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← Y Care International

2024-08-31-accounts

Annual Report 2023–24

Famata Bono at the Montserrado YMCA, Monrovia / Copyright: Tom Price 2023 – tomalprice.com

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 2024

Vision and Values

Vision

Every young person’s potential fulfilled.

Mission

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

Who we are

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

What we do

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

Our values

In summary, our guiding values are:

Love

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

Collaboration

is working together in solidarity and partnership, not control.

Integrity

is personifying honesty, transparency, and accountability.

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Contents

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Message from the Chief Executive At the heart of Y Care International is our commitment to being locally At the heart of Y Care International is our commitment to being locally led and doing development differently in a way that sees power being led and doing development differently in a way that sees power being put back into the hands of communities. We intentionally model a put back into the hands of communities. We intentionally model a very different approach from other charities. Having worked in several very different approach from other charities. Having worked in several humanitarian and social justice organisations over the past 30 years, I humanitarian and social justice organisations over the past 30 years, I have a personal commitment to leading change and seeing progress have a personal commitment to leading change and seeing progress in the sector, which is why I was delighted to step into the role of CEO in in the sector, which is why I was delighted to step into the role of CEO in September 2024 September 2024 Over the past year, we have realised that our mission is more relevant Over the past year, we have realised that our mission is more relevant than ever. We live in a world impacted by increasing conflict, rising costs than ever. We live in a world impacted by increasing conflict, rising costs of living, growing prevalence of hunger, and the continuing climate of living, growing prevalence of hunger, and the continuing climate emergency. In addition, the bolstered support of nationalist and populist emergency. In addition, the bolstered support of nationalist and populist governments and the ever-shrinking civic space means that recent governments and the ever-shrinking civic space means that recent progress in upholding human rights and freedoms is being rolled back, progress in upholding human rights and freedoms is being rolled back, further deepening inequality and destabilising our planet further deepening inequality and destabilising our planet We have held firm to the core principles of our locally led partnering We have held firm to the core principles of our locally led partnering model and approach, whilst continuing to learn, and to evolve it. This model and approach, whilst continuing to learn, and to evolve it. This involves ongoing capacity strengthening, focussing on partnerships involves ongoing capacity strengthening, focussing on partnerships not projects, and relationships not contracts. Securing unrestricted not projects, and relationships not contracts. Securing unrestricted funding is critical for allowing partners to more closely meet the priorities funding is critical for allowing partners to more closely meet the priorities of communities, and flexible funding allows greater responsiveness of communities, and flexible funding allows greater responsiveness to changing community needs. Trust remains the bedrock of these to changing community needs. Trust remains the bedrock of these partnerships. Local Country Representatives have stepped into a stronger partnerships. Local Country Representatives have stepped into a stronger partnership management role, importantly placing support and decision partnership management role, importantly placing support and decision making closer to partners and the point of impact. making closer to partners and the point of impact. The past 12 months have been challenging for the organisation too, facing The past 12 months have been challenging for the organisation too, facing volatility and uncertainty. Important work was undertaken to rationalise volatility and uncertainty. Important work was undertaken to rationalise our cost base, adapt our operations to be more effective and efficient, our cost base, adapt our operations to be more effective and efficient, strengthen our finances, better understand our income and mix, find strengthen our finances, better understand our income and mix, find meaningful ways to support partners, and build a healthier organisational meaningful ways to support partners, and build a healthier organisational culture committed to wellbeing. A significant contribution has been the addition of Goal 4 to our strategy – culture committed to wellbeing. A significant contribution to model has been the addition of Goal 4 to our strategy – to model a healthy organisational culture in which our people thrive and live out our valuesa healthy organisational culture in which our people . Organisational strengths have been thrive and live out our values . Organisational strengths protected and provide solid foundations on which to build, have been protected and provide solid foundations on and looking for a strong and sustainable business model which to build, and we know we need to start growing our with greater growth opportunities. contributions to partners. David Thomson David ThomsonDavid Thomson David Thomson Chief Executive Officer Chief Executive Officer | ycareinternational.org 4

Message from the Chair of Trustees

A highlight of the year for me was the warm welcome I was given by the A highlight of the year for me was the warm welcome I was given by the management teams of the YMCAs in Sierra Leone and Liberia in October management teams of the YMCAs in Sierra Leone and Liberia in October 2023, on a visit to encourage our partners, share insights and experiences, 2023, on a visit to encourage our partners, share insights and experiences, and learn from each other about governance and financial management. and learn from each other about governance and financial management. During this visit I was greatly encouraged through seeing at first hand During this visit I was greatly encouraged through seeing at first hand the role that national YMCAs provide in building and sustaining young the role that national YMCAs provide in building and sustaining young people to develop local economies and civil society, aiming to ensure that people to develop local economies and civil society, aiming to ensure that everyone’s potential is fulfilled. I was also pleased to see the way in which everyone’s potential is fulfilled. I was also pleased to see the way in which YMCA leadership supports the efforts of All We Can’s partners in these countries. YMCA leadership supports the efforts of All We Can’s partners in these countries.

Since September 2021, All We Can (the UK Methodist Relief and Since September 2021, All We Can (the UK Methodist Relief and Development Fund) has supported the activities of Y Care International Development Fund) has supported the activities of Y Care International through providing management, fund raising and infrastructure support. through providing management, fund raising and infrastructure support. A second highlight of the year was joining Y Care International’s A second highlight of the year was joining Y Care International’s inspirational founder, Sir Terry Waite, at a fund raising event in London for inspirational founder, Sir Terry Waite, at a fund raising event in London for the charity. the charity.

A third highlight has been the appointment of our new Chief Executive, A third highlight has been the appointment of our new Chief Executive, David Thomson, and working with David and our trustees to explore new David Thomson, and working with David and our trustees to explore new strategies for Y Care International and All We Can. Our aim is to ensure strategies for Y Care International and All We Can. Our aim is to ensure that the funds we receive from our donors have the greatest possible that the funds we receive from our donors have the greatest possible impact with the people and communities that we support.

impact with the people and communities that we support.

As you will read in the Going Concern statement at the end of this As you will read in the Going Concern statement at the end of this document, our strategic discussions have progressed after the financial document, our strategic discussions have progressed after the year end. Our trustees, working with YMCA England & Wales, have decided financial year end. Our trustees, working with YMCA England & Wales, that Y Care International’s future can best be secured through its return have decided that Y Care International’s future can best be secured to being an independent charity with support from the three national through its return to being an independent charity with support from councils, and management services being provided by YMCA England the three national councils, and management services being provided & Wales. This will bring the charity closer to its core base of funders by YMCA England & Wales. This will bring the charity closer to its ore and supporters. I commend this decision. As a result, the management base of funders and supporters. I commend this decision. As a result, agreement between All We Can and Y Care International terminated the management agreement between All We Can and Y in March 2025. All We Can trustees, including myself, have Care International terminated in March 2025. All We Can stepped down from Y Care International’s board, and have trustees, including myself, have stepped down from Y Care been replaced by trustees from the YMCA movement. International’s board, and have been replaced by trustees

The next chapter for Y Care International is positive and from the YMCA movement. exciting, and I encourage all our donors and stakeholders to The next chapter for Y Care International is positive and support this amazing charity on the next stage of its journey. exciting, and I encourage all our donors and stakeholders to support this amazing charity on the next stage of its journey.

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

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Trustees’ Annual Report

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Legal Statement

We present the annual report and financial statements of the charitable company for the year ended 31 August 2024. 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 local YMCA partners 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 movement.

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

  4. To model healthy organisational culture in which our people thrive, and we live out our values.

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Achievements & Performance

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

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 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. 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.

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.

Over the following pages, you will discover how Y Care has embodied its partnership approach in all aspects of its work during the past year and how we are building on the lessons learnt this year.

Timotheus Kamaboakai, National General Secretary/CEO for YMCA Liberia

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Working relationally with YMCAs

~~YMCA Liberia a~~

In 2023, with Y Care’s support, YMCA Liberia was able to set up a computer training lab in their school in Gbarnga, Bong. 40 young people had already pre-registered for the upcoming 3-month ICT course. The computer lab can accommodate 25 students per session and

YMCA Liberia is facilitating 4 sessions a day. Y Care’s financial support also covered the monthly stipends of the teachers and administrative staff members in Zorzor YMCA Community School as well as some renovation work to create a more conducive learning environment and allowed YMCA Liberia to start the construction of a Youth Resource Center in Ganta, which will be able to host 486 youths per month.

~~YMCA Madagascar Ss~~

Y Care supported the core operating costs of YMCA Madagascar through an unrestricted grant. This support enabled the YMCA to maintain its essential services and programs on youth empowerment, leadership development, and community impact. YMCA Madagascar was also able to enhance its leadership development, improve its institutional capacity, and expand its advocacy efforts. The organisation successfully maintained the operations of its car rental service, which was launched last year with funds provided by Y Care. The activity is already proven to be a valuable alternative income stream for the YMCA as it is generating enough revenue to cover 8% of the operating costs of the organisation.

~~Africa Alliance of YMCAs [LF~~

In the first semester of 2024, YMCA Liberia chose to use Y Care’s support to develop its community agriculture project at the YMCA Youth Camp in Todee District with the set-up of a palm and cocoa farm in addition to the running of its other farming activities. As the local youths are getting valuable training in agriculture, farming, husbandry, fishery, and beekeeping, product sales are also generating some valuable income covering part of the camp’s running costs and allowing YMCA Liberia to expand its community programs.

In 2024, Y Care provided support to the Africa Alliance of YMCAs (AAYMCA) through various initiatives. This included crisis management and support, where Y Care assisted AAYMCA in navigating challenges and ensuring continuity of operations. Y Care covered essential staff and core administrative costs, ensuring that AAYMCA could maintain its operational capacity. Additionally, Y Care covered audit fees and encouraged the implementation of robust financial practices. These efforts were aimed at strengthening the capacity of AAYMCA and its National Movements to achieve their strategic goals and contribute to the Vision 2030 and Agenda 2063.

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~~YMCA Ethiopia and YMCA Zimbabwe~~

Having supported and facilitated the development of Strategic Plans for both YMCA Ethiopia and YMCA Zimbabwe last year, the main area was now to engagement them developing financial sustainability strategies and plans to guide fundraising efforts and inform capacity needs to support their long term sustainability, even after our partnership ends. Work on these efforts were deepened as a result of the dramatic cuts to partners’ traditional budgets last year due to the immediacy of the financial threats faced by both partners and Y Care. Support for partners in this area could be largely carried out remotely and, as such, did not require enabling budgets.

This has taken two main forms: the first saw us pivoting the role of two members of the PPT team to include production of restricted funding applications to both large and small trusts and foundations, on behalf of our partners, supplementing the ongoing efforts of the Public Engagement team. One additional benefit is that these applications are being developed hand-in-hand with partners, with the feedback being that they are obtaining significant exposure to grantwriting as a result. The second development was active identification and sharing of incountry funding opportunities with partners; as well tasking country representatives to work with and support partners as appropriate, whether interpreting guidelines, review proposals or even accompanying partners when requested to funding interviews. The overall benefits have been unexpectedly positive, and have validated and reinforced belief in our partnership approach: partners have boosted their grant fundraising knowledge, competency and confidence in the process; our relationships with partners have been further strengthened, given financial disclosures require high levels of trust; whilst we as All We Can have a much deeper understanding of the financial positions, plans and thinking of our partners which means we are in a better position to give the most appropriate support we can.

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~~YMCA Sierra Leone~~

With Y Care’s support, YMCA Sierra Leone was able to strengthen its governance structure and further build its financial sustainability. YMCA Sierra Leone organised its Annual General Meeting, where 10 board members, 25 staff and 120 volunteers have increased their knowledge and understanding of the general operations and management of the organisation at the national level. YMCA Sierra Leone was also able to develop a more operational and accessible website, which enhanced its visibility and credibility as a local NGO working in the youth sector.

Aiming to be less reliant on international funds and vulnerable to external context, YMCA Sierra Leone trained 20 board and staff members on resource mobilisation and tasked them with developing three business plans articulating a strategy for developing some business operations in each region. In parallel, YMCA Sierra Leone developed Regionalisation and Fundraising Policies for the three regions and prepared a National Fundraising Scheme to be launched before the end of the year.

In the first semester of 2024, YMCA Sierra Leone further built its board and staff members’ capacity in peer review mechanisms for institutional development, social mobilisation health promotion and disaster risk reduction.

Finally, YMCA Sierra Leone organised a 3-day annual review meeting to review and discuss their annual performance and set new targets for the current year. The meeting was also a first step in the planning of its current Strategic Plan (ending in 2025) final evaluation and the development of a new one (20252028).

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~~YMCA Latin America & the Caribbean~~

In 2024, Y Care continued its support for the Latin American and Caribbean Alliance of YMCAs (YMCA LACA) by providing financial and technical assistance. This enabled YMCA LACA to align its service delivery support system with the new strategic plan and World YMCA’s Vision 2030. Y Care’s support included contributions towards the salary of the Programs, Services, and Innovation Manager, contracting an external consultant for strategy follow-up, and organizing oneon-one sessions for knowledge management. Y Care supported the development of a regional knowledge management platform by supporting one-on-one sessions for all 25 YMCAs to describe the platform, share tutorials, help register local YMCA staff and volunteers.

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~~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, a Y Care staff member was seconded to World YMCA to coordinate its Meaningful Work pillar. This role involved working with others to: (i) develop YMCA’s Adaptive Strategy for Meaningful Work, with Accenture UK and (ii) design and disseminate World YMCA’s largest ever global youth survey on work, in collaboration with Y Australia and Deloitte Australia.

Working together during humanitarian crises

In the 2021/22 Financial Year, Y Care 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.

In the 2023/24 Financial Year, through YMCA Europe, Y Care supported YMCA Ukraine host six summer camps for Ukrainian youth in different locations across Ukraine. Summer camps are a highly effective tool in helping young people cope with the trauma of war, relocation, and displacement. Summer camps seek to improve mental health and can reduce levels of anxiety amongst participants. These six camps sought to provide safety, education, socialisation and integration, physical activities, rehabilitation and psychological support. The table below captures details of the grant.

This grant marks the exhaustion of the emergency funding available for the Ukraine Crisis from Y Care.

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Overview of Humanitarian Aid Support
Country Emergency Type
Ukraine Conflict
Partner Response Activities
YMCA Europe – Summer Camps for
YMCA Ukraine Ukrainian Youth
Total Project Participants
230
Response period
01/06/2024 - 30/09/2024
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Case Study Iuliia, Ukraine

Iuliia is a 16 year-old from Ukraine, who attended the YMCA Poltava Camp near Dnipro.

Y Care International Y Care International started supporting started supporting the the YMCA Ukraine, YMCA Ukraine, which has which has 24 centres, 24 centres, in the spring in the spring of 2022. Children were missing out on normal of 2022. Children were missing out on normal childhood childhood experiences because of the war, and the staff at experiences because of the war, and the staff at the centre the centre wanted to make sure that young people could wanted to make sure that young people could still have fun, still have fun, make memories and meet new friends. make memories and meet new friends.

Iuliia says that the YMCA Poltava Camp was a true revelation Iuliia says that the YMCA Poltava Camp was a true revelation and an unforgettable experience. She’d never heard of it and an unforgettable experience. She’d never heard of it before, but now it holds a special place in her heart.

before, but now it holds a special place in her heart.

The camp gave Iuliia an invaluable opportunity to make new The camp gave Iuliia an invaluable opportunity to make new friends, experience vibrant moments, and try something friends, experience vibrant moments, and try something new. She had always dreamed of attending a sleepaway new. She had always dreamed of attending a sleepaway camp, and she discovered what it was like to be part of a camp, and she discovered what it was like to be part of a friendly community, and to communicate with different friendly community, and to communicate with different people, and live without the internet. She was quite surprised when that turned out to be a lot of fun!people, and live without the internet. She was quite surprised

when that turned out to be a lot of fun!

YMCA Poltava Camp changed Iuliia and her life for the YMCA Poltava Camp changed Iuliia and her life for the better. She overcame her fear of sleeping away from home, better. She overcame her fear of sleeping away from home, learned to open-up to new acquaintances, and became learned to open-up to new acquaintances, and became more independent. She is deeply grateful to everyone who more independent. She is deeply grateful to everyone who makes this camp possible and sincerely hopes that it will makes this camp possible and sincerely hopes that it will continue its work, giving children the same unforgettable continue its work, giving children the same unforgettable experiences she had. experiences she had.

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Case Study

Fatama, Liberia

“I was able to open my little café. From the knowledge I got here, I opened my little internet café…It was not easy, but I knew I wanted to do something that benefits me and my family.”

Fatama is a businesswoman who runs her own internet café in Monrovia. She learnt IT skills with the YMCA.

“I’m from a very poor background, but my mother “I’m from a very poor background, but my mother and father were able to sponsor me in school. after I and father were able to sponsor me in school. after I graduated high school, there was nothing for me to do.

graduated high school, there was nothing for me to do.

I wanted to do further education but there were no funds because I wanted to do further education but there were no funds because they couldn’t afford it. So, my mother advised me to enter the YMCA they couldn’t afford it. So, my mother advised me to enter the YMCA of Liberia so I could acquire some computer skills that could help of Liberia so I could acquire some computer skills that could help me in the future. I have now been part of YMCA Liberia for nine me in the future. I have now been part of YMCA Liberia for nine years. Attending the YMCA gave me a vast bank of knowledge and years. Attending the YMCA gave me a vast bank of knowledge and experience in different skills. experience in different skills.

Whilst at the YMCA, I progressed through the three tiers of skills and Whilst at the YMCA, I progressed through the three tiers of skills and learning: beginner, intermediate, and advanced. After I had finished, learning: beginner, intermediate, and advanced. After I had finished, my teachers encouraged me to come back and share what I’d learned my teachers encouraged me to come back and share what I’d learned through the YMCA, which I did. I started as a volunteer, then became a through the YMCA, which I did. I started as a volunteer, then became a Teacher’s Assistant, and then finally a trainer.

Teacher’s Assistant, and then finally a trainer.

There have been a whole lot of changes in my life, in my mindset There have been a whole lot of changes in my life, in my mindset since I joined the YMCA family. Joining the YMCA family gave me more since I joined the YMCA family. Joining the YMCA family gave me more ambition to move forward with my education in IT because with the ambition to move forward with my education in IT because with the little I’d learned; I was able to do something bigger.” little I’d learned; I was able to do something bigger.”

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Informing, inspiring and engaging supporters

The beginning of 2024 saw the launch of a new annual campaign called ‘No Strings Attached’. The campaign focused on stories from Liberia, in particular the work of our local partner, YMCA Liberia. While the campaign highlighted the incredible work the YMCA is doing with young people across Liberia, the secondary aim of the campaign was to demonstrate the way in which Y Care sees development work thriving. We can’t be the true ‘partners’ to our partners if we wish to treat them as our puppets while we pull the strings. Walking together in partnership means cutting the strings of colonial development.

The campaign was fronted by Tim, the leader of the YMCA in Liberia, as well as Famata, a graduate from the Polytech programme. The campaign not only helped to shed light on the work of YMCA Liberia but also shared the importance of Y Care’s unique partnership approach 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 campaign helped to raise £50,436 from two direct mailing appeals, called ‘Muloma’.

The team continued to send out the newly developed regular giving product ‘Padare’ twice a year, sharing stories from YMCA Liberia, while also reflecting back to the work of the YMCA Sierra Leone. This product engaged regular givers and helped to raise £137,446 over the year. 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.

In summary, the fiscal year 2023/24 has enabled the Public Engagement Team to establish a rhythm of campaign resources and fundraising, however, we were unable to see the increase in income we had hoped for, due to a number of reasons such as a depleted database, cost of living crisis and donor fatigue. Furthermore, we had a significant drop in legacies, which impacted on our unrestricted funding. However, we are hopeful the new financial year will bring more creative ideas and opportunities for us to share the incredible work of Y Care’s partners.

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Structure, governance and management

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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 has employed no direct staff since. Every staff member of All We Can held dual responsibilities for providing services to both All We Can and Y Care, with the services provided to Y Care being recharged in accordance with the Collaboration Agreement.

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

Team structure has changed significantly in the last financial year. We started the year as a team of 30 UK-based employees (at peak it was 32) and 5 Country Representatives and we ended the year with 21 UK-based employees and 6 Country Representatives. The reduction in the team numbers was a result of a mix of reasons with 3 people leaving due to redundancies. We have also adapted our structure by removing the ‘director’ level roles and replacing them with ‘Executive Heads of’ who together with the CEO now form the Core Leadership Team.

Through effective communication and providing the right type of support we reassured people and helped everyone to get through the difficult times. At our team day in August when asked about some of our strengths as a team, ‘resilience’ came at the top of the list, followed by ‘passionate’, ‘adaptable’, ‘supportive’ and ‘caring’.

Throughout the year we also strengthened our remote ways of working giving people more opportunities for different interactions while balancing the amount of time spent in front of the screen.

The resilience and adaptability of the team is also a reflection of the culture journey the team has been on. Last financial year we had some more conversations about the culture we want to build, but also have moved to taking more intentional actions. We created a ‘Culture Promise’ which shows the culture we’re aspiring to and the underpinning culture plan which will help us to get there. Part of the plan was to carry out two surveys - on

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psychological safety and a culture assessment, which we did in June 2024, to establish what is our starting point.

Surveys identified some of our culture strengths:

And areas for improvement which we are currently addressing:

We are planning annual engagement surveys to restart in October 2024 and we’ll periodically carry out psychological safety and culture assessment surveys to keep track of how we’re progressing.

The process, actions taken, and actions planned are illustrated below along with our Culture Promise.

We refreshed our process to engage the team across the entire employee lifecycle by introducing joining and staying interviews to our existing exit interview process. We conducted 20 of these interviews in the last financial year. The process has strengthened our organisational feedback and has helped us to identify some other areas for improvement while reassuring us that people have overall very positive experience of working at All We Can /Y Care. Most statements received average score of 7.5 or above out of 10, and the statement “I would recommend All We Can/Y Care as a great place to work.” received an average score of 8.5 out of 10.

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Health and Safety

As people primarily work from home and occasionally attend the temporary Methodist Church office in Church House Westminster, the annual health and safety audit has not taken place. However, we have continued to liaise with Peninsula Business Safe on health and safety practices for all colleagues and volunteers working from home. Risk assessments have been undertaken, and additional office and IT equipment has been supplied where needed. The annual health and safety audit is scheduled for the next financial year as we settle into the new Methodist Church House building.

We have also continued to remind people about testing their eyesight every two years and continue to reimburse people for those tests and contribute to the cost of glasses and contact lenses.

We have strengthened our approach to mental health making it an organisation-wide conversation. We have 3 Mental Health First Aiders and plan to train all managers as such in October 2024 thanks to subsidy from the Methodist Church. The managers will therefore feel supported in their wellbeing conversations with their teams and will have a choice whether they also want to be an MHFA for the whole organisation. We continued promoting the Confidential Employee Assistance Programme and Confidential Counselling Services that are available to colleagues 24 hours a day and various other resources we’ve got access to.

Equity, Diversity and Inclusion

Equity, Diversity and Inclusion remains a vital focus of our efforts towards good governance and positive employee experience in our organisation and we took further steps to advance on that journey in the last financial year.

We have finalised and implemented the EDI policy and have drafted the EDI strategy which will be finalised with a group of EDI champions (mix of trustees and team members) whom we plan to recruit in 2024/25 financial year.

We have also done internal EDI training which included topics such as: creating consciously inclusive culture, inclusive language and unconscious bias. We have planned further anti-racism and allyship training for 2024/25.

As part of reviewing our people processes, we introduced Applicant Tracking System (ATS) called hireful which has enabled us to move to anonymised recruitment.

Trustees

The trustees consider the Board of Trustees, the Chief Executive, and the Core 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 their time freely and no trustee remuneration was paid in the year. Details of trustee expenses are disclosed in Note 11 to the financial statements.

This year, a new Scheme of Delegation was approved, clarifying the responsibilities and powers assigned to management and staff. This ensures clarity and efficiency in decision-making processes, and aligns with our commitment to good governance practices.

Trustees are required to disclose all relevant interests and register them with the Executive Head of Finance, and in accordance with the charity’s policy, to withdraw from decisions where a conflict of interest arises. Y Care continues to comply with the Charity Governance Code, using it to continuously learn and improve.

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Safeguarding

Y Care 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 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 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. Including hosting a networking session to facilitate learning and sharing among all partners. One local partner commented “I have learnt from previous speakers that establishing safeguarding committees at community level is key to keeping communities safe which we are going to adopt. It is key to listen to the communities to know what it is they think will keep them safe.”

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 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.

No incidents were reported within our partner organisations.

No incidents of Y Care were reported, and all partners stated they had not been aware of or subjected to any incident involving a Y Care 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 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 all years.

Y Care 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 regularly promotes safer culture and best practice at our team gatherings.

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Principal Risks and Uncertainties

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Because Y Care 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.

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~~1. Financial sustainability~~

Risk:

For many reasons, the income Y Care 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:

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~~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:

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Administrative Details

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

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

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

The staff structure for both organisations is identical with all staff providing services to Y Care, 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 for a period of 4 years initially and may be extended for one further period of 4 years at the discretion of the Board.

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: 3997006 Principal office: 25 Tavistock Place, London WC1H 9SF, UK Website: www.ycareinternational.org Trustees: Chris Sutton[1] (Chair) with effect from 15/09/23 Warren Downey[4] – resigned 25/01/24 Jennifer Evans[4] Hanna Ferguson[2] Richard Griffiths[1] Denise Hatton[3] (nominated by YMCA England & Wales) Anne Mpendo[4] Brian Murtagh[3] (nominated by YMCA Ireland) Natalie Newton[3] 1 Finance & Audit Committee Geoffrey Park[1] (Treasurer) 2 Programmes & Partnerships Committee Robert Varley[4] 3 Public Engagement Committee 4 People, Governance & Policy Committee Holly Wilkinson[1] Sahr Yambasu[2] – resigned 04/09/24 Jongi Zihle[2] Colin MacFarlane[2] (nominated by YMCA Scotland) – appointed 01/02/23 Senior Leadership: David Thomson – Chief Executive Vince Jobson – Executive Head of Operations & Resources Jayna Gandhi – Executive Head of Finance Jaipreet Kaur – Executive Head of Public Engagement & Philanthropy Veronica Fletcher – Executive Head of Programmes & Partnerships Company Secretary: Begay Jabang (To 25/02/24) Vince Jobson (From 25/02/24)

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Auditor: HaysMac 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:

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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.

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Fundraising Performance

In the fiscal year 2023/24, Y Care’s Public Engagement Team continued to build on its previous successes by further investing in fundraising and communication capacity. The team has expanded by recruiting new members and strengthening relationships with key stakeholders within the YMCA and the broader supporter community.

Throughout the financial year 2023/24, Y Care employed a diverse range of tactics and communication channels to achieve 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, community fundraising, sponsored events, engagement with high-net-worth individuals, and applications for support from trusts and institutions. Overall, the Public Engagement team raised £584k in donations and legacies.

Y Care hosted a notable fundraising event featuring Sir Terry Waite as the keynote speaker. The event also showcased a captivating photography exhibition by Tom Price, highlighting the beauty and resilience of Sierra Leone. This event not only raised significant funds but also engaged the community by bringing attention to important global issues through the powerful medium of photography.

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----- Start of picture text -----
Sir Terry Waite - Founder
of Y Care International
----- End of picture text -----

We were excited to announce the relaunch of the Start Her Enterprise website, an initiative dedicated to supporting women entrepreneurs.

The revamped website featured a modern design and improved navigation, making it easier for users to learn about the initiative and contribute to the cause. With these enhancements, Start Her Enterprise aimed to provide an even more robust and supportive environment for women to achieve their business goals.

uae

Y Care fundraising has been carried out by in-house fundraisers (employed directly by the charity). We do not use thirdparty professional fundraisers or commercial participators to fundraise. All volunteer fundraising was carried out ‘in aid of’ the charity. We do not have any volunteers who are under instruction to raise funds on our behalf and in our name. Our organisation remains firmly committed to upholding the highest standards in fundraising ethics and practices. Y Care is registered with the Fundraising Regulator and complies with 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. Charities with an annual fundraising expenditure of above £100,000 are subject to voluntary annual Fundraising Levy payments to register with the Fundraising Regulator. We paid the Fundraising Levy in 2023/24. We had no compliance issues with a scheme or fundraising standard. Y Care did not receive any formal complaints about our fundraising activities in 2023/24. We have a clear and publicly available complaints procedure which also applies to third-party fundraisers. This is available on our website with our supporter charter.

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.

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Plans for the Future

As we move into the next financial year, Y Care remains committed to supporting and empowering communities through strategic partnerships and innovative initiatives. Reflecting on the past year’s challenges and achievements, we recognize the need to adapt and refine our approach for continued impact and sustainability.

In collaboration with YMCA England & Wales, Y Care International trustees have decided their future is best secured through through its return to being an independent charity with support from the three national councils of the YMCA. This transition, effective April 2025, brings Y Care International closer to its core base of funders and supporters.

Strategic Focus Areas:

  1. Operating Model Review: We will comprehensively review our operating model to identify areas for improvement.

  2. Financial Sustainability: We will explore innovative funding models to diversify income sources and reduce dependency on a single funding stream.

  3. Cost Management: We will implement cost-saving measures across all operations to maximise resource impact.

  4. Strengthening Partnerships: We will continue to build strong relationships with local and international partners.

  5. Capacity Development: We will enhance efforts in strategic planning, financial management, and organisational development for our partners.

We are optimistic about the opportunities ahead and are committed to making a meaningful difference in the lives of those we serve. With the support of our dedicated team, partners, and supporters, we look forward to a year of growth, learning, and delivering lasting change.

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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 third year of its operations the focus has been on ensuring financial sustainability through conducting a comprehensive review of our operating structure. We have implemented strategic measures to optimise our financial resources, to ensure that Y Care International remains as resilient and adaptable as possible in a dynamic economic environment. Key initiatives included introducing robust financial management practices and acquiring new donors to help us build a core audience to secure long-term stability. A thorough evaluation of our organisational structure was conducted to enhance efficiency and effectiveness, involving streamlining processes, redefining roles, and fostering a culture of continuous improvement. We continued to rebuild and strengthen relationships with our supporters, ensuring their ongoing commitment and support for our mission. Building on the success of the ‘Ingredients for Change’ campaign, we launched new fundraising initiatives aimed at broadening our donor base and increasing our impact. We developed a new fundraising campaigned called ‘No Strings Attached’ which focused on the work of the YMCA in Liberia. We remained dedicated to building the capacity of the YMCAs we collaborate with, providing them with the necessary resources and support to thrive. These efforts have positioned Y Care International for stability, enabling us to continue making a meaningful difference in the communities we serve.

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Analysis of Total Income for FY 2023-24

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----- Start of picture text -----
2024 2023
Individual giving and event Income 48% 30%
SHE (Start Her Enterprise) 0% 0%
Legacies 40% 67%
Trusts, foundations and companies 5% 0%
Local YMCAs and other groups 0% 1%
Other Income (Reversal of PY accruals) 4% 0%
Emergency appeals 0% 1%
Bank interest 3% 2%
----- End of picture text -----

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Analysis of Total Expenditure for FY 2023-24

2024
2023
Grants to institutions
24%
37%
Foreign exchange (gain)/loss on grants
0%
-1%
Partner development
2%
9%
Share of support costs
3%
7%
Recharge from All We Can
71%
47%
_ See note 4 for further information_
2024
2023
Grants to institutions
24%
37%
Foreign exchange (gain)/loss on grants
0%
-1%
Partner development
2%
9%
Share of support costs
3%
7%
Recharge from All We Can
71%*
47%

We raised £584k and spent £732k. Out of every £1 spent, 85p was on building strong YMCAs and funding their programmatic work and 15p on raising these funds.

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Income

Total income decreased by £239k (29%) to £584k (2023: £823). During the year, there was significant decrease in the legacies by £365k/66% to £185k compared to previous year (2023: £551k). While we had a very successful year raising £249k (2023: £255k) from individual giving, corporates, trusts and foundations, the charity experienced a small decline in donations from individual givers that dropped by £7k/3% as many of them were negatively affected by rising inflation, protracted cost of living crisis and uncertainty in the economic environment.

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

Investment income decreased by £2k to £14k (2023 £16k), due to changes in our interest earning cash holding, but this continues to represent an insignificant proportion of the total income.

Expenditure

Total expenditure decreased by £250k to £732k (2023: £982k) of which £520k (2023 £461k) was the recharge from All We Can under the Collaboration Agreement. During the year, the recharge was increased from 20% to 25% to reflect true running costs of YCI.

Expenditure on charitable activities was £625k (2023 £813k), of which £188k was grants and organisational development to our overseas partners, £19k was the share of support costs and £417k recharge from All We Can. This represents 85.4% of total expenditure with expected decline in charitable activities in line with drop in income for the year .

The cost of raising funds was £107k (2023 £169k), of which £5k was the share of support costs and £102k recharge from All We Can. This represents 14.6% of total expenditure.

At the end of the year, the balance sheet had cash balance of £458k (£2023 £584k).

Reserves

The minimum general reserves level of as at 31 August 2024 of £45k was calculated in line with Y Care International’s reserve policy.

As at 31 August 2024, the charity held total funds of £538k with balances of £43k of restricted funds and £495k unrestricted funds. The unrestricted funds balance is made up of a designated pension funds of £100k as detailed in Note 18 of the financial statements, leaving a general reserve fund balance of £395k, which includes a surplus of £349k (2023 £286k) 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 2025 is £226k, which has no emergency donation income and so the minimum reserves level as at 31 August 2024 was £45k .

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 provides 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.

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Going Concern Statement for 2023-24

To ensure future financial sustainability, Y Care International’s planning processes have been further enhanced to include long-term (2 years) financial projections and scenario planning. This includes assessing the charity’s income, expenditure, and reserves levels, considering high inflation, the prolonged cost of living crisis, and their potential impact on various sources of income and planned expenditure.

Following three and a half years of formal partnership, Y Care International will return to being an independent charity with support from the three national councils, and management services being provided by YMCA England & Wales.

The collaboration with All We Can, which began in 2021, was groundbreaking for both charities, operating a model of administration where both brand identities were maintained by a single staff team. The Trustees of All We Can and Y Care International, along with the Trustees of YMCA England & Wales, agreed to end the strategic collaboration with All We Can and start a new strategic collaboration.

Y Care International will continue to run its operations as a separate legal entity.

The three national councils of the YMCA have no intention to close the operations of Y Care International. Therefore, these financial statements have been prepared on the basis that the charity is a going concern, which assumes that Y Care International will continue in operational existence for the foreseeable future (deemed to be a period of 12 months from signing of the financial statements).

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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

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

Opinion

We have audited the financial statements of Y Care International for the year ended 31 August 2024 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 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

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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 29, 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.

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

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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.

Adam Halsey (Senior Statutory Auditor)

For and on behalf of HaysMac LLP, Statutory Auditor 24 March 2025

10 Queen Street Place London EC4R 1AG

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Y Care International

Statement of Financial Activities For the year ended 31 August 2024

Note
Income from:
Donations and legacies
2
Other Income
3
Total income
Expenditure on:
Raising funds
5
Charitable activities
5
Total expenditure
Net income/(expenditure)
Transfers between funds
15-16
Other recognised gains/(losses):
Actuarial gains/losses on the YMCA Pension Scheme
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
Restricted
2024 Total
£
£
£
357,437
94,844
452,281
14,634
-
14,634
372,071
94,844
466,915
107,045
-
107,045
528,557
96,154
624,711
635,602
96,154
731,756
(263,531)
(1,310)
(264,841)
-
-
-
117,207
-
117,207
(146,324)
(1,310)
(147,634)
640,833
44,368
685,201
494,509
43,058
537,567		 Unrestricted
Restricted
2023 Total
£
£
£
800,868
5,523
806,391
16,718
-
16,718
817,586
5,523
823,109
169,382
-
169,382
785,579
27,282
812,861
954,961
27,282
982,243
(137,375)
(21,759)
(159,134)
-
-
-
-
-
-
(137,375)
(21,759)
(159,134)
778,208
66,127
844,335
640,833
44,368
685,201

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Y Care International

Balance Sheet as at 31 August 2024

Note Unrestricted Restricted 2024 Total Unrestricted Restricted 2023 Total
£ £ £ £ £ £
Current assets
Debtors 13 434,964 - 434,964 691,077 - 691,077
Cash at bank and in hand 414,712 43,058 457,770 539,951 44,368 584,319
Total current assets 849,676 43,058 892,734 1,231,028 44,368 1,275,396
Liabilities
Creditors: Amounts falling due 14 (313,899) - (313,899) (409,344) - (409,344)
within one year
Net current assets 535,777 43,058 578,835 821,684 44,368 866,052
Total net assets exc. pension liability 535,777 43,058 578,835 821,684 44,368 866,052
Defined pension scheme liability 10 (41,268) - (41,268) (180,851) - (180,851)
Net assets including pension liability 494,509 43,058 537,567 640,833 44,368 685,201
The funds of the charity
Restricted funds 15 - 43,058 43,058 - 44,368 44,368
Unrestricted designated funds 16 100,000 - 100,000 200,000 - 200,000
Unrestricted general funds 16 394,509 - 394,509 440,833 - 440,833
Total charity funds 494,509 43,058 537,567 640,833 44,368 685,201

The notes on pages 39 to 46 form an integral part of these financial statements

Approved and authorised for issue by the Board of Trustees on 24th March 2025 and signed on their behalf by:

Chair

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Y Care International

Cash Flow Statement for the year ended 31 August 2024

Note 2024 2023
£ £
Cash flows from operating activities
Net movement in funds (147,634) (159,134)
(per Statement of Financial Activities)
Adjustments for:
Depreciation charges - -
(Increase)/decrease in debtors 13 256,113 (56,296)
Increase/(decrease) in creditors 14 (235,028) 234,630
Net cash generated by operating activities (126,549) 19,200
Change in cash and cash equivalents in the period (126,549) 19,200
Cash and cash equivalents at the beginning of the period 584,319 565,119
Cash and cash equivalents at the end of the period 457,770 584,319
Analysis of cash and cash equivalents £ £
Cash at bank and in hand 457,770 584,319
Total cash and cash equivalents 457,770 584,319

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Notes to the financial statements for the year ended 31 August 2024

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. Additional information on going concern has been documented in the Trustee Report Going Concern Statement, 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.

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

D) RECOGNITION OF EXPENDITURE

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

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

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

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J) VALUE ADDED TAX (VAT)

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

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:

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

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Notes to the financial statements for the year ended 31 August 2024 (continued)

2. Donations and legacies Unrestricted Restricted 2024
Total		 Unrestricted Restricted 2023
Total
£ £ £ £ £ £
Individual giving 224,106 - 224,106 244,415 - 244,415
SHE - - - - 432 432
Legacies 101,341 84,108 185,449 550,895 - 550,895
Trusts, foundations and companies 13,018 10,736 23,754 1,815 - 1,815
Local YMCAs and other groups 1,134 - 1,134 3,743 642 4,385
Grant Income 17,838 - 17,838 - - -
Total non-emergency 357,437 94,844 452,281 800,868 1,074 801,942
Emergency appeals - - - - 4,449 4,449
Total donations and legacies 357,437 94,844 452,281 800,868 5,523 806,391
3.Other income Unrestricted Restricted 2024
Total		 Unrestricted Restricted 2023
Total
£ £ £ £ £ £
Bank interest 14,634 - 14,634 16,718 - 16,718
Total Other income 14,634 - 14,634 16,718 - 16,718

4. Recharge to Y Care International

On 1 September 2021, the charity entered into a Collaboration Agreement with Y Care International 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 recharge to Y Care International during the year was at 25% of shared resources which increased from 20% and included the time and expertise of the charity's staff, programme management and support, finance services, HR services, legal services and office management.

2024 2023
The charge for the year is analysed as follows: £ £
Share of staff costs 326,451 289,532
Share of administration costs 81,650 79,617
Share of communications costs 30,708 48,195
Share of fundraising costs 35,558 43,780
Share of programme support costs 45,417 -
Total share of costs 519,784 461,124

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Notes to the financial statements for the year ended 31 August 2024 (continued

5. Analysis of total expenditure 2024 Raising funds
Charitable
Activities
2024
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)
Total expenditure
5.1. Analysis of total expenditure 2023		 -
178,506
178,506
-
(2,119)
(2,119)
-
11,700
11,700
4,652
19,233
23,885
102,393
417,391
519,784
107,045
624,711
731,756
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)
Total expenditure
6. Analysis of support costs		 -
365,367
365,367
-
(5,740)
(5,740)
-
92,344
92,344
19,296
49,852
69,148
150,086
311,038
461,124
169,382
812,861
982,243
2024
Total
2023
Total
£
£
-
-
7,892
7,560
-
37,493
3,423
12,095
-
-
12,570
12,000
23,885
69,148
Staff costs
Legal and professional fees
Pension plan deficit recovery payment
Office administration
Premises costs
Governance costs (Note 7)
Total support costs

2024 support costs are allocated based on the weighted average of the staff cost recharge.

7. Analysis of governance costs 2024
Total
2023
Total
£
£
Audit fees (Note 12)
Total governance costs		 12,570
12,000
12,570
12,000

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Notes to the financial statements for the year ended 31 August 2024 (continued)

8. Grants payable 2024
2023
£
£
Grants payable brought forward
Grants to institutions (Note 9)
Foreign exchange gain/(loss)
Grant payments
Grants payable carried forward (Note 14)
9.1 Grants to institutions - Development		 (86,838)
(48,452)
(178,506)
(365,367)
2,119
5,740
248,735
321,241
(14,490)
(86,838)
2024
2023
£
£
Liberia
Liberia YMCA
Kenya
Africa Alliance of YMCAs
Madagascar
Madagascar YMCA
Ethiopia
Ethiopia YMCA
Sierra Leone
Sierra Leone YMCA
Zimbabwe
Zimbabwe YMCA/SHE-ZUBO (All We Can)
Total Africa
Mexico
YMCA LACA
Total Latin America
Palestine
East Jerusalem YMCA
Total Middle East
Switzerland
European Alliance of YMCAs
Total Europe
Total Grants to Institutions - Development
9.2 Grants to institutions - Humanitarian		 19,169
61,979
17,378
85,000
22,068
45,000
12,000
35,819
35,157
40,374
37,576
31,309
143,348
299,481
17,171
31,000
17,171
31,000
289
5,291
289
5,291
-
12,096
-
12,096
160,808
347,867
2024
2023
£
£
Kenya
Kenya YMCA
Total Africa
Ukraine
European Alliance of YMCAs
Total Europe
Total Grants to Institutions - Humanitarian
Total Grants to Institutions		 -
17,500
-
17,500
17,698
17,698
-
17,698
17,500
178,506
365,367

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Notes to the financial statements for the year ended 31 August 2024 (continued)

10. Staff costs

The average number of staff employed during the year was 0 (2023: 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 (2023: £0).

No employees received emoluments, excluding pension contributions, of more than £60,000 (2023: £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 2023-24, the charity was informed by The YMCA Pension Plan Trustee Ltd that due to the improved performance of the YMCA Pension Plan, future aggregated Pension Deficit Reduction Charges (DRC) will be reduced by 25%, the 3% annual uplift to be removed keeping the annual contribution fixed for the next three years and that the repayment period will reduce from April 2029 to April 2027. This meant that the charity's annual charge had decreased from £31,915 to £24,760.80 for FY 2023-24 and would remain the same for the next three years.

Repayable:
Within one year
One to two years
Two to five years
After five years
After more than one year
Total		 Aug 24
Aug 23
£
£
24,761
10,638
24,761
31,915
16,507
95,745
-
53,191
41,268
180,851
66,029
191,489

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Notes to the financial statements for the year ended 31 August 2024 (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 2024
2023
£
£
Statutory audit fees
Total auditor remuneration
13. Debtors		 12,570
12,000
12,570
12,000
2024
2023
£
£
Restricted project funds due
Gift Aid receivable
Other debtors
Prepayments and accrued income
Escrow account (for pension scheme deficit recovery payments)
Total
14. Creditors: amounts falling due within one year		 -
-
7,581
10,615
-
-
226,970
455,289
200,413
225,173
434,964
691,077
2024
2023
£
£
Trade creditors
Other creditors
Accruals
Grants payable (Note 8)
Other taxes and social security costs
Pension payments due within one year (Note 10)
Total		 261,374
298,524
-
-
13,274
13,344
14,490
86,838
-
-
24,761
10,638
313,899
409,344

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Notes to the financial statements for the year ended 31 August 2024 (continued)

15.1 Restricted funds 2024 Balance
01.09.23
Income Expenditure
Internal
Transfer
Balance
31.08.24
£
£
£
£
£
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
Sierra Leone YMCA Sierra Leone: Youth Vocational training
Liberia
YMCA Liberia: Youth Vocational training
Ethiopia
YMCA Ethiopia: Youth Vocational training
Zimbabwe
YMCA Zimbabwe
Mexico
LACA
Humanitarian
AR0
Emergencies Fund
EAE
East Africa Emergencies
PAK
Pakistan Floods
SYN
Syria-Turkey Earthquake
UK1
Ukraine Emergency Appeal
Total restricted funds
15.2 Restricted funds 2023		 5,733
-
(5,733)
-
-
12,988
-
-
(12,988)
-
-
-
-
-
-
289
-
(289)
-
-
7,660
-
(7,660)
-
-
-
41,711
(27,367)
156
14,500
-
25,236
(10,736)
-
14,500
-
14,058
-
-
14,058
-
-
(12,832)
12,832
-
-
13,839
(13,839)
-
-
26,670
94,844
-78,456
-
43,058
4,019
-
-
-4,019
-
-
-
-
-
-
117
-
-
-117
-
211
-
-
-211
-
13,351
-
(17,698)
4,347
-
17,698
-
(17,698)
-
-
44,368
94,844
(96,154)
-
43,058
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
Total restricted funds		 8,460
(527)
(2,200)
-
5,733
15,407
-
(2,419)
-
12,988
374
-
(374)
-
-
4,411
1,169
(5,291)
-
289
7,228
432
-
-
7,660
35,880
1,074
(10,284)
-
26,670
18,168
-
(14,149)
-
4,019
-
2,849
(2,849)
-
-
-
117
-
-
117
-
211
-
-
211
12,079
1,272
-
-
13,351
30,247
4,449
(16,998)
-
17,698
66,127
5,523
(27,282)
-
44,368

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

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

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Notes to the financial statements for the year ended 31 August 2024 (continued)

16.1 Unrestricted funds 2024 Balance
01.09.23
Income
Expenditure
Internal
Transfer
Gains and
losses* Balance 31.08.24
£
£
£
£
£
£
Designated funds
Pension fund
General funds
General reserves
Pension reserves
Total unrestricted funds		 200,000
-
-
(100,000)
100,000
200,000
-
-
(100,000)
100,000
440,833
372,071
(635,602)
100,000
117,207
394,509
-
-
-
-
-
440,833
372,071
(635,602)
100,000
117,207
394,509
640,833
372,071
(635,602)
-
117,207
494,509
16.2 Unrestricted funds 2023 Balance
01.09.22
Income
Expenditure
Internal
Transfer
Gains and
losses Balance 31.08.23
£
£
£
£
£
£
Designated funds
Pension fund
General funds
General reserves
Pension reserves
Total unrestricted funds		 221,290
-
(37,493)
16,203
200,000
221,290
-
(37,493)
16,203
200,000
556,918
817,586
(917,468)
(16,203)
440,833
-
-
-
-
-
556,918
817,586
(917,468)
(16,203)
440,833
778,208
817,586
(954,961)
-
-
640,833

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). During FY 2023-24, £100k were released

from this pension fund back into general reserves following the update from the YMCA Pension Plan Trustees regarding the reduction in the future the YMCA Pension Deficit Reduction liability.

General reserves

General reserves are those unrestricted funds in hand, over and above those set aside for designated purposes. There was no change to the reserves policy during the year, which states that general reserves should be a minimum of 20% of the following year's income budget, excluding emergency donations. The total income budget for the year ended 31 August 2025 is £225,500 which has no emergency donation income, giving a minimum general reserves figure of £45,100. The general reserves at 31 August 2024 of £394,509 includes a surplus of £349,409 which will be allocated to the charity's partner grant and organisational development activities over the coming year.

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Notes to the financial statements for the year ended 31 August 2024 (continued)

17. Related parties and ultimate parent undertaking

On 1 September 2021, the charity was acquired by All We Can, charity number 291691.

All We Can works through partnership alongside global neighbours most impacted by disasters, poverty

and injustice to enable flourishing and resilient communities.

Y Care International is not consolidated on the grounds that both All We Can and Y Care International are ultimately controlled by The Methodist Church in Great Britain ("MCB"), charity number 1132208, and the accounts of both are included in the consolidated accounts of MCB.

The Trustees' Report and Financial Statements for both All We Can and MCB are filed at the Charity Commission.

During the year the charitable company: -

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

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

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

PHILANTHOPIST TRUSTS & FOUNDATIONS

The Souter Charitable Trust

Mrs Jean S Innes Charitable Trust

The Hamer Charitable Trust

The Fulmer Charitable Trust

The Bryan Guinness Charitable Trust

The Thomas Sivewright Catto Charitable Settlement

Ann Jane Green Trust Westwood Charitable Trust Dischma Charitable Trust Earl Mawby Trust The Jake Memorial Charitable Trust

LEGATORS

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

YMCA Family

==> picture [94 x 18] intentionally omitted <==

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