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**Registered Company Number: 00310342 Registered Charity Number: 243044**
**YMCA ROBIN HOOD GROUP (A COMPANY LIMITED BY GUARANTEE)**
**ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
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## **CONTENTS**
||**Pages**|
|---|---|
|**Legal and administrative information**|**3 - 4**|
|**The Report of the Trustees**|**5 - 29**|
|**Independent Auditor's report**|**30 - 32**|
|**Consolidated Statement of Financial Activities**|**33 - 34**|
|**Balance Sheet**|**35**|
|**Consolidated Statement of Cash Flows**|**36**|
|**Notes forming part of the financial statements**|**37 - 62**|
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## **LEGAL AND ADMINISTRATIVE INFORMATION**
|**Company Registration Number**|00310342|
|---|---|
|**Charity Registration Number**|243044|
|**Chair**|Mrs A Barbaro Robins|
|**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|
||Mr C Goodwin (appointed 20 May 2025)|
||Mrs M Read (appointed 20 May 2025)|
|**Company Secretary**|Mr L Gerrard|
|**Executive Committee**|Mr C Berens|
||Mrs V Searby (appointed 28thOctober 2024)|
||Ms J Bradley|
||Mrs G DeBrito (appointed 9thJune 2025)|
||Mrs E Utting (appointed 21stJuly 2025)|
||Mr G Piliero|
||Mr T Cauthorn|
||Mr S Benbow|
||Mr L Gerrard|
||Ms A Chambers (ceased to hold office 16 August 2024)|
||Ms S Berhane (ceased to hold office 30 April 2024)|
||Mr D Mills-Da’Bell (ceased to hold office 19 January 2025)|
|**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|
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## **LEGAL AND ADMINISTRATIVE INFORMATION**
**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 2025 (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 2025 together with comparative figures for the prior year ended 31 March 2024.
## **Legal Status**
YMCA Robin Hood Group (“The Association”) is a:
- Company Limited by Guarantee registered in England & Wales (Company number 0310342);
- Registered Charity (Charity number 243044);
- 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**
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.
## **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**
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
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.
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## **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 81.5% (2024: 72.5%).
## **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 £179,431 (2024: £168,140)
One Board Member received payments totalling £21,250 (2024: £2,000) for consultancy services associated with our Children’s Residential Services.
During the year, the Board Members received a total reimbursed expense of £nil (2024: £nil)
Mr C Berens received reimbursed business expenses of £8065 (2024: £6,490) during the year purely in relation to his role as Chief Executive Officer.
## **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.
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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; and
* 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, day- to-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.
## **Public Benefit**
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 2024-25 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**
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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## **REVIEW OF YEAR 2024-2025**
## **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.
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 a federated member and part of the global YMCA movement, now over 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.
## **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:
- Living in the 2nd most deprived region of the UK;
- One of 17,600 children affected by income deprivation;
- At risk within the lowest 20% of regions in the UK for ‘precarious situations’ (economic inactivity, unemployment and occupational level);
- Living in a Local Authority where up to 21.8% of those homeless are aged 24 or under; or
- One of the 83,840 looked after children, or one of 7,290 Unaccompanied Asylum-Seeking Children in England.
_Ministry of Housing, Communities & Local Government (2019), ‘English indices of deprivation 2019’ [https://www.gov.uk/government/statistics/english-indices-of-deprivation-2019]_
_Social Mobility Commission (2023), ‘State of the Nation 2023: data about social mobility in the UK’ [https://socialmobility.data.gov.uk/]_
_Department for Education (2024), ‘Children looked after in England including adoptions’ [https://explore-educationstatistics.service.gov.uk/find-statistics/children-looked-after-in-england-including-adoptions/2023#releaseHeadlinessummary]_
## **Our North Star**
In June 2024, we launched our North Star mission across the organisation to unite our diverse services under a shared ambition and language of positive social change for children and young people.
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_We work relentlessly to ensure all children and young people have the_ _**developmental relationships and close connections** that help them discover who they are, develop the_ _**strengths and abilities** to shape their own lives, and learn how to_ _**engage with and contribute to the world** around them._
Our North Star statement weaves together the threads that are fundamental to the work we do at YMCA. No matter where a young person starts from, it promises to meet them where they are to help them build a positive future.
Throughout this year, we have worked hard to embed the North Star direction into all our departments, empowering our staff team to deliver services driven by impact and outcomes for those we support beyond all else.
## **Developmental Assets and Relationships**
At the core of our North Star sits a research-backed youth development framework that guides how we structure and craft our services for young people. 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.
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.
## **External Assets**
* Support
- Empowerment
- Boundaries & expectations
- Constructive use of time
## **Internal Assets**
- Commitment to learning
- Positive values
- Social competencies
- Positive identity
Supporting the assets are a set of Developmental Relationships – characteristics of positive relationships that best support children to build their strengths and abilities:
- Express Care
- Challenge Growth
- Provide Support
- Share Power
- Expand Possibilities
Despite the disparity of experiences amongst children and young people in our region, the 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.
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Developmental Assets and Relationships are the foundation to which the ‘how’ of our North Star becomes action.
## **Regional Research**
This year, we have built on the results of our own Search Institute survey commissioned within the Newark and Sherwood area of our region in May 2023. In total, 284 young people (school year 8) were surveyed on their own attitudes and behaviours, which provided valuable insights into the strengths and gaps of support for children and young people in the local community. Led by our own Youth Engagement Manager, our work this year includes developing programming and a community board directly tasked with building assets in Newark and Sherwood.
_Search Institute (2024), ‘Insights’ [https://searchinstitute.org/insights]_
## **Our Approach**
With consideration to our community’s diverse experiences, purposeful integration of the North Star mission to all our programming acts as a golden thread between all we do.
To holistically support our community, our strategy splits into two core directives.
## **1. 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.
**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, trauma-informed practices.
Our **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 across all our homes and supported 10 children with specialist services.
## **2. 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.
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## **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.
## **Our Year in Numbers**
- 10 children supported with 24-hour, individualised therapeutic residential care
- 1,159 temporary housing residents provided with safe homes & support into independent living
- 77% of those who left Supported Housing transitioned into managing their own tenancy, or reconnecting with family
- 46 Unaccompanied Asylum-Seeking Children supported towards community integration through traumainformed care and housing
- 5 therapeutic family-style homes, for nurturing and caring for looked-after children
- 41,749 young people provided with safe, supportive spaces to grow, build relationships and thrive through our Children, Youth and Families services
- 124 low-income families accessed youth services and day camps through the YMCA Scholarship programme
- 3,077 community visitors to the YMCA Village per week
- 90,685 hot drinks served at YMCA Café facilitated the community connecting with one another
- 28 vulnerable people were given First Aid by Street Pastors on the streets of Nottingham
- 724 people participated as members of the YMCA Community and Activity Village
- 4,232 hours of training delivered for youth climbing qualifications
- 461 young people built confidence, resilience and green skills through Outdoor Education
- 13,557 days of asset-building early years care provided at YMCA Nursery
## **Children’s Residential Services**
Our Children’s Residential Service are a key part of our North Star mission to give every child and young person opportunities to discover who they are and what they can become.
Our provision creates nurturing, family-style environments where therapeutic approaches are embedded into day-to-day life. Each of our five homes are supported by highly qualified clinical teams and residential teams who are specially trained to work with children with complex therapeutic needs.
This year we have supported ten children with bespoke therapeutic care, and we are very proud to have seen one of the children in our care positively move-on to semi-independent living after years of support and therapeutic intervention within our service.
## Our Therapeutic Care Model
The financial year 2024-2025 has been the first full year with complete service integration of our therapeutic model into each of our Children’s Residential homes. Completed last year, this direction has built a framework that to ensure YMCA Robin Hood Group is offering exceptional support for traumatised children most in need.
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.
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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.
## Opportunities Across YMCA
Together with our therapeutic care model, our Children’s Residential homes are distinctive in their connectivity with wider YMCA services. This year, we have continued to build links and relationships 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. From Camp Williams (school holiday 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.
## Looking Forward
Our ambitions for the next year are centred on the quality and availability of our care. A year into a fully therapeutic service, our energy is focused on stability and consistency of care, with priority on achieving ‘Good’ Ofsted ratings, ensuring the capacity of our homes maximises the support of children, and improving our measurement of impact.
The development of a broader Clinical function is also on the horizon at YMCA Robin Hood Group, which will build on the important work of our own clinical work within Children’s Residential Services, as well as recognising and responding to Clinical needs elsewhere in the community.
Of key importance, our service will continue to centre and grow its response to the voices and experiences of the children in our care.
## **Supported Housing**
Over the past year, our Supported Housing provision has remained focused on providing high standards of care and support for those experiencing homelessness in the communities we serve.
We are proud that our services this year demonstrated a 77.10% positive move-on rate, which is over a 5% improvement compared to last year’s milestone high. “Positive Move-Ons” are one of our most valued measures of success, with each person it represents being a someone impacted by homelessness who now has transitioned to a life of independence.
Figures like this are not just captivating numbers, they are a clear demonstration of the fantastic work of our teams, and the ever-inspiring resilience and determination we see in the young people we support, no matter the challenges they face.
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## Building Skills, Relationships and Belonging
Committed to our North Star mission, our Supported Housing department worked closely with the young people this year to ensure an abundance of opportunities and experiences were in place to strengthen their support plans, build positive relationships and grow their own skills and abilities.
Residents have been able to experience a huge number of activities, such as creative projects, physical exercise and collaborative DIY projects to personalise and improve their own spaces.
Crucially, our Supported Housing teams have gone above and beyond to ensure our services are welcoming, supportive and embracing of the vibrant mix of cultures that makes up our community. Young people are empowered to feel proud of their identity, and to share their culture enthusiastically, through creating and sharing traditions around key times of the year, such as Christmas and Eid.
## Friendship Day
After the challenging news of demonstrations and increased national tensions regarding immigration around the UK, the Unaccompanied Asylum-Seeking Children (UASC) team held a co-created Friendship Day on 22nd August 2024 and welcomed the wider community to their home.
Many partners such as Refugee Roots, Al Hurrauyah, Nottinghamshire County Council, local mosques and community groups were welcomed, where our young people had cooked and prepared traditional dishes from across their cultures to share. Together, our young residents also built a wooden bench, with materials donated by a local Wickes store, to create a safe and comfortable shared space to build connections together.
Friendship Day created an opportunity for the young people in our UASC service to mutually build positive relationships with their local community, share culture, build confidence and support their development as young people and as individuals newly settling into life in Britain.
## Co-Creation
Following on from the development of our Tenant Involvement and Empowerment strategy last year, the active participation of young people remains core to our work as practitioners and within policy.
A highlight this year was the transformation of our Goole communal spaces, designed and delivered with residents’ input. With a £1,500 budget, young people chose colours, furniture, flooring, and accessories, ensuring the space reflected their needs and preferences.
Teams of B&Q volunteers worked alongside residents and our maintenance team to bring the vision to life. Over two days, they repainted, refurnished, built furniture, installed new worktops, and added art deco wall features and soft furnishings to create a welcoming, modern, and homely environment. Beyond the physical transformation, one resident who supported the project secured a part-time job with B&Q, demonstrating the wider opportunities such partnerships can create.
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Young people have also been central in shaping our services through co-production with Nottinghamshire County Council. They gained valuable skills and confidence by supporting staff recruitment, co-writing interview questions, and participating on youth panels. Their professionalism, teamwork, and communication impressed staff and candidates alike, and they were recognised with certificates and vouchers for their contributions. Feedback was overwhelmingly positive, with comments such as: “It was brilliant – I learnt a lot. I’d do it again, 100%.”
These experiences have shown the power of meaningful co-creation, improving the quality of our spaces and services whilst also building confidence, skills, and opportunities for young people.
## Quality
Our focus on the impact and quality of our services has also continued to be a major priority throughout 2024-2025. Among other activity, Homelessness Link was commissioned to review our trauma-informed approaches, identifying strengths and areas for development to inform future action planning. Alongside this, all staff received training on strength-based language, ensuring our support empowers young people to reflect on challenges, learn from experiences, and find positive new ways of managing situations.
The quality of our work has also been recognised externally. In October 2024, the YMCA Goole team was nominated for the North Yorkshire Council’s Care Leaver Champion Awards and were proud to win at the celebration event held at York University. Three young residents attended the day, taking part in activities and joining the celebrations. The award now takes pride of place in our Goole office, a testament to the amazing support provided to the young people in their homes.
## Looking Forward
Over the coming year, our Supported Housing will remain focused on providing safe, compassionate and supportive environments where young people can thrive.
We are pleased to be driving the development and introduction of Life Skills units across all services, which will ensure every resident has the opportunity to strengthen their abilities and prepare for independent living.
Following our Ofsted registration in July 2024, we are committed to achieving the highest standards in our registered services and preparing fully for inspection. Above all, the service will keep young people at the centre of all we do, empowering them to shape their own lives and futures.
## **YMCA York and East Riding**
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 North Star mission and strategic Prevent directive, the service has successfully secured several grants, enhancing our capacity to support young people affected by homelessness.
Over several properties, YMCA has the capacity to provide 69 temporary supported bedspaces in the area, supporting those in our care with a safe home and dedicated pathways to independence.
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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 the Supported Housing section.
## **Children, Youth and Families**
Fundamentally built around the development of assets and relationships core to our North Star mission, our Children, Youth and Families ("CYF") department offers a vibrant mix of services that support children and young people as young as 3 months old.
This diverse, far-reaching department sits front and centre of our Prevent strategy, equipping children and their families with the opportunities and interpersonal tools they need to thrive as they grow, with the view of building true positive community change which reduces the need for urgent support services longterm.
This year, CYF services have delivered significant impact. Camp Williams achieved record participation at its Newark site, building confidence, resilience, and leadership in a fun and supportive environment. Childcare provision expanded further, providing safe, high-quality wraparound support for working families. Nursery grew in both capacity and reputation, embedding family engagement and community connection at its core. Outdoor Education launched new partnerships with schools, particularly focused on children at risk of exclusion, while ChangeMakers empowered young people to engage in meaningful social action and amplify their voices in the community.
A major focus this year has also been team development. Recruitment of new staff and investment in training has built specialist skills and capacity, ensuring programmes are delivered safely, inclusively, and with measurable impact. The department closes the year in a strong position, ready to deepen its preventative work, expand opportunities, and further embed aspiration, resilience, and connection across all of its services.
## YMCA Nursery at the Village
Now in its third year, YMCA Nursery at the Village has continued to grow in both reputation and reach, with booked sessions increasing by 56% compared to last year. The Nursery is proud to have also won the YMCA’s North Star Award, reflecting how strongly the service embodies our mission and values in practice.
This year, opportunities for our children have expanded to include activities many would not ordinarily access, such as bouldering, age-appropriate sessions with qualified coaches in the on-site Strength & Conditioning gym, and learning to ride on our purpose-built cycle track. These experiences, alongside the Nursery’s creative and nurturing environment, help children to grow in confidence, resilience, and readiness for life.
Family engagement continues to be central, with parents and carers welcomed into their children’s learning journey. A new focus this year has been oral health, with daily tooth-brushing introduced in response to local dental health needs in Newark and Sherwood, where 20.9% of under-fives experience decay.
The Nursery is now fully staffed with a team of passionate and skilled practitioners. Staff achievements this year include one practitioner completing her Level 2 in Early Years and Childcare, six beginning their Level 2 or 3 training, and two becoming Maths Champions through the National Day Nurseries Association.
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Looking ahead, plans are underway to launch a Forest School on site, safely and accessibly at home at the Village. Our Forest School will provide children with opportunities to explore the outdoors, solve problems, take safe risks, and work together, supporting their wellbeing, communication and language development.
## Childcare
Operating across five primary schools in Nottinghamshire, our Ofsted-registered childcare service continues to provide safe, welcoming spaces for children aged 4–11 to learn, play, and grow beyond the classroom. Breakfast and after-school clubs run during term-time, alongside Wollaton Holiday Club, which supports families during school breaks.
Led by inspiring role models, children are encouraged to explore new skills and interests through a varied programme of STEM activities, sports, team games, construction, and arts and crafts. A healthy breakfast and afternoon snack are provided, while weekly awards celebrate children who demonstrate YMCA’s four Core Values: Respect, Responsibility, Caring, and Honesty.
This year, YMCA Childcare has supported families through 33,724 booked sessions across term-time clubs, alongside 1,340 weeks at Wollaton Holiday Club. These numbers reflect the growing demand for highquality childcare, helping children discover their passions, develop confidence, and support their wider educational outcomes.
Looking ahead, YMCA Childcare remains committed to responding to the changing needs of families in Nottinghamshire, ensuring every child has access to a fun, nurturing environment where they can thrive.
## Camp Williams
Our flagship school holiday programme, Camp Williams, continues to provide children aged 4–15 with a vibrant space to grow, play, and thrive. Rooted in the Developmental Assets framework, the camp is designed to help children build confidence, resilience, and self-esteem while forming positive relationships with peers and role models. Through a wide choice of sports, creative and experiential activities, children are empowered to make decisions, try new things, and develop skills that support their wellbeing long beyond the school holidays.
Financial accessibility is at the heart of the Camp Williams ethos. This year, 64 families were able to attend thanks to our Scholarship programme, ensuring financial barriers did not stand in the way of children benefiting from the unique opportunities on offer.
Camp Williams has also seen a surge in demand, with summer bookings increasing by 427 compared to last year. This growth reflects the energy brought by two new site managers in Nottingham and Newark, who have refreshed programming, introduced new equipment, and reviewed delivery to ensure quality and consistency. At Newark, the camp has continued to grow through close collaboration with other YMCA services at the Community and Activity Village, creating joined-up support for families and staff alike.
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Looking forward, Camp Williams will focus on raising quality across the programme, beginning with regular staff training and development, and expanding opportunities for older campers. Plans are in place to strengthen our leadership and volunteer pathways for young people aged 15+, allowing them to stay part of Camp as they step into new roles of responsibility. These opportunities not only support individual growth but also help young people develop as confident leaders, building the resilience, teamwork, and communication skills that will stay with them for life.
## Outdoor Education
The Outdoor Education service continues to create opportunities for young people and communities to grow in confidence, resilience, and wellbeing through meaningful engagement with the outdoors. Delivered by expert leaders, the service offers safe, inclusive, and challenging experiences that nurture body, mind, and spirit while helping individuals reach their full potential.
In 2024/25, over 144 outdoor education sessions were delivered, engaging 461 young people and community members. Activities ranged from environmental learning and team-building projects to residential trips, supporting participants to develop leadership skills, strengthen relationships, and build aspirations. Feedback has consistently highlighted improvements in wellbeing and engagement, demonstrating the positive impact of outdoor learning on both individuals and communities.
This year also saw new initiatives launched with local secondary schools, providing tailored programmes for children at risk of exclusion. By using outdoor learning as a preventative intervention, YMCA is helping young people remain engaged in education while developing resilience and positive peer connections. Alongside this, the Outdoor Education team has supported wider YMCA programmes including ChangeMakers and Gypsy Rome Traveller, embedding outdoor experiences across the organisation.
Looking ahead, 2025/26 will see a renewed focus on two key areas: supporting schools with targeted provision for vulnerable young people, and expanding family engagement through camping weekends that offer opportunities for families to connect and strengthen relationships in the outdoors. These strands of work will build on a clear direction of impact, using outdoor education to improve wellbeing, inclusion, and community cohesion across our region.
## ChangeMakers
Launched in February 2025, ChangeMakers is YMCA’s newest youth voice and social action programme, designed for young people aged 11–16 in Newark. Rooted in the Developmental Assets framework, the programme creates safe, youth-led spaces where young people can connect, build relationships, and act on the issues that matter most to them.
From intergenerational tea parties to community litter picks, every ChangeMakers project has been codesigned with young people, ensuring they feel valued, heard, and supported. The approach moves participants from being passive recipients of services to active contributors within their communities, building confidence, self-esteem, and leadership skills along the way. Outcomes extend far beyond individual growth: young people become visible role models, strengthening intergenerational links, creating safer and cleaner neighbourhoods, and fostering a community that actively values youth as resources.
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Early delivery has already shown strong impact. Young people from some of the most deprived areas of Newark have stepped forward as ChangeMakers, sharing their voice and developing the skills to turn ideas into action. One participant reflected: “Everyone is important and I’ve been able to listen and respect others outside of the classroom.” A parent added: “ChangeMakers has really boosted my daughter’s confidence and helped her voice her views on what’s important to her.”
Looking ahead, YMCA aims to consolidate and scale the programme in 2025/26 by embedding it in schools and community settings, linking projects to curricula, and launching new strands including a Youth Advisory Board and a Youth Podcast. By continuing to measure developmental assets, we will track growth in empowerment, positive identity, and constructive use of time, ensuring that ChangeMakers becomes a sustained offer that reaches more young people, particularly in areas of highest deprivation.
## **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.
## **YMCA Newark and Sherwood**
YMCA Community and Activity "Village" in Newark has continued to grow as a hub of community life, embodying YMCA’s North Star mission to provide children, young people, and families with opportunities to discover who they are, develop their strengths, and build meaningful connections. Every service and partnership within the Village is designed to nurture body, mind, and spirit through accessible, assetbuilding experiences, making the Village a place where individuals of all ages can thrive.
Village is designed to nurture body, mind, and spirit through accessible, asset-building experiences, making the Village a place where individuals of all ages can thrive.
Membership growth has remained strong this year, supported by initiatives such as “bring a friend” offers, 7-day passes, new membership tiers for 5–10-year-olds, and an expanded timetable of classes. The impact is visible in the wide range of people engaging with the Village on a daily basis, from toddlers in our nursery through to grandparents in our inclusive fitness groups.
Programming continues to diversify. The relaunch of the Bike Track has seen coached sessions, including our Learn to Ride sessions, which help children aged 4-10, while the Climbing Centre remains at full capacity, with waiting lists for NICAS qualifications. Our studio programme has grown too, launching our Core and Restore classes -a Pilates-inspired class designed to build strength, balance, and flexibility - alongside the expansion of inclusive sports such as Boccia. The Children, Youth & Families team have reintroduced Creative Academy (including DJing, music production, and dance) and launched two flagship youth voice programmes – ChangeMakers (ages 11–16) and Y-Kids (ages 5–10) – directly responding to the needs of local children. Meanwhile, our GRT programme has gone from strength to strength, supporting 27 children from the Gypsy Roma Traveller community with weekly activities and trusted relationships.
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The Village continues to act as a base for collaboration and community impact. Room hire remains above target, hosting everything from volunteer days and sponsorship events to corporate away days and school engagement. Externally, we are proud to welcome Macmillan Cancer Care and Every Turn (NHS Talking Therapies) into the Village, bringing vital health services to the heart of Newark. Internally, the Village remains a training ground for young people, with a comprehensive work experience programme and apprenticeship pathways in partnership with Lincoln College, supporting local young people into qualifications and employment.
The difference the Village makes is reflected in the voices of those who use it:
_* “The YMCA Village has been a game changer for our family across multiple generations… it brings us all together.” – Hannah, local parent and business owner_
_* “The YMCA is a wonderful place where I’ve met new people, made friends, and tried out different sports.” – Michelle, Villager Member_
_* “The YMCA is a great place to base our family support charity… the staff here have been so supportive, friendly and helpful.” – Sara, Manager, Home-Start Newark_
## Looking Forward
Looking to 2025/26, YMCA Newark and Sherwood has set out a clear strategic plan to maximise use of the Village facilities, expand inclusive flagship programmes, and grow youth voice initiatives. Priorities include developing leadership pathways for young people, enhancing volunteer opportunities, and embedding tools such as the Developmental Assets survey to measure long-term impact. With a focus on empowerment, inclusion, and collaboration, the YMCA Village is firmly established as a driver of wellbeing, opportunity, and community cohesion in Newark.
## **Hospitality**
Hospitality has been a key driver of social change and community connectivity throughout YMCA for over 180 years. Within our region, our Hospitality is an important facilitator of our North Star mission, serving our 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 marked a significant development in the breadth of the events and activities on offer within both our hospitality venues. This activity supported an increase in revenue of over 35%, as well as a clear increase and diversification of customers.
A colourful and purposeful calendar has supported our team’s core focus to create welcoming, accessible and safe spaces in which to socialise and engage the community with a cultural offer built to deliver positive community impact.
## YMCA Café at the Village
As a space used by almost every visitor to the Community and Activity Village, our Café has become a natural hub, supporting not only YMCA’s mission, but also the valuable work of our community partners.
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Alongside the continued engagement with young people’s cooking classes as part of YMCA membership, this year our Village hospitality team have been proud to host events for a range of positive community focused organisations. Among others Nottinghamshire and Lincolnshire Air Ambulance Service, East Midlands Ambulance Service, National Trust, Google, NHS, Nottinghamshire County Council, Our Dementia Choir and many more community groups and businesses utilised our spaces and hospitality for their work. The venue also hosted the Mayoral Election and General Election hustings and debates.
An exceptional highlight was also our successful second year of hosting and providing hospitality for NottAlone Live, a two-day event during Children’s Mental Health Week, which brought over 1,000 school children through our doors for workshops, activities and presentations to support their wellbeing.
Furthermore, the department has continued to respond to local community needs via the delivery of Meet and Eat sessions in conjunction with Age UK. This programme has been specifically developed to bring people at risk of social isolation around the table to meet others and feel connected, with food and drink being the vehicle to social interactions.
## Malt Cross
A unique part of the YMCA Robin Hood Group family, Malt Cross is a beautiful and cherished Grade II listed bar, kitchen and events venue in the heart of Nottingham city centre.
A proud achievement of 2024-2025 has been the development and roll-out of a series of events called Cyndi Says Relax, designed specifically to support individuals who identify as women or gender nonconforming. These events – inclusive of makers markets, DJ nights, bingo and more – were built in direct response to reports that highlighted the extremely high prevalence of sexual harassment faced by young women and gender non-conforming people in public spaces. Through direct action from our Hospitality team, our spaces have been able to nurture belonging, safety and fun for individuals who may otherwise not feel comfortable in typical city centre settings.
Additionally, during the festive period, Malt Cross fundraised through community events for YMCA’s Winter Giving campaign, hosting events such as ‘Festive Feasts’ and ‘Beer and Carols’, and directly funding the kitchen team to cook a Christmas dinner for residents of Supported Housing.
Over the next year, our Hospitality department will build on its opportunities and events for community impact, as well as refreshing and connecting its branding to celebrate its relationship to the wider YMCA, the opportunities that affords the wider community, and how their support contributes to our impact.
In particular, this will shape programmes and services which provide asset-building opportunities for young people, especially around healthy lifestyles - including recipe cards, demonstrations, talks and workshops.
## Malt Cross Trust
Malt Cross Trust continued to own and manage our heritage building, with some repairs and upgrades to the roof and fabric of the building.
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The Malt Cross Trust’s Street Pastors programme also 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 34 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.
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 on average 20 vulnerable people per night, helping to relieve pressure from the emergency services and door security staff.
In 2025-26, the service hopes to strengthen its offer and support for individuals experiencing mental health challenges, and for marginalised groups – both of which the team have seen an increase in demand for over the past year.
## **The International Community Centre (ICC)**
The ICC on Mansfield Road in Nottingham continues to hire out meeting rooms and spaces for community groups and not-for-profit organisations, along with self-help groups, adult education classes, training courses, presentations, and business meetings.
This year over 310 classes have been run by community groups utilising these facilities, supporting the local area in a huge spectrum of ways, including language learning, charity networks, alcohol dependency support and youth mental health provision.
## **Cause-Driven Culture**
A core part of uniting our staff this year has been the launch of our North Star mission and vision. Introduced to all colleagues in June 2024 on YMCA’s 180th anniversary, the North Star provides a shared language of social change and a clear focus for the whole organisation. For a workforce spanning such a rich diversity of services, this has helped to create clarity and connection, building a culture where every member of staff sees their role within our long-term vision of social change, with a direct line of sight to the difference they are making in the lives of children, young people, and families.
This cultural shift has been in direct response to staff feedback, which called for greater visibility of strategy and stronger alignment with purpose. Our new rhythm of activity has been key to embedding this.
## Campfire
At the centre of this rhythm is Campfire: a quarterly event bringing staff together from across the organisation to share impact, learn from one another, and celebrate the lives being changed. These gatherings are deliberately not business meetings; they are spaces of inspiration, designed to remind us that our work is about social change and long-term outcomes. Campfire forms part of Celebration Week, when teams also hold service-level events focused on the unique impact of their area.
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## Leaders’ Mornings
Alongside this, Leaders’ Mornings provide dedicated time each quarter for around 60 service and department managers to engage deeply with the North Star strategy. These sessions allow leaders to collaborate, problem-solve, and translate frameworks such as Developmental Assets and Relationships into practical behaviours for their teams. The result has been stronger alignment, more confident leadership, and better clarity for staff at all levels.
## Principles & Practice
This year also saw the expansion of Principles & Practice, a three-day event bringing together small groups of staff to explore YMCA’s mission, history, and their own intrinsic motivation. The programme helps participants connect their daily work to long-term social change, while also sparking new collaboration and shared learning across services.
## Awards and Recognition
To ensure our culture of cause-driven leadership is celebrated, two new recognition initiatives were launched. Our YMCA Staff Values Awards, a peer-to-peer scheme, honour colleagues for living our values. Meanwhile, the North Star Award is presented each Campfire to a team that has gone above and beyond to build assets and relationships in young people. Winners so far include Supported Housing for its life skills modules, Nursery for its community engagement, the launch team of ChangeMakers for youth voice, and Malt Cross for its inclusive _Cindy Says Relax_ event.
These efforts are making a measurable difference. Internal surveys show rising levels of staff understanding of our strategy and purpose, and stronger feelings of belonging to a global YMCA movement. Anecdotally, new recruits are also arriving with a clearer understanding of who we are and why we do what we do, thanks to the integration of North Star language into recruitment materials and induction.
Looking ahead, the focus will be on sustaining this momentum while reaching areas of the organisation where engagement remains a challenge. We also plan to expand engagement globally and locally: preparing to send a cohort to the YMCA World Council in Toronto in 2026, and launching collaborative service projects that will unite staff, community members, and businesses in addressing local needs together.
## **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.
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The Rent Policy Statement contains flexibility for registered providers to set rents at up to 10% above formula rent for supported housing. Tolerances cannot be used for affordable rent properties. 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.
## **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 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.
## **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 £6,000,000 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.
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The reserves policy is reviewed on an annual basis. At present free reserves are slightly higher than the reserve policy but are subject to close monitoring and the Board Members are comfortable that they are at an appropriate level.
## **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).
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.
In preparing these financial statements the 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 Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Association will continue in business
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.
## **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 3.**
## **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
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* 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.
## **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 2025 and Beyond**
A five-year business plan and strategy were developed and introduced by the Executive Management Team in conjunction with the Board Members, Operations Managers, and key stakeholder groups in 2021 and is being refreshed in 2025. 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 Therapeutic 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;
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* Raising our profile in the community as a ‘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; and
* 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.
## **FINANCIAL REVIEW**
The consolidated financial statements include 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 33.
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 Ashfield area.
The integration of our new Trauma informed therapeutic care model for Children’s Residential Care services, which commenced two years ago continues to grow and provide specialist services and exceptional support to the children in our care.
The Community and Activity Village, in its third 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 continued growth in hospitality customer volumes and revenue across both sites.
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 renegotiated to mitigate the risk.
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The outcome of all the activity outlined above resulted in a improved financial position for the Group with a Statutory Surplus before gain on revaluation £748,089 (2024: £544,844)
## **Financial Results and Key Performance Indicators**
The Board monitors financial results and key performance indicators at its Board and sub- 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:
**Commentary**
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The provision of Temporary Supported Housing increased by eight bed spaces year-on-year with further increases expected in the next financial year. 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 an increase in pre-planned maintenance and capital improvements projects, and continue to be representative of what is required to deliver the service and meeting the regulatory health and safety requirements.
The focus continues to be on the 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).
Interest rates decreased during the year resulting in lower borrowing costs, and a positive EBITDA MRI interest cover (4) increased to 2.93.
The slight increase in Gearing is driven by the depreciation on housing assets outweighing the capital repayments on the loans
The Group ROCE is reflective of the growth 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
## **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 Sub- Committee. 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.
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.
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.
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## **Principal Risks and Uncertainties**
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.
## **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.
Decreases in the Base Rate during the year had positive effect on financial performance. Stress tests have been performed and the Board is confident that the Association has adequate resources to withstand any increase in rates in 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: Date:** 25 / 09 / 2025 25 / 09 / 2025
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**UHY Hacker Young LLP** 14 Park Row Nottingham NG1 6GR
## **INDEPENDENT AUDITOR'S REPORT TO THE TRUSTEES**
## **Opinion**
We have audited the financial statements of YMCA Robin Hood Group (the parent ‘charitable company’) and its subsidiaries (the group) for the year ended 31 March 2025 which comprise the Group Statement of Financial Activities, the Group and Charity Balance Sheet, Consolidated Statement of Cashflows and notes forming part of the financial statement, 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).
## In our opinion the financial statements:
• Give a true and fair view of the state of the group and charitable company's affairs as at 31 March 2025, 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.
## **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**
In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial 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 twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
## **Other information**
The 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.
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Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
## **Opinions on other matters prescribed by the Companies Act 2006**
In our opinion, based on the work undertaken in the course of our audit:
- the information given in the trustees' report for the financial year for which the financial
- statements are prepared is consistent with the financial statements; and
- the trustees' report has been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the 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:
- adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or
- the financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees' remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit.
## **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.
In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor's responsibilities for the audit of the financial statements**
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but it 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:
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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 non-compliance might have a material effect on the financial statements.
We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006. 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:
- Review of the financial statement disclosures to underlying supporting documentation;
- Enquiries of management and testing of journals and evaluating whether there was evidence of bias by the Directors that represented a risk of material misstatement due to fraud;
- Enquiry of management regarding any instances of actual or potential fraud during the year;
- Assessment of fraud prevention and detection procedures within the company;
- Enquiry of management regarding actual and potential litigation and claims, or any potential breaches of laws and regulations including those relating to ofsted, social housing and safeguarding requirements ;
- Substantive testing of revenue transactions and assessment of controls implemented by the company; and
- 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 FCCA (Senior Statutory Auditor) for and on behalf of**
## **UHY Hacker Young, Statutory Auditor**
14 Park Row Nottingham NG1 6GR
## �������
## **Date: …………………………………………………**
UHY Hacker Young is eligible to act as an auditor in terms of section 1212 of the Companies Act 2006
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## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES for the year ended 31 March 2025**
|**Notes**
**Income from Charitable Activities**
Housing operations income
**3**
Other operations income
**4**
**Total Income**
**Expenditure on Charitable Activities**
Housing operations expenditure
**5**
Other operations expenditure
**Total Expenditure**
Gain on revaluations
**14**
**Net Income/(Expenditure)**
**Total funds brought forward**
**Net movement in funds**
Fund transfers
**22**
**Total funds carried forward**|**Unrestricted**
**Funds**
**Restricted**
**Funds**
**Total Funds**
**2025**
**Total Funds**
**2024**
**£**
**£**
**£**
**£**
14,618,230
15,940
14,634,170
13,549,393
10,440,672
255,273
10,695,945
8,413,904
25,058,902
271,213
25,330,115
21,963,297
(13,604,373)
-
(13,604,373)
( 12,394,761 )
(10,780,630)
(197,023)
(10,977,653)
( 9,023,692 )
(24,385,003)
(197,023)
(24,582,026)
( 21,418,453 )
761,840
-
761,840
-
1,435,739
74,190
1,509,929
544,844
4,343,940
466,380
4,810,320
4,265,476
1,435,739
74,190
1,509,929
544,844
383,013
(383,013)
-
-
6,162,692
157,557
6,320,249
4,810,320|
|---|---|
Income and expenditure relate to both restricted and unrestricted activities derived from continuing activities.
The notes on pages 37 to 62 form part of these financial statements
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## **CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES for the year ended 31 March 2024**
|**Notes**
**Income from Charitable Activities**
Housing operations income
**3**
Other operations income
**4**
**Total Income**
**Expenditure on Charitable Activities**
Housing operations expenditure
**5**
Other operations expenditure
**Total Expenditure**
Non-recurring one-off costs
**Net Income/(Expenditure)**
**Total funds brought forward**
**Net movement in funds**
Fund transfers
**22**
**Total funds carried forward**|**Unrestricted**
**Funds**
**Restricted**
**Funds**
**Total Funds**
**2024**
**Total Funds**
**2023**
**£**
**£**
**£**
**£**
13,391,124
158,269
13,549,393
10,468,359
8,146,645
267,259
8,413,904
6,348,803
21,537,769
425,528
21,963,297
16,817,162
(12,207,716)
(187,045)
(12,394,761)
(10,572,191)
(8,761,944)
(261,748)
(9,023,692)
(6,825,940)
(20,969,660)
(448,793)
(21,418,453)
(17,398,131)
-
-
-
(534,535)
568,109
(23,265)
544,844
(1,115,504)
3,761,515
503,961
4,265,476
5,380,980
568,109
(23,265)
544,844
(1,115,504)
14,316
(14,316)
-
-
4,343,940
466,380
4,810,320
4,265,476|
|---|---|
Income and expenditure relate to both restricted and unrestricted activities derived from continuing activities.
The notes on pages 37 to 62 form part of these financial statements
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## **CONSOLIDATED BALANCE SHEET AS AT 31 March 2025**
|**Notes**
**Fixed assets**
Tangible assets
**13**
Investments
**14**
**Current assets**
Stock
Debtors
**16**
Cash at bank and in hand
**17**
**Total assets less current liabilities**
**18**
**Net assets**
**FUNDS**
Unrestricted
**22**
Restricted
**22**
**TOTAL FUNDS**
**21**
Creditors: amounts falling due after
more than one year
Creditors: amounts falling due within
one year|**2025**
**2024**
**£**
**£**
21,933,465
23,175,030
1,627,280
500,000
**23,560,745**
**23,675,030**
12,541
10,427
2,245,026
2,127,536
2,035,879
1,315,634
**4,293,446**
**3,453,597**
(2,355,078)
(2,012,090)
**25,499,113**
**25,116,537**
(19,178,864)
(20,306,217)
**6,320,249**
**4,810,320**
6,162,692
4,343,940
157,557
466,380
**6,320,249**
**4,810,320**
**GROUP**|**2025**
**2024**
**£**
**£**
20,643,356
21,853,160
1,628,774
501,494
**22,272,130**
**22,354,654**
-
-
6,549,246
4,606,545
1,416,262
1,023,706
**7,965,508**
**5,630,251**
(2,157,166)
(1,674,047)
**28,080,472**
**26,310,858**
(19,228,864)
(20,356,217)
**8,851,608**
**5,954,641**
8,791,838
5,555,712
59,770
398,929
**8,851,608**
**5,954,641**
**CHARITY**|
|---|---|---|
The notes on pages 37 to 62 form part of these financial statements
The financial statements were approved and authorised for issue by the Board and signed on behalf of the Board of Trustees by :
A Barbaro Robins (Chair) Dated: 25 / 09 /2025
C Berens (CEO) Dated: 25 / 09 /2025
**Company Number: 00310342 Charity Number: 243044**
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## **CONSOLIDATED STATEMENT OF CASH FLOWS**
## **FOR THE YEAR TO 31 MARCH 2025**
|**Notes**
**Cash flow from operating activities**
**27**
**Cash flow from investing activities**
Purchase of tangible fixed assets
**13**
Proceeds from fixed asset disposal
**Net cash flow from investing activities**
**Cash flow from financing activities**
Repayment of loans
Interest paid
**9**
**Net cash flow from financing activities**
**Movement in cash and cash equivalents**
**Cash and cash equivalents at 1 April**
**Cash and cash equivalents at 31 March**|**2025**
**2024**
**£**
**£**
**1,881,045**
**1,977,082**
(81,235)
(348,141)
-
1,019
**(81,235)**
**(347,122)**
(480,170)
(100,719)
(599,395)
(986,025)
**(1,079,565)**
**(1,086,744)**
**720,245**
**543,216**
**1,315,634**
**772,418**
**2,035,879**
**1,315,634**|
|---|---|
The reconciliation of Net Debt is included within the notes to the financial statements.
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**NOTES FORMING PART OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025**
## **1. ACCOUNTING POLICIES**
## **General information and basis of preparation**
The financial statements of the group are prepared in accordance with UK Generally Accepted Accounting Practice (UK GAAP) including Financial Reporting Standard 102 (FRS 102) and the Housing SORP 2018:Statement of Recommended Practice for Registered Social Housing Providers and comply with the Accounting Direction for Private Registered Providers of Social Housing 2019 and the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK (Charities SORP FRS102 2019).
The accounts have been prepared on a going concern basis.
The Board has adopted the standards of conduct issued by the Tenant Services Authority which replace Schedule 1 of the Housing Act.
YMCA Robin Hood Group meets the definition of a public benefit entity under FRS 102. The Board members consider that the financial statements should be prepared to reflect the Association's aims and to satisfy the different reporting needs of users. Therefore, they have produced a Statement of Financial Activities in addition to the Statement of Comprehensive Income and related notes, which satisfies the reporting requirements above.
The financial statements are prepared in Sterling which is the functional currency of the Association and rounded to the nearest £1.
The consolidation accounts include the trading activities, assets and liabilities of the parent and subsidiary companies (as stated in note 15) in accordance with the Charities SORP. The results of the subsidiaries are consolidated on a line by line basis.
## **Accounting convention**
The financial statements are prepared under the historical cost convention as modified by: • the historic revaluation of land and buildings. The Association is not continuing the revaluation policy relating to these assets, and the asset valuation of our properties will not reflect current valuation; and
• the revaluation of the “investment property” element of mixed-use properties.
## **Reference date**
YMCA Robin Hood Group financial statements are prepared for the 12 months to 31 March each year.
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## **1. ACCOUNTING POLICIES (continued)**
## **Fund accounting**
## _**Unrestricted funds**_
The general reserve represents the cumulative surplus of the net incoming resources for the year. These are available for use at the discretion of the Trustees and furtherance of the general objectives of the Association.
## _**Designated funds**_
The designated funds are funds set aside by the Trustees of the Association out of unrestricted reserves for specific purposes.
## _**Restricted funds**_
The restricted funds represent unexpended donations to be spent on specific projects.
## **Income**
## _**Property income**_
Property income is recognised when receivable and is derived from lettings of accommodation in the housing operations and move-on houses, rents from shop units and office letting, membership and entrance fees, meals sold during the period and miscellaneous Community Activity Centre activities, net of value added tax and net of lost rent from void properties available for letting.
## _**Grant income**_
Grants relating to revenue are recognised in the Statement of Financial Activities as they are received, in accordance with Charities SORP.
## _**Government grants**_
Grants received in relation to assets that are presented at deemed cost at the date of transition have been accounted for using the performance model as required by Housing SORP 2018.
Government capital grant income is carried as deferred income in the balance sheet and released to the statement of financial activities on a systematic basis over the useful economic lives of the asset for which it was received. In accordance with Housing SORP 2018 the useful economic life of the housing property structure has been selected (see table of useful economic lives below). Where social housing grant (SHG) funded property is sold, the grant becomes recyclable and is transferred to a recycled capital grant fund until it is reinvested in a replacement property. If there is no requirement to recycle or repay the grant on disposal of the assets any unamortised grant remaining within creditors is released and recognised as income within the statement of financial activities.
## _**Contractual and Service Level Agreement Income**_
Service Level Agreement Income may attract VAT depending on the income type and is recognised in line with the provision of the contracted services.
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## **1. ACCOUNTING POLICIES (continued)**
## **Expenditure**
Cost of activities expenditure comprises the costs of providing housing and hostel services, YMCA general activities, the YMCA gym and work focused on children and young people. All expenditure is accounted for on an accrual basis.
## _**Support costs**_
Support costs comprise costs incurred directly in support of expenditure on the objects of the Association such as HR, Finance & Payroll, IT, Funding & Business Development, Marketing and the Senior Management team, together with the costs associated with meeting the constitutional and statutory requirements of the Association including audit fees and costs linked to the strategic management of the Association.
## _**Management and administration**_
Management and administration costs represent the expenditure incurred in the operation and management of the Association.
## _**Apportionment of expenses**_
Employee, administration and operating costs have been apportioned using percentages derived from the Chief Executive’s estimate of utilisation of the various activities.
## **Tangible fixed assets**
Assets are capitalised where the total value of costs which make up the asset is greater than £2,000, or unless direct funding has been given for capital items, when they will be expensed in the year of income receipt.
Depreciation rates are applied in order to spread the cost or valuation over the estimated useful lives of the assets. The requirements of Component Accounting have been considered and are reflected in these Financial Statements.
The following components are determined and recognised:
Freehold land Not depreciated Freehold buildings 2.5% straight line basis Leasehold Improvements Depreciated over length of lease Furniture, fixtures and equipment 5% - 33% straight line basis Motor vehicles 20% straight line basis
The same depreciation policy is applied for both social housing and non-social housing freehold buildings.
In accordance with the Housing SORP 2018, annual reviews are carried of the useful economic lives of housing properties.
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## **1. ACCOUNTING POLICIES (continued)**
## _**Freehold land and buildings**_
All freehold land and buildings which are used for social benefit or for use in the business are accounted for as fixed assets.
## _**Mixed use properties**_
Where properties include areas that are rented out on a commercial basis and not used for social benefit or for use in the business, this element is separated out in accordance with FRS102 and disclosed as investment property which is carried at the deemed market value as determined by management based on discounted expected rental cash flows. No depreciation is provided on this element. Changes in fair value are recognised in income or expenditure.
## _**Improvements to housing properties**_
Only the portion of expenditure on improvements to existing properties deemed to provide an enhancement is capitalised.
All other maintenance expenditure is classified as revenue and is written-off to the statement of financial activities in the year in which it is incurred.
## _**Assets under construction**_
For projects that have not yet been completed, the respective costs are accumulated and reported within assets under construction accounts. They are depreciated in line with the Association policy when the project/asset is completed and commissioned.
## **Pension costs**
YMCA Robin Hood Group participated in a multi-employer defined benefit pension plan for employees of YMCAs in England, Scotland and Wales, which was closed to new members and accruals on 30 April 2007. Due to insufficient information, the plan's actuary has advised that it is not possible to separately identify the assets and liabilities relating to YMCA Robin Hood Group.
As described in note 24, YMCA Robin Hood Group has a contractual obligation to make pension deficit payments of £29,132 pa over the period to April 2027 (2024: £29,132 pa to April 2029), accordingly this is shown as a liability in these accounts. In addition, YMCA Robin Hood Group is required to contribute £9,285 pa (2024: £9,285 pa) to the operating expenses of the Pension Plan and these costs are charged to the Statement of Comprehensive Income as made.
## **Hire purchase contracts and finance leases**
Assets obtained under finance leases and hire purchase contracts are capitalised at their fair value on acquisition and depreciated over their estimated useful lives. The finance charges are allocated over the period of the lease in proportion to the capital element outstanding.
## **Operating leases**
Rentals paid under operating leases are charged to the statement of financial activities over the period they are incurred.
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## **1. ACCOUNTING POLICIES (continued)**
## **Taxation**
Taxation has not been provided on the net income for the year on the grounds that Part 11 of the Corporation Tax Act 2010 applies (tax exemption for charitable companies).
## **Judgements in applying accounting policies and key sources of estimation uncertainty**
In preparing these financial statements, the key judgements have been made in respect of the following:
## _**Tangible fixed assets and investment property**_
Tangible fixed assets, other than investment property element of mixed-use properties, are depreciated over their useful lives taking into account residual values, where appropriate. The actual lives of the assets and residual values are assessed annually and may vary depending on a number of factors. Residual value assessments consider issues such as future market conditions, the remaining life of the asset and projected disposal values.
For housing property assets, the assets are broken down into components based on management’s assessment of the properties. Individual useful economic lives are assigned to these components.
Where properties include areas that are rented out on a commercial basis and not used for social benefit or for use in the business, an estimate of this element is separated out in accordance with FRS102 and disclosed as investment property which is carried at the deemed market value. There is an inevitable degree of judgement involved in that each property is unique, cash flows are uncertain, and value can only ultimately be reliably tested in the market itself.
## **Stock**
Stocks are valued at the lower of cost and net realisable value, after making due-allowance for obsolete and slow moving items.
## **Rental and other debtors**
The estimate for receivables relates to the recoverability of the balances outstanding at year end. A review is performed on an individual debtor basis to consider whether each debt is recoverable.
## **Financial Instruments**
The Group has chosen to adopt Sections 11 and 12 of FRS 102 in respect of financial instruments.
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NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued)
2. TOTAL INCOME AND RESOURCES
Total Total
Housing Other 2025 2024
£ £ £ £
Income 14,634,170 10,695,945 25,330,115 21,963,297
Expenditure
People related 4,388,086 8,267,960 12,656,046 9,053,698
Other 6,795,280 987,383 7,782,664 9,194,140
Support costs
Management & administration 1,623,305 514,817 2,138,122 1,284,808
Personnel 262,900 907,584 1,170,484 652,812
IT, Marketing/funding 534,801 299,910 834,710 1,232,995
Total expenditure 13,604,373 10,977,653 24,582,026 21,418,453
Total surplus/(deficit) for the year 1,029,797 (281,708) 748,089 544,844
3. INCOME FROM HOUSING OPERATIONS Restated
2025 2024
£ £
Gross rents receivable 13,740,749 12,372,849
Less: rent losses from voids (569,265) (831,936)
13,171,484 11,540,913
Other grants 15,940 159,371
SLAs and other income 1,446,746 1,849,109
14,634,170 13,549,393
**----- End of picture text -----**
Grant income comes mainly from YMCA England and Wales, Barclays and Y-Not Computers to support life skill development and training programmes for housing residents. Funding is recognised in the accounts in accordance with FRS 102.
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|**NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued)**
**4.**
**INCOME FROM OTHER OPERATIONS**
Health and fitness
Children's services
Residential care
Other|**2025**
**2024**
**£**
**£**
1,097,879
407,965
1,603,468
887,049
5,507,583
5,236,122
2,487,015
1,882,768
**10,695,945**
**8,413,904**|
|---|---|
Income from other operations was £10,695,945 (2024: £8,413,904) of which £255,273 (2024: £267,259) was attributable to restricted and £10,440,672 (2024: £8,146,645) was attributable to unrestricted funds.
## **5. EXPENDITURE ON HOUSING OPERATIONS**
|People related
Management and administration
Personnel
IT, marketing/funding
Depreciation
Routine maintenance
Bad debts
Occupancy costs
Resident related expenditure
Other
Housing cost recharge for useage
**6.**
**HOUSING STOCK**
Number of bed spaces at end of the year|**2025**
**2024**
**£**
**£**
4,388,086
3,969,800
1,623,305
1,110,501
262,900
563,450
534,801
982,392
279,844
117,155
339,359
266,281
382,705
234,465
3,711,182
3,837,569
55,550
43,192
1,476,823
759,448
549,817
510,508
**13,604,373**
**12,394,761**
**2025**
**2024**
**Number**
**Number**
704
696
**704**
**696**|
|---|---|
The increase in bed spaces came after the works was completed at a variety of properties.
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued)**
## **7. NET MOVEMENT IN FUNDS**
Net movement in funds is stated after charging:
|Depreciation of tangible fixed assets
Depreciation of capital grants
Auditors remuneration
Operating Lease - property rental
Operating Lease - rentals received
Rent losses from bad debts
**8.**
**EMPLOYEES AND KEY MANAGEMENT PERSONNEL**
**_Employee costs_**
Salaries and wages
Social security costs
Pension costs|**2025**
**2024**
**£**
**£**
718,421
833,755
(188,362)
(196,884)
49,390
51,616
1,995,982
1,880,250
(124,059)
(49,006)
348,776
262,525
**2025**
**2024**
**£**
**£**
10,171,057
9,064,044
944,484
805,223
243,131
141,042
**11,358,672**
**10,010,309**|
|---|---|
The pension costs includes a credit of £74,831 (2024: £122,982) in relation to the defined contribution scheme.
The average number of persons employed by the Association, where the full-time equivalents are calculated based on a standard working week of 37.5 hours are as follows:
|**Total head count**
**Total full-time equivalent**|**2025**
**2024**
**Number**
**Number**
**349**
**331**
**275**
**250**|
|---|---|
Employee numbers do not include Trustees unless that Trustee is separately remunerated under an employment contract.
Included within the the numbers above, YMCA Robin Hood Group also appoints relief and casual staff throughout the year in line with business requirements. These amount to an average additional head count of 93 (2024: 90).
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 8. EMPLOYEES AND KEY MANAGEMENT PERSONNEL (continued)**
The ratio between the lowest paid member of contracted staff as at 31 March 2025 against the highest paid member of contracted staff is 7.48:1 (2024: 7.65:1). The ratio between the lowest paid member of contracted staff over the age of 21 as at 31 March 2025 against the highest paid member of contracted staff for the same period is 7.65:1 (2024: 7.35:1).
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||||
|---|---|---|
|2025|2024|
|Number|Number|
|£60,001 to £70,000|5|8|
|£70,001 to £80,000|2|1|
|£80,001 to £90,000|1|3|
|-|-|
|£90,001 to £100,000|
|£100,001 to £110,000|-|2|
|-|-|
|£140,001 to £150,000|
|£150,001 to £160,000|-|1|
|£160,001 to £170,000|1|-|
**----- End of picture text -----**
## _**Key management personnel’s remuneration**_
The Accounting Directive for Private Registered Providers of Social Housing 2015 extends the statutory definition of “director” to include the Chief Executive and any other person who is a member of the senior management team, or its equivalent, of a registered provider.
Key management personnel is deemed to be the executive management team of the Association, including the Chief Executive Officer, Chief Financial Officer and Chief Strategy, Compliance Officer, Executive Director, Executive Director of Hospitality, Executive Director of Children’s Residential Care, Executive Director of YMCA Newark & Sherwood and Group Company Secretary.
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||||
|---|---|---|
|2025|2024|
|£|£|
|Salaries and wages|506,053|827,254|
|Social security costs|62,902|92,988|
|Pension costs|69,322|37,743|
|638,278|957,985|
**----- End of picture text -----**
The emoluments of the highest paid employee, Craig Berens (CEO), excluding pension contributions and benefits in kind were £166,140 (2024: £156,000).
The CEO is also a member of the ordinary pension scheme of the Association with contributions of £13,284 (2024: £12,440) paid by the Association - no enhanced or special terms apply. No contributions were made to a private defined contribution pension scheme.
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 8. EMPLOYEES AND KEY MANAGEMENT PERSONNEL (continued)**
## _**Trustees' remuneration and expenses**_
The Chief Executive, who is also a Trustee of the charity was remunerated for his role as Chief Executive. The total amount of remuneration, including pension contributions, paid in the year was £201,096 (2024: £168,140). No other trustees received nor waived any remuneration in the current and prior year. The Chief Executive also had business expenses reimbursed during the year of £8,067 (2024: £6,490).
In calculating net resources no account is taken in the Association’s expenditure of any amount which would recognise the extensive skilled management services provided free of charge by Association members and volunteers. Accordingly, the Board wishes to express its gratitude for both the time and energy of its volunteer members during the year.
## **9. INTEREST PAYABLE AND SIMILAR CHARGES**
|Bank interest|**2025**
**2024**
**£**
**£**
599,395
986,025|
|---|---|
## **10. RELATED PARTIES**
## **YMCA Newark and Sherwood (N&S)**
N&S is a related charity through common management. N&S also operate their activities through Newark Community and Activity Village, a facility owned by YMCA Robin Hood Group (RHG).
During the year, RHG has charged N&S a rental for this facility which totalled £504,375 (2024: £206,250). RHG provided N&S with intercompany cash of £22,800 (2024: £145,000). RHG also charged N&S for the provision of support services, which totalled £124,992 (2024: 93,332) and paid for expenses on behalf of N&S of £6,438 (2024: £272,716).
At the year-end a balance of £2,860,168 (2024: £1,574,367) was owed by N&S.
## **Malt Cross Trust Company (MXT)**
MXT invoiced RHG £192,506 (2023: £182,000) for it's use of office space in Newcastle Chambers and 14 & 16 St. James' Street alongside utility costs incurred. RHG recharged the company expenses incurred on it's behalf of £38,526 (2024: £147,528). RHG also provided MXT with related party funds of £84,000 (2043: £15,000). Finally, MXT donated a grant received from National Grid for the Warm Spaces Project of £8,800 in 2024 due to RHG delivering the program. No such grant was transferred in the 2025 year.
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 10. RELATED PARTIES (continued)**
## **Malty Cross Ltd (Malty)**
Malty is a wholly owned subsidiary of RHG.
During the year, Malty invoiced RHG £35,000 (2024: £44,019) for the day time use of the Malt Cross as well as services provided. RHG also loaned the company a total of £102,369 during the year (2024: £194,500), no interest was charged on the outstanding balance. In addition, RHG recharged expenses of £84,229 (2024: £152,541) to the company.
At the year end, Malty owed £632,322 to RHG (2024: 276,896).
## **The Zone Youth Project (The Zone)**
The Zone is a related charity through common management.
During the year, RHG paid for expenses on behalf of The Zone which totalled £nil (2024: £13,809) and raised invoices to The Zone of £nil (2024: £11,976) for project delivery. RHG also transferred funds of £nil (2024: £11,000) to The Zone. During the year, The Zone donated £35,388 (2024: £50,000) to RHG in return for RHG's provision of staff and facilities to assist with program delivery. This donation is recorded as expenses against restricted funds.
At the year end a balance of £41,462 (2024: £39,779) was owed by The Zone to RHG.
## **YMCA York and East Riding (Goole)**
Goole is a related charity through common management.
During the year, RHG paid for expenses on behalf of Goole totalling £nil (2024: £3,852). Goole also hold a £50,000 (2023: £50,000) bond investment in RHG. In the year ended 31 March 2025 and 31 March 2024 the company waived all interest payments due to it in respect of the bond.
At the year end, a balance of £57,191 (2024: £5,253) was owed from Goole.
## **Y Digital Platform Ltd (Y Digital)**
Y Digital is a wholly owned subsidiary of RHG.
During the year, RHG recharged expenses amounting to £nil (2024: £nil) which it had paid on behalf of Y Digital. At year end, the balance due from Y Digital was £100 (2024: £100).
## **11. MEMBERS**
The Association is incorporated as a company limited by guarantee having no share capital and, in accordance with the Memorandum of Association, every member is liable to contribute a sum of not more than £1 in the event of the Association being wound up. At 31 March 2025 there were 9 (2024: 8) members.
## **12. TAXATION**
Taxation is not provided on the grounds that Part 11 of the Corporation Tax Act 2010 applies (tax exemption for charitable companies).
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 13. TANGIBLE FIXED ASSETS**
|**GROUP**
**Cost**
As at 1 April 2024
Additions
Transfers|**Freehold**
**land &**
**buildings**
**(social**
**housing)**
**Freehold**
**land &**
**buildings**
**(non-**
**housing)**
**Fixtures**
**and fittings**
**Furniture &**
**other**
**equipment**
**Motor**
**vehicles**
**Assets under**
**construction**
**Total**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
4,756,213
21,103,660
1,105,031
1,314,487
111,030
284,519
28,674,940
2,522
-
68,764
9,949
-
-
81,235
363,253
(401,394)
(444,246)
29,740
-
(270,900)
(723,547)|
|---|---|
|**As at 31 March 2025**|**5,121,988**
**20,702,266**
**729,549**
**1,354,176**
**111,030**
**13,619**
**28,032,628**|
|**Accumulated depreciation**
As at 1 April 2024
Charge for the year
Transfer of depreciation|2,130,058
1,267,574
1,035,202
995,846
71,230
-
5,499,910
279,844
83,565
108,503
237,458
9,051
-
718,421
180,217
247,107
(447,932)
(104,560)
6,000
-
(119,168)|
|**As at 31 March 2025**|**2,590,119**
**1,598,246**
**695,773**
**1,128,744**
**86,281**
**-**
**6,099,163**|
|**NBV at 31 March 2025**|**2,531,869**
**19,104,020**
**33,776**
**225,432**
**24,749**
**13,619**
**21,933,465**|
|**NBV at 31 March 2024**|**2,626,155**
**19,836,086**
**69,829**
**318,641**
**39,800**
**284,519**
**23,175,030**|
|**CHARITY**
**Cost**
As at 1 April 2024
Additions
Transfers|**Freehold**
**land &**
**buildings**
**(social**
**housing)**
**Freehold**
**land &**
**buildings**
**(non-**
**housing)**
**Fixtures**
**and fittings**
**Furniture &**
**other**
**equipment**
**Motor**
**vehicles**
**Assets under**
**construction**
**Total**
**£**
**£**
**£**
**£**
**£**
**£**
**£**
4,756,213
19,643,762
1,103,393
1,076,437
111,030
284,519
26,975,354
2,522
-
60,932
9,949
-
-
73,403
363,253
(401,394)
(444,246)
29,740
-
(270,900)
(723,547)|
|**As at 31 March 2025**|**5,121,988**
**19,242,368**
**720,079**
**1,116,126**
**111,030**
**13,619**
**26,325,210**|
|**Accumulated depreciation**
As at 1 April 2024
Charge for the year
Eliminated on disposals|2,130,058
1,091,536
972,790
856,580
71,230
-
5,122,194
279,844
67,210
89,325
233,398
9,051
-
678,828
180,217
247,107
(447,932)
(104,560)
6,000
-
(119,168)|
|**As at 31 March 2025**|**2,590,119**
**1,405,853**
**614,183**
**985,418**
**86,281**
**-**
**5,681,854**|
|**NBV at 31 March 2025**|**2,531,869**
**17,836,515**
**105,896**
**130,708**
**24,749**
**13,619**
**20,643,356**|
|**NBV at 31 March 2024**|**2,626,155**
**18,552,226**
**130,603**
**219,857**
**39,800**
**284,519**
**21,853,160**|
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 13. TANGIBLE FIXED ASSETS (continued)**
Freehold properties are used for Social housing as well as the management of the Association.
The freehold properties held have been given as security against the bank loans.
The transitional arrangements of FRS15 were adopted in the case of assets included within freehold land and buildings where the valuation of £1,050,000 has not been updated since 24 June 1997 when a Chartered Surveyor valued the freehold property on an open market value basis. The Association is not continuing the revaluation policy relating to these assets. The freehold land and buildings valuation is based on a professional valuation as at 24 June 1997 plus the cost of additions, and less amortisation since that date. In March 2015 land and buildings were independently re-valued at £7,588,000. The difference between that market value and the book value of the land and buildings is £4,867,059.
During the year transfers were made within housing and non housing land and buildings to align all areas of Shakespear Street prior to transferring a section of the property out and re-classified as Investment Property.
If stated under historical cost principles, the comparable amounts for freehold land and buildings would be:
|Cost
Accumulated depreciation|**2025**
**2024**
**£**
**£**
25,824,254
24,939,478
(4,188,365)
(2,790,574)|
|---|---|
||**21,635,889**
**22,148,904**|
|**Social housing - expenditure on works to existing properties:**
Amounts constructed and reinvested into housing properties
Amounts charged to the Statement of Financial Activities|**2025**
**2024**
**£**
**£**
273,422
72,685
16,318
14,777|
||**289,740**
**87,462**|
|**Social housing assistance**
Accumulated social housing grants received/ receivable
Amounts released to the Statement of Financial Activities
The total does not include cost of maintenance, staff labour or overheads.|**2025**
**2024**
**£**
**£**
1,354,936
1,354,936
(553,927)
(516,809)|
|**Total amounts held within deferred capital grants**|**801,009**
**838,127**|
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 14. FIXED ASSET INVESTMENTS**
|**Investment property**
Amount brought forward
Transfer from Land & Buildings (housing)
Revaluation
Investment property carrying amount|**2025**
**2024**
**£**
**£**
500,000
500,000
365,440
-
761,840
-
**1,627,280**
**500,000**|
|---|---|
All investment property relates to the “investment property element” of mixed-use property.
During the year, a further transfer was made from Land and Buildings to Investment Property, as an area of the property was advertised on the open market and a tenant has moved into the property within the year. The cost and associated depreciation was transferred from Fixed Assets and the associated square footage of the area was uplifted to the relevant valuation.
The investment property element of the mixed-use property was valued by FHP Property consultants at its estimated fair value for accounting purposes as at 31 March 2023.
In the opinion of the directors of the Association, this valuation is appropriate as at 31 March 2025.
Also included within Investments is £1,494, which is the share capital of subsidiaries. This is eliminated on consolidation.
## **15. SUBSIDIARIES**
Details of the Associations subsidiaries at 31 March 2025 are as follows:
|||**Company**||||
|---|---|---|---|---|---|
|**Name of undertaking**|**Registered**|**number**|**Nature**|**Class of shares % held**||
|YMCA Newark and Sherwood|UK|11208210|Charity|N/A|N/A|
|YMCA York and East Riding*|UK|03863341|Charity|N/A|N/A|
|Malt Cross Trust Company|UK|03228965|Charity|N/A|N/A|
|The Zone Youth Project*|UK|04372414|Charity|N/A|N/A|
|Y Digital Platform Ltd *|UK|11041776|Dormant|Ordinary|100%|
|Malty Cross Ltd|UK|11523743|Public House|Ordinary|100%|
* indicates the subsidiaries that are exempt from the requirements of the Companies Act 2006 in relation to the audit of their respective financial statements under section 479A of the Companies Act 2006. In addition to the section 479A guarantee, Malt Cross Trust Company and Malty Cross Limited have both been supported by the parent charity, YMCA Robin Hood Group, to ensure they can meet their commitments for at least 12 months from the balance sheet signing date.
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 16 DEBTORS**
|Rental debtors
Trade debtors
Prepayments and accrued income
Intercompany debtors
Tax debtors
Other debtors|**2025**
**2024**
**£**
**£**
937,038
588,093
473,677
894,796
705,413
619,454
-
-
100,800
-
28,098
25,193
**2,245,026**
**2,127,536**
**Group**|**2025**
**2024**
**£**
**£**
937,038
588,093
345,813
785,860
689,501
608,867
4,447,330
2,621,243
112,847
-
16,717
2,482
**6,549,246**
**4,606,545**
**Charity**|
|---|---|---|
Rental debtors represent housing debt due from residents and local authorities as at 31 March 2025. Rental arrears over 3 months old, in relation to housing provision have been expensed as per note 7.
Included within Intercompany debtors for the charity is a loan to Malt Cross Trust Company. Repayments of this loan have not yet commenced. When commenced there will be monthly repayments of £1,686 (including interest) over 20 years, giving a total amount repayable of £404,640. It is not expected that repayments will commence in the next 12 months, so the amount due after more than one year is £320,000.
## **17 CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**
|Bank loans
Trade creditors
Taxation and social security
Accruals
Deferred income
Deferred capital grant
Contractual pension scheme creditor
Other creditors|**2025**
**2024**
**£**
**£**
408,456
169,178
573,303
552,192
203,691
364,718
815,357
639,790
83,713
59,384
219,543
196,884
24,944
24,944
26,071
5,000
**2,355,078**
**2,012,090**
**Group**|**2025**
**2024**
**£**
**£**
408,456
169,178
518,639
480,826
183,100
230,164
750,766
550,374
30,073
21,677
219,543
196,884
24,944
24,944
21,645
-
**2,157,166**
**1,674,047**
**Charity**|
|---|---|---|
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 18 CREDITORS: AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR**
|**2025**
**2024**
**£**
**£**
Bank loans
12,171,396 12,890,844
Deferred capital grant
6,957,581
7,365,486
Contractual pension scheme creditor
49,887
49,887
**19,178,864 20,306,217**
The gross amount received, before amortisation, of deferred capital grants
Social housing
Other assets
**Group**|**2025**
**2024**
**£**
**£**
12,221,396
12,940,844
6,957,581
7,365,486
49,887
49,887
**19,228,864**
**20,356,217**
**2025**
**2024**
**£**
**£**
1,354,936
1,354,936
7,208,232
7,198,232
**8,563,168**
**8,553,168**
**Charity**|
|---|---|
## **19 ANALYSIS OF LOAN REPAYMENTS**
|**Bank loans**
Due in one year or less
Due between one to two years
Due between two to five years
Due after more than five years|**2025**
**2024**
**£**
**£**
408,456
169,178
436,232
321,221
4,494,880
4,070,534
7,240,284
8,499,090
**12,579,852 13,060,023**
**Group**|**2025**
**2024**
**£**
**£**
408,456
169,178
436,232
321,221
4,494,880
4,120,534
7,290,284
8,499,090
**12,629,852**
**13,110,023**
**Charity**|
|---|---|---|
## **Bank loan 1 – Facility A with Triodos Bank UK Ltd**
A loan of £3.62m was taken out to refinance existing debt with AIB Group (UK) plc, and to make additional investments in property. Repayment of the 228 monthly repayments commenced in January 2022. The interest rate is Bank of England Base Rate + 2.4%, payable monthly in arrears.This loan is secured on the freehold property of the Association, a fixed and floating charge over all the assets and undertakings of the Association, plus a guarantee from YMCA Newark and Sherwood.
## **Bank loan 2 – Facilities B and C with Triodos Bank UK Ltd**
Additional borrowing of up to £6.75m has been arranged with Triodos to complete the build of the Community Activity Village in Newark. The full amount has been drawn down with interest only repayments having been commenced from November 2021. The interest rate is Bank of England Base Rate + 2.8%, payable monthly in arrears. This amount rolled Facility C in November 2024. At this point, 204 monthly repayments commenced. The interest rate is Bank of England Base Rate + 2.3%, payable monthly in arrears.
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 19 ANALYSIS OF LOAN REPAYMENTS (continued)**
## **Investment bonds arranged by Triodos Bank UK Ltd**
£3m of funding was obtained by the issuance of unsecured fixed rate bonds, arranged by Triodos Bank, to a variety of institutional and personal investors. This is repayable in full on 28 February 2027. Interest is payable annually in arrears, and is charged at a fixed rate of 6.0%.
## **20 FINANCIAL INSTRUMENTS**
|**Carrying amount of financial assets**
Debt instruments measured at amortised cost
**Carrying amount of financial liabilities**
Measures at amortised cost|**2025**
**2024**
**£**
**£**
**3,066,093**
**2,008,082**
**20,608,801 21,619,134**
**Group**|**2025**
**2024**
**£**
**£**
**7,375,672**
**4,499,172**
**20,583,546**
**21,795,181**
**Charity**|
|---|---|---|
## **21 ANALYSIS OF GROUP ASSETS AND LIABILITIES BETWEEN FUNDS**
|Fixed assets
Investments
Debtors
Cash at bank
Creditors < 1 year
Creditors > 1 year
Fixed assets
Investments
Debtors
Cash at bank
Creditors < 1 year
Creditors > 1 year|**Restricted**
**funds**
**Unrestricted**
**funds**
**Designated -**
**property**
**Designated -**
**major**
**repairs**
**Designated -**
**revaluation**
**Total at 31**
**March 2025**
**£**
**£**
**£**
**£**
**£**
**£**
-
454,002
21,159,816
-
319,647
21,933,465
-
-
865,440
-
761,840
1,627,280
-
2,261,982
-
-
-
2,261,982
157,557
1,683,700
-
194,623
-
2,035,879
-
(1,731,494)
(627,999)
-
-
(2,359,493)
-
(49,887)
(19,128,977)
-
-
(19,178,864)
**157,557**
**2,618,303**
**2,268,280**
**194,623**
**1,081,487**
**6,320,249**
**Restricted**
**funds**
**Unrestricted**
**funds**
**Designated -**
**property**
**Designated -**
**major**
**repairs**
**Designated -**
**revaluation**
**Total at 31**
**March 2024**
**£**
**£**
**£**
**£**
**£**
**£**
-
403,569
22,462,241
-
319,647
23,185,457
-
-
500,000
-
-
500,000
-
2,127,536
-
-
-
2,127,536
466,380
654,631
-
194,623
-
1,315,634
-
(1,610,899)
(401,191)
-
-
(2,012,090)
-
(49,887)
(20,256,330)
-
-
(20,306,217)
**466,380**
**1,524,950**
**2,304,720**
**194,623**
**319,647**
**4,810,320**|
|---|---|
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 22. ANALYSIS OF FUNDS**
|Unrestricted
General reserve
Designated
Major repair reserve
Property reserve
Revaluation reserve
**_Total unrestricted funds_**
**_Restricted_**
A&Hope Pilkington Trust
_Access to Nature_
Adventure Guides
Arts Council England
Awards for All
B&Q Foundation
BBO
Camps
Children in Need - Zone
Comic relief - AOTG
Danielle Beccan Memorial
Developmental assets
Football Foundation
Fuel Poverty
Gray Trust
Green social prescribing
GVC Fund
HLF - History of NGY
HLF - Young Artisan
Jones 1968 CT
J N Derbyshire (Ys Girls)
Lady Hind Trust
Lord Barnaby Trust
MDC Winter Provision|**At 31 March**
**2023**
**Incoming**
**Resources**
**Outgoing**
**Resources**
**Transfers**
**At 31 March**
**2024**
**Incoming**
**Resources**
**Outgoing**
**Resources**
**Transfers**
**Gains/Losses**
**At 31 March**
**2025**
893,002
21,537,769
(20,969,660)
63,839
1,524,950
25,058,902
(24,385,003)
419,453
-
2,618,302
194,623
-
-
-
194,623
-
-
-
-
194,623
2,329,243
-
-
(24,523)
2,304,720
-
-
(36,440)
-
2,268,280
344,647
-
-
(25,000)
319,647
-
-
-
761,840
1,081,487
2,868,513
-
-
(49,523)
2,818,990
-
-
(36,440)
761,840
3,544,390
**3,761,515**
**21,537,769**
**(20,969,660)**
**14,316**
**4,343,940**
**25,058,902**
**(24,385,003)**
**383,013**
**761,840**
**6,162,692**
1,868
-
(1,868)
-
-
-
-
-
-
-
-
56,998
(49,089)
-
7,909
-
-
(7,909)
-
-
6,992
23,079
(30,230)
159
-
-
-
-
-
-
(13,062)
13,062
-
-
-
-
-
-
-
-
18,770
10,000
(10,000)
-
18,770
39,796
(20,543)
-
-
38,023
4,037
-
-
-
4,037
-
-
(4,037)
-
-
-
21,782
(21,782)
-
-
-
-
-
-
-
-
22,500
(23,000)
500
-
-
-
-
-
-
11,832
-
(11,832)
-
-
-
-
-
-
-
140,018
70,513
(2,842)
-
207,689
-
-
(207,689)
-
-
5,000
-
(5,000)
-
-
-
-
-
-
-
-
15,974
(10,125)
-
5,849
34,026
(39,875)
-
-
-
13,441
-
(13,441)
-
-
-
-
-
-
-
-
28,554
(28,554)
-
-
-
-
-
-
-
1,100
-
(600)
(500)
-
-
-
-
-
-
9,998
-
-
-
9,998
-
-
(9,998)
-
-
5,000
-
(5,000)
-
-
-
-
-
-
-
10,318
-
-
(10,318)
-
-
-
-
-
-
-
-
(18,031)
18,030
-
-
-
-
-
-
-
5,000
(5,000)
-
-
-
-
-
-
-
4,190
-
(3,490)
-
700
-
-
(700)
-
-
-
5,000
(5,000)
-
-
-
-
-
-
-
3,000
-
(3,000)
-
-
-
-
-
-
-
28,962
-
-
-
28,962
-
-
(28,962)
-
-|
|---|---|
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 22. ANALYSIS OF FUNDS (continued)**
|**ANALYSIS OF FUNDS (continued)**|||||||||||
|---|---|---|---|---|---|---|---|---|---|---|
||**At 31 March**|**Incoming**|**Outgoing**||**At 31 March**|**Incoming**|**Outgoing**|||**At 31 March**|
||**2023**|**Resources**|**Resources**|**Transfers**|**2024**|**Resources**|**Resources**|**Transfers**|**Gains/Losses**|**2025**|
|**Restricted (continued)**|||||||||||
|MDC Rent Deposit Scheme|2,439|20,000|-|-|22,439|-|-|(22,439)|-|-|
|Mohnwest Lake|4,250|-|(4,250)|-|-|-|-|-|-|-|
|MCN Grant (City)|71,871|-|(91,346)|19,475|-|-|-|-|-|-|
|MCN Rough Sleepers|33,523|-|-|-|33,523|-|-|(33,523)|-|-|
|Nottingham P&C Comm.|-|-|-|-|-|10,000|(10,000)|-|-|-|
|Notts CC|-|5,000|(5,000)|-|-|6,000|-|-|-|6,000|
|Open Gate Trust|2,804|-|(2,804)|-|-|-|-|-|-|-|
|Outdoor activities|18,140|-|(19,824)|1,684|-|-|-|-|-|-|
|Sir John Eastwood|1,000|2,000|(3,000)|-|-|1,000|-|-|-|1,000|
|SLA 9 Active Partners|-|-|-|-|-|-|-|-|-|-|
|Social recovery - GRT|12,387|-|(1,650)|-|10,737|-|(10,737)|-|-|-|
|Street Pastors (City)|-|29,991|(40,462)|10,471|-|5,000|(5,000)|-|-|-|
|The Haramead Trust|-|5,000|(2,642)|-|2,358|-|(2,358)|-|-|-|
|The Liz and Terry Bramall|10,000|-|-|-|10,000|-|(10,000)|-|-|-|
|The Lottery Community Fund|10,000|-|-|-|10,000|19,573|(19,573)|20,650|-|30,650|
|Scurrah Wainwright Charity|5,000|-|-|-|5,000|-|(5,000)|-|-|-|
|Thomas Farr Charity|5,000|-|(5,000)|-|-|-|-|-|-|-|
|UASC Programs|-|20,000|(1,151)|-|18,849|-|-|(18,849)|-|-|
|YMCA Roomsponsor Grant|54,321|-|-|(54,321)|-|-|-|-|-|-|
|Youth Music|-|71,074|-|(1,517)|69,557|-|-|(69,557)|-|-|
|Youth Music Mansfield|19,133|-|(20,650)|1,517|-|-|-|-|-|-|
|Ys Girls|2,626|-|(3,130)|504|-|-|-|-|-|-|
|Sainsbury's Good food for all of us 2024-25’|-|-|-|-|-|1,500|-|-|-|1,500|
|‘Groundwork Comic Relief Community Fund’|-|-|-|-|-|2,460|-|-|-|2,460|
|Anon fund|-|-|-|-|-|1,000|-|-|-|1,000|
|Thomas Farr|-|-|-|-|-|2,500|-|-|-|2,500|
|Albert Hunt|-|-|-|-|-|3,000|-|-|-|3,000|
|The National lottery Community fund(A4A)|-|-|-|-|-|19,930|-|-|-|19,930|
|The Jones 1986|-|-|-|-|-|11,000|(6,000)|-|-|5,000|
|The Grays Trust|-|-|-|-|-|500|-|-|-|500|
|29/05/1961 - 736|-|-|-|-|-|4,000|(4,000)|-|-|-|
|GWUK - 399|-|-|-|-|-|5,000|(5,000)|-|-|-|
|Barclays|-|-|-|-|-|500|-|-|-|500|
|Big sleep out|-|-|-|-|-|11,676|-|-|-|11,676|
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 22. ANALYSIS OF FUNDS (continued)**
|**Restricted (continued)**
National Heritage
YMCA ENG&WALES
YMCA ENG&WALES - Separate fund
Supported Foundation
NOPCC
Lincolnshire Co-op
Sir Eastwood for camps
GRT - Newark and Sherwood District Council
GRT - Arnold Clarke
Parish of Mansield Woodhouse
YNOTTS
Carlton Rotary
Cadent
It's in Nottingham
**Total restricted funds**
**Total reserves**|**At 31 March**
**2023**
**Incoming**
**Resources**
**Outgoing**
**Resources**
**Transfers**
**At 31 March**
**2024**
**Incoming**
**Resources**
**Outgoing**
**Resources**
**Transfers**
**Gains/Losses**
**At 31 March**
**2025**
-
-
-
-
-
7,692
(7,692)
-
-
-
-
-
-
-
-
10,000
-
-
-
10,000
-
-
-
-
-
14,730
(5,000)
-
-
9,730
-
-
-
-
-
2,000
(2,000)
-
-
-
-
-
-
-
-
4,725
(4,725)
-
-
-
2,014
(2,014)
-
-
-
-
-
-
-
-
2,000
-
-
-
2,000
-
-
-
-
-
18,731
(18,731)
-
-
-
-
-
-
-
-
1,000
-
-
-
1,000
-
-
-
-
-
500
(500)
-
-
-
-
-
-
-
-
4,740
(4,740)
-
-
-
-
-
-
-
-
125
(125)
-
-
-
-
-
-
-
-
14,495
(3,410)
-
-
11,088
-
-
-
-
-
10,000
(10,000)
-
-
-
**503,961**
**425,528**
**(448,793)**
**(14,316)**
**466,380**
**271,213**
**(197,023)**
**(383,013)**
**-**
**157,557**
**4,265,476**
**21,963,297**
**(21,418,453)**
**-**
**4,810,320**
**25,330,115**
**(24,582,026)**
**-**
**761,840**
**6,320,249**|
|---|---|
## **Restricted Reserves**
Income receivable with restrictive conditions accounted for, in accordance with latest SORP recommendations, within a restricted fund.
## **Access to Nature**
Over the course of 3x 12-week programmes, we will work with three distinct cohorts of young people; homeless young people, young people that are NEET or at risk of becoming NEET, and young adults with disabilities (typically aged 16-25 years old). Outdoor Environmental Bloggers will engage 10 young people from each of these groups to engage with the great outdoors through a range of activities (such as canoeing, mountain biking, hiking and bouldering), whilst being supported to identify and carry out a series of environmental challenges – such as litter-picking down the Trent river or support for local conservation projects working alongside the Forestry Commission or National Trust. In addition to this, we will ask the young people to take photographic evidence of their activities and work with a local marketing team to put together a blog that we can share on the website and through our new social media channels. The project will start in April 2025 and last for approximately 12 months.
## **Albert Hunt**
This funding enabled us to continue delivering essential services to those facing health and social challenges. Their funding contributed to our core operational costs, helping us maintain stability and extend our reach to more individuals in need. This support has been vital in sustaining our work and deepening our impact within the community
## **Awards for all**
This funding was used to run an environmental social action project which will nurture youth leadership development coupled with environmental responsibility amongst young people aged 6-18 living in Newark and surrounding area. We worked with local schools (both primary and secondary) to set up an Environmental Youth Council, engaging young people across the district.
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## **Arnold Clark (Scholarship)**
Funding to enable young people to access our youth and support programmes across various sites including sporting activities after school and during school holidays.
## **B&Q Foundation (Scholarship)**
Funding to enable young people to access our youth and support programmes across various sites including sporting activities after school and during school holidays.
## **Big Sleep Out**
We were proud to take part in The World's Big Sleep Out again; a global campaign aimed at raising awareness and vital funds to tackle homelessness and displacement. The event united thousands of people across the world in a powerful display of solidarity, helping to fund safe shelter, support services, and advocacy efforts.
## **Cadent**
Their funding helped us provide practical advice, financial support, and home improvements that made a real difference to those struggling with rising living costs. This partnership has strengthened our ability to support people in need and aligns with our commitment to building healthier, more resilient communities.
## **Carlton Rotary**
The community grant enabled us to deliver meaningful services to those in need. Rooted in Rotary’s values of service and fellowship, their funding helped us promote wellbeing, inclusion, and dignity within our local community. This partnership, grounded in compassion and civic responsibility, has strengthened our mission and allowed us to reach more individuals with care and purpose.
## **Comic Relief**
This funding was to support our young residents through the provision of a qualified therapeutic counsellor who provided 1-2-1 and group support for our residents as well as created a ‘Psychologically Informed Environment’ for our hostel and transition homes in Mansfield. They also provided 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.
## **Comic Relief - Ahead of the Game**
Funding to support our residents in Mansfield with an in-house Trauma-Informed Counsellor and to set up a Psychologically Informed Environment, alongside a user-led health and activity programme.
## **GWUK**
We gratefully received funding through GWUK, which enabled us to deliver targeted support to individuals and communities facing significant social and economic challenges.
## **Newark & Sherwood District Council – Gypsy, Romany Traveller**
Funding through N&S District Council to engage young people in the Gypsy Romany Traveller community to engage in sporting activities after school and during school holidays.
## **It’s in Nottingham**
Their grant helped us deliver community-focused services that promote collaboration, inclusion, and resilience across Nottingham.
## **J N Derbyshire Trust Charity**
Funding from the Trust to support our creative arts programmes for young people across Nottingham and the county.
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## **Multiple Complex Needs Rough Sleepers Initiative**
Our Mansfield area rough sleepers initiative supports homeless individuals to overcome complex 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.
## **MDC Rent Deposit Scheme**
Identified 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 then freed up bed spaces in the MCN project for Mansfield to nominate the next clients.
## **Mansfield District Council Winter Provision**
Support for homeless people in Mansfield through provision of short-term temporary accommodation to homeless households whilst supporting individuals to access suitable alternative provision once the winter offer ends. The service complements other forms of provision (e.g. Health Visitors, Outreach Team) and supports homeless individuals to access and engage with other services in accordance with their individual needs. We prepare, support and enable homeless individuals to access independent living and maintain future living arrangements in settled accommodation. We ensure that the immediate and ongoing health, social care, and support needs of homeless individuals are met through appropriate interventions and collaborative working.
## **National Heritage**
The National Lottery Heritage Fund enabled us to deliver a heritage-focused project that connected our community with its local history and environment. The grant supported activities that promoted inclusion, sustainability, and public engagement, helping us preserve and celebrate our shared heritage
## **Nottinghamshire Police & Crime Commissioner (Developmental Assets)**
Project started in March 2022 to support young people in Newark that may be affected by anti-social 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 CC (Suicide Prevention Project)**
Project funding aimed at trying to educate and prevent suicides within Nottinghamshire. Sessions commenced July 25.
## **Nottinghamshire County Council 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.
## **MXT Street Pastors**
As an established project, the Street Pastor project has continued to operate regularly with a large group of long-serving volunteers, 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 for another year from Nottingham Police, National Lotto and donations, Street Pastors have been able to sustain the work currently happening and develop more relevant understanding of the night-time economy in Nottingham. This includes more awareness of the complex and increasingly available psychoactive substances and their effects as well as provide more recovery and preventative aid with greater skill.
## **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
## **Parish of Mansfield Woodhouse**
This grant enabled us to continue serving our community in ways that reflect and honour deep-rooted Christian values. Their contribution helped us deliver compassionate, inclusive services that promote dignity, hope, and connection among those facing hardship. This partnership has strengthened our mission and affirmed the importance of faith-led support in building resilient, caring communities.
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## **Sainsbury’s ‘Good food for all of us’**
Through the support of Sainsbury’s "Good Food for All of Us" grant, we were able to expand our efforts to tackle food poverty in our community. The funding enabled us to provide nutritious meals, run cooking workshops, and improve access to essential food supplies for vulnerable individuals and families.
## **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 sessio **n**
## **Supported Foundation**
The grant provided flexible funding that supported both core costs and programme delivery, helping us to meet growing community needs and plan for long-term sustainability.
## **The Gray’s Trust**
This was used for a 6-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 as learning about environmental issues.
## **Outdoor Education Programme**
The Jones 1986 Charitable Trust and Thomas Farr Charity continue to support our Outdoor and Environmental Education programme that 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. This can be transferred into their everyday lives and will form the basis of their first steps towards positive social reengagement.
## **YMCANS Sponsorship**
Commercial sponsorship from local businesses for the Newark Community & Activity Village. Sponsoring various external elements including athletics track and stadia.
## **YMCA England Room Sponsor Grant**
Donation from YMCA England’s Room Sponsor programme to support young residents in our hostels/transition homes to gain independent life skills.
## **Y-Not**
Funding to support Digital and IT purchases to assist our young people in our supported housing with IT skills.
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 23. OPERATING LEASE COMMITMENTS**
At 31 March 2025, the YMCA had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
|**Land and building leases:**
Within one year
Between one and two years
Between two and five years
Over 5 years|**2025**
**2024**
**£**
**£**
1,422,101
373,095
875,360
324,753
472,409
435,243
11,010
-
**2,780,880**
**1,133,091**
**Group and Charity**|
|---|---|
At 31 March 2025, the YMCA had outstanding commitments owed to them in respect of operating leases as a lessor for future minimum lease payments under non-cancellable operating leases on three commercial properties and a telephone mast, which fall receivable as follows:
|**Operating leases receivable**
Within one year
Between one and two years
Between two and five years|**2025**
**2024**
**2025**
**2024**
**£**
**£**
**£**
**£**
417,156
45,880
229,227
45,880
288,029
-
109,860
-
186,931
-
56,986
-
**892,116**
**45,880**
**396,073**
**45,880**
**Charity**
**Group**|
|---|---|
During the year a large section of land and buildings was transferred to Investment Property, and a tenant moved in and leased a section of the property, hence the large increase in the disclosure of lessors. Please refer to notes 13&14.
## **24. PENSION COSTS**
YMCA Robin Hood Group participated in a contributory pension plan providing defined benefits based on final pensionable pay for employees of YMCAs in England, Scotland and Wales. The assets of the YMCA Pension Plan are held separately from those of YMCA Robin Hood Group and at the year-end these were invested in the Mercer Dynamic De-risking solution, 65% matching portfolio and 35% in the growth portfolio and Schroder (property units only).
The most recent completed three year valuation was as at 1 May 2023. The assumptions used which have the most significant effect on the results of the valuation are those relating to the assumed rates of return on assets of 4.56%, the increase in pensions in payment of 3.18% (for RPI capped at 5% p.a.), and the average life expectancy from normal retirement age (of 65) for a current male pensioner of 21.5 years, female 24.0 years, and 23.1 years for a male pensioner, female 25.7 years, retiring in 20 years’ time.
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued)**
## **24. PENSION COSTS (continued)**
The result of the valuation showed that the actuarial value of the assets was £103.1m, which represented 92% of the benefits that had accrued to members.
The Pension Plan was closed to new members and future service accrual with effect from 30 April 2007. With the removal of the salary linkage for benefits all employed deferred members became deferred members as from 1 May 2011.
The valuation prepared as at 1 May 2023 showed that the YMCA Pension Plan had a deficit of £9.1 million. YMCA Robin Hood Group has been advised that it will need to make monthly contributions of £2,428 from 1 May 2024. This amount is based on the current actuarial assumptions (as outlined above) and may vary in the future as a result of actual performance of the Pension Plan. Agreed future deficit contributions have been discounted using a rate of 6.17% (2024: 6.17%). The current recovery period is 3 years commencing 1st May 2024.
The directors consider the valuation for the year ended 31 March 2025 to be reasonable.
|**Pension costs repayable:**
Within one year
Between one and two years
Between two and five years|**2025**
**2024**
**£**
**£**
24,944
24,944
24,944
24,944
24,944
24,944
**74,832**
**74,832**
**Group and Charity**|
|---|---|
In addi�on, YMCA Robin Hood Group may have, over �me, liabili�es in the event of the non payment by other participating YMCAs of their share of the YMCA Pension Plan’s deficit. It is not possible currently to quantify the potential amount that YMCA Robin Hood Group may be called upon to pay in the future.
## **25. CONTINGENT LIABILITIES**
A number of funders make grant payments dependent on detailed submissions by YMCA Robin Hood Group and its related charities. They reserve the right to audit these submissions retrospectively and insist that information is recorded in particular formats. YMCA Robin Hood Group and its related charities make every effort to comply with funders’ requirements and to maintain the specified records but there is a risk that, at audit, some amount of grant may be disallowed. YMCA Robin Hood Group or its related charities are not aware of any significant risk.
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## **NOTES FORMING PART OF THE FINANCIAL STATEMENTS (continued) 26. RECONCILIATIONS OF NET CASH FLOWS TO MOVEMENT IN NET FUNDS / (DEBT)**
|**Net funds as at 1 April**
Movement in cash in the period
Decrease in debt
**Change in net funds / (debt)**
**Net funds/(debt) as at 31 March**
**Analysis of changes in net funds/(debt)**
Cash at bank and in hand
Loans due within one year
Loans due after more than one year
**27. NET CASH PROVIDED BY OPERATING ACTIVITIES**
**Net income / (Expenditure) for the year**
Bank interest payable
Depreciation - assets
Amortisation - grant
Working capital increase on consolidation
(Increase)/decrease in debtors
(decrease)/increase in creditors
**Net cash generated/(absorbed) by operations**|**2025**
**2024**
**£**
**£**
**(11,744,389)**
**(12,492,795)**
720,245
543,216
480,270
205,190
**1,200,515**
**748,406**
**(10,543,874)**
**(11,744,389)**
**2024**
**Cash flows**
**2025**
**£**
**£**
**£**
1,315,634
720,245
2,035,879
(169,178)
(239,279)
(408,457)
(12,890,845)
719,549
(12,171,296)
**(11,744,389)**
**1,200,515**
**(10,543,874)**
**2025**
**2024**
**£**
**£**
**1,509,929**
**544,844**
599,395
986,025
718,421
833,756
(188,362)
(197,717)
-
7,367
(121,905)
(528,477)
(636,433)
331,284
**1,881,045**
**1,977,082**|
|---|---|
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