ANNUAL REVIEW 2024-25
Contents
Report of the Chief Executive ....................................... Report of the Chair of Trustees .................................... Our Values .......................................................................... Our Community ................................................................. Our Impact ......................................................................... Housing - Jane’s Story .................................................... Support & Advice - Alison’s Story ................................ Support & Advice - Reparations ................................... Health & Wellbeing - Mental Health Services .......... Health & Wellbeing - Gyms ............................................ Safeguarding - Eshan’s Story ....................................... Family & Youth Work - AirPlay ...................................... Family & Youth Work - Childcare ................................ Family & Youth Work - Shine ......................................... Family & Youth Work - Youth Cresset ......................... The Cresset ........................................................................ HR & Quality - Rhys’ Story .............................................. Fundraising ........................................................................ Organisational Plan ......................................................... Finances .............................................................................. Funders ...............................................................................
3 4 5 6 8
10 12 13 14 16 18 20 22 24 26 28 30 31 32 34 35
Throughout this report, some names have been changed and some photos show models to protect identities.
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Chief Executive Report As we reflect on the past year, I am proud to share the progress and achievements we have made as an organization. This year has been a testament to our resilience, innovation, and unwavering commitment to excellence. Our financial performance has been robust, despite a challenging funding landscape across our projects and services. Like others, we have faced rising costs but have focused on making decisions to improve our operational efficiency whilst maintaining high quality deliver to our beneficiaries.
The year has been dominated by a huge capital project, funded by a Youth Investment Fund grant, at our Cresset site. As well as a £4.974million project to address the building, mainly the roof, we’ve also received revenue funding to rapidly grow our youth work. It’s now a well-used, thriving project engaging young people locally. Elsewhere, Youth work has done well this year. Our AirPlay projects, based around RAF bases and supporting service people’s children have grown their numbers and offered new programmes. In Lowestoft, Shine is doing well. Its grown its allotment offer too! The team there have also maintained the hot meal service and the Community Fridge for local people that need it. Accommodation has worked hard to ensure we continue to serve different clients, whilst making sure they get the right support. We’ve added a great project in Wisbech, a 9-unit house converted into self-contained flats. Childcare continues to make progress. The funding picture is tough, as is recruitment of qualified staff, but all the settings are OFSTED rated as ‘Good’ and Providence setting as ‘Outstanding’. We celebrated the St Margaret’s settings 10 anniversary with a well-attended event. Our Mental Health team continue to deliver this much needed resource for young people and our partner schools. This is a much needed resource for young people and our partner schools. Demand for Mental Health support shows a growing trend amongst our clients. We know that professional support and working with people to build their coping tools and resilience is crucial. We also go from strength to strength in our Reparations Service and our specialist Family Respect project. In March we took the difficult decision to close our gyms in Cambridge and Peterborough. This has been part of our offer for 40 years, but massive competition has seen member numbers drop over a few years. At the Cresset we have undertaken a large strategic review which maps the way forward in the short, medium and long term. At the heart of this is focusing our theatre on music, comedy and events, within a thriving community hub. We have an action plan we are now making a reality. As always our good work is based on a talented, dedicated and hard-working staff team. My thanks to them. They join a team of volunteers, including our wonderful Trustees, that make such a difference to people across our patch.
I look forward to another year of growth, innovation, and success.
Jonathan Martin CEO
‘Inspiring communities, transforming young lives’
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Chair of Trustees Report
In this, my final year as Chair of Trinity Group, I am delighted to introduce this annual report – a testament to a year marked by both significant successes and formidable challenges, all met with hard work and dedication.
This past year has seen us navigating a complex landscape, not least of which was a monumental project to renovate the Cresset roof. This undertaking, while ultimately successful, presented unforeseen technical hurdles that our dedicated team overcame with remarkable focus and ingenuity. Later in the year, we embarked on an exciting initiative to reimagine the future of the Cresset, a project that has truly broadened our horizons. We are deeply indebted to the Cresset board, ably led by their Chair, Antonia Mclean. The work on transformation continues this year as the executive team leads a major project encompassing the senior managers and trustees to prepare the charity for the future. However, not all decisions have been easy. After years of striving to make our gyms sustainable, we made the difficult, but ultimately necessary, decision to close them. This was not a choice taken lightly, and the trustees were acutely aware of the impact such a decision would have on our beneficiaries, staff, and volunteers. Our board of trustees is the foundation of our governance and oversight, with members typically serving a fixed term of four years, renewable for a further four. As trustees have stepped down, we have been fortunate to welcome new, passionate individuals to the Board. I am profoundly grateful for the discretionary effort of all our trustees, who consistently dedicate their time and energies to provide encouragement, advice and ensure the charity’s legal responsibilities are met. (If you would like to know more about the work of the Board, please check out the Trinity website where we encourage people who have the interest, capacity and skills to consider Board membership.) This dedication extends to the many volunteers and independent oversight committee members who also generously contribute their time and expertise to support the charity and its beneficiaries. As our CEO reminds us, the smooth operation of Trinity Group is a direct result of the talent, dedication, and hard work of our staff and the surrounding team of volunteers. To all of them, I extend my appreciation and thanks. It has been a privilege and an education to serve as the chair of this terrific organisation and I wish it every success for the future.
Steve Mallinson Chair of the Board of Trustees
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Our Values
We believe in potential – yours!
We inspire – you to have a vision for your life.
We respect – everyone’s personal journey.
We empathise – with your individual life choices and support you to take action.
We act with integrity – we are honest and have strong moral principles.
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YMCA TRINITY GROUP
Our Community
Our L Inspirin transform
WITTERING
Kirkgate Street 9 Housing Units
Airplay Youth Project
Time Stop 22 Housing Units
Hayward House 24 Housing Units
PETERBOROUGH
The Cresset 90 Housing Units 1 Community Gym Family Respect
Toll Gate 6 Housing Units
Mental Health Service Office Youth Peterborough - Cresset Reparation The Cresset Ltd
CAMBRIDGESHIRE
WYTON
Airplay Youth Project
BURY ST EDMU
CAMBRIDGE
Queen Anne House 63 Housing Units 33 Student Living Units 1 Emergency Beds 11 ‘Step Down’ Flats 5 Looked After Children Flats 1 Community Gym Reparation
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Localities ng communities, ming young lives.
We now support communities across 7,100 km² with a population of over 1.6 million people
LOWESTOFT
Shine Youth Project Childcare Setting - Water Lane Childcare Setting - St Margarets Road
HONINGTON
SUFFOLK
Airplay Youth Project
UNDS
1 Staying Close Flat 11 HRS Units 10 WSDC units 4 Move on Flats
Move on Flats 18 Housing Units
IBC 10 Housing Units
HRS 18 Housing Units Parent & Child
IPSWICH
UASC 67 Housing Units
12 Housing Units
Childcare Setting - Providence
Staying Close 6 Housing Units
Gibson Lodge 8 Housing Units
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OUR IMPACT
181 have used the community hub in Shine, Lowestoft
92 individuals have enjoyed a healthy hot meal through the community meals programme in Lowestoft
99.8% of delegates recommend our Mental Health training courses
2,554 young people participated in Cresset-run activites, in 12,985 hours of activity
172,655 Hours of childcare were delivered to families
An average of clinicial mental health sessions were delivered every day of the year 15.5
We have
Ov peo disa
apprenticeships 13
staff members completed
83 children transitioned from YM Childcare to school
1488 AQAs Completed
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446 bed spaces
100% of parents reported improved behaviour in our Respect project
181 Childcare spaces across 4 settings
OVER 50% reduction
in safeguarding concerns logged
3634 maintenance requests completed
572 AirPlay sessions delivered across three sites, totaling 1228 hours
583 people attended Mental Health Training
67% of families who start our Respect programme complete the full intervention
ver 50 ople with severe abilities e supported
new sign ups to Youth Cresset 134
90%
MCA l
5 staff benefited from our internal counselling offer
90% of residents leaving YMCA housing moved on in a planned / positive way
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HOUSING JANE’S JOURNEY: A STORY OF RESILIENCE AND S
When Jane was referred to YMCA Trinity Group supported housing, her situation was precarious. At just 17 years old, she faced uncertainty about her future, compounded by the lack of a joint assessment between statutory authorities. Despite these challenges, our housing team stepped up as advocates for Jane, ensuring her needs were prioritised and her voice heard. Their persistence led to a pivotal multi-agency meeting where Jane’s presence was acknowledged, but sadly, her perspective was initially overlooked. It was during this meeting that the Accommodation Manager intervened, reminding everyone of the importance of centring the discussion on Jane’s wishes
and feelings. This moment marked a turning point. Jane was offered support under Section 20 of the Children Act 1989, an
offer she accepted with courage, leading to her move into regulated accommodation at Queen Anne House.
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SUPPORT
Since arriving, Jane has flourished. She has built trusting relationships with the dedicated staff and actively engaged in key work sessions designed to support her emotional and educational development. Her determination is evident as she takes confident steps toward her long-term goals, including continuing her education and enhancing her overall wellbeing. Jane’s older sister, also seeking supported accommodation, is planning to join her, providing Jane with a vital informal support network. One of the most heartening moments in Jane’s journey was her reflection on that pivotal assessment meeting. She shared how the Accommodation Manager’s intervention made her feel “seen” for the first time—a profoundly moving sentiment that highlights the importance of advocacy and empathy in professional practice. Jane’s words resonate deeply: “He spoke up when others didn’t, and it made me trust the support being offered.”
Jane’s progress exemplifies the transformative power of trauma-informed and client-centred care. Her courage, combined with the unwavering dedication of Queen Anne House staff, is a testament to what can be achieved when a young person’s voice is championed and their potential nurtured. Her journey is not just a story of overcoming adversity, but one of hope, resilience, and a bright future ahead.
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FAMILY RESPECT ALISON’S STORY SUPPORT & ADVICE
Alison’s journey with the Family Respect Project demonstrates the profound change that care and commitment can bring. She grew up witnessing her father’s verbal and physical abuse towards her mother, learning from him that intimidation was a way to get what one wanted. This led Alison down a troubling path—her behaviour escalated to such a degree that police had to intervene, and she was removed from the home for six months to ensure her mother’s safety. Through the Family Respect Project, Alison discovered the power of understanding and empathy. She learned to distinguish between normal disagreements and abusive control, a pivotal moment in her growth. Today, Alison is a completely different person. Instead of resorting
to intimidation, she now invites her mum to sit down with a cup of tea, fostering open conversations about their differences. Their relationship, once marked by fear and conflict, has transformed into one of mutual respect and cooperation. It’s been three months without any form of abuse—something her mum once thought was impossible.
The Family Respect Project’s compassionate guidance and unwavering support have turned what seemed like an unreachable dream into a reality. Alison’s story is a testament to the life-changing impact this program can have on families dealing with conflict and abuse.
‘Those dark days seem very much in the distance and the brighter days we could have only dreamed of are now here’ – family who completed programme
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REPARATIONS The reparation service continues to work with young offenders across Peterborough and Cambridgeshire providing placement opportunities for young people to complete reparation hours, access work experience, learn new skills and develop positive interests. They also have the opportunity to complete an ASDAN award. Over the last year we have provided a range of practical and appropriate community projects and placements including X Woodskills. Raised beds were built for the residents garden at Time stop , young people from Cambridge and Huntingdon helped build the beds with others from Peterborough helping to put them together and painting them. We also built birdboxes for Hinchingbrook Park. X Westraven Community Gardens. We support the growing of fruit and vegetables, weeding and woodwork in which we have built Christmas boxes for the youth offending panel members. We have also built bee hive hotels and plant boxes for the gardens. X Church of Good Shephard – Maintain the gardens X Queen Mary Community Centre – Cleaning the centre and looking after the gardens
I would like to express my gratitude and appreciation for the outstanding work you and your team of youths have contributed to the Queen Mary Centre. Their dedication and hard work on Monday mornings have brought a significant transformation to our gardens.
You showed remarkable leadership and young offenders with excellence. It hold great respect for you, as they with seriousness and diligence. The now looking tidy and clear, creating environment for all. A heartfelt youths for all your efforts, which image of the Queen Mary Centre.
nurturing approach, guiding the is evident that these youths have approached their tasks gardens at our centre are
a welcoming and beautiful thank you to you and the have greatly enhanced the
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HEALTH & WELLBEING
MENTAL HEALTH SERVICES The mental health services team continue to be motivated and passionate about our mission to ‘remove the barriers to mental wellbeing that prevent communities from thriving’. A highlight of the year has been delivering training to local authorities, schools, supported housing and charities on self-harm. This training was called ‘Ask Me How I Am’ and was co-produced with young people who have lived experience of using self-harm to regulate. The workshops featured an award-winning film that was created with the young people that takes the delegates through an episode of self-harm and helps them to see how best to support the young person. This project was commissioned by Fullscope, a colaboration of mental health charities of which YMCA Trinity is a part, using NHS funding.
‘I was a me can move f helped, tha
The Department of Education (DfE) funded Senior Mental Health Leads training courses have been a huge success with 40 delegates being trained across 6 cohorts on the beginners and advance levels. This means there are now 40 more highly trained mental health lead supporting pupils daily in
schools, removing the barrier of knowledge and access to mental health for those communities.
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The positive impact of our work at YMCA Trinity is evident in the exceptional support we provide to our staff. Our mental health team offers unparalleled assistance to internal staff members, helping them navigate any emotional challenges that arise from their roles. Additionally, our commitment to reflective supervision empowers managers to enhance their self-awareness and effectively address the complexities they encounter in delivering their services. This proactive approach ensures our teams remain resilient and well-supported, highlighting our dedication to their well-being.
mess and I feel now I e forward, I feel really hank you.’
‘I feel more confident as a senior leader on mental health having completed the course’ - Senior Mental health Lead delegate
– School Client
‘The support I have received is incredible. I cannot put into words on how much she made me feel at ease’ – YMCA Trinity Staff
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GYMS It is with a heavy heart that we made the decision to close both our gyms—a decision that was not made lightly. Over the years, these spaces have grown into so much more than fitness facilities; they have become vibrant hubs of connection, friendship, and support, particularly for our older members.
We want to express our deepest gratitude to the many faithful members, dedicated staff, and incredible volunteers who have been the lifeblood of our gyms. Your commitment, enthusiasm, and unwavering support have been truly inspiring, and we are profoundly thankful for the positive impact you’ve had on countless lives. Through regular visits, many of our members formed close-knit friendship groups, fostering not only physical health but also emotional well-being. We remain immensely proud of the community that grew within these walls. While the decision to close our gyms is undeniably difficult, we hope to carry forward the lessons learned and the spirit of camaraderie that these spaces embodied. Thank you for being part of this journey, and for making our gyms places of belonging and warmth.
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ESHAN’S JOURNEY: A TRANSFORMATION THROUGH CARE AND DETERMINATION Eshan joined YMCA Trinity Group’s Unaccompanied Asylum-Seeking Children (UASC) programme as a young individual facing serious challenges like poor mental health, self- harm concerns, and risks of being drawn into harmful activities. Right from the start, the support team worked closely with him, offering personalised care to improve his mental
health. They provided emotional guidance and engaging activities to help him stay positive, including completing several AQA achievements. Over the past year, Eshan has made remarkable progress towards becoming independent. His emotional well-being has greatly improved, thanks to the dedicated support he received and his own determination. Today, Eshan is an active participant in the YMCA Trinity Group community. He recently led the boys’ cricket team to victory against Ipswich High School and proudly represents the organisation through sports. It’s been almost a year since any major concerns about Eshan’s welfare were
reported, marking an incredible transformation in his journey.
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“Thank you so much for all your help, the community hub gets me out and about which I find very difficult at times. The meals allows me to mix with other people which has helped me a great deal. The
community fridge you also provide is a great big help to me as I struggle with my finances. The cooking lessons are great too because they help me prepare and cook different foods. All the staff who run the community hub have been absolutely wonderful, and I couldn’t ask for much better. Whenever I need help or advice the staff are always there to support and I’m very grateful. I hope the community hub stays open in the near future because they are an asset to the community here in Lowestoft. Once more thank you to all the staff at the community hub.” - Community Hub User Lowestoft
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RAF Wittering Airplay Wittering achieved a remarkable milestone this year, earning not one but two prestigious awards at the Airplay Young People’s Awards. Gabriella McAulay was honoured as the ‘Role Model of the Year’, a testament to her leadership and inspiration. Meanwhile, the Project Tuesday Youth Committee—comprised of Chloe Thompson, Joe Purnell, and Rory Wilson- Jones—claimed the title of ‘Social Activists of the Year’ for their impactful work. These accolades echo the passion, dedication, and creativity of our young leaders. In addition, Airplay Wittering proudly won the RAFBF Airplay Project of the Year, with staff attending the awards ceremony in London to celebrate this incredible achievement. A Colourful Fundraising Triumph In May, we held a vibrant Colour Run at RAF Wittering as part of the Airplay Relay to raise funds for the Royal Air Force Benevolent Fund. Around 50 participants ran, skipped, and laughed their way through an incredible 1,383 laps—covering over 276 miles combined! It was a joyful event that brought our community together for a great cause. Representing Our Community Three members of Project Tuesday embarked on a journey to London to attend the Annual Airplay Youth Forum. Over several days, they engaged in workshops, honed budgeting and catering skills, explored the city, and capped off the experience with a presentation to the Royal Air Force Benevolent Fund. These young representatives showcased the very best of our youth community, ensuring their voices are heard.
We are immensely proud of the resilience,
innovation, and determination of everyone involved. This year has been a true celebration of the spirit and achievements of our Airplay programme.
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RAF Wyton This year, the Airplay programme at
RAF Wyton has been buzzing with activity, accomplishments, and moments to celebrate. Here’s a look at some of the highlights: A Fence Full of Meaning
Over the course of three days, fourteen young people came together to craft a stunning remembrance-themed fence. This heartfelt project was a testament to their creativity and dedication, leaving a lasting impression on everyone who saw it. Soldier for a Day: A Taste of Military Life Thirteen adventurous young participants got an unforgettable glimpse into military life during the “Soldier for a Day” event. Under the guidance of experienced personnel from the 42 Engineer Regiment, they tackled challenges, learned valuable life lessons, and experienced the thrill of military exercises—all while building resilience and camaraderie. Emily Logue: A Commendation for Excellence One of our senior members, Emily Logue, was honoured with a Station Commander’s Commendation at the Honours and Awards Ceremony held on 27 January 2025. Her unwavering dedication to helping at the youth club and Ben Club over the past two years earned her this prestigious recognition. We couldn’t be prouder of her remarkable contributions.
RAF Honington RAF Honington’s Airplay programme continues to shine with impactful projects and engaging activities for young people. One standout initiative, the “Christmas Gifts” Social Action Project, brought festive cheer to the young residents of Batt House, YMCA Trinity. With the support of Costa Drive-Thru in Stowmarket, six dedicated Airplay members created heartfelt gift cards and carefully wrapped presents, spreading joy during the holiday season. Another highlight was the “Science & Art Extravaganza,” held during February half-term. This lively session combined creativity and curiosity, where seven enthusiastic participants dived into splatter painting and exciting science experiments, turning an ordinary afternoon into a blend of fun and discovery. From fostering kindness to sparking imagination, Airplay at RAF Honington remains a beacon of inspiration for the youth community, proving that small actions can lead to meaningful impact.
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FAMILY & YOUTH WORK CELEBRATING A DECADE OF OUTSTANDING CHILDCARE SERVICES A Gruffalo Party to Remember The year started with a delightful celebration at YMCA Childcare St. Margaret’s Road as we marked 10 years of serving children and families in Lowestoft. Our Gruffalo-themed garden party brought together past and present families for a joyous day of fun and reflection. It was also the perfect opportunity to honour our incredible childcare team, whose dedication has positively impacted so many lives over the past decade. Challenges and Growth While 2024 was filled with its share of challenges, including staffing and recruitment hurdles, we worked tirelessly to adapt and thrive. Changes at our Grundisburgh and Ipswich settings led to the closure of YMCA Childcare Grundisburgh in December, but we ensured that staff transitions were handled smoothly, retaining two team members in positions at Ipswich. In Lowestoft, we expanded childcare spaces for under-2s, adding six new spots at St. Margaret’s Road and creating three at Water Lane. Starting in April 2025, Water Lane will welcome an additional three under-2 spaces, thanks to a £5,411 grant from Suffolk County Council. These expansions align with new working parent funding for babies, helping us meet growing demand—attendance for under-2s has already increased 38% compared to the previous year! Investing in Excellence Professional development remains a cornerstone of our commitment to quality childcare. This year, 49 staff members completed internal Safeguarding Training sessions, and bespoke courses were introduced to support curriculum development. We also celebrated the achievements of four childcare apprentices who successfully completed their programmes, while mentoring one practitioner toward their Early Years Initial Teacher Status (EYITT).
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10 YEAR ANNIVERSARY
To further enhance our standards, we launched a Childcare Quality Action Plan in September 2024, focusing on recruitment, teaching, learning, and team development. Working with the Head of Safeguarding and Quality, we developed an internal childcare inspection framework. By March 2025, the first inspection took place at St. Margaret’s Road, followed by Water Lane and Providence settings that same spring. These inspections have highlighted areas of strength and allowed us to craft targeted action plans for continued improvement. Building a Bright Future As we reflect on the past year, we are inspired by the resilience and innovation demonstrated across our childcare settings. From celebrating milestones to introducing new spaces for little learners, every achievement has been fuelled by the passion and hard work of our teams.
With exciting plans ahead, we can’t wait to continue making a
difference in the lives of children and families in 2025 and beyond.
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SHINE LOWESTOFT: A YEAR OF IMPACT AND INSPIRATION Shine has been a beacon of support for young people in Lowestoft, offering vibrant activities like drop-in sessions, cooking classes, and allotment projects. Thanks to funding from Douglas Wood, our allotment sessions now welcome home-educated young people and those needing accessible programming, creating hands-on learning opportunities each week. Beyond youth programmes, Shine has become a cornerstone for families and the community through its hub and community meal services. Our efforts even earned us a spot as a finalist at the Youth Matters Awards 2024! Through Suffolk’s Household Support Fund, we helped 110 households with essentials like energy bills, council tax, and vouchers for food and clothing. We also distributed slow cookers to help families cut costs and cook with ease. The festive season brought even more joy. With East Suffolk’s Cost of Living Community Grant, we served Christmas dinner to 18 individuals and, through Dunelm’s Delivering Joy Campaign, gifted 17 community hub regulars and 32 young people. In March 2025, we wrapped up our three-year Heritage Lottery Programme, which had young people diving into the evolution of British cuisine. They created a cookbook and hosted an exhibition for local leaders, including the town mayor—a highlight of the year.
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Fundraising events were a burst of energy and creativity, featuring movie nights, discos, summer allotment fun, and community teas. One standout moment came in August 2024 when staff and a group of young people embarked on a five-mile sponsored walk from Kessingland to Lowestoft’s Shine centre. That evening, 14 young people joined a fundraising sleepover at Shine, collectively raising an impressive £565. Shine remains a testament to the power of community, resilience, and the unwavering dedication to making a difference, we are proud to be part of the vibrant and supportive Lowestoft community.
My daughter has been part of the Heritage project for the whole 3 years, she has enjoyed every part of it. She has taken the educational learnings with such enthusiasm, as they make it such fun, there has been the practical activities too from each era. They have made clothing, food and staged all kinds of theatre, all the young people have joined in and given their own thoughts and feelings about each session. From preparing crops to grow at the allotment, to cooking meals using the crops and eventually making a fantastic cookery book to show their recipes to each era they have presented to the parents and carers to involve everyone. My daughter and I have had some hard things to deal with over the time she has attended but the staff have always been proactive, reactive and extremely helpful in all situations. They have consistently given her stability and encouragement, which I appreciate greatly. I believe that the whole project and everyone involved, has been a huge success and a fantastic foundation for the young people. It would be great for the next age group to discover the amount of fun, knowledge and support my daughter has had. Thanking all the great staff involved. - Parent
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YMCA CRESSET: A YEAR OF GROWTH AND COMMUNITY IMPACT This year has been a remarkable milestone for YMCA Youth Cresset as it completes its first full year of operation. Over the months, we have focused on expanding our reach among young people in the local community, forging valuable partnerships with nearby organisations, and designing activities tailored to the interests and needs of our members.
Our core programme has seen significant growth, shaped by the active contributions of local youth and our members. Today, we offer a variety of monthly sessions including cooking classes, sports activities, youth board meetings, and homework help, along with regular drop-in sessions, creative workshops, and guest speaker events. From December to March, we placed a special emphasis on amplifying youth voices. This initiative began with a social action project led by our members to create free Christmas Goody Bags for attendees of the Cresset panto. It culminated in a Youth Listening Event, where young people shared their insights to contribute to the development of the new National Youth Strategy.
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“We have seen a substantial difference in the attitudes and values of young people in Bretton, especially in their opinion towards the police. As a result of this, there has been a reduction in ASB in and around the Cresset specifically. Kurt and I would like to extend our gratitude to yourself and Nik, and the rest of the staff for promoting positive change. By providing a safe space for these young children, you are giving them respite from what may be a tumultuous home life for them.” - Local Police “It was clear that they [YMCA Youth Cresset members] felt comfortable, valued and recognised in the setting, which is no small achievement of Sarah and her colleagues. They were confident talking to me about their ideas and challenges faced, a fact only possible because of the level of trust, care and safety achieved within the group and within a challenging social environment.” - Open University Lecturer and Youth Voice Guest Speaker
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THE CRESSET
Driving Positive Change Our extensive venue staff are collectively engaged in implementing the Development Plans as outlined in the recent review, which require further fundraising to deliver a staged reconfiguration of our spaces to serve our audiences and partners more effectively to make the Cresset a vibrant community hub which is inclusive, welcoming and makes Bretton proud. Creating Ambitious Teams We continue to invest in our teams, and are developing a programme of peer-to-peer training, placing colleagues in other cultural organisations to share best practice and experience other ways of working. This will continue alongside the regular extensive training available on and off-line to all staff covering aspects of professional and personal development, and wellbeing. Preparing For The Future We aim to have installed the new environmentally-friendly heating and power system by mid-2026, which will reduce both costs and our carbon
“Thanks
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footprint. The savings made will help to fund and underwrite mission- driven engagement and education programmes for young people and local residents. Creating Financially Sustainable Teams Our staff – many of whom have worked at the Cresset for decades – are our greatest asset. We will ensure the current investment in our building, staff training and data-analysis will underpin positive change which increases both revenue and our positive impact in Bretton, Peterborough and beyond.
“The much-loved local venue.” - Kev Lawrence, PCR Radio
ks for looking after us so well”
- Craig Revel-Horwood
“Came to see the show last night. I was really impressed with the staff who greeted us, the bar staff and the staff in the show – really impressed with the place!” - Member of audience
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OUR PEOPLE
RHYS’ STORY
I applied to work for YMCA Trinity Group having been familiar with the people working at Queen Anne House when I was supporting rough sleepers in the city in my previous role. I always had a nice, positive feeling about the people and the place, and I reached out when I saw they had a vacancy. I wanted to work with young people again and try to do what I could to prevent people falling into a pattern of rough sleeping later in life. The can-do attitude of the people work at YMCA is extraordinary and something I find highly attractive. The energy levels of staff and pace at which things get done is exciting to be around and inspires daily. I have been very fortunate to have been asked to accompany residents on the recent sailing trip with The Cirdan Trust this year. This has been a particular highlight and something I’ll always remember. The resident’s formed such a tightly knit group and overcame many challenges over the course of our week’s journey together.
I am looking forward to the YMCA movement area and contributing the organisation and the it is headed during I believe in our values, and the young people we am optimistic about the
playing my part in within the local
as best as I can to direction in which challenging times. our employees, get to support and
future.
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FUNDRAISING
Total £236,000
0
55,000
110,000
165,000
240,000
Corporate Donations
Grants
General
Legacy
YMCA England & Wales Charity Shops
YMCA England & Wales RoomSponsor Programme
We would like to thank everyone who has either donated or funded our projects this year. Without this we would not be able to continue our work and stay committed to our mission.
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Inspiring Young Lives: Strategy 2024-2028
YMCA Trinity Group’s Organisational Plan for 2024-2028 outlines our ambitious vision and unwavering commitment to enhancing the lives of young people and our communities. Our strategy is built on the foundation of creating impactful projects with dedicated staff teams, all aimed at delivering our key vision: More work, with more young people, in more places. This strategy represents an opportunity to expand our much-needed services while maintaining the highest quality standards. We are driven by the responsibility to create work that enlightens, pushes boundaries, and improves lives in significant ways. By embracing inclusion and excellence, we aim to uplift, inspire, and unleash the full potential of young people, thereby elevating our communities through the quality and impact of our work. Each year, we will use an Annual Delivery Plan to set key targets, plan our work, and measure our success against our strategic priorities. Our focus remains on the impact for our clients, whether it’s improving development goals for children and families, helping residents move into independent accommodation, reducing stress and anxiety for young people, or creating a GP Referral pathway. We balance our aspirations to increase our work with the need to improve the quality of what we do, ensuring financial sustainability and striving for value for money for our clients and stakeholders. Our values of inspiration, respect, empathy, integrity, and belief in potential guide our mission of Inspiring communities, transforming young lives.
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We work across six distinct areas: Family & Youthwork, Health & Wellbeing, Housing, Support & Advice, Training & Education, and The Cresset, a social enterprise and community hub. In response to the changing world post-Covid-19, we recognise the growing need for our services and support. We are committed to transforming communities so that all young people can belong, contribute, and thrive.
Our priorities include:
X Ensuring quality work and engaging with our communities to shape and influence our projects. X Expanding our services and reach through a new marketing plan. X Embracing learning and resilience to meet the changing needs of our clients. X Engineering diversity, inclusion, and equity into everything we do. X Ensuring financial viability and strength through robust financial systems and a new fundraising plan. X Creating ambitious teams by equipping our staff with the skills and resources to be the best. X Preparing for the future by identifying community needs, seizing opportunities, and working towards net zero emissions.
We invite you to join us on our journey to transform communities and inspire young lives.
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Performance and Value for Money
Value For Money Statement 2024/25 YMCA Trinity Group is committed to achieving Value for Money across all aspects of the business. The Association has implemented a new Value for Money Strategy as part of it’s Business Risk and Control Framework. The strategy was approved by the Board of Trustees and has oversight from the Finance, Risk, Audit and Compliance Committee. The strategy ensures the following; X Strategic Decision-Making: Embedding VFM into business planning and governance. X Financial Sustainability: Strengthening forecasting, stress testing, and budget discipline. X Resource Optimisation: Maximising the impact of our assets and workforce. X Performance and Cost Management: Ensuring robust oversight and accountability. As part of this strategy an annual value for money review is carried out and reported to the Finance, Risk, Audit and Compliance Committee. In 24-25 the total Value for Money savings achieved were: £424,699. Examples include: X Batt House Window Restoration Project – using multiple specialists to achieve best value £25,000 X Challenging historical utilities charges – historical errors identified and challenged saving £49,000 X Improved Fire Detection at The Cresset (Housing) – using a partnership approach to design variations and train- ing internal staff to reduce the need for external contractors saved £18,000 The Association also completed its annual self-assessment against the Regulator of Social Housing Value for Money compliance standard. The Association is committed to providing value for money and maximising resources to fulfil its mission.
Value For Money Metrics
24/25
23/24
Reinvestment % Investment in housing properties in the year as a percentage of the gross book value at the year end New supply delivered (social housing units) Total social housing units acquired in the year as a percentage of total social housing units owned at the year end Gearing % Total net debt (loans – cash- short term liquid investments) as a percentage of housing properties at cost Earnings before interest, tax, depreciation, and amortisation (EBITDA, major repairs included) interest cover % Surplus generated compared to interest payable
1%
0%
0%
0%
-3.01% 1.83%
-523% 495%
Headline social housing cost per unit
£19,136
£18,918
Operating margin (social housing lettings only) %
8.49% 9.90%
Operating margin (overall) %
3.20% 2.19%
Return on capital employed
1.04% 1.50%
FINANCES
YMCA is committed to using its resources to maximise our positive impact on the community. All our spending is scrutinised by our Trustees at Board level, as well as the Audit & Risk and Resource Committees.
TURNOVER £11,041,860
70% Housing
11% Childcare
1% Training & Education
4% Health & Wellbeing
3% Youth
3% The Cresset
8% Other
Financial Review 2024/25
The Group Summary statements reflect that consolidated income decreased by £17 2,138 (1%). For the charity itself, income decreased by £248,758 (2%).
Activity
2024/25
2023/24
CHARITABLE:
£
£
Accommodation Health & Wellbeing Support & Advice Training & Education
7,965,927
8,335,829
556,790 364,835 89,680
615,702 386,593 122,087 103,659
Fundraising & Development
4,048
Family Work - Children’s Nurseries Trading: Trading & Investment
1,532,751 2,021,238 12,535,269
1,325,870 1,900,947 12,790,687
TOTAL INCOME
YMCA Trinity Group Income and Expenditure 2024/25 by Activity
17.1%
16.1%
Income
Expenditure
13.2%
12.2%
58.8%
0.0%
0.8%
2.9%
3.8%
63.5%
0.7%
1.0%
4.4%
5.5%
Housing - 63.5% Health & Wellbeing - 4.4% Support & Advice - 2.9% Training & Education - 0.7% Fundraising & Development - 0.00% Family Work - Children’s Nurseries - 12.2 % Trading & Investment - 16.1%
Housing - 58.8% Health & Wellbeing - 5.5% Support & Advice - 3.8% Training & Education - 1.00% Fundraising & Development - 0.8% Family Work - Children’s Nurseries - 13.2 % Trading & Investment - 17.1%
Total operating costs for the year equated to £12,177,241 (2024: £12,539,980). This demonstrates that the charity’s investment in support and advice activities and childcare as part of its strategy to diversify its work in the community. Total expenditure is analysed as follows:
YMCA Operating Costs 2024/25
2023/24
£
£
Charitable
9,844,126 10,401,679
Trading
2,333,980
2,035,511
Fundraising
-865
102,790
TOTAL COSTS
12,177,241 12,539,980
This resulted in a net contribution as follows:
YMCA Net Contribution/Loss by Activity
250%
The return from investment and trading, which predom- inantly is represented by the trading activity undertaken by the Cresset, can fluctuate depending on the level of bookings and success of the performances during the year.
200%
150%
100%
50%
0%
Charitable
Trading & Investment
Fundraising
-50%
-100%
-150%
YMCA Net Contribution/(loss)
2024/25
2023/24
£
£
Charitable
665,857
384,402
Trading & Investment
(312,742)
(134,564)
Fundraising
4,913
869
YMCA Net contribution/(loss)
358,028
250,707
The trading operation continues to make considerable efforts to minimise expenditure, and in- crease turnover. On this basis the charity continues to support the recovery and future sustaina- bility of the trading operations.
Going Concern These financial statements have been prepared on a going concern basis which assumes that the group will continue in operational existence for the foreseeable future. The board has considered a period of 12 months from the date of approval of these financial statements and has determined that the group can continue to operate as a going concern. The board has agreed to support its trading company, The Cresset Limited (TCL), for a further period of 12 months from the date of approval of these financial statements while the out- comes of an external business review are implemented to guide future governance and staff- ing structures and implement a profitable turnaround plan. During this period the board will closely monitor TCL’s ongoing financial performance to ensure there is a sustainable business model. The Trustees have considered the level of support provided to TCL and determined that this does not affect the going concern assessment of the charity noted above. Future Financial Implications The group participates in a closed contributory pension plan providing defined benefits based on final pensionable pay for employees of YMCA’s. Under FRS 102 the pension agreement plan liability is disclosed on the Balance Sheet, fur- ther details are given in note 24 to the financial statements. Reserves The total consolidated reserves of the group are £11,730,425 (2024: £11,559,245). The charity has restricted funds of £0 (2024: £321,403). The Trustees have determined that monies should be set aside for uninterrupted provision of high quality services to young people; this includes keeping their homes in a good state of repair. The charity owns other investment properties including Haywood House which was re-developed to flats in 2016/17. It has also purchased a number of houses for client use. The amount invested in the various buildings at the year-end amounted to £16,456,748 (2024: £12,553,422) and these reserves are tied up in buildings and functional assets as such are not available for the use of the charity. These assets are used by the charity to achieve the charitable objects which is predominately housing focused. The increase in the year is mainly due to investment in the Cresset building including the roof which was fund- ed by the Youth Investment Fund. The balance of free reserves is managed by the Charity/Group for working capital to sup- port the operational activities and revenue funding to deliver services. The Charity/Group calculates that it depends on the cash flow requirement of at least £500,000 in reserves to meet the demands and fluctuations in the current account each year. Since the year-end, the Group has been striving to improve its free reserve position. The strategic plan is to increase the level of reserves by increasing revenue streams from development of services, reduction of costs and fundraising opportunities, which then allow the charity to consider future developments and investments belong, contribute and thrive.
Legal and Administrative Information Officers, Professional advisers and association information for the year ended 31 March 2025
President Vacancy Vice Presidents D Jones, O.B.E. R Mills, J.P., M.B.E.
Company Secretary Miss Helen Williamson (Resigned 17/4/25) Mr Jonathan Martin (Appointed 7/4/2025) Registered Office Queen Anne House Gonville Place Cambridge CB1 1ND Bankers Lloyds TSB plc Gonville Place Branch 95 Regent Street Cambridge CB2 1BQ
The Board of Directors Mr Steve Mallinson (Chair)
Ms Martha Felton (Resigned 16/5/2024)
Mrs Marlini Finney (Resigned 28/6/2024)
Mrs Samantha Loveday (Resigned 22/9/2024)
Mr Andrew Lucas
Solicitors VWV 45 Clarendon Road Watford WD17 1SZ Auditors Price Bailey Tennyson House, Cambridge Business Park Cowley Road, Cambridge CB4 0WZ
Maria MacKay (Appointed 23/11/2024)
Mrs Antonia MacLean
Mrs Barbara Mills
Mr Philip Oakes (Appointed 10/6/25)
Miss Lianne Pemberton (Resigned 28/1/2025)
Mr Simon Pickering (Appointed 30/10/24)
Registered Social Housing Provider Number H4179
Mrs Ann Radmore (Vice Chair)
Mrs Sini Rinne-Kerridge (Appointed 30/10/24)
Registered Charity Number 1069810
Mrs Tracy Simpson (Resigned 10/5/25)
Mr Revantha Sinnetamby (Appointed 15/11/2024)
Company Registration Number 3561613
Mr Chen Sun (Appointed 30/10/24)
Mrs Chris Wilkinson (Vice Chair)
Chief Executive Mr Jonathan Martin
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