**YPF TRUST (Registered charity no. 1185279)** 

## **REPORT AND FINANCIAL STATEMENTS** 

**YEAR ENDED 31 MARCH 2024** 



## **YPF TRUST** 

**REPORT AND FINANCIAL STATEMENTS For the year ended 31 March 2024** 

## **CONTENTS** 

||Page|
|---|---|
|**Legal and administrative information**|1|
|**Trustees' report**|2|
|**Independent examiner's report**|10|
|**Statement of fnancial activities**|11|
|**Balance sheet**|13|
|**Notes to the fnancial statements**|14|





## **YPF TRUST** 

## **REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, ITS TRUSTEES AND ADVISERS For the year ended 31 March 2024** 

**Trustees** Erik Mesel (Chair) Thomas Benfield (Treasurer) Kita Ikoku Mitesh Hathi Mahla Axon Nicola Butler Noura Salhani **Charity reg. no.** 1185279 **Registered office** c/o John Lyon’s Charity Savoy Strand 105 Strand London WC2R 0AA **Independent examiner** Howard Lane FFA 68 Canterbury Grove London SE27 0PA **Bankers** CAF Bank Limited 25 Kings Hill Avenue Kings Hill West Malling Kent ME19 4JQ 

1 



## **YPF TRUST** 

## **TRUSTEES' REPORT For the year ended 31 March 2024** 

The trustees submit their annual report and the financial statements of YPF Trust (the CIO) for the year ended 31 March 2024. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” (FRS 102) in preparing the annual report and financial statements of the charity. 

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 charity’s governing document, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with  the  Financial  Reporting  Standard  applicable  in  the  UK  and  Republic  of  Ireland published in October 2019. 

## **People, management and governance** 

The YPF Trust was incorporated in England as a Charitable Incorporated Organisation on 12 September 2019. It is governed by its Constitution. 

The  Trustees,  who  all  served  throughout  the  period  and  since  except  where  stated otherwise, are shown on page 1. 

We anticipate that there eventually will be up to 10 trustees on the board. Trustee recruitment is a priority of the board and the Trust is currently actively seeking trustees. The  Trustees  themselves  are  fully  responsible  for  recruitment  of  new  trustees.  No external bodies have any influence on this. 

The Trust does not currently use volunteers (other than the trustees who give their time freely) but will do so in future. 

## **Background** 

The YPF Trust is an umbrella organisation representing Young People's Foundations (YPFs) throughout England. The Trust fundraises, coordinates and advocates on behalf of local  YPFs  and  acts  as  the  collective  voice  of  the  over  1300  local  voluntary  sector organisations that are members of their local YPF. 

The YPF Trust was established in order to promote thriving Children and Youth Services through the development of the Young People Foundations (YPF) model. The Trust’s main 

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## **YPF TRUST** 

function  is  to  support  the  growth  and  success  of  both  the  existing  Young  People Foundations and to assist in the establishment of new YPFs throughout England and further afield. 

The YPF model was created by John Lyon’s Charity, a grant making organisation, in 2014. John Lyon’s Charity were concerned about the decline of local authority youth services and decided to establish a local organisation that re-imagined local youth services to better fit the changing funding climate for youth services. This became the first YPF - Young Brent Foundation. YPFs are local infrastructure organisations that have a broad membership from the voluntary, private and public sectors. Members are any local organisation that work with children and young people under 25. Membership is diverse and includes youth clubs, faith groups, local authority departments and local businesses. YPFs fundraise, build partnerships, foster collaboration and deliver capacity building and networking programmes. 

Since 2016, over 40 YPFs and Local Youth Partnerships (LYPs) have been created throughout England. Despite being relatively new, this model has already generated considerable interest from other funders, local authorities and central government departments keen to explore whether the model could work in other parts of the country. 

The role of YPF Trust is, therefore, to add a more formal structure to an expanding network, to create resources to support discussions for replication of the model elsewhere, to share the impact of the YPF model and to act as a central body enabling shared back-office functions to keep overheads low and ensure YPFs are efficient in their operation and infrastructure. 

The working vision is **Thriving Youth Services = Thriving Youth** , recognising the critical role that universal, accessible youth services provides in the development, aspiration and potential of children and young people. 

In order to achieve this, YPF Trust’s mission will be geared towards ensuring that the existing Young People’s Foundations are impactful and efficient, telling the story of their successes and enabling its successful replication elsewhere. 

The values mirror that of the YPFs: 

_**Inclusivity**_ - membership of each YPF is open to any group working with children and young people, with no limit on numbers. Membership of the Trust will be of any recognised Young People’s Foundation. 

_**Diversity**_ - YPFs value the multitude of organisations that deliver youth and children’s work. There is a need for variety in order to meet the needs of as many young people as possible. _**Collaboration**_ - YPFs are non-competitive and encourage collaboration between members. The YPF Trust will foster collaboration between the YPFs and coordinate and network to the benefit of the membership, identifying strategic and other partners to support us in our mission. 

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## **YPF TRUST** 

_**Cross-sector** -_ the needs of children and young people must be addressed by the public, voluntary and private sectors as a _group_ rather than individually, and we will lead by example, engaging widely and using our national focus to engage big players. 

_**Grassroots**_ – we recognise the value that small locally focused organisations contribute to local solutions, and we will press the YPFs to engage locally including those below the radar organisations. 

_**Non-delivery**_ - YPFs do not directly deliver services, and neither will the YPF Trust. 

_**Long-term**_ - YPFs are designed for the long term. They are a constant; there for local young people past the traditional three or four-year terms of funding programmes or Local Authority term in office. 

## **Objectives and activities** 

The objects of the CIO being undertaken in the public benefit are as follows: 

To promote the efficiency and effectiveness of charities providing services for children and young people by providing support, advice, training and other assistance. 

To promote the effective use of resources for charitable purposes by charitable and noncharitable bodies working with children and young people by providing advice, services and consultations. 

To advance in life and relive the needs of children and young people through making grants to organisations that do any or all of the following: 

 The provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life. 

 Providing support and activities which develop their skills, capacities, and capabilities to enable them to participate in society as mature and responsible individuals provided that in the objects. 

## **Public Benefit** 

In planning to meet the objectives we are satisfied that the activities fulfil the public benefit requirement referred to in the Charity Commission's general guidance. 

As well as the direct benefit to the charities that have been supported to become more effective and efficient in their work with children and young people, there is also the benefit to the children and young people themselves. The YPF Trust coordinates and supports the work of YPFs who have over 1300 organisations as members. These organisations work with thousands of children and young people who are in need and who often fall outside the existing support structures provided by the state. The core function of the Trust is to carry out the activities that advocate, support and promote the integrity and network of the YPFs. 

- **Quality Assurance** (new and existing YPFs; quality mark) 

- **Support** (Capacity Building for YPFs, shared functionality and YPF Venue Bank) 

- **Advocate** (Promotion and Communication of the model) 

- **Collaborate** (Collaboration between YPFs and national and regional 

- stakeholders) 

- **Generate** (Fundraise) 

## **Achievements and performance during the time period: April 23 – March 24** 

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## **YPF TRUST** 

The last year has witnessed a transformation in both governmental and public interest in our work and the work of YPFs. This was evident through our increased engagement with various local authorities and government bodies. Notably, our collaboration with DCMS and the funding received to deliver a second phase of the LYP Capacity Building Project has been pivotal in this transformation. The heightened interest and funding from DCMS led to a significant expansion of our activities, enabling us to reach a wider audience and deliver more substantial outcomes, a clear testament to the charity’s progress and its potential for future growth. 

Our operations expanded remarkably. We engaged with over 40 local areas in England, directly supporting 20 of them through DCMS funding. This support translated into tangible outcomes, such as supporting and developing YPFs, which are crucial for delivering better opportunities for children and young people. For instance, the LYP Capacity Building Project helped areas like Blackburn with Darwen and Sunderland move from concept to fully operational organisations, significantly impacting local services for children and young people. 

Our evidence base grew substantially, providing robust data to support the efficacy of our work. The expanded evidence base demonstrated the positive impact of our work and the work of YPFs and attracted further interest. We developed national tools and resources for local areas, offering guidance on forming local youth partnerships. These resources and research were developed in collaboration with partners like YMCA George Williams College, Renaisi, the NYA and Local Government Association. 

As part of our efforts to support YPFs, we developed several key resources and frameworks. The Framework for Partnership, developed in collaboration with YMCA George Williams College, provides structured guidance for organisations and groups looking to explore partnership working and for established partnerships like YPFs. Additionally, we developed guidance for local authorities on supporting local youth partnerships, helping them fulfil their statutory duties  and  align  with  national  initiatives.  This  guidance  will  help  clarify  the  roles  and responsibilities of local authorities in fostering effective partnerships. 

In collaboration with Renaisi, UK Youth, NYA, and the Network of Regional Youth Work Units, we conducted  research  to  better  understand  local  infrastructure.  This  research  informed  our development of a typology for local areas to assess and improve their infrastructure, fostering better alignment between national support and local needs. We also explored the role of regional infrastructure in supporting local youth partnerships, highlighting the importance of regional coordination and investment. This work informed our recommendations for enhancing regional support systems to better connect local and national efforts. 

Some of our key activities and outcomes include influencing and advocacy. Our presence on national platforms increased, with our CEO engaging in a round table with the Secretary of State to discuss a national partnership to support local areas. This engagement underscores our growing influence and the recognition of our work at the highest government levels. Leveraging the tools and resources developed with the support of JLC, we secured significant income for both the trust and local areas through DCMS funding. This placed us in a position to focus on fundraising and created a pipeline for future engagements. We had numerous successful engagements with national funders and developed compelling case studies on partnership and funding. 

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## **YPF TRUST** 

We facilitated workshops on key priority areas such as advocacy, inclusion, fundraising, and supplementary schools. Additionally, we supported six peer-led workstream groups focusing on areas such as comms and marketing, membership development, and operations. National and regional conferences and events brought all YPF Network staff and partners together to work through consistent messaging and coordinated efforts across local, regional, and national levels. This networking is crucial for maintaining momentum and unifying the network's voice on key issues. 

We strengthened our core team, enhancing our capacity to support local areas and deliver on our  strategic  objectives.  We  have  used  support  from  the  network  to  add  capacity  where necessary and plan to further enhance the team in 2024. We also funded and supported the WE LEAD  programme,  which  comprises  young  staff  members  actively  participating  in  and researching  leadership  development  opportunities  within  the  network.  WE  LEAD  aims  to provide a collaborative space for young leaders to develop their skills and contribute to the vision and objectives of the network and the YPF Trust. 

In May 2023, YPF Trust proposed recommendations to DCMS and partners to enhance support for YPFs. These included: 

- Implementing a national support programme for partnerships. 

- Establishing a consistent approach to partnerships in the youth sector. 

- Aligning partnership development with a core offer for children, young people, 

- and organisations, including the National Youth Guarantee. 

- Providing tailored support for local areas to navigate and influence opportunities 

- and shape their local strategies. 

- Investing  in  local  partnerships  through  a  network  of  funders  to  create 

- mechanisms for income generation and resource management. 

The progress made over the past year has positioned us favourably for continued success, with increased visibility, stronger partnerships, and a clear path for future initiatives. As we move forward,  the  foundation  laid  by  this  grant  will  be  critical  in  scaling  our  impact.  Ongoing discussions with funders and DCMS regarding further investment are promising and will likely enhance our capacity to support local areas more effectively. Our focus remains on securing further core funding for the Trust and ensuring that every local area can access the necessary tools, resources, and support to foster collaboration and secure further investment. 

Over the last year, the YPF Trust has supported YPFs and local youth partnerships, creating the necessary conditions for substantial investment in children and young people. Although the YPF Trust does not deliver services directly to young people, its work in supporting local areas through  networks,  frameworks,  resources,  tools,  and  advocacy  has  directly  impacted  the provision of services, ultimately benefiting them in several ways. 

The YPF Trust has supported various local areas, resulting in tangible benefits for young people. For  instance,  in  Camden  and  Brent,  we  supported  the  development  of  a  successful  joint supplementary school funding bid to JLC and contributed to the recruitment of a shared resource between both YPFs. This new way of working will provide efficiencies and muchneeded support to community-led organisations serving underserved children. The Trust also supported the Levelling Up Youth Work project funded by Propel, a training and development 

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## **YPF TRUST** 

programme  for  both  general  training  and  youth  work  qualifications.  Additionally,  we contributed to several youth-led activities organised by YPFs in the beneficiary areas. 

In Southampton, the local youth sector benefited from the partnership model promoted by the YPF Trust, leading to collaborative funding efforts and the establishment of new youth services. The Cornwall Youth Work Collective also benefited from the YPF Trust's support, enabling the organisation  to  clarify  its  vision  and  align  it  with  deliverable  outcomes,  thus  significantly impacting youth work organisations and young people in Cornwall. 

By leveraging the tools and resources developed, the Trust has secured significant income for both the Trust and local areas. For example, in Sunderland, modest initial funding led to the establishment of a partnership that now secures core funding and additional resources. This model  demonstrates  how  early  investment  and  strategic  support  can  lead  to  sustainable funding for local youth services. 

Examples from Young Harrow Foundation and Cumbria Youth Alliance highlight the power of YPFs. In Harrow, the Young Harrow Foundation has awarded £5.6 million in grants to its members and helped secure £2.4 million in larger-scale partnership funding. This has enabled numerous local youth organisations to enhance their services, providing better support and opportunities for young people in Harrow. Similarly, the Cumbria Youth Alliance secured over £200,000 in funding from the Youth Futures Foundation and a total commitment of £2 million from a benefactor. These substantial investments have allowed CYA to provide small grants, training, and governance support to local youth organisations, significantly enhancing their capacity to serve young people. 

The WE LEAD programme exemplifies the Trust’s commitment to developing young leaders within the network. By empowering young leaders, the Trust ensures that the future of youth services is in capable hands, which in turn enhances the provision of support for children and young people. 

The YPF Trust, has dramatically improved the support systems for children and young people by fostering  robust  YPFs,  developing  essential  networks,  resources,  and  frameworks,  and enhancing organisational capacity. These efforts ensure that young people across England have access to better opportunities and outcomes **.** 

Over the past year, the YPF Trust has achieved significant milestones, exceeding our initial expectations and bringing numerous unexpected benefits to the youth sector across various local areas. 

The YPF Trust expanded its network to over 40 local areas in England, directly supporting 20 through DCMS funding. This expansion facilitated establishing and strengthening local youth partnerships,  ensuring  the  effective  distribution  of  resources  and  opportunities.  A  major achievement was developing the Framework for Partnership in collaboration with YMCA George Williams College. This guidance aligns local initiatives with nationally recognised practices, ensuring high-quality support for young people. Research with Renaisi, UK Youth, NYA, and the Network of Regional Youth Work Units also led to a typology for assessing and improving local infrastructure, fostering better-aligned services tailored to local needs. 

DCMS's support and funding, amounting to just under £500,000 over two years, along with positive feedback on our work, position us well for long-term growth. Our advocacy efforts have 

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## **YPF TRUST** 

amplified the voice of local youth partnerships on national platforms. Collaborations with highlevel stakeholders and national partners such as NYA, YMCA GWC, OnSide, and the Network of Regional Youth Work Units have increased recognition and support, securing additional support and resources, which translates into more robust support systems for young people. 

Enhanced collaboration has significantly benefited the children and young people’s sector, fostering shared learning and connections. There was substantial interest in collective learning in the North East, North West, and Yorkshire and Humber regions. The London YPF group has also met regularly, working towards more collaborative projects and alignment. The YPF Trust's support accelerated development in local areas, enabling them to create strategic plans and secure funding faster than anticipated, leading to rapid progress and cohesive partnerships. Consistently  positive  feedback  from  local  areas  highlights  the  value  of  peer  support  and networking opportunities facilitated by the YPF Trust. Events and conferences have provided platforms for local areas to share learning, explore shared opportunities and challenges, and feel part of a larger movement for better youth outcomes. 

The project has exceeded expectations in several areas. The scale of local engagement and the subsequent funding secured far surpassed our initial goals. Developing and disseminating essential  tools  and  resources,  coupled  with  effective  advocacy,  have  led  to  significant improvements in local youth infrastructure. 

Our work with supplementary schools has also expanded. We have successfully revised and developed the new Quality Mark Award, piloting the foundation stage in Harrow and RBKC, and the  advanced  Award  with  one  setting  in  Camden.  In  Harrow,  11  settings  (15  individuals) attended the course, with 8 completing the e-learning component. Visits are scheduled for the Summer term. In RBKC, 19 settings (27 individuals) attended the course, with 15 completing e- learning. Nine settings completed the foundation process and are ready to progress to the second stage. We anticipate six achieving the Quality Mark in summer 2024. 

Additionally, the grant has been beneficial in supporting communities facing traumas. Through our  Creative  Teaching  and  Learning  project,  we've  assisted  teachers  from  Sudanese  and Ukrainian communities, both experiencing challenging times. In a recent session supporting teachers working with SEN children, Ukrainian teachers noted that the training not only offered high-quality techniques but also brought smiles and hope for creating a more inclusive and enjoyable  learning  environment.  Our  training  plays  a  crucial  role,  providing  a  supportive platform for children and adults navigating difficult traumas. 

Through our training programmes, we have supported teachers and headteachers by providing them with a new teaching toolbox to create creative learning environments for the children attending these settings. 

Joy  Collins  (CEO-Securing  Success)  commented:  "The  trainers  created  a  safe  space  for participants to try out a wide range of inclusive strategies, having lots of fun as they did movement, non-verbal communication, paired and group work, storytelling, use of props, use of sensory elements. There was plenty of discussion and explanation for the effectiveness of the different strategies for children with SEND who benefit from clearly structured lessons and 

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## **YPF TRUST** 

modelled  activities."  Teachers  described  the  training  as  "useful,  helpful,  creative,  and enjoyable," emphasising its eye-opening nature and its impact on teaching methods. 

We  have  also  created  short  videos  of  our  training  sessions,  accessible  to  the  wider supplementary schools’ community. Positive responses were received outside London as well, where we delivered Creative workshops for supplementary schools in Manchester in May 2023. Sponsored by Manchester Supplementary Schools Network. 

Additionally, the Programme Manager has engaged with the Home, Heritage, Culture, and Languages  (HHCL)  group,  creating  an  information  sheet  to  explain  the  importance  of community-led language settings and their impact on children and young people’s personal development and citizenship education. These settings provide a safe space for children to feel proud of their multilingual-multicultural identity and to feel part of British society. 

Within our collaborative project on Child’s Rights with UNICEF, we have integrated elements of UNCRC articles within our new Quality Mark. Recently, when the Mayor of London announced Violence Reduction Unit funding for UNICEF UK to offer the Rights Respecting Schools Award to all state-funded education settings in all London boroughs, the Programme Manager had a meeting with Isobel Mitchell, Professional Adviser at UNICEF UK, and reached agreement to explore the possibility of adopting some elements of the UNICEF award within our new Quality Mark and to organise the Train for Trainer session for our mentors and develop content for training with UNICEF. 

Overall, the YPF Trust has had a very successful year and we look forward to continuing our work with our community of charities and partnerships that support children and young people throughout the country. 

## **Reserves Policy** 

The trustees have agreed to put £50,000 into reserves. This is equivalent to three months expenditure when the staff team is fully recruited. 

This report was approved and authorised for issue by the Trustees and signed on its behalf by: 


Erik Mesel Chair 

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## **YPF TRUST** 

## **INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF YPF TRUST** 

I report to the trustees on my examination of the accounts of the YPF Trust for the year ended 31 March 2024. 

## **Responsibilities and basis of report** 

As the charity's trustees, you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (“the Act”). 

I report in respect of my examination of  the Trust’s accounts carried out under section 145 of the 2011 Act and in carrying out my examination, I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act. 

## **Independent examiner's statement** 

I have completed my examination.  I confirm that no material matters have come to my attention in connection with the examination (other than that disclosed below *) which gives me cause to believe that in, any material respect: 

- the accounting records were not kept in accordance with section 130 of the Charities Act; or 

- the accounts did not accord with the accounting records; or 

- the accounts did not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair’ view which is not a matter considered as part of an independent examination. 

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached. 


Howard Lane FFA FIPA 68 Canterbury Grove 

London SE27 0PA 

28 January 2025 

10 



## **YPF TRUST** 

## **STATEMENT OF FINANCIAL ACTIVITIES For the year ended 31 March 2024** 

|||||**2024**|**2024**|**2024**||**2023**|
|---|---|---|---|---|---|---|---|---|
|||||**Unrestricte**<br>**d**|**Restricte**<br>**d**|**Total**||**Total**|
|||||**Funds**|**Funds**||||
||||**Note**<br>**s**|**£**|**£**|**£**||**£**|
|**INCOME FROM**|||||||||
|Grants and Donations|||2|153,692|330,000|483,69<br>2||486,785|
|Memberships and<br>subscriptions||||6,530|0|6,530||2,847|
|Other Income||||3,296|0|3,296||785|
|**Total incoming**<br>**resources**||||**163,518**|**330,000**|**493,51**<br>**8**||**490,416**|
||||||||||
|**EXPENDITURE ON**|||||||||
|Staf Costs|||3|89,807|112,007|201,81<br>4||178,358|
|YPF Conference||||11,716||11,716||7,362|
|Marketing and Printing||||4,481||4,481||3,898|
|Room Hire, rent, service<br>charges||||4,120||4,120||4,480|
|Accountancy Fees||||5,428||5,428||6,109|
|Independent Examination<br>Fee||||1,500||1,500||1,600|
|Consultancy||||14,489||14,489||3,313|
|Legal and Professional<br>Fees||||||0||2,580|
|Dues and Subscriptions||||817||817||812|
|Stationery & Ofce<br>Supplies||||753||753||147|
|Website and design||||2,400||2,400||3,316|
|IT and Telephone||||3,261|726|3,987||4,565|
|Travel||||5,184||5,184||11,512|
|Depreciation||||665|0|665||190|
|Insurance||||855||855||811|
|Miscellaneous||||553|644|1,197||346|
|Recruitment||||2,039||2,039||960|



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## **YPF TRUST** 


||||||||||
|---|---|---|---|---|---|---|---|---|
|Training & Development||||2,163||2,163||3,415|
|Project Costs||||10,507|217,624|228,13<br>1||244,155|
||||||||||
|**Resources expended**|||**4**|**160,739**|**331,001**|**491,73**<br>**9**||**477,927**|
||||||||||
|**Net incoming/(outgoing**<br>**resources)**||||**2,780**|**(1,001)**|**1,780**||**12,490**|
||||||||||
||||||||||
|**Total funds Brought**<br>**Forward**||||**136,446**|**1,000**|**137,44**<br>**6**||**124,956**|
||||||||||
|**TOTAL FUNDS CARRIED**<br>**FORWARD**||||**139,226**|**(0)**|**139,22**<br>**6**||**137,446**|



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## **YPF TRUST** 

|**Balance sheet**|**Balance sheet**|||||||
|---|---|---|---|---|---|---|---|
|**as at 31 March 2024**||||||||
||||||**total**||**Total**|
||||||**2024**||**2023**|
|||||**Note**<br>**s**|**£**||**£**|
|**Fixed Assets**||||||||
|Tangible Assets||||5|1,168||663|
||||||1,168||663|
|**Current Assets**||||||||
|Debtors andprepayments||||6|91,642||41,312|
|Cash at bank and in hand|||||129,612||182,565|
||||||221,254||223,877|
|**Creditors:**||||||||
|Amounts falling due within one<br>year||||7|(83,197)||(87,094)|
|||||||||
|**Net Current Assets/**<br>**(liabilities)**|||||**138,057**||**136,783**|
|||||||||
|**Net Assets**|||||**139,226**||**137,446**|
|||||||||
|**funds of the Charity**||||||||
|Restricted Funds|||||(0)||1,000|
|General Funds|||||139,226||136,446|
||||||**139,226**||**137,446**|



These financial statements were approved, and authorised for issue, by the Trustees on 28[th] January 2025 and signed on their behalf by:- 


Nicola Butler 

Treasurer and Trustee 

The annexed notes form part of these financial statements 

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**YPF TRUST** 

**NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024** 

## **1. ACCOUNTING POLICIES** 

## _**(a) General information and basis of preparation of financial statements**_ 

YPF Trust is a foundation CIO (charitable incorporated organisation) registered by the Charity Commission for England and Wales. Its registered office is as shown on page 1. 

The charity constitutes a public benefit entity as defined by the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice  applicable  to  charities  preparing  their  accounts  in  accordance  with  the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued in October 2019 (SORP 2019), FRS 102, the Charities Act 2011 and UK Generally Accepted Practice as it applies from 1 January 2019. 

The financial statements have been prepared to give a 'true and fair' view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a 'true and fair  view'.  This  departure  has  involved  following  SORP  2019  rather  than  the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 (SORP 2005) which has since been withdrawn. 

The financial statements are prepared on a going concern basis under the historical cost convention. 

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated. 

## _**(b) Fund accounting**_ 

Unrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes. No funds were received subject to specific restrictions. 

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. Grants given for core purposes are treated as unrestricted. The cost of raising and administering restricted funds are charged against the specific fund where permitted by the funder. The aim and use of each restricted fund is set out in the notes to the financial statements. 

## _**(c) Income recognition**_ 

All incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the 

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## **YPF TRUST** 

amount can be measured reliably and it is probable that the income will be received. 

For donations (including grants which are note performance-related) to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfillment of those conditions is within the control of the charity and it is probable that they will be fulfilled. 

No amount is included in the financial statements for volunteer time in line with the SORP 2019. Further detail is given in the Trustees' Annual Report. 

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**YPF TRUST** 

## **NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024** 

## **(d) Expenditure recognition** 

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. 

Irrecoverable VAT is charged as an expense against the activity for which expenditure arose. 

## _**(e) Debtors and creditors receivable / payable within one year**_ 

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure. 

## _**(f) Going concern**_ 

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level  of  income  and  expenditure  for  12  months  from authorising  these  financial statements. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern. 

## _**(g) Judgments and key sources of estimation uncertainty**_ 

No judgments (apart from those involving estimates) have been made in the process of applying the above accounting policies and there are no key sources of estimation uncertainty. 

There  were  no  key assumptions  concerning  the future  and other  sources  of  estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year. 

## _**(h) Tangible fixed assets**_ 

Tangible fixed assets are stated at cost (or deemed cost) or valuation less accumulated depreciation and accumulated impairment losses.  Cost includes costs directly attributable to making the asset capable of operating as intended. 

Depreciation is provided on all tangible fixed assets, at rates calculated to write off the cost, less estimated residual value, of each asset on a systematic basis over its expected useful life of 3 years. 


16 



## **YPF TRUST** 

|**2.**<br>**Grants and Donations**|||**2024**|**2023**|
|---|---|---|---|---|
||**Unrestricted**|**Restricted**|**Total**|**Total**|
|Training & QM - NRCSE|3,692||**3,692**|**2,041**|
|John Lyon's charity - YPF|0|150,000|**150,000**|**167,000**|
|DCMS||250,000|**250,000**|**237,744**|
|John Lyons Charity - NRCSE||80,000|**80,000**|**80,000**|
|**Total Income from charitable**|||||
|**Activities 2024**|**3,692**|**480,000**|**483,692**|**486,785**|



The grant from John Lyon's Charity (JLC) to YPF consisted year 3 of a 3 year core grants of 

£150,000 p.a. for the establishment and development of the YPF Trust. 

The grant from JLC to NRCSE was year 1 of a  3 year core grant for £80,000p.a. for the  core costs of the National Supplementary Schools Network. 

The Department of Culture, Media and Sport (DCMS)  allocated £250,000 to YPF for the period October 2023 to March 2024. This funding was to establish new Young People’s Foundations and develop existing foundations.  The majority of the funding was allocated to grants to new YPF partners. 

## **3. STAFF NUMBERS AND COSTS** 

||**2024**<br>|**2,023**|
|---|---|---|
|**analysis of Staf Costs, trustee remuneration**|||
|**and expenses and the cost of key**|||
|**management personnel**|**£**|**£**|
|Gross Salaries|183,531|162,193|
|Social Security Costs|13,738|12,103|
|Employer's contribution to defned|||
|contribution pension scheme|4,545|4,062|
||**201,814**|**178,358**|
|Training and Development|2,163|3,415|
|Recruitment|2,039|960|
||**206,016**|**182,733**|



## **Staff Numbers** 

The average number of employees was 

|2024|2023|
|---|---|
|5|5|



17 



**YPF TRUST** 

Total employees at year end 

4 

5 

## **4. TRUSTEES AND KEY MANAGEMENT PERSONNEL REMUNERATION AND EXPENSES** 

One employee earned greater than £60,000 during the year (2023: one)) 

|Total employee benefts of key|2024|2023|
|---|---|---|
|management personnel were|£75,887|£75,581|



During the year, none of the Trustees received any employment benefits. nor reimbursement of expenses. (2023 £0). There were no related party transactions during the year (2023 £0) 

The total amount of employee benefits, including national insurance contributions, received by key  management  personnel  was  £75,887  (2023  -  £75,581).  The  charity  considers  its  key management personnel to comprise the Trustees and the Chief Executive Officer. 

## **NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024** 

## **5 Tangible Fixed assets** 

|**Tangible Fixed assets**||
|---|---|
||**Ofce**|
||**equipment**|
|**cost**||
|At 1 Apr 2023|933|
|Additions in year|1,170|
|At 31 Mar 2024|**2,103**|
|**Depreciation**||
|At 1 Apr 2023|270|
|charges for the year|665|
|At 31 Mar 2024|**935**|
|**Net book value**||
|At 31 Mar 2024|**1,168**|
|At 31 Mar 2023|663|



18 



**YPF TRUST** 

## **6 Debtors and Prepayments** 

||**2024**|**2023**|
|---|---|---|
|Prepayments|2,730|0|
|Trade Debtors|0|900|
|Other debtors - Paypal|4,845|1,500|
|Other Debtors - DCMS|84,067|38,912|
||**91,642**|**41,312**|



The DCMS project finished on 31[st] March 2024 however final payment was not made to YPF until April  2024. The amount of £84,067 consists of the remaining expenditure on the project not reimbursed as at 31[st] March 2024. 

Accrued income consists of memberships of the supplementary school network paid into the NRCSE paypal account.  It was not possible to transfer this account across to YPF until October 2024. 

## **NOTES TO THE FINANCIAL STATEMENTS For the year ended 31 March 2024** 

|**7**<br>**Creditors**<br>Pensions Contributions<br>Accrued expenses<br>Other taxes and social security<br>costs<br>Trade creditors<br>Deferred income and grants in<br>advance<br>Deferred Grant Income<br>Balance at end of year<br>**2024**|**2024**<br>**£**<br>944<br>2,605<br>5,565<br>36,583<br>37,500<br>**83,197**<br>37,500<br>**37,500**<br>**2024**|**2023**<br>**£**<br>723<br>2,524<br>4,467<br>41,907<br>37,500<br>**87,094**<br>37,500<br>**37,500**<br>**2024**<br>**2024**|
|---|---|---|



19 



## **YPF TRUST** 

|JLC-empowering local<br>JLC - NRCSE<br>DCMS|**Income**<br>**Expenditure**<br>**transfers**<br>**At**<br>**31/3/24**<br>**£**<br>**£**<br>**£**<br>**£**<br>1,000<br>0<br>80,000<br>80,000<br>0-<br>250,000<br>250,000<br>-0|
|---|---|
||**330,000**<br>**331,000**<br>**-**<br>**0**|



The grant from JLC to NRCSE was year 2 of a  3 year core grant for £80,000 p.a. restricted to be used for the  core costs of the National Supplementary Schools Network. This grant is fully spent in the year to which it is allocated. 

The Department of Culture, Media and Sport (DCMS) allocated £50,000 to YPF for the period October 2023 to March 2024. This funding was restricted to establish new Young People’s Foundations and develop existing foundations.  The grant conditions were that it would be fully spent in this period 

## **9.  RELATED PARTIES** 

During the year there were no related party transactions other than as report in Note 4 (2023 - the same). 

## **NOTES TO THE FINANCIAL STATEMENTS** 

**For the year ended 31 March 2024** 

## 1 **0.  ANALYSIS OF NET ASSETS BETWEEN FUNDS** 

||||**Restricted**||||
|---|---|---|---|---|---|---|
||**Unrestricted Funds**||**Funds**||**Total**||
||**2024**||**2024**||||
|Fixed assets|1,168|||||1,168|
|Net Current Assets|53,990||84,067|||138,057|
|**Total**|**55,159**|**-**|**84,067**|**-**||**139,226**|
||||**Restricted**||||
||**Unrestricted Funds**||**Funds**|||**Total**|
||**2023**||**2023**|||**2023**|
|Fixed assets|663|||||683|
|Net Current Assets|136,333||1,000|||137,333|
|**Total**|**136,996**|**-**|**1,000**|**-**||**138,016**|



20