CENTRAL YMCA TRUSTEES’ ANNUAL REPORT AND ACCOUNTS Year ended 31 July 2022 **----- Start of picture text -----**
1
**----- End of picture text -----**
## CONTENTS |A message from our Chair|3|Wellbeing Overview|33| |---|---|---|---| |A message from our Chief Executive|4|YMCA Awards|37| |Our Purpose, Our Values, Our Mission|5|Community Projects|40| |The Theory of Change|7|Awards Showcase|43| |2021- 2024 Strategy|8|Our Partners|44| |Central YMCA at a Glance|9|Our People|45| |Education Overview|11|Our Commitment to Net Zero|47| |Training Overview|17|Financial Snapshot|48| |YMCA�t Overview|23|Financial Period In Review|50| |Health Overview|28||| Central Young Men’s Christian Association and subsidiary undertakings Trustees’ Annual Report (incorporating the Group Strategic Report) and consolidated �nancial statements Registered charity no. 213121 **----- Start of picture text -----**
2
**----- End of picture text -----**
## Andrew Beal The�￿nancial�year�ending�July�2022�has�been� challenging�for�the�UK�charity�sector�and�for Central�YMCA. When I wrote to you last year, we were optimistic that the lifting of COVID restrictions would result in a gradual return of members to our Club and that our education and training activities would also see a return to more normal trading conditions. The reality has been that some COVID restrictions remained in place until the spring, the recovery disappointed, and footfall in London and other major cities remains below pre-COVID levels. It is still unclear when, if at all, patterns of working and social interaction will return to their previous levels. This uncertainty has been further exacerbated by surging energy prices, the accompanying cost of living crisis and slower economic growth. Many of the people and organisations we support face signi�cant economic hardship and the need for our community programmes has never been greater. However, the Charity has had to absorb signi�cantly higher costs and faced weaker demand across its core income generating activities. This unexpected deterioration in trading conditions, the likelihood that these conditions persist or worsen in the coming year, and the accompanying need to sharpen our focus and reposition ourselves for the future has led the Charity to revisit its strategy. We are undertaking a thorough review of all our activities in order to ensure that we maximise our impact, on behalf of the communities we serve, whilst ensuring the long-term sustainability of the Charity’s �nances. This process involves decisions about how, where and in what form we deliver our services. A review of our property portfolio is also being undertaken to ensure that we deploy our resources as effectively as possible in order to maximise our charitable impact. The Charity entered the rolling crises of the last three years in a healthy position, but COVID and the cost-of-living crisis have now subsequently reduced our reserves. However, we retain signi�cant resources in terms of investments, property and our amazing and dedicated staff and volunteers. The Trustees and Executive team, together with our external advisers, are focused on completing a top-to-bottom review of the Charity early in 2023. We are keenly aware that it is not possible to “cut your way to growth”. Adjustments in strategy are likely to involve repositioning some of our activities as well as investment to ensure that the Charity can serve communities up and down the UK for many years to come. I would like to thank my fellow Trustees and our wonderful team of staff, volunteers and delivery partners who together work so hard to support our communities across the UK. I would particularly like to thank our Chief Executive, Arvinda Gohil, who will be leaving the Charity shortly. Over the coming year, we look forward to continuing to provide the much needed support to our communities, breaking down barriers to new opportunities in life. 3 ## Arvinda Gohil Last�year,�I�was�optimistic�about�the�post-COVID�world.� Nothing�could�be�further�away�from�that�as�we�face�an� existential�crisis�as�a�country�as�well�as�globally. Would you ever have thought that a war on the other side of the world would affect the supply of chlorine to swimming pools and that a country like Russia could hold the rest of the world to ransom on energy supply and therefore its cost, resulting in serious fuel and food poverty right here amongst our friends, neighbours, and family? Despite all the macro issues facing us, organisations such as Central YMCA with decades of history and impact, continue to �nd creative and meaningful ways to support our communities in these most challenging times. Last year, we celebrated our 178th birthday, giving us an opportunity to re�ect on our work since inception and its relevance today. For generations, we have acted as a place of support for our communities; tackling social challenges and creating programmes which re�ect the needs of our society at the time. In lieu of presents, we asked our amazing supporters and Club members to give a gift to those who need it most. Thanks to them, we were able to launch a new Refugee Bursary; giving anyone who is �eeing their home country access to our gym and facilities. The impact of having somewhere safe to go, where you can exercise, �nd childcare, make friends or simply sit and have a hot drink cannot be underestimated. Within our education provision, we continue to nurture learners, have seen some great successes, and continue to see our achievement rates exceed the national average. People like Tommy, one of our Horticulture apprentices who managed to achieve a triple distinction. We are driven by equity, believing that everyone can thrive given the right platform, and so are not afraid to create new initiatives which help achieve this. This year, we listened to women within the �tness industry, which led to YMCA�t creating a new womenonly personal training course providing a safe and empowering environment. I am also delighted to say that our accredited awards are now delivered by 229 approved training providers across the UK and internationally, including Ireland, Spain, Malta and the United Arab Emirates. This year also saw us re-join the national YMCA movement and we have been inspired by the warmth and dedication of all our fellow YMCAs. We cannot wait to work more closely together in the coming years, to support all our communities. Over the last three years, I have been grateful for the support received and the partnerships we have collaborated on across England supporting our mission and purpose. Of particular note for me is the increased focus on supporting diverse communities in all we do and the specialist interventions that have created real change and increased opportunity for people. As I relinquish my tenure here, I am reminded of the privilege I have had to be associated with the legacy of our founder, Sir George Williams, and am con�dent we will be here addressing social needs in another hundred years’ time. I wish my colleagues all the best in their future endeavours and thank them for their support, commitment and passion. 4 ## TRANSFORMING LIVES Living Our Purpose, Our Mission, Our Vision With an ever-shifting social and economic landscape, our services and provisions are more essential and relevant than ever, both for our learners and members. our PURPOSE advancing education, health and wellbeing of our communities’ our MISSION providing real s opportunitie our VISION helping all achieve their full potential our VALUES underpinning everything we do 5 ## OUR VALUES We are driven by equity and believe everyone can thrive. We nurture people to succeed. We are brave, always striving to do the right thing. We are creative, adapting and evolving to tackle today’s challenges. By focusing on the holistic development of our learners and members, we ensure that our operations work together to secure long term success. By providing the most industry-relevant course, the most inspiring mentor and the most secure and safe space, along with a strong supporting foundation of mental health and wellbeing, opportunities for success and long-term impact are even more abundant. 6 ## THE THEORY OF CHANGE 2021—2024 Strategy One year into our three-year strategy, we continue�to�focus�on�ensuring��nancial� viability and long-term sustainability while the needs of our communities remain at the heart of what we do. As an organisation, we continually learn from and adapt to feedback, review aims and resources, and implement viable projects, programmes and support. Just as we have over the past 178 years, we re�ect upon the needs of our communities in an effort to truly create change. From education to mental health and wellbeing, a unique set of circumstances has signi�cantly impacted those who bene�t from and rely upon our services, highlighting key health disparities amongst marginalised groups and calling for a robust strategy in a post-pandemic world. Central YMCA recognises the importance of accessible work trajectories leading toward further education and employment, all under our holistic umbrella; overall health and wellbeing. This is why we do what we do - supporting people with their ambitions and wellbeing to help them lead a ful�lled life. Designed in partnership with UCL 7 ## OUR GOALS IN MOTION ## 2021—2024 STRATEGY ## Embedding diversity and inclusion into everything we do. We have a passion for transforming lives through a blend of Education, Training, Health and Wellbeing—with a vision to enable everyone to achieve their potential, irrespective of their social and cultural background. ## EDUCATION ## TRAINING Offer opportunities to all, to learn and develop. Extend a provision of commercial and charitable activities. Develop skills leading to and generating employment. Support those with additional needs and signi�cant barriers. ## WELLBEING ## HEALTH Provide vibrant, safe spaces that offer wide ranging inclusive programmes and services. Adapt to the changing landscape of our community and individual needs. Deliver expert support, recovery and resilience for those living with long-term health conditions and postCOVID challenges. **----- Start of picture text -----**
8
**----- End of picture text -----**
## EDUCATION & TRAINING AT A GLANCE Total learners across the Charity 1,481 1,180 Total funded learners Quali￿cations�awarded� through�YMCA�Awards 8,827 931 Quali￿cations�awarded� through the Central YMCA **----- Start of picture text -----**
Age Gender
Age
546546 634634 611569 569611
16 – 18 19+ Female Male
**----- End of picture text -----**
**----- Start of picture text -----**
Ethnicity
**----- End of picture text -----**
**----- Start of picture text -----**
27
102
102 111
111 1 11
12
917
917
Asian Black Mixed Not provided Other White
**----- End of picture text -----**
9 ## HEALTH & WELLBEING AT A GLANCE More than180 Young People engaging in our School Programming 175 Members of our Positive Health�Programme� 6,199 Total members engaged across�our�two�Health� & Wellbeing sites **----- Start of picture text -----**
Age
**----- End of picture text -----**
**----- Start of picture text -----**
Gender
**----- End of picture text -----**
## Ethnicity **----- Start of picture text -----**
273 119 205
82
119 20582 107 107
273
12821282 14911491
15011501
25392539 3587 2791
10661066 3587 2791
16691669
21152115
Under 18 16 - 25 26 - 45 46 - 59 Over 60 Male Female Not disclosed Asian Black Mixed
Not provided Other White
**----- End of picture text -----**
Asian Black Mixed Not provided Other White Under 18 16 - 25 26 - 45 46 - 59 Over 60 10 # EDUCATION **----- Start of picture text -----**
11
**----- End of picture text -----**
## EDUCATION With a focus on equity and progression, our education pathways provide a variety of ways to shape the next generation, from Study Programmes to Traineeships. As an alternative to traditional routes, such as college or A Levels, Central YMCA educational provision is often the �rst choice for learners— supporting pre-16 and 16-19-year-olds to develop skills and gain the necessary quali�cations to secure a lasting career. Employers want more than just a quali�cation; they want skilled, work-ready and motivated individuals. Through our provision, which spans a wide range of industries, that’s exactly what our learners become. Study Programme 509 learners Achievement Rate 73% Every individual has unique needs, ambitions and backgrounds, which is why tailoring our offer is key to the success of our learners. Our experienced Tutors and Progression Coordinators work with each learner to identify their interests, pinpoint their goals, and give them the tools to progress with each and every step. ## Progression Pathways **----- Start of picture text -----**
15
15
4444
179
179
**----- End of picture text -----**
## **SECTORS OF DELIVERY** - Fitness and Leisure - Business Administration - Health and Social Care - Customer Service - Early Years and Childcare - Horticulture Education / Further Education Employment Higher Education - Warehousing and Storage - Employability Pre-16 Programme learners Traineeship 29 learners Achievement Rate 93% Programme 13 learners Achievement Rate 92% 12 ## EDUCATION Nurturing our learners towards brighter futures “ The course has helped me to move closer to my dreams of working in the mental health services. “ ## Saf￿yah Health and Social Care learner, Bury ## “ Attending CYMCA has shaped me as a person for the future. Gave me a purpose to carry on and made me feel valued. I have grown as a person. Achieved things I never thought I could. I never thought I would be able to go to college, but I have and I am loving it. I have the determination to either go to university or stay at college, but not sure which route I want to take yet. I am no longer embarrassed about my mental health and have grown not just in con�dence but as a person. This is all due to my time at CYMCA and the support I gained from staff.“ ## Tianna Study Programme learner, Lincoln 13 ## EDUCATION ## 2021/22 - Education Delivery Locations Making an impact across our communities and the country Bedford Moss Side Benchill Norwich Blackpool Oxford Bury Salford Chatham Scunthorpe Doncaster Stockport Dulwich Tooting Farsley Wimborne Ipswich Wirral Leeds Lincoln Little Hulton London Lowestoft Manchester **----- Start of picture text -----**
14
**----- End of picture text -----**
## EDUCATION ## Fitness Training Academy: our 𿿿agship�education�project ## Creating improved access to life-changing opportunities Our Fitness Training Academy (FTA) gives 16-18 year olds the worldclass�skills�and�quali�cations�to�become�personal�trainers.�More�than�just� a�quali�cation,�the�FTA�is�a�unique,�practical�and�inclusive�career�path� that gives young people a sense of belonging. Over the past three years, we partnered with Nike to create a course that gives young people the knowledge and con�dence to become skilled Personal Trainers, to continue to inspire the community and move the �tness industry forwards in an equitable manner. Designed for the next generation of Personal Trainers, we are bridging the gap between the classroom and the real world while empowering young people to contribute to the �tness industry. Taught by world-class industry experts, our graduates hit the ground running with �tness knowledge that gives them a head start. This dynamic two-year course combines practical workshops and engaging classroom theory with gym �oor experience. Learners gain regulated YMCA Awards quali�cations, endorsed by CIMSPA, that certify their ability to: - instruct gym-based and group exercise programmes, as well as deliver personal training - develop a range of clients (individuals, small groups and large groups) - work in a range of environments (indoors, outdoors and in community settings) Championed by our learners, 2021/22 kicked off with all centres returning to face-to-face delivery and full gym access – a critical practical component of the course linked to industry employment, where learners thrive. The year-end saw a Level 3 graduation, with participants from Leeds, London and Manchester. FTA seeks to make the �tness industry accessible and inclusive for ALL young people, and we are delighted that this year saw the highest number of Black and Minoritised Ethnic learners joining our programme, with 27% female participants (compared to 23% last year) and 28% from a BAME background (compared to 23% last year). ## EDUCATION ## OUR FTA PARTNERS Evolving sustainable partnerships with like-minded companies Partnership working is integral to ensuring success and we were delighted to have made strong links with leading industry companies this year, such as Pure Gym, Virgin Active and GLL who have guaranteed interviews to our Level 3 learners on completion of the course. “ The course has enabled me to get back into education without feeling like I was behind or out of place from leaving school early. It also gave me an opportunity to have a career in something that I’m passionate about and that will continue to help my mental health and con�dence. It’s given me hope for the future. “ Olivia FTA Graduate ## 74 Learners across seven sites Successfully achieved a Level 2 Diploma 82% 100% Successfully achieved a Level 3 Diploma 16 TRAINING **----- Start of picture text -----**
IMPACT FOR
**----- End of picture text -----**
**----- Start of picture text -----**
IN LINE WITH
**----- End of picture text -----**
OUR VISION **----- Start of picture text -----**
17
**----- End of picture text -----**
## TRAINING The pandemic taught us that we could deliver training remotely. As�we�transitioned�into�a�new�era,�we�remained�𿿿exible�by�training� in a hybrid fashion, continuing with online delivery whilst bringing back face-to-face for those who needed it. As one of England’s largest charitable training providers, our Skills team has over 40 years’ of experience delivering high-quality apprenticeships with a wrap around approach for our learners. With each learner at the heart of our delivery, we remain steadfast in our commitment to support their journey and instil a level of con�dence and sense of pride in all their achievements, no matter how big or small. Delivering apprenticeships across the range of vocations nationwide allows us to remain agile to respond to developments in the apprenticeship world, ESFA’s evolving standards, local authorities’ focus and our employer’s needs, whilst supporting the apprentice. **----- Start of picture text -----**
SECTORS OF DELIVERY
**----- End of picture text -----**
- Business Administration • Fitness and Leisure - Customer Service • Warehousing and Storage - Early Years and Childcare - Horticulture - Health and Social Care Apprentices remained in 300 employment **----- Start of picture text -----**
Employer�partners
14 9 2 1 2 2
2
1
27
93
179
14 9
27
93
**----- End of picture text -----**
Childcare Leisure & Fitness Adult Care Horticulture & Landscaping Administration School Housing Association Local Authority Warehousing Learners 431 Achievement 58% Rate Employer 152 Partners 18 ## TRAINING ## A reason to celebrate ... 2021/22 was also momentous as we were able to come back together to host our annual Apprenticeship Awards in person at the House of Commons. We were nothing short of thrilled to gather again in person at the House of Commons for our annual Apprentice Awards. Following a year celebrating virtually, it was a much-deserved evening for our learners and employers surrounded by MPs and partners. “ If there is any organisation in the country that is synonymous with training and apprenticeships, it’s Central YMCA. They are a force to be reckoned with, and absolutely brilliant at not just celebrating apprentices and apprenticeships, but also at celebrating those fantastic employers. We all have to remember that for every apprentice, there is an employer who supports them throughout their training.“ ## Rt�Hon�Caroline�Nokes,�MP Long-standing ambassador and Apprenticeship Awards Host 19 ## TRAINING ## PLAYING OUR PART A strong end to the Kickstart Scheme As�one�of�the�UK�Government’s��rst�of�cial�gateway�organisations� for�the�Kickstart�Scheme,�Central�YMCA�played�a�vital�role�in� supporting young people and employers in post-COVID economic recovery and tackling the national youth unemployment crises. The Scheme provided funding to employers to create life-changing job placements, real-life work experience and high-quality training for unemployed 16-24 year olds. Kickstart, in turn, provided employers with the opportunity to tap into a pool of young people with fresh ideas, bringing something extra to their business. 87 179 Kickstart vacancies Grant applications Submitted on behalf of our Employer Partners Placed�nationwide�with�a� range of employers ## As�a�gateway�organisation,�Central�YMCA… - Managed the administration of grants and �lled vacancies alongside the Department for Work and Pensions (DWP). - “ - • Delivered a range of bespoke employability packages to complement workplace training. - Helped participants gain transferable skills in personal, social, and vocational development, with increased chances of sustained employment and a secure career pathway. £1,060,193 Funding secured To�support�wages� and training 20 ## TRAINING ## OUR PARTNERS IN KICKSTART New and innovative businesses participated in the Scheme via our Gateway, emerging from a post-pandemic economy and tapping into a changed way of life. **BodyStreet** is a globally lauded health and �tness organisation, which empowered the lives of customers and partners alike with a transformative approach to training. **LONDNR** powered potential with marketing and digital design placement opportunities, often inaccessible to young people who may not have had vast experience or education in the �eld. **Money A&E** transformed lives of diverse ethnic communities through �nancial education, advice and resilience. **Green Tec Holding** an international tech company in the green space, offered remote work experience placements providing the opportunity to prepare for a new way of working through tech-based employment. - “ I feel as though working in the Club has left an impact on me because I have been able to grow my con�dence and my ability to approach and speak to people who I am meeting for the �rst time. Working in the Club has also helped motivate me on my physical health which has in turn been able to help make me feel better mentally as well as making me more open to trying activities I would have previously thought were too much for me to handle. “ ## Keiran Kickstarter 21 ## TRAINING ## Apprentices achieving their full potential With specialist support from Central YMCA and Potters Resort, Tommy achieved a triple distinction in a Horticulture apprenticeship. Nominated for Doncaster & South Humber NHS Foundation's Apprentice of the Year Award in 2022, Deborah made great strides both during and post-COVID, achieving success with Central YMCA and Doncaster & South Humber NHS Foundation. “ The best thing about being an apprentice is the opportunity to learn from others and not being expected to know everything as people are encouraging you to learn on the job. No student debt, and I'm now able to consider setting up my own business.“ ## Tommy Horticulture Apprentice Potters Resort ## “ My journey and experience with Maureen Roberts and the YMCA ILM Level 5 Management and Leadership has been a very positive one and I thank Maureen for her support.“ ## Deborah Operations�Management�Apprentice Doncaster & South Humber NHS Foundation **----- Start of picture text -----**
22
**----- End of picture text -----**
## YMCAFIT **----- Start of picture text -----**
TRAINING
**----- End of picture text -----**
**----- Start of picture text -----**
23
**----- End of picture text -----**
## YMCAFIT ## A holistic approach to changing lives and breaking barriers, in a safe and supported space. Our provision sets tomorrow’s trainers up for success today. YMCA�t continues to uphold their longstanding reputation for delivering industry-leading training in �tness, health and wellbeing, whether it’s supporting those aspiring to train elite athletes or those looking to improve the quality of life for others in need. Like our learners in our Education and Training provision, YMCA�t learners not only bene�t from the latest research, techniques and methods but also receive a similar wraparound approach from expert tutors, ensuring they have both the technical and soft skills to succeed. 12 Locations nationwide Birmingham Brighton Bristol Cambridge Guildford Leeds Leicester London Manchester Milton Keynes Norwich Nottingham Learners 598 Achievement 79% Rate 20 Courses on offer 24 ## YMCAFIT ## REOPENING OUR DOORS At the start of 2021, we were delighted to reopen our doors for face-to-face training and though we cannot deny we have seen a decline in the number of course learners (due to the lagging effects�of�the�pandemic�and�its��nancial�impact),�we�remain� dedicated and committed to forging new partnerships and launching new initiatives, as well as a new approach to training with peer empowerment at the heart of it all. ## Women Only PT Course We listened and learned from women within the �tness industry and ## ReTrain to Retain We proudly delivered CIMSPA’s scheme that focused on provided 50,000 sport and physical activity professionals across the UK with access to free webinars, certi�cates and training. The ReTrain to Retain programme will continue throughout 2023 with an encouraging forecast based on the volume of bookings processed to date. Students attended a mix of�YMCA￿t�Yoga,�Gym,� Personal Training and Exercise to Music courses 21 - Created a range of initiatives in an empowering environment. - Explored taboo subjects in a mixed environment. - Discussed safety within the workplace and lifecycle. - Encouraged con�dence while pursuing careers. Following excellent feedback from tutors and attendees for the Women Only PT course, YMCA�t will run two courses in 2023/24. ## **OUR FULL COURSE OFFERING** - Personal Training • Yoga • Group Exercise • Gym Instruction • Sports Massage - Pilates - CPD Courses **----- Start of picture text -----**
25
**----- End of picture text -----**
## YMCAFIT ## PARTNER SPOTLIGHT Sharing passions and goals ## YMCA�t�Job�Board Real jobs and real opportunities made their way to our job board and saw strong engagement with employers and learners alike. Different Learners 14 employers 336 engaged Jobs 43 posted “ YMCA�t and Jõbu share a common goal to motivate everyone to get and stay active. With this in mind, we have joined forces to deliver workshops that share ‘nudge’ techniques to improve physical, mental & social wellbeing. Jõbu is a social enterprise reinvesting 90%+ of net proceeds back into physical, mental and social wellbeing and improving communities.“ ## Bruce�Elroy Cofounder�of�Jōbu�–�A�UK�Social�Enterprise 26 ## YMCAFIT What�YMCA�t's� learners are saying of learners felt that the course content and the 94% tutors�were�exceptional felt that the quali￿cation�achieved� has�helped�them�with� 82% their career aspirations “ YMCA�t have helped me on my way to realising my professional ambitions. The teachers I have encountered in my time with YMCA�t have been some of the friendliest and knowledgeable people I have ever met and I remember them fondly as I continue to grow my professional self. Thank you YMCA�t. I highly recommend them. “ ## Kamile YMCA�t�learner “ The best thing about the course had to be our instructor, it’s an intensive course but they make you want to continue with their aura and motivation. “ ## Arif PT Graduate **----- Start of picture text -----**
27
**----- End of picture text -----**
HEALTH **----- Start of picture text -----**
PUTTING
**----- End of picture text -----**
**----- Start of picture text -----**
AT THE
**----- End of picture text -----**
**----- Start of picture text -----**
HEART OF
**----- End of picture text -----**
**----- Start of picture text -----**
IT ALL
**----- End of picture text -----**
**----- Start of picture text -----**
28
**----- End of picture text -----**
## HEALTH ## Through�challenging�times,�Central�YMCA�has�remained� resilient and continue to make brave and bold decisions. When the world went into lockdown and we had to close our doors, there was an inevitable knock-on effect on our community and membership base (both concessionary and non-concessionary). Despite now being open, we have seen a drop in membership income from non-concessionary members, namely corporates, following a general change in working style: hybrid and remote working has resulted in fewer companies returning to full-time work in Central London. However, despite this, our overall membership has increased from 5,152 last year to 6,199 this year. Total members engaged across our�two�Health�&� Wellbeing sites ## 6,199 ## Membership�Types **----- Start of picture text -----**
991991
1971
1971
1707
1707
16301630
**----- End of picture text -----**
**----- Start of picture text -----**
Community Student Individual Corporate
**----- End of picture text -----**
29 ## HEALTH We’re passionate about fostering an ethos of inclusivity and creating a welcoming space for our members across our two central London venues, YMCA�Club�and�YMCA�KX. Our 96,876 square foot Club in the heart of Camden is an iconic anchor of the community. With a �tness and wellbeing community like no other, we have programmes for all people, all bodies, all ages and all levels. We believe in physical health for mental wellbeing, supporting those from 4 years old to 90 years old. This year we also re-launched our KX venue as a dedicated Yoga and Pilates studio. At our heart is our commitment to diversity; creating a safe space for people from all backgrounds and walks of life to thrive. This is re�ected in our diverse membership and community programmes. We are something for everyone and will always be a safe space for those who need it. ## We are so much more than ‘just a gym’. We are a community. 30 ## HEALTH Our Club is the home to over 1,000 older adults who come here to improve and maintain good health through �tness and friendship. By offering functional movement classes alongside a range of social events, we are reducing loneliness in the capital by creating opportunities for retired Londoners to meet. We have members who have been with us for 40+ years – we are more than just a gym, we are a community. Alongside this, it is where eight schools get their physical activity requirements through our curricular PE programme as well as extracurricular swimming and �rst aid, alongside action-packed Holiday Playschemes and After School Sports. Our vibrant and inclusive programme develops children’s physical, emotional and creative skills in a nurturing environment. Our Club is also a sanctuary for those living with HIV. Our Positive Health programme, devoted to encouraging HIV+ individuals to exercise in a nonclinical setting, is the only exercise referral programme that deals exclusively with people patients who are HIV+ and so is a unique project which we are extremely proud of. This year we helped 178 people, 113 of whom were referred to us this year and an additional 62 who were referred in previous years and have taken out memberships and still regularly attend. 31 ## HEALTH ## PARTNER SPOTLIGHT This summer we were delighted to partner with Camden Summer University to offer free exercise classes to young people aged 13 - 19 giving them the chance to learn something new, make friends, and most importantly have fun. In 2022 we ran our ever-popular basketball, street dance and trampoline classes, and we look forward to offering this again next year. ## “ Camden Summer University students have an amazing time at Central YMCA! Their facilities are some of the best in the borough, young people are warmly welcomed and supported during their visit, staff are friendly and patient. A great partner to work with “ ## Kim LB Camden, Camden Summer University Project Coordinator **----- Start of picture text -----**
32
**----- End of picture text -----**
## WELLBEING **----- Start of picture text -----**
ENSURING
**----- End of picture text -----**
**----- Start of picture text -----**
OUR
**----- End of picture text -----**
**----- Start of picture text -----**
LEARNERS
**----- End of picture text -----**
ARE FIT IN MIND, BODY AND SPIRIT **----- Start of picture text -----**
33
**----- End of picture text -----**
## WELLBEING ## RECOGNISING OUR WORK IN THE COMMUNITY We were delighted to host Keir Starmer in our Club. He met learners, volunteers, members and staff and heard about the Charity’s work aimed at strengthening communities and breaking down barriers through health and education programmes. ## “ It’s fantastic to come back to Central YMCA again and see the incredible work they are doing in the community, particularly with schools and young people, which has a huge impact not only on physical health and mental health but also on the education and skills that young people need. An inspiring visit.“ ## Sir�Keir�Starmer 34 ## WELLBEING ## GIRLS MOVE Celebrating empowerment This�year,�we�launched�GIRLS�Move�-�a�programme�designed� speci�cally�for�young�girls�from�Black,�Asian�and�Minoritised� Ethnic communities, to support them in realising their potential and achieving their goals. GIRLS Move celebrates empowerment. Funded by Sport England, we have partnered with YMCA England and Wales, YMCA Bradford, and One YMCA to expand our reach and encourage this community to be more physically active in a non-traditional way. We aim to support participants to become emotionally healthy, building self-con�dence and self-esteem and encourage them to volunteer in social action projects within their community. Creating a culture of equity, with our community and beyond. As we rejoin the broader YMCA movement, we are excited to collaborate on building an effective and sustainable programme, with the aim to replicate and roll this model out across the country. GIRLS Move has the potential to transform the lives of so many young women and implement change. We are delighted to be piloting the �rst of these courses this Autumn, creating a culture of equity, in line with our vision. **----- Start of picture text -----**
35
**----- End of picture text -----**
## WELLBEING ## LIVING BETTER WITH ARTHRITIS Sharing�expertise�to�ful�l our purpose 10 million people in the UK are affected by arthritis. However, those with long-term conditions such as arthritis spend less than 1% of their time with a healthcare professional and instead are expected to manage it themselves for much of their lives. That is why we partnered with Arthritis Action this year to pilot two Open Clinics at our Club. We share a natural synergy with Arthritis Action’s self-management approach and our goal to support people to become physically and emotionally healthy in a safe setting. Working in partnership, we can integrate our skills and expertise to further our common purpose - improving the quality of life of those in our communities. With our combined expertise in managing pain, weight management, keeping active, improving movement and providing speci�c dietary support for those living with this condition, we can offer free tailored advice speci�c to individual needs. December 2021 saw the �rst clinic adapt to an online consultation within a matter of days as the omicron variant of COVID-19 was identi�ed, with appointments conducted over Zoom or on the phone. Despite this unexpected shift, feedback was overwhelmingly positive. ## The second clinic ran in April 2022 and received excellent feedback and 100% attendance. Thanks to the success of this initiative and the demand for additional clinics, our new partnership with Arthritis Action has successfully received funding from London Catalyst and the Hospital Saturday Fund. A series of Open Clinics will run in 2023, supporting even more people to manage this condition in a supported environment. 36 AWARDS ts: ## AWARDS ## CREATING CAREER FOCUSED COURSES YMCA Awards is our awarding and end-point assessment organisation and continues to be a leading, go-to partner in the �tness and education sector. With 24 years experience developing UK-regulated and globally recognised quali�cations, we have awarded over half a million quali�cations and 300,000 people have advanced their careers with YMCA Awards. The global COVID-19 pandemic has continued to affect our impact this year, with reduced learner registrations in 2020/21, meaning fewer learners attending and available to certi�cate in 2021/22. However, signi�cant year-on-year growth in registrations during 2021/22 re�ects increased training provider con�dence; that they will be able to access the gyms and �tness facilities required to deliver most of our quali�cations. 2021/22 saw the �rst learners complete our new �agship Level 2 Diploma in Exercise and Fitness Instructing. Developed during the pandemic and fully endorsed against professional standards from The Chartered Institute for the Management of Sport and Physical Activity (CIMSPA), this quali�cation combined our most popular products to provide learners with a fully rounded programme of study. 8,827 229 14,094 Learners gained achievements Approved training providers across the UK and internationally including�Ireland,� Malta,�Spain�and� United Arab Emirates Registered learners +20% year on year Learners completing this quali�cation gained the occupational competence required to get a job whilst expanding their scope of practice to work with special populations (e.g. inactive people, children and young people) and in different environments (e.g. in community settings). 38 ## AWARDS ## PARTNER SPOTLIGHT - “ At Coleg Gwent, we love the �exibility this quali�cation provides. We can adapt the units delivered to the needs of each unique cohort whilst remaining con�dent learners are gaining the skills required to be successful in the sector. Following the introduction of the YMCA Level 2 Diploma in Exercise and Fitness Instructing, we’ve found learners are more enthusiastic to progress, either seeking employment within the sector or enrolling on to level 3 quali�cations at the college. In fact, every learner who has left after this quali�cation has secured a job as a result of the knowledge and skills they have developed. “ Cerys�Rees Lecturer at Coleg Gwent **----- Start of picture text -----**
39
**----- End of picture text -----**
COMMUNITYPROJECTS BREAKING DOWN BARRIERS 40 ## COMMUNITY PROJECTS ## MEDWAY TOGETHER Collaboration and social impact within the community Funded by the UK Government’s Community Renewal Fund, Medway Together is a unique partnership, combining decades of experience from academia and the Voluntary and Community Sector (VCS) with a common goal: to bring about change and provide real employment opportunities. ## Its purpose was threefold: - Pilot a programme with innovative pathways into employment. Improve the employability landscape for underemployed groups in the area. - Strengthen relationships between third sector, employers and statutory services in Medway, to increase social impact. With this programme, we have established new ways of working together to bring about real change. With an understanding that different groups have different needs, this innovative and targeted approach sought to capitalise on the expertise, trust, reach and strength of Medway’s voluntary sector. “ De�nitely an opportunity to take to help you make progress - I had applied to over 50 jobs with no success. Now I have two job offers.“ ## Medway�Together�participant� ## Innovative partners creating change This programme would not have been possible without our delivery partners: our project partner, the University of Greenwich, and anchor organisations from the Voluntary Sector in Medway: Medway Voluntary Action; Medway Diversity Forum; NET; CAP Enterprise; Centre for Independent Living Kent (CiLK); wHoo Cares; Carers First; Home Start; Great Leaps and the Kent Association for the Blind. These organisations were chosen due to their interventions targeted at niche groups, who have repeatedly suffered persistent disadvantages when accessing employment opportunities. ## Together,�we�engaged�435�people�in�Medway� and saw some remarkable outcomes. **----- Start of picture text -----**
41
**----- End of picture text -----**
## COMMUNITY PROJECTS ## OUR IMPACT IN MEDWAY ## Total Interventions Delivered **----- Start of picture text -----**
19 171 179
176 318
98
**----- End of picture text -----**
## Changes in Livelihoods as a Result of Support **----- Start of picture text -----**
26% 22%
32%
24%
9%
16% 15%
10% 18%
**----- End of picture text -----**
Attaining employment Engagement with the bene�t system Career progression Becoming economically active Starting or improving own business New skills and educatinal opportunities Short term �nancial gain Looking for or thinking about work Help in money management opportunities ## Changes in Life as a Result of Support Supported in job searching Supported in developing life skills Supported to engage with the bene�ts system Supported to engage with education/training Supported toward self-employment/creating a business Supported toward capacity buiding & improving employability landscape **----- Start of picture text -----**
34% 36%
23% 32%
23%
Improved con�dence
**----- End of picture text -----**
Improved motivation for self- improvement Feeling less isolated Wider support network and engagement Feeling more valued and engaged 42 CELEBRATING OUR TALENT, DELIVERY AND SERVICES Central YMCA is proud to have been recognised for several prestigious awards. UK�Social�Enterprise�Awards�Finalist Education, Training & Jobs Social Enterprise of the Year ## National�Fitness�Awards�Finalist Community Involvement (Runner Up) Group Exercise Gym ## UK�Active�Awards�Finalist Education Provider of the Year - Fitness Training Academy Physical Activity Hero - Declan Duncan, Community Programmes & Volunteer Manager 43 ## A GRACIOUS THANK YOU TO ALL OUR PARTNERS ## Funders Every donation we receive is greatly appreciated. We wish to thank everyone who donated, volunteered, and supported Central�YMCA�during�2021/22,�including�those�who�left�us� a special gift in their Will. We would like to say particular thanks to ... Arnold Clarke Community Fund — Camden Summer University Islington Council (Camden and Islington HIV Support Service) London Sport — Sport England — UK Government (Community Renewal Fund) ## Education Thank you to our Partners for helping us to support our learners with a variety of pathways ... Stockport Dragon Football Academy — Farsley Celtic Football Club Dulwich FC — Wimborne Town FC — Bedford FC — Football & Fitness Training — Unique Training Group — Advantage | Sale Sharks — Nike Pure Gym — Virgin Active — GLL ## Training ## Thank you to our Employer Partners for helping us to empower our learners ... Nurture Landscapes LTD — The Guinness Partnership — Rotherham Doncaster and South Humber NHS Trust — RDaSH — The Children’s Society — Blossom View Respite Care Home — Absolute Care Services Byways Care Home — Tru-Care — BodyStreet — Welcome Gym — Heirs and Graces Day Nursery — Wonderland Day Nursery Letchworth Wonderland Day Nursery and Pre School Royston — Angels At Play Group (Ware) — Tom Thumb Nursery School Eastbourne — Happy Hands Nursery — Stables Day Nursery Swinton and Stables Day Nursery Monton — Buttons and Bows Nursery and Wigwams Neighbourhood Nursery (Ipswich) — Clarence House Day Nurseries Ltd — Cambridge Day Nursery ## YMCA Awards Partners Every training provider we work with supports us to deliver our mission. Therefore, we want to thank all 229 centres who worked with us this year. We would also like to say a special thanks to the following organisations who shared their time and expertise this year to support us in developing industry relevant and recognised quali�cations�... Active Pregnancy Foundation — Association for Nutrition (AfN) Chartered Institute for the Management of Sport and Physical Activity (CIMSPA) — GCMT Council for Soft Tissue Therapies Later Life Training — Sports Ground Safety Authority (SGSA) SMA The Association for Soft Tissue Therapists 44 ## OUR PEOPLE Equality, diversity and inclusion At our heart, our mission is to provide diverse, innovative, and distinctive services based on the principles of openness, acceptance, and participation, where individuals can feel safe to be themselves. To do this we must create an equitable environment where our people are supported to create and sustain a culture of equity. In 2021, we developed an Equality Diversity and Inclusion strategy with some key objectives. This included the establishment of employee network groups which focus on disability, our LGBTQIA+ community, gender and race. Whilst the networks are still in the early stages of development, their focus will be to ensure we provide an inclusive environment where everyone can thrive. ## Mental Wellbeing In 2021, we launched a mental health forum to guide and inform the Charity’s mental health support provided to staff. The following initiatives were introduced as a result of this: 1 Introduction of mental health champions across the Charity. Trained in Mental Health First Aid, these individuals provide con�dential �rst line support to staff, signposting to external expertise and resources as required, and escalating broader issues to the mental health forum and our HR team. ## Other activities undertaken included: - safe space conversations on mental health and for our people of Black, Asian and Minoritised Ethnic backgrounds. - a programme of training for staff and Trustees focussed on inclusive conversations and leadership. - improvements to data collection to support targeted interventions and initiatives. - a full review of recruitment and retention processes. 2 Launched mental health training for staff and additional training for managers. This included additional training for those working in our education and training provision to support learners with their mental health and wellbeing. 45 ## PEOPLE STRATEGY We could not deliver our services without our talented and dedicated staff and volunteers. A key focus of the management team during this period of continued turbulence has been to ensure strong communication and engagement with our people. This has included regular town halls and staff forums, employee newsletters, surveys, and focus groups. The Charity’s people strategy is focussed on addressing the areas for improvement highlighted through employee feedback. This includes initiatives in the following areas: ## Safeguarding We take our responsibilities for safeguarding extremely seriously and believe that every child, young person, and vulnerable adult has the right to protection from harm, abuse, and exploitation. We are dedicated to protecting those participating on our programmes and ensuring our people have the skills to identify and raise concerns. Activities to support our people undertake their safeguarding responsibilities include: - greater support for employee wellbeing. - improved engagement and connection. - communication and support during periods of change. - further embedding our values into our culture and ways of working. - employee recognition, including training and development opportunities. Looking forward will see a greater focus on capturing employee voice and ensuring we respond to this, introducing a new employee engagement platform, developing a tailored learning and development plan supporting the individual needs of our operations and the implementation of an external accreditation to help transform the way we lead, support and develop our people. - designated Safeguarding Leads and Designated Safeguarding Of�cers across the Charity, along with a dedicated Trustee Lead for Safeguarding. - relationships with local safeguarding boards to identify learners at risk and to provide support. - an annual programme of training for all staff, with speci�c training for those with additional responsibilities. - a Safeguarding committee to share best practice, risks, concerns and support continual improvement. **----- Start of picture text -----**
46
**----- End of picture text -----**
## Our commitment to net zero We are committed to pro-actively managing our direct and indirect environmental impact. We recognise our responsibility to reduce our carbon and environmental footprints and play our part in the UN backed global Race To Zero. In alignment with the UN’s Sustainable Development Goals, we have launched an Environmental Sustainability Group with input from staff across the Charity. This helps us to play our part in creating a more environmentally sustainable community. Some of the key activities undertaken during the year include: - an environmental sustainability policy and action plan, with a key focus of building a more sustainable culture across our national sites and improve our environmental impact - a digital platform to measure our emissions, reduce our environmental impact and build our action plan. This allows us to take concrete action and assess our impact across multiple measures including emissions, waste, water, offsets, and suppliers. - the development of an environmental sustainability guide to raise awareness and engage staff in the delivery of our action plan. At the end of July 2023, we will undertake an assessment to provide detailed information on how we can continue to play our part in building a more environmentally sustainable organisation. **----- Start of picture text -----**
47
**----- End of picture text -----**
FINANC SNAPSH ## A FINANCIAL SNAPHOT Income (£'000) **----- Start of picture text -----**
274 7
74
9,304
9,304
**----- End of picture text -----**
Charitable activities (96%) Other trading activities (2.8%) Investments (1.0%) ## Expenditure (£'000) **----- Start of picture text -----**
187 202
12,374
12,374
**----- End of picture text -----**
Charitable activities (97%) Raising funds (1.6%) Other (1.5%) 49 **----- Start of picture text -----**
2021 £’000 (1,454) (22) 1,296 169 (191) (202) (2,807) (3,009) 47 (2,962) 46 661 (282) (16) )(2,553 2,498 (55) (249) (304)
2022 £’000 (837) (176) 541 481 (257) (248) (2,822) (3,070) 167 (2,903) 9 7 (72) (115) (3,074) (501) (3,575) - (3,575)
s
The Club One KX YMCA Training YMCAfit YMCA Awards (Qualifications) Voluntary income Exceptional income Restructuring costs Loan interest Net (losses) / gains on investment Losses on revaluation of fixed assets
Operation Wellbeing Education Deficit contribution from charitable operations Central support costs Overall deficit from charitable operations Net investment income and surplus on commercial trading Net expenditure for the period before restructuring costs and voluntary donations and gains and losses on investments and revaluations Net expenditure for the period before gains and losses on investments and revaluations Net expenditure Net movement in funds
**----- End of picture text -----**
|evolve our offer. This has included:
•Improvements to business analytics to inform decision making
•Business process reviews to drive effciencies
•Review of our forecasting methods, looking at a broader range of scenarios and longer-range cashfow forecasts
•Structural reviews and additional training and support to meet current opportunities and challenges
•The implementation of a new performance development review process to ensure all objectives align to the Charity’s
ultimate goals
•A review of our digital and technology arrangements and future needs
•Additional initiatives to support employee engagement and wellbeing
•Expansion of audit activities to ensure compliance with key regulatory and funding requirements
•Prudent management of our reserves with more effective cost control and alignment of delivery with our funding
•A full review of our internal policies and processes to ensure they are robust and address the current risks to the organisation
Investment powers
Under the Articles the Charity has the power to invest in any way the Board of Trustees wish. Rothschild manages an investment
portfolio on behalf of the Trustees and has been asked to invest to provide income to subsidise the activities of the Charity and also
to build up reserves to provide capital funding for improvements to the facilities and other projects. Rothschild was set the target
of achieving a total return of 2% per annum above infation (CPI) over the long term (before taking account of cash distributions to
Central YMCA).
The portfolio as at 31 July 2022 was showing a -4% return for the year (2021: +28%). This adverse performance against the target
return was predominantly due to the negative impact of the global economic contractions encountered in 2022.
The Charity has not set any environmental, social and governance (ESG) restrictions on the investments other than avoiding any-
thing carrying a government health warning, such as tobacco products. The Charity meets regularly with Rothschild to discuss the
investment strategy and is reassured that Rothschild’s overarching commitment to ESG investment is in line with the ethos of the
Charity. Details of investments are set out in note 11 of the accounts.
Reserves policy
The Board of Trustees has established the level of free reserves (that is, those funds that are freely available) that the Charity ought
to have. Reserves are needed to bridge the gap between carrying out activities and receiving the funds for those activities. This
policy was reviewed in 2021 and the Board agreed that the previous policy that free reserves should cover six months’ operating
expenditure was still appropriate for the Charity. This equates to £6.2m (2021: £6.4m).
As at 31stJuly 2022 the Group’s reserves are as follows:|Further information|Funds represented by property, plant
and equipment
£18,339k
The funds invested in tangible fxed assets are not freely available to
the Group and therefore are excluded from free reserves.|Restricted endowment reserves
£1,056k
These are funds arising from a legacy which are restricted as to their
future use and therefore are not freely available.|Designated reserve – Basil Scott fund
£264k
The fund is designated to provide educational grants in the name of
the late Mr Scott. This fund will be integral to a new programme of
charitable bursaries to be launched and centred around breaking down
barriers.|Free reserves
£772k
The six month’s operating funds target is around £6.2m and the free
reserves are currently at 12% of the target.|Total Group reserves
£20,431k|54
The Charity’s free reserves position has been adversely impacted by the extension of restrictions introduced to tackle the COVID-19
pandemic, the cost of living crisis and slower economic growth. Consequently, the free reserves balance as at 31 July 2022 is 12% of
the six month’s operating costs target (2021: 68%). The Charity’s forecasts aim to establish a break-even business model to reduce
the Charity’s reliance on its reserves to support its operations. The Board will keep their reserve policy under review, balancing this
against the needs of the Charity and opportunities available to it.
Auditor
Buzzacott LLP were appointed as the Charity’s auditors in 2019.| |---|---|---|---|---|---|---|---| ||Current reserves 2022||||||| ||Reserve||||||| **----- Start of picture text -----**
TRUSTEES’ ANNUAL REPORT Public�Bene￿t Statement Trustees�con￿rm�that�they�have� complied�with�their�duty,�in�section�4� of�the�Charities�Act�2011,�to�have�due� regard�to�the�Charity�Commission’s� general�guidance�on�public�bene￿t.� Trustees�have�had�due�regard�to� the�Charity�Commission’s�public� bene￿t�guidance�when�exercising� any�powers�or�duties�to�which�the� guidance�is�relevant.
**----- End of picture text -----**
**----- Start of picture text -----**
The principal activities for the year were to provide: a broad range of relevant training programmes, in the form of vocational and work-based learning and continuous professional development courses, delivered through YMCA Training and YMCAfit, with identified fitness and exercise facilities at YMCA Club and YMCA KX. a wide range of nationally recognised vocational qualifications developed and managed by YMCA Awards from Level 1 to Level 4 for those undertaking suitable courses run by third parties in the UK, Europe and the rest of the world. community focused health and wellbeing programmes designed to encourage people of all ages to improve their health, particularly targeting young people and groups with specific needs, such as those living with HIV/AIDS. We devised innovative programmes specifically to boost their physical and mental well-being with prices reduced or waived where appropriate.
•� •� •�
Objectives and activities The Charity’s purpose is to advance the education, health and wellbeing of our communities. This aligns to our founding objects; to provide for the spiritual, physical, intellectual and social welfare of people of all ages. Our purpose and founding objects form the bedrock of our mission to create improved access to life-changing opportunities and our vision of enabling everyone to achieve their potential, live a fulfilled life and contribute positively to society. Trustees ensure that this purpose is carried out for public benefit through a commitment to work with all people who need our support. Working with local and national government, the public and private sectors to help individuals and organisations to grow and bring lasting benefits, through inclusive health and wellbeing and education and training programmes.
**----- End of picture text -----**
**----- Start of picture text -----**
Trading Limited
Central YMCA
Charity number: 212121
Company number: 119249 Company number: 119249
Central YMCA
Central YMCA Trading Ltd markets items derived from the activities of the Association and undertakes other non-primary purpose trading activities. The profits of this subsidiary are paid by Gift Aid to the Charity. Central YMCA, as the founding YMCA, was also active within the national and global YMCA Movement during the year.
**----- End of picture text -----**
|CONSOLIDATED
STATEMENT OF
FINANCIAL ACTIVITIES 2022
INCORPORATING THE INCOME AND EXPENDITURE ACCOUNT
for the year ended 31 July 2022|Note
Unrestricted
Restricted
Endowment
Total
Funds
Funds
Funds
2022
£’000
£’000
£’000
£’000
Income from:
Donations and legacies
9
-
-
9
Charitable activities
9,070
47
-
9,117
Other trading activities
274
-
-
274
Investments
95
-
-
95
Exceptional item
7
-
-
7
_Total income_
5
9,455
47
-
9,502
Expenditure on:
Raising funds
202
-
-
202
Charitable activities:
- Charitable operations
12,327
47
-
12,374
- Restructuring & one-off costs
19
72
-
-
72
- Interest costs
115
-
-
115
Total expenditure on charitable activities
12,514
47
-
12,561
_Total expenditure_
6
12,716
47
-
12,763
Net gains on investments
11
(456)
-
(45)
(501)
Net expenditure
(3,717)
-
(45)
(3,762)
Other recognised gains/losses:
Losses on revaluation of fxed assets
10
-
-
-
-
Net movement in funds
(3,717)
-
(45)
(3,762)
Reconciliation of funds
Fund balances brought forward
22,905
-
1,101
24,006
Fund balances carried forward
16 17 & 18
19,188
-
1,056
20,244
Notes 5 and 6 to the accounts show full analysis of comparative income and expenditure by the charitable activities. All items not
shown in notes 5 and 6, being net gains and losses on investments and the gain on revaluation of fxed assets, are unrestricted for
both fnancial periods.| |---|---| |CONSOLIDATED
STATEMENT OF
FINANCIAL
ACTIVITIES 2021
INCORPORATING THE INCOME
AND EXPENDITURE ACCOUNT
for the year ended 31 July 2021|Note
Unrestricted
Restricted
Endowment
Prior Year Total
Funds
Funds
Funds
2021
£’000
£’000
£’000
£’000
Income from:
Donations and legacies
46
-
-
46
Charitable activities
9,826
22
-
9,848
Other trading activities
67
-
-
67
Investments
183
-
-
183
Exceptional item
661
-
-
661
_Total income_
5
10,783
22
-
10,805
Expenditure on:
Raising funds
203
-
-
203
Charitable activities:
- Charitable operations
12,835
22
-
12,857
- Restructuring & one-off costs
19
282
-
-
282
- Interest costs
19
16
-
-
16
Total expenditure on charitable activities
13,133
22
-
13,155
_Total expenditure_
6
13,336
22
-
13,358
Net losses on investments
11
2,270
-
228
2,498
Net expenditure
(283)
-
228
(55)
Other recognised gains/losses:
Gains on revaluation of fxed assets
10
(249)
-
-
(249)
Net movement in funds
(532)
-
228
(304)
Reconciliation of funds
Fund balances brought forward
23,437
-
873
24,310
Fund balances carried forward
16 17 & 18
22,905
-
1,101
24,006| |---|---| ||Total
Total
2022
2021
Note
£’000
£’000|_Fixed assets:_|Intangible – IT Software
10
469
165|Plant, property and equipment
10
17,005
17,579|Investments
11a
8,916
10,794|_Total fxed assets_
26,390
28,538|_Current assets:_|Inventory
12
2
2|Debtors
13
941
1,194|Cash at bank and in hand
906
2,335|_Total current assets_
1,849
3,531|Liabilities:|Creditors: Amounts falling due within one year
14
(3,963)
(4,019)|_Net current liabilities_
(2,114)
(488)|_Total assets less current liabilities_
24,276
28,050|Provisions for liabilities
14
(39)
(44)|Bank loan
15
(3,993)
(4,000)|_Total net assets_
20,244
24,006|The funds of the charity:|Endowment funds
18
1,056
1,101|Restricted income funds
18
-
-|_Total restricted funds_
1,056
1,101|Unrestricted fund – general
16
585
4,347|Unrestricted fund – designated reserves
17
264
264|Revaluation reserves
16
18,339
18,294|Total unrestricted funds
19,188
22,905|_Total charity funds_
20,244
24,006|These fnancial statements were approved and authorised for issue by the Board of Trustees on 25 January 2023 and were signed|on its behalf by:|A Beal
S Varma|Chair
Chair of Risk and Audit Committee| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| ||Total
Total
2022
2021
Note
£’000
£’000|Fixed assets:|Intangible – IT Software
10
469
165|Plant, property and equipment
10
17,005
17,579|Investments
11a
8,916
10,794|Investment in subsidiary
-
-|_Total fxed assets_
26,390
28,538|Current assets:|Debtors
13
932
1,194|Cash at bank and in hand
897
2,325|_Total current assets_
1,858
3,519|Liabilities:|Creditors: Amounts falling due within one year
14
(4,191)
(4,074)|_Net current liabilities_
(2,362)
(555)|_Total assets less current liabilities_
24,028
27,983|Provisions for liabilities
14
(39)
(44)|Bank loan
15
(3,993)
(4,000)|_Total net assets_
19,996
23,939|**The funds of the charity:**|Endowment funds
18
1,056
1,101|Restricted income funds
18
-
-|_Total restricted funds_
1,056
1,101|Unrestricted fund – general
16
337
4,280|Unrestricted fund – designated reserves
17
264
264|Revaluation reserves
16
18,339
18,294|_Total unrestricted funds_
18,940
22,838|_Total charity funds_
19,996
23,939|The Association’s net movement in funds for the fnancial period was a defcit of £3,756k (2021: a defcit of £235k).|These fnancial statements were approved and authorised for issue by the Board of Trustees on 25 January 2023 and were signed|on its behalf by:|A Beal
S Varma|Chair
Chair of Risk and Audit Committee|67|CENTRAL YOUNG MEN’S CHRISTIAN ASSOCIATION and subsidiary undertakings|Trustees’ Annual Report (incorporating the Group Strategic Report) and consolidated fnancial statements| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| ## ||Total
2021
£’000||(3,356)||183|(125)||(167)|4,688|(3,989)|590||4,000|4,000|1,234|1,101|2,335| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| ||Total
2022
£’000||(2,084)||95|(347)||(469)|5,681|(4,304)|656||-|-|(1,429)|2,335|906| ||Note|Cash �ows from operating activities:|Net cash used in operating activities
19|Cash �ows from investing activities:|Dividends, interest and rents from investments|Purchase of property, plant and equipment||Purchase of IT Software and Product Develop-
ment|Proceeds from sale of investments|Purchase of investments|_Net cash provided by investing activities_|Cash �ows from �nancing activities:|Proceeds from new loan|_Net cash infow from fnancing activities_|_Change in cash and cash equivalents in the_
_reporting period_|_Cash and cash equivalents at the beginning_
_of the reporting period_|_Cash and cash equivalents at the end of the_
_reporting period_| |(q) Financial instruments
The Group has chosen to adopt Sections 11 and 12 of FRS 102 in respect of fnancial instruments.
Basic fnancial assets, including investments, trade and other receivables and cash and bank balances are initially recognised at
transaction price. Investments are subsequently measured at fair value, concessionary loans are not subsequently re-measured and
other fnancial instruments are subsequently measured at amortised cost.
Other than long-term loans (greater than one year), basic fnancial liabilities, including trade and other payables are initially rec-
ognised at transaction price and subsequently at amortised cost. Long-term loans are recognised at the present value of future cash
fows stated discounted at the market rate of interest.
Financial assets are derecognised when the contractual rights to the associated cash fows are settled or expire or when the risks
and rewards of ownership are transferred to a third party. Financial liabilities are derecognised when the liability is discharged,
cancelled or expires.
(r) Apportionment of expenses
Charitable expenses are allocated directly against the operation to which they relate and represent the cost of running the pro-
gramme.
Governance costs include audit, company secretarial and strategic management costs. Support costs, which include Governance
costs, have been allocated using a range of calculation and allocation methods most appropriate to the type of expenditure in
question.|Apportionment method|HR costs, staff related expenditure and insurance costs
Staff numbers|Marketing, Finance, Facilities, IT and central staff costs
Turnover by operations|NPD and Business Development costs
Direct by project/expense incurred|(s) Funds
Funds held by the Association are either:
• unrestricted general funds – these are funds which can be used in accordance with the charitable objects at the discretion of
the Trustees
• designated funds – these are funds set aside by the Trustees out of unrestricted general funds for specifc future purposes or
projects
• restricted funds – these are funds that can only be used for particular restricted purposes within the objects of the Association.
Restrictions arise when specifed by the donor or when funds are raised for particular restricted purposes.
• endowment fund – these are funds are gifts of endowments where the Trustees have the power to utilise in line with the
objects of the Association.
Further explanation of the nature and purposes of each fund is included in notes 17 and 18.| |---|---|---|---|---|---| ||Expense Type||||| |Unrestricted
Restricted
Endowment
Total
Funds
Funds
Funds
2022
£’000
£’000
£’000
£’000
Charitable activities:
_Wellbeing_
YMCA Club
1,638
12
-
1,650
One KX
107
-
-
107
_Education_
YMCAft training courses
1,590
-
-
1,590
YMCA Training
5,169
35
-
5,204
YMCA Awards
519
-
-
519
Other projects
47
-
-
47
9,070
47
-
9,117
Voluntary income – donations
9
-
-
9
Other trading activities:
Commercial trading income
274
-
-
274
Exceptional income (see below)
7
-
-
7
Total income before investment income
9,360
47
-
9,407
Investment income
95
-
-
95
**Total**
9,455
47
-
9,502
Analysis of income 2021|CENTRAL YOUNG MEN’S CHRISTIAN ASSOCIATION and subsidiary undertakings
Trustees’ Annual Report (incorporating the Group Strategic Report) and consolidated fnancial statements
75
Unrestricted
Restricted
Endowment
Total
Funds
Funds
Funds
2021
£’000
£’000
£’000
£’000
Charitable activities:
Wellbeing
YMCA Club
807
15
-
822
One KX
84
-
-
84
Education
YMCAft training courses
2,054
-
-
2,054
YMCA Training
6,287
7
-
6,294
YMCA Awards
594
-
-
594
Other projects
-
-
-
-
9,826
22
-
9,848
Voluntary income – donations
46
-
-
46
Other trading activities:
Commercial trading income
67
-
-
67
Exceptional income (see below)
661
-
-
661
Total income before investment income
10,600
22
-
10,622
Investment income
183
-
-
183
Total
10,783
22
-
10,805
All income from charitable activities has been generated in the United Kingdom apart from an amount of £12k (2021: £25k) which
was earned from 5 (2021: 6) other countries.
Of the above total income £18k (2021: £12k) was derived from the sale of goods, £95k (2021: £183k) from investment income, £47k
(2021: £22k) from grants and the balance of £9,529k (2021: £10,588k) was derived from the provision of services.
Exceptional income recognised in 2022 represents staff furlough funding received through the Government Job Retention scheme.
Whereas exceptional income recognised in 2021 relates to staff furlough funding, business rates relief and business support grants.| |---|---| |Unrestricted
Restricted
Apportioned
Direct
Direct
Support
Total
Costs
Costs
Costs
2022
£’000
£’000
£’000
£’000
2,475
12
543
3,030
283
-
34
317
1,297
-
473
1,770
4,676
35
1,526
6,237
776
-
244
1,020
72
-
-
72
115
-
-
115|12,561
76|12,637
126|12,763||Unrestricted
Restricted
Apportioned
Direct
Direct
Support
Total
Costs
Costs
Costs
2021
Note
£’000
£’000
£’000
£’000
Charitable activities:
_Wellbeing_
YMCA Club
2,261
15
337
2,613
One KX
106
-
24
130
_Education_
YMCAft training courses
1,885
-
550
2,435
YMCA Training
4,991
7
1,634
6,632
YMCA Awards
785
-
262
1,047
Restructuring costs
19
282
-
-
282
Loan interest
16
-
-
16
10,326
22
2,807
13,155
Raising funds:
Commercial trading
45
-
5
50
Total expenditure before investment costs
10,371
22
2,812
13,205
Investment costs
139
-
14
153
Total
10,510
22
2,826
13,358| |---|---|---|---|---|---| ||2,820
23|2,843
8|2,851||| ||47
-|47
-|47||| ||9,694
53|9,747
118|9,865||| |Note
19
1|||||| |Charitable activities:
Wellbeing
YMCA Club
One KX
Education
YMCAft training courses
YMCA Training
YMCA Awards
Restructuring costs
Loan interest
Raising funds:
Commercial trading
Total expenditure before investment costs
Investment costs
Total
Analysis of total expenditure 202|||||| **----- Start of picture text -----**
2021 £’000 856 283 390 283 221 256 128 104 178 127 2,826 2021 £’000 34 7 29 57 127 2021 £’000 666 239 41 3 1,200
2022 £’000 898 326 315 316 237 332 20 97 164 146 2,851 2022 £’000 37 7 41 61 146 2022 £’000 144 232 42 3 1,087
IT costs Property costs Finance department costs HR costs Communication and marketing costs Management costs Maintenance department costs Insurance Development/fundraising Governance Costs Auditor’s remuneration (excluding irrecoverable VAT) Irrecoverable VAT on auditors’ remuneration Company secretarial costs Share of management time on strategic matters Net income/(expenditure) for the �nancial period is stated after charging/(crediting): Bad debt expenses Operating lease payments: - Property rentals Services provided by the group auditor (including irrecover- able VAT): - Audit services - Tax compliance Depreciation – owned assets
The basis of apportionment is set out in the accounting policies. Governance costs are made up as follows: 7 Net income/(expenditure) for the �nancial period
**----- End of picture text -----**
|8 Remuneration of Trustees
The Trustees did not receive any emoluments during the period (2021: £nil) for services as Trustees of the Association or for any
other services to the Group. A total of £259 (2021: £372) was reimbursed to two (2021: three) Trustee(s) during the period in respect
of travel costs. Trustee indemnity insurance was purchased during the period at a cost of £7,491 (2021: £7,128).
9 Staff numbers and costs
The average number of persons employed by the group during the fnancial period, analysed by category:|2021
163
31|194|ose in need. In accordance
gnised in these accounts.|2021
£’000

3,974

240

378

191|
4,783|s.
nds:|CENTRAL YOUNG MEN’S CHRISTIAN ASSOCIATION and subsidiary undertakings
Trustees’ Annual Report (incorporating the Group Strategic Report) and consolidated fnancial statements
78
Total value paid in the �nancial period:
Number of Employees
Band
2022
2021
£60,001 – £70,000
-
2
£70,001 – £80,000
-
2
£80,001 – £90,000
2
1
£90,001 – £100,000
1
-
£100,001 – £110,000
-
1
£110,001 – £120,000
-
-
£120,001 – £130,000
1
-
Pension costs for these higher paid employees, for the year amounted to £22,520 (2021: £21,880).
Key management compensation
Key management personnel comprise members of the Executive Team The compensation paid or payable to key management for
employee services for the year was £221,520 (2021: £225,532). This includes salary, employer pension contributions, employer’s
National Insurance and other employee benefts.| |---|---|---|---|---|---|---|---| ||2022
135
54
189
rs assist in the provision of Club services to th
me expended by volunteers has not been reco
ws:|||2022
£’000
4,758
50
442
180
5,430
£240k) were funded from accumulated reserve
ver the fnancial period fell into the following ba|||| ||Operations
Management and administration
In addition to the above staff, circa 100 unpaid voluntee
with the provisions of the Charities SORP, the value of ti
The aggregate payroll costs of these persons were as follo|||Wages and salaries
Redundancy costs
Social security costs
Other pension costs
The total redundancy payments for 2022 of £50k (2021:
The emoluments of the employees earning over £60,000 o|||| **----- Start of picture text -----**
Grand Total Total £’000 23,791 816 - - 24,607 6,047 1,087 - - 7,134 17,473 17,744
Total £’000 22,621 347 - - 22,968 5,042 921 - - 5,963 17,005 17,579
Fixtures & Fittings £’000 3,946 347 - - 4,293 3,666 183 - - 3,849 444 280
Short L/H Property £’000 1,725 - - - 1,725 1,376 89 - - 1,465 260 349
Property, Plant and Equipment Long L/H Property £’000 16,950 - - - 16,950 - 649 - - 649 16,301 16,950
Total £’000 1,170 469 - - 1,639 1,005 166 - - 1,171 468 165
Products Development £’000 789 152 - - 941 634 149 - - 783 158 155
Intangible Assets
IT Software £’00’ 381 317 - - 698 371 17 - - 388 310 10
Cost or Valuation: At 31 July 2021 Additions Disposals Revaluations At 31 July 2022 Depreciation: At 31 July 2021 Charge for the period Disposals Revaluations At 31 July 2022 Net book value: At 31 July 2022 At 31 July 2021
Depreciation on the long leasehold property at Great Russell Street, London WC1 is charged over 40 years from the date of valuation to reflect the remaining estimated useful life of the facility.
**----- End of picture text -----**
|Grand Total|Total
£’000
24,397
292
-
(898)|23,791|5,496
1,200
-
(649)|6,047||17,744||18,901|Long leasehold properties at Fair Value:|CENTRAL YOUNG MEN’S CHRISTIAN ASSOCIATION and subsidiary undertakings
Trustees’ Annual Report (incorporating the Group Strategic Report) and consolidated fnancial statements
80
2022
2021
£’000
£’000
Great Russell Street buildings
At period end open market value
16,950
16,950
Aggregate depreciation thereon
(649)
-
Net book value
16,301
16,950
Historical cost of revalued assets
5,763
5,763
Aggregate depreciation based on historical cost
(5,236)
(5,092)
Historical cost net book value
527
671
The Charity’s interest in the property at 112 Great Russell Street, London WC1 was revalued as at 31 July 2021. The valuation was
produced by Montagu Evans LLP, an independent external frm of chartered surveyors in accordance with the Valuation Standards
(January 2020) published by the Royal Institute of Chartered Surveyors on the basis of fair value as defned by FRS102.| |---|---|---|---|---|---|---|---|---|---|---| |Property, Plant and Equipment|Total
£’000
23,394
125
-
(898)|22,621|4,757
934
-
(649)|5,042||17,579||18,637||| ||Long L/H
Short L/H
Fixtures &
Property
Property
Fittings
£’000
£’000
£’000
17,800
1,725
3,869
48
-
77
-
-
-
(898)
-
-|16,950
1,725
3,946|-
1,287
3,470
649
89
196
-
-
-
(649)
-
-|-
1,376
3,666||16,950
349
280||17,800
438
399||| |Intangible Assets|Total
£’000
1,003
167
-
-|1,170|739
266
-
-|1,005||165||264||| ||IT
Products
Software
Develop-
ment
£’000
£’000
Cost or Valuation:
At 31 July 2020
380
623
Additions
1
166
Disposals
-
-
Revaluations
-
-
**At 31 July 2021**
381
789
Depreciation:
At 31 July 2020
293
446
Charge for the period
78
188
Disposals
-
-
Revaluations
-
-
At 31 July 2021
371
634
Net book value:
At 31 July 2021
10
155
At 31 July 2020
87
177|||||||||| |||||||||||| **----- Start of picture text -----**
-
2021 £’000 8,995 3,989 (4,688) 2,498 10,794 Market Value 2021 £’000 2,135 7,585 1,054 20 10,794 1,043 11,837 31 July 2021 £’000 31 July 2021 £’000 680 244 270 1,194
39 Association - Association
2022 £’000 10,794 4,304 (5,681) (501) 8,916 At Cost 2021 £’000 2,105 4,145 1,077 7,366 1,052 8,418 31 July 2022 £’000 31 July 2022 £’000 485 115 361 932
(8) 26 2 680 244 270
2022 £’000 3,373 4,249 1,302 8,916 8,942 31 July 2021 £’000 31 July 2021 £’000 1,194
Market Value
2
At Cost 2022 £’000 3,261 2,969 1,019 (8) 7,241 246 7,487 Group 31 July 2022 £’000 Group 31 July 2022 £’000 464 116 361 941
Opening fair value Purchases at cost Sale proceeds Gain/loss on investments in year Closing fair value Fixed Income Equities Hedge Funds Other Funds Investments Liquid Funds Total Items for resale Amounts due within one year Trade debtors Other debtors Prepayments and accrued income
The investments were allocated as follows: Liquid funds are included within cash at bank and in hand in the balance sheet. The investments are valued based on quoted prices. The investments are valued based on quoted prices. The above investments represent the totality of the financial assets measured at fair value. 12 Inventory 13 Debtors
**----- End of picture text -----**
**----- Start of picture text -----**
31 July 2021 £’000 857 64 271 687 571 94 528 1,002 4,074 31 July 2021 £’000 422 13 56 37 528
Association (62) (7) 37
99 (308) (340)
734 232 248 700 771 398 £’000
31 July 2022 £’000 1,009 4,191 Change
2020 £’000 730 75 63 - 868
31 July
31 July 2021 £’000 865 - 271 688 571 94 528 1,002 4,019
31 July 2022 £’000 248 (10) 56 29 75 398 31 July 2021 £’000 868 (868) 528 528
734 - 248 703 772 99 398
Group 2022 £’000 1,009 3,963 -
31 July Change £’000 (175) (23) (8) 75 (131)
2021 £’000 422 13 56 37 - 528 2022 £’000 528 (528) 398 398
31 July 31 July
Trade creditors Amounts owed to subsidiary undertakings Income tax, social security and VAT Accruals Other creditors Provisions Deferred income Short term borrowings YMCAfit training courses Health and fitness membership fees YMCA Training courses Programme funding Prepaid Income Other Deferred income brought forward Utilised in year Arising in year Deferred income carried forward
Amounts owed to group undertakings are unsecured, interest free, have no fixed date of repayment and are repayable on demand. Provisions relate to dilapidations costs that are expected to materialise in the next 12 months in relation to centres occupied by the Group under short lease arrangements. The amounts will be dependent on individual property arrangements with landlords. There is currently a short-term borrowing arrangement of £1.0m (2021: £1.0m) with Rothschild which is secured by the investment portfolio and attracts interest at a rate equivalent to LIBOR + 2.10%. Deferred income analysis for Group and Association
**----- End of picture text -----**
||31 July
31 July
2022
2021
£’000
£’000
Expected to be utilised:|- within one year|Provision brought forward
94
45|Utilised in year
-
(33)|Arising in year
5
82|Provision carried forward
99
94|- after more than one year|Provision brought forward
44
149|Utilised in year
(5)
(105)|Arising in year
-
-|Provision carried forward
39
44||Total provision carried forward
138
138|The provision for leased property dilapidations relates to the estimated liability inherent in the YMCA Training centres. The provi-|sions are expected to crystallise when the properties are vacated; the cost of the dilapidations will be dependent on the outcome of|negotiations with the landlord as to the extent of the required work and construction costs at the time the lease comes to an end.|15 Bank loan – Group and the Association|2022
2021
£’000
£’000|Loan debt is repayable:|- within 12 months
7
-|- within 1 to 2 years
84
14|- within 2 to 5 years
287
522|- after 5 years
3,622
3,464|4,000
4,000|The bank loan is secured by a fxed and foating charge over the Charity’s freehold and leasehold interests in the property at 112
Great Russell Street, London WC1. The loan is repayable over a 25-year term with the frst two years suspended (interest only
repayment period). The loan is subject to a fxed interest rate of 2.41% above the Bank of England base rate.| |---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---| **----- Start of picture text -----**
Total £’000 24,006 (3,762) - (3,762) - - - 20,431 Total £’000 24,310 (55) (249) (304) - - - 24,006 Total Funds £’000 17,474 8,916 1,849 (3,963) (4,032) 20,244
- - - -
- - - -
873 228 228
(45) (45) £’000 1,101
£’000 1,101 1,056
- - - -
Endowment
Endowment Funds £’000 1,056 1,056
- - - - - -
- - - - - -
264 264
264 264 £’000 Endowment
£’000
Designated
Designated
- - -
- - - 45 - -
Total £’000 Total £’000 18,771 (249) (249) (228) 18,294 - - -
18,294 18,339
£’000 16,756 1,847 18,603
- - - - - Revaluation
- - - - - Designated &
45 £’000 2,030 (228) 1,802
£’000 1,802 1,847
Revaluation Investment
Revaluation Investment
- - - - - - - - - - £’000 718 6,013 1,849 (3,963) (4,032) 585
(249) (249) General
£’000 16,492 16,492 Property £’000 16,741 16,492
Property
- - -
- - -
(45) 585 £’000 4,402 (283) (283) 228 4,347
General £’000 4,347 (3,717) (3,717) General
At 31 July 2021 Net income / expenditure Other comprehensive income Total comprehensive income Transfer between funds - revaluation of investments - depreciation of revalued amount - designation of funds At 31 July 2022 At 31 July 2020 Net income / expenditure Other comprehensive income Total comprehensive income Transfer between funds - revaluation of investments - depreciation of revalued amount - designation of funds At 31 July 2021 Charitable fixed assets Investments Current assets Current liabilities Long term liabilities
Analysis of total funds – Group 2021 As at 31 July 2022 the general fund and the total of all funds held by the Charity totalled £524k and £20,183k, respectively (2021: £4,280k and £23,939k). Analysis of Group net assets between funds at 31 July 2022
**----- End of picture text -----**
|Designated &
Endowment
Total
General
Revaluation
Funds
Funds
£’000
£’000
£’000
£’000
Charitable fxed assets
988
16,756
-
17,744
Investments
7,891
1,802
1,101
10,794
Current assets
3,531
-
-
3,531
Current liabilities
(4,019)
-
-
(4,019)
Long term liabilities
(4,044)
-
-
(4,044)
4,347
18,558
1,101
24,006
17 Designated funds – the Group and the Association
The funds of the Association include the following designated funds which have been set aside from unrestricted funds by the
Trustees for specifc purposes.|Balance at
Set aside /
Balance at
Set aside /
Balance at
31 July 2020
(utilised) 2021
31 July 2021
(utilised) 2022
31 July 2022
£’000
£’000
£’000
£’000
£’000
Basil Scott fund
264
-
264
-
264
Total
264
-
264
-
264
The Basil Scott fund is designate to provide income to fund educational grants in the name of the late Mr Scott.
18 Restricted funds – the Group and the Association
Analysis of restricted funds – Group and the Association 2022|Balance at
Balance at
31 July 2021
Income
Expenditure
Revaluation
31 July 2022
£’000
£’000
£’000
£’000
£’000
Income funds
Health and ftness activities
-
12
(12)
-
-
Training courses
-
35
(35)
-
-
-
47
(47)
-
-
Capital funds
Endowment Fund
1,101
-
-
(45)
1,056
1,101
-
-
(45)
1,056| |---|---|---| |18 Restricted funds – the Group and the Association - continued
Analysis of restricted funds – Group and the Association 2021|Balance at
Balance at
31 July 2020
Income
Expenditure
Revaluation
31 July 2021
£’000
£’000
£’000
£’000
£’000
Income funds
Health and ftness activities
-
15
(15)
-
-
Training courses
-
7
(7)
-
-
-
22
(22)
-
-
Capital funds
Endowment Fund
873
-
-
228
1,101
873
-
-
228
1,101
Health and Fitness activities represent the balance of grants received to support users of the Club, in particular for those with long
term health conditions. The training courses fund represent income received towards projects to assist ‘hard to reach’ populations
to obtain qualifcations. The endowment fund is a legacy from the estate of the late Dr Charles Clark, income from which, will be
used to assist young people suffering personal problems to achieve specifed goals which will contribute to their life chances and
personal fulflment.
19 Restructuring costs
Items which relate restructuring are as follows:
During 2022 the Association incurred £72k (2021: £282k) of restructuring costs mainly in the form of redundancies arising from an
organisation wide restructuring exercise.
20 Reconciliation of net income/(expenditure) to net cash provided by operating activities|2022
2021
£’000
£’000
Net expenditure
(3,762)
(55)
Investment income
(95)
(183)
Investment revaluation
2,124
(1,981)
Depreciation charges
1,087
1,200
Decrease in debtors
253
827
(Decrease)/increase in creditors
(63)
(2,542)
Decrease in provisions
(5)
(105)
Surplus on investments sold
(1,623)
(517)
Net cash used by operating activities
(2,084)
(3,356)| |---|---|---| **----- Start of picture text -----**
£’000 (1,009) (3,993) 906 (4,096) Balance at £’000 (1,002) (4,000) 2,335 (2,667) Other 31 July 2021 £’000 3 - - - 3
Balance at
31 July 2021
31 July 2022
£’000 (7) 7 - - £’000 - - - -
changes changes 31 July 2021 £’000 198 128 80 - 406
Other non-cash Other non-cash Land and Buildings
£’000 - - (1,429) (1,429) £’000 1,856 (4,000) 1,234 (910)
3 - - - 3
Cash Flows Cash Flows
Other 31 July 2022 £’000
-
£’000 (1,002) (4,000) 2,335 (2,667) £’000 (2,858) 1,101 (1,757) 2022 £’000 226 77 - - 303
Balance at Balance at Land and Buildings 31 July
31 July 2021 31 July 2020
Bank borrowings due within 1 year Bank borrowings due over 1 year Cash Net debt Bank borrowings due within 1 year Bank borrowings due over 1 year Cash Net debt Commitments falling due: - within 12 months - within 1 to 2 years - within 2 to 5 years - after 5 years
Analysis of changes in net debt – Group 2021 22 Capital commitments – the Group and the Association As at 31 July 2022 there was a capital commitment for a balance yet to be invoiced relating to the project to replace the Customer Relationship Management (CRM) system used by the YMCAfit team. The balance related specifically to the discovery phase of the project and totalled £344k. It is anticipated that the full CRM project will be completed by 31 July 2023. 23 Operating lease commitments - the Group and the Association The following represent the leasing commitments:
**----- End of picture text -----**
## **----- Start of picture text -----**
ww.ymca.co.uk ww.ymcaawards.co.uk ww.ymcafit.org.uk
w w w
Chair Resigned 27 January 2022 Resigned 27 January 2022 Resigned 27 January 2022 Appointed 27 January 2022 Arvinda Gohil
213121 119249 112 Great Russell Street, London WC1B 3NQ Central YMCA YMCA Awards YMCAfit YMCA Club YMCA KX Buzzacott LLP 130 Wood Street London EC2V 6DL The Co-operative Bank Delf House, Southway Skelmersdale WN8 6WT Royal Bank of Scotland 62/63 Threadneedle Street London EC2R 8LA Barclays 1 Churchill Place London, E14 5HP BDB Pitmans LLP One Bartholomew Close London EC1A 7BL Montagu Evans LLP 5 Bolton Street London W1J 8BA Rothschild Private Management Limited New Court, St Swithin’s Lane London EC4N 8AL Our Patron is The Lord Remnant, CVO, FCA. The directors of the charitable company (the Association) are its Trustees for the purposes of charity law. Throughout this report they are referred to as Trustees. Andrew Beal Amandip Bahia Philippa Campbell Glenn Dunn Ian Govendir Anthony Griffiths Colleen Harris MVO DL Anne-Marie Laing Timothy Lissimore Susan Ross-Morton Yusuf Nurbhai Cheryl Turner Stephen Varma Peter Wright Chief Executive/Company Secretary
Charity number Company number Registered of�ce Trading Names and Associated Websites Auditor Bankers Solicitors Property advisors Investment managers Patron Directors and Trustees Trustees serving during the �nan-cial period and since the year-end Senior employees
**----- End of picture text -----**