2024-03-31-accounts

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

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A Company Limited By Guarantee

Annual Report & Financial Statements

For The Year Ended 31 March 2024

YMCA ROBIN HOOD GROUP

Registered Company Number: 00310342 Registered Charity Number: 243044 Registered Office: 16 St James’s Street, Nottingham, NG1 6FG

YMCA ROBIN HOOD GROUP | ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024

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Contents
Legal and administrative information	4 - 5
Report of the Trustees	6 - 50
Independent Auditor’s report	51 - 54
Consolidated Statement of Financial Activities	55 - 56
Consolidated Balance Sheet	57
Consolidated Statement of Cash Flows	58
Notes forming part of the fnancial statements	59 - 93

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Charity Reference and Administrative Details

Company registration number 00310342

Charity registration number 243044 Chair Mrs A Barbaro-Robins Deputy Chair Mr P Murphy (term of office ended October 2023) Treasurer Mr C Bostock Other Directors and Trustees Ms J Lymn Rose Mr C Berens Mr N Duckworth Mrs S Clarke Ms K Kabweru-Namulemu Mrs V Pickering (resigned July 2024) Executive Committee Mr C Berens Ms A Chambers (resigned August 2024) Ms J Bradley-Fortune Mr G Piliero Mr T Cauthorn Mr S Benbow

Company Secretary Mr L Gerrard

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Registered office 16 St James’s Street Nottingham NG1 6FG Banker HSBC UK Bank PLC East Midlands Commercial Centre Donnington Court Pegasus Business Park Herald Way Derby DE74 2BU Solicitors Freeths 80 Cumberland Pl Mount Street Nottingham NG1 6HH Independent Auditor UHY Hacker Young 14 Park Row Nottingham NG1 6GR

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The Report Of The Trustees For The Year Ended 31 March 2024 (Including Directors Report And Strategic Report)

The Board of Management (the Board) submits this report together with the audited financial statements of the Association and its related entities for the year ended 31 March 2024 together with comparative figures for the prior year ended 31 March 2023.

Legal Status

YMCA Robin Hood Group (“The Association”) is a:

Company Limited by Guarantee registered in England and Wales (Company number 00310342);
Registered Charity (Charity number 243044);

Principal Activities

YMCA Robin Hood Group’s charitable objectives focus on social responsibility, youth development, and healthy living, and it forms part of the YMCA worldwide movement. As a registered provider, the association provides accommodation for vulnerable homeless people. It also provides residential care homes for vulnerable children as well as programmes for children, family and young people to support learning and development, and recreational, cultural and spiritistic activities.

Structure, Governance and Management Governing Document

Registered Provider (RP no. H3286);
VAT registered organisation (number 117 2061 10).

YMCA Robin Hood Group was established in 1871 and incorporated on 12 February 1936. The Registered Office and principal address is 16 St James’s Street, Nottingham, NG1 6FG. YMCA Robin Hood Group is affiliated to YMCA England and Wales.

Mission

The Association is a charitable company limited by guarantee, incorporated, and registered as a charity (243044). It was established under a Memorandum which established the objects and powers of the charitable company, and is governed by its Articles of Association. In the event of the Association being wound up, members are required to contribute an amount not exceeding £1.

To empower children, young people, and our communities to build a just, sustainable, equitable and inclusive world, where every person can thrive in body, mind and spirit.

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The Association complies with all regulatory standards established by the Regulator of Social Housing and complies with the code of governance as set out by the Charity Code of Governance. We consider our business plans to be adequately funded, that we have sufficient security in place, and that we are forecast to meet our financial budgets and covenants.

In 2018, the Association received consent from the Charities Commission to become a Unitary Board, allowing the Board Members to invite executive members to join the Board of YMCA Robin Hood Group. Craig Berens, the Association’s Chief Executive Officer, is a member of the Board.

Recruitment and Appointment of Board

The directors of the Association, who are also charity trustees for the purposes of charity law, are referred to as Members of the Board, Board Members, or Trustees throughout the financial statements, in accordance with the Association’s Memorandum & Articles of Association.

Board members are recruited through advertising in appropriate local media and by personal recommendation. Prospective Board Members apply and meet individually with the Chair, the Chief Executive and Group Company Secretary.

Candidates are interviewed and assessed against a skills matrix by a panel of current Board members and the Chief Executive. If successful, they attend one or more Board meetings as observers before accepting the position and being voted in.

Board members are appointed annually at the Annual General Meeting or at other full Board meetings as needed.

The Board follows a Diary of Events. The systems and procedures surrounding effective governance are continually reviewed, and methods of monitoring Board membership, skills, and diversity have been established and are reviewed at least annually. Attendance at Board meetings over the past financial year has averaged at 72.5% (2023: 79.4%).

Payment of Board Members

No fees or remuneration have been paid to any member or Board member of the Association during the year for their role as a Board Member.

Mr C Berens received remuneration purely concerning his role as Chief Executive Officer, including pension contributions and benefits in kind of £168,140 (2023: £162,000)

One Board Member received payments totalling £2,000 (2023: £1,000) for consultancy services associated with our Children’s Residential Services.

During the year, the Board Members received a total reimbursed expense of £nil (2023: £nil)

Mr C Berens received reimbursed expenses of £6,490 (2023: £4,916) during the year purely in relation to his role as Chief Executive Officer.

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Board Members Induction and Training

Newly appointed Board Members complete a comprehensive induction to ensure they are effectively integrated into their roles at YMCA Robin Hood Group. This induction, conducted by the Chair of the Board, Chief Executive, and Company Secretary, covers the obligations of the Board Member role, the Association’s strategic and operational framework, its current financial position, and YMCA’s future plans and objectives.

The induction follows a structured checklist that familiarises new members with the Association’s mission, governance practices, and key responsibilities, ensuring they are well-equipped to contribute meaningfully from the outset. Additionally, new Board Members receive the ‘YMCA Robin Hood Group - Board Welcome and Induction Pack,’ which provides helpful information about their obligations as Trustees or Committee members.

Once in situ, Board Members are encouraged to visit different areas of service provision and attend Association staff meetings. The Association’s insurance package includes professional liability cover for the trustees and senior staff.

Organisational Structure

The YMCA Robin Hood Group Articles require a Board of between four (4) and fifteen (15) members who meet at least quarterly and are responsible for the strategic direction and policies of the Association. During the financial year, the Board comprised of nine Board Members from diverse professional backgrounds relevant to the Association’s

work, with plans to expand this number in the upcoming financial year. The Board completes an annual skills matrix to identify gaps, guiding the recruitment of new members. The Chief Executive also serves on the Board as a Unitary Board Member, with voting rights explicitly determined by the Articles.

The Board has given delegated authority to three sub-committees:

Remuneration Committee: Reviews and recommends remuneration policies and practices for senior executives and staff.
Audit and Risk Committee: Oversees internal controls, risk management practices, and audit processes to ensure compliance and financial integrity.
Finance and Scrutiny Committee: This committee focuses on financial oversight and budgeting and scrutinises financial performance to support informed decision-making by the Board.

A scheme of delegation is in place, assigning the Chief Executive, supported by the Executive and Senior Leadership teams, dayto-day responsibility for service provision. The Chief Executive ensures the Association delivers specified services and meets key performance indicators.

The Association maintains compliance with directives from regulatory bodies including the Regulator of Social Housing, Ofsted, NSPCC, Decent Homes Standard, The Health & Safety Executive, Companies House, and the Charity Commission.

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Value for Money

We have referred to the guidance on public benefit issued by the Charity Commission and are satisfied that the Association’s activities as described in our review of 2023-24 do provide wider public benefit. Board members consider how planned activities will contribute to the aims and objectives they have set for the Association via review and approval in the Finance & Scrutiny Committee (“F&SC”) meetings.

Value for money (VfM) is considered in all of our activities and decision making, including procurement and service delivery and is supported through formalised operational policies and procedures. Our Board audit and challenge plans, processes, and transactions in order to ensure we can demonstrate effective and efficient use of resources and compliance with the Regulator of Social Housing Value for Money Standard. In line with the regulatory changes in reporting VfM, the required metrics and commentary are included within the Finance review section.

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Message from the Chair of Trustees

Our last annual report closed with a message of inspired intent: “The greatest possible opportunities and experiences for young people, for our community, for our staff.” But what does that mean for YMCA?

Hood Group, I am proud of how we have seen this intention brought to life through the empowerment of the young people we serve.

Within our now fully embedded Therapeutic Care model in Children’s Residential Services, the voices of children are front and centre. They play a key part in developing their own care plan, understanding their own risks, and exploring opportunities where they find joy.

Our very youngest service users, children at YMCA Nursery, have a voice in our service sometimes before they can even speak! Child-led through and through, play is guided by their imagination, and with pictures and pointing every child can make decisions about their day.

These highlights simply scrape the surface of how our YMCA has developed this past year, putting the experiences and opportunities of young people first.

There is still much work to be done - there always will be! But I am inspired as to how much has been accomplished, and how the passion and belief in young people still drives us all.

In Supported Housing, milestone progress has been achieved with the creation and delivery of a Tenant Involvement and Empowerment strategy, which now facilitates an abundance of opportunity for youth-voice and experience to shape the service.

Angela Barbaro-Robins Chair of Trustees

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Strategic Purpose and Intent

Everyone deserves a fair chance to discover who they are and what they can become.

At YMCA Robin Hood Group, our work is guided by this fundamental belief, and is shaped in response to the needs of our local communities across Nottinghamshire and East Riding of Yorkshire.

Local Need

The regions we serve are vibrant hubs of diverse cultures, experiences, identities, needs and financial backgrounds. No two families are alike, and in some areas, this means significantly disparate access to opportunities, even between children living in neighbouring postcodes.

Many children and young people in our region are:

Our strategy centres the experiences and opportunities for children, young people and their families. The programmes and services we deliver are varied by design, in direct reflection of the varied backgrounds and challenges young people within our community face.

We believe in opportunity for all, a belief we share wholeheartedly as federated member and part of the global YMCA movement almost 180 years in the making.

These beliefs have driven a strategy for YMCA Robin Hood Group that is based in the hope and unwavering ambition that all children and young people in our region will one day have a fair chance to life-shaping opportunities.

Living in the 2nd most deprived region of the UK1
One of 17,600 children affected by income deprivation1
At risk within the lowest 20% of regions in the UK for ‘precarious situations’ (economic inactivity, unemployment and occupational level)2
Living in a Local Authority where up to 21.8% of those homeless are aged 24 or under3
One of the 83,840 looked after children, or one of 7,290 Unaccompanied AsylumSeeking Children in England4

1Ministry of Housing, Communities & Local Government (2019), ‘English indices of deprivation 2019’ [https://www.gov.uk/government/statistics/english-indices-of-deprivation-2019]

2Social Mobility Commission (2023), ‘State of the Nation 2023: data about social mobility in the UK’ [https://social-mobility.data.gov.uk/]

3Department for Levelling Up, Housing and Communities (2024), ‘Homelessness statistics’ [https://www.gov.uk/government/collections/homelessness-statistics]

4Department for Education (2024), ‘Children looked after in England including adoptions’ [https://explore-education-statistics.service.gov.uk/find-statistics/children-looked-after-in-england-including-adoptions/2023#releaseHeadlines-summary]

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Developmental Assets

Regardless of background, insights from a decade of research from the Search Institute show that a child’s likelihood of a happy, healthy future significantly increases when they are supported by the community around them to build positive personal competencies and behaviours.

External Assets

Broadly, these qualities can be categorised into External Assets (those gained from positive experiences and support systems in a child’s environment), and Internal Assets (the internal values and skills that guide a child’s behaviours). Within this, there are eight sub-categories, and 40 individual assets.

Support Constructive Use of Time Empowerment Boundaries & Expectations

Despite the disparity of experiences amongst children and young people in our region, development of these assets can help each of them discover and fulfil their potential. YMCA Robin Hood Group programmes are crafted by design to be grounded in these principles and support all young people holistically and equitably. Developmental Assets are the foundation to which the ‘how’ of our strategy becomes action.

Internal Assets

Positive Values Positive Identity Commitment to Learning Social Competencies

This year, we received the results of our own Search Institute survey we commissioned within the Newark and Sherwood area of our region. In total, 284 young people (school year 8) were surveyed on their own attitudes and behaviours. This data provided valuable insights into the strengths and gaps of support for children and young people in the local community and provides YMCA and our partners with tangible benchmarks for improving children’s outcomes long-term.

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Our Approach

With consideration to our community’s diverse experiences, purposeful integration of the Developmental Assets into all our programming acts as a golden thread between all we do.

Respond

Dedicated provision for those whose wellbeing is at immediate risk.

This includes support for vulnerable children and young people, who require specialist services to protect their immediate safety, accompanied by longer-term pathways to independence and stability.

YMCA Supported Housing

and connected services support young people impacted by homelessness to build the personal qualities and life skills they need to move on to independence as adults. This year we have continued to provide and grow our temporary supported accommodation, and developed our focus on youth empowered, traumainformed practices.

Prevent

Activities with a long-term view of positive social change, through developing young people and communities.

Children, Youth and Families

A blend of services for children and young people from ages 0-17. These services connect models of positive youth development and developmental assets and relationships to create a web of support for young people, equipping them to thrive as they get older.

Hospitality

Centres of community connection, our hospitality venues and community spaces facilitate preventative programming from both YMCA and community partners and value-based organisations.

Children’s Residential Services

provide therapeutic intervention, nurturing family-style homes and enriching experiences for looked after children experiencing trauma. Over this year, we have finalised the integration of an innovative therapeutic model to all our homes and supported 13 children with specialist services.

Community and Activity Village

A home to YMCA’s prevent strategy at work, the Village provides an abundance of opportunity for the whole community. Programming supports Health and Wellbeing, Training and Education, Family and Youth Work, plus Business and Hospitality.

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Our Year in Numbers | Respond

Unaccompanied Asylum-Seeking Children supported towards community integration through trauma-informed care and housing

71%

of those who left Supported Housing transitioned into managing their own tenancy, or reconnecting with family

young people impacted by homeless taught cooking and culinary career skills with Malt Cross

children supported with 24-hour, individualised therapeutic residential care

1,345

temporary housing residents provided with safe homes & support into independent living

6

therapeutic family-style homes, for nurturing and caring for looked-after children

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Our Year in Numbers | Prevent

low-income families accessed youth services through the YMCA Scholarship Programme

1,016

people participated as members of the YMCA Community and Activity Village

4,492

hours of training delivered for youth climbing qualifications

76,600

hot drinks served at YMCA Café facilitated the community connecting with one another

395

young people built confidence, resilience and green skills through Outdoor Education

2,044

vulnerable people were supported by Street Pastors on the streets of Nottingham

158,238

community visitors to the YMCA Village

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A
B
7,616
C
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days of asset-building early years care provided at YMCA Nursery

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Respond Dedicated provision for those whose wellbeing is at immediate risk.

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Oliver’s Story

*This story has been anonymised for safeguarding purposes.

Hoping to start college in September, Oliver visited several open days with YMCA staff before deciding on the right place. Until now, Oliver had been learning at home, with one-to-one tutoring, educational visits and online resources. With care to his experiences and trauma, the team have been keen to get him more connected with the community and build his confidence in order for him to be able to finally experience attending mainstream education again.

With the support of YMCA staff and therapists, Oliver has been just as part of the team developing his care planning and risk management as anyone. He collaborates with the staff around him, working on steps to reduce the restrictions of a legal order, without increasing risk. Our therapeutic approach centres Oliver, his confidence, his autonomy, and values his opinions and what he may be nervous about.

Over time, these steps have been able to successfully reduce the restrictions on Oliver, and his independence is making a huge difference to his emotional health. “I am happy with the place where I live” says Oliver, something that is clear in his choices and behaviours each day.

finds it easier and joyful to meet new people and build positive relationships. He enjoys visiting local youth clubs, meeting with friends and getting involved in all sorts of activities. We look forward to him starting college in September!

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Children’s Residential Services

Relentlessly committed to giving children the opportunities and support they need to thrive; our Children’s Residential Services are a crucial element of our Respond strategic directive. Our service is uniquely positioned and has grown and adapted over several years to meet the most crucial needs we have identified for looked-after children.

Our therapeutic care model centres children as individuals, understanding that children can only thrive when they feel safe and secure. We aim to provide children with stability, consistency and continuity, and wherever possible children take an active part in their care plans throughout their time with us.

“It Takes a Village”

This year, we have provided trauma-informed and therapeutic intervention care to thirteen children and are deeply proud that our Maythorn home received an ‘Outstanding’ Ofsted rating for the second year in a row, alongside each of our other homes also rated ‘Good’ and above.

Together with our therapeutic care model, our Children’s Residential homes are distinctive in their connectivity with wider YMCA services. This year we have strengthened the links between Children’s Residential Services and the wider offering of YMCA to give those in our care opportunities for holistic, diverse and rich childhood experiences as a valued part of their community.

Our Therapeutic Care Model

This year we have successfully completed the integration of the Ashurst Mastery Model into each of our Children’s Residential homes. Starting last financial year, this project has been a significant effort of both charity resources and the persistent passion of our staff and leaders, all to ensure YMCA Robin Hood Group is offering exceptional support for the traumatised children most in need.

Level 1 - Dynamic

Level 2 - Activities

& Psychotherapy

This model of care provides a specialist therapeutic service, providing placements, homes and therapies to children suffering from severe trauma responses. Innovative in its approach, the service includes individualised forensic assessment and intervention led by world-class forensic psychologists and is supported by a fully trained and clinically supervised therapeutic care team.

Level 3 – Activity-Based

Psychologically & Trauma Informed Care

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From Camp Williams (school holiday day camps) to the climbing wall and cycle track of the YMCA Community and Activity Village, children in our homes have been supported by clinically supervised staff to engage and seek opportunities that take them out of the home environment and into the local community.

This approach is fundamental to YMCA Robin Hood Group’s strategy overall, as we recognise the importance of children building developmental relationships and assets, and finding a place within the community that they are part of.

Demand for Services

Our focus on such specialist services has been driven by our organisation’s belief in opportunity for all, coupled with an assessment that both regionally and nationally the care sector is lacking in placements for the children that most require therapeutic intervention.

pressure on services such as Child and Adolescent Mental Health Services (CAHMS), leaving them unable to effectively support the volume of severely traumatised children. Moreover, demand for placements from Local Authorities is increasing, sadly leaving some children hospitalised where there is no suitable home for them to go to.

Operational Effectiveness

A new CRM system was successfully implemented, as per our roadmap identified in last year’s annual report. However, we have made the decision to migrate to a better fit software ‘Clear Care’. This will progress in the next financial year.

Looking Forward

As we look to 2024-2025, our strategic intent is steadfast in its commitment to maintain our existing portfolio of homes, whilst seeking opportunities to grow our therapeutic offering to respond to the need of children regionally and nationally. We intend to build this growth through engaging with new Local Authorities and continuing our preliminary planning of a therapeutic fostering service.

Children are at the heart of this home. Staff speak about children with enthusiasm, warmth and compassion. Staff place a strong emphasis on supporting children to try new experiences and have a happy life.

Ofsted Report, Maythorn

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Willem’s Story

Willem was just 13 years old when he became involved in drug abuse, encouraged by his mother. Although eventually moving into a hostel in his local town, Willem found it too easy to remain engaged in petty crime and the drug culture, and lacked the confidence to break free from this cycle.

A key turning point was in 2018 when Willem secured a place at YMCA Supported Housing in Goole, East Riding of Yorkshire, where he finally received the support he needed to begin rebuilding his life. With personal support from the YMCA team, Willem not only moved on to achieve independent living, but has chosen a job working as a deeply valued YMCA staff member.

“The move to YMCA in Goole was the start to my new life,” says Willem. “I realised that I needed to get away from my hometown and family as it was the only way I could get my own life back on track without drugs.

“Since I lived at the YMCA, I have not felt the need to self-harm anymore, which is massive thing for me, and I test negative for substance use. The staff helped me a lot; if it wasn’t for them, I would be still addicted to drugs.”

“I learned to cook and clean and the YMCA team gave me opportunities to go to the gym to improve my health in addition to the guidance I needed to keep away from drugs. This helped me a lot as it has built up my confidence and I am a lot fitter and healthier now. Thanks to the progress I made, I have also finished my probation order and I contacted my dad after 10 years absence.”

“I have come a long way in my life and I love my job and have changed my life for the better thanks to all staff at YMCA; if it wasn’t for them, I wouldn’t have the opportunities that I have now.”

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Temporary Supported Housing

This year, our Supported Housing service provided temporary homes and support towards independence to 1,345 individuals, our highest volume provision as part of our Respond strategic directive. Continuing the path of our group strategy, we have continued to shift our focus into developing pathways and opportunities focused on young people, an expertise we value as part of the oldest global youth movement in the word, 562 of those who accessed our Supported Housing services this year were aged 16-25.

Tenant Involvement and Empowerment

This year, the core focus of our work has been the elevation of youth voice and collaboration within our Supported Housing services. To meaningfully support those needing our services into a life of independence, we understand that as individuals they must be empowered to make decisions and play an active role in the place where they live.

within the service, such as:

Service co-production workshops
Trauma-informed skills sessions
Co-design of communal spaces
Implementation of a new Positive Behaviour policy
Embedding of strength based and trauma-informed practices
Diverse creative, physical and practical activities (such as art, football and financial resilience).

This year, the development of this work has been transformational for the quality of support we are able to provide. Residents are better facilitated to build confidence, resilience and skills of independence, and increasingly are able to apply reflective skills and strength-based thinking, enabling them to learn from mistakes and find new ways of managing situation.

In terms of impact, this has been clearly measured through a significant 8.7% YOY increase of young people moving into independent living.

Core to this work has been the launch of our new Tenant Involvement and Empowerment strategy, which brings the active participation of young people to the centre of our work as practitioners and within the policy.

To develop and integrate this direction, a new Partnership and Pathway Manager role was recruited at the start of the year. This role has been a catalyst for the embedding of our youth-led strategy, and has driven significant development, improvements and expansion of engagement initiatives

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Supporting Young People

In line with our ambition to increase our support for young people, this year we were proud to launch a new service in Ashfield, supporting thirty 16-25 year olds. Residents here have settled in well and have been warmly engaged with opportunities designed to nurture their life skills, such as co-designing their communal media room and creating a weekly breakfast club.

Operational Effectiveness

Alongside these developments, this year we have bolstered how technology supports the level of service we provide residents of Supported Housing. Within our CRM system Inform, a new maintenance app has been launched which streamlines the reporting of maintenance issues within properties and provides live data on how repairs are being responded to.

Looking Forward

Launched last year, we are proud of the work that has taken place as part of our UASC (Unaccompanied Asylum-Seeking Children) project. 46 children have found support in our dedicated service this year, and have eagerly been involved with activities and care crafted to provide safe homes and pathways to independence and community integration for young refugees between the ages of 16 and 21.

With consideration to YMCA Robin Hood Group’s aim of focusing our expertise and offering to young people, the decision was made to close our Multiple Complex Needs project in Mansfield on 31 March 2024, as it no longer strategically aligned.

In line with regulatory changes, we successfully submitted an application to Ofsted for our services supporting young people, which has since been accepted (July 2024) . As part of this project, a complete review has been conducted of all current policies and processes, ensuring our service delivery model aligns with our expected outcomes.

Our continued commitment is to the embedding of youth-focused services that centre the lived experiences and voices of residents within Supported Housing. As we build on the strong foundations developed over the past year, we will be refining our service offer to provide the very best support we can to those in our care.

Our priority is to provide a safe, compassionate, and supportive environment that facilitates young people having positive outcomes and fulfilling their potential.

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I just felt it was really important for myself to feedback on how amazing the team at YMCA has been.

They have gone over and above for a resident that I support, nothing is too much trouble. Every time I visit YMCA they are so warm and friendly… Their fantastic work should be recognised. Young people are lucky to be supported by such dedicated workers.

Social Worker from Leaving Care Team, North Yorkshire Council (Selby)

YMCA York and East Riding

a safe home and dedicated pathways to independence.

This year, YMCA York and East Riding has worked closely with local authorities and partners to address the needs of young people within our community. Aligned with our strategic Prevent directive, the service has successfully secured several grants, enhancing our capacity to support young people affected by homelessness.

Whilst no direct trading was undertaken, all activities were carried out by YMCA Robin Hood Group in collaboration with the Charity, aligned to the strategies and focused outlined in in Supported Housing.

Over several properties, YMCA has capacity to provide 69 temporary supported bedspaces in the area, supporting those in our care with

! Read more about it on Page 13

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Prevent

Activities with a long-term view of positive social change, through developing young people and communities.

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Children, Youth & Families

Designed around the building of

developmental relationships and assets within children and young people, our Children, Youth and Families department delivers a diverse blend of programmes tailored to children in our region. This vibrant department is crucial to our Prevent strategy, equipping children and their families with the interpersonal tools they need to thrive as they grow, with a view to reducing the need to access Respond services long-term.

This year, surveyed parents/carers of children who had engaged with at least one of these services showed the profoundly positive impact families have felt within the Developmental Assets framework.

She skips into nursery, asks when she will see her room staff and friends while she’s at home, and is never in a rush to leave when we pick her up. I don’t think you need to know much more than that!

Parent of a child at YMCA Nursery

! Read more about it on Page 12

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Surveys of parents this year showed the extent to which families are experiencing the Developmental Assets framework within YMCA programmes:

85% 82% 74% My child Empowered: My child Boundaries and felt valued, safe and Expectations: My child appreciated respected felt there were clear rules, consistent consequences and felt encouraged to do their best

Support: My child felt cared for and appreciated

81% 74% 79% Commitment Positive Values: My My child had the to Learning: My child was encouraged to believe in their own abilities when learning new things

Constructive Use of Time: My child had the opportunity to learn and develop new skills and interests with other young people and adults

Positive Values: My child was encouraged to embrace positive values and make healthy choices

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85% 74%
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Social Competencies: My child was encouraged to interact with new people and experience new situations

Positive Identity: My child was encouraged to believe in their own self-worth and have control over their own decisions

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YMCA Nursery at the Village

In its second year of operation, YMCA Nursery at the Village is proud to have supported 84 children this year, with waiting lists growing for full rooms. The Nursery has built a positive relationship with the community and is known for its committed child-led approach and exceptional facilities.

! Read more about it on Page 30

Family and community engagement has been central to the focus of activity this year, with the refining of the Parents/Carers forum, and numerous opportunities for families to visit, play and take an active role in their children’s Early Years experiences.

Programming has also been redeveloped to make the best use of the YMCA Community and Activity Village location where the Nursery is based. Children enrolled in the Nursery now have unique access to sessions tailored to their age group with YMCA Creative Academy (musical theatre), the Strength & Conditioning team, YMCA Camp Williams (camp games and multi-sports), plus sessions in the on-site Dance Studio and Cycle Track. These opportunities have been chosen to provide children with a broad, exciting range of experiences, supporting them to build the Developmental Assets crucial to their positive development.

As we look forward, YMCA Nursery is proactively planning for its first Ofsted inspection, with internal observations which focus on excellence in child development, safeguarding, first aid and health and safety. Avenues are also being explored to enhance the impact of the provision for children, by considering how elements of ‘forest schools’ could be brought into our Early Years delivery.

Childcare

Nottinghamshire, our wraparound childcare service offers warm, engaging spaces for children to make friends, progressively develop skills and enjoy the fun of learning outside of a typical classroom setting. Breakfast and after-school clubs are available during term-time, and Wollaton Holiday Club supports families during school breaks.

Acting as ‘professional role-models’, our staff are trained to encourage children to explore, imagine and be curious, with activities based in STEM learning, sports, arts and team projects. Every step of the way children are celebrated for their character, with childcare leaders modelling respectful behaviours and encouraging four Core Values: Respect, Responsibility, Caring and Honesty.

This year, the service has seen steady growth from an average of 85 children per week to an average of 112. As the service plans for the year ahead, we are exploring strategies to maximise the reach of our service in the face of a changed childcare market. Since the COVID-related lockdowns of 2020-21 and the rising cost of living, more families are choosing to engage with alternate means of childcare, such as grandparents or by balancing flexible working. YMCA Childcare is exploring a review of our programming to respond to the new needs of local families, and sees to identify opportunities to expand by up to two sites in the coming years.

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Camp Williams

Camp Williams welcomed 821 children this year between its two sites in Nottingham and Newark. A true programme-by-design, the day camp is built entirely from the building blocks of developmental assets and relationships and offers children ages 4 to 15 a space to grow, progress and thrive.

Echoing the ethos found so widely within our other programming, children at Camp Williams take an active role in making choices about their experiences while they are with us. Picking from a menu of over 16 ‘Skill Clinics’, campers are empowered to explore a variety sport, outdoor, experiential and creative activities, where they will build their knowledge and confidence throughout the week. Experiences are tailored by age-group, but the Camp is unified by a rich community spirit, as all children share fun rituals and team games, such as camp songs, rallies and open activities such as ‘Juice Jam’.

This year, Camp Williams relocated its Nottingham site a short distance away from its incumbent site to The Becket School, which offers YMCA even better facilities for delivering its rich programming. At Newark, Camp Williams completed its second full year at the YMCA Community and Activity Village site, where it has built a robust and enthusiastic following within the local community.

As the service looks to grow attendance at both sites, the coming year will see a review of programming, exploring additions and transformation to some of the activities offered.

Creative Academy

Our newest programme, Creative Academy is designed to support young people to build confidence, community and practical industry skills through creative and performing arts workshops. Bringing together young people aged 11-18 from schools across Newark, Creative Academy is open, non-judgmental and collaborative.

This year, the programme was locally named a Co-op Community Champion, which saw local people raising funds to support the YMCA’s scholarship programme which ensures financial accessibility. The shining story of the year however was Performance Week, an intensive but fun programme run throughout the October half-term, where over 30 young people were taught by West End stars (with credits from Matilda, Les Miserables, Phantom of the Opera and Hairspray among others), to devise a performance for parents and community members.

In the coming year, the programme will be exploring growth opportunities at Newark, with the potential to expand delivery across Nottinghamshire.

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Outdoor Education

Delivered by expert leaders, the Outdoor Education service works across community organisations, schools, charities and internally within YMCA departments such as Supported Housing and Camp Williams. These bespoke programmes are tailored to support young people’s personal development, developing resilience, confidence, teamwork and practical outdoor skills through a huge variety of outdoor experiences.

This year, the service concluded its Access to Nature programme, funded by the Green Recovery Challenge Fund as part of the National Lottery Heritage Fund. Supporting young people at risk of becoming NEET (not in employment, education or training) and including young people impacted by homelessness, the programme created opportunities to engage with local green spaces, through outdoor activities and environmental education.

school hard and he flourished on this programme. It was amazing to see him so happy.

Teacher of young person accessing YMCA Outdoor Education

Delivered in partnership with the National Trust at Clumber Park, the programme was an exceptional example of YMCA’s Prevent strategy in action.

Looking to next year, the service plans to explore opportunities for growth across Mansfield and Ashfield, including engaging local schools and alternative education providers.

The Zone Youth Project

As part of a collaborative partnership with YMCA Robin Hood Group, the Zone Youth Project has played a pivotal role in enhancing services for children and young people. The charity focuses on supporting children and young people aged 12-21 through a variety of educational programmes.

This year, the Zone Youth Project has provided outdoor education and mental health support through providing access within disadvantaged communities in our region.

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Community & Activity Village

YMCA Community and Activity Village has been a significant hub of community activity this year, from both YMCA owned programmes and those delivered by strategic partners. Strategically, YMCA Village is the embodiment of YMCA’s Prevent strategy, facilitating a place-based approach to supporting an entire community of children, young people and their families, through the embedding of accessible, asset-building opportunities.

Our Climbing Centre has gone from strength to strength, hosting two regional climbing competitions – the Midlands Youth Climbing Series and BMC Youth Competition – which saw over 200 young climbers scaling the YMCA wall over just two days. Our Climbing team also launched NICAS qualifications within the centre, training young people from ages five+ to achieve National Indoor Climbing Awards up to Level 5.

Every service and partner within YMCA Village is by design, weaving together activities, support services and education opportunities. Together, this rich programming offers a truly holistic approach to community wellbeing and positive youth development.

Building on the milestone developments of the previous year, this year has seen several significant markers of growth and community engagement as the Village firmly establishes itself as a driver of positive youth development in Newark.

With thanks to FCC Communities Foundation, the Strength and Conditioning Gym was able to expand into an outdoor fitness space, offering members and community groups novel and accessible space to engage with functional fitness in the outdoors. The Village was also home to a range of sport and engagement sessions delivered by YMCA, responding to the unique needs of specific communities in Newark, such as the Gypsy Roma Traveller community and Home Educated children. Our membership programme was further developed too, which has grown to include skateboarding sessions – now one of our most popular offerings among young people.

This year has also been an excellent example of the ongoing partnership work made possible through the YMCA Village concept. In March 2024, over 90 volunteers from businesses and the local community came together at the Village to raise awareness and funds to end homelessness in Newark, through partnerships between YMCA Robin Hood Group and Newark Emmaus Trust as part of ‘The Big Newark Sleepout’. The event raised significant discussion, PR coverage and donations for the issue, and has been fundamental in embedding community understanding to the wider Response work of YMCA across the region.

Looking forward

YMCA Village is preparing to launch a new membership tier for children aged 5-10, with enhanced programming in Mountain Biking and BMX being developed for all ages. Key to the direction of the Village is creating an impactful experience, and the ongoing shaping of programming will remain a core strategy for the service moving forward.

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YMCA Village Member

*This story has been anonymised

I became a YMCA member back in November after spotting a board in the fabulous Café advertising Reb’s Strength and Conditioning class. Once tried, forever hooked.

Membership has truly transformed the lives of so many, my own included. Reb isn’t my only hero though, the yoga and pilates tutors are brilliant, and the reception team go out of their way to be as helpful as they possibly can be. They are so friendly, caring and welcoming.

Well done YMCA. I know there will be many great people behind the scenes too, I thank you for all their hard work.

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Hospitality

From the reading rooms and refreshments of 1844, to the Service Huts supporting troops with meals and community spaces even through the most challenging days of WWI, hospitality has always played it’s part in the YMCA movement’s belief in holistic community wellbeing. At YMCA Robin Hood Group, hospitality is a key driver of the Prevent strategic directive, facilitating community through the provision of practical spaces, as well as acting as a vehicle for social change and opportunity through programming.

Malty Cross Ltd

Operating both YMCA Café at the Village and the Malt Cross in Nottingham city centre, this year they welcomed growth in customer volume at both unique venues. Together, seeing an over 80% increase in revenue year on year.

As the service looks forward, plans are in place to develop its offering with stronger alignment to the mission and cause of YMCA, by providing opportunities and experiences for young people, and utilising spaces for maximum local community benefit.

YMCA Café at the Village

Often the heart of connection and recouperation amongst the vibrant bustle of services available at YMCA Village, the Café has also been a catalyst for community impact this year. In collaboration with YMCA youth membership, the Café kitchen has hosted the delivery of hands-on cooking classes for young people throughout the year, where they learned foundational cooking skills and experience of some of their favourite dishes.

The launch of community Meet and Eat sessions, in conjunction with Age UK, have also been highly popular, bringing together older people at risk of social isolation to share a lunch and feel connected with one another.

An unexpected treat. Food and atmosphere with a live band on the balcony was fantastic

Marie Thorburn – Google Review

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We were also proud to provide hospitality to several significant community partners, aligned to the social causes of YMCA, such as the East Midlands Ambulance Service, National Trust, Nottinghamshire County Council, Our Dementia Choir, Beaumond House Hospice Care and countless other charitable organisations and community groups.

Malt Cross

A beautiful and well-loved heritage venue, it was a welcome development this year that the increased footfall at Malt Cross also facilitated broader opening times at the venue to seven days per week, an achievement not seen since before the COVID-19 pandemic. Alongside a new website and refreshed marketing approach, a significant level of communications work this year has also supported public understanding of Malt Cross’ link with YMCA and its work with the community.

The Malt Cross kitchen has been pivotal this year as a home to cookery classes and tasting sessions delivered for young people in YMCA Supported Housing. The sessions provided young people with the opportunity to learn about healthy, nutritious meal planning, and the chance to explore and broaden their culinary experiences. Building practical skills to independence, Malt Cross chefs shared food preparation techniques and cooking skills that equip them for future hospitality careers, with thanks to Heritage Lottery Grant Funding.

During the festive period, Malt Cross fundraised through community events such as ‘Festive Feasts’ and ‘Beer and Carols’, directly funding over 80 Christmas Day dinners for residents in YMCA Supported Housing.

Malt Cross Trust

Malt Cross Trust continued to own and manage the Grade II listed Victorian music hall, with funding continuing to be explored to support the refurbishment of the building’s unique glass roof.

Street Pastors

A key component of the Malt Cross Trust, the Street Pastors programme continues to provide a unique and much-needed service supporting Nottingham city’s nighttime economy. Delivered by the work of a committed group of over 60 volunteers from local churches, Nottingham Street Pastors works alongside the emergency services, providing on-street care and support to those in need on Friday and Saturday nights.

Thank you so, so much. You make the world a better place.

Parents of young people supported by Street Pastors

Street Pastors hand out preventative supplies such as water, lollipops and flip-flops, and can provide emergency first-aid when someone’s night out takes a turn for the worst. This year, the programme supported 2,044 vulnerable people, helping to relieve pressure from the emergency services and door security staff.

In 2024-25, the service hopes to recruit several more volunteers to ensure thorough coverage of the city centre on busy weekend evenings.

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The International Community Centre (ICC)

continues to hire out meeting rooms and spaces for community groups and not-forprofit organisations, along with self-help groups, adult education classes, training courses, presentations, and business meetings.

This year over 40 regular groups have utilised these YMCA facilities, supporting the community in a huge variety of ways, from alcohol dependency support to community youth mental health provision.

The YMCA ICC has been indispensable for the work skills we provide… delivering a robust employability security course and helping people transition back into employment.

The fantastic service and excellent facilities management have been crucial in creating a supportive and effective environment for our initiatives. We are immensely grateful for this partnership.

Yann Floch, Head of Business Development, Pilot UK

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Letter from our CEO

Seeing the impact of the last twelve months, I am filled with a profound sense of pride and renewed passion for our mission and values. The unwavering dedication of our staff to the young people in our community is truly inspiring. Every day, I am deeply moved and invigorated by our connection to the global YMCA network—a youth movement that has been empowering lives for nearly two centuries across more than 120 countries.

Our daily work is not without its challenges. Supporting so many in our community, especially during times of financial hardship, places great demand on our services. Yet, it is always so deeply rewarding. I hear stories of change, hope and opportunity from our YMCA every single day, from the smallest interaction to the most life-changing transformations. I am immensely grateful to work alongside such dedicated staff, resilient young people, and committed partners, all of whom believe in our mission to create opportunities for young people to discover their true potential.

Looking ahead to the coming year, we remain firm in our commitment to building on a unified strategy rooted in cause, purpose, and impact. This strategy serves as our guiding star, helping us navigate the complexities of providing the best possible support for children and young people each day.

We will be asking at every turn; how can we help one more person? How can we support one more community? How can we take our skill and passion, and drive transformational change for young people?

Inspired by our mission, we will be enhancing our efficiency, prioritising impact, and embedding the proven models that support young people’s wellbeing and success. We will be seeking to expand our reach and accessibility too, breaking down barriers to ensure all members of our community can access our services.

Together, we will continue to make a meaningful difference in the lives of young people, empowering them to create bright, fulfilling futures. I am inspired by the accomplishments of the past year and look forward with hope and determination to the incredible possibilities that lie ahead.

Craig Berens Chief Executive Officer

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A special thank you…

We are so grateful to our many generous partners and funders, without whom we couldn’t serve young people and the communities they are part of.

Aarsleff Ground Engineering Football Foundation Acorn Aluminium GRJ Contracting Active Partners Trust Gray Trust Albert Hunt Trust Heritage Lottery Fund Aldi Winter Funder HomeStart Newark Arts Council England Influence Environmental Bassetlaw Rough Sleeper Grant Inspire BBC Children in Need J N Derbyshire Trust BBO Jessie Spencer Trust Bellway Homes Limited (East Midlands) Jones 1986 Charitable Trust BNA Charitable Trust Kuehne and Nagel Barclays Community Football Fund Lady Hind Trust Bramley Fund Landfill Communities Fund British Cycling Leeds City Council British Science Week Lidl Capital Park Lincoln College Group Carlton Rotary Club Lloyd Worrall Architectural Solutions Co-op Local Community Fund Lord Barnby’s Foundation Comic Relief M&S Grant Fund – Gifts That Give Department for Digital, Culture, Media & Sport Magic Little Grants Derbyshire Environmental Trust Mansfield District Council Ermine Engineering Morrisons Every Turn Mental Health Multiple & Complex Needs Rough Sleepers Initiative FCC Communities Foundation

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National Grid Community Matters Fund Sport England Together Fund Newark and Sherwood District Council St Mary’s Relief in Need Charity Newark Athletics Club Stewards of Trent Bridge Newark Town Board Tarmac Newark Town Council Tesco Newark Town Football Club Tesco Stronger Starts Newark Towns Fund The 29th May 1961 Charity Nigel Smith Plumbing The Mary Potter Convent Hospital Trust Nottingham City Business Improvement The Mighty Creatives District The National Foundation for Youth Music Nottingham City Council The National Lottery Community Fund Nottinghamshire County Council The Skinny Food Co. Nottinghamshire Police & Crime Thomas Farr Charity Commissioner YMCA England and Wales Own the Ride YMCA England and Wales RoomSponsors Postcode Places Trust You Can Do Sport Raleigh UK Limited Reed Foundation RHP Social Club Rilmac Sainsbury’s Sir John Eastwood Foundation Social Recovery Fund Sport England Sport England Queens Jubilee Fund

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YMCA Community and Activity Village

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FINANCIAL MANAGEMENT POLICIES

Rents

As a Registered Provider (RP) rent charges are set each year in accordance with The Regulator for Social Housing’s Rent Standard 2020 (Rent Standard) which requires RP’s to charge Social and Affordable Rents in accordance with the Government’s Policy Statement on Rents for Social Housing 2019 (Rent Policy Statement). The Rent Policy Statement sets out the rent setting framework for Core and Affordable Rents, and limits rent increases to the Consumer Price Index (CPI) plus 1%.

There are a number of property types that are exempt from the Rent Standard including Care Homes, Specialist Supported Housing, Temporary Supported Housing, Shared Ownership (including those with a Secure tenancy) and Intermediate Rents.

for registered providers to set rents at up to 10% above formula rent for supported housing. Tolerances cannot be used for affordable rent properties.

Maintenance

All YMCA Robin Hood Group properties are maintained in line with current building regulations and user needs. Planned and preventative maintenance procedures are outlined in the maintenance strategy and detailed in individual maintenance policies which set the required standards, overall timescale, and quality the building users and tenants may expect.

VAT

YMCA Robin Hood Group is VAT registered and required to charge the relevant rate of VAT on business supplies. Where expenditure is related to non-business activities, such as grant funding, the VAT cannot be recovered and is recorded as an expense in the Consolidated Statement of Financial Activities. Other related companies (Malt Cross Trust, YMCA Newark and Sherwood, Y Digital Platform Ltd and Malty Cross Ltd) are also VAT registered and charge VAT on all applicable services rendered. Where applicable, any VAT incurred is recovered.

Going Concern

The Policy Statement states that landlords making use of upward tolerances must have a ‘clear rationale’ for doing so, having regard to local circumstances and affordability.

The Trustees carefully consider the aims, objectives and obligations of YMCA Robin Hood Group annually and whether it is necessary and appropriate to apply a tolerance when reviewing and approving the rents and housing budget. If so, the level of tolerance will also be determined having regard to local circumstances and affordability.

The Board Members are required to consider whether there is any material impact as to the Association’s ability to continue as a going concern for a period of at least twelve months from the date of approval of the financial statements. In making the assessment the Board Members have reviewed the business plans and financial forecasts prepared under normal operating conditions and under a range of sensitivities and consider it appropriate to adopt the going concern basis of accounting in preparing the financial statements.

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Restricted Reserves

Where restrictive conditions are placed upon any income receivable, it is accounted for within a restricted fund, in accordance with latest SORP recommendations.

Policy on Reserves

The Board Members have examined the requirement for free reserves (referred to as General Reserves in note 22), which are those unrestricted funds not invested in fixed assets, designated for specific purposes, or otherwise committed.

The Board Members consider that given the nature of the Association’s work and a largely stable income base from housing benefit, it would be appropriate to aim to have 3 months of forecast payroll and associated costs, which equates to approximately £1,500,000 of general funds. At this level, the Board members feel that they would be able to continue the current activities of the Association short term in the event of a significant drop in funding, while action is taken to replace the funding or change activities.

The reserves policy is reviewed on an annual basis. At present free reserves are lower than the reserve policy but are subject to close monitoring and the Board Members are comfortable that they are at an appropriate level.

Company law and Housing Association legislation requires the Board Members to prepare financial statements for each financial year. Under company law the Board Members must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Association and of the incoming resources and application of resources, including its income and expenditure, of the Association for the year.

Board Members are required to:

Select suitable accounting policies and then apply them consistently; and
Observe the methods and principles in the Charities SORP 2015 (FRS 102); and
Make judgments and accounting estimates that are reasonable and prudent; and
State whether applicable UK Accounting Standards and the Statement of Recommended Practice ‘Accounting by Registered Social Landlords’ have been followed, subject to any material departures disclosed and explained in the financial statements; and
the going concern basis unless it is inappropriate to presume that the Association will continue in business.

Statement of Board Members

Responsibilities

The Board Members are responsible for preparing the Annual Accounts and Directors’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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The Board Members are responsible for keeping adequate accounting records that are sufficient to show and explain the Association’s transactions and disclose with reasonable accuracy at any time the financial position of the Association and enable them to ensure that the financial statements comply with the Companies Act 2006, the Housing Association Act 1996 and the Accounting Direction for Private Registered Providers of Social Housing 2012. They are also responsible for safeguarding the assets of the Association and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The Board Members are responsible for the maintenance and integrity of the corporate and financial information included on the Association’s website. Legislation in the United Kingdom governing the preparation and dissemination of the financial statements and other information included in annual reports may differ from legislation in other jurisdictions.

Provision of Information to Auditors

Each of the persons who is a Board Member of the Association at the date of approval of this report confirms that:

So far as the Board Member is aware, there is no relevant audit information of which the Association’s auditor is unaware; and
Each of the Board Members have taken all the steps that they ought to have taken as a director and trustee in order to make themselves aware of any relevant audit information and to establish that the Association’s auditor is aware of that information.

Basis of Preparation

This report has been prepared in accordance with the Companies Act 2006 and the Charities Act 2011.

Board Members

Board Members, who are directors for the purpose of company law and trustees for the purpose of charity law, who served during the year and up to the date of this report are set out on page 4.

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STRATEGIC REPORT

YMCA Robin Hood Group’s charitable objectives focus on social responsibility, youth development and healthy living, and forms part of the YMCA Worldwide strategy – Vision 2030. The Association provides accommodation for vulnerable homeless people as a registered provider, as well as facilities for learning and development, and recreational and cultural activities.

Main Objectives from 2023 and Beyond A five-year business plan and strategy was developed and introduced by the Executive Management Team in conjunction with the Board Members, Operations Managers, and key stakeholder groups in 2021 and was refreshed during 2023. The Association’s mission and vision remain front and centre across all services and programmes, with key priorities focusing on Social Responsibility, Youth Development and Healthy Living.

Key areas for development are:

Extend our service model in more places and to more people where there is an unmet need;
creating local community-based YMCA’s across our Group’s geographic communities
unify our communities facilitating the adoption and implementation of the Developmental Relationships & 40 Developmental Assets Framework
increase physical activity levels and wellbeing across all ages;
positively impact social mobility and increases community cohesion.
Continued development of our ‘move on’ accommodation offer, providing a holistic five-step model supporting individuals from homelessness to sustained independent living. Growing our provision

of support and development in those homes providing a specific focus on the accommodation needs of young people

Continued investment into YMCA housing stock across Nottinghamshire, East Riding and a wider geographic area, increasing availability and ensuring all units provide exceptional value and are fit for purpose
Continued development of the Trauma informed Thereapeutic Children’s Residential Care Service model through the provision of specialist units for young people at risk of sexual exploitation, requiring residential care provision and support into independent living
Programme expansion and innovative development focusing on children, adolescents, families and the socially deprived, supporting healthy living and individual development
Continuing to emphasise a welcoming environment inclusive to all
Aiming to be known as an ‘Employer of Choice’
To further develop and retain outstanding inspired staff and volunteers who are representative of the diverse communities served
‘charity of choice’, raising direct donations made to the YMCA by individuals, and increasing the number of volunteer hours by 10% within the plan period
Leveraging technology and implementing a Customer Relationship Management tool to meet our strategic goals and to support the mission of the YMCA
Continue the development of our unique, multi-million pound Community and Activity Village in Newark which is of regional and national importance and that facilitates YMCA operational delivery.

We remain fully committed to these objectives.

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FINANCIAL REVIEW

the performance of all entities that are related within the YMCA Robin Hood family as if they formed a single entity (“the Group”).

Income and Expenditure for the year are set out in the Statement of Financial Activities on page 55.

Principle funding sources continued to be related to Housing and Residential Care, supplemented by the statutory contracts that bolstered our support to young people aged 16 to 25 years old, SLA agreements with schools, grants from local councils, trusts - Heritage Lottery and Comic Relief, and chargeable services provided to the public. Grants are invested into direct support for our users, with specific costs being allocated to support services such as HR, Finance, I.T., Marketing, etc, under a full-cost recovery structure.

Following the challenges of the previous financial year our focus for this year has continued to be on the successful delivery and growth of our core activity of temporary supported housing, including development of a five-stage move-on and support model for housing residents by increasing our access to move on properties through lease arrangements with private landlords. This included taking our tested model and establishing new areas of delivery in the

The integration of our new Trauma informed therapeutic care model for Children’s Residential Care services, which commenced last year, was completed during the year and continues to grow and provide specialist

services and exceptional support to the children in our care.

The Community and Activity Village, in its second year of operation, has gone from strength to strength as it firmly establishes itself as a driver of positive youth development in Newark.

There has been substantial growth in hospitality customer volumes and revenue across both sites.

In line with the issues being faced nationally within the health and care sector the Group continues to be affected by workforce availability with high staff attrition as pay rates could not compete with alternative employment, care workers exiting the sector and recruitment challenges. As a result, agency staff continue to be used to ensure the required staffing ratios for the service were maintained.

As with all businesses macro-economic factors such as the cost-of-living crisis, continued rises in utility costs, higher interest rates and below inflation rate rises in income streams from government and local authorities continue to have an impact on the Group however utility contracts have been reviewed and re-negotiated to mitigate the risk.

A triennial valuation of the YMCA Pension Plan, whose assets are held separately from those of the Group, was completed during the year which resulted in an overall benefit to the Group of £123,000 due to an overall reduction in liabilities within the scheme.

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position for the Group with a Statutory Surplus of £529,372 (2023: deficit of £1,115,504, on a like for like basis excluding one-off costs deficit of £580,969)

Financial Results and Key Performance Indicators

committee meetings to improve and drive performance and is satisfied with the reasons given by staff on the actual outcomes.

Value for Money

YMCA Robin Hood Group is focussed on ensuring that all resources are managed efficiently to ensure the greatest support for the programmes of aiding vulnerable individuals of our communities. Our annual budget process is robust in ensuring scrutiny of all service, staff levels and all associated costs to ensure focus remains on support being provided and greater level of outcome achieved.

Year-end outturn is shown below:

	Target	Actual
Utilisation (Overall)	97.5%	94.0%
Applications (Total)	1,820	2,542
Personal Service Charge collection	80%	78%
No. of complaints	260	77
No. of compliments	26	39
Positive move on	60.0%	71%

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Regulatory Metrics

	RSH
	ref	Metric	2024	2023
		Business Health
6a		Operating Margin (Social Housing)	8.5%	(1.0)%
6b		Operating Margin (overall)	2.5%	(3.3)%
4		EBITDA MRI interest cover	2.20	0.58

		Development
2a		New supply as % of current units	(1.1)%	10.7%
2b		New supply (non-housing) as % of total units	0.0%	0.3%
3		Gearing (overall)	55.6%	54.6%

		Outcomes
1		Reinvestment %	2.8%	8.8%

		Efective Management
7		Return on Capital Employed	6.1%	0.5%

		Cost per unit
5		Headline social housing cost per unit	17,913	15,485

Commentary

The provision of Temporary Supported Housing reduced by eight bedspaces year-on-year due to the hand back of some leasehold properties to the landlords. The need being faced by the Association remains high and we are reviewing our property portfolio to serve that need.

Headline costs per unit (5) have increased during the year due to increased staffing costs, investment in the service and investment in our properties through increased maintenance costs but continue to be representative of what is required to deliver the service.

successful delivery and growth of the service which alongside continued improvement in efficiency and effectiveness across the Group, has resulted in positive operating margins for Housing (6a) and the Group (6b).

The ongoing rises in interest rates during the year increased borrowing costs, however EBITDA MRI interest cover (4) substantially increased to 2.20.

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The slight increase in Gearing is driven by the depreciation on housing assets outweighing the capital repayments on the loans.

across the group during the year with the investment in the Community and Activity Village, which opened in July 2022 still requiring time to generate further revenue and importantly surplus.

During the year, the members of the Board will continue to review these metrics and ensure they are embedded into the business plan review.

Procedures are in place to ensure the health and safety of staff, volunteers, clients, and visitors to YMCA Robin Hood Group premises. These procedures are periodically reviewed to ensure that they continue to meet the needs of the Association.

We invest in our staff through a comprehensive development programme supported by effective performance management, so that we have a highly engaged staff team who are committed to delivering high quality and consistent services across the Association.

Principal Risks and Uncertainties

Risk Management

The Association has conducted a review of major risks to which the Association is exposed. The Association’s Risk Register has been reviewed and updated by the Groups Executive Committee and a summary was discussed at Board meetings.

Furthermore, during the year the Board approved the creation of an Audit & Risk SubCommittee. The Audit & Risk Committee will play a vital role in promoting the transparency, accountability, and effective risk management of the Association. The Audit & Risk Committee will have the delegated authority and oversight of the Associations financial controls, oversight of internal and external audits as well as the groups Risk Register.

As with many small businesses, a key focus is on minimising cash flow exposure and in spite of recent improvements in this area the topic continues to be reviewed weekly within the business, and at each Finance and Scrutiny Committee and Board meeting.

The Group is prepared to adapt to new legislative changes that will be introduced by the Social Housing White Paper and the Building Safety Act.

Where appropriate, systems or procedures have been established to mitigate the risks that the Association faces. Internal control risks are minimised by the implementation of procedures for authorisation of all transactions and projects with the aim of managing risks at a reasonable level rather than eliminating its existence.

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Interest Rate Risk

The YMCA Robin Hood Group is exposed to interest rate risk as a result of bank loans secured on property assets where interest expense is charged based on the Bank of England Base Rate plus a margin.

This continued to be favourable whilst the Base Rate remained low, however, the impact of continued upward rises in interest rates had an adverse effect on financial performance during the year and prior year. Stress tests have been performed and the Board is confident that the Association has adequate resources to withstand this risk for the foreseeable future.

Approval of the Report of the Board of Management Incorporating the Strategic Report The Report of the Board of Management incorporating the strategic report has been approved by the Members and signed on behalf of the Board by:

On behalf of the Board

Mrs A Barbaro Robins Mr C Bostock Chair Treasurer Date: 18-09-2024 Date: 18-09-2024

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Designated Funds

Major Repairs Reserve

over the coming period to maintain our buildings, including our supported housing and residential homes, and meet our commitment to providing a high standard of accommodation for all our residents. The repairs reserve includes: £200,000 for extensive refurbishments of the Mansfield hostel in preparation for a new commissioned service and £40,000 for elevator repairs; £42,500 for room upgrades at Edinburgh Court hostel in Goole; £25,000 for repairs to 14 & 16 St James’s Street & £10,000 for security enhancements at the International Community Centre Building including installation of CCTV and telescopic entry barriers.

Property Reserve

The carrying value of the property (the freehold land and buildings) has been designated being the asset value less the related mortgage and revaluation reserve as well as related deferred capital grants. The property is a fundamental asset of the Association and supports a large proportion of the ongoing programmes. Our property assets were independently valued in 2014 at £7.9m which is significantly in excess of the current carrying value on the balance sheet.

Revaluation Reserve

This is required for separate disclosure by Companies Act. The transfer in the year relates to the depreciation on the revalued asset.

Restricted Reserves

Income receivable with restrictive conditions accounted for, in accordance with latest SORP recommendations, within a restricted fund.

Austin & Hope Pilkington Trust

enable them to access the great outdoors through a series of challenging and fun activities that will push them to their limits, whilst helping them to tackle mental health issues and develop life skills such as confidence, self-esteem and communication.

Access to Nature

A programme funded by the National Lottery Heritage Fund (Green Recovery Fund) in which individuals are referred to the YMCA by local schools, colleges, pupil referral units and homelessness support organisations to access green spaces. This will be in the form of outdoor education and conservation. The aim is to give young people who would not usually have experience of green and outdoor spaces to have this experience and improve their life skills.

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Adventure Guides

This programme was previously funded by Big Lottery’s Reaching Communities programme and the Aldi Winter Fund and continues thanks to the National Lottery Awards for All program. We will continue to be support parents from disadvantaged wards in Nottingham and Nottinghamshire to establish stronger relationships with their children as well as establishing new friendships with peers. As well as providing a variety of locally accessible, fun sessions for families, the funding also pays for larger groups to enjoy activities from visits to the seaside and family camping adventures.

Arts Council England

Funding from Arts Council to support young people and adults to develop DJ skills, dance techniques and then to put on final showcase in Nottingham City. We are partnering with internationally recognised DJs and local dance academy ‘Unite The Scene’ to blend dance and turntablism.

Awards for All (The Zone Youth Project)

This is an 18-week programme, with a two-day residential trip, engaging 16 homeless young people aged 16 to 25, in an innovative environmental education programme, steered by challenging outdoor education, such as mountain biking, hiking, canoeing, orienteering and conservation work. The young people will develop their understanding and awareness of current environmental issues, an appreciation for biological science, sustainability and sense of responsibility towards nature. Whilst participating in and leading these activities, young people will develop social and personal skills such as; respect, communication, trust and empathy combined with technical skills in outdoor sports.

Awards for All (YMCA Goole)

Trust, to deliver a life-skills programme. This included a series of outdoor education days at Hatfield Outdoor Activity Centre, which included both land and water-based activities. The project culminated in a unique opportunity to embark on a Tall Ships trip round the coast of southern England, focusing on team work, communication and planning.

B&Q Foundation

Thanks to a very generous grant from the Foundation, we were able to install a secure bike storage facility and purchase new bicycles for our residents in Goole. This has enabled them to access new opportunities in training and education and develop healthier lifestyles.

Bassetlaw Rough Sleeper Grant

Funding from Bassetlaw District Council to support young people in Worksop through supported accommodation and outreach.

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Building Better Opportunities (BBO)

BBO is a Big Lottery match funded programme delivered across the D2N2 (Derby, Derbyshire, Nottingham, Nottinghamshire) LEP, working with some of the more disadvantaged communities across the area to help them progress into training and employment. The programme focuses on three areas of support which are delivered in partnership with other providers:

BBO Framework (Navigator) - We are working in partnership with Framework Housing Association to identify and work with those people who are affected by ‘multiple and complex needs’ (substance misuse, homelessness, mental health needs and ex-offending), supporting them to move out of poverty, unemployment and economic inactivity and to tackle one or more of their underlying needs.

BBO Framework (Personal Budgets) - Working in partnership with Framework and the other BBO providers, we are providing support to other organisations across Nottingham and Nottinghamshire looking to conduct assessments for personal budgets through Adult Health and Social Care.

BBO Advice Nottingham - This project works with St Anns Advice Nottingham aims to provide support to those people that are financially excluded in order to improve their financial management skills, thus addressing one contributory factor to social exclusion and poverty. This is provided through bespoke one to one support and group sessions.

Camps

Funding received from The Fifty Fund, Grays Trust, 29th May 1961 Trust, Jones 1986 Trust & Sir John Eastwood Trust in the year to provide scholarships for children and young people across Nottingham and Nottinghamshire to take part in sporting activities at Camp Wiliams holiday camps (delivered in Nottingham and Newark).

Capitol Park Grant - Goole (Covid)

Funding to support homeless young people in Goole, providing training and resources to help them develop independent life skills.

BBC Children in Need (YMCA Robin Hood Group)

The funding from Children in Need has supported our creative arts offer for young people that either NEET (Not in Education, Employment or Training) or at risk of becoming NEET. Working closely with local schools, Pupil Referral Units, alternative education establishments and local charities supporting children suffering from substance misuse, we provide a variety of digital media and creative activities to engage our young people including. This includes internet radio broadcasts, rapping, MC’ing, music technology, journalism, DJ’ing, lyrical composition and songwriting, whilst at the same time, offering positive role models through our specialist support staff. The final year of the project saw us working with schools across Nottinghamshire providing after school performing arts activities, culminating in final performances in front of family, friends and peers.

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BBC Children in Need (The Zone Youth Project)

This project worked in partnership with local youth organisations to support young people with disabilities through music and the creative arts. In partnership with YMCA Robin Hood Group’s onside programme, young people worked with established musicians and youth workers to develop new life skills (including confidence, self-esteem, communication and teamworking), new musical skills and perform in front of their peers at a number of small events.

Comic Relief - Ahead of the Game

counsellor who will provide one to one and group support for our residents as well as create a ‘Psychologically Informed Environment’ for our hostel and transition homes in Mansfield and Ashfield. They will also provide training and support for other hostel staff and those supporting our young people in care, to help them tackle trauma resulting from lived experiences and raise their expectations for a positive future. The project is built on the provision of sport as a foundation to tackle mental health issues.

Comic Relief

and to set up a Psychologically Informed Environment, alongside a user-led health and activity programme.

Covid funding

financial support from the following funders to support the needs of our residents, young people in care and wider communities in order to provide food, PPE, toys, games, furnishings and essential training for our staff and volunteers and to ensure that these essential services were maintained.

Danielle Beccan Memorial Trust

This funding was for Outdoor Education programmes, for NEET (Not in Education, Employment, or Training) young people, who may be at risk of offending. We provided outdoor educational sessions, including kayaking, rock climbing, canoeing and orienteering, to provide healthier lives and to build up their transferable skills, such as team working, decision making and leadership skills.

Developmental Assets

Funding received from Nottinghamshire Police & Crime Commissioner for the undertaking of the first mass survey of developmental assets in the UK and will be completed in the Newark area. The surveys will identify key areas of developmental asset deficits in the local young person community and this will help to inform policy at a local level to improve future social mobility and reduce crime and anti-social behaviour.

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Sport England Grant

A two-year programme to support young homeless people to engage in a weekly sports programme. Four cohorts of 10 young people each year will take part in a variety of sports from football to kayaking, culminating in cross-border quarterly tournaments to pit their new sports skills against their peers . The programme is being professionally evaluated by Loughborough University.

Football Foundation

A grant given to support costs involved in installing football stands at the Newark Community and Activity Centre to future proof Newark Town FC’s progression through the Football League.

National Grid – Community Matters Fund

Funding granted in order to provide an open, accessible warm room and food programme, twice weekly between January - March 2024, for up to 20 older people per session. Nutritious meals were provided alongside games and activities to assist in wellbeing, with a focus on fuel poverty. Guest speakers included local historians, financial advisers and other local health practitioners.

Gray Trust

This was used for a six week Outdoor Education programme steered by young people. They were encouraged to develop their own sessions around environmental education, such as gaining a sense of responsibility to nature and environmental issues such as litter in nearby lakes. The young homeless people gain knowledge and experience in outdoor activities, such as canoeing, kayaking, and rock-climbing, as well learning about environmental issues.

Green Social Prescribing

Green social prescribing is a way of connecting people to nature-based activities and green groups, projects and schemes in their local community for support with health and wellbeing.

GVC Fund

This funding was for Outdoor Education programmes, homeless young people ages 16-25. We provided outdoor educational sessions, including kayaking, rock climbing, canoeing and orienteering, to provide healthier lives and to build up their transferable skills, such as team working, decision making and leadership skills.

Hearts Global Funding

residents steering committee, young people will be encouraged to learn new cooking techniques to reduce the reliance on fast food and improve life skills, such as budgeting and collaboration. This programme provided the inspiration for our new HLF-funded heritage catering programme delivered in partnership with the School of Artisan Food in Worksop.

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HLF

A project designed and led by young people that use our facilities at NGY, Nottingham’s leading youth centre. Young people will learn about the history and heritage of many of the major buildings in our city, their industrial, commercial and educational background and really get a feel for how the city’s landscape has evolved over time. The project is focused on the NGY building, which has been used as a hospital, manor house and radio station – and allegedly has a resident ghost or two!

Jones 1986 Charitable Trust

This was used for a six week Outdoor and Environmental Education programme and has been established with feedback from young homeless people, to empower them with the confidence to re-engage with their education and training. Activities, such as hiking and mountain biking, will take place in local country parks and the Peak District national park, whereby young people can learn transferable life skills, such as confidence, communication, resilience and team working. Which can be transferred into their everyday lives and will form the basis of their first steps towards positive social re-engagement.

Youth - J N Derbyshire Trust Charity

Funding from the Trust to support our creative arts programmes for young people across Nottingham and the county.

Lady Hind Trust

A grant received to support our Access to Nature programme which is detailed above.

Leeds City Council

Income received to support one of our young people in care.

Lord Barnby Foundation

This funding was used for outdoor activities as a vehicle to combine environmental sciences and personal development for young people, such as mountain biking, hiking, canoeing, rockclimbing, gorge walking and conservation work. Homeless young people were encouraged to participate this this six-week programme, to gain vital skills, such as team-working, communication, active listening and patience. These life skills can be transferred into their everyday lives and will form the basis of their first steps towards positive social re-engagement.

MDC Rent Deposit Scheme

Identify suitable clients in the transitional properties of the YMCA that are ready for independent living in the private rented sector and provide funding to support bonds and rent in advance. This pathway will then free up bed spaces in the MCN project for Mansfield to nominate clients into.

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Mighty Creatives

We provided weekly workshop sessions for young people aged 11-18 at our new Creative Academy based in the YMCA Newark Village. These sessions were delivered after school for two hours and based around drama, dance and singing activities, with the aim of bringing teenagers together from across Newark to create a community Christmas pantomime and grow their skills

Mohn Westlake

This funding was for Outdoor Education programmes, homeless young people ages 16-25. We provided outdoor educational sessions, including kayaking, rock climbing, canoeing an orienteering, to provide healthier lives and to build up their transferable skills, such as team working, decision making and leadership skills.

This grant enabled us to provide PPE, white goods, games, books and toiletries for vulnerable, homeless people across our hostels and transition homes.

Multiple Complex Needs Grant (City)

to deliver safe, stable and short-term temporary supported accommodation for homeless individuals during the winter period. The accommodation is to be provided as a temporary measure to ensure homeless individuals are safe and supported, until suitable permanent housing can be sourced.

Multiple Complex Needs Rough Sleepers Initiative

challenges. Launched in March 2020, this project features 40 beds in the Mansfield and Ashfield areas receiving referrals from both local authorities for individuals who may have fallen through the gaps between services. Working with people with complex life challenges poses a number of requirements and we are committed to ensuring that our services are responsive to their needs.

Nottinghamshire Police & Crime Commissioner

Project started in March 2022 to support young people in Newark that may be affected by antisocial behaviour, to engage in positive sporting activities. Project was delivered in partnership with NSDC during hotspot times (typically weekends, evenings and over school holidays).

Nottingham County Council

A grant received to fund our Creative Academies project which uses creative art, spoken word, poetry, drama and dance to help young people with mental health issues express themselves in a safe and creative environment.

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Onside

The programme supports young people and their parents through a weekly sports and youth club. Activities are designed to give young people a chance to develop new skills and have fun with their peers, and allow parents to share experiences in a quiet and social environment.

Open Gate Trust

Funding was provided for an outdoor education programme for young people aged sixteen to twenty-five, who are homeless and NEET (Not in Education, Employment or Training). The challenging outdoor education include rock-climbing, gorge walking and orienteering. Through transferable life skills, this will steer young people back into education, employment or training and encourage them to reach their potential.

Outdoor Activities

Funding to support young people to access a variety of outdoor sports and educative activities. This has helped them to develop core life-skills such as leadership, communication, team working – as well as support mental health through accessing local green spaces.

Reaching Communities Covid Relief

Support for our services during CoViD that allowed us to maintain safe and secure environments in our hostel, provide training for our staff members to support vulnerable people in our communities and provide a range of educational and fun games and opportunities for young people and homeless adults.

Sir John Eastwood

This funding was granted to deliver a sports programme for young people with a diverse range of disabilities, aged 11-17 years old. Our OnSide sports programme features sports sessions, competitions and training opportunities for young people with disabilities and their families from Nottingham and Nottinghamshire. The project supports young people with disabilities and their siblings to design and access their own fully inclusive sports sessions.

SLA 9 Active Partners (Sport England)

A two year programme to support young homeless people to engage in a weekly sports programme. 4 cohorts of 10 young people each year will take part in a variety of sports from football to kayaking, culminating in cross-border quarterly tournaments to pit their new sports skills against their peers . The programme is being professionally evaluated by Loughborough University.

Social Recovery Fund – Gypsy, Romany Traveller

Funding through Nottinghamshire County Council to engage young people in the Gypsy, Romany Traveller community to engage in sporting activities after school and during school holidays.

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Street Pastors

As an established project, operating for around 10 years in Nottingham, the Street Pastor project has continued to operate regularly this year. With a large group of long-serving volunteers, 14 new recruits have been trained taking the total to 64 volunteers from 41 churches across the city increasing the number of teams out on patrol each weekend. Street Pastors have increased the number of partnerships with referral organisations making services more accessible to those that they meet and therefore increasing awareness of other organisations throughout the city to help tackle issues like homelessness, drug and alcohol use. After securing funding from Awards for All, the Nottingham BID and Police and Crime Commissioner for another year Street Pastors have been able to sustain the work currently happening and support vulnerable people making use of the night-time economy in Nottingham through provision of water, lollipops, flip-flops and non-judgmental listening and signposting.

The Haramead Trust

The charity was awarded a grant to meet the cost of counselling services provided to young residents of our Hostel and transitional homes in Goole. The aim of the programme is for residents to achieve better outcomes as they progress through our service in their journey towards independence.

The Liz and Terry Bramall Foundation

This funding provided valuable support for young homeless people (16-25) in Goole with mental health conditions such as anxiety and depression, to develop resilient, transferable life skills through a Trauma Informed Counsellor and a programme of positive activity. By moving to a Trauma Informed Approach (TIA) our impact with residents will improve and ultimately, help them find their way to full independence more effectively. We plan to introduce a part time counselling role to the service for two years (or one year) that will form part of our future core offering.

The National Lottery Community Fund (Goole)

We were awarded a grant from The National Lottery Community Fund which helps the company meet the cost of the counsellor, with detailed knowledge and experience of childhood trauma, who provide interventions for young people aged between 16-25 years old living at the hostel. The funding also enables the charity to employ an engagement worker for one day a week who works with the young people at the hostel to improve their motivation, health and key skills.

Scurrah Wainwright

This funding provided support to young homeless people (16-25) in Goole with mental health conditions such as anxiety and depression, to develop resilient, transferable life skills through a Trauma Informed Counsellor and a programme of positive activity. By moving to a Trauma Informed Approach (TIA) our impact with residents will improve and ultimately, help them find their way to full independence more effectively. We plan to introduce a part time counselling role to the service for two years (or one year) that will form part of our future core offering.

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Thomas Farr Charity

Charity to support vulnerable young people and families in Newark. Initial funding (completed in April) of £4,535 supported delivery of a sports programme for Syrian dads and their families to support their integration into Newark and help them to develop healthier lifestyles. We put on weekly activities for the group through football, basketball, rounders and various other sports, and all participating families were given a goody bag (consisting of sports gear and picnic hampers) to encourage them to stay active. The other grant (awarded at the end of the fiscal year) for £5,000 was to support a sports and outreach officer to work with local schools to identify young people that would benefit from an after-school programme, engaging them in fun sports programmes that help them to develop healthier lifestyles.

UASC Programmes

Grants received from the National Lottery Million Hours Fund to help us provide support to Unaccompanied Asylum Seeking Children (UASC) in the UK. Arts programmes as well as cooking, meditation and English writing and speaking sessions to help these vulnerable children build

YMCA England RoomSponsor Grant

Donation from YMCA England’s Room Sponsor programme to support young residents in our hostels/transition homes to gain independent life skills.

YMCA Newark and Sherwood Sponsorship

Commercial sponsorship from local businesses for the Newark Community & Activity Village. Sponsoring various external elements including athletics track and stadia pitches.

Young Peoples Fund

healthy lifestyles. This funding has allowed our residents to set up their own newsletter and equip themselves with sports kit to get out and get active.

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Youth Music – Young Creatives

The two-year Young Creative programme has worked with young people from across Nottingham and Mansfield, offering a blend of instrumental lessons, new musical styles and genres, and encouraging musical professionals to nurture their musical talents. We were proud to work with Spectrum WASP and Inspire (a Nottinghamshire-wide arts and cultural organisation) to support young people with special needs and homeless young people The project culminated with a celebration performance held at Inspire’s creative suite in Mansfield with some thoughtprovoking sets by those sharing their challenges, hopes and aspirations.

Youth Music (Newark)

The Young Creative programme has worked with young people from across Newark, offering a blend of instrumental lessons, new musical styles and genres, and encouraging Newark-based musical professionals to nurture their musical talents.

Y’s Girls

Partnership with YMCA England and Wales and other YMCA’s across the UK to support girls at risk of engaging in risky behaviour. We worked with 25 girls through a one to one mentoring scheme to help them develop confidence, self-esteem and communication skills to help them truly belong, contribute and thrive.

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nottsymca.com/ymcarobinhood.org 0115 837 1871 BRCreception@ymcarhg.org

Registered Company Number: 00310342

Registered Charity Number: 243044 Registered Office: 16 St James’s Street, Nottingham, NG1 6FG

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Independent auditor’s report to the trustees

Opinion

of YMCA Robin Hood Group (the parent ‘charitable company’) and its subsidiaries (the group) for the year ended 31 March 2024 which comprise the Statement of Financial Activities, the Balance Sheet and Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

Basis for Opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions Relating to Going Concern

Give a true and fair view of the state of the charitable company and Group’s affairs as at 31 March 2024, and of its incoming resources and application of resources, including income and expenditure, for the year then ended;
have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and
Have been prepared in accordance with the requirements of the Companies Act 2006, the Housing and Regeneration Act 2008 and the Accounting Direction for Private Registered Providers of Social Housing in England 2019.

concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statement is appropriate.

Based on the work we have performed; we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least 12 months from when the financial statements are authorised for issue. Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

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Other Information

the trustees’ report has been prepared in accordance with applicable legal requirements.

The other information comprises the information included in the annual report other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the financial statements. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Matters on which we are required to report by exception

In light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report. We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

Our responsibility is to read the other 2006 requires us to report to you if, in our information and, in doing so, consider opinion: whether the other information is materially inconsistent with the financial statements, or • adequate accounting records have not our knowledge obtained in the course of the been kept, or returns adequate for our audit, or otherwise appears to be materially audit have not misstated. If we identify such material • been received from branches not visited inconsistencies or apparent material by us; or misstatements, we are required to determine • the financial statements are not in whether there is a material misstatement agreement with the accounting records in the financial statements or a material and returns; or misstatement of the other information. • certain disclosures of trustees’ If, based on the work we have performed, remuneration specified by law are not we conclude that there is a material made; or misstatement of this other information, we • we have not received all the information are required to report that fact. and explanations we require for our audit; or We have nothing to report in this regard. • the trustees were not entitled to prepare the financial statements in accordance Opinions on Other Matters Prescribed by the with the small companies’ regime and Companies Act 2006 take advantage of the small companies’ In our opinion, based on the work undertaken exemption in preparing the trustees’ in the course of our audit: report and from the requirement to prepare a strategic report.

the information given in the trustees’ report for the financial year for which the
statements are prepared is consistent with the financial statements; and

52 YMCA ROBIN HOOD GROUP | ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024

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Responsibilities of Trustees

The trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

trustees are responsible for assessing the charitable Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations or have no realistic alternative but to do so.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect

material misstatements in respect of irregularities, including fraud.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charitable company and the industry in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to the acts by the charitable company, which were contrary to applicable laws and regulations including fraud, and we considered the extent to which noncompliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls) and determined that the principal risks were related to inflated revenue and the charitable company’s net income for the year and potentially undisclosed related parties.

Audit procedures performed included:

reviewing the systems, controls and procedures of the charity relevant to the preparation of the financial statements to ensure these were in place throughout the year
evaluating management’s controls designed to prevent and detect irregularities
disclosures to underlying supporting documentation

YMCA ROBIN HOOD GROUP | ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 53

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review of correspondence with and reports to the regulators, including correspondence with the Charity Commission and Regulator of Social Housing
enquiries of management in so far as they
testing of journals in particular journal entries posted by unusual users, postings with unusual descriptions, postings with unusual times and dates and postings with unusual and material amounts
evaluating whether there was evidence of bias by the trustees that represented a risk of material misstatement due to fraud
challenging assumptions and judgements made by management in their critical accounting estimates
Substantive testing of revenue transactions and assessment of controls implemented by the company.
Enquiry of management concerning any new or potentially undisclosed related parties based on reviews of accounting records.

There are inherent limitations in the audit procedures described above and the further removed noncompliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely we would become aware of it. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

David Allum

Senior Statutory Auditor For and on behalf of UHY Hacker Young Chartered Accountants

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Date: ………………………..

54 YMCA ROBIN HOOD GROUP | ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024

Annual Report & Financial Statements

YMCA ROBIN HOOD GROUP

Contents

Charity Reference and Administrative Details

The Report Of The Trustees For The Year Ended 31 March 2024 (Including Directors Report And Strategic Report)

Legal Status

Principal Activities

Structure, Governance and Management Governing Document

Mission

Recruitment and Appointment of Board

Payment of Board Members

Board Members Induction and Training

Organisational Structure

Value for Money

Message from the Chair of Trustees

Strategic Purpose and Intent

Local Need

Developmental Assets

External Assets

Internal Assets

Our Approach

Respond

YMCA Supported Housing

Prevent

Children, Youth and Families

Hospitality

Children’s Residential Services

Community and Activity Village

Our Year in Numbers | Respond

6

Our Year in Numbers | Prevent

395

158,238

Oliver’s Story

Children’s Residential Services

“It Takes a Village”

Our Therapeutic Care Model

Demand for Services

Operational Effectiveness

Looking Forward

Willem’s Story

Temporary Supported Housing

Tenant Involvement and Empowerment

Supporting Young People

Operational Effectiveness

Looking Forward

YMCA York and East Riding

Prevent

Children, Youth & Families

YMCA Nursery at the Village

Childcare

Camp Williams

Creative Academy

Outdoor Education

school hard and he flourished on this programme. It was amazing to see him so happy.

The Zone Youth Project

Community & Activity Village

Looking forward

YMCA Village Member

Hospitality

Malty Cross Ltd

YMCA Café at the Village

An unexpected treat. Food and atmosphere with a live band on the balcony was fantastic

Malt Cross

Malt Cross Trust

Street Pastors

Thank you so, so much. You make the world a better place.

The International Community Centre (ICC)

Letter from our CEO

A special thank you…

FINANCIAL MANAGEMENT POLICIES

Rents

Maintenance

VAT

Going Concern

Restricted Reserves

Policy on Reserves

Statement of Board Members

Responsibilities