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2025-03-31-accounts

York Travellers Trust

(A Charitable Incorporated Organisation)

(Charity number: 1189827)

Trustees’ Annual Report and Financial Statements

for the year ended 31 March 2025

YORK TRAVELLERS TRUST REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025

CONTENTS page
Trustees' Annual Report 1 -29
Independent Examiner's Report 30
Statement of Financial Activities 31
Balance Sheet 32
Notes to the Accounts 33 - 41

YORK TRAVELLERS TRUST

TRUSTEES’ ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2025

Introduction

York Travellers Trust (YTT) is the longest running registered charity within the United Kingdom that works primarily with Gypsy and Traveller Communities (GTC). Based in York and surrounding areas, we're here to support members of the GTC with various issues such as finance, education, health, and experiences of discrimination. Our aim is to improve their physical and mental well-being and dispel mistruths about the GTC within the local community, improving the lives of GTC and those they interact with.

This report presents key information in relation to the delivery and impact of our services in the 2024-25 financial year. The past year marked both an ending and a new beginning for York Travellers Trust (YTT). The conclusion of the five-year Safe Space Project, funded by the National Lottery Community Fund, closed a defining chapter in YTT’s development — one that enabled growth, deeper community engagement, and stronger organisational identity. The continued support from the National Lottery Community Fund will allow YTT to build on this legacy, maintaining and expanding vital services for Gypsy and Traveller communities in York. Services and support would not be possible without all our funders including the National Lottery Community Fund ‘Safe Space Project’, Esmée Fairbairn, Lankelly Chase, Moving for Change, York CVS and Two Ridings Community Foundation among others.

Governance has evolved with Caroline Hunter stepping down as Chair and Patrick O’Kelly succeeding her. The Board has begun introducing sub-committees, completed a strategic review, and strengthened decision-making.

YTT’s influence has grown notably through its successful challenge to the York Local Plan, securing meaningful policy changes for the Gypsy and Traveller community. Its work in education and youth engagement has fostered confidence and opportunity among young people, while mental health and wellbeing have become integral to its services.

In the coming year we will continue our work to develop a community-led governance model, strengthen our leadership and governance capacity, invest in impact measurement, and maintain our strategic delivery focus on housing and welfare, education, health and wellbeing, and community and identity.

If you would like more information about the content of this report, or the work we do, please feel free to contact us at:

York Travellers Trust, 20 Falsgrave Crescent, YORK, YO30 7AZ

T. 01904 630 526

E. info@ytt.org.uk

W. https://www.ytt.org.uk/

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Acknowledgements

This year has felt like the end of one chapter and the start of another for YTT. We’ve come to the end of our five-year journey with the National Lottery Community Fund’s Safe Space Project – a project that has shaped so much of what we do and how we do it. It’s given us the time and space to grow as an organisation, to listen to our community, and to make sure people have somewhere they can feel safe, supported, and heard.

We’re so grateful to the National Lottery Community Fund for believing in us, and we’re delighted that their support isn’t ending here. The next few years of funding from them will help us keep building on what we’ve learned, so we can continue to grow and support our community in the ways that matter most.

To our communities, GT and non-GT, thank you for welcoming us into your lives and trusting us to stand alongside you.

To our staff team, including both those who have moved on and those who joined us this year, thank you for stepping up, adapting when things changed, and keeping the focus on supporting people day in, day out.

We also want to recognise the partners who stood with us, especially in our research and in challenging the York Local Plan – and winning changes that will make a real difference. It shows what’s possible when we work together and stand our ground.

And finally, thank you to all our funders, volunteers, Trustees, and everyone who has helped in ways big and small. You’re all part of this journey, and we can’t wait to see where we go together next.

Violet Cannon, Director

Treasurer Statement

This year has been one of both consolidation and transition for YTT. The end of the five-year Safe Space Project marked a major milestone, and we are proud that we closed this period in a stable financial position, with clear plans in place to build on the legacy it leaves. Careful budgeting and close monitoring meant that, even during times of staff change and increased demand, we were able to maintain core services, honour our commitments to funders, and support our community without interruption.

We have continued to diversify our income, combining long-term investment from the National Lottery Community Fund with grants from Esmée Fairbairn, Lankelly Chase, Moving for Change, York CVS, Two Ridings Community Foundation and others, alongside growing local support. This broad base of funding has strengthened our resilience and will be critical as we step into the next stage of development, embedding sociocratic governance, strengthening our workforce, and investing in monitoring and communications to evidence our impact.

I want to thank our staff team, who have shown exceptional commitment through a challenging year, and our funders and partners for their continued trust. YTT is now in a stronger financial and governance position than at any point in its history, giving us the confidence to move forward sustainably while staying rooted in our community values.

Stephan Pittam, Treasurer

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Board of Trustees

This past year has been one of both achievement and challenge for YTT. We are proud of how YTT’s influence has grown, particularly through our work on the York Local Plan, where we successfully challenged and secured changes that will have a lasting impact for GTC. It has helped to raise the profile of YTT while also improving the council’s understanding of their obligations to our community. This work could not have been carried out without the expertise, dedication and perseverance of Abbie North, who stepped down as a trustee in May 2024.

We are also proud of YTT’s work with young people and education, which has been transformative. We have seen a shift in aspirations and confidence among young people, with some taking exams for the first time and others exploring new opportunities. We have also seen how YTT has embraced mental health and wellbeing as part of its work, which was rarely talked about five years ago.

Governance and resilience have been important themes this year. During the year Caroline Hunter stepped down as Chair of the Board. Her leadership has been greatly appreciated, and we are delighted that she continues as a member of the Board. We welcomed Patrick O’Kelly as our new Chair. The board has agreed to introduce sub-committees and following a strategic review exercise, we have a stronger framework and improved our ability to make decisions. We have also welcomed new trustees, bringing additional skills and experience, and we are committed to continuing our work on succession planning.

At the same time, we know we have faced challenges. Staff capacity has been stretched, after departures. This included Abigail Darton and Paula Nicholson, two key and long-standing members of the YTT team, to whom we are grateful for their many contributions over the years. We want to recognise with gratitude the commitment of the staff team during this period and their willingness to pull together ensured YTT continued to deliver vital services to our community.

We are proud of the fact that YTT has grown from a small, reactive charity into an organisation able to work strategically and deliver a broader, more holistic service. But growth also brings pressure: “The more work we do the more need we discover.”

Where We Go from Here.

Looking ahead, our priorities for the next phase are clear:

These steps will help us hand over a “well-oiled machine” to future leadership and ensure that YTT continues to deliver meaningful change for GTC in York.

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The Trustees present their annual report together with the financial statements of the Charitable Incorporated Organisation (CIO) for the year ended 31 March 2025. The financial statements have been prepared in accordance with statutory requirements, the CIO’s governing document and the Statement of Recommended Practice: Accounting and Reporting by Charities (SORP FRS 102).

Reference and Administration Details

Charity Name York Travellers Trust Other Name(s) charity is known by YTT Registered Charity number 1189827 Company registration number CE022094 Charity’s principal address 20 Falsgrave Crescent Clifton, YORK, YO30 7AZ

Names of the charity trustees, who also manage the charity:

Trustee Name Office(if any) Dates acted if not for wholeperiod
Patrick O’Kelly
Stephen Pittam
Caroline Hunter
Claire Wilton
Abbie North
Joy-Kirsten Jackson
Michael Turnpenny
Tom Beer
Katie Young		 Chair
Treasurer		 (Chair from 12 September 2024)
(Chair until 12 September 2024)
(resigned 17 May 2024)
(appointed 29 October 2025)

Name of the Chief Executive or names of senior staff members:

Violet Cannon, Director

Structure, Governance, and Management

Description of the charity’s trust:

Governing Document

Constitution

How the charity is constituted Charitable Incorporated Organisation (CIO) registered on 8[th] June 2020

Trustee selection methods

Nomination and Co-option

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Objectives and Activities

Summary of the objectives of the charity set out in its governing document

To relieve the needs of the Gypsy/Traveller community in York and the surrounding areas by:

Our activities can be divided into 4 areas:

The trustees consider that they have complied with their duties to have due regard to the public benefit guidance published by the Charity Commission.

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Achievements and Performance

Organisation.

Organisational Development.

The last five years have seen us grow from a small, reactive charity into an organisation delivering a wide range of services, influencing national conversations, and being trusted by partners and funders alike. This growth has been driven by community need and by our ambition to do more for Gypsy and Traveller people in York and beyond.

Growth brings complexity, and we have embraced that as an opportunity to strengthen our foundations. This year we focused on building our internal systems – updating policies, improving financial planning, and introducing subcommittees to provide clearer oversight. These changes, along with new trustee expertise and a Deputy CEO role, mean that we are better placed than ever to manage growth responsibly and meet the expectations of our funders and partners.

There’s been a constant tension between operating like a professional business and staying true to our roots as a Gypsy and Traveller community organisation. This has come up in governance, in staffing, even in how we measure impact. One staff member summed it up:

“It’s a bit more stumbly than always forward momentum … we don’t have a lot of infrastructure in place like commercial organisations do … but that’s us, that’s our way.”

One of our biggest shifts is in how we want to make decisions. We are continuing to explore sociocratic models of governance – a practical way to ensure decisions are shaped by the people most affected by them, while still meeting our legal and funder obligations. It is slow, thoughtful work, but it is building the kind of organisation we want and need to be.

Collaborations and Influence – Our Voice is Heard.

We are proud to have become a recognised and trusted partner locally and nationally. Five years ago, it felt like YTT was often ignored or treated as peripheral. Now we are at the table for decisions that affect our communities.

Our work influencing York’s Local Plan was a clear example of this. We challenged the poor provision of Traveller sites and secured commitments, including £5 million of investment. We are also building practical partnerships – from health and wellbeing initiatives to education advocacy – and increasingly, partners approach us because they see us as credible, knowledgeable, and trusted.

But we also see the limits of what we can do alone. Education work has shown how deep systemic issues run. That is why partnership and collaboration remain a priority, because together we can tackle the entrenched barriers our community faces.

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Achievements and Performance (continued)

Data, Impact and Evaluation – Learning What Works.

We want to show the difference we make, not just tell it. We have made progress in capturing and reporting impact, but we know traditional systems and approaches don’t always work well in our context.

We have learned that many Gypsy and Traveller people are understandably cautious about data collection, and we need to continue to build trust while finding ways to gather meaningful information on the difference we’re making. In our next phase, we’re planning to develop a GT-informed approach to evaluation, built into our sociocratic way of working, so that impact measurement feels relevant, safe, and useful.

This will further strengthen accountability to funders and help us learn in real time, so we can adapt our services based on what our communities say and experience.

Workforce – Building Capacity and Opportunity.

This year tested us with significant staffing changes but also showed our resilience and creativity. Several valued colleagues moved on or stepped back, but despite this, we recruited new staff, kept services running and supported clients throughout. Staff stepped up, shared workloads, and adapted to new roles.

“Everybody has really pulled together and made it work really well … now there feels like a really good structure again and I am looking forward to what the future brings.”

We are proud that more of our workforce now comes from GT backgrounds with the new GT Community Link Worker sharing:

“It means a lot to me. I can articulate what our culture involves … jobs like this are quite rare. There aren’t many places like this in the country and I’m grateful I get the opportunity to do this job.”

The existing Community Link Worker shared a similar sentiment:

“I love giving back to the community and I love being the voice of a community … I feel very privileged to work here because I can be myself. Any other place I’ve worked I’ve always had to hide my identity and where I’m from. Here I can just be me.”

We know some people in the community still feel underqualified or lack confidence to apply for roles, but we are showing it is possible. Our ambition is to build on this progress, creating clearer GT pathways to employment, and supporting GT people into leadership roles. At the same time, we must recognise the personal cost that can come with this work. For many of our GT staff, the role is not just a job, but a deep personal commitment rooted in lived experience, cultural pride, and community care. Holding space for others while carrying our own histories of racism, discrimination and intercultural trauma can be emotionally demanding. The weight of expectation can feel immense, and saying “no” when people are in need is rarely an option. In our close-knit communities, we are never truly off duty, seen as the ones who can help, who will know what to do, and who will find a way through even the most insurmountable challenges. This constant call to serve is both a source of pride and an unseen pressure, and as we build workforce capacity, we remain committed to supporting staff wellbeing alongside professional development.

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Achievements and Performance (continued)

Data.

Engagement and Reach.

In 2024–25, we supported 147 unique clients, compared to 165 in the previous year. Across both years, we engaged with 220 unique individuals, demonstrating two key things:

However, our reach may actually be greater. A significant proportion of service records were recorded as “unknown attendee,” (i.e., 1 unique client) limiting our ability to identify repeat clients and accurately measure reach. Improving how we capture attendee details will be a key focus for next year.

Most people accessing support live on York’s GT sites (Clifton, Osbaldwick, and James Street). Only 3% came from outside the York postcode area, and we do not hold postcode data for 15% of clients. This means we may be underestimating our geographic reach or missing opportunities to identify gaps.

Who We Are Supporting.

Age data is missing for 64% of clients, limiting how we tailor services and monitor equalities. Where recorded, the highest engagement is among under 13s and adults aged 55–65, showing we are reaching both younger and older generations, but more complete data would give a clearer picture of need.

Nature of Support.

Casework continued to focus on essential issues:

This shows we are meeting core welfare needs while responding to a wide range of individual and family circumstances.

Service-Specific Engagement.

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Achievements and Performance (continued)

When services are consistently staffed and visible, people attend in high numbers. The dips we experienced this year highlight how critical workforce stability is to community engagement.

Learning for the Future.

Strategic Work.

This year demonstrated how YTT’s persistent advocacy can deliver tangible change. The long and exhausting battle over York’s Local Plan consumed huge amounts of time and resource but resulted in concrete wins: the Council committed £5 million for site improvements and created a dedicated officer post for site identification and redevelopment.

The Local Plan is the City of York Council’s blueprint for future housing, infrastructure, and land use across the city. For GTC, this is critical because it determines the provision (or lack) of authorised sites and the protection of existing ones. We have spent years challenging aspects of the draft plan that we believe failed to meet the needs of GTC. Our work ensured their voices were heard in a process that historically excluded them, resulting in commitments to both improve existing sites and explore new provision.

Our advocacy has also extended beyond York. We contributed to discussions at the All-Party Parliamentary Group (APPG) for Gypsies, Travellers and Roma, a cross-party forum that brings MPs and peers together with charities and community representatives to discuss policy issues affecting these communities. Being part of this group has enabled YTT to highlight the lived experiences of York’s Gypsy and Traveller families at a national level, influencing how future policies are shaped.

YTT is also regularly involved in Moving for Change, a national collaboration of Gypsy and Traveller organisations working to tackle accommodation inequality, improve community health and wellbeing, and influence public attitudes. Through Moving for Change, YTT has been able to access funding, peer learning, and a stronger national voice for local issues, helping amplify our impact beyond what we could achieve alone.

These achievements show that when YTT stands firm and amplifies GT voices, things change, from local policy shifts and new investment to national recognition. However, the work has come at a cost, stretching staff capacity and leaving limited time for events and internal development as demonstrated below.

Where from here?

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Achievements and Performance (continued)

Research.

Research has become one of YTT’s key strengths, with partnerships described as true co-production rather than traditional extractive research. One research partner from the University of York, explained:

“The aim was always to make sure community voice was at the heart of the research. We could have lighttouch conversations on sensitive issues like mental health and suicide, so we could make the case for more support. The university brought research expertise, YTT brought community expertise, an equal partnership that’s never felt imposed on either side.”

This approach has built trust with the community and shifted local conversations about trauma and mental health. It has also led to practical outcomes, such as staff stepping into mental health link worker roles and increased openness around previously taboo subjects:

“The real value isn’t just the research, it’s giving clients ownership of the conversation. It’s created a framework where people feel they have permission and opportunity to talk about things that weren’t routinely spoken about before.”

Where from here?

Training.

Training remains one of our most visible and impactful offers, driven by our CEO’s expertise and YTT’s trusted voice. This year we delivered sessions for social work students, maternity staff, local authority officers, and police teams, creating safe spaces for professionals to explore bias and develop cultural competence. Feedback repeatedly described the sessions as “safe conversations” where participants could honestly reflect on their own assumptions.

The anonymous Mentimeter exercises used during training revealed both curiosity and misunderstanding. Questions such as “What are the best things about being Gypsy? What are the things you celebrate about your culture?” and “Are there any Traveller celebrations that we should be aware of?” show a willingness to learn. At the same time, questions like “Do all young girls get taken out of school to learn how to become a housewife?” and “How do travellers make an income if they are moving from one place to another in order to survive?” highlight common stereotypes and knowledge gaps.

Word cloud exercises reinforced this mixed picture. Alongside positive words like “family, community, proud, hardworking” were terms like “pikey, thief, freeloaders, troublemakers.” These exercises underline how prejudice persists but also show that people are open to asking difficult questions when given a safe, anonymous space to do so.

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Achievements and Performance (continued)

Where from here?

Case Work.

Casework remains one of our most visible and valued offers, often the first point of contact for new clients. Many people feel more confident asking for help with practical paperwork, like benefit forms or housing applications, than talking about mental health, discrimination, or isolation. As trust develops, deeper conversations can follow, and our caseworkers play a key role in linking people into other parts of our support offer.

This year, casework accounted for around a quarter of all recorded activity, with the largest demand areas being benefits (162 cases) and housing (130 cases), alongside debt support (49), adult social care (53), discrimination (19), and children’s social care (11). These patterns mirror last year’s findings, showing how structural inequalities, particularly around income and housing, continue to shape the day-to-day realities of Gypsy and Traveller families.

But casework needs to be about more than just “fixing problems.” We want to support people who have often experienced discrimination or poor treatment in mainstream services, helping them to build confidence, understand their rights, and develop the skills to advocate for themselves.

“Supporting clients with all aspects of their lives, from food bank vouchers to benefit appeals, has a massive impact on their lives.”

We also see people who, because of stigma or privacy concerns, are reluctant to engage with mainstream systems or even be recorded on ours. Last year, several clients requested not to be entered into Lamplight or to only work with specific staff they trust. Providing support that is sensitive to stigmas and working to unpick those perceptions is vital, it allows our community to access the help they need without feeling shame or bringing perceived dishonour to their families.

“York GT are the priority for casework, then York and surrounding areas GTC, then non - GT from York. It’s about - that severity … obviously if a GT family has a parking fine and a non GT person has kids being taken into care, there’s nuance – but we need a clear approach moving forward.”

This has led us to develop a triage model to assess need, prioritise cases that most align with our mission, and ensure we are empowering people to resolve issues rather than creating dependency. The aim is clear:

“YTT does not just rescue people but better support them to understand the system they’re in.”

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Achievements and Performance (continued)

While the priority remains Gypsy and Traveller families, the support we offer to non-GT individuals is also significant. By providing advice and advocacy in an open, culturally safe setting, YTT is building bridges of understanding between Gypsy, Traveller and non-Traveller communities. This role as a trusted intermediary not only meets immediate needs but also strengthens connections, reduces prejudice, and reinforces our charitable objects of fostering inclusion and greater mutual trust.

Where from here?

Case Work Case Study.

A GTC couple needed help with housing. With severe respiratory problems their accommodation was making health conditions worse. As existing Council tenants, they had already applied to the City of York Council Housing Registrations teams for a transfer to another property. The repairs that could be carried out had been completed but there continued to be significant issues with mould.

The client signed a form of authority so that I [their YTT Case Worker] could contact the Council on their behalf. The Housing Registrations team emailed the latest Allocations Policy to me (the one available online had been superseded). Referring to the policy I was able to check the criteria for the banding for housing applications. I confirmed that the client was only in Silver band. I supported the client in getting medical evidence about the health and wellbeing gain that the clients would experience following a change of accommodation. The Registrations team made the decision to place them in Gold band with a maximum backdate to when the respiratory problems were first reported. The banding and the date of banding can all impact on the likelihood of a having a successful bid on a property. The clients also needed help with reading and writing so I continued to support them to access the online Housing Portal to view properties, locate them on google maps and have discussions about the properties on offer.

The couple have moved into a new property, and they have reported an improvement in their health since. The new property is also closer to family members who provide them with support. I shared the updated Allocations Policy with our link adviser from Citizens Advice. They circulated this within York Citizens Advice benefiting more individuals. Up-to-date information is critical to advice work.

To streamline and strengthen our casework support, we introduced a standard form of authority for clients to sign so that the Council can share information directly with us. This has significantly improved the speed of applications and verification of information. The Registrations team have responded positively to collaborative working with the aim of processing cases correctly and as quickly as possible. Ideally, I would like the City of York Council to make their current policy available on their website.

“You got me further up the list, near the top so it was a good thing, it’s nice where I am now. I don’t go wheezy as much as I used to.” (Client)

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Achievements and Performance (continued)

Wellbeing.

Gypsies and Travellers experience some of the worst health outcomes of any ethnic group in the UK. They are three times more likely to experience anxiety and twice as likely to experience depression than the general population, and suicide rates are six to seven times higher. Poor accommodation, discrimination, financial insecurity and limited access to culturally safe services all contribute to this gap.

Against this backdrop, our wellbeing support has never been more important. Over the last two years, 473 attendances were recorded at emotional wellbeing support sessions. These included one-to-one support, crisis intervention, and safe group spaces where people could talk openly, share experiences and access wider services.

Staffing challenges inevitably reduced capacity this year, but the service continued to offer support thanks to the commitment of the wider staff team and new starters. Even with reduced staffing, people described the service as a lifeline.

The Wellbeing Steering Group (“Barmy Army”) trialled sociocratic decision-making, giving participants a greater say in what activities looked like and how support was delivered. This approach is breaking down stigma around mental health and giving people ownership of their wellbeing journey – an important cultural shift in a community where seeking formal mental health support can carry shame or fear of judgement.

Where from here?

Wellbeing Case Study.

I offered 1-2-1 person-centred counselling and talking therapy. I also offered support and encouragement for the Personal Independence Payment (PIP) application process to relieve their financial and health burden. Lastly, I offered encouragement and support to process barriers and for taking prescribed medication[1] .

After therapy ended, the client started to help within the public living room to build their confidence and reduce social isolation. They also helped with our community garden, became a member of the peer-lead group wellbeing circle, and are now taking prescribed medication to manage their symptoms much better.

The client is now in receipt of PIP benefit, which relieves stress of finances and gives autonomy over their work. They no longer experience thoughts to end their life and have a greater sense of meaning and worth in their own life. The client has become a strong advocate for talking about mental health and depression. Especially, in men.

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Achievements and Performance (continued)

The continuity within the service for support, as well as using their own skills to volunteer, increased their feelings of worth, value and meaning. It also provided much needed structure and routine. The consistency of staff and environment offered a safe space that was accessible and welcoming. The fact that the 1-2-1 support was open ended and not restricted to several weeks gave a more organic process without limits, and the transition from counselling to being a member of the service that is valued helped validate their progress and added more selfagency.

The client struggles with some learning difficulties. On reflection, I will give more time and space to ensuring the clients comprehension of the spoken word and more simple terms will be communicated.

Events.

Events have always been one of the ways YTT brings people together, creating spaces where Gypsy and Traveller families and the wider local community can connect in positive, celebratory ways. This year, staffing shortages meant we had to scale back large gatherings such as the Christmas meal and Easter party.

Even so, smaller events – including our Halloween and summer gatherings – kept people connected, strengthened relationships, and provided a safe space for informal engagement with services. These occasions gave families moments of fun and visibility, challenging stigma and showing the wider community something different. One staff member reflected:

“They get people together that wouldn’t usually come together … the local community around us and the GT community from York’s sites. It helps them see that not all GT are bad.”

Our CEO also reflected on the year: “I was upset that we didn’t do anything for Gypsy and Traveller History Month. It’s a chance to celebrate culture and we missed it this year, so next year we’re going bigger.”

These events are about more than just a party. They are moments of pride, community building, and storytelling. They bring in families who may not usually engage with YTT and create an entry point to other forms of support, from advice and wellbeing services to education pathways.

Where from here?

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Achievements and Performance (continued)

Education.

For GTC, education is both a route to opportunity and a source of vulnerability. Too often, children experience repeated exclusions, long periods of absence, or pressures to leave mainstream schooling altogether. This creates learning gaps that follow young people into adulthood, limiting their choices and reinforcing cycles of disadvantage.

YTT’s education work is powerful because it restores trust in learning. By creating a culturally safe environment where children feel wanted, parents feel respected, and staff understand the community, YTT makes education accessible again. Confidence built through literacy and numeracy classes translates directly into life chances: being able to apply for college, pursue a trade, or simply manage day-to-day tasks like forms, applications, and budgeting.

At the same time, this work is fragile. Programmes like Functional Skills rely on additional short-term funding, layered on top of the core support provided by the National Lottery. Without stability, the risk is that children once again lose access to trusted provision that mainstream systems have not provided.

This is why YTT’s education role is not only about teaching – it is about challenging the systemic barriers that push GT children out of education and offering a bridge back into learning, aspiration, and belonging.

Functional Skills.

Our Functional Skills English and Maths programme has been a cornerstone of this work. This provision would not have been possible without the wider support of the National Lottery Community Fund, which provides the stability that allows us to respond to opportunities like this.

The programme has delivered life-changing results. Young people who had been without formal schooling gained access to English and Maths teaching in a trusted, culturally safe environment – something parents consistently told us they could not find elsewhere:

“It builds their confidence, it gives parents a sense of trust because schools have failed them so much. They feel like they are wanted here, they have a place that they belong.”

This year, 11 young people took part, with tailored support ranging from group teaching to one-to-one sessions for Year 11s preparing for college. For many, this was their first experience of formal exams, requiring specialist exam access arrangements and a strong focus on emotional wellbeing. Learners reported tangible improvements in skills and aspirations:

“Feeling good. It’s different, I’ve got more like, more confident. I’ve learned how to read and write a bit more.”

“Here, you can’t really be left out, can you? Like, if I’m struggling with something I can just ask you. I can get help.”

At least three young people progressed into college this year, with others gaining functional literacy and numeracy that will support future employment. One post-16 learner, who had not attended school since primary age, described how Functional Skills created a pathway to university and a career in politics – something that mainstream education had closed off.

The full outcomes and reflections from this programme are captured in a separate report produced with the University of York (May 2025), which documents the progress of learners, staff insights, and parent feedback in detail.

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Achievements and Performance (continued)

Advocacy and System Change.

YTT’s education work is not just about direct delivery, it’s also about changing how the system works for GT children. This year, we became a lead partner in a new local education working group set up in response to our earlier research on Gypsy and Traveller experiences in York. The group is developing:

This advocacy is beginning to shift thinking in local schools, helping them recognise how exclusion, repeated suspensions, and pressures to choose home education disproportionately affect Gypsy and Traveller families.

Where from here?

Education Case Study.

S is 15 years old and came to YTT in March 2023, due to their family looking for educational support. She is Elective Home Education with the family providing a home education, however wanted support from YTT to offer more educational possibilities as she had a secure knowledge of all the educational support that the family could offer without outside help. S doesn’t have many opportunities to socialise with others her age and lacks confidence speaking to young people and professionals alike. She had negative experiences at school, which had impacted on her confidence in educational settings. However, since coming to YTT, it has been evident that S is a bright young lady, with lots of interests and skills that can be developed further. Her family were keen for her to develop her confidence, both in terms of education and socialising.

S participated in an entry to Functional Skills course, presenting a short story she had written and illustrated, demonstrating the English and Maths skills she’d learnt to a small audience. The client then began 1-2-1 sessions from September 2023, focusing on tailoring English and Maths to her interests. To support S’s desire to apply for college and become more comfortable in groups, they were invited to participate in group sessions that focused on developing leadership skills through developing a piece of artwork about GTC history and heritage alongside some peers, which will be shared with the public.

S has been able to explore in detail how their interests are related to Maths and English skills, increasing their confidence in these areas. She feels more settled in an educational setting, describing how 1-2-1 sessions gives her a space to learn, compared to her experience in school where she felt ignored and disengaged. Through the group sessions, S has begun to establish friendships with others, sharing phone numbers so that they can continue chatting and working on the group project outside of YTT.

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Achievements and Performance (continued)

This piece of work demonstrates that by providing 1-2-1 support for young people over a long duration of time, confidence and belonging in educational contexts can be restored. The client has shown considerable progress on an educational and social level, which has been enabled by tailoring support around the individual client and challenging the client’s previous experience of feeling invisible in an educational environment.

“I am very happy. I can see a difference and the help that’s here has been a lifeline as we’ve tried so many places for support, and we were referred to YTT by a friend. We were told we could help her, and you have, it fills that gap where there hasn’t been support and we can see that.” (Client’s Parent)

Public Living Room and Food Stall.

The Public Living Room and food stall have become cornerstones of YTT’s offer – places where people can come without judgement, access practical support, and feel a sense of belonging. Over the past two years, the Public Living Room welcomed 2,211 visits, while the food stall recorded 2,040 visits, showing just how trusted and valued these offers are.

These aren’t just services, they represent safe spaces in two senses. Physically, they’re attached to the YTT centre, itself shaped by recent capital works to make the building more welcoming, accessible, and suitable for multiple uses. This transformation turned YTT from “just an office” into a hub for conversation, wellbeing, and community connection. But there’s also an ethereal safe space created through how we work. People know they can drop in, have a coffee, chat, and not be judged.

“People just come for a break … carers having 30 minutes to themselves and a nice coffee, stress free.”

The food stall provides affordable, healthy food, but it is also a point of contact where relationships start. For some people, coming to pick up food is their first step into engaging with other services or activities. What’s striking is how demand has remained high long after the immediate COVID pandemic. While many similar schemes closed or saw usage decline, our food stall has stayed busy, reflecting both ongoing financial pressures in the community and the trusted relationships built around it.

Even with staffing changes causing some dips in attendance this year, the sense of belonging remained strong. People continued to see these spaces as a constant in a changing environment.

Where from here?

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Achievements and Performance (continued)

Client Perspectives on Community and Change.

This summary is based on informal discussions with clients of YTT (GT and non-GT) attending the Public Living Room / Food Stall and YTT’s Summer Party 2025. It also includes discussions with a long-term volunteer and a representative of York Citizens Advice Bureau during a drop-in session at the Public Living Room.

Informal discussion was carried out into the following areas:

The discussions revealed that over the past five years, YTT has built a strong community around the Public Living Room, and wider programme of activities and events. This community makes a real and, in some cases, lifechanging difference to the lives of those who are part of it in a variety of ways.

Building interconnectedness through food and community.

The Food Stall is a great example of how food can bring people together, fostering conversations and creating a welcoming atmosphere for everyone to join in. Clients felt that the Public Living Room and Food Stall had positively impacted perceptions of GT communities within local non-GT communities. The Food Stall, open to everyone, has been a prominent feature of the local community for the past five years. It has become a widely used space for local non-GT residents, fostering a sense of community and interconnectedness. The relaxed and open environment encourages non-GT and GT residents to meet without an agenda, simply to build a connection through regular interactions and a sense of togetherness.

“I’ve had comments from people from non-GT communities who come and at first didn’t realise that they were welcome and who maybe hadn’t met gypsies or travellers before and now sit and chat together.” (Volunteer)

“The Food Stall shows that the travelling community don’t just supporting travellers. It breaks down the notion that travellers just support their own.” (Client)

“It’s a really welcoming environment. Most people who use it are non-travellers.” (Client)

“The Food Stall is good for people locally and in the community. People really need it. Being able to get fresh fruit and veg makes a difference.” (Client)

“The Food Stall shows that the travelling community is not just about supporting travellers.” (Client)

“People trying new recipes, the food sparks different conversations. Jenny bought courgettes from her garden in, and we talked about how to use them. Then came back the next week and told one another how we had cooked them.” (Volunteer)

Another reason the Food Stall has become so important to YTT, and the local community was for enabling local people and partner organisations to support others. Individuals, including local residents like students, contribute by sharing excess food and items like clothes and toys. Local partners, such as Edible York Abundance’s fruit picking project, also provide surplus fruit.

“The Food Stall has definitely become a community thing, where people can not only come and get help, but they can do a bit to help others. For example, people drop bread and vegetables.” (Volunteer)

“It has built a community, people drop things off, swap things.” (Client)

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Achievements and Performance (continued)

Along with the open, friendly environment of the Public Living Room, its regularity and consistency are key to building the sense of interconnectedness. Clients felt that one of the main ways that YTT has made a difference to them was by being a constant, positive presence.

“The Food Stall usually gets between 13 and 20 people on average each week. We also give out food parcels to the GT and non-GT community during Christmas, shoes throughout winter, and toys for children at Christmas.” (Volunteer)

“A lot of people rely on the Food Stall.” (Client)

YTT staff are open, helpful, and approachable, which fosters trust and builds community.

Feedback confirmed that staff at YTT play a pivotal role in the development of the strong sense of community that characterises the organisation. The open, friendly manner and respectful treatment of all who entered fosters a culture of relationship-building, creating a welcoming environment for all.

“YTT has helped me in lots of different areas. I’ve been coming for 5 years, and the team goes above and beyond to help. There’s an openness about them [staff] that makes it easy to trust them.” (Client)

“YTT has helped me in lots of different areas. I’ve been coming for 5 years. The staff make a real difference, they go above and beyond to help.” (Client)

“There’s a sense of community and that’s down to staff. They’re all so approachable. It doesn’t feel like it’s staff and us, you all feel like one.” (Client)

“There are good people here. I’ve been coming a month. It’s good to talk to them.” (Client)

“The staff give you lots of support and encouragement, that had made a real difference to me and my confidence.” (Client)

Food stall is an effective access point for clients.

Clients confirmed that the Food Stall was what initially got them through YTT’s front doors and their introduction to the team. However, for others, it was the reason they used to connect to the organisation, even though they were seeking help in areas other than the provision of food.

“I didn’t really come for the food; I came to speak to someone about what was going on with my husband.” (Client)

“YTT has really made a difference to my life. This was through the food stall at first. It’s easy, convenient and so good that they do it for people. That’s what got me through the door but once I felt safe here, I realised they could help me in other areas, areas that I wouldn’t feel comfortable talking about with friends or family and that really needed expert help.” (Client)

“I was shy when I first came but I needed the food. I didn’t stay for a drink at first but after a few weeks of recognising the same faces and feeling more at ease, I stayed for a coffee and that was it. It wasn’t long before I felt comfortable and started to look forward to coming for a good chat.” (Client)

“Some people who come to the food stall, stay for coffee, then start to come to events and trips.” (Volunteer)

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Achievements and Performance (continued)

“I hadn’t really known that I could get support with the things I was struggling with until I started talking to staff about my situation. I recognise now just how helpful have been and how things would have been even more difficult without their help.” (Client)

Many of the clients spoken to explained that when they first came to YTT they were (and in many cases continue to) experience difficult situations that require expert advice and support. However, some clients were not always aware that they could access support until they were offered it. Whether it be financial or housing difficulties, education or day to day requirements of modern life such as form filling, correspondence with education and council departments, managing family dynamics and relationships, mental health and wellbeing, clients confirmed the team at YTT were on hand to help them navigate these challenges. Once they had built that trust and received help, clients were more inclined to proactively seek assistance.

Clients see the Public Living Room and YTT as a safe space to connect and get support.

Over the past five years the Public Living Room has developed into an environment that clients see as a safe space where they can talk about a range of areas, they might need help with. A recurrent theme amongst attendees was how comfortable they feel there and how access to a friendly ear was something that they valued.

“The Living Room is somewhere to come to have a chat, connect and have a moan about stuff to a friendly ear. It’s important in that sense, it’s somewhere you can come and talk openly in a safe space and as well as support you, they can direct you to other places you can get l help and guidance.” (Client)

“It’s like a second home for people.” (Client)

“This is my place. My husband is sick, and I’ve gone from working full time to being a full-time carer. I just love coming. It’s not just about the food; it’s the people and the place. It’s close to home so if anything goes wrong, I can get home quickly. They’ve seen me happy and sad and everything in between. That speaks volumes. This is somewhere I can be myself and that is something special.” (Client)

Signposting and providing access to other support organisations was identified as something that had made a real difference to clients.

“Citizen advice comes three days a week, it’s so good to be able to speak to them if you need to.” (Client)

YTT has embedded inclusive approaches when providing practical support.

Feedback confirmed that the practical support offered by YTT through the Food Stall makes a real difference to people’s lives. It helps them get by, but it also makes them feel valued and boosts their self-esteem. The measures implemented by staff to remove any stigma clients might feel were acknowledged as a key differentiator of the YTT Food Stall compared to other organisations’ food banks and stalls.

“There’s no queuing or discrimination like you get at other food stalls. Here you genuinely feel it is for everyone.” (Client)

“No queuing or discrimination which you can experience at other food banks.” (Client)

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Achievements and Performance (continued)

YTT community is evolving and growing.

One of the factors that contributes to YTT’s uniqueness is its growing community, which combines long-standing clients with new attendees. This creates a real feeling of inclusivity, as clients actively contribute to the welcoming environment and go to great lengths to make new people feel welcome. In doing so, they not only make a difference to new attendees but their sense of belonging at YTT is strengthened by enabling them to extend a welcome and sense of kindness that was extended to them.

“This community is growing all of the time. We all do our bit to make new people feel welcome.” (Client)

“Asylum seekers / some people who come to food bank come to events. We try to make everyone feel welcome. You don’t always get that at other Food Stalls and I don’t go to them now. I prefer to just come here.” (Client)

Social function of YTT and the Public Living Room.

It was acknowledged that the social function of the Public Living Room has made a real difference to clients accessing provision including the Food Stall. Feedback confirmed that it has helped people combat isolation.

Practical support with reading and writing.

Some clients who were unable to read or write expressed their appreciation for the support they receive with administrative tasks and correspondence.

“People ask about all sorts and we can refer them to whatever might help them. For example, I referred someone to the new girl’s group in Rowntree Park. I know what’s going on around York and can tell people about things.” (Volunteer)

Making a real difference to people’s mental health.

Feedback confirmed the immense difference YTT’s support has made to client’s emotional wellbeing and mental health from boosting confidence to making people feel they can keep going.

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Achievements and Performance (continued)

“It has helped my daughter with her mental health. Would like to see more groups happening in the future.” (Client)

“YTT has increased my confidence. The support and encouragement you get is so important. I’d be lost without it.” (Client)

“It made me happy and great.” (Client)

“Helped me feel confident and safe.” (Client)

Catch up club.

Catch-Up Club remains one of YTT’s longest running and most valued groups, offering a safe, welcoming space specifically for Gypsy and Traveller women. Each week, women gather to cook, craft, chat and support one another, providing informal peer support that often leads to wider engagement with our services.

“It’s their space to come and bicker and have a chat … it brightens my days.”

This year has seen growth and change. The group has doubled in size compared to the previous year, now averaging around 15 regular participants each week, including women who hadn’t previously engaged with YTT. There’s a stronger sense of ownership too. Sociocratic decision-making has been piloted, giving members control of a small budget for trips and activities, and shifting the culture from staff-led to community-led.

For many, Catch-Up Club has become a stepping stone into other opportunities – whether wellbeing support, casework, or volunteering. It provides a trusted environment where people can express vulnerability without fear of judgement, build confidence, and develop new skills. As one staff member reflected:

“It’s a safe space for whatever they’re feeling that day from chatting with other women, to unwinding if home life is stressful, to cooking and making crafts. They feel listened to and that their voice matters.”

Where from here?

Partner Perspectives.

To mark the end of the five-year Safe Space Project and look ahead to the next stage of our development, we asked our partners to reflect on what working with YTT has meant to them, over the past year and across the full five-year period. The survey reached across local authorities, health and education services, the police, voluntary organisations, universities, and national networks. To-date 17 partners responded, giving a rich picture of our impact and our relationships.

What came through most strongly was the sense that YTT is a vital, trusted and unique organisation. Many described us as the only local charity dedicated to GTC, one that combines practical frontline support with a powerful advocacy voice. One partner described us as “warm, welcoming, open and informed – a powerful advocate for Gypsy and Traveller Communities in York and beyond.” Another commented on our ability to translate experience on the ground into wider change, calling YTT “authentic and informed, generous in sharing learning and collaborating on national projects and policy change.”

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Achievements and Performance (continued)

Collaboration has been wide-ranging and flexible. Partners spoke about working together on joint projects and funding bids, on advocacy and casework support, on referrals and signposting, and on training or shared learning sessions. Many said that YTT had become their first point of contact for advice or insight when they were unsure how to reach or support GTC. This depth of collaboration has meant that our expertise is helping to shape how partners work, not just on individual cases but on their systems and strategies.

Almost two-thirds of respondents said their organisations had changed how they work because of collaborating with YTT. Some spoke about redesigning services to build trust before delivering them. Others highlighted changes to consultation and planning processes to ensure that GT voices are heard from the start, and some even noted shifts in policy and practice – for example around roadside stopping, school inclusion, and health access. One university partner explained that their entire approach to research with GTC has been informed by collaboration with YTT.

Partners consistently highlighted what they felt enabled these achievements: strong personal relationships, the openness and approachability of staff, and leadership that is honest and authentic. Several noted the proactive, “can-do” and approachable attitude of YTT’s Chief Executive as a key enabler of collaboration.

There were challenges too. Some mentioned that staffing changes and capacity pressures, particularly this past year, sometimes slowed response times or limited what could be done. But these were framed as shared challenges rather than barriers, and there was recognition of the resilience and commitment that allowed collaboration to continue despite pressures.

When asked about YTT’s most significant contributions, partners focused on two main areas: support for individuals - – often described as trusted, culturally safe and life changing – and influence on systems – from shaping education approaches and mental health access to challenging discrimination and promoting inclusion. The research and partnership work on education, in particular, was mentioned as a breakthrough, alongside YTT’s growing voice in health inequality work and national policy.

Looking forward, partners were clear that they want these relationships to deepen. They called for continued collaboration on youth, education, and wellbeing; for YTT to scale up training and awareness-raising across services; and for our expertise to be embedded in inclusive service design, including York’s emerging 10-Year Health Plan. As one health partner put it, “YTT should be a key partner in delivering the 10-Year Health Plan by co-designing services, supporting outreach, and helping reduce health inequalities for Gypsy and Traveller communities.”

Overall, the survey paints a picture of an organisation that is trusted, respected and seen as essential to inclusion work in York and beyond. It shows how, over five years, YTT has grown from a primarily local support provider into a strategic partner and influencer while still keeping the community at its heart.

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Achievements and Performance (continued)

Client Survey.

This year we launched our new annual client reflection survey to hear directly from people who use our services. We received 55 responses, giving us the richest insight yet into how YTT is experienced and what matters most to the community.

Headline findings.

Experience of accessing support.

Respondents engage with YTT in many different ways, showing the breadth of its offer. The most common experiences were attending community events (55%), receiving advice or casework support (53%), and speaking to someone about mental health (51%). Nearly half (47%) joined a group or activity, and more than a third (36%) visited the Public Living Room or food stall. Four in ten (40%) sought help around school or education.

A small number (13%) completed the survey on behalf of a family member, showing the ripple effect of YTT’s support. This paints a picture of YTT as both a practical support service and a social space, meeting needs across casework, education, mental health, and community connection.

Getting help and support.

Almost everyone said it was straightforward to get help. Half (49%) found it “very easy” and a further 42% said it was “quite easy”. Only 9% found it “a bit difficult,” and no one said it was “very difficult”.

This shows YTT is highly accessible and approachable, removing barriers that GT families often face in mainstream services.

Describing YTT in three words.

When asked for three words to describe YTT, clients most often said helpful, supportive, friendly, caring, welcoming, kind, practical, and reliable.

Others highlighted values such as trustworthy, honest, respectful, safe, inclusive, and understanding, while some used more emotive words: “life changing,” “amazing,” “brilliant,” “comforting.”

Together, these words show YTT is not only a place of advice, but a safe, trustworthy, and caring community anchor.

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Building confidence.

YTT makes a clear difference to people’s confidence. Just over half (51%) said they felt “a lot more confident” and a further 47% felt “a bit more confident”. Only one respondent (2%) said they did not feel more confident.

Confidence is more than just a positive feeling. For Gypsy and Traveller families it is often the first step towards breaking down long-standing barriers. Many people have faced discrimination or felt judged when trying to access schools, health services, housing, or support from statutory agencies. This can erode self-belief and stop families from seeking help at all.

When YTT helps people to feel more confident, it means they are better able to speak up, ask questions, and challenge unfair treatment. It enables parents to advocate for their children’s education, approach a GP about mental health, or apply for housing support – everyday actions that make a real difference to family life. Confidence also has a ripple effect: one person’s self-belief can encourage others in the community to do the same, spreading the impact more widely.

This makes confidence a foundational outcome for YTT. The fact that 98% of respondents reported feeling more confident after support is strong evidence that the organisation is not only providing immediate help but also equipping families with the belief and tools, they need to overcome systemic disadvantage.

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Achievements and Performance (continued)

What made the most difference.

When asked what had made the most difference, families highlighted two things: practical guidance and emotional support in a safe community space.

Education support – mentioned by around half of respondents (50%):

“Getting clear advice for my children’s education and future opportunities.”

“Help with my child’s school applications.”

Safe, welcoming spaces – raised by around a third (35%):

“Having somewhere safe to go together.”

Trust and reassurance – around one in four (25%):

“Honesty and trust are offered without question and if the team aren’t able to help, they find the pathway that’s needed.”

Mental health support – a smaller group (10–15%):

“They have helped out with my child’s mental health, and I now know where to go and what to do when we need help.”

Families consistently valued YTT not only for solving immediate problems but for providing long-term reassurance, safety, and trust.

What YTT could do better or differently?

Most people were satisfied as things stand – around one in five respondents said “nothing” should change.

Among those suggesting improvements, themes were:

These are not criticisms of YTT’s current approach but reflect capacity and resourcing pressures. Families simply want more of what YTT already provides.

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Achievements and Performance (continued)

Changes over the past five years.

The majority of respondents had noticed positive change over time, describing YTT as more organised, more visible, and offering a wider range of activities.

Overall, YTT is seen as growing stronger, more professional, and more connected.

Plans for Future Periods

Future priorities.

When asked about the future, families gave a wide range of ideas, but three clear priorities emerged:

  1. More youth and children’s activities (sports clubs, homework clubs, after-school / holiday activities) – mentioned by about half (50%).

  2. More mental health and wellbeing support (counselling, peer support, mindfulness, stress workshops) – around a third (30%).

  3. More family trips and community events (outings, cultural festivals, family fun days) – around a third (35%).

The priorities families highlighted are more than just a wish list, they reveal important shifts in what Gypsy and Traveller families want for themselves and their children.

The strong call for youth and children’s activities shows parents looking beyond immediate needs and towards the future. By asking for sports clubs, homework support, and after-school activities, families are signalling a desire to give the next generation better chances to succeed and belong. This reflects a commitment to breaking the cycle of exclusion by building skills, confidence, and opportunities for children and young people.

The demand for mental health and wellbeing support is also significant. Research has shown that poor mental health is a major issue in Gypsy and Traveller communities, but stigma and mistrust have often stopped people from talking about it openly. The fact that families now name counselling, peer support, and stress workshops as priorities shows both a cultural shift and the trust YTT has built. People feel safe enough here to voice what has too often been left unspoken.

Finally, the emphasis on family trips, cultural celebrations, and community events underlines YTT’s role as more than a service provider. Families want spaces to gather, share experiences, and celebrate identity together. This highlights YTT’s role as a community anchor, strengthening resilience and pride as well as providing practical help.

Taken together, these priorities point to YTT’s potential to support generational change, improved wellbeing, and stronger cultural identity – building not only services but a foundation for lasting community empowerment.

Recommendation and trust.

Finally, every single respondent said they would recommend YTT to other families, a 100% endorsement. This unanimity highlights YTT’s unique standing and reputation: trusted, credible, and valued by the community it serves.

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Plans for future periods

Strengthening Our Evaluation and Impact.

This report gives examples of what YTT has achieved, but it also highlights where our evidence has gaps. Staffing changes, limits in data capture, and the sensitivity of collecting information within Gypsy and Traveller Community have meant that some of the impact we know has been made is not yet fully documented. The learning from this is clear: if we want to sustain and grow our services, we need to embed stronger, community-led approaches to evaluation and impact from the start of the new project.

Our plan is to build this step by step. In the new financial year, we will work with staff and community members to co-create a simple Theory of Change for our organisation and each of its activities that reflect the outcomes that matter most – trust, safety, wellbeing, and pride in identity. Together, we will co-design tools that make sense to our community, from short surveys and reflective conversations to visual methods and story cards. With direct support from evaluation consultants, staff will be guided through the first cycles of data collection, reflection and reporting, so that evaluation is modelled and embedded in everyday practice.

This will be matched by new ways of sharing and interpreting learning. Staff, trustees and community members will come together each quarter to look at findings and decide what they mean. Simple “evaluation digests” – one-page visual summaries with key stats and quotes – will be produced for internal use, while accessible versions for the community will be tested through updates, storyboards and validation sessions asking: “Does this reflect your experience?”

Moving forward, these approaches will be refined and formalised. Outcome indicators and evaluation measures / tools will be integrated into our Case Management System – Lamplight, SMS / WhatsApp feedback will be trialled, and evaluation reflection will become a standing part of staff and trustee meetings. Evaluation will no longer be a separate task but part of YTT’s culture and governance, giving us the confidence to publish regular impact digests and position YTT as a credible, evidence-based organisation.

This staged approach will help us do three things:

Conclusion.

This year has reminded us how much we depend on people. Staffing changes and absences inevitably affected our capacity, with dips in attendance showing how fragile services can become without a consistent team. For a small organisation like YTT, the skills, commitment, and stability of our staff are essential: they are the ones who build trust, hold relationships, and ensure continuity for families who already face instability elsewhere. When staff are in place and supported, services thrive. When they are stretched or absent, the impact is immediate.

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Plans for future periods (continued)

That learning shapes our priorities going forward. We know we need to continue strengthening our workforce – building clear pathways for Gypsy and Traveller staff into roles and leadership, investing in skills and wellbeing, and ensuring the organisation has enough capacity to deliver reliably as well as to influence strategically. Consistency and skilled staffing are not just operational issues: they are core to sustaining trust with our community.

Alongside this, we are committed to embedding a new, co-created evaluation approach. By making reflection, feedback, and evidence part of our daily practice, we will not only strengthen our accountability but also make sure YTT continues to adapt and grow in ways that are shaped by the voices of Gypsy and Traveller people themselves.

As we look to the future, we see YTT’s role as both practical and transformative: a safe space in York where families can find help, belonging and opportunity, and a trusted voice that influences change locally and nationally. The next phase will bring new challenges, but also new possibilities, and with the community alongside us, we are ready.

Financial Review

Income increased significantly during the year as the work programme develops and additional grants are obtained (£356,767 from £283,786 in 2024). Expenditure, however, has not matched this increase in income, seeing a decrease overall. This is largely due to a decrease in expenditure on activities and outings, planning work and depreciation. Expenditure on wages and salaries, however, has increased. This resulted in a significant surplus of £90,855 (£2,924 in 2024) and a rise in net current assets to £210,918 (£128,245 in 2024).

Reserves Policy

The Trustees have agreed that the target level of reserves should be limited to three months running costs. In the current period these costs would be in the order of £66,500. Free reserves, being unrestricted funds not committed to fixed assets, amounted to £100,858 (2024 - £75,145). Reserves at the year end were in excess of the reserves policy and will be applied to the charitable purposes.

Funds materially in deficit

None

Declaration

Approved by the Board of Trustees on 24 November 2025 and signed on its behalf by:

Patrick O’Kelly Chair

Stephen Pittam Treasurer

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INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF

YORK TRAVELLERS TRUST

I report to the trustees on my examination of the accounts of York Travellers Trust for the year ended 31 March 2025.

This report is made solely to the Charity's Trustees, as a body, in accordance with Section 154 of the Charities Act 2011. My independent examination work has been undertaken so that I might state to the Charity's Trustees those matters I am required to state to them in an Independent Examiner's Report and for no other purpose. To the fullest extent permitted by law, I do not accept or assume responsibility to anyone other than the Charity and the Charity's Trustees as a body, for my independent examination work, for this report, or for the opinions I have formed.

Responsibilities and basis of report

As the charity trustees of the Trust 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

Since the Charity’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the Trust as required by section 130 of the Act; or

  2. the accounts do not accord with those records; or

  3. the accounts do 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.

Adrian Rodaway BA, BFP, FCA, DChA HPH, Chartered Accountants 54 Bootham YORK YO30 7XZ

24 November 2025

30

YORK TRAVELLERS TRUST STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025

Note
Income and endowments from:
Donations and legacies
2
Charitable activities
3
Investments
Total Income
Expenditure on:
Charitable activities
Total Expenditure
5
Net Income
4
Transfers between funds
Net movement in funds
Total funds brought forward at 1 April
2024
Total funds carried forward at 31
March 2025		 Unrestricted
Funds
£
41,070
9,273
1,254		 Restricted
Funds
£
279,793
25,377
-		 Total
2025
£
320,863
34,650
1,254		 Total
2024
£
273,075
9,685
1,026
51,597 305,170 356,767 283,786
36,520 229,392 265,912 280,862
36,520 229,392 265,912 280,862
15,077 75,778 90,855 2,924
18,818 (18,818) - -
33,895 56,960 90,855 2,924
113,235 53,100 166,335 163,411
£ 147,130 £ 110,060 £ 257,190 £ 166,335

The notes on pages 33 to 41 form part of these accounts.

31

YORK TRAVELLERS TRUST BALANCE SHEET AS AT 31 MARCH 2025

Charity number: 1189827

Notes
Fixed assets:
Tangible assets
8
Current assets:
Cash at bank and in hand
Debtors
9
Liabilities:
10
Net current assets
Total assets less current liabilities
Total Net Assets
The funds of the charity:
Unrestricted funds
12
Restricted funds
13
Total Charity Funds
Creditors: amounts falling due within one year		 Total
2025
£
46,272		 Total
2024
£
38,090
213,132
26,148		 142,262
44,690
239,280 186,952
(28,362) (58,707)
210,918 128,245
257,190 166,335
£ 257,190 £ 166,335
147,130
110,060		 113,235
53,100
£ 257,190 £ 166,335

Approved by the Trustees on 24 November 2025 and signed on their behalf by:

Patrick O'Kelly Chair

The notes on pages 33 to 41 form part of these accounts.

32

YORK TRAVELLERS TRUST NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES

a) Basis of preparation

The Accounts 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 or Ireland (FRS 102) (effective 1 January 2019) - (Charites SORP (FRS 102)).

York Travellers Trust meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s).

The principal address of the Charity is: 20 Falsgrave Crescent, York, YO30 7AZ

b) Preparation of accounts on a going concern basis

The Trustees have a reasonable expectation that the Charity has sufficient resources to be able to continue in existence for the foreseeable. They believe that the going concern basis is appropriate in the preparing the financial statements.

c) Funds structure

Unrestricted funds are funds which can be used in accordance with the charitable objects at the discretion of the Trustees. Restricted funds represent funds received for purposes restricted by the wishes of the donor.

d) Income

Income is recognised when the Charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be reliably measured.

e) Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Expenditure on charitable activities relates to activities undertaken to further the purposes of the charity and includes their associated support costs.

f) Taxation

As a registered charity, the Charity is exempt from the payment of income tax in respect of its charitable activities.

g) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

h) Creditors and provisions

Creditors and provisions are recognised where the Charity has a present obligation resulting from a past event that will probably result in a transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

33

YORK TRAVELLERS TRUST NOTES TO THE ACCOUNTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

1. ACCOUNTING POLICIES (continued)

i) Fixed assets

Tangible fixed assets

Individual fixed assets are capitalised if they can be used for more than one year and cost at least £200. They are valued at cost or, if gifted, at the value on receipt.

Depreciation

Depreciation is calculated at a rate to write off the cost of tangible fixed assets on a straight line basis over their estimated useful lives. The rates applied are as follows:

Fixtures and fittings

Office and other equipment

Between 0.7% and 2.1% per month straight line - over the remaining term of the property lease

20% per annum straight line

j) Pension scheme

The charity pays defined contributions into personal pension plans for its employees. Pension costs are charged to the SOFA and represent the contributions payable by the charity in the year.

2. DONATIONS AND LEGACIES

Grants
Other donations		 Unrestricted
Restricted
Total
Funds
Funds
2025
£
£
£
40,261
279,598
319,859
809
195
1,004
£ 41,070
£ 279,793
£ 320,863		 Total
2024
£
271,014
2,061
£ 273,075

In 2024, income from donations and legacies amounting to £216,805 related to restricted funds.

3 CHARITABLE ACTIVITIES

HARITABLE ACTIVITIES
Unrestricted Restricted Total Total
Funds Funds 2025 2024
£ £ £ £
Consultancy and other income £ 9,273 £ 25,377 £ 34,650 £ 9,685

In 2024, other income of £1,236 related to restricted funds.

4. NET INCOME/EXPENDITURE FOR THE YEAR

ET INCOME/EXPENDITURE FOR THE YEAR
The surplus for the year is stated after charging: 2025 2024
£ £
Depreciation 16,414 27,383
Independent Examiner's remuneration 1,620 1,500
Other fees paid to Examiner 2,393 2,447

34

YORK TRAVELLERS TRUST NOTES TO THE ACCOUNTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

5. TOTAL EXPENDITURE

TOTAL EXPENDITURE
Charitable activities
Wages and salaries
Staff and volunteer expenses
Sessional work
Activities and outings
Client travel
Governance costs:
Independent examiner's fees
Support costs:
Consultancy and advice
Rent and rates
Insurance
Heating and lighting
Office costs
Subscriptions
Repairs and maintenance
Professional fees
Sundry expenses
IT support and training
Training, development & wellbeing
Planning work
Depreciation
Total support costs
Total expenditure on charitable activities		 Unrestricted
Funds
£
-
2,545
-
-
-		 Restricted
Funds
£
156,454
1,458
6,805
18,686
1,292		 Total
2025
£
156,454
4,003
6,805
18,686
1,292		 Total
2024
£
143,430
4,522
10,179
24,953
-
2,545 184,695 187,240 183,084
1,620 - 1,620 1,500
2,643
-
-
-
-
-
-
2,393
913
-
2,676
7,316
16,414		 3,315
14,213
3,468
5,173
12,221
467
4,646
-
-
456
738
-		 5,958
14,213
3,468
5,173
12,221
467
4,646
2,393
913
456
3,414
7,316
16,414		 5,800
13,704
1,579
4,868
13,371
481
6,583
2,447
1,534
385
4,713
13,430

27,383
32,355 44,697 77,052 96,278
£ 36,520 £ 229,392 £ 265,912 £ 280,862

In 2024, expenditure on charitable activities amounting to £190,798 related to restricted funds.

35

YORK TRAVELLERS TRUST NOTES TO THE ACCOUNTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

6. STAFF COSTS AND TRUSTEES' REMUNERATION

STAFF COSTS AND TRUSTEES' REMUNERATION
Gross salaries and wages
Employer's NIC
Employer's pension contributions		 2025
£
144,004
5,511
6,939
£ 156,454		 2024
£
133,065
4,201
6,164
£ 143,430

The average number of employees in the year was 8 (2024 - 7) . There were no employees with emoluments above £60,000 in the year (2024 - none).

No remuneration, benefits or expenses were received by any of the Trustees who held posts during the year in respect of their services to the charity.

The key management personnel of the charity comprise the Directors/Trustees, the Director (CEO), Community Development Lead and Centre Manager. The total employee benefits of the key management personnel were £94,960 (2024 - £101,989).

7. RELATED PARTY TRANSACTIONS

There were no related party transactions in the period.

8. FIXED ASSETS

Cost:
At 1 April 2024
Additions
At 31 March 2025
Depreciation:
At 1 April 2024
Charge for the year
At 31 March 2025
Net book values
31 March 2025
31 March 2024		 Office
and other
equipment
£
9,235
978
10,213
5,011
2,043
7,054
£ 3,159
£ 4,224		 Fixtures
& fittings
(Building
improvements)
£
104,565
23,618
128,183
70,699
14,371
85,070
£ 43,113
£ 33,866		 Total
£
113,800
24,596
138,396
75,710
16,414
92,124
£ 46,272
£ 38,090

All fixed assets relate to unrestricted funds.

36

YORK TRAVELLERS TRUST NOTES TO THE ACCOUNTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

9.
DEBTORS
Trade debtors
All debtors relate to unrestricted funds.
10. CREDITORS: amounts falling due within one year
Trade creditors
Taxation and social security
Other creditors
Accruals and deferred income
Creditors totalling £13,316 (2024 - £nil) relate to restricted funds.
11.
DEFERRED INCOME
Grants received in advance
Balance at 1 April
Released to statement of financial activities
Deferred in the period
Balance at 31 March
12. UNRESTRICTED FUNDS
Current year
Balance b/f
Incoming
Resources
01/04/2024
Resources
Expended
General
£ 113,235
£ 51,597
£ ( 36,520)
Comparative year
Balance b/f
Incoming
Resources
01/04/2023
Resources
Expended
General
£ 138,313
£ 65,745
£ ( 90,064)		 9.
DEBTORS
Trade debtors
All debtors relate to unrestricted funds.
10. CREDITORS: amounts falling due within one year
Trade creditors
Taxation and social security
Other creditors
Accruals and deferred income
Creditors totalling £13,316 (2024 - £nil) relate to restricted funds.
11.
DEFERRED INCOME
Grants received in advance
Balance at 1 April
Released to statement of financial activities
Deferred in the period
Balance at 31 March
12. UNRESTRICTED FUNDS
Current year
Balance b/f
Incoming
Resources
01/04/2024
Resources
Expended
General
£ 113,235
£ 51,597
£ ( 36,520)
Comparative year
Balance b/f
Incoming
Resources
01/04/2023
Resources
Expended
General
£ 138,313
£ 65,745
£ ( 90,064)		 9.
DEBTORS
Trade debtors
All debtors relate to unrestricted funds.
10. CREDITORS: amounts falling due within one year
Trade creditors
Taxation and social security
Other creditors
Accruals and deferred income
Creditors totalling £13,316 (2024 - £nil) relate to restricted funds.
11.
DEFERRED INCOME
Grants received in advance
Balance at 1 April
Released to statement of financial activities
Deferred in the period
Balance at 31 March
12. UNRESTRICTED FUNDS
Current year
Balance b/f
Incoming
Resources
01/04/2024
Resources
Expended
General
£ 113,235
£ 51,597
£ ( 36,520)
Comparative year
Balance b/f
Incoming
Resources
01/04/2023
Resources
Expended
General
£ 138,313
£ 65,745
£ ( 90,064)		 Total
2025
£
£ 26,148
Total
2025
£
10,571
1,506
793
15,492
£ 28,362
Total
2025
£
49,458
(49,458)
-
13,316
£ 13,316
Transfers
£ 18,818
Transfers
£ ( 759)		 Total
2024
£
£ 44,690
Total
2024
£
3,824
2,179
1,215
51,489
£ 58,707
Total
2024
£
-
-
-
49,458
£ 49,458
Balance c/f
31/03/2025
£ 147,130
Incoming
Resources
£ 65,745		 Resources
Expended
£ ( 90,064)		 Balance c/f
31/03/2024
£ 113,235

37

YORK TRAVELLERS TRUST NOTES TO THE ACCOUNTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

13. RESTRICTED FUNDS

RESTRICTED FUNDS
Current year Balance b/f Incoming Resources Balance c/f
01/04/2024 Resources Expended Transfers 31/03/2025
£ £ £ £ £
Allen Lane - 7,500 (4,924) - 2,576
Barrow Cadbury 1,747 6,000 (7,747) - -
City of York Council
- Education (805) 1,200 (726) 331 -
- Good Warm Space 366 - (513) 147 -
- HAF Easter 2,090 - - - 2,090
- HAF Summer 2,764 - (299) - 2,465
- Home Energy Advice - 11,176 (11,176) - -
Esmée Fairbairn Foundation - 45,833 (9,681) - 36,152
Groundwork - 18,616 - (18,616) -
Moving for Change
- Governance - 5,000 (1,193) - 3,807
- GRTHM - 500 (500) - -
- Cost of living (1,644) 10,667 (9,023) - -
- Mentee 4,278 17,692 (21,970) - -
National Lottery Community
Fund 14,261 95,542 (91,652) - 18,151
NIHR -
- Hidden Troubles - - (2,316) - (2,316)
- Mental Health - 24,178 (7,598) - 16,580
Reaching Out 4,510 - - - 4,510
Roadside Futures Project 9,587 21,956 (27,043) - 4,500
Trailblazers 2,851 - (2,171) (680) -
Two Ridings Foundation
- Betty's Family Fund 2,889 - (560) - 2,329
- Cost of Living 3,825 2,222 (722) - 5,325
- MBSR Therapy 523 - - - 523
University of York
- Education Research 1,671 - (1,671) - -
- Youth Work/Skills (498) 17,754 (15,592) - 1,664
York CVS 3,062 19,334 (11,978) - 10,418
York Mind 1,623 - (337) - 1,286
£ 53,100
 £ 305,170
 £ (229,392)
 £ ( 18,818) £ 110,060

38

YORK TRAVELLERS TRUST NOTES TO THE ACCOUNTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

13. RESTRICTED FUNDS (CONTINUED)

ESTRICTED FUNDS (CONTINUED) ESTRICTED FUNDS (CONTINUED)
Comparative year
Balance b/f
01/04/2023
£
Barrow Cadbury
-
City of York Council
- Education
-
- Good Warm Space
-
- HAF Easter
2,339
- HAF Summer
-
- Ward Funding
1,123
Inspiring Choices
-
Joseph Rowntree Foundation
2,164
Moving for Change
- Goverance
-
- Cost of living
-
- Local plan project
-
- Mentee
(3,215)
National Lottery Community
Fund
16,625
Reaching Out
-
Roadside Futures Project
-
Together with Young People
-
Trailblazers
-
Two Ridings Foundation
- Betty's Family Fund
2,889
- Cost of Living
-
- MBSR Therapy
1,190
University of York
- Education Research
-
- Youth Work/Skills
-
York CVS
-
York Mind
1,983
£ 25,098		 Incoming
Resources
£
2,000
600
1,890
649
4,175
-
636
-
-
10,233
10,085
26,983
88,199
9,990
16,189
2,100
3,000
-
9,635
-
6,000
11,597
14,080
-		 Resources
Expended
£
(253)
(1,405)
(1,524)
(898)
(1,411)
(1,278)
(638)
(2,164)
(602)
(11,877)
(10,085)
(19,490)
(90,563)
(5,480)
(6,602)
(2,100)
(149)
-
(5,810)
(667)
(4,329)
(12,095)
(11,018)
(360)		 Transfers
£
-
-
-
-
-
155
2
-
602
-
-
-
-
-
-
-
-
-
-
-
-
-

-
-
£ 759		 Balance c/f
31/03/2024
£
1747
(805)
366
2,090
2,764
-
-
-
-
(1,644)
-
4,278
14,261
4,510
9,587
-
2,851
2,889
3,825
523
1,671
(498)
3,062
1,623
£ 25,098 £ 218,041 £ ( 190,798) £ 53,100

Allen Lane Foundation

Funding towards staffing and development of the Public Living Room.

Barrow Cadbury

Funding towards gathering data to better understand the impact of the justice system on Gypsy, Roma and Traveller young adults and their families.

City of York Council

Education – Funding towards supporting young Gypsies and Travellers in school through developing educational opportunities for young people from York’s Gypsy and Traveller communities.

Good Warm Space – Funding towards maintaining the Public Living Room as a Warm Space during winter and providing food and toiletries to alleviate cost-of-living pressures.

39

YORK TRAVELLERS TRUST NOTES TO THE ACCOUNTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

13. RESTRICTED FUNDS (CONTINUED)

City of York Council (continued)

HAF Easter/Summer/Christmas - Funding towards Holiday Activities and Food for families

Home Energy Advice - Funding towards supporting Gypsy and Traveller community members living on York’s traveller sites to take up home energy use advice.

Ward Funding - Funding towards the Food Stall

Esmée Fairbairn Foundation

Funding towards implementing YTT’s strategic goal to become a truly sociocratic organisation

Groundwork

Capital funding towards improving the energy efficiency of YTT’s community centre building

Inspiring Choices

Funding towards food and travel to support work with young people

Joseph Rowntree Foundation

Funding towards creating a Public Living Room including providing equipment and staff time.

Moving for change

Governance [restricted] – Funding towards administrative support including staffing costs for the Moving for Change organisation.

Cost of Living – Funding towards delivering direct financial support to individuals and families living roadside or in insecure accommodation.

GRTHM - Funding towards a Gypsy Roma Traveller History Month event.

Local Plan Project – Funding towards covering costs in the final stages of YTT’s engagement with the York Local Plan process.

Mentee - Funding towards a Professional Mentorship to recruit and develop a mentee Support Worker.

National Lottery Community Fund

Funding towards staffing costs, staff training, activity costs and IT costs.

NIHR

Hidden Troubles - Collaborative research project exploring suicide risk and suicide prevention within Gypsy and Traveller Communities.

Mental Health - Collaborative research project exploring effective approaches to partnership working with Gypsy, Roma and Traveller communities to co-design accessible services and support for mental health.

Reaching Out

Funding to undertake a research project to evaluate mental wellbeing support YTT provides to Gypsy and Traveller communities.

Roadside Futures Project

Funding towards engaging with City of York Council to develop policy and adoption of Negotiated Stopping and with North Yorkshire Police on the implementation of the PCSC Act provisions on unauthorised encampments.

Together with Young People

Funding towards the Community Development Lead’s time participating in the ‘Holding the Space’ activity.

Trailblazers

Funding towards celebrating the history and heritage of York’s Gypsy and Traveller communities.

40

YORK TRAVELLERS TRUST NOTES TO THE ACCOUNTS - CONTINUED FOR THE YEAR ENDED 31 MARCH 2025

13 RESTRICTED FUNDS (CONTINUED)

Two Ridings Foundation

Betty Family Fund - Funding towards the running of the youth club.

Cost of Living – Funding towards financially supporting families during a cost-of-living crisis. MBSR Therapy - Funding towards a Mindfulness Based Stress Reduction programme.

University of York

Educational Research – Funding to undertake a research project to identify and analyse the experiences of education for York’s Gypsies and Travellers.

Youth Work/Skills – Funding towards providing functional skills support to young people from York’s Gypsy and Traveller communities.

York CVS

Funding towards supporting adults with mental health needs including employment of an Integrated Wellbeing Support Worker.

York Mind

Funding towards the women's wellbeing project.

14. ANALYSIS OF THE CHARITY'S NET ASSETS BY FUND

Unrestricted funds
Restricted funds
Comparative year
Unrestricted funds
Restricted funds		 Fixed
assets
£
46,272
-		 Net current
assets
£
100,858
110,060
210,918
£
Net current
assets
£
75,145
53,100
128,245
£		 2025
Total
£
147,130
110,060
46,272
£		 257,190
£
Fixed
assets
£
38,090
-		 2024
Total
£
113,235
53,100
38,090
£		 166,335
£

41