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Creating OpportunitiesAnnual Report & Accounts 2016-17
Creating opportunities for young people to help themselves out of poverty
We help young people help themselves out of poverty, by finding jobs or setting up businesses
We work with young men and women aged 15-24 made vulnerable by poverty, inequality and injustice
We enable young people in the UK and internationally to make change as active citizens
We work with a unique network of YMCAs and other partners in 15 of the poorest countries - mainly in Africa as well as Asia, Latin America, and the Middle East
Please note: some names have been changed to protect the identity of the young people we work with.
Cover photo: Elena Marin-Yanez/YCI Photo: Zibran Choudhury/YCI
Introduction 2
Where we work 4
Building Capability 8
Gaining Skills 8
Access to Assets 10
Building Networks 14
Strengthening Influence 16
Youth Resilience 16
Youth Voice & Leadership 18
Looking Ahead 22
Our Thanks 24
Financial Review 26
Structure, Management & Governance 28
Legal & Administrative Details 32
Trustee’s Statement of Responsibilities 33
Independent Auditor’s Report 34
Accounts 2015-16 36
Trustees 57
Contents
By 2020, we aim to create opportunities for over 60,000 vulnerable young women and men and their communities every year through enterprise and employment.
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Over the last few years, I have had the pleasure of experiencing and being a part of an empowering youth movement where I have met the most motivated, inspiring and dedicated young people all working towards positive social change.
During my time volunteering in Senegal with the International Citizen Service, I really understood what it meant to make a change. I was blessed to work alongside such committed individuals.
Young people know the issues faced in their communities; they understand structures of society in their cultural context. Most importantly, they have the ambition to improve things.
The YMCA was a vibrant, dynamic and growing movement that brought together an array of young people. I experienced how this platform empowered young people to make a real difference and voice the change they want to see. With opportunity, change is being made all over the world and young people are at the forefront of making this happen.
IntroductionNimisha Vara, Youth Engagement Panellist
Nimisha Vara (third from right) at the launch of the Sustainable Development Summit.
Photo: David Sandison 2
100,000young people with knowledge
to reduce the impact of health, justice, and disaster shocks
55,000empowered active citizens
campaigned for justice, health, and jobs
Over 5,600young people equipped with
market-relevant skills
3,000young people employed or running their own business
11,000household members
benefit from increased income
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We work across 25 programmes to tackle unemployment among young people.
Togo Young people detained without charge learning about their rights to challenge injustice in prison.
Sierra Leone, Liberia and Togo Campaigning for better access to health, education and job opportunities in slum communities.
Colombia Working with young people to protect them from violence by providing life skills and access to education.
Nicaragua Young farmers learning sustainable farming methods and engaging local markets to combat effects of climate change.
United Kingdom Over 200 young people volunteered to tackle poverty overseas through the International Citizen Service.
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Where we work
Photos: 1. Javier Acebal 2. Nile Sprague/YCI 3. Meghna Manaktala/YCI 4. Ed Sebastian Lozano 5. Hannah Maule-Ffinch/YCI 4
Myanmar Young people suffering discrimination because of disability, gender or sexuality supported to fight stigma and claim their rights.
Pakistan Young rural women learning skills and connecting to urban markets for more profitable embroidery businesses.
Occupied Palestinian Territory Young West Bank women facing discrimination and isolation starting their own businesses and mentoring other entrepreneurs.
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Photos: 1. Tom Burke/YCI 2. CWS 3. Gemma Shaw
“We are immensely proud that our members and colleagues showed such generosity in supporting Y Care International’s emergency relief appeals for those in desperate need.”Ella Brock Smith, Social Investment Manager, Nationwide Building Society
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Adam Leach, Chief ExecutiveMia owns three small shops in her home town and in Antananarivo, Madagascar. She has trained 50 more young people in business skills to run their own enterprises.
And we have to date helped over one thousand International Citizen Service volunteers to date from the UK and their counterparts in Bangladesh, Senegal, Sierra Leone, Liberia and Togo. Together they have provided training, practical help and information to local communities. They returned home to spread knowledge and understanding about what less privileged young people can do.
We are grateful to all who make this vital action possible. You are helping very vulnerable young people shift from fragile uncertainty to a more secure future.
Thank you.
Adam Leach Chief Executive
Last year has been all about creating more opportunities for vulnerable young people.
Our focus is now on UN Global Goal 8 for Sustainable Development – decent work and economic growth – and we are seeing real progress. We have achieved this together with our YMCA and other local partners, who know where need is greatest, and with all who invested money, support and time towards our mission.
Today there are record numbers of young men and women. Well over a billion are aged 15-24, 90% live in poorer countries, and 500 million struggle on less than $2 a day.
We are helping young people to help themselves out of poverty by equipping them to contribute to their communities and take control against the threat of exploitation. Over 90% of young women and men who get our help tell us of their success. Average monthly income has risen from just over £13 to nearly £35 within just six months of completing our training. Building young people’s capability through greater skills, more assets, and wider, stronger networks also delivers a real chance in life.
Jane in Bo, Sierra Leone, had training and support to get a job as a waitress and now has steady income and good prospects in the hospitality sector. Without this, she like many other young women could have been forced into sexual exploitation.
Young people make a crucial economic and civic contribution. Fifty-five thousand young men and women are now equipped to make their voices heard as active citizens, taking up leadership roles and exerting stronger influence in their own communities and more widely.
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Over 90% of young women and men who get our help tell us of their success. Average monthly income has risen from just over £13 to nearly £35 within just six months of completing our training.
Photo: Rudi Netto/YCI 76
Building CapabilityGaining SkillsYoung people in the most unstable and disaster affected regions are learning business and life skills to get jobs and start businesses - from basic literacy to bookkeeping.
Only four per cent of the young people we work with had been given any vocational training. A third were unable to pay for training or in a position to take this up.
In Madagascar the constant threat of natural disaster and political crisis left a generation facing a bleak future. Now Sandrine and other young people are learning skills to start local market businesses, rather than migrating to the city, and how to protect these when disaster strikes.
Sandrine, 25, Madagascar
“I trained in poultry farming. I learnt techniques like how to treat sick animals, and managing feed. The YMCA provided me with 20 chicks and 60kg of feed.
I’ve seen my profit rise to 208,000 Ariary (£50) per month. I was encouraged to save and joined a micro-finance institution. I can now employ other people.”
Madagascar90% of the population lives in poverty
Over 1.4 million people face food insecurity
One in four live in areas prone to natural disasters
Photo: Rehana Merali/YCI
300 young people trained in skills to diversify crops and adapt to climate change
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“Because of my increase in income because of our sales, I have been able to contribute to my family’s income. Now my husband listens to me and I have more say in our household decisions.”Areeba, 25, Pakistan
The vast majority of people in Pakistan live on less than $2 a day. For women, the deal is even tougher. Young women are learning relevant skills to sell their products in local markets and empowering their peers to do the same.
Madagascar
Areeba, 25, Pakistan
“I knew some embroidery skills but I didn’t know how to sell my work. I only sold to nearby houses and the money I earned wasn’t enough to cover our needs.
I also picked cotton. This was tiring work, ten hours per day for only 100 rupees.
Now I’ve learned about new designs and stitches. I’m more confident in my writing and I can negotiate with buyers.
I wasn’t interested in education. I had never been to school and I didn’t think it was important for women. But the happiest moment I had was when I completed my literacy training and I was able to write my own name.
I enrolled my daughter in school - my son was already attending. My daughter is eight. I really want her to be able to continue her education. I would like her to be a doctor or teacher. I want to make sure she will continue education - this will be my focus.”
400 young people employed or running their own business
now have basic levels of numeracy and literacy1,300
200 More than 200 young people learned or accessed life skills training
Photo: CWS
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Young people need assets to set up secure futures – capital to rent business premises, tools to carry out a trade, or maybe seeds or livestock for rural livelihoods.
Sierra LeoneMore than half of all adults have no formal education
60% are ultra-poor – they live on less than $1.25 a day
Our Queen’s Young Leaders Programme project will give some 1,200 young people the chance for decent jobs or to create their own businesses. Working together with Computer Aid and On Our Radar, we kit out hubs built from old shipping containers with solar power so they have internet and electronic resources, as life skills and business training centres.
Access to AssetsDisabled young people, single mothers and those in the most rural areas can have it toughest - they can’t reach the hubs. So we’re making sure they get advice, support and training via their mobiles.
The Ebola crisis devastated communities in Liberia and Sierra Leone. In Liberia, more than 1,000 young people have been supported with business kits to help them rebuild and sustain their own livelihoods. Our work to improve life in slums there includes young people educating their peers about keeping healthy, and providing clean water & sanitation.
‘Assets’ means so much more than physical objects. In Togo, too many young people face inhumane conditions, in overcrowded jails with little chance of healthcare or legal support.
Togo has one of the highest rates of pre-trial detention in the world. Our work with Togo YMCA to set up legal clubs has led to over 1,000 young people being freed from unlawful detention. It’s also persuaded the government to release nearly 700 critically ill prisoners.
Over 2,600people are now members
of local savings groups
Nearly 3,000young people accessed
finances & technology to invest in their own businesses
Over 3,200young people are employed
or running their business
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Disabled young people, single mothers and those in the most rural areas can have it toughest... they get advice, support and training via their mobiles in Sierra Leone.
Photo: Lindsey Gilbert-Crouch/YCI10 11
So we know the benefits these clubs offer. Now, thanks to support from Comic Relief and local partners, we’re supporting nearly 600 young people at risk of falling into crime, as well as their families, with job and business training, as well as vital psychological support to help them into safer, happier lives.
In Zambia young women nowfeel able to report when they are victims of crime, and seek help from police and legal systems. We’ve helped more than 100 young female slum dwellers take control of their lives by tackling violence in their homes.
Bill, Liberia
Bill lives in West Point slum – the epicentre of the Ebola crisis. His life changed when he became involved with Liberia YMCA
“I hung out with my friends. I didn’t have a regular source of income. The YMCA helped me to be confident and build self-esteem.”
Now he goes to University, while supporting four people at home. Bill is also secretary for a savings group where young women can save money to cover business costs.
When the Ebola crisis hit, West Point was quarantined. With support from YMCA Liberia, Bill’s community team joined many others on the streets to share information on how to avoid transmission of the deadly disease.
He believes the long-term relationship between his community and YMCA Liberia saved many lives:
“They bring projects which live with us for years. They don’t just come in an emergency response - they come to be with us. Even during quarantine when it was impossible to visit, they continued to call us and ask how we were.
YMCA Liberia introduced so many structures to improve this community – the savings groups, latrines and water points as well as knowledge.”
Nearly 300household members and their farms benefit from business start-up kits, including tools
and seeds for farming
More than 50young people used drought resistant
crops or seed banks
Over36,000young people accessed peer education, & health, water and sanitation services
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Ed Sheeran visiting our project in Liberia
Photo: Cherry Seaborn/YCI12 13
Building NetworksWithout a job, education and facing daily health risks, young people can be isolated in their own communities. Now they are building and accessing their own networks to spark long-lasting change.
Young people having better family relationships and receiving more support –715 family members were supported through counselling and parenting skills.
In Myanmar young people suffer discrimation because of their gender, disability or sexuality. We’ve directly linked over 1,000 of these young people to jobs or work experience to get them into work.
We know that young people feel more confident when establishing businesses together with other young people. Nearly 300 young people shared their knowledge with a peer, and 66 cooperatives have been established.
Mg Kan Kaung, Myanmar“Before I joined this project, I was earning some income that helped support my family by selling lottery tickets and gas. I heard about the YMCA project via my disabled support group called ‘Ah Lin Thit’, which means ‘New Light’.
I was able to get in touch with the YMCA project and was lucky enough to become part of their project helping vulnerable young people like myself.
I studied how to repair electronic devices and received training. This training had improved my skills and I am now more confident in what I can do. My disability has not stopped me and no-one in the training has treated me differently.”
Over 3,900young people are confident, healthy, and creating jobs in
their community through youth-focused networks
Photo: Harriet Knox/YCI14
Young people feel more confident when establishing businesses together with other young people.
Youth unemployment in the Occupied Palestinian Territory is more than 40 per cent. Young women have formed a network of business coaches to help marginalised young women into work.
Occupied Palestinian TerritoryNearly half of all young people are out of work
Almost two thirds of young women are jobless
Sabah, 24, Occupied Palestinian Territory“I was born in a refugee camp and have lived there all my life. I was lucky enough to get a place on the programme.
“This kind of training is not usually available to young people like me.
I now work as a youth business coach. I provide advice and support to other young women who are setting up small businesses and community-based organisations needing business support.
I am generally asked for advice about accounting and how to keep their papers in order. Young people also ask how to improve their CVs.
This taught me how to prepare my CV, prepare for formal interviews and interact professionally with employers.
I now feel like a young leader.”
Photo: Susannah Taylor/YCI
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Young people need support to become more resilient to personal tragedy and external shocks, or else they can’t sustain businesses or hold down jobs.
The terrifying potential of climate change for long term devastation is increasingly apparent.
We’ve equipped more than 100,000 young people with the knowledge to reduce the impact of disaster and health shocks.
Nicaragua
Half of young people live in poverty
Nearly three quarters of the population lack decent work
Almost one in ten people live on less than $1 a day
Strengthening InfluenceYouth Resilience
In Nicaragua and Madagascar, more than 250 young people learned to make simple changes in farming techniques to equip them, their families and communities against poverty and hunger.
“The irrigation system has transformed the way we do things. We are able to maximise the little water we collect. Crop yields have increased.”Ayden, Nicaragua
Over 21,000young people know more about reducing the risk from disaster
Over 53,000have better understanding of positive health choices
Photo: Meghna Manaktala/YCI 16
Learning and sharing new farming practices means they’re better prepared to face the dangers of climate change. Fresh irrigation techniques create good crops rather than failed harvests.
In Haiti, the poorest country in the Western hemisphere, young people form more than half the population. One in four is out of work, and climate change is making their lives even harder.
When they faced the horrors of malaria and cholera in the destructive wake of Hurricane Matthew in 2016, young volunteers were able to mobilise people to spread simple public health messages. Young men and women learned advice on disaster risk, and how to prevent hazards from descending into disasters.
Elsewhere, every single one of the young people we worked with in the Philippines lost their homes. Three quarters told us that their farms – their main source of income – had been destroyed. Only ten per cent still had a stable income after Typhoon Haiyan.
Generous donations to our Philippines Typhoon Emergency Appeal helped rebuild lives after the strongest typhoon on record.
Karina, 21, Nicaragua “The most difficult thing for young people here is finding a job - there are no jobs.
The training helped us with our plots, gave us seeds, tools - everything we needed.
We learned how to produce cucumbers, carrots, onions, beetroot, and tomatoes, and how to transform produce into products like salsa.
I learned how to make a business plan which I didn’t know before. The business I have is for the family - two sisters and my mum and dad.
You see clouds in the sky but no rain comes. It’s definitely getting worse. The well in the village was full but now we have to dig even deeper - even then you can’t get any water. How much I produce will depend on the weather and how much more rain there is.
Of the tomatoes I produce, my family eat a lot. The rest I make into tomato salsa to sell in little bottles in the local stores. The project has meant a very important change in our diet. Before we didn’t have the ingredients to have a varied diet but now we eat more healthily.
There has definitely been a huge change in my life because of the project. I learned topics I never thought I would know.
If we didn’t have the support from Y Care International and the Big Lottery Fund we wouldn’t be able to do this. We are really happy because we have you guys.”
138young people are now employed or
running their own business in Madagascar
Photo: APAY
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Through our International Citizen Service programme, over 200 young volunteers from the UK and Ireland worked with their peers in Bangladesh, Togo, Sierra Leone, Liberia and Senegal to tackle poverty.
On their return to the UK, they carried out social actions in their own communities to raise awareness about global poverty.
Youth Worker Sokol Hoxha won Volunteer of the Year at the YMCA Youth Matters Awards for his social action.
Inspired by his volunteering experience in Bangladesh, he set up a project to raise awareness of homeless young people in his home town. Participants were provided with a camera to highlight where they had been, where they were, and where they would like to be.
“The aim of the project is to raise awareness but also to give those young people the chance to be heard and be part of something positive. Being able to engage others in the community and ensuring they are seen and heard is a great feeling. I will continue to take action in the future.”
Around the world marginalised young people are taking action on issues that affect them.
The effects of Colombia’s 50-year conflict continue to make the country an extremely hard place for young people to grow up. Six million live in extreme poverty.
Youth Voice & Leadership
Sokol Hoxha, 28, Leicester “ICS is a once in a lifetime opportunity. It allows you to develop existing skills and gain new ones along this brilliant experience.
If you’re keen to work with vulnerable people – and make a difference directly in local communities – then this is the right role for you.”
Over 43,000young people with better awareness of their rights
and responsibilities
Over 11,000hold leadership roles & can
transform their communities
Photo: YMCA England & Wales18
Edison, 18, Colombia “I had to be responsible for my family because my father left. I had to leave school and raise money to survive.
At 14 I became a street gang member in Bogota in a no-go area controlled by gangs. I was addicted to drugs and crime.
I needed this to survive. I also realised street life is hard and dangerous. I felt very low and helpless.
The loss of some friends killed by police or gangs allowed me to get in touch with the YMCA and know more about how to get out. I knew I was in need of help but I didn’t know what to do about it and where to ask.
They gained my confidence. They seemed genuine and showed real interest in my issues and respect for my story without judgment. They offered very cool activities and helped me gain self-confidence and open up.
The project helped me to get back on track starting with my education - this year I have finished college. I am very proud because I never thought I would be able to study again.
It also taught me how to write a CV and to attend job interviews. In fact, after a few attempts I finally was offered a job in a supermarket. This is the realisation of a dream…before the project I was feeling sad and hopeless.
My confidence and motivation to do well are so strong.” Photo:
Jac Papini/YCI
“I also attended workshops on how to be a young leader for other youth like me. I talk to them and they listen with respect because I am one of them.I represent a positive role model for them, a successful story, an incentive to do better and to have hopes. This made me feel so empowered and proud for the first time.”
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precious resources. We are committed to ensuring that all investment reflects people’s own priorities and builds local capabilities.
Our mission is vital. The need for greater and deeper investment directly to young people serving their communities is increasingly urgent.
On behalf of the trustees thank you, and all our donors and partners, for your invaluable support. You make our work possible and we look forward to growing success in creating more and more opportunities for vulnerable young people.
I am thrilled to have joined Y Care International.
Y Care has long worked with some of the most marginalised young men and women in some of the world’s poorest countries and communities.
The major focus of our work has now shifted towards helping them find opportunities for jobs, enterprise, and employment. Coming fresh to its work this seems to me absolutely the right direction for Y Care to take: a clearer focus and one most directly likely to help them achieve a greater voice, control over decisions affecting them, and a better future.
We are building global impact through increasingly coordinated and effective action from our own team and the dedicated efforts of our YMCA and other partners. Together, we are determined to expand our impact and widen our partnerships in delivering practical results.
As we build on our progress from the past year, we value ever more greatly the generosity and loyalty of our donors and partners. Your investment in our programmes means that 100,000 more young people are better able to benefit from real opportunities and lasting changes in their lives.
Now we have further important priorities. We plan to increase the say of young people in our work. We are seeking to work more effectively with a wider range of organisations and to share
David French, Chair
Photo: Zibran Choudhury/YCI Photo: Kate Bower/YCI Photo: APAY
Photo: Jack Hamilton/YCI
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Our mission is vital. The need for greater and deeper investment directly to young people serving their communities is increasingly urgent.
Photo: Zibran Choudhury/YCI20 21
Improving access to innovation in hard to reach communitiesWe are supporting partners in Sierra Leone to train over 1,200 vulnerable young people with skills to set up small enterprises or find employment. Through a coalition of six UK and Sierra Leonean partners, we developed a series of innovations to harness the power of technology to reach the most marginalised. We are seeking investors to continue this project over the next two years and make this model available for other communities.
Investing in the future of rural livelihoods Most rural households in countries like Nicaragua, where nearly one in four live in poverty, rely on agriculture. Environmental changes, food insecurity and unemployment can lead to young people migrating to Europe. So we and our YMCA partners are scaling up pilot initiatives to improve rural livelihoods. New approaches include working with local authorities to promote access to land, creating specialist youth training centres, and improving nutrition and health.
Investment will provide agricultural training programmes to increase crop yields and improve young people’s technical skills. Creating agri-businesses to match their training will pave the way to sustainable incomes. Skills and knowledge help ensure communities are more resistant to natural disasters and can adapt to climate change.
Improving life in slum communitiesIn Liberia, we will continue to work in slums to support young women in business, and new and upcoming graduates to get into work and share their new skills with hundreds of other young people. Peer educators will raise awareness about the importance of good hygiene and disaster risk reduction, and work with the authorities to improve living conditions.
Collaboration with YMCAs and other partners in the countries where we work allows for a trusted presence in the heart of the community. Their commitment and hard work, alongside our staff, volunteers, and generous supporters, mean we have significant achievements on which to build.
We are redeveloping our youth enterprise and employability operating model to ensure that we provide the world’s most vulnerable young people with the best chance of successfully securing employment or setting up a business. Young people remain at the heart of what we do, and we will be proactively developing innovations and collaboration.
Prioritising access to work for young people on less than $1.25 a dayWe will focus on investing in programmes for long-term reduction of poverty in marginalised communities.
In the Occupied Palestinian Territories, we plan to support hundreds of young women and men with disabilities in seven West Bank districts to start earning. They will learn about their legal rights to make sure disability laws are put into practice, while families, employers and government officials will be more responsive to their needs. We also plan to develop our Bethlehem University mentoring scheme, so more women have better business prospects and there is a shift from long-standing traditional cultural attitudes. More income will benefit 560 people.
Looking Ahead
Young people remain at the heart of what we do
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Although the world is not in an easy state, so many people share a deep commitment to the needs and opportunities of the most vulnerable. This is the hope that we can share even in the darkest moments.
In the climate of growing uncertainty from crises at home and worldwide, we value ever more greatly the generosity and loyalty of all our supporters who invest in the lives of young people. This is the best way to ensure that they get a real, more equal share and to deliver a sustainable future.
It is with very deep gratitude that, again, I would like to thank our supporters and all who make this work possible.
Thank you
Terry Waite, President
The hopes and fortunes of young people seem increasingly imperilled as the world grows more volatile and uncertain. Faced with the tragedies of terrible violence, corruption, and exploitation the lack of opportunity threatens millions of young men and woman.
These young people did not choose to be made vulnerable by where they were born, or to face the terrible impacts of conflict, natural disasters, and climate change. Yet many ordinary but very remarkable young people demonstrate how even those on the margins of life can help themselves and bring about dramatic changes.
I continue to be very proud of what Y Care International is striving to achieve despite the challenges that we face. The young people from Colombia, Liberia, Madagascar, Myanmar, Nicaragua and Pakistan who tell their own stories here are just a few among the many thousands who demonstrate success in their own communities.
Thank You
Photo: Jonathan Tait/YCI22 23
Institutional Donors European Commission Department for International Development
Major SupportersBig Lottery Fund Comic Relief Maurice and Hilda Laing Charitable TrustMedicor FoundationSwedish Postcode FoundationThird Millennium FoundationTuring FoundationYWCA-YMCA of Sweden / SMC-SIDA
Trusts and FoundationsAnn Jane Green TrustAustin Bailey FoundationBenham Charitable Settlement Bower TrustBridgewater Charitable TrustBryan Guinness Charitable TrustCandap TrustCarron Charitable SettlementCB & HH Taylor 1984 Memorial TrustD M Charitable TrustEleanor Rathbone Charitable TrustFresh Leaf Charitable FoundationGreenwood Christian TrustHarapan TrustInchyre TrustLorimer TrustLotex FoundationMadeline Mabey TrustMiss Patricia Ann Herbert Charitable FoundationMrs Jean S Innes Charitable TrustPark House Charitable TrustPennycress TrustRoger Raymond Charitable TrustSaved to Serve TrustThe Alan and Babette Sainsbury Charitable FundThe Allan Charitable TrustThe David and Claudia Harding FoundationThe Dorfred Charitable TrustThe Evan Cornish FoundationThe Forest Hill Charitable TrustThe Fulmer Charitable TrustThe Jake Memorial Charitable TrustThe J S F Pollitzer Charitable TrustThe Madeline Mabey TrustThe Makers of Playing Cards Charity The Sir James Reckitt CharityThe Stephen Clark 1957 Charitable TrustThe Wenhaston Charitable TrustThoolen Foundation
Trinafour TrustTyldesley Charitable SettlementWestcroft TrustWilliam A Cadbury Charitable TrustWilliam Brooke Benevolant FundWorshipful Company of World Traders
Building Societies (Emergency Appeals) & Corporates Coventry Building SocietyNationwide Building Society Kohlberg Kravis Roberts & Co. L.P.
YMCA supportYMCA London South WestBridgewater YMCAGerman YMCAThames Gateway YMCAYMCA TollcrossHigh Wycombe YMCAHumber YMCAFairthorne YMCAYMCA Porthcawl
Our Thanks
Trevor Fitzpatrick who completed Prudential Ride London to raise funds for YCI Photo: Ana Stojanovic/YCI
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YMCA IrelandYMCA Black Country Newbury YMCAGatehouse of Fleet YMCASomerset Coast YMCAOrrell YMCAY’s Men International
Pro bono support Roast Foundation Martin DownBen Tucker, Minerva SearchThe Hospital Club Mr & Mrs Dine & Marjorie Glasgow
AmbassadorsIqbal Wahhab, Founder of Roast and the Cinnamon Club Clive Knowles, Chairman of Black Country Metalworks Clive Bailey, Chairman of the Austin Bailey Foundation Sue Walter, CEO of The Hospital Club
“Over the last year we have been supporting Y Care International’s work in Colombia with Thoolen Foundation and Medicor Foundation. We have been really pleased with how the project has been progressing and are extremely pleased to see how our funding has made such a difference to the lives of the most vulnerable young people in Colombia.”Markus Fivian, Lotex Foundation
Photo: The KKR running team
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unpredictability. However, we in the same period have seen growth in unrestricted support from trusts, foundations, companies and our domestic YMCA partners. We are very grateful to all our supporters for their commitment to our work throughout the year.
ExpenditureTotal spending in the year under review reduced to £6.0 million, down from £6.5 million the previous year. This variation is largely driven by timing in distribution of restricted funds from institutional donors to our partners overseas (£2.9 million in 2016/17 compared to £3.6 million in 2015/16).
Of our expenditure, 89% was spent on our charitable activities, and of this, 97% is spent on our core international programmes and our youth volunteering programme the International Citizen Service. YCI provided £0.06 million to emergencies this year.
To ensure long term sustainability of the charity we increased investment in fundraising by 1.6% to
IncomeY Care International’s total income was £5.9 million, a small decrease of 6% from the previous year.
Restricted income for YCI’s development programmes remained steady at £3.2million compared to £3.2 million in 2015/16. Income for emergency programmes decreased significantly to £0.03 million from £0.19 million the previous year reflecting the understandably erratic nature of emergency appeals.
Unrestricted income slightly declined to £2.7 million in the year under review from £2.9 million in 2015/16. This includes funding from the International Citizen Service programme: a contract delivered as part of a consortium led by Voluntary Services Overseas (VSO) on behalf of the UK Department for International Development.
As with many other organisations, the current economic context continues to challenge individual giving which reduced to £0.6 million. Similarly legacy income reduced from £0.6 million to £0.3 million reflecting its inherent
Financial Review
Photo: Hannah Maule-Ffinch/YCI 26
£0.66 million. This investment allows us to ensure we have the right mix of income to achieve our mission and reach more vulnerable people. This investment will be sustained in years to come as we lay firmer foundations for future growth in programme activities.
Fundraising, overhead, and administrative support costs were controlled within budget. They remain a subject of continuous review to ensure efficiency and optimal return on investment.
Cash flowDue to the manner in which restricted institutional donor income is received by the organisation, we can experience significant swings in our net cash flow between years. Under the period under review, debtors remained stable at £1 million of which the majority was attributable to both legacies and restricted projects income received after the year end.
ReservesTotal reserves at 31 March 2017 stood at £2.4 million. This included £0.8 million of restricted income held for multi-year projects and £0.09
million for emergency appeals. Unrestricted reserves of £1.5 million included funds retained for our co-financing obligations, new developments in our work with young people, and support to strengthen our partners. They help us to invest in raising funds to ensure the long term sustainability of the organisation. These funds may also be used to aid cashflow due to delays in receipt of restricted funds from institutional donors.
General funds and ongoing concern YCI remains on a sound financial footing overall. We have ended the year in a satisfactory position in relation to financial commitments and our general funds‘ balance. The Trustees consider that Y Care International has sufficient assets to meet its obligations as they arise. The charity currently has adequate financial resources and the structures in place to manage the business risks. The charity’s budgeting and forecasting processes have taken into consideration the current economic climate and its potential impact on both our various sources of income and expenditure. The Trustees remain committed to a financial plan that maintains a sustainable financial basis while seeking overall growth in income in response to the highly competitive environment.
Post Year End eventsThere have been no significant events affecting the organisation‘s finances since the year-end.
Photo: Jack Hamilton/YCI
Photo: Zibran Choudhury/YCI
2726
Overall strategy and policy for YCI are agreed by the Board of Trustees, advised by the Chief Executive and Senior Management Team who attend trustee meetings. At March 2017, there were 14 Trustees. Trustees met more than 13 times during the year, either as a full Board or in sub-committees. The Chief Executive is responsible to YCI’s Board for the charity’s operational leadership. To facilitate effective operations, the Chief Executive has delegated authority, within terms of delegation approved by the Trustees, for operational matters including finance, employment and programme performance. As of March 2017, the staff team comprises 42 staff (2016: 31); of which 8 are ICS Assessors working part-time and irregularly.
Y Care International’s Memorandum and Articles of Association state that YCI shall have a minimum of four and a maximum of 16 Trustees. Elected officers of the Board are the Chair, Deputy Chair and Treasurer. Appointed Trustees are recruited by open advertisement to ensure the widest field of applicants. The President of YCI, who is appointed by the Trustees, is an ex-officio member of the Board, while the National Councils of YMCAs of England, Ireland, Scotland and Wales may each nominate one Trustee. The remaining ‘appointed Trustees’ serve an initial term of three years and may be reappointed for a second consecutive three-year term, after which they must remain out of office for at least one year.
Trustees periodically review governance arrangements to ensure that appropriate structures and mechanisms are in place as the charity evolves. In the year, there were two sub-committees of the Board – the Finance, Audit and General Purposes Committee and the International Programmes Committee – each of which is chaired by a Trustee. Other Trustees are encouraged to join a sub-committee, which may also appoint members with relevant expertise from outside the Board.
The Finance, Audit and General Purposes Committee makes recommendations to the Board on managing of finances, risk and resources, including human resources and organisational development. The Chair of the Committee up until 27 September 2016 was Jonathan Orchard and from this point was Mel Zuydam. The International
Our purposeY Care International’s (YCI) charitable objects, set out in its Memorandum and Articles of Association, are to support international, youth-focused emergency relief and development programmes. These programmes work with and support young people in relation to employment training, enterprise development, health, justice, resilience and youth leadership. We also seek to equip young people with a better understanding of international relief and development work.
Our public benefitWe have considered the Charity Commission’s guidance on public benefit, when reviewing our aims and objectives and in planning future activities. The public benefit of YCI programmes and activities lies in supporting emergency relief and development programmes to benefit young people who are in need in many countries across the world, and in helping young people in the UK to understand and take action on the challenges faced by other young people globally. These programmes and activities are supported and delivered irrespective of the background of the individuals and groups who benefit from them, and are free of charge to the beneficiaries. The Trustees therefore confirm that in their opinion Y Care International fully satisfies the public benefit test.
StructureYCI is a charitable company limited by guarantee. It was established as a department of YMCA England on behalf of the YMCA movements in the UK and Ireland in 1984. It was incorporated on 18 May 2000 and became independent from YMCA England (in which it had previously been constitutionally embedded) with effect from 1 April 2005. While an independent charity, YCI remains within the YMCA movement and has associate membership status of the World Alliance of YMCAs.
Governance and managementYCI is governed by its Memorandum and Articles of Association, amended by Special Resolution dated 9 May 2005.
Structure, Management & Governance
28
Programmes Committee makes recommendations to the Board on the strategic direction, policy and focus of YCI’s international work. The Chair of the Committee is Sally Hartley. YCI’s performance for the International Citizen Service programme and wider youth engagement in the UK and Ireland were reported both to the International Programmes Committee and directly to the Board.
Related parties and co-operation with other organisationsNone of our Trustees receive remuneration or other benefit from their work with the charity. Any connection between a Trustee or senior manager of the charity with a contracted supplier or grant holder must be disclosed to the full board of Trustees in the same way as any other contractual relationship with a related party.
In the current year related party transactions were reported in relation to Denise Hatton, Chief Executive of YMCA England and Wales, Y Care International trustee and nominated by YMCA England and Wales, who has now resigned and replaced by Tim Fallon. During the year, Y Care International purchased payroll and HR services from YMCA England and Wales at a total cost of £17k (2016: £22k). There was no outstanding payment at year-end owed to YMCA England and Wales. Furthermore, Paul Young (who has since resigned as a trustee) was employed by our landlord.
Pay policy for senior staffThe board of directors, who are YCI’s trustees, and the senior management team comprise the key management personnel of the charity in charge of directing and controlling, running and operating the charity on a day to day basis. All Trustees give of their time freely and no Trustee received remuneration in the year. The charity reimburses reasonable expenses incurred in the course of acting as a trustee, including travel and accommodation expenses required to attend meetings, training and orientation costs. Every effort is made to ensure costs are modest.
Details of directors’ expenses and related party transactions are disclosed in notes 3.2 and 13 to the accounts.
The pay of the senior staff is reviewed annually and, along with other staff, may be increased in line with inflation or an amendment to Inner London Weighting. In view of the nature of the charity, the directors benchmark against pay levels in other similar sized charities. The
remuneration bench-mark is the market median, unless they have a specific business reason for aligning the post differently in light of the level of responsibility, difficulty in recruiting for that type of role or market conditions. If recruitment has proved difficult in the recent past, a market addition is also paid with the pay maximum no greater than the highest benchmarked salary for a comparable role. Details of senior staff pay are disclosed in note 3.5 to the accounts.
Recruitment and training of TrusteesWhen new Trustees are appointed, they receive an induction programme in which they meet with staff from across YCI. They are also provided with relevant background briefing information, including links to information on legal obligations under charity and company law, the Charity Commission guidance on public benefit, the Memorandum and Articles of Association, the organisation’s strategy, annual plan and recent financial performance of the charity. They also receive an up-to-date Trustee Handbook containing a Trustee Code of Conduct, information about the roles and responsibilities of the Board and its officers, sub-committees’ terms of reference and delegated powers, the job description of the Chief Executive and his/her delegated powers, and criteria for performance measurement.
External representation and leadershipThe Board and Chief Executive are supported by the President, Ambassadors, and Development Group to raise profile, public awareness and resources for our work with young people.
Reserves policy The Trustees have reviewed YCI’s reserve requirements and have updated the reserves policy accordingly. In the view of the Trustees, the nature of the organisation is such that the risk of unforeseen calls on funds requires YCI to maintain a level of general funds of a minimum of £650,000.
This reserve covers our contractual and working capital requirements for three months of operating costs. It also includes an allowance for other significant potential financial risks to which YCI is exposed including our co-financing commitments on institutionally funded contracts and foreign exchange risk. In addition, trustees have carried forward £42,000 generated from previous year’s International Citizen Service delivery to fund ongoing delivery of current ICS contractual requirements.
2928
of young people. YCI may also provide grant funding to YMCAs and other youth-focused organisations in the UK and Ireland for projects which raise awareness of global issues and/or which support young people to advocate for change. No grants are given to individuals.
Where there are limited or no YMCA structures for humanitarian relief implementation, grants for emergency work are made through other agencies, primarily through the Action by Churches Together (ACT) Alliance.
Investment policyFunds are placed on deposit until they need to be transferred to the project. Due to the nature of our activities, funds may be required to be transferred at short notice.
Pension deficit As explained in note 10, the multi-employer defined benefit YMCA Pension Plan was closed to new members and future benefit accruals with effect from 30 April 2007. The valuation as at 1 May 2014 showed that the scheme was underfunded and this deficit has been allocated between participating employers, of which YCI is one, on the basis of pensionable service. We hold reserves to fund any additional costs of delivering these pensions. Payments are anticipated to continue for a 12-year period from May 2015. This pension plan has been replaced by a defined contribution group pension plan for current members of staff.
Volunteers Volunteers are engaged by Y Care International mainly though the International Citizen Service (ICS). Specific policies and procedures govern their selection, training, placement and return, and all aspects of safety and security in line with the ICS contract with VSO and DFID. During the year, 206 volunteers started a twelve week placement (2016: 194). In addition, volunteers are deployed in the offices of YCI itself occasionally. Their work is governed by a Volunteer Policy and an agreement with the individual. They work normal office hours or as varied by agreement. During the year, 5 volunteers worked in our office (2016: 9). Total volunteers’ contribution in terms of hours is estimated as equivalent to 54 full-time staff (2016:58).
At the year-end, three projects were in deficit by a total of £47,439 (£18,688, £15,256 and £13,495 respectively) (2016: £80,076). The Trustees are satisfied that these deficits are due to expenditure being incurred before the receipt of restricted programme income, and that these deficits will be cleared by future restricted income within the following financial year.
Reserves held in excess of this minimum amount provide scope for YCI to achieve its strategy through developing new projects and new income streams. The total amount of general funds reserves held at year end was £1.5m. This is in large part due to the receipts of unforeseen and exceptional legacy income. The trustees are committed to utilising these funds in a responsible manner in pursuit of our charitable objects. This includes:
investment in our fundraising and marketing capacity to diversify our income and secure longer-term financial sustainability
provide support to our international partners which can be difficult to secure other funding for, such as staff training or research, so as to increase our impact with young people
enable flexibility so we may underwrite financial transfers to our international partners for co-financing institutional funded projects whilst other restricted funds are sought.
provide working capital as pre-financing for our international partners before receipt of funds, due to the nature of restricted institutional cash flows from back donors. This reduces disruption or delay in providing essential support to vulnerable young people.
allow us, if we believe necessary, to respond to any natural disaster or emergency at short notice before public funds are received.
We continue to be mindful as to whether we can leverage funds through socially responsible investment which contribute towards our vision and charitable purposes.
Grants policyY Care International provides grant funding for development projects - primarily through recognised YMCAs and other partners where appropriate - in countries in Africa, Asia, the Middle East, Latin America and the Caribbean. YCI grants are given primarily for youth-focused development work and emergency relief, targeted at particularly vulnerable groups
30
Framework sets out our approach to managing risk and how Trustees can be assured that internal controls and actions can mitigate risks. A more detailed operational risk register is maintained which sets out identified risks and actions to mitigate these. This register is routinely reviewed by YCI’s Finance, Audit and General Purposes Committee.
Transparency and accountabilityYCI maintained membership of the Fundraising Standards Board during 2016. The Fundraising Regulator assumed responsibility for regulating fundraising from 7th July 2016 and subsequently YCI maintained membership of The Fundraising Regulator. This ensures that members of the public have a route for redress where they are unhappy about any of our fundraising.
Any UK Government funding for international development programmes is reported in line with the International Aid Transparency Initiative using the website aidstream.org to upload relevant information.
Copies of relevant policies and procedures are available on our website or upon request.
Subsidiary undertakingThe subsidiary trading company (Y Care Limited, registered company number 3577655) was formed to undertake trading activities on behalf of Y Care International. This company was dormant throughout the year.
Safeguarding and security managementYCI takes its commitment to protecting and promoting the health, wellbeing and security of all engaged in our work seriously. The Deputy CEO acts as safeguarding and security lead. We have a comprehensive Working with Children and Young People’s Policy and Procedures which detail how we safeguard and protect children, young people and vulnerable adults from harm and abuse. In the year under review, we had no significant safety or security incidents or near misses which required reporting to regulators.
Risk management The Board has overall responsibility for ensuring that YCI has appropriate systems of controls, financial and otherwise. The Board is responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity to enable them to ensure that the financial statements comply with the Companies Act 2006.
The Board is also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities, and providing reasonable assurance that:
the charity is operating efficiently and effectively
its assets are safeguarded against unauthorised use or disposition
proper records are maintained and financial information used within the charity or for publication is reliable
the charity complies with relevant laws and regulations
The systems of internal control are designed to provide reasonable, but not absolute, assurance against material misstatement or loss. They include:
a strategic plan and budget approved by the Board
regular consideration by the Board of financial results, variance from budgets and non-financial performance indicators
delegation of authority and segregation of duties
identification and management of financial and operational risks by the Board and line management.
documented systems of internal financial controls and procedures that are reviewed regularly by financial management
procedures to ensure the completeness and accuracy of accounting records and document the ways in which the trustees have delegated financial authority within defined limits
The Board operates a formal risk management process to assess business risks and approve risk management strategies. A Strategic Risk
3130
Senior management Adam Leach, Chief Executive
Tom Burke, Deputy Chief Executive/Advocacy Director
Harriet Knox, International Programmes Director (maternity leave, December 2016)
Susannah Taylor, Interim International Programmes Director (from December 2016)
Maria Andrews, Head of Fundraising (resigned August 2016)
Jacqui Clinton, Director of Fundraising and Marketing (appointed January 2017)
Registered office3rd Floor, 67-69 Cowcross Street, London, EC1M 6BP
AuditorsPKF Littlejohn LLP, 1 Westferry Circus, Canary Wharf, London, E14 4HD
BankersBarclays Bank plc, Charities Team, Level 2, 81 Churchill Place, London, E14 5HP
Fortis Bank, Bavaria House, 13-14 Appold Street, London, EC2A 2DP
Royal London Cash Management, 55 Gracechurch Street, London, EC3V 0RL
SolicitorsBates, Wells and Braithwaite, Cheapside House, 138 Cheapside, London, EC2V 6BB
Registered charity number 1109789 Company number 3997006
President Terry Waite, CBE
TrusteesThe directors of the charitable company are its trustees for the purposes of charity law. The Trustees who have served during the year and since the year end were as follows:
David French (Chair) (appointed July 2016)
Andrew Templeton (nominated by YMCAs in Wales, October 2016)
Brian Murtagh (nominated by YMCA Ireland, October 2016)
Ben Tucker (appointed March 2017)
Denise Hatton (YMCA England nominated, resigned November 2016)
Emma Stone (appointed September 2010)
Grace Conacher (appointed March 2015)
James Holian (appointed March 2017)
Jonathan Orchard (Treasurer/Chair, Finance, Audit and General Purposes Committee, resigned March 2017)
Kerry Reilly (nominated by YMCA Scotland, June 2015)
Mel Zuydam (appointed June 2016; Chair of the Finance, Audit and General Purposes Committee September 2016)
Michaela Kelly (appointed October 2015)
Miriam Jackson (resigned March 2017)
Paul Young (Deputy Chair, resigned March 2017)
Peter Liu (appointed October 2015)
Sally Hartley (Chair of International Programmes Committee)
Steven Buckley (resigned December 2016)
Tim Fallon (nominated by YMCA England, December 2016)
Legal & Administrative Details
32
information included on the Charitable Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of the Financial Statements may differ from legislation in other jurisdictions.
Statement of disclosure to auditorsa) So far as the Trustees are aware, there is no
relevant audit information of which YCI’s auditors are unaware; and
b) They have taken all the steps they ought to have taken as Trustees in order to make themselves aware of any relevant audit information and to establish that YCI’s auditors are aware of that information.
AuditorsA resolution for the appointment of auditors will be proposed at a future meeting of Trustees.
AppreciationAll at Y Care International, Trustees, staff and volunteers, are encouraged in our work by the vision and determination of our international partners, who work in many very challenging situations.
On behalf of the charity, the Trustees express their sincere gratitude to our many generous supporters and to our founding chair and President, Terry Waite and our Ambassadors.
These reports and accounts have been prepared in accordance with the special provisions of part 15 of the Companies Act relating to small entities.
Approved by the Trustees on 5th October 2017 and signed on their behalf by:
David French, Chair 5th October 2017
The Trustees are responsible for preparing the Annual Report and the Financial Statements in accordance with applicable law and regulations.
Company law requires the Trustees to prepare financial statements for each financial year. Under that law the Trustees have prepared the Group and Parent Charitable Company Financial Statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law).
Under company law, the Trustees 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 Group and the Parent Charitable Company and of the incoming resources and application of resources, including income and expenditure, of the Group and Parent Charitable Company for that period.
In preparing these Financial Statements, the Trustees are required to:
select suitable accounting policies and then apply them consistently
make judgments and accounting estimates that are reasonable and prudent
state whether applicable UK Accounting Standards have been followed, subject only to 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 business.
The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charitable Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Charitable Company and the Group, 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 the Group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
The Trustees are responsible for the maintenance and integrity of the corporate and financial
Trustees’ Statement of Responsibilities
3332
Scope of the audit of the financial statementsAn audit involves obtaining evidence about the amounts and disclosures in the financial statements sufficient to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or error. This includes an assessment of: whether the accounting policies are appropriate to the group’s and the parent charitable company’s circumstances and have been consistently applied and adequately disclosed; the reasonableness of significant accounting estimates made by the trustees; and the overall presentation of the financial statements. In addition, we read all the financial and non-financial information in the Trustees’ Annual Report to identify material inconsistencies with the audited financial statements and to identify any information that is apparently materially incorrect based on, or materially inconsistent with, the knowledge acquired by us in the course of performing the audit. If we become aware of any apparent material misstatements or inconsistencies we consider the implications for our report.
Opinion on financial statementsIn our opinion the financial statements:
give a true and fair view of the state of the group’s and the parent charitable company’s affairs as at 31 March 2017, and of the group’s incoming resources and application of resources, including its 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.
Opinion on other matter prescribed by the Companies Act 2006In our opinion, the information given in the Trustee’s Annual Report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
We have audited the financial statements of Y Care International for the year ended 31 March 2017 which comprise the Consolidated Statement of Financial Activities, the Consolidated and Parent Charitable Company Balance Sheets, the Consolidated Cash Flow Statement and the related notes. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including FRS 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’.
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 and to the charitable company’s trustees, as a body, in accordance with regulations made under Section 154 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charitable company’s members and its trustees 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 its trustees as a body, for our audit work, for this report, or for the opinions we have formed.
Respective responsibilities of trustees and auditorAs explained more fully in the Trustees’ Responsibilities Statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. We have been appointed auditor under the Companies Act 2006 and Section 151 of the Charities Act 2011 and report in accordance with those Acts. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.
Independent Auditor’s Report
34
the Trustees Annual Report has been prepared in accordance with applicable legal requirements.
Matters on which we are required to report by exceptionIn the light of our knowledge and understanding of the group and its environment obtained in the course of the audit, we have not identified any materials misstatements in the Trustees’ Annual 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:
the parent charitable company has not kept adequate and sufficient accounting records, or returns for our audit have not been received from branches not visited by us; or
the parent charitable company 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
the trustees were not entitled to prepare the financial statements in accordance with the small companies regime and take advantage of the small companies exemption from the requirement to prepare a Strategic Report
Karen Thompson (Senior statutory auditor) For and on behalf of PKF Littlejohn LLP
1 Westferry Circus Canary Wharf London E14 4HD
PKF Littlejohn LLP is eligible to act as an auditor in terms of Section 1212 of the Companies Act 2006
10th October 2017
3534
Consolidated Statement of Financial ActivitiesFo
r The
Yea
r End
ed 3
1 M
arch
201
731
Mar
ch 2
017
31 M
arch
201
6Un
rest
ricte
dRe
stric
ted
Fund
sTO
TAL
Unre
stric
ted
Rest
ricte
d Fu
nds
TOTA
LFu
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Inte
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iona
lU
K/Ir
elan
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Inte
rnat
iona
lU
K/Ir
elan
d
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genc
y Pr
ogra
mm
esDe
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pmen
t Pr
ogra
mm
esYo
uth
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k Pr
ojec
tsEm
erge
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Prog
ram
mes
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lopm
ent
Prog
ram
mes
Yout
h W
ork
Proj
ects
Not
e:£
££
££
££
££
£
Inco
me
from
:
Don
atio
n an
d le
gaci
es
2.1
1,
028,
713
26,0
72
353,
236
- 1,
408,
021
1,28
0,54
3 18
4,72
5 34
7,34
1 -
1,81
2,60
9 C
harit
able
act
iviti
es
2.2
1,
669,
269
- 2,
835,
724
- 4,
504,
993
1,59
5,20
9 -
2,86
3,79
6 -
4,45
9,00
5 In
vest
men
ts
1,34
5 21
2 1,
878
- 3,
445
10,3
09
1,15
5 5,
155
- 16
,618
Tota
l inc
ome
2,6
99,3
37
26,
284
3,1
90,8
38
- 5
,916
,459
2
,886
,061
1
85,8
80
3,2
16,2
92
- 6
,288
,233
Exp
endi
ture
on:
Rai
sing
fund
s
3.1
6
62,5
22
4,3
13
- -
666,
835
641
,739
1
4,80
6 -
- 65
6,54
5 C
harit
able
act
iviti
es
3.2
2
,287
,091
5
4,84
6 2
,973
,570
-
5,31
5,50
7 1
,858
,133
2
79,4
19
3,6
72,7
63
- 5,
810,
315
Tot
al e
xpen
ditu
re
2,9
49,6
13
59,
159
2,9
73,5
70
- 5
,982
,342
2
,499
,872
2
94,2
25
3,6
72,7
63
- 6
,466
,860
Net
inco
me
/ (ex
pend
iture
) (2
50,2
76)
(32,
875)
217,
268
- (6
5,88
3)38
6,18
9 (1
08,3
45)
(456
,471
) -
(178
,627
)
Tra
nsfe
rs b
etw
een
fund
s
11(3
3)(9
,119
)9,
152
- -
(91,
638)
(134
,301
)22
5,93
9 -
-
Mov
emen
t in
fund
s (2
50,3
09)
(41,
994)
226,
420
- (6
5,88
3)29
4,55
1 (2
42,6
46)
(230
,532
) -
(178
,627
)
Reco
ncili
atio
n of
fund
s:
Tota
l fun
ds b
roug
ht fo
rwar
d 1
,740
,204
13
6,59
5 61
0,65
8 22
,568
2,
510,
025
1,4
45,6
53
379,
241
841,
190
22,5
68
2,68
8,65
2
Tot
al fu
nds
carr
ied
forw
ard
1,4
89,8
95
94,
601
837
,078
2
2,56
8 2
,444
,142
1
,740
,204
1
36,5
95
610
,658
2
2,56
8 2
,510
,025
All
inco
me
and
expe
nditu
re d
eriv
es fr
om c
ontin
uing
act
iviti
es.
The
re w
ere
no o
ther
gai
ns o
r los
ses
durin
g th
e ye
ar o
ther
than
thos
e sh
own
abov
e.
36
Consolidated and Charity Balance SheetsFo
r The
Yea
r End
ed 3
1 M
arch
201
731
Mar
ch 2
017
31 M
arch
201
6U
nres
tric
ted
Fund
sRe
stric
ted
Fund
sGR
OU
P TO
TAL
CH
ARIT
YU
nres
tric
ted
Fund
sRe
stric
ted
Fund
sGR
OU
P TO
TAL
CH
ARIT
YN
ote:
££
££
££
££
Fixe
d as
sets
Tang
ible
ass
ets
5
31,
639
- 3
1,63
9 3
1,63
9 8,
491
- 8,
491
8,49
1 In
vest
men
t in
y ca
re li
mite
d6
- -
- 1
,000
-
- -
1,00
0 3
1,63
9 -
31,
639
32,
639
8,49
1 -
8,49
1 9,
491
Curr
ent a
sset
sDe
btor
s7
288
,098
7
06,8
14
994
,912
9
94,9
12
509,
928
449,
232
959,
160
959,
160
Cash
at b
ank
and
in h
and
1,6
72,1
93
306
,776
1
,978
,969
1
,977
,969
1,
899,
980
432,
343
2,33
2,32
3 2,
331,
323
Tota
l cur
rent
ass
ets
1,9
60,2
91
1,0
13,5
90
2,9
73,8
81
2,9
72,8
81
2,40
9,90
8 88
1,57
5 3,
291,
483
3,29
0,48
3
Curr
ent l
iabi
litie
s8
334
,265
5
9,34
3 3
93,6
08
393
,608
50
0,32
5 11
1,75
4 61
2,07
8 61
2,07
8
Net c
urre
nt a
sset
s 1
,626
,026
9
54,2
47
2,5
80,2
73
2,5
79,2
73
1,90
9,58
4 76
9,82
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4 76
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Gene
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,895
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3736
Consolidated Balance Sheet as at 31 March 2017
Group statement of cash flows for the year ended 31 March 2017
2017 2016Note: £ £
Cash flows from operating activities:Net cash provided by (used in) operating activities 12 (322,314) (233,705)Cash flows from investing activities:Dividends, interest and rents from investments 3,445 16,618Purchase of property, plant and equipment (34,485) (1,338)Net cash provided by (used in) investing activities (31,040) 15,280Cash flows from financing activities:Repayments of borrowing - (150,000)Net cash provided by (used in) financing activities - (150,000)
Change in cash and cash equivalents in the year to March 2017 (353,354) (368,425)Cash and cash equivalents at April 2016 12 2,332,323 2,700,748Cash and cash equivalents at March 2017 12 1,978,969 2,332,323
38
Notes to the Accounts For The Year Ended 31 March 2017
1 Accounting Policies
1.1) General information and basis of preparationY Care International is a charitable company limited by guarantee and incorporated in the United Kingdom. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address of the registered office is given in the charity information on page 3 of these financial statements. The nature of the charity’s operations and principal activities are included in the Trustees’ Report.The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Practice as it applies from 1 January 2015.The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.
1.2) Preparation of accounts on a going concern basisThe trustees consider there are no material uncertainties about the charity’s or group’s ability to continue as a going concern and therefore the financial statements are prepared on that basis under the historical cost convention, modified to include certain items at fair value. The review of our financial position, reserves levels and future plans gives Trustees confidence the charity remains a going concern for the foreseeable future. The financial statements are prepared in Sterling which is the functional currency of the charitable company rounded to the nearest £.
1.3) Group financial statementsThese accounts report the performance of Y Care International (Incorporated) including its trading subsidiary, Y Care Limited which was dormant during the year. A separate Statement of Financial Activities and Income and Expenditure Account for the charity have not been presented because the charity has taken advantage of the exemption afforded by section 408 of the Companies Act 2006.
1.4) Income recognitionAll incoming resources are included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income, after any performance conditions have been met, when the amount can be measured reliably and when it is probable that the income will be received. Donations and gifts and are included in full in the Statement of Financial Activities when there is entitlement, probability of receipt and the amount of income receivable can be measured reliably. When there are conditions attached to the donation that require a level of performance before entitlement can be obtained, income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.Income from charitable activities is recognised as earned as the related services are provided.No amount is included in the financial statements for volunteer time in line with the SORP (FRS 102). Further details of the contribution of volunteers to the charity is given in the Trustees’ Annual Report. Legacy income is recognised when the charity becomes aware that probate has been granted, there are sufficient assets in the estate to pay the legacy and that any conditions
3938
Notes to the Accounts For The Year Ended 31 March 2017
attached to the legacy are either in control of the charity or have already been met. On occasion legacies will be notified where it is not possible to measure the amount expected to be distributed with sufficient reliability. On these occasions, the legacy is treated as a contingent asset and disclosed.
Income from government and other grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.
Investment income is earned through bank balances and holding assets for investment purposes. It includes interest and dividend. Interest income is recognised as the charity’s right to receive payment is established. Where significant bank balances are held on restricted funds pending transfer overseas, interest is allocated to the restricted fund.
1.5) Expenditure recognitionAll expenditure is accounted for on an accruals basis. Expenditure is recognised where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably. It is categorised under the following headings:
• Fundraising costs are those incurred in seeking voluntary contributions and is reflective of staff costs, other costs incurred in running fundraising campaigns and an apportionment of support costs;
• Expenditure on charitable activities includes international programmes, international citizenship service, advocacy and engagement, communications and an apportionment of support costs including governance costs;
• Other expenditure represents those items not falling into the categories above.
Grants payable to third parties are included in expenditure on charitable activities. Where unconditional grants are made, these amounts are recognised when a constructive obligation is created, typically when the recipient is notified that a grant will be made to them. Where grants are conditional on performance, then the grant is only recognised once any unfulfilled conditions are outside of the control of the charity.
Irrecoverable VAT is charged as an expense against the activity for which expenditure arose.
1.6) Support costs allocationSupport costs are those that assist the work of the charity but do not directly represent charitable activities and include office costs, governance costs, and project management costs tailored as appropriate. They are incurred directly in support of expenditure on the objects of the charity. Where support costs cannot be directly attributed to particular headings they have been allocated to cost of raising funds and expenditure on charitable activities on a basis consistent with use of the resources.
The analysis of these costs is included in note 3.
1.7) Foreign currenciesWhere donations are received in foreign currencies these are translated into sterling at the rate on the transaction date. This exchange rate is then used for the associated payments to projects. For other items, any expenditure in a foreign currency is translated into sterling at the rate on the transaction date. Funds held at the balance sheet date are translated at the rate of exchange prevailing at the year end date. Any gains/losses are charged to the relevant project.
40
1.8) Fixed assets and depreciationAssets over £1,000 purchased during the year with a useful life of more than one year are capitalised and a charge for depreciation made. Depreciation is calculated to write off the cost, less estimated residual value, of each asset over its expected useful life of 3 years (equipment) or 5 years (leasehold property) on the straight line basis.
1.9) Creditors and provisionsCreditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.
1.10) Operating leasesOperating lease payments are charged to the Statement of Financial Activities over the period of the lease.
1.11) Pension SchemeY Care International 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. The plan’s actuary has advised that it is not possible to separately identify the assets and liabilities relating to Y Care International, therefore the scheme is accounted for as a defined contribution scheme.As described in note 11 Y Care International has a contractual obligation to make pension deficit payments of £16,638 pa over the period to April 2027, accordingly this is shown as a liability in these accounts. In addition, Y Care International is required to contribute £2,704 pa to the operating expenses of the Pension Plan and these costs are charged to the Statement of Financial Activities as made.As described in note 10 a defined contribution scheme was set up from 1 October 2006 which all staff are eligible to join. Contributions are expensed as they become payable.
1.12) FundsUnrestricted funds are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements. Restricted funds include overseas projects and specific campaigns.
1.13) Project TransfersTransfers to projects are made from the project fund. Where specific income is not sufficient to cover the full costs, or where there is co-funding requirement, a transfer is made from general funds to cover the balance. Where income for a project is insufficient to cover the project expenditure a transfer is made from the general fund or other restricted funds where these can be properly reallocated to cover the deficit.
Notes to the Accounts For The Year Ended 31 March 2017
4140
Notes to the Accounts For The Year Ended 31 March 2017
2.1 Donations and legacies 2017 2016
£ £Individual giving 555,678 741,491 Legacies 320,038 612,760 Trusts, foundations and companies 468,377 302,455 Local YMCAs and other groups 45,321 11,165
Non-emergency 1,389,414 1,667,871
Emergency appeals 18,607 144,738
1,408,021 1,812,609
Income from donations and legacies were £1,408,021 of which £379,308 was attributable to restricted funds and £1,028,713 was attributable to unrestricted funds.
42
Notes to the Accounts For The Year Ended 31 March 2017
2.2 Grants Receivable
Grants receivable in the year comprise the following: 2017 2016Programme Funds: £ £Comic Relief:
Sierra Leone; Freetown; Empowering young slum dwellers for the social and economic transformation of slum communities
346,001 392,201
Sierra Leone: Freetown: Fighting Ebola in Slum Communities - - Young people as agents of change helping to transform slum settlements 10,047 - Guatemala; Inclusion of marginalized youth in Guatemalan society 4,634 64,875 Liberia and Sierra Leone: Supporting Youth Livelihoods - - Sierra Leone; Freetown; Kadiatu and Kroo Bay Grant - - Liberia: Ebola Emergency Response in Monrovia - - Zambia: Empowering Young Women 197,755 341,961 Protecting and rehabilitating vulnerable ‘at risk’ young people in Togo 168,971 230,267 Mobilising young people in Liberia and Sierra Leone to rebuild communities devastated by the Ebola outbreak
408,736 214,192
Fostering Innovative, resilient and socially responsible youth entrepreneurship in Sierra Leone 166,985 Department for International Development:
Occupied Palestinian Territories: Empowering Disabled Young People to Access their Rights in the West Bank
- -
Liberia: Securing healthy lives and sustainable livelihoods for vulnerable youth in rural Liberia 219,356 264,835 Liberia: Mobilising young slum dwellers to rebuild communities post Ebola (AidMatch) 126,490 10,987 Improving access to sexual reproductive health services and livelihoods 139,041 24,569 Pakistan - Increasing Financial Resilience and Economic Empowerment of Disadvantage Young Women and Promoting Gender Equality in Marginalised Communities of Umerkot Pakistan.
191,006 175,667
Big Lottery Fund:Nicaragua: Feeding the Next Generation: Supporting Young Nicaraguans to Become Productive, Sustainable Farmers
97,778 122,177
Liberia: Securing healthy lives and sustainable livelihoods for vulnerable youth in rural Liberia 57,166 64,189 Haiti: Strengthening livelihoods and disaster resilience for Haitian youth 204,579 177,689 Mitigating effects of El Nino in target communities in Haiti. 35,000 -European Commission:
Palestine: Empowering socially excluded young women in the OPT to become economically active and advocate for their rights with local decision makers
156,542 252,496
Empowering young women to increase their economic opportunities & participation in decision making in the “Seam Zones” of the West Bank
- 63,667
Liberia and Sierra Leone: Supporting Youth Livelihoods - - Togo: Support to human rights defenders addressing the mistreatment of young people in conflict with the law 29,262 111,879 Madagascar: Socio-economic empowerment of vulnerable young people 6,973 110,388 Myanmar; Empowering civil society to promote the enhanced socio-economic wellbeing of vulnerable young people
2,183 98,267
Sweden YM/YWCA (SMC / SIDA):Regional Multi-Country Health Programme for Young People, Africa - - Empowering young women to increase their economic opportunities & participation in decision making in the “Seam Zones” of the West Bank
- -
Palestine: Empowering socially excluded young women in the OPT to become economically active and advocate for their rights with local decision makers
78,084 100,268
Support to Street Children and Young People in Lusaka - 16,529 Others:
YMCA Ireland - Zambia: Support to Street Children and Young People in Lusaka - 4,402 Irish Aid: Support to Street Children and Young People in Lusaka - - GOAC - Bangladesh -Health Disaster Risk Reduction - 18,470 UNDP - Core support to the East Jerusalem YMCA Rehabilitation Programme - 3,821 VSO: International Citizenship Service - -Swedish Postcode - Pakistan - Increasing Financial Resilience and Economic Empowerment of Disadvantage Young Women and Promoting Gender Equality in Marginalised Communities of Umerkot Pakistan.
64,811 -
Other Non Institutional 124,324 -Total for Development Programme 2,835,724 2,863,796Totals for International Citizen Service as follows: 1,669,269 1,595,209TOTAL 4,504,993 4,459,005Income from charitable activities is comprised of contract and grant income (receivable) of £4,504,993 of which £2,835,724 is attributable to restricted funds and £1,669,269 is attributable to unrestricted funds.
4342
Notes to the Accounts For The Year Ended 31 March 2017
3 ExpenditureStaff Campaign Support 2017 2016
3.1 Raising funds Costs Costs Costs TOTAL TOTAL£ £ £ £ £
Fundraising costs:- Individual giving 118,308 397,414 42,868 558,590 475,364 - Companies and trusts 76,229 82 27,621 103,932 166,375 - Emergency appeals 3,166 - 1,147 4,313 14,806
197,703 397,496 71,636 666,835 656,545
£4,313 of the above ‘raising funds’ costs were attributable to restricted funds and £662,522 of the above costs were attributable to unrestricted funds.
3.2 Charitable activities Staff Non-staff Support 2017 2016expenditure expenditure Costs TOTAL TOTAL
£ £ £ £ £International Programmes:- Grants payable to partner organisations (note 4) - 2,547,582 - 2,547,582 3,237,634
- Project Management 540,888 23,823 160,575 725,286 1,005,272 - International Citizen Service 249,093 1,555,298 98,862 1,903,253 1,424,666
Advocacy & Engagement 109,464 (64,362) 21,781 66,883 85,453
Communications 45,993 9,327 17,183 72,503 57,290
945,438 4,071,668 298,401 5,315,507 5,810,315
Total resources expended 1,143,141 4,469,164 370,037 5,982,342 6,466,860
£3,028,416 of the above charitable activities costs were attributable to restricted funds and £2,287,091 to unrestricted funds. Support costs comprise the office management costs, premises costs and governance costs which are allocated across charitable activities based on staff numbers.Support costs incurred during 2016/17 is reported net of bad debts recovered totalling £109,728. Support costs excluding recovered bad debts totals £479,765 (2016: £496,801).Support costs incurred relating to grant making activities is classified within project management costs totalling £160,575.Advocacy & Engagement activities reports negative non staff expenditure of £64,362 reflective of cumulative interdepartmental recharges.Professional fees includes trustees indemnity insurance purchased at a cost of £2,404 (2016: £2,247).During the year, 5 members of the Y Care Board claimed expenses of £1,209 (2016: 2 members claimed £613 in total) in respect of the performance of their duties but no member of the Board received any remuneration for their services during the year.
3.3 Support costsBasis of allocaton: number of staff
Staff OfficeActivities Costs Administration Premises Governance 2017 2016
£ £ £ £ £ £Fundraising 21,833 23,390 21,424 4,449 71,636 131,338 Project Management 48,939 53,640 48,024 9,972 160,575 244,757 International Citizen Service 30,131 33,024 29,567 6,140 98,862 65,572 Advocacy & Engagement 6,638 7,276 6,514 1,353 21,781 35,443 Communications 5,237 5,740 5,139 1,067 17,183 19,691
Total 2017 112,778 123,610 110,668 22,981 370,037 496,801
Total 2016 112,040 244,894 88,031 51,836 496,801
44
3.4 Governance costs 2017 2016£ £
Audit costs (note 3.6) 9,000 34,088 Board and committee meetings 4,239 6,205 Strategic management 8,803 8,748 Legal & professional fees 939 2,795
22,981 51,836
3.5 Employee CostsThe staff costs shown in note 3 include programme related staff and comprise:
2017 2016 £ £
Wages & salaries 1,097,700 878,466 Social security costs 105,877 90,840 Defined benefit pension scheme deficit contributions 23,135 18,314 Defined contribution pension scheme contributions 29,207 22,675
1,255,919 1,010,295
The key management personnel comprises the senior leadership team and is made up of the following positions within the organisation:Chief Executive Deputy Chief Executive / Director of AdvocacyDirector - International ProgrammesHead of Fundraising The total remuneration, benefits and pensions paid to them in the year was:
2017 2016
£ £ Salaries 218,746 217,308 Employer NIC 23,464 25,511 Pension 6,172 5,512 Total 248,382 248,331
The number of employees who received total employee benefits (excluding employer pension costs of more than £60,000 is as follows:
2017 2016 Number Number
£70,000 to £80,000 1 1
One member of staff received remuneration within the range £70,000 to £80,000 during the year (2016: one within £70,000 to £80,000) who is an ordinary member of the pension scheme. Pension contributions of £5,512 (2016: £5,512) were made for this individual.The average number of UK contracted employees throughout the year was:
2017 2016Average Number
Full -time Equivalent
Average Number
Full -time Equivalent
Chief Executive 1.00 1.00 1.00 1.00 International Programmes 12.67 12.27 11.83 11.43 Fundraising 5.92 5.92 6.67 6.67 Communications 1.42 1.42 1.00 1.00 Advocacy and Engagement 2.00 1.80 2.00 1.80 International Citizen Service 8.17 8.17 3.33 3.33 Central Services 2.83 2.83 3.50 3.50
34.01 33.41 29.33 28.73
4544
Notes to the Accounts For The Year Ended 31 March 2017
3.6 Net Movement in FundsThe reported net movement in funds is stated after charging: 2017 2016
£ £Operating lease rentals:Property 93,849 72,500
Audit services (excluding VAT):- Current year 11,845 11,500- Current year extra audit provision/over accruals 155 3,500
12,000 15,000
Prior year - 19,088Prior year - over accrual (3,000) -Audit fee total 9,000 34,088
46
Notes to the Accounts For The Year Ended 31 March 2017
4 Grants PayableWherever possible Y Care International works with the local YMCAs. Where there is no active YMCA then Christian or other faith-based organisations are used. The number and aggregate amount of grants made during the year ended 31 March 2017, analysed by recipient were:
2017 2016No. £ No. £
AFRICA:CODOHSAPA 3 71,752 4 82,227 Liberia YMCA 14 586,018 15 479,426 Madagascar YMCA 4 (4,734) 10 180,751 Sierra Leone YMCA 7 205,114 7 555,536 Togo YMCA 13 244,094 11 215,739 Zambia YMCA - - 3 104,891 Zambia YWCA 1 97,798 4 85,554 Programme management & travel costs - - 7 20,178
1,200,042 1,724,302 LATIN AMERICA:Colombia YMCA 5 83,520 5 124,483 Guatemala YMCA 1 11,398 2 60,837 Nicaragua YMCA 3 87,462 4 89,580 IDEJEN 6 265,777 4 182,002 Latin America / Caribbean Alliance of YMCAs 1 3,487 - - Latin America Programme Management - - 4 3,110
451,644 460,012 ASIA:Bangladesh YMCA 2 2,402 4 12,410 Bangladesh YWCA 4 159,336 1 21,044 ACT Alliance (Nepal Earthquake) 1 11,760 3 124,390 Community World Service Asia 5 244,251 4 181,130 Myanmar YMCA 5 44,833 8 251,416 Philippines YMCA 1 15,319 5 61,364 ASIA Programme Management - - 2 6,312 World Alliance of YMCAs (Nepal Earthquake) - - 1 5,000 Sri Lanka YMCA 1 5,000 - -
482,901 663,066 MIDDLE EAST:ACT Alliance (Syria Crisis) - - 1 4,750 East Jerusalem YMCA 1 3,672 3 20,238 Gaza YMCA 1 8,743 1 12,294 Palestine YWCA 3 254,492 5 352,972
266,907 390,254 UNITED KINGDOM:On Our Radar 1 62,004 - - Computer Aid International 1 84,084 - -
146,088 -
Total 2,547,582 3,237,634
Total of grants paid to overseas partners 2,401,494 3,237,634
Total of grants paid to local partners 146,088 -
Total of programme grants paid (note 3.2) 2,547,582 3,237,634
Distribution of grants by project theme:- Livelihoods 1,083,944 1,375,424 - Health and wellbeing 834,542 1,052,954 - Resilience in crisis 80,951 146,736 - Youth justice 211,096 228,100 - Girls & Young Women 337,049 372,725 - Disaster Risk Reduction - 42,000 - Capacity building and other - 19,695
2,547,582 3,237,634
4746
Notes to the Accounts For The Year Ended 31 March 2017
5 Fixed Assets (Group and Charity)Leasehold Property
Equipment
Assets Under Construction
TOTAL
At cost: £ £ £ £As at 1 April 2016 2,969 105,529 - 108,498 Additions - 13,755 20,730 34,485 Disposals - - As at 31 March 2017 2,969 119,284 20,730 142,983
Depreciation: As at 1 April 2016 1,016 98,992 - 100,008 Charge for the year 660 10,676 - 11,336 Disposals - - As at 31 March 2017 1,676 109,668 - 111,344
Net Book Value: As at 31 March 2017 1,293 9,616 20,730 31,639
As at 31 March 2016 1,953 6,537 - 8,490
6 Financial Performance of the CharityThe consolidated statement of financial activities includes the results of the charity’s wholly owned subsidiary Y Care Limited. The summary financial ststement of the charity alone is:
2017 2016£ £
Income 5,916,458 6,288,233 Expendiure on charitable activities (5,982,342) (6,466,860)Net income / (expenditure) (65,883) (178,627)Total funds brought forward 2,510,025 2,688,652 Total funds carried forward 2,444,142 2,510,025
Represented by: Unrestricted income funds 1,489,895 1,740,204Restricted income funds 954,247 769,821
2,444,142 2,510,025
Net income from trading activities of subsidiary
Y Care Limited, (company number 3577655) which is incorporated in the UK. This company handles any potentially taxable activities of the charitable company and surpluses generated are gift aided to the charitable company. The company was dormant throughout the year. Dormant company accounts have been filed with the Registrar of Companies and copies may by obtained by application to: The Chief Executive, Y Care International, 3rd Floor, 67 – 69 Cowcross Street, London, EC1M 6BP
2017 2016£ £
Turnover - -Operating costs - -Result for the financial year - -Charitable donation - -Retained in subsidiary - -
Total shareholders fundsComprising 1000 ordinary shares of £1 each 1,000 1,000
48
Notes to the Accounts For The Year Ended 31 March 2017
7 Debtors2017 2016
General
Fund £
Restricted Project Funds
£
GROUP TOTAL
£
CHARITY £
General
Fund £
Restricted Project Funds
£
GROUP TOTAL
£
CHARITY £
Outstanding contributions 35,592 706,814 742,406 742,406 12,760 449,232 461,992 461,992 Tax claim due 16,261 - 16,261 16,261 12,825 - 12,825 12,825 Other debtors 183,202 - 183,202 183,202 448,495 - 448,495 448,495 Prepayments 53,043 - 53,043 53,043 35,848 - 35,848 35,848
288,098 706,814 994,912 994,912 509,928 449,232 959,160 959,160
8 CreditorsPayments due to projects - 59,343 59,343 59,343 - 111,754 111,754 111,754 Trade creditors 89,005 - 89,005 89,005 278,314 - 278,314 278,314 Other creditors 132,469 - 132,469 132,469 115,058 - 115,058 115,058 Other taxes & social security costs 112,792 - 112,792 112,791 106,592 - 106,592 106,592
334,265 59,343 393,608 393,608 500,324 111,754 612,078 612,078
9 Leasing CommitmentsAt the balance sheet date, Y Care International had the following commitments under operating leases payable in the forthcoming year:
2017 2016Property Propertyleases leases
Expiring: £ £Within 1 year 86,155 62,500 2-5 years 112,632 104,167 >5 years 1,971 - 200,758 166,667
4948
Notes to the Accounts For The Year Ended 31 March 2017
10 Pension SchemeY Care International 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 Y Care International and at the year end these were invested in the Mercer Dynamic De-risking Solution, 40% matching portfolio and 60% in the growth portfolio and Schroder (property units only). The most recent completed three year valuation was as at 1 May 2014. 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 held before and after retirement of 5.35% and 3.85% respectively, the increase in pensions in payment of 3.3%, and the average life expectancy from normal retirement age (of 65) for a current male pensioner of 22.6 years, female 24.6 years, and 24.8 years for a male pensioner, female 26.9 years, retiring in 20 years time. The result of the valuation showed that the actuarial value of the assets was £90.8m. This represented 70% of the benefits that had accrued to members.The funding deficit payments relates to past employees and are not readily attributable to specific projects and are therefore included in support costs.The plan’s actuary has advised that it is not possible to separately identify the assets and liabilities relating to Y Care International and accordingly the pension deficit itself is not shown on the balance sheet.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 2014 showed that the YMCA Pension Plan had a deficit of £38.7 million. Y Care International has been advised that it will now need to make additional monthly contributions of £1,673 from 1 May 2017. 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. The current recovery period is 12 years commencing 1st May 2015. The net present value of these additional payments has been included in the balance sheet as a creditor in line with the requirement of FRS 102.In addition, Y Care International may have over time liabilities 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 Y Care International may be called upon to pay in the future.Y Care International also operates a defined contribution scheme. Since 1 October 2006, new employees are only able to join the defined contribution scheme. New and existing employees who are not in the multi-employer defined benefit scheme were automatically enrolled into the defined contribution scheme unless they have exercised their rights to opt out. Employees joining the defined contribution scheme operated by Aviva contracted directly with the insurance company. The charity makes a matching contribution of 7.5% of salary to the pension scheme and acts as an agent in collecting and paying over employee pension contributions. The contributions made for the accounting period are treated as an expense and allocated to unrestricted funds.
Repayable: 2017 2016Within one year 16,638 16,154One to two years 16,638 16,154Two to five years 49,915 48,461After five years 84,579 97,102After more than one year 151,132 161,717Total 167,770 177,871
50
Notes to the Accounts For The Year Ended 31 March 2017
11.2 Project BalancesAs at 31 March 2017 Opening
balances £
Total received
£
Total expenditure
£
Interest Credited
£
Internal transfers
£
Closing balances
£PROGRAMME FUNDSAfrica 1,054 18 7,086 8,158 Sponsorship products 5,854 (5,854) - Latin America/Caribbean 2,635 (175) 6 2,466 Asia 9,518 (5) (9,513) - Middle East 16,280 (9,590) 13 (1,000) 5,703 Capacity building - - Emergencies Fund 132,345 3,941 (26,946) 212 (14,952) 94,601Street Children 24,380 (24,380) -
Sub-Total 192,066 3,942 (36,716) 249 (48,613) 110,928
Specific CodesLivelihoods
Liberia: Securing healthy lives and sustainable livelihoods for vulnerable youth in rural Liberia
140 338,896 (314,625) 55 - 24,466
Madagascar: Socio-economic empowerment of vulnerable young people
625 6,973 17,226 56 24,880
Nicaragua: Feeding the Next Generation: Supporting Young Nicaraguans to Become Productive, Sustainable Farmers
15,863 97,778 (105,292) 19 8,368
Myanmar; Empowering civil society to promote the enhanced socio-economic wellbeing of vulnerable young people
503 2,183 (4,125) (1) 1,170 (270)
Creating Livelihood opportunities for young people affected by Typhoon Haiyan
7 8,500 (20,453) 11,946 -
Occupied Palestinian Territories: Olive Tree Campaign
2,138 3,917 (3,672) 5 2,388
Occupied Palestinian Territories (Jericho): Vocational Training Programme
1,796 (1,796) -
11.1 Analysis of charitable funds Analysis of movements in unrestricted funds 31 March 2017
Opening balances
01 April 2016
Total received
Total expenditure
Interest Credited
Internal transfers
Closing balances
31 March 2017 £ £ £ £ £ £
Unrestricted 1,918,075 2,699,336 (2,959,714) - (33) 1,657,665 Pension reserves (177,871) 10,101 - - (167,770)Total general funds 1,740,204 2,699,336 (2,949,613) - (33) 1,489,895
Analysis of movements in unrestricted funds 31 March 2016
Opening balances
01 April 2015
Total received
Total expenditure
Interest Credited
Internal transfers
Closing balances
31 March 2016 £ £ £ £ £ £
Unrestricted 1,639,499 2,886,061 (2,515,847) - (91,638) 1,918,075 Pension reserves (193,846) 15,975 - - (177,871)Total general funds 1,445,653 2,886,061 (2,499,872) - (91,638) 1,740,204
5150
Notes to the Accounts For The Year Ended 31 March 2017
Opening balances
£
Total received
£
Total expenditure
£
Interest Credited
£
Internal transfers
£
Closing balances
£Livelihoods (continued)
Occupied Palestinian Territories: Empowering young women to increase their economic opportunities & participation in decision making in the “Seam Zones” of the West Bank
204 (204) -
Occupied Palestinian Territories: Empowering socially excluded young women to become economically active and advocate for their rights with local decision makers
142 257,192 (259,417) 2 3,000 919
Haiti: Strengthening livelihoods and disaster resilience for Haitian youth
38,862 205,779 (266,986) 5 24,380 2,040
Piloting extended business development support and civic education for vulnerable young people in Myanmar
7,337 38,015 (44,452) (1) (1,170) (271)
Socio-economic empowerment of vulnerable young people in Madagascar – Phase II / Madagascar Bridge project
- 13,733 (32,379) (42) - (18,688)
Fostering Innovative, resilient and socially responsible youth entrepreneurship in Sierra Leone
- 166,985 (153,971) 29 13,043
Creating the next generation of young rural entrepreneurs, Casamance, Senegal
- - - 13 5,854 5,867
Resilience in CrisisSri Lanka: Reintegration and reconciliation of young people affected by conflict in the North
35,003 79 35,082
Pakistan: Flood Appeal - - Philippines Typhoon Emergency Appeal - - Gaza conflict emergency appeal 18,142 (14,390) 8 3,760 Nepal Earthquake - 13,631 (11,760) (1,871) - Refugee crisis emergency 1,249 (1,249) - HAITI - Hurricane Methew Response - 20 (6,146) - 6,126 - Mitigating effects of El Nino in target communities in Haiti.
- 35,000 (48,465) (30) (13,495)
East Africa Appeal - 1,015 (427) 1 - 589 Promoting disaster risk reduction and safe health practices in disaster-prone areas of Bangladesh
2,993 - (2,402) 23 9,546 10,160
Health and WellbeingSierra Leone: Freetown: Empowering young slum dwellers for the social and economic transformation of slum communities
(14,157) 346,001 (276,697) 124 55,271
Zambia: Support to Street Children and Young People in Lusaka
7,086 (7,086) -
Colombia; Bogota: Rehabilitation and Prevention of Commercial Sexual Exploitation of children and young people
16,864 50,185 (42,339) 56 24,766
Act2Live Regional Multi-Country Health Programme for Young People, Africa
(2,726) 12,973 (10,247) -
Liberia: Monrovia & Togo: Lome: Young people as agents of change helping to transform slum settlements
23,226 10,047 (31,341) 4 1,936
52
Notes to the Accounts For The Year Ended 31 March 2017
Opening balances
£
Total received
£
Total expenditure
£
Interest Credited
£
Internal transfers
£
Closing balances
£
Health and Wellbeing (continued)Colombia (Bogotá): Rebuilding the lives of street and working children
- - - - -
Colombia (Bogotá): Rebuilding the lives of street and working children
172 92,631 (73,815) 43 19,031
Liberia: Mobilising young slum dwellers to rebuild communities post Ebola (AidMatch)
46,791 174,896 (168,862) 119 52,944
Bangladesh: Improving access to sexual reproductive health services and livelihoods
2,911 165,474 (183,607) (34) (15,256)
Mobilising young people in Liberia and Sierra Leone to rebuild communities devastated by the Ebola outbreak
19,720 408,736 (238,327) 427 190,556
Togo Slum - 83,423 (64,675) 42 18,790 Youth justice
Togo: Support to human rights defenders addressing the mistreatment of young people in conflict with the law
30,349 29,262 (60,513) 32 14,981 14,111
Protecting and rehabilitating vulnerable ‘at risk’ young people in Togo
112,495 168,971 (176,939) 201 (14,981) 89,747
Inclusion of marginalized youth in Guatemalan society
11,892 4,634 (15,281) 3 - 1,248
Girls & Young Women Pakistan - Increasing Financial Resilience and Economic Empowerment of Disadvantage Young Women and Promoting Gender Equality in Marginalised Communities of Umerkot Pakistan.
42 275,426 (261,328) 32 14,172
Zambia: Empowering Young Women to tackle gender based violence in Lusaka's slums
170,028 197,755 (120,306) 556 248,033
Pathfinder Fund; Major donors 5,489 1,060 15 6,564
Sub-Total 555,185 3,211,091 (2,996,013) 1,841 48,646 820,751
PROJECTS TOTAL 747,252 3,215,032 (3,032,729) 2,090 33 931,679
Global youth work projects 22,568 - - - 22,568
TOTAL RESTRICTED FUNDS 769,820 3,215,033 (3,032,729) 2,090 33 954,247
Summary of funds transfers: Restricted Funds Unrestricted
Emergency Programmes
Development Programmes
Funds
£ £ £From unrestricted funds - 33 (33)
From programme funds (14,952) (33,694) -
From specific codes 5,833 42,813 -
(9,119) 9,152 (33)
5352
11.3 Project Balances (continued)
As at 31 March 2016 Opening balances
£
Total received
£
Total expenditure
£
Interest Credited
£
Internal transfers
£
Closing balances
£PROGRAMME FUNDSAfrica 13,296 5,460 (12,701) 9 (5,010) 1,054 Sponsorship products 5,197 608 49 5,854 Latin America/Caribbean 1,796 817 - 22 - 2,635 Asia 9,438 1,700 (1,700) 80 - 9,518 Middle East 19,605 100 (3,562) 137 - 16,280 Capacity building 4,198 - (4,208) - 10 - Emergencies Fund 152,493 12,748 (17,572) 1,118 (16,442) 132,345 Street Children 19,451 4,723 - 206 - 24,380
Sub-Total 225,474 26,156 (39,743) 1,622 (21,442) 192,067
Specific CodesLivelihoods
Liberia: Securing healthy lives and sustainable livelihoods for vulnerable youth in rural Liberia
(25,079) 329,024 (316,135) 1 12,329 140
Madagascar: Socio-economic empowerment of vulnerable young people
20,572 122,181 (166,320) 5 24,187 625
Nicaragua: Feeding the Next Generation: Supporting Young Nicaraguans to Become Productive, Sustainable Farmers
- 134,200 (118,471) 134 - 15,863
Myanmar: Empowering civil society to promote the enhanced socio-economic wellbeing of vulnerable young people
147,648 112,229 (264,146) 4 4,768 503
Creating Livelihood opportunities for young people affected by Typhoon Haiyan
77,312 1,500 (79,850) - 1,045 7
Occupied Palestinian Territory: Olive Tree Campaign
2,413 18,938 (19,231) 18 - 2,138
Occupied Palestinian Territory (Jericho): Vocational Training Programme
1,781 - - 15 - 1,796
Occupied Palestinian Territory: Empowering young women to increase their economic opportunities & participation in decision making in the “Seam Zones” of the West Bank
(79,244) 63,667 (2,071) 2 17,850 204
Occupied Palestinian Territory: Empowering socially excluded young women to become economically active and advocate for their rights with local decision makers
23,632 364,630 (400,613) 1 12,492 142
Occupied Palestinian Territory: Core support to the East Jerusalem YMCA Rehabilitation Programme
- 3,821 (3,821) -
Haiti: Strengthening livelihoods and disaster resilience for Haitian youth
- 177,689 (221,463) 328 82,308 38,862
Piloting extended business development support and civic education for vulnerable young people in Myanmar
- 20,000 (12,725) 62 - 7,337
Resilience in CrisisHaiti: Earthquake emergency appeal 82,308 - - - (82,308) - Sri Lanka: Reintegration and reconciliation of young people affected by conflict in the North
38,040 (6,476) 3,143 296 - 35,003
Pakistan: Flood Appeal 35,551 - - - (35,551) -
Notes to the Accounts For The Year Ended 31 March 2017
54
Notes to the Accounts For The Year Ended 31 March 2017
Opening balances
£
Total received
£
Total expenditure
£
Interest Credited
£
Internal transfers
£
Closing balances
£Resilience in Crisis (continued)
Philippines: Typhoon Emergency Appeal - 442 - - (442) - Gaza conflict emergency appeal 30,313 (12,324) 153 18,142 Syria Crisis Emergency Appeal 5,456 320 (4,760) (1,016) - Nepal Earthquake - 135,429 (135,055) - (374) - Refugee crisis emergency appeal - 222 - 11 1,016 1,249 Health and Wellbeing
Liberia: Ebola Emergency Response in Monrovia
4 - - - (4) -
Fighting Ebola in Rural Liberia 3,651 - (3,747) - 96 - Sierra Leone: Freetown: Empowering young slum dwellers for the social and economic transformation of slum communities
168,494 392,201 (579,732) (120) 5,000 (14,157)
Sierra Leone & Liberia: Ebola Outbreak Emergency Response
22,466 15,290 (34,739) - (3,017) -
Zambia: Support to Street Children and Young People in Lusaka
(5,150) 20,932 (8,756) 60 - 7,086
Colombia; Bogota: Rehabilitation and Prevention of Commercial Sexual Exploitation of children and young people
12,739 87,661 (83,678) 142 - 16,864
Act2Live Regional Multi-Country Health Programme for Young People, Africa
154,284 2,670 (171,336) (23) 11,679 (2,726)
Liberia; Monrovia & Togo; Lome: Young people as agents of change helping to transform slum settlements
161,274 - (137,344) 196 (900) 23,226
Colombia; Bogota: Rebuilding the lives of street and working children
47,868 (62,799) 1 15,102 172
Liberia: Mobilising young slum dwellers to rebuild communities post Ebola (AidMatch)
63,067 (16,671) 395 - 46,791
Bangladesh: Health Disaster Risk Reduction 21,470 (18,502) 25 - 2,993 Bangladesh: Improving access to sexual reproductive health services and livelihoods
34,570 (31,685) 25 2,911
Mobilising young people in Liberia and Sierra Leone to rebuild communities devastated by the Ebola outbreak
228,942 (209,390) 167 19,720
Youth justiceTogo: Support to human rights defenders addressing the mistreatment of young people in conflict with the law
31,876 111,878 (102,881) 256 (10,780) 30,349
Protecting and rehabilitating vulnerable ‘at risk’ young people in Togo
- 230,267 (118,722) 950 - 112,495
Inclusion of marginalised youth in Guatemalan society
32,571 64,875 (85,654) 100 11,892
Girls & Young Women Pakistan: Increasing Financial Resiliance and Economic Empowerment of Disadvantage Young Women and Promoting Gender Equality in Marginalised Communities of Umerkot Pakistan.
- 177,667 (217,483) - 39,858 42
Zambia: Empowering Young Women to tackle gender based violence in Lusaka's slums
68,080 341,960 (241,448) 1,436 - 170,028
5554
Notes to the Accounts For The Year Ended 31 March 2017
Opening balances
£
Total received
£
Total expenditure
£
Interest Credited
£
Internal transfers
£
Closing balances
£Capacity building and others
Pathfinder Fund 8,916 - (8,835) (81) - Pathfinder Fund; Major donors 5,299 - - 46 144 5,489 Small Projects Fund 63 - - (63) - Disaster Risk Reduction
Togo DRR pilot project - - (10,000) 10,000 - Socio-economic empowerment of vulnerable young people in Madagascar - Phase II / Madagascar Bridge project
- 20,000 (30,000) 10,000 -
Myanmar Flood Appeal - 260 (260) -
Sub-Total 994,957 3,369,707 (3,927,245) 4,688 113,080 555,186
PROJECTS TOTAL 1,220,431 3,395,863 (3,966,988) 6,309 91,638 747,253
Global youth work projects 22,568 - - - 22,568
TOTAL RESTRICTED FUNDS 1,242,999 3,395,863 (3,966,988) 6,309 91,638 769,821
The projects in deficit are due to expenditure being incurred in advance of the funding expected in 2016/17.
Progamme funds include a number of restricted funds where future expenditure is expected to be incurred. In particular, the Emergency project fund reflects income raised from our relationship with YMCAs and building societies, particularly Nationwide and from Direct Marketing Appeals with an emergency focus to cover costs to: pre-finance emergency response, fund small-scale emergency response, fund DRR and resilience pilot projects, cover the cost of running the Disaster Resilience Response desk at YCI.
LivelihoodsLiberia: Three year programme funded by Department for International Development & Big Lottery Fund, to fund costs incurred securing healthy lives and sustainable livelihoods for vulnerable youth in rural Liberia.Madagascar: Three year programme funded by the European Commission in support of Socio-economic empowerment of vulnerable young people. Madagascar: One year project funded mainly by Y´s Men International in support of Socio-economic empowerment of vulnerable young people – Phase II / Madagascar Bridge projectSierra Leone: Three year project funded by Comic Relief. This project aims to create Fostering Innovative, resilient and socially responsible youth entrepreneurship in Sierra Leone
Resilience in Crisis Sri Lanka: Four years project funded by the Austin Bailey Foundation and other Trusts to help with Reintegration and reconciliation of young people affected by conflict in the North Haiti: Nine months project funded by Big Lottery Fund in support of strengthening the resilience of vulnerable young people and local farmers to better cope with the effect of El Nino in target communities in Haiti. Bangladesh: One year project funded by GOAC in support of Promoting disaster risk reduction and safe health practices in disaster-prone areas of Bangladesh
Health and Wellbeing Sierra Leone: Five years project funded by Comic Relief aimed to empower young slum dwellers for the social and economic transformation of slum communities Colombia: Three years project funded by Medicor Foundation & Jochnick Foundation to support Rehabilitation and Prevention of Commercial Sexual Exploitation of children and young people in Bogota.Colombia: Three years project funded mainly by Medicor Foundation to support young people at risk of involvement in drugs, crime and violence through sustainable livelihoods in Bosa, Bogotá
56
12 Reconciliation of net income / (expenditure) to the net cash flow from operating activities 2017 2016
£ £Net income / (expenditure) for the reporting period (as per the statement of financial activities)
(65,883) (178,627)
Adjustments for: Depreciation charges 11,336 7,795Dividends, interest and rents from investments (3,445) (16,619)(Increase)/decrease in debtors (35,752) (393,987)Increase/(decrease) in creditors (228,570) 347,733Net cash provided by (used in) operating activities (322,314) (233,705)
Analysis of cash and cash equivalents 2017 2016£ £
Cash at bank and in hand 1,978,969 1,465,018Short term deposits - 867,305Total cash and cash equivalents 1,978,969 2,332,323
13 Related party transactions During the year, Y Care International purchased payroll and HR services from YMCA England at a total cost of £17,281 (2016: £21,800); Denise Hatton (a trustee) is the Chief Executive of YMCA England. Rent and service charge of £72,500 (2016: £72,500) was payable to Addaction. Paul Young (a trustee) is an Executive Director of Addaction our Landlord.
Notes to the Accounts For The Year Ended 31 March 2017
Health and Wellbeing (continued)Liberia: Three years project funded by Department for International Development to help Mobilising young slum dwellers to rebuild communities post Ebola outbreak.Bangladesh: Three years project funded by Department for International Development aiming to Improve the sexual reproductive health and resilience of young people, in particular f vulnerable young women Sierra Leone & Liberia: Two years project funded by Comic Relief in support of mobilization of young people in Liberia and Sierra Leone to rebuild communities devastated by the Ebola outbreak Togo: Three years project funded by Turing Foundation & Stiftung Drittes Millennium to fund costs to create safe business and employment opportunities for young slum dwellers in Lomé, Togo, with support from local decision-makers and private sector
Youth justice Togo: Three years project funded by the European Commission to provide support to the human rights defenders against the systematic ill-treatment of young people in conflict with the law and for a better access to justice in 4 regions in Togo Togo: Four years project funded by Comic Relief in support of Protecting and Rehabilitating vulnerable ‘at risk’ young people in Togo
Girls & Young Women Pakistan: Three years project funded by Department for International Development & Swedish Postcode aiming to Increase Financial Resilience and Economic Empowerment of Disadvantage Young Women and Promoting Gender Equality in Marginalised Communities of Umerkot Pakistan.Zambia: Four years project funded by Comic Relief to contribute to Empower Young Female Slum dwellers to tackle Gender Based Violence in Lusaka
56 57
Desi
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Des
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Creating opportunities for young people to help themselves out of poverty
We help young people help themselves out of poverty, by finding jobs or setting up businesses
We work with young men and women aged 15-24 made vulnerable by poverty, inequality and injustice
We enable young people in UK and internationally to make change as active citizens
We work with a unique network of YMCAs and other partners in 15 of the poorest countries - mainly in Africa as well as Asia, Latin America, and the Middle East
By 2020, we will create opportunities for over 60,000 vulnerable young women and men every year through enterprise and employment.
Contact us at:
T: +44 207 549 3150
Will you help us create more opportunities so young people can help themselves?
Contact [email protected] or call 0207 549 3150
You can donate directly at www.ycareinternational.org
Registered as a charity in England and Wales number 1109789 Company reg. no. 3997006
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