O YOUTHBANI<
INTERNATIONAL
YOUTHBANK INTERNATIONAL NETWORK: (A COMPANY LIMITED BY
GUARANTEE)
DIRECTORS, REPORT AND ACCOUNTS
FOR THE YEAR ENDED 31 DECEMBER 2023

CONTENTS PAGE
Reference and Administrative Information
Forward from our Chair of Trustees
Operational Review
Director's Report
17
Independent Examiner's Report
22
Statement of Financial Activities
23
Balance Sheet
24
Statement of Cash Flow
25
Notes to the Accounts
26
Company Registration Number N1625358
Charity Number N1101341

REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY. ITS DIRECTORS
AND ADVISERS FOR THEYEAR ENDING 31ST DECEMBER 2023.
STATUS
The company is limited by guarantee and a registered charity governed by its articles of
association dated 25th June 2014 and as such does not have any share capital. Every
member of the company undertakes to contribute an amount not exceeding £1 each to
the company's assets if it should be wound up.
DIRECTORS
Norman Leet (Chairperson)
Lisa Rose
Navjyot Johal (resigned 10th February 2023)
Jawad Amin
Ollie Walsh
Niamh Harkin (appointed 15th June 2023)
COMPANYSECRETARY
Vernon Ringland
REGISTERED OFFICE
Community House
City Link Business Park
6a Albert Street Belfast,
BT12 4HQ, Northern Ireland.
INDEPENDENT EXAMINER
Christy Lau FCCA CTA DChA
Slade & Cooper Limited
Beehive Mill, Jersey Street
Ancoats Manchester M4 6JG
BANKERS
HSBC UK
25-29 Royal Avenue
Belfast, BTI IFB
Wise
COMPANY REGISTRATION NUMBER
N1625358
CHARITY REGISTRATION NUMBER
NIC101341
YBI'S IP and Trade Mark Attorneys
Hanna-IP, 58 Howard Street, Belfast, BTI 6PJ

Foreword from Chairperson of the Trustees
The executive team at YouthBank International (YBI) has once again made great
progress in securing the long-term future of our organisation. This year, we have
successf ully developed and launched a fully-tested learning platform that has received
great feedback. Our ongoing Alumni programme continues to connect and reconnect
young people within our network. We are also excited to announce the 10-year
celebration of YBI, planned for September 2024 in Como, Italy, made possible by the
generous support of Fondazione Cariplo and Fondazione Provinciale della Comunita
Comasca, Italy. Additionally, the release of our YouthBank Go package (details on our
website) now makes running a YouthBank more accessible and affordable worldwide.
We have a promising pipeline of opportunities ahead. The trustees of the board extend
heartfelt thanks to our entire team for their incredible hard work and dedication, often
exceeding expectations.
The trustees wish to thank Navjyot Johal for her service as a board member over the
last two and a half years and welcome Niamh Harkin as a new member. The board
remains committed to recruiting individuals who ref lect our user group's experience.
diversity, and age. This approach is central to our long-term strategy, ensuring we stay
true to our values and build a sustainable future led by young people. As the world
becomes increasingly uncertain, the leadership, networking, and shared values of
young people are more important than ever. YBI is proud to be among the many great
organisations globally striving to achieve this vision.
Looking forward, the challenge is to remain focused on growing our network and
enabling young people the chance to make a real impact in their own communities by
creating the change they want and need. We encourage those who have had their time
or favour less connected and collaborative approaches to step aside, allowing space for
the young to invent and take ownership of their future.
Norman Leet
YouthBank International
Chairperson

Operational Review
Formally established in June 2014, YouthBank International (YBI) started as a simple
idea with the vision of a world where all young people have the opportunity to lead
change and make a difference in their communities and neighbourhoods in every
country.
Our mission is to work with organisations who want to give young people authentic
leadership, decision-making and community building opportunities while growing the
network and supporting young people through grant-making. We have developed a
framework, training and resources that enable organisations to provide the necessary
support.
We provide practical contribution to the transformative #ShiftThePower movement.
where young people have decision-making power over how real money is spent in their
communities. We seek to build an ecosystem of individuals, organisations and
businesses that share our values and our aim of bringing decision makingopportunities
to young people.
We stand for the redistribution and allocation of budgets from private and public sources
to support young people's agenda for change in their communities. We encourage
organisations and their partners to enhance or change their operating structures to
support young people as critical thinkers, team players. and decision makers who can
be active leaders in their communities.
In 2023, the executive team continued to carry out several key functions:
To build and grow the YouthBank International network, bringing it to new
jurisdictions and organisations interested in developing authentic leadership
opportunities with young people
To extend and develop the capacity and capabilities of organisations using
YouthBank as a flexible model to facilitate the active participation of young
people in the communities they serve
To harness digital technologies to improve data collecting systems and
procedures that tell the story of YouthBank. its impact and contribution to
improving the quality of life for young people
To mobilise resources and secure varied income streams to sustain the longer
term development of the organisation.

Numbers in 2023
14 networks using the YouthBank model: Belgium, Bosnia Hercegovina, Croatia.
England, Georgia, Ghana, India. Indonesia. Italy. Moldova. Romania, South
Africa, Ukraine and USA.
115 locations with an operating YouthBank allocating an estimated £818,814 in
grants across their local communities.
764 funded projects meeting identified agendas for change
925 young people in leadership roles as grant-makers. 364 male, 561 female
Above 30k primary beneficiaries.
Primary objectives
We retained our three primary objectives from the previous year:
To build a sustainable Business Model.
To maintain and grow the YouthBank network with the primary goal to keep
growing the YouthBank network by engaging the YouthBank alumni and
establishing a diverse training team of associates.
To establish best practice with practitioners and young people in grant-making
and civic engagement with a focus on new work in England. India, South Africa
and five individual locations in Asia.
l. To build a sustainable Business Model. The reset in YouthBank International's f uture, as
defined in its 2022-2026 Business Plan, was predicated on an entrepreneurial approach
by generating revenue for services that create value to our partners and raising income for
specific funded growth projects. YBI offers a distinctive asset - a mechanism where
partner organisations can
support young people to initiate, shape and direct the form of a YouthBank, its priorities,
its decision-making and its impact.
This shift also meant adopting a Business Plan that would spell out how growth and
scaling the organisation over the next five years would look like. Sales of our services
would have to increase by converting potential prospect organisations into investors, to
become allies and persuaders to build greater momentum and visibility in new markets
and locations.
In June, we worked with the board of trustees to focus on network development and the
financial sustainability of our operating model. This led to new ideas and proposals on
promoting and packaging the YouthBank off er. We identified the challenge of securing
funding for our larger subscription packages across multiple sites. In response, we
introduced a streamlined subscription model called 'YouthBank Go,, which offers an
annual fee of £2,000 per individual organisation, with reduced rates after completing
training. This adjustment addresses the financial constraints of potential host partners,
allowing for a more flexible and manageable approach.

2. To maintain and grow the YouthBank International Network.
Partner organisations coordinate local YouthBank networks and are the primary
relationship for YBI'on the ground.. Our purpose is to develop and support the
partner organisations, capacity to sustain continuous cycles of young people by
developing the necessary and associated competencies and skills for running
their own YouthBank. YBI is also in transition to becoming a more sustainable
organisation. conveying an optimistic vision for the future.
YouthBank online training
During the reporting period. we tested several iterations for delivering the key content of
the YouthBank model's five phases and eighteen steps. We shifted from a condensed
training delivery timeline to a hybrid approach, resulting in 26 hours of online learning
content. This new method offered greater flexibility, addressing the challenges faced by
youth workers who missed in-person training sessions. The training combined live
taught sessions with a self-paced, do-it-yourself approach, providing a platform for
discussion as needed. This continuously updatable online resource now serves as a
key tool in our ongoing support for future YouthBanks, with Italian YouthBank
practitioners being the first to benefit from this adapted format.
Additionally, we introduced a short online training programme titled Secrets to
Success,, aimed at enhancing the skills of 10 YouthBank practitioners. This programme
included five 60-70 minute episodes focused on design, presentation, and facilitation
skills, specifically tailored to help practitioners open, close, and review online
YouthBank workshops effectively.
Senior Associates Team
Under this broad goal of maintaining and growing the YouthBank network we were able
to establish a small Senior Associates Team.
In the reporting year, we have made modest steps towards achieving our key
performance indicators, which focus on establishing a diverse and skilled Senior
Associate Team (SAT). While it is essential to acknowledge that some performance
indicators have only been partially met or not met entirely, we view these outcomes as
valuable opportunities for learning and refinement in our approach.
Recruitment for Senior Associate Team (SAn members has been highly successful,
surpassing our target of six by adding three additional members. In June, the first SAT
get-together of practitioners from Australia. Croatia. England, Ireland and South Africa
came together in Zagreb. Croatia.

Skill development and competency among our associates are areas where we need to
make notable progress. While not all members have had the opportunity to demonstrate
their skills fully, many have showcased their commitment by translating materials into
their own language and have undertaken other training and presentation work on behalf
of YBI at events in England - Edel, Norman and Peter: Georgia - Helena, Edel, Damir:
India and Indonesia - Vernon; Ireland - Edel: Moldova - Katja; Saudi Arabia - Peter and
Vernon; South Africa and Tanzania - Jeremy. and the USA - Helena. Edel and Norman.
Alumni
In 2023, we aimed to harness the untapped potential of thousands of YouthBank
alumni, a missed opportunity we sought to address. We began by recruiting Kakhi
Gigauri, a former grant-maker and trainer in the Georgian YouthBank network, whose
involvement has been instrumental in shaping the development of our alumni network.
With his invaluable perspective and technical abilities. A consultation group of former
grant-makers to deliberate on the network's structure to build a network that facilitates
mutual learning, provides pathways for alumni to give back, and offers opportunities for
personal and professional development. all while supporting YBI in achieving its
mission.
Additionally, to capture and broadcast the essence and impact of YouthBank, we
embarked on content creation initiatives. We highlighted examples from alumni
spanning over 20 years, showcasing how YouthBank has significantly influenced their
personal and professional lives.
Kakhi Gigauri: https:Ilyoutu.belo_ekDKx34fA
Erin Wright: ht
. si-NBKT8poYvShlM5QH
Tornike Kiki
Zcn
Consolidating Gains and Expanding Influence
In October as part of YouthBank training delivered online and face-to-face in Kachreti,
Georgia, four Georgian alumni members were recruited as co-trainers to work with
YouthBank International AssociateTraining team members to facilitate specific face-to-
face inputs from the YouthBank toolkit.
Another stand-out initiative in November was the involvement of YouthBank alumni
members from the UK nations, Ireland, Ukraine and Belgium in the Messines Youth
Symposium to create a collective, contemporary peace pledge as part of the 25th
anniversary of the Island of Ireland Peace Park. The Symposium was also supported by
the City of Messines, the Office of the Northern Ireland Executive in Brussels. the
Embassy of Ireland in Brussels, the British Embassy in Brussels, the International
School of Peace Studies, Messines Peace Village, and the Barr and Harte families.

The primary funders of the symposium were Streekfonds West Vlaanderen Community
Foundation - a partner of YouthBank International in Belgium and The Corrymeela
Community, Northern Ireland who facilitated the whole event.
Regarding infrastructure. we established an online forum on Wix to facilitate interaction
and collaboration among alumni. This digital space has become a hub for discussions,
resource sharing, and strengthening community ties. Data collection through surveys,
interviews, and other means is an ongoing endeavour that will provide us with valuable
insights into the preferences and expectations of our alumni.
Looking ahead, we have positioned ourselves for the public launch of the alumni
network in 2024. This launch coincides with the introduction of key roles and functions
within the network, ranging from potential associates and board members to
connectors, network weavers. and PR influencers. We will launch new content across
social media channels that are coming directly from young people (reels, Instagram
posts, TikTok) and will tap into the skill sets of the alumni.
However, the last twelve months weren't without its challenges. Capturing stories and
testimonials proved slower than anticipated. primarily due to the reliance on individuals,
goodwill and availability. This has underscored the need for more streamlined
processes and a more diverse range of alumni-related stories.
The'Know-Now' webinar series
The 'Know-Now' webinar series has been a cornerstone of YouthBank International's
strategy to maintain and expand its network in 2023. These five online webinars,
delivered by a combination of YouthBank trustees and members of the Executive team,
were designed to address critical areas of peer support. governance, communication,
and outreach. Helena Habdija, from the Executive team. initiated the series with insights
into providing peer-to-peer mentoring, emphasising the value of mutual support and
shared learning. Lisa Rose, a trustee. tackled the complex subject of holding difficult
conversations, equipping participants with the skills to navigate challenging
interpersonal relationships effectively. Norman Leet, the Chairperson and trustee,
focused on governance, clarifying roles and responsibilities within an organisation,
thereby ensuring accountability and transparency.
The inclusion of storytelling and social media campaigns in the webinar series
highlighted YouthBank International's commitment to innovative and engaging
approaches to community engagement. Edel Maughan and Katja Palaic, from the
Executive team, led a session on storytelling, demonstrating how personal narratives
can be powerful tools for advocacy and education. Trustee Ollie Walsh concluded the
series with a practical guide on social media campaigns, providing attendees with
strategies to amplify their impact to reach a broader audience.

Community of Practice for Practitioners
The establishment of a Community of Practice has been pivotal in addressing specific
challenges faced by YouthBank Network practitioners. During the reporting period, four
online meetings were held, each focusing on a particular practice challenge or issue.
These meetings served as a platform for practitioners to share experiences. seek
advice, and develop solutions collaboratively.
Technical and digital improvements
The Google Workspace donation helped YBI build most of our systems and processes.
As the network expands we will need to build more complex processes in order to
maximise our effectiveness, which will need more powerful tools.
We have continued to populate the Learning Platform using Wix to host our training
resources of toolkits, materials and video recordings for the anticipated growing number
of registered practitioners. There has been a positive response from practitioners who
have accessed the Learning Platform to help with designing their own YouthBank
workshops.
"The Youthbank platform is very useful and structured amazingly. It's easy to
navigate around it." Lauren Philander. Initiative for Community Advancement,
South Af rica.
'I used the platform, I found it very useful to structure the steps of the YB
methodology." Corina Erhan, Orhei YouthBank. Ukraine.
"The resources were very good and worth learning. I suggest you update the
materials every 2-5 months minimum." Reuben Amewuda. Abor YouthBank,
Ghana.
3. Work with existing network organisations: To establish best practice with practitioners
and young people in grant-making and civic engagement. In 2023. YouthBank
International focused on strengthening our collaboration with fourteen network
organisations to establish and disseminate best practices in grant- making and civic
engagement. By working closely with both practitioners and young people, we aimed to
refine and enhance the effectiveness of our programmes. This
collaborative effort was pivotal in ensuring that our initiatives met the evolving needs of
our partners. The following section highlights our key achievements and strategies in
fostering these essential relationships throughout the year.
The Future Rising Programme
Towards the end of 2022, YBI received confirmation from a private donor of a three year
investment in a programme we have called Future Rising. This will enable us to:
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continue to develop YouthBank in locations that are not able to meet the cost of
the support package we provide.
bring together a team of experienced YouthBank practitioners who will take the
revised toolkit and materials out to new partners around the world as well as co-
training and mentoring a wider network of YouthBank Associates who will take
the YouthBank model into new regions and contexts
leverage the wide range of alumni who have contributed to YouthBank's
successes over the years. An alumni network will be created to take on a number
of initiatives to support the overall mission.
We have reported in previous sections about the emerging Alumni and Associate
training initiatives under specific funding from a private donor. In the last quarter of 2023
we were able to work with new partners, Yukas Vikas in Balasore, India, the Initiative for
Community Advancement in South Africa and Untuk Kemanussian, IKa, Indonesia. To
provide a flavour of the work we were able to create. please read the case statements.
YouthBank for Communities. England.
In the previous year, we reported on our initial efforts to revitalise YouthBank operations
in England, which led to the official registration of YouthBank for Communities (YBC) as
a Community Interest Company (Cic) made possible with a one-year grant from the
Dulverton Trust. During the reporting year. Edel Ryder, a YouthBank International
Associate, played a key role in providing development, training and support, dedicating
two days a week to work with YBC volunteers and seven implementing partner
organisations.
The partner organisations brought variation in locations and organisational form. These
formative experiences brought forward many insightful learning experiences. The
YouthBanks in Norfolk were predominantly situated in rural areas, the rest were located
in inner-city environments. In Manchester, the majority of young people came from the
Muslim community, with one YouthBank focusing primarily on working with young
people who were not part of any formal institution. Liverpool's YouthBank presented yet
another contrast, with its membership drawn from the Alder Hey Hospital. Children's
Forum, many of whom grapple with chronic illnesses.
Training and development opportunities were provided through toolkits, webinars,
workshops, and one-on-one support. External expertise was introduced to enhance the
young people's skills and knowledge in their chosen agendas for change. The
organisational challenges for partner organisations included recruitment diff iculties,
especially in rural areas, and the need for additional resources to support travel and
face-to-face events.
For YouthBank partners operating in a sector with multiple participation opportunities for
young people the early experience from YouthBank for Communities recommends
capitalising on these existing structures to integrate the YouthBank approach into them,
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reducing the time spent on recruitment and boosting efficiency. They go on to state that
securing funds for a network or individual YouthBanks poses a significant
challenge. .simply approaching organisations to establish YouthBanks may not be the
most effective strategy
Georgia
Towards the end of October an extended version of the hybrid training programme was
delivered for the Europe Foundation, in Kachreti, Georgia. 110 new YouthBank
members took part in an online weekend programme of ten workshops, some live and
the rest completed in their own time. The following week, a three-day face-to-face
programme completed the training, to enable the continuation of 18 YouthBank sites
across Georgia.
Lessons from Don Guanella Foundation operating in Abor. Ghana and East and
West Flanders Community Foundations, Belgium.
In the reporting year, both organisations discontinued support to their own local
operational partners. In Ghana, any continuation was dramatically cut short by a change
in governance arrangements and a prolonged strategic review process of priorities
announced by its board of trustees. It was noted that the costs of the yearly subscription
and the time it demands to run and support a YouthBank were prohibitive given the
organisation's revised priorities and limited resources. Additionally, the strategic review
highlighted a need to reallocate funds and efforts towards core activities that align more
closely with the organisation's newly realised goals and immediate community needs.
This reallocation of resources underscores the challenges and vulnerabilities faced by
host organisations who were dependent on resources from outside their jurisdiction.
In Belgium, the situation involved a period of reflection and reassessment by the
Community Foundations regarding their operational partnerships. The foundations
recognised that the time and effort required to establish and sustain a YouthBank had
been underappreciated initially. The process of building a YouthBank can be complex
and time-consuming, far from a simple meat in, meat out operation. Establishing a
successful YouthBank demands significant investment in time, resources. and
continuous support, which was not fully anticipated at the outset. As a result, the
Community Foundations decided to pause and reassess how best to align their
operational partners with the demands of running a YouthBank, ensuring that future
collaborations are built on a clear understanding of the commitments involved and that
there are no hidden surprises.
Agendas for Change and Videos for Change
The emphasis on using the term Agendas for Change rather than priorities was used to
highlight the importance of a team enquiry to identify issues. threats or concerns as a
focus for a YouthBank fund. This approach enabled YouthBank members to pinpoint
pressing concerns such as climate action. environmental improvement, safer
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communities. entrepreneurial initiatives, and mental health this year. By aligning these
Agendas for Change with the funding cycle, each YouthBank encourages young people
to apply for grants to support projects that address these key issues. This approach not
only ensures that the funding is directed towards the most relevant and urgent needs
but also encourages young people to learn how to undertake meaningful research and
advocacy within their communities. Setting Agendas for Change statements has
effectively sharpened the focus and understanding of partner organisations and
practitioners, emphasising the importance of YouthBanks in driving local change.
The Videos for Change competition was an exciting extension of work to identify each
YouthBanks Agendas for Change. This competition provided each YouthBank with the
opportunity to create a one-minute video statement on their identified agenda. whether it
be an issue, threat, or concern. These videos serve as powerful advocacy tools,
allowing young people to articulate their perspectives and rally support for their causes.
The competition also fosters creativity and innovation, encouraging young people to use
multimedia as a means of expression and activism. By showcasing these videos,
YouthBank International will be able to highlight the diverse challenges faced by
different communities and the steps taken by young people to address them. This
initiative not only amplifies the voices of young people but also builds a library of
compelling content that can inspire and inform future projects within the network.
In December eight videos had been submitted and at the time of reporting were being
assessed by trustees of YouthBank International.
Case Statements
Yukas Vikas. Balasore, Orissa. India: The YouthBank Money Game.
The four-day workshop held in October opened as a day-long money game, a personal
exploration to draw out hidden behaviours and assumptions to explore the habits and
beliefs of 40 young people and their relationship to money. The hot sun of Balasore
filtered through the upper deck of the college classroom, where four tables, each with
ten places, were arranged. The ground rules were laid out: respect, a willingness to
experiment with new behaviours and strict adherence to the game's phases. Each
participant was given 500 rupees in various denominations, the currency clinking and
rustling in their eager hands.
Round one commenced in absolute silence. It was a dance of strategy and hesitation as
each participant took turns taking money from one another, their expressions mixing guilt,
amusement, and surprise. Without the ability to speak or resist, the dynamics of power
and vulnerability were starkly illuminated. Arjun. the most assertive of the group. quickly
gathered a substantial amount, while Priya hesitated before making her moves, ending up
with the least. The silence was heavy. punctuated only by the sounds of shifting coins,
rustling notes and the scrapping of chairs and tables against the concrete floors. And there
was some laughter, too.
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In round two. the atmosphere shifted. Now. they were to give money freely to whoever
they chose. This round unveiled their personal biases, affections, and grudges. Rohan,
who felt wronged in the first round, gave generously to everyone except Arjun.
Meanwhile, Anaya, who had maintained a middle ground regarding what money she
had collected, decided to distribute her money evenly. seeking to balance the scales.
This round brought to light the complexities of giving and taking and favouritism, as well
as the joy and disappointment that can accompany giving
Round three allowed for conversation. and the classroom buzzed with negotiations,
pleas, and strategies. This was where the real test lay. Some, like Vikas, tried to appeal
to the group's sense of fairness. while others, like Divya, negotiated shrewdly to end up
with more. The dynamics of persuasion. power. and empathy played out intensely.
Friendships were tested as participants decided whether to prioritise their gain or the
collective good.
As the game concluded, some felt a sense of triumph; others of loss. Still, all were
united in a newfound understanding of the complex emotions and ethical dilemmas
money could evoke.
The game had laid bare the conflicting human impulses of being selfless, selfish, and
the struggle between self-interest and communal well-being. It revealed how money, a
mere tool, could become a profound symbol of trust, power. and relationships. The
YouthBank money game had been a mirror reflecting their deepest values and fears.
A shift from the personal to the collective is made by introducing a foundational
YouthBank principle: shared understanding. This dynamic approach utilised diverse
tools and techniques to amplify youth voice and agency. It focused on cultivating
leadership skills, decision-making authority, and opportunities for participants to
consider what lay behind creating their own YouthBank fund.
Indonesia Untuk Kemanussian, IKa, Indonesia: Organisational Learning.
Organisational learning embodies a commitment to constant improvement and
adaptability. It forms a cultural bedrock characterised by ongoing self-reflection, learning
from missteps, embracing novel ideas. attentive listening to young people and exploring
more eff icient ways to effect change.
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The YouthBank leadership team. under the guidance of IKa Indonesia, has undertaken
efforts to raise funds for an institution dedicated to supporting women who are victims of
violence. This initiative represents a significant step towards actively mobilising young
people to engage with critical societal issues. While the funds collected, approximately
$90, may not be substantial, they marked the initial phase of a broader mission aimed at
channelling the energy and commitment of young people towards providing tangible
support for pressing social concerns.
In addition to fundraising the YouthBank team led by IKa Indonesia effectively
organised cross-community performances. These performances served as a public
statement that young people are actively engaged in addressing prevailing social issues
to communicate the urgency of addressing these challenges. Their unwavering
commitment to human rights, social justice, and environmental sustainability, coupled
with their support for diverse communities in the heart of Southeast Jakarta, was not
without its very real challenges.
The following Agendas for Change were identified by young people from five youth
communities in South-East Jakarta as their overarching priorities:
a) Proactive Action to Support Voice in Public Action: This priority emphasises the
active participation of young people in public actions related to social issues,
humanity, and natural sustainability. The YouthBank team is committed to
supporting and amplifying the voices of their peers leading these actions, thereby
fostering a sense of agency and influence.
b) Youth Festivals for Humanity: This priority agenda seeks to organise and
promote youth-oriented festivals/campaigns dedicated to celebrating the values
of compassion. empathy, and social responsibility. The arising activities are to
serve as a platform for young people to showcase their talents while promoting
unity and a shared commitment to addressing social and environmental
challenges.
In a recent critical review process (October 2023), considerable attention was devoted
to addressing the equitable distribution of resources to these agendas. This endeavour
led to a significant shift towards a greater co-production approach, employing innovative
tools like 3D models and interactive drawings. These tools will serve as vehicles for
garnering feedback and fostering improvements in future funded initiatives.
Initiative for Community Advancement (ICA) South Africa: Shared Power and
Authority-
'Every player can experience leadership opportunities. on the ball and off the
ball, not just the captain"
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A defining feature of distributed leadership is the range of decision-making within an
organisation. It's about who should make decisions. what powers they hold, and their
responsibilities. It requires accountability. often pushing us out of our comfort zones.
'Marshelay de Klerk, was a shy and reser￿ed participant in YouthBank at the beginning
of the year. Through her involvement. she gradually developed confidence in
expressing her ideas during group discussions and proposing project initiatives.
Marshelay's transformation became evident when she took the lead on project
plannings. This initiative not only showcased her newfound leadership skills but also
demonstrated her empathy and commitment to addressing social issues"
Organisations that embrace the sharing of power and authority often create a
'greenhouse effect, by nurturing each team member. helping them grow in leadership
through coaching and mentorship. Take the YouthBank network in South Africa,
comprised of five Community Foundations where young people are beginningto
experience real power - by setting priorities and, in 2024, allocating funds. It's not some
theory, not a board game brought out on a Tuesday evening and put back on the shelf
at the end of the evening; it's about money with a mission as a tool to address the
changes they want to see in their communities. This experience is beginning to boost
young people's confidence, leadership skills and decision-making abilities.
Pecha Kucha is a Japanese term meaning "chit-chat This method facilitates
discussions on critical themes like power, control, and accountability. Pecha Kucha is
essentially a storytelling technique that allows no shortcuts, encouraging deep and
meaningful exploration of complex issues.
Some YouthBanks in the South African network integrate Pecha Kucha with an
examination of the 'YouthBank Golden Rules,, or core values. Nine Golden Rules
unfolded as a quick 20-second story that opens into a plenary session to identify and
understand personal and collective power and accountability. It's a crucial step before
delving deeper into the implications of these concepts in the management and operation
of a YouthBank.
What has remained a stubborn obstacle for existing YouthBank networks and
prospective organisations is a prevailing culture where what they want to achieve is not
always widely understood. Supporting young people to organise can be a great deal
more diff icult to do, especially when their role is to identify the things they would like to
see changed in their communities and give away money to those causes and issues
that matter to them. The challenges for organisations to enable this to happen as a
contribution to community building against a backdrop of balancing their books is very
real and for some, as we have found, easier to stop doing.
New relationships and opportunities
University of Technology, Sydney, UTS. Australia.
Initial work began in November
2023 and will culminate in August 2024. In collaboration with the University of
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Technology's Law Department. Allen's Law Firm, Sydney, Australia and Us-based
software company Neota Logic - htt
neota.com
about-neotal
We have the opportunity to develop a mobile application as part of a Law Tech
Challenge run by UTS. This project will involve five law students designing an app
tailored to YouthBank International's specific needs. We intend to create a tightly
defined brief with law students working with Neota Logic as mentors and designers to
translate this into a useful product for young people over at least a two-year period.
The starting point challenge is to design a tool that takes a local YouthBank Agenda for
Change and examines it against any of the Sustainable Development Goals.
Ashoka Europe, Austria. This was a three-month pro bono consultancy from May
2023 to support us in exploring our business model and strategies to replicate and scale
what we do.
Golin Marketing, London, England. The offer of pro bono support for six months
came from Ashoka UK and Ireland, who negotiated a series of corporate support
packages to build institutional capacity. This offer aims to revamp our branding and
communication tools, making them more appealing and relevant to young audiences.
YBI and Comasca Community Foundation, Italy: It has been five years since the last
global assembly of the YouthBank network was held in Istanbul. Turkey. Recently, this
initiative gained new impetus when the Comasca Community Foundation in Como, Italy,
expressed interest in hosting an international event. Throughout the summer. this
concept evolved and has now culminated in the planning of an event to celebrate the
10th anniversary of YouthBank International.
This event is scheduled from Monday 9th September - Wednesday Ilth September,
2024, in the Teatro Sociale, Sala Blanca, Como. Italy. It is expected to host
approximately 120 young people. practitioners. and guests. primarily from Italian
organisations and other European organisations.
YBI and King Fahd University. Saudi Arabia: In December, YouthBank International
was invited by King Fahd University of Petroleum and Minerals in Dammam to conduct
a workshop on the YouthBank model and present on YouthBank's role in fostering youth
leadership at their annual Non-Profit Organisations Conference. Following our
presentation, the university, which also sponsors the Non-Profit Donors Forum in Saudi
Arabia, has requested the development of a pilot programme to introduce YouthBank in
Saudi Arabia over the next 3-5 years.
Directors, Report
The Directors of the company. who are also Trustees for the purpose of charity
law, present their report and the unaudited accounts for the year ended 31
December 2023.
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Reference and administrative information set out on page 3 forms part of this
report. The financial statements comply with current statutory requirements, the
memorandum and articles of association and the Statement of Recommended
Practice - Accounting and Reporting by Charities: SORP applicable to charities
preparing their accounts in accordance with FRS 102.
The Trustees present the financial results for 2023, acknowledging the challenges faced
during the year. There was a deficit for the year of -£25,940 (-£17,049 attributable to
Restricted Reserves and -£8,891 attributable to Unrestricted Reserves). Reserves at
the year-end were £16,776 comprising restricted funds of £12.951 and unrestricted
funds of £3,825.
The Trustees are responsible for safeguarding the assets of YouthBank International,
for keeping proper accounting records and producing relevant financial statements. This
was the second year of the restructured business model, allowing income to be
sustainably generated as we look to expand the YouthBank network in line with our
mission.
Trustees meet to agree strategic direction. receive reports, approve budgets
and finance reports and endorse and review policies. Trustees are required to
disclose all relevant interests and register them with the Company Secretary.
All newly appointed Trustees receive instruction on the activities of the charity
and their responsibilities as a Trustee. Trustees are required to disclose all
relevant interests and register them with the Company Secretary.
Public Benefit Statement
Trustees have complied with their duty under Charity Law with regard to the
Charity Commission Northern Ireland's Public Benefit Guidance when
exercising any powers and duties to which the guidance is relevant. The public
benefits are:
The enhanced personal development of young people who participate in
YouthBank initiatives, building their self esteem and confidence and providing
them with an opportunity to learn new skills in leadership,teamwork,decision-
making, problem-solving communication,negotiation, event management and
many other skill sets
The articulation and consideration of issues and concerns relevant to young
people and the communities they live in
The provision of grants to improve the quality of young people's lives.
These benefits can be evidenced in records kept by country host organisations
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who coordinate their local YouthBank sites. Survey reports, feedback, networking events
and training are organised by YouthBank International to build the capacity and capability
of stakeholders to advance youth-led grant-making and decision-making.
The public benefit requirement has informed the activities of YouthBank
International in this reporting year and no harm or potential for harm has resulted
from our purposes. Trustees review their public benefit and charitable status on an
annual basis.
Structure, Governance and Management
In the reporting period one trustee, Navjyot Johal resigned to take on an advisory role to
support the development of YouthBank in England and graduate student, Niamh Harkin.
joined the board of trustees. The joining process included several meetings with the
chairperson of YBI, discussions with a number of the executive team and attendance at a
trustee meeting before appointment. Upon appointment, trustees are provided with the
latest trustee papers containing the relevant information to familiarise themselves with
their responsibility as a trustee, the work of the charity, operating procedures, the business
plan and financial performance.
The board of trustees met online on 23rd March. 12th October and 14th December and
held a face-to-face meeting with members of the Executive team on14th -15th June in
Zagreb, Croatia.
The Board of Directors, who are the charity's trustees give of their time freely and no
director received remuneration in the year.
A risk register covering key strategic risks is maintained and updated at least twice a
year and more frequently where risks are known to be volatile.
Organisations in the YouthBank network support between l and 52 community based
YouthBanks to address issues that matter to them in their communities.
The Charity's objects ("Objects") are to create learning and participation
opportunities for young people to be grant makers, decision makers and leaders
in their own communities and in wider society by:
assisting the setting up and development of new local YouthBank initiatives and
YouthBank Networks.
providing and coordinating the provision of technical support, trainin& advice,
information, materials and resources and generally enhancing the capacity,
effectiveness and sustainability of existing local YouthBank initiatives, YouthBank
Networks and YouthBank Host organisations.
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providing and maintaining an international forum where members of the Charity
can find mutual support. engage in training, exchange views. share common
issues and information and create a collective voice.
YouthBank International Network is a company limited by guarantee, registration
number N1625358 and it complies with corporate law, files annual returns and
notifications of changes to board members/trustees, people with significant control.
articles of association, name changes and other salient corporate information.
The company is registered with the Northern Ireland Charities Commission (CCNI),
registration number NIC101341 and complies fully with all CCNI law and guidance,
including the provision of an annual report on its finances and activities.
Trustee liability insurance, travel and professional indemnity insurance are provided
through Marsh Ltd Insurance Intermediaries. Belfast.
YouthBank International Network's conduct is governed by its Memorandum and
Articles of Association. The minutes of Trustees, meetings clearly record all decisions
taken and financial income and expenditure reviewed at each meeting.
Risk Register
Trustees have a risk register in place which addresses the major governance,
operational, financial, reputational, legal and regulatory risks that might impact upon the
core purposes and key objectives of the organisation. These risks are reviewed on two
occasions per year and designed to minimise any potential impact on YBI should those
risks materialise.
Financial controls and procedures are a shared responsibility between a trustee and a
designated executive team member. Trustees agreed to retain the services of Slade &
Cooper Limited as Independent Examiners.
Reserves Policy
Trustees began preparing a reserves policy statement to ensure the organisation's
financial stability and sustainability. At the time of reporting the statement hadn't been
approved. This policy will outline the necessary reserve levels to safeguard against
future uncertainties and support ongoing operations.
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Statement of responsibilities of the Board of Trustees
The Board of Trustees (who are also directors of YouthBank International Network for
the purposes of company law) are responsible for preparing the trustees. annual report
and the financial statements in accordance with applicable law and United Kingdom
Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the trustees to prepare financial statements for each financial
year which give a true and fair view of the state of affairs of the charitable company and
of the incoming resources and application of resources, including the income and
expenditure of the charitable company for that period. In preparing these financial
statements, the trustees are required to:
Select suitable accounting policies and then apply them consistently
Observe the methods and principles in the Charities SORP
Make judgements and estimates that are reasonable and prudent
State whether applicable UK Accounting Standards and
statements of recommended practice have been followed,
subject to any material departures disclosed and explained in the financial statements
Prepare the financial statements on the going concern basis unless it is inappropriate
to presume that the charity will continue in operation.
The Board of Trustees are responsible for keeping proper accounting records that
disclose with reasonable accuracy at any time the financial position of the charitable
company and enable them to ensure that the financial statements comply with the
Companies Act 2006. They are also responsible for safeguarding the assets of the
charitable company and hence for taking reasonable steps for the prevention and
detection of fraud and other irregularities and recognise that attention to governance
issues is critical for the maintenance of an accountable and respected organisation.
Additionally YBI trustees have agreed to:
Setting the strategic direction of the charity and ensuring the direction is in
keeping with the objects and principles
Being responsible in law for the charity
Acting with integrity and in the best interest of the charity
Confidently promoting the work of the charity and young people
Contributing skills, knowledge, expertise and support to the work of the charity.
This report has been prepared in accordance with the provisions applicable to
companies subject to the small companies, regime of the Companies Act 2006.
Approved by the Board of Trustees on Thursday 20th June 2024.
Signed on its behalf.
Chairperson
Norman Leet
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