk analysis and risk management processes are functioning and that the charitable company complies with all aspects of the law, relevant regulations and good practice.

• Î The Programmes and Partnerships Committee defines, develops, guides and monitors Y Care International’s strategy, policies and practice with regard to programmes, implementing partnerships and grant making, in line with its overall purpose and strategy.

• Î The Public Engagement Committee is responsible for all matters relating to voluntary income generation, marketing communications and church and faith-based engagement. It ensures there is a framework of accountability for examining and reviewing all systems, methods, relevant regulation and good practice in relation to public engagement activities.

Subsidiary undertaking

The subsidiary trading company Y Care Limited, registered company number 3577655, was formed to undertake trading activities on behalf of Y Care International. The company was dormant throughout the period and the trustees decided the company was no longer required. It was dissolved on 27 September 2022.

Connected Charities

On 1 September 2021, All We Can took control of Y Care International. All We Can is a charity registered in England and Wales with charity number 291791. On the same date, Y Care International entered into a Collaboration Agreement with All We Can for All We Can to conduct fundraising activities on its behalf, to support programmes and projects in furtherance of its objectives, and to work together to share resources in order to achieve cost savings. The shared resources include the time and expertise of the staff of All We Can, programme management and support, finance services, HR services, legal services, and office management.

Y Care International, through it being under the control of All We Can, is ultimately controlled by the Methodist Church in Great Britain (“MCB”), a charity registered in England and Wales with charity number 1132208. The accounts of both Y Care International and All We Can are included in the consolidated accounts of MCB.

Full details of transactions with the Methodist Church in Great Britain and with All We Can, together with any outstanding balances at the year end, are provided in Note 19 to the financial statements.

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Material Fundraising Performance

Y Care’s Public Engagement Team have been working to invest in future fundraising and communications, including attending YMCA events, and launching a number of new initiatives and mailings such as Y Care Live, a live broadcast with our founder Terry Waite and Kathleen Elsig from the World YMCA. Unlike the previous year, the team have been able to visit churches, festivals and community events, and have used this to begin to build an active and engaged regular audience.

In terms of emergency appeals, Y Care supporters and YMCAs generously donated a total of £36,174. This not only helped build relationships with individual donors but with national and international YMCAs, too. In particular, we worked in collaboration with YMCA Europe at the Ukraine Crisis Georgia Camp, in response to the war on Ukraine.

Y Care International has continued to fundraise from trusts and foundations. Grants were unrestricted and totalled £10,753.

Legacies have continued to come, securing £725,610 in unrestricted income.

The Olive Tree Campaign generated an income of £5,237, and work has begun to wind up this campaign as it has reached its natural conclusion.

The tactics and channels used throughout the 21/22 year included direct mail, email, social media, the Y Care website, speaking engagements, events, church appeals, virtual events, community fundraising, sponsored events, engagement with high-net-worth individuals, and applications for support from trusts and institutions.

Y Care International does not use third-party companies to fundraise for its work. Y Care International continues to abide by the Code of Fundraising Practice, to ensure we are meeting the highest possible standards in our fundraising approach. We are committed to operating to high standards in our supporter care and fundraising activities, seeking to operate within both the spirit and the letter of regulatory guidance and sector standards as they are issued. Y Care did not record any complaints in the 21/22 year about its fundraising, or fundraising carried out on its behalf. This complaint level is exceptionally low compared to industry averages and considering the scale of our activities. Similarly, the charity continues to remain committed to protecting vulnerable donors across all its fundraising activities. Y Care International’s current fundraising practice policy details its specific approach and steps taken by staff when interacting with vulnerable donors. The charity ensures all staff are trained in how to interact with vulnerable donors, and refresher training is provided.

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Financial Review

Y Care International’s last financial reporting period was shortened to five months, from 1 April to 31 August 2021. As a result, we cannot compare year-on-year performance.

On 1 September 2021, Y Care International entered into a Collaboration Agreement with All We Can for All We Can to conduct fundraising activities on its behalf, to support programmes and projects that are in furtherance of its objectives, and to work together to share resources in order to achieve cost savings. The shared resources include the time and expertise of All We Can’s staff, programme management and support, finance services, HR services, legal services and office management. Y Care International employs no staff directly.

Income

Total income for the year was £1,086k, significantly higher than expected in these challenging times.

Unrestricted donations and legacies income, i.e. that which is not donated for a specific country or project, was £1,008k, representing 93% of total income. Donations income was £283k, of which 58% is regular giving, and legacy income was £726k, which is a significant increase on previous periods. We remain extremely grateful for the continued generosity of our supporters.

Restricted donations and legacies income was £33k, of which £21k related to the Ukraine Emergency Appeal launched during the year.

Total grant income was £25k, of which £9k was unrestricted income. Restricted grant income of £16k included £15k from Chiesa Valdese (Union of Methodist and Waldensian Churches) for two development projects under the Italian ‘Otto per Mille’ arrangements.

Income from charitable activities was £29k, representing the final payments on funding from the FCDO. All such projects were completed during the year.

Investment income increased by £1k, with monies on deposit now receiving interest.

Expenditure

Total expenditure was £746k, of which £423k was the recharge from All We Can under the Collaboration Agreement.

Expenditure on charitable activities was £588k, of which £215k was grants and organisational development to our overseas partners, £80k was the share of support costs and £292k recharge from All We Can. This represents 78.8% of total expenditure, which is in line with similar organisations. We expect this proportion to increase in coming periods, as our work with, and range of, partner organisations increases.

The cost of raising funds was £158k, of which £28k was the share of support costs and £130k recharge from All We Can. This represents 21.2% of total expenditure.

Support costs of £108k included £79k representing additional deficit recovery contributions required to the YMCA Pension Plan (see Note 10 of the financial statements).

Reserves Policy

The Board reviews the charitable company’s reserves policy annually, balancing the need to hold back sufficient general reserves to protect its charitable activities with the objective of maximising the funding available for those activities. These reserves and funds are invested in an instant access account with a competitive interest rate, whilst upholding the ethical standards of the charitable company.

The Board has agreed the policy that general reserves should be a minimum of 20% of the following year’s total income budget, excluding emergency donations. The total income budget for the year ending 31 August 2023 is £687k, of which £28k is emergency donation income, giving a minimum general reserves level of £132k.

At 31 August 2022, the charitable company held total funds of £844k with balances of £66k of restricted funds and £221k of designated funds, leaving a general reserve fund balance of £557k – a surplus of £425k against the minimum level. This surplus has arisen primarily from legacy income being significantly higher than expected and has been allocated in the 2022–23 budget to provide additional grants and organisational development to the charitable company’s new and existing partners in the worldwide YMCA family.

The designated funds represent unrestricted monies the Board has designated for specific purposes, as detailed in Note 19 of the financial statements.

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Grant-making Policy

The Chief Executive, with the Director of Programmes and Partnerships, will decide (based on the approved annual strategy, work plan and budget) the number and level of grants provided to the charitable company’s partners. A rationale for each grant and resource allocation is available for examination by trustees along with the relevant financial and project monitoring and reporting agreement. The Programmes and Partnerships Committee (PPC) will review and approve any development or humanitarian relief grant proposal identified by staff or the committee as high risk or requiring a higher level of governance scrutiny.

The amount the Chief Executive can authorise without PPC approval on behalf of the Board is to a maximum of £100k for each annual development grant and £200k for each humanitarian relief grant, subject in all cases to any such expenditure being in line with the agreed budget for the year, as amended from time to time.

Development Grants

Y Care International does not implement projects directly but by providing support, capacity building and grants to local partners that are part of the international YMCA family. Partners must meet minimum standards in terms of financial controls, reporting capacity and governance standards, and the charitable company provides funding and capacity building to such partners to undertake their own activities. Such activities are included within the partner’s annual operation plans and funded as part of development grants.

Humanitarian Relief Grants

Grants allocated for humanitarian aid and emergency relief will be provided to existing partners or specialist and credible humanitarian relief partner agencies.

These policies are reviewed each year.

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Statement of Trustees’ Responsibilities

The trustees are responsible for preparing the Trustees’ Annual Report and financial statements in accordance with applicable law and regulations.

The law applicable to charitable companies in England and Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company, and of the incoming resources and application of resources of the charitable company during that period. In preparing those financial statements, the trustees are required to:

• Î select suitable accounting policies and then apply them consistently

• Î observe the methods and principles in the applicable Charities SORP

• Î make reasonable and prudent judgements and estimates

• Î state whether applicable accounting standards have been followed, subject to any material departures that must be disclosed and explained in the financial statements

• Î prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business.

The trustees are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and 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 the financial statements may differ from legislation in other jurisdictions.

Statement of disclosure to our auditors:

In so far as the trustees are aware, at the time of approving our Trustees’ Annual Report:

• Î There is no relevant information – information needed by the auditor in connection with preparing their report – of which the charitable company’s auditor is unaware.

• Î The trustees, having made enquiries of fellow directors and the charitable company’s auditor that they ought to have individually taken, have each taken the steps they are obliged to take as directors to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

This report and accounts have been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relating to small entities.

The Trustees’ Annual Report is approved and authorised for issue and signed on their behalf by:

Linbert Spencer Chair

24 January 2023

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Independent auditor’s report to the trustees of Y Care International

Opinion

We have audited the financial statements of Y Care International for the year ended 31 August 2022 which comprise the Statement of Financial Activities, Balance Sheet, Statement of Cash Flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

• Î give a true and fair view of the state of the charitable company’s affairs as at 31 August 2022 and of the charitable company’s net movement in funds, including the income and expenditure, for the year then ended;

• Î have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• Î have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

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

Conclusions relating to going concern

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

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

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

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinion on other matters prescribed by the Companies Act 2006

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

• Î The information given in the Trustees’ Report (which includes the directors’ report prepared for the purposes of company law) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• Î The directors’ report included within the Trustees’ Report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Report (which incorporates the directors’ report).

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We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• Î adequate accounting records have not been kept by the charitable company; or

• Î the charitable company financial statements are not in agreement with the accounting records and returns; or

• Î Certain disclosures of trustees’ remuneration specified by law are not made; or

• Î we have not received all the information and explanations we require for our audit, or:

• Î the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the trustees’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 21, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

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

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

Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to the regulatory requirements of the Charity Commission, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Charities Act 2011, the Companies Act 2006, and payroll taxes.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to posting inappropriate journal entries and management bias in certain accounting estimates and judgments such as the income recognition policy applied to grant income. Audit procedures performed by the engagement team included:

• Î Inspecting correspondence with regulators and tax authorities;

• Î Discussions with management including consideration of known or suspected instances of non-compliance with laws and regulation and fraud;

• Î Evaluating management’s controls designed to prevent and detect irregularities;

• Î Identifying and testing journals, in particular journal entries posted with unusual account combinations, postings by unusual users or with unusual descriptions; and

• Î Challenging assumptions and judgments made by management in their critical accounting estimates.

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

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities . This description forms part of our auditor’s report.

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Use of our report

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

Steven Harper (Senior Statutory Auditor)

For and on behalf of Haysmacintyre LLP, Statutory Auditor

Date: 17/02/2023

10 Queen Street Place London EC4R 1AG

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Y Care International

Statement of Financial Activities (incorporating an income and expenditure account) For the year ended 31 August 2022

Note Income from: Donations and legacies 2.1 Charitable activities 2.2 Investments 2.3	Unrestricted Restricted 2022 Total £ £ £ 1,007,755 48,609 1,056,364 - 28,824 28,824 1,032 - 1,032 1,008,787 77,433 1,086,220 158,066 - 158,066 537,587 50,227 587,814 695,653 50,227 745,880 313,134 27,206 340,340 9,709 (9,709) - 322,843 17,497 340,340 455,365 48,630 503,995 778,208 66,127 844,335		Unrestricted Restricted Apr-Aug 2021 Total £ £ £ 108,485 13,461 121,946 - 45,933 45,933 5 - 5 108,490 59,394 167,884 75,909 - 75,909 174,171 80,358 254,529 250,080 80,358 330,438 (141,590) (20,964) (162,554) 26,629 (26,629) - (114,961) (47,593) (162,554) 570,326 96,223 666,549 455,365 48,630 503,995
Total income
Expenditure on: Raising funds 5.1 Charitable activities 5.2
Total expenditure
Net income/(expenditure)
Transfers between funds 17-18
Net movement in funds
Reconciliation of funds: Total funds brought forward
Total funds carried forward

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Y Care International

Balance Sheet

As at 31 August 2022

Note Fixed assets Tangible assets 13 Investment in Y Care Limited 14 Total fixed assets Current assets Debtors 15 Cash at bank and in hand Total current assets Liabilities Creditors: Amounts falling due 16 within one year		Unrestricted Restricted 2022 Total £ £ £ - - - - - - - - - 619,423 15,358 634,781 514,350 50,769 565,119 1,133,773 66,127 1,199,900 (179,982) - (179,982) 953,791 66,127 1,019,918 953,791 66,127 1,019,918 (175,583) - (175,583) 778,208 66,127 844,335 - 66,127 66,127 221,290 - 221,290 556,918 - 556,918 778,208 66,127 844,335			Unrestricted Restricted 2021 Total £ £ £ 3,764 - 3,764 1,000 - 1,000 4,764 - 4,764 187,936 54,516 242,452 472,622 (5,886) 466,736 660,558 48,630 709,188 (81,368) - (81,368) 579,190 48,630 627,820 583,954 48,630 632,584 (128,589) - (128,589) 455,365 48,630 503,995 - 48,630 48,630 300,000 - 300,000 155,365 - 155,365 455,365 48,630 503,995
Net current assets
Total net assets exc. pension liability
Defined pension scheme liability 10
Net assets including pension liability
The funds of the charity Restricted funds 17 Unrestricted designated funds 18 Unrestricted general funds 18
Total charity funds

The notes on pages 28 to 37 form an integral part of these financial statements

Approved and authorised for issue by the Board of Trustees on 24 January 2023 and signed on their behalf by:

Chair

Company number: 03997006

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Y Care International

Cash Flow Statement

For the year ended 31 August 2022

			Apr-Aug
	Note	2022	2021 Total
		£	£
Cash flows from operating activities
Net movement in funds		340,340	(162,554)
(per Statement of Financial Activities)
Adjustments for:
Depreciation charges	13	-	7,246
(Increase)/decrease in debtors	15	(392,329)	194,504
Increase/(decrease) in creditors	10,16	145,608	(28,813)
Net cash generated by operating activities		93,619	10,383
Cash flows from investing activities
Proceeds from sale of fixed assets	13	3,764	-
Proceeds from sale of investments	15	1,000	-
Net cash provided by investing activities		4,764	-
Change in cash and cash equivalents in the period		98,383	10,383
Cash and cash equivalents at the beginning of the period		466,736	456,353
Cash and cash equivalents at the end of the period		565,119	466,736
Analysis of cash and cash equivalents		£	£
Cash at bank and in hand		565,119	466,736
Total cash and cash equivalents		565,119	466,736

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Notes to the financial statements for the year ended 31 August 2022

Note 1 - Accounting policies

a) Scope and basis of the preparation of the financial statements

Y Care International (“the charity”) is a charitable company limited by guarantee and incorporated in England & Wales. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

The charity is controlled by All We Can, a charity registered in England & Wales with registration number 291691, by virtue of the fact that all trustees of All We Can are ex officio trustees of the charity. The trustees comprise the members of the Charity and a minimum of 75% of the voting members of the charity must be All We Can trustees. The charity can therefore be described as a subsidiary of All We Can.

The charity is a public benefit entity for the purposes of FRS 102 and therefore the financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (‘the SORP’), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice as it applies from 1 January 2019.

The preparation of the financial statements requires the trustees to make judgments, estimates and assumptions that affect the application of policies and reported amounts in the financial statements. There are no significant judgments, estimates or assumptions.

There has been no change to any accounting policies.

b) Preparation of the financial statements on a going concern basis

These financial statements have been prepared on the basis that the charity is a going concern. A comprehensive review of the charity’s financial performance and general reserves position is covered in the financial statements and trustees’ report. Evidently, the charity has adequate financial resources and is able to manage business risks. The planning processes, including financial projections, take into consideration the prevailing economic climate and its potential impact on the various sources of income and planned expenditure. The trustees have looked at least twelve months ahead and are satisfied that the charity has adequate resources to continue in operational existence for the near future and there are no material uncertainties that call into doubt the charity’s ability to continue in operation. This review has taken into account the continuing impact of the Covid-19 pandemic.

c) Recognition of income

All income is accounted for when the charity has entitlement to the funds, the amount can be quantified and receipt of the funds is probable. Where income is received in advance of providing services, it is deferred until the charity becomes entitled to that income.

All income is reported gross. Any fee charged for fundraising by third parties and deducted from the amount collected before it is remitted to the charity is not offset against the fundraised income recognised in the financial statements but is reported as a fundraising expense.

No amounts are included in the financial statements for services donated by volunteers.

Donations

Donations are recognised when there is evidence of entitlement, receipt is probable and the amounts can be measured reliably. Where a donor has specified certain terms and conditions, the charity evaluates whether these conditions can be met before claiming entitlement. In any event, donations or gifts with conditions or terms which are outside of the charity’s stated purposes, or which are illegal, are rejected by the charity.

Goods donated for ongoing use by the charity in carrying out its activities are recognised as tangible fixed assets with the corresponding gain recognised as income from donations within the SOFA, subject to the capitalisation threshold of £10,000.

Legacies

Entitlement to a legacy is assumed when there is sufficient evidence that a gift has been left to the charity, usually through the notification of a will. Receipt of a legacy is deemed probable when there has been a grant of probate and it has been established that there are sufficient assets in the estate to pay the legacy and there are no conditions attached to the legacy that are outside the control of the charity, or uncertainty around the receipt of this gift. Income from pecuniary legacies is recognised upon notification or receipt if earlier.

Where legacies have been notified to the charity or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

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Grants

Income from grants is recognised when there is evidence of entitlement to the grant, receipt is probable and its amount can be measured reliably.

To this end, evidence of entitlement is assumed to exist when the formal offer of funding is communicated in writing to the charity. Where there is a performance condition attached to the grant, entitlement is only recognised when the conditions have been met.

d) Recognition of expenditure

All expenditure is accounted for on an accruals basis when an obligation that can be measured or reliably estimated exists at the reporting date and it is more than likely than not that payment will be made in settlement. There are two main categories of expenditure shown in the Statement of Financial Activities (‘SOFA’); expenditure on raising funds and on charitable activities.

Expenditure on raising funds includes all expenditure incurred to raise income to spend on charitable purposes.

Expenditure on charitable activities includes all costs incurred by the charity in undertaking activities that further its charitable aims for the benefit of its beneficiaries. This expenditure is further analysed into direct and support costs. Direct costs are those specifically related to producing the delivery of an activity or service.

Support costs are those which provide indirect support to front-line services – for example financial services, facilities management, development and personnel, governance costs and management information services. Support costs not attributable to a single activity have been allocated on the basis of the weighted average of staff cost.

Grants to institutions

Grants awarded are provided for in the SOFA in the year in which the grant is formally approved and the offer is communicated to the recipient. Grants awarded but not paid are recorded as a liability within the balance sheet. Grants awarded subject to explicit conditions being met by the recipient before payments are made are not accrued until such conditions have been met. Such commitments are disclosed in the financial statements as contingent liabilities.

Any foreign exchange difference on grants that has arisen throughout the year is written off against grants to institutions cost within the SOFA.

e) Fund accounting

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general charitable objectives. Designated funds are a portion of the unrestricted funds that have been set aside for a particular purpose by the trustees. Restricted funds are donated for a particular purpose, the use of which is restricted for that purpose. The purposes of the main restricted and designated funds are set out in the notes to the financial statements.

The costs of raising and administering the restricted funds are charged against the specific fund.

f) Project transfers

Transfers to projects are made from the project fund. Where specific income is not sufficient to cover the full costs, or where there is co-funding requirement, a transfer is made from general funds to cover the balance.

Where income for a project is insufficient to cover the project expenditure, a transfer is made from the general fund or other restricted funds where these can be properly reallocated to cover the deficit.

g) Pension costs

Y Care International participated in a multi-employer defined benefit pension plan for employees of YMCAs in England, Scotland and Wales, which was closed to new members and accruals on 30 April 2007. The plan’s actuary has advised that it is not possible to separately identify the assets and liabilities relating to Y Care International, therefore the scheme is accounted for as a defined contribution scheme.

As described in note 10, the charity has a contractual obligation to make pension deficit recovery payments of £30,985 p.a. over the period to 30 April 2029, accordingly this is shown as a liability in these accounts. In addition, the charity is required to contribute £6,926 p.a. to the operating expenses of the Pension Plan and these costs are charged to the SOFA as incurred.

h) Foreign currencies

Monetary assets and liabilities denominated in foreign currencies are translated at the rate of exchange ruling at the balance sheet date. Transactions in foreign currencies are recorded at the rate ruling at the date of the transaction. All differences are taken to the SOFA.

i) Tangible fixed assets

All tangible fixed assets costing more than £10,000 are capitalised and included at cost, including any incidental expenses of acquisition and irrecoverable VAT.

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j) Depreciation

The depreciation expense is charged or apportioned to the relevant SOFA heading reflecting the asset’s use on a straight-line basis as follows:

Computer equipment over 3 years Furniture and fittings over 5 years

k) Intangible fixed assets and amortisation

Intangible assets are held on the balance sheet at cost less accumulated amortisation and impairment losses.

Computer software, including development costs, is capitalised as an intangible asset and amortised on a straight-line basis over the expected useful life of five years. Impairment reviews are conducted when events and changes in circumstances indicate that an impairment may have occurred. If any asset is found to have a carrying value materially higher than its recoverable amount, it is written down accordingly.

l) Value Added Tax (VAT)

Irrecoverable VAT is charged to the expenditure to which it relates within the SOFA.

m) Cash and cash equivalents

Cash and cash equivalents includes cash and cash held on deposit with the Central Finance Board of the Methodist Church and are used for working capital purposes. Cash and cash on deposit are cash and cash equivalents for the purposes of the cash flow statement.

n) Financial instruments

The charity has basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Creditors are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors are normally recognised at their settlement amount after allowing for any trade discounts due.

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Notes to the financial statements for the year ended 31 August 2022 (continued)

2.1 Donations and legacies Individual giving SHE Legacies Trusts, foundations and companies Local YMCAs and other groups Event income Total non-emergency Emergency appeals Total donations and legacies 2.2 Charitable Activities UK Government (FCDO) Myanmar Civil Society Unleashed The Development Alternative European Commission: Madagascar Total 3. Investment income Bank interest Total Investment income	Unrestricted Restricted 2022 Total £ £ £ 266,700 9,327 276,027 - 2,758 2,758 725,610 - 725,610 9,594 15,890 25,484 3,864 - 3,864 1,987 - 1,987 1,007,755 27,975 1,035,730 - 20,634 20,634 1,007,755 48,609 1,056,364 Unrestricted Restricted 2022 Total £ £ £ - 6 6 - - - - 28,818 28,818 - - - - 28,824 28,824 Unrestricted Restricted 2022 Total £ £ £ 1,032 - 1,032 1,032 - 1,032	Unrestricted Restricted Apr-Aug 2021 Total £ £ £
		93,586 12,760 106,346 - 701 701 (5,201) - (5,201) 14,260 - 14,260 245 - 245 5,595 - 5,595
		108,485 13,461 121,946
		- - -
		108,485 13,461 121,946
		Unrestricted Restricted Apr-Aug 2021 Total £ £ £
		- 5,357 5,357 - 41,714 41,714 - - - - (1,138) (1,138)
		- 45,933 45,933
		Unrestricted Restricted Apr-Aug 2021 Total £ £ £
		5 - 5
		5 - 5

4. Recharge to Y Care International

On 1 September 2021, the charity entered into a Collaboration Agreement with All We Can for that charity to conduct fundraising activities on its behalf, to support programmes and projects that are in furtherance of its objects, and to work together to share resources in order to achieve cost savings. The shared resources include the time and expertise of All We Can's staff, programme management and support, finance services, HR services, legal services and office management.

The charge for the year is analysed as follows:	£
Share of staff costs	256,270
Share of administration costs	85,655
Share of communications costs	39,660
Share of fundraising costs	41,252
Total share of costs	422,837

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Notes to the financial statements for the year ended 31 August 2022 (continued)

5.1. Analysis of total expenditure 2022	Raising funds Charitable Activities 2022 Total £ £ £
Grants to institutions (Note 9) Foreign exchange (gain)/loss on grants (Note 8) Partner development Share of support costs (Note 6) Recharge from All We Can (Note 4)	- 154,346 154,346 - 1,916 1,916 - 58,684 58,684 27,659 80,438 108,097 130,407 292,430 422,837
Total expenditure	158,066 587,814 745,880
5.2. Analysis of total expenditure 2021	Raising funds Charitable Activities Apr-Aug 2021 Total £ £ £
Grants to institutions (Note 9) Partner development Staff costs (Note 10) Campaign costs Communications Share of support costs (Note 6)	- 45,946 45,946 - 26,734 26,734 34,521 59,798 94,319 20,261 0 20,261 0 2,330 2,330 21,127 119,721 140,848
Total expenditure	75,909 254,529 330,438
6. Analysis of support costs	2022 Total Apr-Aug 2021 Total £ £ - 43,024 18,926 - (4,539) - 78,710 - - 44,577 - 22,118 15,000 31,129 108,097 140,848
Staff costs (Note 10) Legal and professional fees Gain on foreign currency account closures Pension plan deficit recovery payment Office administration Premises costs Governance costs (Note 7)
Total support costs

2022 support costs are allocated based on the weighted average of the staff cost recharge. 2021 support costs are allocated based on the number of staff.

7. Analysis of governance costs	2022 Total Apr-Aug 2021 Total £ £
Audit fees (Note 12) Legal & professional fees Trustee meetings and expenses	15,000 8,400 - 26 - 22,703
Total governance costs	15,000 31,129

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Notes to the financial statements for the year ended 31 August 2022 (continued)

		Apr-Aug
8. Grants payable	2022	2021 Total
	£	£
Grants payable brought forward	-	-
Grants to institutions (Note 9)	(154,346)	(45,946)
Foreign exchange gain/(loss)	(1,916)	-
Grant payments	107,810	45,946
Grants payable carried forward (Note 16)	(48,452)	-
		Apr-Aug
9.1 Grants to institutions - Development	2022	2021 Total
	£	£
Liberia Liberia YMCA	29,308	-
Kenya Africa Alliance of YMCAs	50,000	-
Madagascar Madagascar YMCA	22,510	28,819
Senegal Senegal YMCA	-	11,756
Sierra Leone Sierra Leone YMCA	26,641	-
Total Africa	128,459	40,575
Myanmar Myanmar YMCA	3,561	-
Total Asia	3,561	-
Nicaragua Nicaragua YMCA	-	5,371
Total Latin America	-	5,371
Palestine East Jerusalem YMCA	6,728	-
Total Middle East	6,728	-
Total Grants to Institutions - Development	138,748	45,946
		Apr-Aug
9.2 Grants to institutions - Humanitarian	2022	2021 Total
	£	£
Madagascar Madagascar YMCA	7,058	-
Total Africa	7,058	-
Switzerland European Alliance of YMCAs	8,540	-
Total Europe	8,540	-
Total Grants to Institutions - Humanitarian	15,598	-
Total Grants to Institutions	154,346	45,946

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Notes to the financial statements for the year ended 31 August 2022 (continued)

		Apr-Aug
10. Staff costs	2022	2021
	£	£
Salaries	-	121,287
National insurance	-	9,451
Pension costs - defined contribution scheme	-	6,605
Total staff costs	-	137,343
Defined benefit pension scheme deficit contributions	-	6,125

The average number of staff employed during the year was 0 (2021: 7).

As part of the Collaboration Agreement with All We Can, entered into on 1 September 2021, all of the charitable company's staff transferred to All We Can under TUPE arrangements and Y Care International employed no staff throughout the year. Every staff member of All We Can held dual responsibilities for providing services to both All We Can and Y Care International, with the services provided to Y Care International being recharged in accordance with the Collaboration Agreement.

The staff structure for both organisations is identical with all staff providing services to Y Care International, whilst formally employed by All We Can.

There were no key management personnel directly employed during the year. The total employee benefits, including pension contributions, of the key management personnel were £0 (2021: £96,886).

None of the trustees has been paid any remuneration or received any other benefits from any employment with the charity or a related entity.

No employees received emoluments, excluding pension contributions, of more than £60,000 (2021: nil).

Volunteers

Volunteers give time in the UK as speakers, coordinators, office administrators, fundraisers and many other activities. In addition there are many other volunteer hours given by the men and women working alongside our partners in the countries where we operate.

The Board believes it is not possible to quantify volunteer hours and their value is not recognised in the accounts.

Pension Scheme

The charity participated in a multi-employer defined benefit pension plan for employees pf YMCAs in England, Scotland and Wales, which was closed to new members and accruals on 30 April 2007. The plan's actuary has advised that it is not possible to separately identify the assets and liabilities relating to the charity and accordingly the pension deficit itself is not shown on the balance sheet. Full details of the scheme can be found in the Annual Report and Accounts of the National Council of Young Men's Christian Associations (charity registration number 212810).

During the year, the charity was informed by The YMCA Pension Plan Trustee Ltd that there would be a change to the method of allocation of Deficit Reduction Charges (DRC) and that the charity's annual charge had increased from £19,288 to £30,083, with effect from 1 May 2022. The most recently completed three-year valuation was at 1 May 2020 and the current recovery period is 8 years commencing 1 May 2001.

Repayable: Within one year One to two years Two to five years After five years After more than one year Total	Aug 22 Aug 21 £ £
	10,328 19,288
	30,985 19,288 92,956 57,865 51,642 51,437
	175,583 128,590
	185,911 147,878

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Notes to the financial statements for the year ended 31 August 2022 (continued)

		Apr-Aug
11. Expenses reimbursed to Trustees	2022	2021
	£	£
Expenses in connection with travel to board and committee meetings	-	1,552
Number of trustees reimbursed	-	6

None of the trustees has been paid any remuneration or received any other benefits from an employment with the charity or a related entity.

		Apr-Aug
12. Auditor remuneration	2022	2021
	£	£
Statutory audit fees	10,200	8,400
Statutory audit fees over/(under) accrual	4,800	-
Other services	-	-
Total auditor remuneration	15,000	8,400

13. Fixed assets

£

13. Fixed assets	£
Equipment
At cost
At 1 September 2021	140,537
Disposals during the year	(140,537)
Total	-
Depreciation
At 1 September 2021	136,773
Depreciation on disposals	(136,773)
Total	-
Net book value as at 31 August 2022	-
Net book value as at 31 August 2021	3,764

14. Investment in Y Care Limited

The financial statements for the year ended 31 August 2022 exclude the charity's wholly owned subsidiary, Y Care Limited, company number 3577655, incorporated in the UK. The company is exempt from statutory audit and was dormant throughout the year. A striking off petition was lodged with Companies House on 30 June 2022 and the company was struck off on 27 September 2022.

Investment comprising 1000 Ordinary shares of £1 each 15. Debtors	2022 2021 £ £
	- 1,000 2022 2021 £ £
Restricted project funds due Gift Aid receivable Other debtors Prepayments and accrued income Escrow account (for pension scheme deficit recovery payments)	15,358 54,516 3,105 25,226 1,420 131,345 357,810 31,365 257,088 -
Total	634,781 242,452
16. Creditors: amounts falling due within one year	2022 2021 £ £
Trade creditors Other creditors Accruals Grants payable (Note 8) Other taxes and social security costs Pension payments due within one year	104,449 42,326 - 13,767 16,753 13,767 48,452 - - 5,986 10,328 19,288
Total	179,982 95,134

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Notes to the financial statements for the year ended 31 August 2022 (continued)

17.1 Restricted funds 2022	Balance 01.09.21 Income Expenditure Internal Transfer Balance 31.08.22 £ £ £ £ £
Development EHT Ethiopia YMCA: Strategic plan development FFF Fit for the Future: Global centre of excellence HOP Hope School Kenema MY3 Myanmar: Socio-economic resilience OLT Occupied Palestinian Territory: Olive Tree Campaign OP2 West Bank Palestine: Female entrepreneurs SE1 Senegal: Young rural entrepreneurs SHE Start Her Enterprise TDA Community Driven Change TG4 Togo: Next generation of entrepreneurs ZI1 Zimbabwe: Empowerment of young people Humanitarian AR0 Emergencies Fund UK1 Ukraine Emergency Appeal	- 8,460 - - 8,460 18,276 - (2,604) (265) 15,407 374 - - - 374 1,422 6 (3,561) 2,133 - 2,466 9,327 (6,728) (654) 4,411 155 - - (155) - 265 - - (265) - 4,470 2,758 - - 7,228 (4,008) 28,818 (15,519) (9,291) - - 1,212 - (1,212) - - 6,218 (6,218) - -
	23,420 56,799 (34,630) (9,709) 35,880 25,210 16 (7,058) - 18,168 - 20,618 (8,539) - 12,079
	25,210 20,634 (15,597) - 30,247
Total restricted funds	48,630 77,433 (50,227) (9,709) 66,127
17.2 Restricted funds 2021	Balance 01.04.21 Income Expenditure Internal Transfer Balance 31.08.21 £ £ £ £ £
Development FFF Fit for the Future: Global centre of excellence HOP Hope School Kenema MA1 Madagascar: Socio-economic empowerment NI2 Nicaragua: Strengthening resilience MY3 Myanmar: Socio-economic resilience OLT Occupied Palestinian Territory: Olive Tree Campaign OP2 West Bank Palestine: Female entrepreneurs SE1 Senegal: Young rural entrepreneurs SHE Start Her Enterprise TDA Community Driven Change TG4 Togo: Next generation of entrepreneurs Humanitarian AR0 Emergencies Fund	25,540 - (5,515) (1,749) 18,276 374 - - - 374 25,142 (1,138) - (24,004) - 17,840 - (9,783) (8,057) - 4,690 5,357 (8,625) - 1,422 2,456 10 - - 2,466 315 - (160) - 155 1 12,830 (12,566) - 265 3,769 701 - - 4,470 (3,213) 41,715 (42,510) - (4,008) (5,901) (80) (1,200) 7,181 -
	71,013 59,395 (80,359) (26,629) 23,420 25,210 - - - 25,210
	25,210 - - - 25,210
Total restricted funds	96,223 59,395 (80,359) (26,629) 48,630

Restricted funds represent donations and legacies income received and disbursed in respect of development and humanitarian relief projects.

Internal transfers are required where general or programme funds are allocated to cover expenditure on specific project codes.

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Notes to the financial statements for the year ended 31 August 2022 (continued)

18.1 Unrestricted funds 2022	Balance 01.09.21 Income Expenditure Internal Transfer Balance 31.08.22 £ £ £ £ £
Designated funds Pension fund General funds General reserves Pension reserves	300,000 - (78,710) - 221,290
	300,000 - (78,710) - 221,290 283,955 1,008,787 (616,943) (118,881) 556,918 (128,590) - - 128,590 -
	155,365 1,008,787 (616,943) 9,709 556,918
Total unrestricted funds	455,365 1,008,787 (695,653) 9,709 778,208
18.2 Unrestricted funds 2021	Balance 01.04.21 Income Expenditure Internal Transfer Balance 31.08.21 £ £ £ £ £
Designated funds Pension fund General funds General reserves Pension reserves	- - - 300,000 300,000
	- - - 300,000 300,000 706,953 108,490 (258,117) (273,371) 283,955 (136,627) - 8,037 - (128,590)
	570,326 108,490 (250,080) (273,371) 155,365
Total unrestricted funds	570,326 108,490 (250,080) 26,629 455,365

Designated pension fund

This fund was created in August 2021 to cover potential future increases in deficit recovery contributions to the YMCA Pension Plan, above those already agreed and provided in the balance sheet (see Note 10).

19. Related parties and ultimate parent undertaking

On 1 September 2021, the charity came under the control of All We Can, charity number 291691. All We Can works through partnership alongside global neighbours most impacted by disasters, poverty and injustice to enable flourishing and resilient communities. Y Care International is not consolidated on the grounds that both All We Can and Y Care International are ultimately controlled by The Methodist Church in Great Britain ("MCB"), charity number 1132208, and the accounts of both are included in the consolidated accounts of MCB. The Trustees' Report and Financial Statements for both All We Can and MCB are filed at the Charity Commission.

During the year the charitable company:

• paid recharged costs from All We Can of £422,837 (2021: £nil);

• received recharged costs from All We Can of £73,191 (2021: £nil).

The balance due from All We Can at 31 August 2022 was £1,420 (2021: £nil) The balance due to All We Can at 31 August 2022 was £104,449 (2021: £nil)

There were no related party transactions with The Methodist Church in Great Britain in the current or preceding year.

There were no other related party transactions in the current or preceding year.

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