OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2023-08-31-accounts

Annual Report 2022–23

Sergeant Mohammad Kargbo Kissy, Freetown, Sierra Leone. Y Care International / Tom Price 2022

Trustees’ Report and Financial Statements

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

Year Ended 31 August 2023

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.

2

ycareinternational.org

Contents

Mariama Bah (blue patterned top), Aminata Jalloh (red Louis Vuitton t-shirt) and Fatmata Yambasu (red MTV t-shirt). Dreamtown soap making centre, Kissy. Y Care International / Tom Price 2022

3

ycareinternational.org " a

Message from the Chair of Trustees

I was delighted to step up into the role of Chair of the Board of Trustees in I was delighted to step up into the role of Chair of the Board of Trustees in September 2023, having been a trustee since 2021. September 2023, having been a trustee since 2021.

The highlight of our year was our partner conference ‘Walking Together The highlight of our year was our partner conference ‘Walking Together in Partnership’ which took place in Malawi from 16-20 October 2022. It in Partnership’ which took place in Malawi from 16-20 October 2022. It was attended by 101 participants from 35 partner NGOs and churches, was attended by 101 participants from 35 partner NGOs and churches, together with representatives of the Malawian government. I joined together with representatives of the Malawian government. I joined some of the sessions by Zoom from London, and was really pleased at some of the sessions by Zoom from London, and was really pleased at the quality of the discussions and the knowledge sharing. This was not Y the quality of the discussions and the knowledge sharing. This was not Y Care International telling its partners in Sub Sahara Africa what to do, this Care International telling its partners in Sub Sahara Africa what to do, this was a conference where our partners in Africa were sharing ideas and information with each other about what works in their local contexts.was a conference where our partners in Africa were sharing ideas and information with each other about what works in their local contexts.

Over a year later, in November 2023, I visited our new Over a year later, in November 2023, I visited our new partners in Liberia and Sierra Leone, sharing ideas partners in Liberia and Sierra Leone, sharing ideas with each other on how to scale up their activities with each other on how to scale up their activities and build local financial sustainability. Each one of and build local financial sustainability. Each one them brought up last year’s partner conference in of them brought up last year’s partner conference conversation, and said how much they valued the in conversation, and said how much they valued sharing of ideas and networking with their peer group across the six countries in Sub Saharan Africa where the sharing of ideas and networking with their peer group across the six countries in Sub Saharan Africa our partners are based. where our partners are based.

In the United Kingdom we have emerged from the In the United Kingdom we have emerged from pandemic into some major cost-of-living challenges, the pandemic into some major cost-of-living a ae with record levels of inflation for recent times, and challenges, with record levels of inflation for recent we are very aware that this has hit the pockets of our donors. Generally times, and we are very aware that this has hit the pockets of our donors. speaking, the inflation rates experienced in the countries where our Generally speaking, the inflation rates experienced in the countries where partners are based has been more than 10 times higher than in the UK, our partners are based has been more than 10 times higher than in the UK, meaning that our partners have had less resources with which to do their meaning that our partners have had less resources with which to do their work. Their passion to make an impact is undimmed, and I came across work. Their passion to make an impact is undimmed, and I came across more than one instance in Liberia and Sierra Leone, where staff salaries more than one instance in Liberia and Sierra Leone, where staff salaries had stopped but the staff chose to volunteer their time so as to continue had stopped but the staff chose to volunteer their time so as to continue to support their communities. to support their communities. Chris Sutton / YMCA Liberia

In the face of formidable challenges, our dedicated partners at Y Care In the face of formidable challenges, our dedicated partners at Y Care International have shown unwavering commitment and resilience International have shown unwavering commitment and resilience throughout the past year. Despite the numerous hurdles encountered, throughout the past year. Despite the numerous hurdles encountered, they have continued to work tirelessly to advance our shared mission. As they have continued to work tirelessly to advance our shared mission. As we reflect on the difficulties faced, we remain optimistic that the coming we reflect on the difficulties faced, we remain optimistic that the coming year holds the promise of positive change. Together, we look forward to year holds the promise of positive change. Together, we look forward to overcoming obstacles, fostering sustainable development, and making a overcoming obstacles, fostering sustainable development, and making a lasting impact on the lives of those we serve. lasting impact on the lives of those we serve.

On behalf of the Board, our partners and our staff, a very big thank you for On behalf of the Board, our partners and our staff, a very big thank you for your loyal support. your loyal support.

Chris Sutton Chris Sutton Chair of the Y Care International Board of Trustees the Y Care International Board of Trustees

4

ycareinternational.org

Trustees’ Annual Report

Legal Statement

We present the annual report and financial statements of the charitable company for the year ended 31 August 2023. 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 disasters, poverty and injustice to enable flourishing and resilient communities.

Our organisation goals are:

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

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

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

----- Start of picture text -----
Ebenezer Freeman / Kissy, Freetown, Sierra Leone / Y Care International / Tom Price 2022
----- End of picture text -----

5

ycareinternational.org

Achievements & Performance

Y Care International has continued to introduce and embed its relational way of working and locally-led partnership approach in its partnerships with national and area alliance YMCAs, as well as through our engagements with the wider Y Family.

Alongside strategic partner All We Can, Y Care International invited its YMCA partners to join together with other local NGOs and churches partnering with All We Can to the ‘Walking Together in Partnership’ Conference in Malawi between 16-20 October 2022. Representatives from YMCA partners in Ethiopia, Zimbabwe, Sierra Leone, Madagascar and Liberia were joined by colleagues from the Africa Alliance of YMCAs (AAYMCA). In total, the Conference saw 101 participants from 35 partner NGOs and churches from 13 countries come together to showcase their expertise, share, learn and network and explore critical topics like what makes organisations resilient, financial sustainability and decolonising aid. Notably this was an opportunity to share each others experiences of learning and un-learning how to do development differently, and 43% of participants committed to embedding a community-led approach into their own programmes as one of the key actions they took away from the Conference.

Working relationally with partners, and embodying our values of love, collaboration and integrity in all that we do with them, remains a core priority for Y Care. Focus over the last year has been on embedding our partnership approach and deepening partnerships using an organisational development approach to partnership. To this end, Y Care supported 7 national and regional YMCA partners develop Strategic Plans; monitoring, evaluation and learning frameworks to support their efforts to evidence and learn from their work over the coming years; as well as seed grants. Y Care also invited its YMCA partners in priority countries to reflect together on the partnerships so far and share their experiences as Y Care has pivoted to a holistic organisational development approach to partnership. The word cloud below captures some of the aspects emerging out of what partners shared about their experience of this new approach:

These conversations were also an important opportunity to reflect on what Y Care can improve and do differently, as we continue to learn (and unlearn) about how we best support YMCA partners organisational resilience.

6

ycareinternational.org

Working relationally with YMCAs

~~YMCA Sierra Leone~~

Following the onboarding of YMCA Sierra Leone under Y Care’s new partnership approach, a 6-month seed grant was allocated to support their organisational capacity development. YMCA Sierra Leone procured equipment and facilitated training for its finance and communication teams to increase its financial accountability and visibility. YMCA Sierra Leone also reviewed and updated key policies in line with recent trends and good practices and trained 30 board and staff members on corporate governance. In January 2023, YMCA Sierra Leone submitted an operations plan for their annual grant focusing on strengthening their institutional capacity and increasing their financial autonomy. During the first 6-month of their grant, YMCA Sierra Leone trained 30 board members, staff, and volunteers on resource mobilization (i.e., fundraising, crowdfunding, proposal development, online campaigns) and business venture (business plans RRRiNii i= ao iis ‘ial , development, market analysis, branding ee iewwy, bast ie and marketing, etc.).

In parallel, YMCA Sierra Leone started the construction of a wall surrounding one of their parcel of land, which will be used to construct a multi-purpose learning centre for youth. The income generated from this learning centre will help support future programs from YMCA Sierra Leone.

Valiant Sisters group / Kissy Brook, Freetown, Sierra Leone. / Y Care International / Tom Price 2022

~~YMCA Liberia~~

Similar to other partners, YMCA Liberia received a seed grant for a period of 6 months under Y Care’s new partnership approach. 8 local branch board assemblies and elections were held as well as 1 national board assembly. The newly elected board members then participated in an orientation to prepare them for their roles. YMCA Liberia was also able to develop its training centres by building restroom facilities and renovating 3 labs at their Polytechnic College in Monrovia, as well as digging a fish pond, clearing some parcels of land for agriculture, and completing the construction of a 7-room dormitory at their youth agriculture training camp in Ganta.

As part of their annual grant that started in January 2023, YMCA Liberia chose to keep developing those two learning institutions as well as their community school in Zorzor. In addition, Y Care supported YMCA Liberia in conducting the final evaluation of their 2020-2023 Strategic Plan to assess the progress made and impact achieved and draw lessons to inform the development of a new 4-year Strategic Plan.

~~YMCA Ethiopia~~

In addition to supporting YMCA Ethiopia undertake an organisational strategic planning process, Y Care’s grant supports YMCA’s financial and institutional sustainability; training staff on social enterprise ventures so that they can help to effectively use YMCA’s resources and identify 5 new funding partners. The YMCA will also construct 10 small shops for organizational income generating purposes.

Y Care is also supporting the YMCA to obtain a car to improve the operational efficiency and programme delivery and train 20 staff members on life coaching, synergy building and system thinking skills at the head office and branches level to enhance support provided to young people through their programme. The partnership also enabled the YMCA to recruit a dedicated Monitoring, Evaluation and Learning Officer and increase the salary of 15 well performing staff members by 10-25% contributing to staff retention.

7

ycareinternational.org

~~YMCA Zimbabwe~~

This past year has been one of consolidating YMCA-Zimbabwe’s operational base; and investing in its future structures and growth. This included updating financial audits and YMCA membership fees to allow full participation and benefits; and solarisation of the head office. Allowances for staff were also instituted, to assist staff retention given belowaverage salaries, as well ensuring each staff member has use of a PC. Meanwhile funds were invested into significant strengthening of YMCA’s safeguarding policy and practice, given the wide and youthful membership. Finally, offices were constructed on YMCA’s land at its Bulawayo branch as part of its flagship Entrepreneurship Hub.

~~YMCA Madagascar~~

Y Care supported Madagascar YMCA to develop its new strategic plan for the period 2023-2027, in collaboration with INTRAC. Financial sustainability emerged as a core priority within the strategy. Y Care and the Africa Alliance of YMCAs (AAYMCA) coordinated their technical and financial resources in support of YMCA’s plans for social enterprise development, with AAYMCA organising site visits, market research and advisory support; and Y Care providing capital funds and support to business planning. As a result, YMCA was able to relaunch and strengthen its car rental service with the purchase of new vehicles, providing an alternative income stream for YMCA activities. Y Care also continued to support YMCA with proposal development and partner coordination activities.

~~Africa Alliance of YMCAs~~

In November 2022, AAYMCA held its first inperson governance and strategic review workshop since the COVID-19 pandemic. Many African YMCAs attended, in addition to global YMCA partners, with the workshop providing an opportunity to progress AAYMCA’s strategic mid-term review, agree alignment with World YMCA’s Vision 2030 strategy and begin planning for AAYMCA’s General Assembly in 2023. Y Care was able to participate in the workshop, as well as contribute funding towards overall workshop costs from its seed grant. In AAYMCA’s subsequent annual operational plan, Y Care supported AAYMCA’s capacity development for African YMCAs in areas including financial sustainability, monitoring, evaluation and learning, as well as AAYMCA’s own organisational strengthening, namely office renovation for income generating activities and organisational development planning.

~~YMCA Latin America & the Caribbean~~

Over the period, YMCA LAC embarked on a new strategic planning process. Y Care provided financial and technical support to the process, enabling LAC leadership to convene strategy meetings for its staff, Executive Committee and Strategy Committee, as well as collaborate with external consultants to facilitate workshops with all stakeholders. A new strategic plan was developed for the period 2023 until 2030, to align with World YMCA’s Vision 2030 strategy. It was validated at YMCA LAC’s annual general meeting and approved in a subsequent General Assembly meeting.

‘You (Y Care International) have given us the autonomy, to express our feelings, and to express our intentions and to express our needs (as YMCA partner). And not only our needs, you even want to empower the communities. So that’s a very different type of partnership than that I’m used to.’

~~World YMCA~~

Y Care supported the roll-out of World YMCA’s Vision 2030 strategy, through participation in strategic meetings on activation, fundraising and communications, as well as ongoing support to Area Alliances. At World YMCA’s request, two Y Care staff were seconded to World YMCA to lead Vision 2030’s Learning, Innovation and Impact YMCA movement support function and coordinate its Meaningful Work pillar. For the former has focussed on (i) establishing the cross-movement Task Force that drive forward the Learning, Innovation and Impact function and (ii) developing a Concepts and Contexts Paper which will help to define common language and approach for the support function and (iii) working towards a webinar that will share lessons as the global YMCA mobilises and transitions to becoming an Impact-Led movement. The latter has involved working with others to: (i) develop of YMCA’s Adaptive Strategy for Meaningful Work, with Accenture UK and (ii) design and dissemination of World YMCA’s largest ever global youth survey on work, in collaboration with Y Australia and Deloitte Australia.

8

ycareinternational.org

Working together during humanitarian crises

In November 2022, Y Care International launched an appeal to respond to the impact of drought in the region. Kenya was one of the countries affected. YMCA Kenya had the appetite to respond but required Capacity Development support to verify the current impact of the drought and develop a concept note and budget based on identified community needs. Y Care International staff Tom Menjor and Peter Blanch travelled to Kenya, specifically Kilifi County, to support YMCA Kenya with this process. Support included the introduction of Kobo Collect for data collection, support with in-situ verification including individual Household (HH) visits and Focus Group Discussions, and analysis of the information gathered. Initially there was hesitation around using Cash Programming in favour of food or water distribution, but having reviewed this in more detail, a decision was made to proceed with cash programming considering the infrastructure available in Kenya.

Y Care supported YMCA Kenya to respond to this disaster with a grant of £17,500 covering a three-month period. Disappointingly, this disaster had little media attention in the UK and as such, the majority of funding for this grant came from the Y Care International Emergency Fund. The table below captures the details of this grant.

In the 2021-22 Financial Year, Y Care International launched an appeal to respond to the War in Ukraine supporting YMCA Europe as they coordinate response activities across multiple national YMCA movements. This included support for YMCA Georgia to host a residential camp for Ukrainian Refugees. With the recent appointment of a Head of Humanitarian Assistance (HoHA) we will continue to engage YMCA Europe and National YMCA’s to identify their niche in supporting Ukrainian’s who have been displaced or otherwise affected by the ongoing conflict. This could take the form of a needs assessment of those affected, and a capacity assessment of National and Local YMCA’s to deliver a response based on the outcome of the needs assessment, identifying appropriate interventions for response. A comprehensive strategic response plan for YMCA Europe could then be developed, implemented through the National and Local YMCA’s.

Overview of Humanitarian Aid Support Overview of Humanitarian Aid Support Overview of Humanitarian Aid Support Overview of Humanitarian Aid Support Overview of Humanitarian Aid Support Overview of Humanitarian Aid Support
Country Emergency
Type		 Partner Response Activities Total Project
Participants1		 Response
period
East Africa
(Kenya)		 Drought
(slow-
onset)		 YMCA
Kenya		 Multipurpose Cash Transfer over 3-month
period		 132 HH (792
people)		 26/06/2023 –
30/09/2023

9

ycareinternational.org

Case Study Habiba Boima

abiba is a young woman living in the abiba is a young woman living in the vibrant community of Dreamtown, HFreetown Sierra Leone. Within her vibrant community of Dreamtown, HFreetown Sierra Leone. Within her community, she is a pioneer and a role model for other young women and girls. She is fulfilling her community, she is a pioneer and a role model for potential and making a difference in the lives of other young women and girls. She is fulfilling her those around her. potential and making a difference in the lives of those around her. Without a job, Habiba wanted to find a way to develop a new Without a job, Habiba wanted to find a way to skill set and develop a new skill set and help change the lives of help change the lives of those around those around her. Along with others in her her. Along with others in her community, she established community, she the Dreamtown established Soap Making the Centre. The Dreamtown vision of the centre was to Soap Making Centre. The equip young vision of the women and centre was to girls who were equip young living on the women and streets or had been victims girls who were living on the a of gender or streets or had sexual-based violence with skills and build a been victims of gender or sexual-based violence community for them.

with skills and build a community for them. ‘I established the soap-making centre for those ‘I established the soap-making centre for those who can’t do anything and for those who are who can’t do anything and for those who are victims. We encourage them to come and be victims. We encourage them to come and be part of it and learn something, so that they don’t part of it and learn something, so that they don’t depend on people’. depend on people’. As the only woman on the committee, Habiba’s As the only woman on the committee, Habiba’s job was to bring in young women and girls to be job was to bring in young women and girls to be involved at the Centre. Habiba’s leadership and involved at the Centre. Habiba’s leadership and initiative resulted in her being made the Chair initiative resulted in her being made the Chair Person for the project.

Person for the project. Gender and sexual-based violence is a real Gender and sexual-based violence is a real threat to women and girls in Dreamtown and threat to women and girls in Dreamtown and Freetown. These experiences can leave the Freetown. These experiences can leave the women and girls with trauma, they can also end women and girls with trauma, they can also end up living on the streets, separated from their up living on the streets, separated from their families, or isolated from their communities. families, or isolated from their communities.

‘If these girls weren’t part of the project, they ‘If these girls weren’t part of the project, they would have gone astray and suffered. They would have believed that no one cares about them and would have gone astray and suffered. They would have believed that no one cares about them and loves them’. loves them’.

Habiba and the others at the Centre equip Habiba and the others at the Centre equip the girls with the physical skills of the soapthe girls with the physical skills of the soapmaking process as well as the practical aspects making process as well as the practical aspects of running a business (including sales and of running a business (including sales and negotiations). negotiations). The The girls also girls also earn a earn a wage. The Centre wage. The Centre encourages the encourages girls back to the girls back school by paying to school by half of their paying half of school fees. their school fees. ‘We can’t say we are perfect ‘We can’t say because we can’t we are perfect because we provide all of their needs, but can’t provide all we are trying’. of their needs, Habiba but we are has been trying’. instrumental in Habiba has been forming a sense instrumental in of community between the girls. forming a sense She has become

of community between the girls. She has become a role model and mother figure to these girls. a role model and mother figure to these girls. ‘I’m like their mother, no differentiation and no ‘I’m like their mother, no differentiation and no discrimination among all of them. They even call discrimination among all of them. They even call me mum’. me mum’. Habiba understands how difficult it can be Habiba understands how difficult it can be for young women and girls to thrive through for young women and girls to thrive through difficulty. difficulty. ‘I’m a victim too and I’m part of the community ‘I’m a victim too and I’m part of the community of victims. So I don’t just get it, I went through the of victims. So I don’t just get it, I went through the difficulties too. I’m a single mother. I understand difficulties too. I’m a single mother. I understand what it means to be a victim going through what it means to be a victim going through difficulties. That’s why I’m encouraging women, difficulties. That’s why I’m encouraging women, so that they don’t face the same experiences’. so that they don’t face the same experiences’. Habiba reflects that the lives of the women and Habiba reflects that the lives of the women and girls at the Centra has significantly changed. girls at the Centra has significantly changed. ‘That’s our benefit, it makes us happy’. ‘That’s our benefit, it makes us happy’.

10

ycareinternational.org

WIR Informing, inspiring and engaging supporters

The beginning of 2023 saw the launch of the first annual campaign for Y Care International by the Public Engagement Team. The campaign is entitled ‘Ingredients of Change’ and focuses on stories from Sierra Leone, where – amongst other pieces of work – the local YMCA is supporting young women to make soap as a social enterprise to help them fulfil their potential. The campaign also highlighted the important ingredients of good partnership working, acknowledging that an important part of how poverty can be irradicated is about changing the lens of social views as well as individual projects and programmes.

The campaign was fronted by Christian, the leader of the YMCA in Sierra Leone and marked a step up in the importance of communicating All We Can’s unique approach to partnership and locally-led development, featuring the voices of partners even more prominently in communications and ensuring that misconceptions about ‘aid’ and ‘overseas giving’ were addressed head-on. The team remains committed to its anti-racist agenda and ensuring that, wherever possible, not only is the work the organisation does a part of decolonising aid, but so is the way the team communicates and fundraises.

The team has continued to innovate with new ideas and developed a youth resource called Accelerate, for youth groups to explore how the four Pillars of the YMCA’s Vision 2030 relate to international development and the work of Y Care. Regular giving is the linchpin of the team’s strategic approach to fundraising, and the development of a ‘Padare’ resource to update and ; inform regular givers about the way their support is changing lives around the world is a critical part of this. The padare tree is a large, evergreen tropical tree native to Africa, known for its towering height and spreading canopy where people can gather to share and rest together. A YMCA ‘partner mailing’ has been established, ensuring all YMCAs feel connected to Y Care’s work and receive a twice-yearly update about the impact that work is having.

Furthermore, a communications trip to Liberia has returned with video footage, images and stories to help shape next year’s campaign, which will continue to highlight the work of Y Care’s partners and the communities they serve.

Work has also begun on a newsletter to update supporters about the impact of their support, entitled Muloma, and on the launch of an updated advocacy strategy, which draws inspiration from the four pillars of the World YMCA’s Vision 2030.

In summary, the fiscal year 2022/23 has enabled the Public Engagement Team to establish a rhythm of campaign resources and fundraising ideas that will begin to have more impact in 2023/4 and beyond. Essential relationships with the YMCAs in England, Scotland, Ireland and Wales have been nurtured and new resources are being developed.

11

ycareinternational.org

Structure, governance and management

As part of the Collaboration Agreement with All We Can, entered into on 1 September 2021, all of the charitable company’s staff transferred 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 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 contents of this section therefore refer to staffprovided services to Y Care International, whilst formally employed by All We Can. The staff structure for both organisations is identical.

Health and Safety

Due to the pandemic, Y Care International staff primarily work from home and attendance at Methodist Church House ceased in December 2022 and we moved with the church to a temporary office for our core team to process incoming post. Due to this and the planned office move from Methodist Church House the annual audit has therefore not taken place but Y Care International has continued to liaise with Peninsula Business Safe on the health and safety practices that it has in place for all of its staff and volunteers working from their homes. Risk assessments have been undertaken and additional office and IT equipment has been supplied to staff and volunteers where required/appropriate.

Great emphasis has also been placed with regard to good mental health for staff and volunteers: proactive initiatives were introduced to support and help during this very challenging time (e.g. regular check-ins with staff/volunteers working from home, weekly online ‘Headspace’ time out for mental relaxation/reflections during the busy working week), promotion of the Confidential Employee Assistance Programme and Confidential Counselling Services that are available to staff 24 hours a day and periodic staff online social gatherings. Four staff also completed training to become Mental Health First Aiders to support the team further.

Y Care International has continued to be a part of Peninsula Business Safe’s health and safety Covid-19 awareness programme with 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 to approach the easing of restrictions after lockdown for staff.

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 wellbeing. Despite the challenges of remote working, the team has worked hard to continue to foster a positive, relational working culture.

Equality, Diversity and Inclusion

Equality, Diversity and Inclusion remains a vital focus of our efforts towards good governance for our organisation. There have been a number of further training opportunities which staff have attended, 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 ensure that issues of inclusion are explored in greater depth 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.

Trustees

The trustees consider the Board of Trustees, the Chief Executive and the Senior Leadership Team as comprising the key management personnel of the charity, in charge of directing and controlling, running and operating 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 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, using it to continuously learn and improve.

12

ycareinternational.org

Safeguarding

Y Care International remains committed to safeguarding and ensuring that those with whom we partner with are equipped with the knowledge, skills and tools needed to reach the highest safeguarding standards. By promoting and continually ensuring that there is a strong organisational consciousness and culture of safeguarding within Y Care International and within all of our partner organisations, we aim to ensure that every individual that is impacted by our work together remains 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 partners agreed that they had received safeguarding capacity development support in enhancing their own safeguarding policies and procedures. One local partner commented that; ‘our safeguarding policy and procedures are now functional.’

All partners were also written to with the opportunity and encouragement to report on any previously unreported incidents involving inappropriate behaviour or actions from any Y Care International Staff member or in relation to the work we have done together. They were also asked if any of their own staff have been involved in safeguarding incidents, whether employed by Y Care International or not.

One incident was reported occurring 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 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 organisation.

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 every 3 years.

Y Care International remains a member of the Inter-Agency Misconduct Disclosure Scheme – a scheme initiated to prevent and address the consequences of sexual harassment and sexual exploitation and abuse in the humanitarian and development sector by sharing misconduct data with recruiting organisations and previous employers. 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.

13

ycareinternational.org

Principal Risks and Uncertainties

Because Y Care International has chosen to work with local YMCA partners in some of the most under-served and remote places in the world, it needs to be mindful of the associated risks. In addition, due to the nature of its Christian principles and YMCA World Alliance connection, along with its relatively small size, some inherent risks are recognised. We are committed to managing risks effectively by identifying mitigation plans that are defined according to the various functions of the organisation. 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, ensuring that it is reviewed tri-annually through the Finance and Audit Committee, Programmes and Partnership Committee, Public Engagement Committee and People, Governance & Policy Committee. The Board approves the Risk Management policy annually (designed to manage rather than eliminate risk), with the senior management team ensuring that day-to-day risks are managed through agreed systems and procedures.

Sheku Sumah / Inventor of recycled tv LED light panels / Safety light project run by the Valiant Sisters / Y Care International / Tom Price 2022

14

ycareinternational.org

~~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 which has affected donor priorities. If our income reduces below that which we forecast, it is unlikely we would be able to fulfil our operating plans and would therefore have to reduce the level of financial support available to our partners.

Mitigation in place:

~~2. Human resources~~

Risk:

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

Mitigation in place:

~~3. Regulatory compliance~~

Risk:

Financial, legal and reputational damage arising from noncompliance with applicable legislation and regulations.

Mitigation in place:

15

ycareinternational.org

~~4. Working with partners~~

Risk:

Our approach to development and the reduction of poverty is to work through independent, self-governed local YMCA partners that are based in the communities in which they operate. These partnerships are critical to the achievement of our goals, but working with others could compromise our plans, funding and reputation. There are risks associated with this —these can include the misuse of funds, lack of sustainability, lack of accountability and inability to deliver effective programmes.

Mitigation in place:

~~5. Reputational risk~~

Risk:

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

Mitigation in place:

16

ycareinternational.org

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, all of the charitable company’s staff transferred 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 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.

The Chief Executive is responsible to Y Care International’s 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. Appointments are normally for a sixyear period.

All new trustees undergo induction 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: 03997006
Principal office: 25 Tavistock Place, London WC1H 9SF, UK
Website: www.ycareinternational.org
Trustees: Linbert Spencer (Chair) – resigned 15/09/23
Christopher Sutton1(Chair) with effect from 15/09/23
Philip Crosby – resigned 16/12/22
Warren Downey4 1 Finance & Audit Committee
Jennifer Evans4 2 Programmes & Partnerships Committee
3 Public Engagement Committee
Hanna Ferguson2 4 People, Governance & Policy Committee
Richard Griffiths1
Denise Hatton3(nominated by YMCA England & Wales)
Robert Mahoney4– end of term 14/11/22
Anne Mpendo4
Brian Murtagh3(nominated by YMCA Ireland)
Natalie Newton3
Geoffrey Park1(Treasurer)
Kerry Reilly2(nominated by YMCA Scotland) resigned 06/12/22
Robert Varley4
Holly Wilkinson1
Sahr Yambasu2
Jongi Zihle2
Colin MacFarlane2(nominated by YMCA Scotland) appointed 01/02/23
Senior Leadership: Graeme Hodge: Chief Executive – resigned 8/12/2023
D’Arcy Myers: Interim Chief Executive – appointed 18/12/2023
Angela Zamaere Smith: Director of Programmes and Partnerships
Stephen Adams: Director of Public Engagement – resigned 22/12/2023
Jaipreet Kaur: Senior Head of Philanthropy and Public Engagement – appointed 5/12/2023
Begay Jabang: Director of Finance & Resources

17

ycareinternational.org

Company Secretary: David Fletcher (to 26/02/23) Begay Jabang (from 27/02/23) 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:

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 that the company was no longer required. It was dissolved on 27 September 2022.

18

ycareinternational.org

Fundraising Performance

In the fiscal year 2022/23, Y Care’s Public Engagement Team have continued to invest in future fundraising and communication capacity, recruiting additional members of the team and establishing relationships with key stakeholders in the YMCA and wider supporter community.

The Y Care team were present at Big Church Festival, Cedarwood Festival in North Yorkshire and a number of YMCA events – including in England and Wales, Ireland and Scotland. The team have also been able to visit several local YMCAs, churches and community groups around the country.

Throughout the financial year 2022/23, Y Care employed a diverse array of tactics and communication channels to reach its goals. These included direct mail, email campaigns, strategic use of social media platforms, updates on the Y Care website, public speaking engagements, event participation, church-based appeals, virtual fundraising and training initiatives, community fundraising, sponsored events, engagement with high-net-worth individuals, and applications for support from trusts and institutions. Overall, the Public Engagement team raised £806k in donations and legacies.

It is worth emphasizing that Y Care adheres to a principled approach in its fundraising activities, refraining from engaging third-party companies for this purpose. Our organization remains firmly committed to upholding the highest standards in fundraising ethics and practices. We are registered with the Fundraising Regulator and consistently adhere to the Code of Fundraising Practice. This commitment ensures that we operate in accordance with the spirit and letter of regulatory guidelines and industry standards as they evolve. Notably, during the 2022/23 fiscal year, there were no recorded complaints regarding our fundraising activities or those conducted on our behalf. This low complaint rate is notably below industry averages, underscoring the quality and integrity of our fundraising efforts.

Similarly, Y Care is resolute in its dedication to safeguarding vulnerable donors across all fundraising activities. Our current fundraising practice policy outlines specific protocols and steps to be taken by staff when interacting with vulnerable donors. Continuous training and refresher programs ensure that all our staff members are equipped to engage sensitively with vulnerable donors, reflecting our unwavering commitment to ethical fundraising practices.

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 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 the staff of All We Can, programme management and support, finance services, HR services, legal services, and office management.

Y Care International is not consolidated into All We Can as the intermediate parent company rather consolidation is carried out by the ultimate parent company, The Methodist Church in Great Britain (MCB), who consolidates the financial statement of all its subsidiaries, both those which are owned directly or indirectly. Therefore, the accounts of both All We Can and Y Care International 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.

19

ycareinternational.org

THANK YOU For YOUR AMAZING SUPPORT to see the potential of young people fulfilled

PHILANTHOPIST TRUSTS & FOUNDATIONS

Ann Jane Green Trust Fulmer Charitable Trust Souter Charitable Trust JS Innes Charitable Trust Hamer Charitable Trust The Bryan Guinness Charitable Trust The Thomas Sivewright Catto Charitable Settlement

LEGATORS

We are truly grateful to all the amazing people who left us a gift in their will.

YMCA Family

----- Start of picture text -----
YMCA Latin America
& the Caribbean
----- End of picture text -----

LANDLORD

Lazari Investments Ltd Avire Ltd

20

ycareinternational.org

Financial Review

On 1 September 2021 Y Care International was acquired by All We Can and entered into a Collaboration Agreement with All We Can, for it as the parent entity 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. As a result, Y Care International employs no staff directly.

In this second year of its operations the focus has been to develop a new strategy for Y Care International, invest in the rebranding of the organization. We have proceeded to rebuild relationships with supporters and develop a new fundraising campaign ‘Ingredient for Change’ whilst building the capacity of the YMCAs we are working with.

2023
2022
Individual giving and Event Income
30%
26%
SHE (Start Her Enterprise)
0%
0%
Legacies
67%
67%
Trusts, foundations and companies
0%
2%
Institutional Funding
0%
3%
Local YMCAs and other groups
1%
0%
Emergency appeals
1%
2%
Bank interest
2%
0%		 2023
2022
Individual giving and Event Income
30%
26%
SHE (Start Her Enterprise)
0%
0%
Legacies
67%
67%
Trusts, foundations and companies
0%
2%
Institutional Funding
0%
3%
Local YMCAs and other groups
1%
0%
Emergency appeals
1%
2%
Bank interest
2%
0%		 2023
2022
Individual giving and Event Income
30%
26%
SHE (Start Her Enterprise)
0%
0%
Legacies
67%
67%
Trusts, foundations and companies
0%
2%
Institutional Funding
0%
3%
Local YMCAs and other groups
1%
0%
Emergency appeals
1%
2%
Bank interest
2%
0%		 2023
2022
Individual giving and Event Income
30%
26%
SHE (Start Her Enterprise)
0%
0%
Legacies
67%
67%
Trusts, foundations and companies
0%
2%
Institutional Funding
0%
3%
Local YMCAs and other groups
1%
0%
Emergency appeals
1%
2%
Bank interest
2%
0%
2023 2022
Individual giving and Event Income 30% 26%
SHE (Start Her Enterprise) 0% 0%
Legacies 67% 67%
Trusts, foundations and companies 0% 2%
Institutional Funding 0% 3%
Local YMCAs and other groups 1% 0%
Emergency appeals 1% 2%
Bank interest 2% 0%
TOTAL INCOME £0.8M

TOTAL INCOME £0.8M

2023 2022

Grants to institutions 37% 21% Foreign exchange (gain)/loss on grants -1% 0% Partner development 9% 8% Share of support costs 7% 14% Recharge from All We Can 47% 57%

TOTAL EXPENDITURE £1.0M

We raised £823k and spent £982k. Out of every £1 spent, 83p was on building strong YMCAs and funding their programmatic work and 17p on raising these funds.

21

ycareinternational.org

Income

Total income decreased by £263k (24%) to £823k (2022: £1,086k). Most income streams have dropped as supporters were negatively affected by rising inflation, protracted cost of living crisis and uncertainty in the economic environment. The largest decrease is in legacy income of £174k (24%), nevertheless our legacy pipeline continues to be robust.

We remain extremely grateful for the continued generosity and loyalty of our existing supporters during what is a challenging period for all.

Investment income increased by £16k to £17k (2022 £1k), as our cash holding generated increased interest, but this continues to represent an insignificant proportion of the total income.

Expenditure

Total expenditure increased by £236k to £982k (2022: £746k) of which £461k (2022 £423k) was the recharge from All We Can under the Collaboration Agreement.

Expenditure on charitable activities was £813k (2022 £588k), of which £458k was grants and organisational development to our overseas partners, £50k was the share of support costs and £311k recharge from All We Can. This represents 82.8% of total expenditure which as expected has grown as our work with, and range of, partner organisations has increased and is in line with similar organisations.

The cost of raising funds was £169k (2022 £158k), of which £19k was the share of support costs and £150k recharge from All We Can. This represents 17.2% of total expenditure.

Support costs of £69k (2022 £108k) included £37k representing additional deficit recovery contributions required to the YMCA Pension Plan (see Note 10 of the financial statements).

The balance sheet remains robust with cash balance at year end being £584k (£2022 £565k).

Reserves

The minimum general reserves level of as at 31 August 2023 of £155k was calculated in line with Y Care International’s reserve policy.

As at 31 August 2023, the charity held total funds of £685k with balances of £44k of restricted funds and £641k unrestricted funds. The unrestricted funds balance is made up of a designated pension funds of £200k as detailed in Note 18 of the financial statements, leaving a general reserve fund balance of £441k, which includes a surplus of £286k (2022 £425k) against the minimum level required.

Managing our Finances

Reserves Policy

The Board reviews the charity’s reserves policy annually, balancing the need to hold back sufficient general reserves to deliver and protect its charitable activities with the objective of maximising the funding available for those activities. These reserves and funds are invested in accordance with the charity’s investment policy.

The Board has agreed to maintain sufficient funds to allow Y Care International to continue operating in the short term. The reserve policy therefore requires that minimum general reserves held should be 20% of the following year’s total income budget, excluding emergency donations. The total income budget for the year ended 31 August 2024 is £790k, of which £14k is emergency donation income and so the minimum reserves level as at 31 August 2023 was £155k.

Grant-making policy

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 Programme 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 that the Chief Executive can authorise without PPC approval on behalf of the Board is set out in the scheme of delegation of authority, 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, church-based partners or specialist and credible humanitarian relief partner agencies.

22

ycareinternational.org

Going Concern Statement for 2022-23

Y Care International’s planning processes has been further enhanced to include long-term (2 years) financial projections and scenario planning the charity’s income, expenditure and reserves levels, to consider the high inflation, prolonged cost of living crisis and its potential impact on the various sources of income and planned expenditure. Taking into account our financial position and key risks the Trustees have a reasonable expectation that the charity has adequate resources to meet its liabilities as they fall due, manage the business risks it faces and has sufficient level of liquid resources and reserves to meet its obligations for a period of at least 12 months after the approval of these financial statements. The Board believes there are no material uncertainties that call into question Y Care International’s ability to continue in operational existence. Therefore these financial statements have been prepared on the basis that the charity is a going concern which assumes that the Y Care International will continue in operational existence for the foreseeable future (deemed to be a period of 12 months from the date of this report namely January 2025).

----- Start of picture text -----
Aminata Jalloh & Mariama Bah /
Dreamtown soap making centre / Sierra
Leone / Y Care International /Tom Price 2022
os
----- End of picture text -----

23

ycareinternational.org

Statement of Trustees’ Responsibilities

The Trustees are responsible for preparing the Trustees’ Report and Financial Statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities 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 charity, and of the incoming resources and application of resources of the charity during that period. In preparing those financial statements, the trustees are required to:

The Trustees are responsible for keeping proper accounting records, which disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Applicable Charities (Accounts and Reports) Regulations 2008 and the provisions of the trust deed. They are also responsible for safeguarding the assets of the charity 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 charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement as to disclosure to our auditors:

The Report of the Trustees is approved and authorised for issue and signed on their behalf by:

Chris Sutton

Chair of the Y Care International Board of Trustees 23/01/2024

24

ycareinternational.org

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

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

Opinion

We have audited the financial statements of Y Care International for the year ended 31 August 2023 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement 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:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charity 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’ Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

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.

Opinions on other matters prescribed by the Companies Act 2006

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

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

25

ycareinternational.org

identified material misstatements in the Trustees’ Report (which incorporates the directors’ report).

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

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 24, 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 noncompliance with laws and regulations, 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 Companies Act 2006 and the Charities Act 2011, and payroll tax.

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. Audit procedures performed by the engagement team included:

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.

26

ycareinternational.org

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.

Vikram Sandhu (Senior Statutory Auditor)

For and on behalf of Haysmacintyre LLP, Statutory Auditor

10 Queen Street Place London EC4R 1AG

Date: 5 February 2024

Haysmacintyre LLP is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006

27

ycareinternational.org

Statement of Financial Activities For the year ended 31 August 2023

Y Care International

Note
Income from:
Donations and legacies
2.1
Charitable activities
2.2
Other sources
2.3		 Unrestricted
Restricted
2023 Total
£
£
£
800,868
5,523
806,391
0
0
0
16,718
0
16,718
817,586
5,523
823,109
169,382
0
169,382
785,579
27,282
812,861
954,961
27,282
982,243
(137,375)
(21,759)
(159,134)
0
0
0
(137,375)
(21,759)
(159,134)
778,208
66,127
844,335
640,833
44,368
685,201		 Unrestricted
Restricted
2022 Total
£
£
£
1,007,755
48,609
1,056,364
0
28,824
28,824
1,032
0
1,032
1,008,787
77,433
1,086,220
158,066
0
158,066
537,587
50,227
587,814
695,653
50,227
745,880
313,134
27,206
340,340
9,709
(9,709)
0
322,843
17,497
340,340
455,365
48,630
503,995
778,208
66,127
844,335
Total income
Expenditure on:
Raising funds
5.1
Charitable activities
5.1
Total expenditure
Net income/(expenditure)
Transfers between funds
15-16
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward

28

ycareinternational.org

Y Care International

Registered Number 03997006

Balance Sheet as at 31 August 2023

Note Unrestricted Restricted 2023 Total Unrestricted Restricted 2022 Total
£ £ £ £ £ £
Current assets
Debtors 13 691,077 0 691,077 619,423 15,358 634,781
Cash at bank and in hand 539,951 44,368 584,319 514,350 50,769 565,119
Total current assets 1,231,028 44,368 1,275,396 1,133,773 66,127 1,199,900
Liabilities
Creditors: Amounts falling due 14 (409,344) 0 (409,344) (179,982) 0 (179,982)
within one year
Net current assets 821,684 44,368 866,052 953,791 66,127 1,019,918
Total net assets exc. pension liability 821,684 44,368 866,052 953,791 66,127 1,019,918
Defined pension scheme liability 10 (180,851) 0 (180,851) (175,583) 0 (175,583)
Net assets including pension liability 640,833 44,368 685,201 778,208 66,127 844,335
The funds of the charity
Restricted funds 15 0 44,368 44,368 0 66,127 66,127
Unrestricted designated funds 16 200,000 0 200,000 221,290 0 221,290
Unrestricted general funds 16 440,833 0 440,833 556,918 0 556,918
Total charity funds 640,833 44,368 685,201 778,208 66,127 844,335

The notes on pages 31 to 40 form an integral part of these financial statements

Approved and authorised for issue by the Board of Trustees on 23 January 2024 and signed on their behalf by:

Chair: Chris Sutton

29

ycareinternational.org

Y Care International

Cash Flow Statement for the year ended 31 August 2023

Note 2023 2022
£ £
Cash flows from operating activities
Net movement in funds (159,134) 340,340
(per Statement of Financial Activities)
Adjustments for:
Depreciation charges 0 0
(Increase)/decrease in debtors 13 (56,296) (392,329)
Increase/(decrease) in creditors 14 234,629 145,608
Net cash generated by operating activities 19,199 93,619
Cash flows from investing activities
Proceeds from sale of fixed assets 0 3,764
Proceeds from sale of investments 0 1,000
Net cash provided by investing activities 0 4,764
Change in cash and cash equivalents in the period 19,199 98,383
Cash and cash equivalents at the beginning of the period 565,119 466,736
Cash and cash equivalents at the end of the period 584,318 565,119
Analysis of cash and cash equivalents £ £
Cash at bank and in hand 584,319 565,119
Total cash and cash equivalents 584,319 565,119

30

ycareinternational.org

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

1. ACCOUNTING POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

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.

Y Care International is owned 100% by All We Can and although it is a subsidiary of All We Can it is however not consolidated into All We Can as the intermediate parent company. Rather consolidation is carried out by the ultimate parent company, The Methodist Church in Great Britain (MCB) charity registration number 1132208, who consolidates the financial statement of all its subsidiaries, both those which are owned directly or indirectly. Therefore, the accounts of both All We Can and Y Care International are included in the consolidated accounts of MCB.

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(SORP) 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 accounts are prepared under the historical cost convention, with the exception of quoted investments which are stated at market value.

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.

B) GOING CONCERN

These financial statements have been prepared on the basis that the charity is a going concern as reported in the Going Concern Statement in the Trustees’ report which also includes a comprehensive review of the charity’s financial performance and general reserves position.

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.

Estimates are involved in determination of legal expenses and also property sale charges.

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.

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

31

ycareinternational.org

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 and are further split between development activities, humanitarian activities and global education activities.

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.

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.

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) PENSION COSTS

Y Care International participated in a multiemployer 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. The assets of the scheme are held separately from those of the charity in independently administered funds and contributions to the scheme are charged to the Statement of Financial Activities (SOFA) when incurred.

G) 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.

H) 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.

I) 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

J) VALUE ADDED TAX (VAT)

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

32

ycareinternational.org

K) CASH AND CASH EQUIVALENTS

Cash and cash equivalents include 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.

L) 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.

M) CRITICAL ACCOUNTING JUDGEMENTS AND ESTIMATES

In the application of the Charity’s accounting policies described above, Y Care International Trustees are required to make judgements, estimates, assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience

and other factors including expectations of future events that are believed to be reasonable under the circumstances. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period; or in the period of the revision and future periods if the revision affects the current and future periods.

In the view of the Trustees, no estimation uncertainty or assumptions concerning the future affecting assets and liabilities at the balance sheet date have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year. Accounting estimates that affect the amounts recognised in the financial statements are described in the accounting policies above and detailed in the relevant notes to the accounts:

a.) grant and legacy income are detailed in Accounting Policy (C) and Note (2)

b.) The allocation of support costs which requires a judgement on the most appropriate basis to apportion costs and are detailed in Accounting Policy (D) and Note (6)

c) Recharges are detailed in Note (19)

The principal accounting policies, as set out above, have all been applied consistently throughout the year and the preceding year.

33

ycareinternational.org

Notes to the financial statements for the year ended 31 August 2023 (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.Other income
Bank interest
Total Other income		 Unrestricted
Restricted
2023
Total
£
£
£
244,415
0
244,415
0
432
432
550,895
0
550,895
1,815
0
1,815
3,743
642
4,385
0
0
0
800,868
1,074
801,942
0
4,449
4,449
800,868
5,523
806,391
Unrestricted
Restricted
2023
Total
£
£
£
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Unrestricted
Restricted
2023
Total
£
£
£
16,718
0
16,718
16,718
0
16,718		 Unrestricted
Restricted
2022
Total
£
£
£
266,700
9,327
276,027
0
2,758
2,758
725,610
0
725,610
9,594
15,890
25,484
3,864
0
3,864
1,987
0
1,987
1,007,755
27,975
1,035,730
0
20,634
20,634
1,007,755
48,609
1,056,364
Unrestricted
Restricted
2022
Total
£
£
£
0
6
6
0
0
0
0
28,818
28,818
0
0
0
0
28,824
28,824
Unrestricted
Restricted
2022
Total
£
£
£
1,032
0
1,032
1,032
0
1,032

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 289,532 256,270
Share of administration costs 79,617 85,655
Share of communications costs 48,195 39,660
Share of fundraising costs 43,780 41,252
Total share of costs 461,124 422,837

34

ycareinternational.org

Notes to the financial statements for the year ended 31 August 2023 (continued)

5.1. Analysis of total expenditure 2023
5.1. Analysis of total expenditure 2023 Raising funds
Charitable
Activities
2023 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)		 0
365,367
365,367
0
(5,740)
(5,740)
0
92,344
92,344
19,296
49,852
69,148
150,086
311,038
461,124
Total expenditure 169,382
812,861
982,243
5.2. 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)		 0
154,346
154,346
0
1,916
1,916
0
58,684
58,684
27,659
80,438
108,097
130,407
292,430
422,837
Total expenditure 158,066
587,814
745,880
6. Analysis of support costs 2023
Total
2022
Total
£
£
Staff costs
Legal and professional fees
Gain on foreign currency account closures
Pension plan deficit recovery payment
Office administration
Premises costs
Governance costs (Note 7)		 0
0
7,560
18,926
0
(4,539)
37,493
78,710
12,095
0
0
0
12,000
15,000
Total support costs 69,148
108,097

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

7. Analysis of governance costs 2023
Total
2022
Total
£
£
Audit fees (Note 12) 12,000
15,000
Total governance costs 12,000
15,000

35

ycareinternational.org

Notes to the financial statements for the year ended 31 August 2023 (continued)

8. Grants payable 2023 2022
£ £
Grants payable brought forward (48,452) 0
Grants to institutions (Note 9) (365,367) (154,346)
Foreign exchange gain/(loss) 5,740 (1,916)
Grant payments 321,241 107,810
Grants payable carried forward (Note 14) (86,838) (48,452)
9.1 Grants to institutions - Development 9.1 Grants to institutions - Development 2023 2022
£ £
Liberia Liberia YMCA 61,979 29,308
Kenya Africa Alliance of YMCAs 85,000 50,000
Madagascar Madagascar YMCA 45,000 22,510
Ethiopia Ethiopia YMCA 35,819 0
Sierra Leone Sierra Leone YMCA 40,374 26,641
Zimbabwe Zimbabwe YMCA 31,309 0
Total Africa 299,481 128,459
Myanmar Myanmar YMCA 0 3,561
Total Asia 0 3,561
Mexico YMCA LACA 31,000 0
Total Latin America 31,000 0
Palestine East Jerusalem YMCA 5,291 6,728
Total Middle East 5,291 6,728
Switzerland European Alliance of YMCAs 12,096 0
Total Europe 12,096 0
Total Grants to Institutions - Development 347,867 138,748
9.2 Grants to institutions - Humanitarian 2023 2022
£ £
Kenya Kenya YMCA 17,500 7,058
Total Africa 17,500 7,058
Switzerland European Alliance of YMCAs 8,540
Total Europe 0 8,540
Total Grants to Institutions - Humanitarian 17,500 15,598
Total Grants to Institutions 365,367 154,346

36

ycareinternational.org

Notes to the financial statements for the year ended 31 August 2023 (continued)

10. Staff costs

The average number of staff employed during the year was 0 (2022: 0).

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 during the period. The total employee benefits, including pension contributions, of the key management personnel were £0 (2022: £0).

No employees received emoluments, excluding pension contributions, of more than £60,000 (2022: £0).

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 2021-22, 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 £30,985 to £31,915, with effect from 1 May 2023. 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		 Aug 23
Aug 22
£
£
10,638
10,328
31,915
30,985
95,745
92,956

37

ycareinternational.org

Notes to the financial statements for the year ended 31 August 2023 (continued)

11. Expenses reimbursed to Trustees

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

12. Auditor remuneration 2023 2022
£ £
Statutory audit fees 12,000 10,200
Statutory audit fees over/(under) accrual 0 4,800
Other services 0 0
Total auditor remuneration 12,000 15,000
13. Debtors 2023 2022
£ £
Restricted project funds due 0 15,358
Gift Aid receivable 10,615 3,105
Other debtors 0 1,420
Prepayments and accrued income 455,289 357,810
Escrow account (for pension scheme deficit recovery payments) 225,173 257,088
Total 691,077 634,781
14. Creditors: amounts falling due within one year 2023 2022
£ £
Trade creditors 298,524 104,449
Other creditors 0 0
Accruals 13,344 16,753
Grants payable (Note 8) 86,838 48,452
Other taxes and social security costs 0 0
Pension payments due within one year (Note 10) 10,638 10,328
Total 409,344 179,982

38

ycareinternational.org

Notes to the financial statements for the year ended 31 August 2023 (continued)

15.1 Restricted funds 2023 Balance
01.09.22
Income Expenditure
Internal
Transfer
Balance
31.08.23
£
£
£
£
£
Development
EHT
Ethiopia YMCA: Strategic plan development
FFF
Fit for the Future: Global centre of excellence
HOP
Hope School Kenema
OLT
Occupied Palestinian Territory: Olive Tree Campaign
SHE
Start Her Enterprise
Humanitarian
AR0
Emergencies Fund
EAE
East Africa Emergencies
PAK
Pakistan Floods
SYN
Syria-Turkey Earthquake
UK1
Ukraine Emergency Appeal		 8,460
(527)
(2,200)
0
5,733
15,407
0
(2,419)
0
12,988
374
0
(374)
0
0
4,411
1,169
(5,291)
0
289
7,228
432
0
0
7,660
35,880
1,074
(10,284)
0
26,670
18,168
0
(14,149)
0
4,019
0
2,849
(2,849)
0
0
0
117
0
0
117
0
211
0
0
211
12,079
1,272
0
0
13,351
30,247
4,449
(16,998)
0
17,698
Total restricted funds 66,127
5,523
(27,282)
0
44,368
15.2 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		 0
8,460
0
0
8,460
18,276
0
(2,604)
(265)
15,407
374
0
0
0
374
1,422
6
(3,561)
2,133
0
2,466
9,327
(6,728)
(654)
4,411
155
0
0
(155)
0
265
0
0
(265)
0
4,470
2,758
0
0
7,228
(4,008)
28,818
(15,519)
(9,291)
0
0
1,212
0
(1,212)
0
0
6,218
(6,218)
0
0
23,420
56,799
(34,630)
(9,709)
35,880
25,210
16
(7,058)
0
18,168
0
20,618
(8,539)
0
12,079
25,210
20,634
(15,597)
0
30,247
Total restricted funds 48,630
77,433
(50,227)
(9,709)
66,127

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.

39

ycareinternational.org

Notes to the financial statements for the year ended 31 August 2023 (continued)

16.1 Unrestricted funds 2023 Balance
01.09.22
Income
Expenditure
Internal
Transfer
Balance 31.08.23
£
£
£
£
£
Designated funds
Pension fund
General funds
General reserves
Pension reserves		 221,290
0
(37,493)
16,203
200,000
221,290
0
(37,493)
16,203
200,000
556,918
817,586
(917,468)
(16,203)
440,833
0
0
0
0
0
556,918
817,586
(917,468)
(16,203)
440,833
Total unrestricted funds 778,208
817,586
(954,961)
0
640,833
16.2 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
0
(78,710)
0
221,290
300,000
0
(78,710)
0
221,290
283,955
1,008,787
(616,943)
(118,881)
556,918
(128,590)
0
0
128,590
0
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

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).

General reserves

General reserves are those unrestricted funds in hand, over and above those set aside for designated purposes. There was no change to

40

ycareinternational.org