ANNUAL REPORT YOUNG AFRICA
2024
TABLE OF CONTENTS
BOARD REPORT 02 Foreword 03 2024 highlights 04 Our beliefs 05 Mission, Vision and Target 06 Results 2024 07 Our reach in 2024 08 Strategic plan ‘24 - ’26 09 Target 2024 - 2026 10 Budget 2025 12 Three Proven Methods
13 Holistic training 14 Mobile Training 15 Sharing the model 16 The Franchise Business Model 17 New methods: e-learning & online job support 18 Where we work 19 Collaborative Programmes 21 Governance - The Role of Young Africa International 22 Organisational Structure 23 Governance 2024 24 Management & Compliance 25 Policies
26 Message from the Supervisory Board 27 Introduction to Financial Statements
FINANCIAL REPORT 29 Summary of Consolidated Financial Statements
FOREWORD
2024 was a wonder-filled year for Young Africa: we grew and expanded, improved and strengthened our work. The need for our interventions have also risen with the growing youth population and increase in un(der)employment. We reached 25% more young people than last year; we started working in two new countries, Angola and Nigeria, and laid the groundwork for South Africa. We are proud of the results presented in this report and of the teams who accomplished them. The proportion of our graduates who are in work after their training continues to reach 70%. Our integrated approach empowers young people with confidence, knowledge and purpose. Our goal to greenovate and digitalise is well on its way. We learnt that building an online vocational school is as hard a job as constructing a physical one, but we will launch the e-learning platform in 2025. Along with sharing our model with new partners and educating 65 life skills trainers, to spread the powerful life skills programme further, we also received international speaking invitations, at UN- side-events, SADC and AU platforms. These show that our experience and expertise in vocational education are recognised, and we are very grateful to the new and diverse financing partners with whom we began working in 2024, helping us to slightly exceed our income budget. Our real impact is evident through the stories of our youths. Their heart-warming transformation is, in the end, all that matters. Our sincere gratitude to everyone who contributed to our growth in 2024, empowering one youth at a time.
With Chioniso Rachel, a YA Graduate with one of the most significant stories of change in 2024
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HIGHLIGHTS 2024
In 2024, we reached 26,019 youths, in 10 countries, across some of our most underserved communities. We are inspired by the transformation we have seen in so many lives, and are proud of our teams who have accomplished this amazing result. We embraced our growth whole-heartedly. We began training youths in Angola and prepared for expansion into Nigeria. Our e-Learning Platform reached the testing phase, and we presented Young Africa at the ‘Opportunities for Africa’ Summit, a side event of the United Nations General Assembly in New York. Another milestone was the launch of our new website—marking a year of innovation and impact!
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OUR BELIEFS
Young people have abundant energy. They are our future and therefore we focus on empowering them.
Skills make the difference. Equipping youth with skills for life and work is the most impactful solution for the huge challenge of youth unemployment.
Livelihoods are the basis for young people's development. They need financial independence to contribute to peace and community building, to good health and stand up for their sexual rights.
We believe in a holistic approach to youth empowerment. Our methods consider the physical, emotional, social and spiritual wellbeing of the youths we aim to empower.
We believe “If it is to be, it is up to me.” We stimulate young people to have agency over what they can contribute, and what they can become.
We believe in giving power to local communities. All Young Africa centres are run by local teams and management, and are supervised by local boards.
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MISSION, VISION AND TARGET
We envision a world of equality and shared wealth. We channel the dynamic energy of youths to transform the world around them. We empower young people with skills of the hands to make them self-reliant, skills of heart and mind to live with dignity and responsibility, and skills of the soul to live with purpose.
Our target is to have reached half a million youths by 2026, by reaching an additional 180,000 young people between 2024 and 2026..
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RESULTS IN 2024
69,4%
98,5% 99,2%
of graduates are able to set personal goals and pursue them
of 2024 graduates are economically active
of the economically active graduates are now economically independent
98.6%
98.4%
of graduates feel more confident about their future 98.2%
of graduates can stand up and speak about issues affecting them
of graduates feel free to discuss issues around SRHR
Results from the Post Graduate survey held in Mozambique, Zimbabwe and Zambia
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REACH IN 2024
1,115
26,019
Young people completed integral TVET 5,790
Total reach in 2024 of all YA programmes
Young people enrolled in academic coaching classes
Total cumulative reach to date 346,253
4,577
65
Young people trained in TVET and Life Skills by our dissemination partners
Teachers from NGOs and Government TVET centres trained and certified as Life Skills Trainers and ready to replicate our Life Skills curriculum.
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STRATEGIC PLAN 2024 - 2026
Our bold ambition is to reach just over 180,000 youths by 2026. This will bring the total of youths empowered through Young Africa to half a million since our inception. See the next page for a detailed breakdown of target beneficiaries per intervention. OUR CURRENT STRATEGY
Our three strategic objectives are:
1 TRAIN YOUTHS AND EXPAND OUR REACH
We'll expand our training capacity at existing centres, and by expansion to four new countries (Angola, Nigeria, Ghana, and South Africa), we’ll share our model with other organisations, and we are launching a digital/e-learning platform.
2 ENHANCE OUR IMPACT
‘Greenovation’ of all aspects of our activities is the focus. We continue to improve the quality ánd the relevance of our courses to the job market. We'll prepare the organisation and our youths for the digital economy. We’ll strengthen our support to past-students so their employability and income increase. We have, and will continue to intentionally include vulnerable youths into our programmes. We strive to ensure that at least two-thirds of our graduates are economically active after training and increase their income by a multiple of five compared to pre-training income. We will measure our impact so that we programme and improve our work based on solid evidence and data.
3 STRENGTHEN THE ORGANISATION
We aim to be more efficient and effective in all our work and in the collaboration with Young Africa Affiliates. That means we put extra effort in growing, building capacity and strengthening our organisational systems at all levels. We want to give an extra push to sharing our expertise and models in skills development and TVET. This will position us to deliberately advocate for youth empowerment.
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TARGET 20 24 - 20 26
TO REACH 180,000 THROUGH
Community programmes : 120,000 Mobile & centre - based training : 25,000 Digital vocational training : 20,000 Private sector employee trainings : 1,000 Training through partners : 14,000
BY EXPANDING OUR OPERATIONS IN CURRENT COUNTRIES AND EXPANDING INTO FOUR NEW COUNTRIES
Ethiopia
Ghana
Malawi
Zambia
Mozambique
Nigeria
Angola
Namibia
Zimbabwe
Botswana
South Africa
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BUDGET 2025 The budget of Young Africa International below reflects the projected income and expenditure for 2025. Costs are allocated to the objectives as defined in our strategic plan for the coming year . 2025 is the second year of the Strategic Plan 2024-2026.
IT FOCUSES ON THREE STRATEGIC OBJECTIVES: 1. Increase the number of youths trained 2. Enhance the impact of our youth programmes 3. Strengthen the Young Africa Federation.
The consolidated budget 2025 was approved by the Supervisory Board in December 2024.
Of the total budget, 57% of the income had been contracted by end 2024; 10% was in contracting stage. The team is mobilising the additional funds needed. The increase in budget of 53% compared to 2024 includes the start of training activities in Nigeria and our expansion to South Africa in 2025.
87% of the budgeted expenditure has been allocated to programmes and 13% to management and fundraising.
EXPENDITURE BY STRATEGIC OBJECTIVES
TOTAL IN EUROS
INCOME BY DONOR
TOTAL IN EUROS
1. Expand the training reach
5,174,295
Governments
4,862,687
2. Enhance impact
2,625,507
Donations and gifts
250,000
3. Strengthen the YA Federation
868,864
Foundations
4,593,362
Management and administration
559,195
Lotteries
624,000
Fundraising
685,863
Total
10,330,049
Total
9,913,723
RESULT
416,326
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THREE PROVEN METHODS
01
CENTRE BASED VOCATIONAL EDUCATION
02
Holistic vocational education at our own Young Africa training centres, that sustain themselves through the franchise model.
MOBILE VOCATIONAL TRAINING
03
Mobile vocational training: our holistic vocational education, delivered at pop-up training sites by local master crafts people and YA staff, in remote areas or conflict zones.
SHARING OUR MODELS
Training: 6 - 12 months
Young Africa trains other NGOs to adopt our success formula.
Training: 6 months
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PROVEN METHODS 01 HOLISTIC TRAINING
At Young Africa, our interventions target socially, economically and academically disadvantaged youth. We teach job-skills in a variety of vocations, which we integrate with a wide range of critical trainings:
Vocational training
Entrepreneurship training, mentorship and coaching
Life skills education, Entrepreneurship skills training and support, Business and financial literacy, Internal savings and lending schemes, Sexual reproductive health and rights (SRHR), Peer coaching and other wellness services, Post-Graduation Support Services.
Life skills education, psycho- social support
Job placement, micro-credit, work readiness training =
We also integrate talent development in sport and art.
Through our school parliaments students have a voice in our programmes.
WORK & INCOME
What makes our approach unique is the holistic, integral approach to empowerment for employability and entrepreneurship. We received our second recognition for this from UNESCO UNEVOC in 2023.
Our vocational training is practically-oriented, with 70% of the curriculum focusing on hands-skills, and 30% on theory). At centres, this is achieved through our Franchise Business Model, and for mobile training, through our Industry Attached Model. In both approaches we collaborate with local entrepreneurs and businesses.
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PROVEN METHODS 02 MOBILE TRAINING
Through this model, we deliver the same holistic-skills- training-package that is offered at its centres, to marginalised youth in rural areas, border towns with migrant communities, and conflict zones within the countries in which we operate. Teams of trainers and support staff establish pop-up training sites for a period of 6 months in collaboration with local businesses and entrepreneurs, followed by 3 months of internship.
All courses in mobile training locations are informed by rapid market and youth needs assessments. Local entrepreneurs, local authorities, Community Based Organisations (CBOs), Faith Based Organisations (FBOs), local Government and Private Vocational Training Providers are consulted and they collaborate in various ways including providing trainers, referring participants, providing internships.
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PROVEN METHODS 03 SHARING OUR MODELS
Besides the holistic approach and mobile training, we have the unique UNESCO- approved Franchise model that can financially sustain TVET institutions . The aim of the franchise business model is to shape every skills training and production unit into a viable, self-reliant enterprise with the capacity to generate wealth and jobs for the community while training youth on the job. Young Africa invests in a TVET centre, and each training unit is rented out to a local entrepreneur, ‘the franchisee’. Rental fees from franchisees cover operating costs, thereby contributing to the operational sustainability of the centre.
THE STUDENT
School fees and labour
Integral youth empowerment
Vocational Training
Results
Equipped workspace and business support
Rental for space, equipment and services
THE ENTREPRENEUR
THE CENTRE
THE STUDENT Young people - students - pay a modest fee for training, most of which goes to franchisees who deliver the training at a well- equipped business unit within the centre. It all starts with a student, who participates in production and acquires job skills on the job, paying fees for the training. More than 80% of the fee goes to the entrepreneur who delivers the training. The student learns from this role model and after their course, they participate in internships off-campus in a different setting.
THE ENTREPRENEUR The entrepreneur is a key part of the model who trains youths on the job, acts as entrepreneurial role model for youths, works with students to produce and sell goods and services to the local market, creates jobs, participates in imparting job skills to the youths in our communities.
THE CENTRE Young Africa is responsible for establishing and fully equipping the training centre, including all necessary facilities and production workshops, which serve both as learning spaces and income- generating units. YA oversees and manages the day-to-day operations, ensuring the quality of training is maintained across all programmes. It sets tuition fees, develops strategic partnerships with local authorities and industry players to facilitate internships and job placements, and delivers all complementary services, such as life skills education, entrepreneurship training, wellness support, digital literacy, and career guidance—to ensure holistic youth development.
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PROVEN METHODS 03 FRANCHISE BUSINESS MODEL SHARING THE MODEL
Sharing our youth empowerment approach with other organisations is about spreading the impact wider. We have continued to train other youth organisations, ranging from small community-based organisations to international NGOs and networks; in our holistic approach to youth empowerment, the franchise business model, and mobile training. We have presented our work at several conferences and seminars. In the Netherlands, we had the opportunity to present our model at Better Care Network. Our CEO was invited to speak for a global audience at the ‘Opportunities in Africa’ Summit, a side- event of the United Nations General Assembly.
To make vocational training more widely accessible to young people, we have been developing an e-learning platform. The Beta version of this platform went live in 2024, giving access to eleven, vocational-training- courses, life-skills-education, entrepreneurship-training and a post-graduate support toolbox. The digital platform is an excellent tool to expand our reach widely and freely with youths and TVET providers alike.
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e LEARNING AND POST GRADUATE SUPPORT NEW METHOD - -
To diversify our methods, and expand our reach, we have developed two digital platforms:
01 THE e LEARNING PLATFORM -
The e-Learning Platform through which our integral TVET programme (Vocational Courses, Life-Skills Education and Entrepreneurship courses) is freely accessible to youths from anywhere.
-
The Post-Graduate-Support Toolbox is a platform through which young people can access services such as work readiness materials, mentorship and coaching, linkages to jobs and internships, linkages to micro finance services. 02 THE POST GRADUATE SUPPORT TOOLBOX
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WHERE WE WORK
WHERE WE WORK
YA INTERNATIONAL HEADQUARTERS
Zimbabwe
YA INTERNATIONAL OFFICE
The Netherlands
YA AFFILIATES
Namibia Zimbabwe Mozambique
Zambia Nigeria Angola
The Netherlands
YA DISSEMINATION PARTNERS
Botswana Malawi Ghana Ethiopia Zimbabwe Zambia
Ethiopia
Ghana
Zambia
Nigeria
Malawi
Angola
Nambia
Mozambique
Botswana
Zimbabwe
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R COLLABORATIVE PROGRAMMES P
SKILLS 2 LIVE Funding partner : The Dutch Ministry of Foreign Affairs through the Embassy of the Kingdom of the Netherlands in Maputo . Location : Angola , Mozambique , Zambia , Zimbabwe . Goal : To promote sustainable livelihoods , reduce vulnerabilities and enhance resilience of at least 34,540 young people to improve Sexual Reproductive Health ( SRHR ) through economic empowerment and SRHR interventions . Young people reached in 2024: 8,742 through TVET training , climate change awareness campaigns , wellness services and women in business training SUSTAINABLE YOUTH EMPOWERMENT Funding partner : Puma Energy Foundation . Location : Cabo Delgado , Mozambique . Goal : To provide high - quality theoretical and practical education and training in a growing green sector , solar energy market to promote youth employability and entrepreneurship . Young people reached in 2024: 96 trained in electrical and photovoltaic installation , 1,791 community members through awareness campaigns .
DIGITAL VET FOR YOUNG AFRICANS
SKILLS FOR YOUTH RESILIENCE PROGRAMME Funding partner : SERVE and Irish Aid . Location : Mozambique & Zimbabwe . Goal : To support 7,080 marginalised young people and adult farmers to become confident , skilled , resilient and active citizens so they can overcome barriers that prevent them from thriving . Young people reached in 2024: 1,562 Funding partner : SERVE and the European Union Location : Mozambique , Zambia , Zimbabwe and other African countries through dissemination partners . Goal : to enhance vocational education and training ( VET ) opportunities for disadvantaged youth in Africa . Our e - Learning Platform is live and targets to reach 8000 young people . We are also building a digital Post - Graduate Support Platform to increase access to services . Young people reached in 2024: 5,029 students already registered on the platform
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COLLABORATIVE PROGRAMMES
EQUIPPED FOR SCALE Funding partner : Sint Antonius Stichting Projecten ( SAS - P ). Location : Entire Federation . Goal : Enhanced impact of YA ’ s integral TVET programme for socially , economically , and educationally disadvantaged youth across Sub - Saharan Africa . Activities supported : Organisational support . economically active , financially independent and are able to make positive life choices . Young people reached in 2024: 125 youth trained EMPOWERED TO EMPOWER Funding partner : Oak Foundation Location : Zimbabwe Goal : At least 60 % of 120 vulnerable youths trained by selected partners are GREENOVATING TVET Funding partner : Nationale Postcode Loterij ( NPL ) Location : Cabo Delgado , Mozambique . Goal : To Improve Young Africa ' s reach , impact and sustainability through ; implementation of sustainable green practices , improvements in communication and brand awareness , increased and diversified organisational funding . Y oung people reached in 2024: 435
SKILLS BUILDER PROGRAMME Funding partner : Leopold Bachmann Foundation . Location : Zambia & Zimbabwe Goal : In Zambia - train 360 youths , of whom 80% are economically active post - graduation , report increased income and economic independence . In Zimbabwe - retooling of workshops to enhance training outcomes and self - reliance of the centre . YA International - build up a learning network of TVET partners in Zimbabwe . Young people reached in 2024: Project inception phase YOUTH EMPLOYABILITY BOOSTER Funding partner : Mastercard Foundation Location : FCT - Abuja , Lagos , Anambra , Akwa Ibom , Edo , Imo Goal : At least 18,300 between 15-35 years reached through an inclusive model that integrates mobile integral TVET , tailored business development support and piloted Franchise Business Model . Achieved in 2024: Research , partnership building , needs assessment , organisation establishment .
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GOVERNANCE
Expanding the training capacity of Young Africa’s Affiliates Increasing the self-sustainability of our training centres and strengthening the application of the franchise model Sharing the Young Africa model and our expertise on youth empowerment with other youth-serving organisations Collecting data and conducting research to inform improvements of our programmes Strengthening our capacity to keep growing in efficiency, effectiveness, governance and transparency Communicating our results Creating visibility for our organisation and lobbying for our mission Mobilising resources for our work. IN SERVICE OF THE FEDERATION, AND IN LINE WITH THE STRATEGY 2024-26, WE HAVE FOCUSED ON: THE ROLE OF YOUNG AFRICA INTERNATIONAL Young Africa operates as a Federation. Each affiliated member has their role. The youth empowerment activities described above are implemented by the Young Africa Affiliates. Young Africa International is the linking pin for the Federation and for the collaboration with our Affiliated Young Africa entities. The role consists of safeguarding the mission of Young Africa, coordinating the expansion of our work, ensuring high quality youth empowerment services, capacity building of our teams and partners, and sharing our youth empowerment expertise.
In 2024 we operated with 22 staff at the headquarters in Zimbabwe plus 3 at our founding office in the Netherlands. Our Managing Board is based in Zimbabwe.
See below the Young Africa International team:
Dorien Beurskens
Mahara Goteka
Phillip Wannel
Raj A Joseph
Getrude Sibanda
Wellington Muchechetere
Christain Schaefer
Sekai Mukaro
Tatenda Chimhini
Leon Bvunyenge
Peter Ndaramu
Floridah Mapeto
Petros Andreas
Nollaig Hulme
Sibusisiwe Mupereri
Alec Danda
Felix Matanganda
Belinda Mahachi
Kin Muzeremwi
Caroline Kachambgwa
Ireen Theu
Caroline Gweshe
Linda Van Hage
Raoul Oei
Concilia Mutami
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ORGANISATIONAL STRUCTURE
Young Africa Affiliate Management and Young Africa International Managing Board (L-R) Phillip Wannell, Head of Operations YAI; Lucie Piassa, Coordinator Angola; Susan Madodo, Country Director Zimbabwe; Josephine Millioni, Coordinator Zambia: Dorien Beurskens, Chief Executive Officer YAI; Mahara Goteka, Head of Programmes YAI; Aksana Varela, Country Director Mozambique.
THE FEDERATION The organisational modification in the previous year, from a Confederation to a Federation, was fully implemented in 2024. Regulations for all bodies in the organisational structure were completed. The diagram on the next page represents our Federation structure, which works well, thanks to the efforts of the Affiliate Boards and Management teams, as well as the Young Africa International Supervisory and Managing Boards. We invested significant time in building capacity and mutual understanding about the roles and responsibilities of supervision and management The constructive collaboration between the members of the Federation on the ground has been admirable. The common Young Africa-wide Strategic Plan 2024-26 has shaped the cohesion and common direction, and we have been growing, learning and improving together.
YOUNG AFRICA INTERNATIONAL New programmes and expansion into two new countries, Angola and Nigeria, required that we grew our team. This required a more defined team structure, so we created a middle management layer with Team Leaders: Wellington Muchechetere as Grants Coordinator, Getrude Sibanda as Compliance Manager (both in Harare), and Christian Schäfer as Fundraising, Partnerships, and Communication Manager (in Amsterdam). Legal registration and recruitment for Boards in the new countries of operation, Angola, Nigeria, and South Africa, commenced in 2024.
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GOVERNANCE 2024
ORGANISATIONAL STRUCTURE
Forum of Directors, Forum of Youth, Forum of Staff Sounding boards of each Affiliate plus YA International’s CEO, HoP and HoO.
Forum of Youth
YOUNG AFRICA FEDERATION Supervision Management
Forum of Staff
Young Africa Affiliates
Forum of Directors
Young Africa International
Young Africa International
YA Mozambique
Affiliation agreement The legal document of the collaboration between YA International and the affiliated organisations. Service agreement An incidental, project-based contract for delivery of services or implementation of project grants between parties. Financial independence within the Federation Each member of the Federation Young Africa is a financially independent entity. The streams of income that flow between the entities are based on individual contracts and there no regular structural payments made. The YA International bodies in The Netherlands and in Zimbabwe operate as one financial entity with consolidated accounts. In 2024, the entity in Zambia operated greatly under YA International's financial responsibility and their accounts were consolidated too.
YA Botswana ← Board Board
Management
YA Namibia
Supervisory Board
Affiliation agreement
CEO
Board
Management
YA Zambia
Head of Programmes
Service agreement
Management
Board
YA Zimbabwe
Head of Operations
Board
Management
YA Expansions
Board
Management
Forum of Chairs
Supervisory board of YA International With Stichting Young Africa (Netherlands) and the YA Hub Trust (Zimbabwe) members
Forum of Chairs Sounding board of Chairs of each Affiliate board plus chair/representative of YA International
Managing board of YA International Plus team in Harare (HQ) and in Amsterdam
Independent, locally, registered Young Africa Trusts Each managed by a Director and team and supervised by local Board of Trustees.
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MANAGEMENT & COMPLIANCE
RECOGNITION AND COMPLIANCE Young Africa International has ANBI-status from the Dutch Tax Authorities as a non-profit organisation. In 2024, we also reported on our compliance with the Dutch law ‘Wet Normering Topinkomens’ that caps management remunerations; we fall well below their threshold. We are recognised by the Dutch Central Bureau of Fundraising Organisations (CBF). We are a member of the umbrella organisation of INGOs in development cooperation in Zimbabwe and in The Netherlands, we are part of Partos and of Goede Doelen Nederland. In 2024, we obtained the global trademark registration of the logo and name Young Africa from the World Intellectual Property Organisation. INNOVATION AND DIVERSIFICATION To ensure the continuity and expansion of our work, in light of the changing donor landscape, and our striving for self-sustainability, we have taken the bold step to set up a Young Africa social enterprise in the green energy sector in Africa. The future profits of the company will flow back into our programmes for youth empowerment. To adequately separate this company Young Power Africa from the Foundation, we will also create the holding company InnovYAte. The legal incorporation of both entities will be completed, and activities will commence, in 2025. RISK MANAGEMENT The risk committee, alongside Management, continued to monitor risks. To give this the importance it needs, we appointed a Compliance & Contracts Manager. The launch of our programme in Nigeria, the first in West-Africa, with a new donor, required stricter risk mitigation, leading to ongoing due diligence processes of partners and new employees by audit firms and lawyers in 2025.
Young Africa International Managing Board (L-R) Phillip Wannell, Head of Operations; Dorien Beurskens, co-founder and Chief Executive Officer; Mahara Goteka, Head of Programmes.
MANAGING BOARD Young Africa International is managed by co-founder and Chief Executive Officer Dorien Beurskens. She heads the three-member Managing Board, with Mahara Goteka as Head of Programmes, and Phillip Wannell as Head of Operations. The Managing Board leads the team at the headquarters in Harare as well as the founding and supporting office in Amsterdam. The Managing Board meets bi-weekly to discuss strategic and operational matters. GOOD GOVERNANCE Young Africa International abides by the Dutch Code of Good Governance (Code Wijffels) for fundraising institutions and follows best practices in governance. The day-to-day leadership is in the hands of the Managing Board. Supervision and management are regulated by the Constitutions and the Governance Policy, which is overseen by the Supervisory Board. The Chief Executive Officer attends Supervisory Board meetings. STRATEGIC PERFORMANCE 2024 marked the first year of Strategic Plan 2024-26 and the overall performance of the planned deliverables so far has been good. The new team structure created space for Management to spend time on expansion of the Federation to new countries, for programmatic innovations, for capacity building, for fundraising efforts, and for public relations and growing Young Africa's reputation as an expert in youth empowerment.
Recognising the need for new entities to build capacity before attaining full Affiliate status, Young Africa International has been supporting Zambia’s entity, founded in 2023, in finance and administration. As the holder of all their grants, Young Africa International is ensuring compliance while capacity building continues. To mitigate non-compliance risks, the Federation is introducing an Associate status as a Pre-Affiliate category. 24
GOVERNANCE
POLICIES
The major policy renewal that took place in 2024 was the review of the Safeguarding and Child Protection Policy .
POLICIES In a growing organisation with a target group of adolescents , we are aware of the need for strong adherence to safeguarding and child protection . For Young Africa , safeguarding applies to every one of our beneficiaries , not just youths below the age of 18 and are legally minors . All staff and board members sign a Code of Conduct , describing our values and standards of integrity , including the Safeguarding Policy .
The policy development will be followed by an action plan in 2025.
All policies , including the Code of Conduct , Safeguarding & Child Protection Policy , GDPR , Governance Policy , etc ., are available upon request .
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MESSAGE FROM THE SUPERVISORY BOARD
We also welcome the groundwork laid for launching a social enterprise—an innovative initiative designed to create impact while generating revenue through renewable energy solutions. These revenues will be reinvested into Young Africa’s strategic activities. This is a strong example of operational excellence, especially at a time when development perspectives are shifting and competition for funding is intensifying. The Supervisory Board is pleased to note that all activities in 2024 were completed within the year’s total generated income. Recognised income grew by 55% and the continuity reserve by 139%—clear evidence of effective financial control and professional management. Composition of the Supervisory Board (as of 31 December 2024) Frans van Midde, Chair; Internal Auditor at Cordaid Member since January 2021 Kees Cluistra, Chair of the Audit Committee; Financial Director at Van Gelder Groep Member since January 2021 Bas Beek, Chair of the Risk Committee; Director at Edukans Member since January 2021 Hilke Tol, Chair of the Governance Committee; Independent Organisational Consultant / Interim Manager Member since January 2021 Eduard Holtz, Member of the Risk Committee; Partnership Manager at Amref Flying Doctors Member since January 2021 Hubert Visser, Member of the Audit Committee; Partner at Forvis Mazars Member since October 2021 Dr Mary Muchena-Stredwick, Member of the Risk Committee; CEO of Folkestone Rainbow Centre (UK) Member since December 2023
Young Africa International Supervisory Board (L-R): Safari Mbewe, Mary Muchena, Eduard Holtz, Hilke Tol, Frans van Midde, Hubert Visser, Bas Beek In 2024, the Supervisory Board reaffirmed its commitment to strong governance and operational excellence. From the outset, we emphasised that integrity and safeguarding are non-negotiable principles guiding all our work—whether in our offices or in collaboration with volunteers, partners, and the young people participating in our programmes. As part of our annual responsibilities, the Board conducted a performance review with the Chief Executive Officer. The review met the expectations of both parties and led to the confirmation of shared objectives and ambitions for 2025. Additionally, the Board undertook a self-assessment, facilitated by Bateleur Partners. This process encouraged critical reflection on our internal and external communication practices and resulted in valuable recommendations for enhancing our performance. In August, the Board visited the HUB in Harare, including mobile programme sites and Young Africa Zimbabwe’s training centre in Chitungwiza. These visits provided meaningful insights into the pressing needs and challenges facing our target group in the Global South. They also helped strengthen our relationship with the Management Board and enhanced our ability to provide informed, realistic, and constructive oversight. We commend the Management Board for its strategic partnership with the Mastercard Foundation, which aims to reach 18,000 young people in Nigeria through the Youth Employability Booster project. We are confident that collaboration with the Risk Committee will ensure sound management of the risks associated with the scale and complexity of this initiative.
We also note with regret the departure of Mr. Safari Mbewe, Member of the Governance Committee, in September 2024. Recruitment for his successor is currently underway. Looking ahead, the Board remains fully committed to Young Africa’s long-term vision and strategy. We look forward to continued collaboration with employees, volunteers, partners, and other stakeholders in 2025 as we work toward our ambitious goal of providing vocational training and entrepreneurship opportunities to half a million young people across Africa by the end of the year. Amsterdam, 25 June 2025 Frans van Midde Chair of the Supervisory Board 26
INTRODUCTION TO THE FINANCIAL REPORT 2024
The donation of shares received in 2021 has been recognised at fair value on the date of receipt . These shares have been classified under financial fixed assets and are measured in accordance with our investment policy . Any subsequent changes in value are accounted for in line with prevailing reporting standards . INCOME AND EXPENDITURE COMPARED WITH PRIOR YEAR 2023 Our income and expenditure were 55% and 43% higher , respectively , than prior year . Total income increased due to expanded donor engagement and program scale - up , while expenditure rose proportionally , driven by intensified program delivery . Administrative and operational costs decreased moderately , reflecting adjustments to enhanced compliance standards . RESERVES AND EQUITY The reserves of Young Africa International are divided into : Continuity reserve : to ensure the continuity of the foundation . Designated funds : which are donor funds allocated to specific activities stipulated by the respective donors . The continuity reserve rose by €152,517 from €110,080 in 2023 to €262,597. Designated funds decreased from the restated €129,981 in 2023 to €119,304 in 2024. The total equity increased from €212,682 to €354,522 during the year under review . FUNDRAISING Fundraising efforts in 2024 showed significant progress , reflecting a strong commitment to resource mobilisation , donor engagement , and diversification of funding sources . The organisation successfully deepened existing partnerships while exploring new opportunities across local and international donor landscapes . With lessons learned and strategic plans in place , the organisation is well - positioned to sustain and expand its impact through diversified funding streams . COMMUNICATION In 2024, communication activities were strategically aligned to enhance the organisation ’ s visibility , engage stakeholders , and support the delivery of key programs . The team focused on clear , consistent messaging to promote transparency , build trust , and amplify impact across audiences .
The 2024 Finance Report relates to Young Africa International , which consists of Stichting Young Africa ( Stichting ), based in the Netherlands , consolidated with Young Africa International Africa Hub Trust ( The Hub ) and Sutus ( Pvt ) Ltd ( Sutus ), both based in Zimbabwe . Included in the Hub financial report are the activities undertaken by a new entity in Zambia , called Skills to Live Zambia ( Pvt ) LTD This was created in 2023 to continue our ongoing interventions in Zambia . The majority of funds we received were deposited into the Stichting bank accounts in the Netherlands , for onward disbursement to The Hub , Affiliates and partner organisations . By consolidating the Stichting accounts with those from The Hub , Sutus , and Skills to Live Zambia all activities undertaken by Young Africa International are herein presented . In August of 2024, supported by the Mastercard Foundation , the Youth Employability Booster ( YEB ) Project started , aimed at providing vocational , digital , and entrepreneurial training to 18,300 young Nigerians over a four - year period , with a strong emphasis on inclusivity , especially for women and individuals with disabilities . RATIO BETWEEN EXPENDITURE ON OBJECTIVES AND MANAGEMENT AND FUNDRAISING EXPENDITURE Our ratio between expenditure spent on objectives and those spent on Management and Fundraising reduced from 90.9% last year to 87.8% in 2024. Strengthening our federation remains one of our Strategic Objectives through investing in future growth to have a positive impact on even more beneficiaries across a greater footprint in Africa . INCOME AND EXPENDITURE VS BUDGET Our income and expenditure were both 59% of the budgets , respectively . We received just over €7,000,000 in 2024, but as per our accounting principles , the income recognised for the year was €3,967,607, 41% lower than the budget . Of the amount received €3,372,019 was funding for future multi - year projects . This funding will be recognised in future years . The organisation remains in a strong financial position going into 2025, with key learnings around cash flow timing and project scheduling set to improve future budget accuracy . The recruitment ratio has been 5.4% vs . a budget of €6.5 million .
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FINANCIAL REPORT 2024
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INTRODUCTION TO THE ABRIDGED YOUNG AFRICA INTERNATIONAL CONSOLIDATED FINANCIAL REPORT 2024 The 2024 Finance Report relates to Young Africa International, which consists of Stichting Young Africa (Stichting), based in the Netherlands, consolidated with Young Africa International Africa Hub Trust (The Hub) and Sutus (Pvt) Ltd (Sutus), both based in Zimbabwe. Included in the Hub financial report are the activities undertaken by a new entity in Zambia, called Skills to Live Zambia (Pvt) LTD This was created in 2023 to continue our ongoing interventions in Zambia. The majority of funds we received were deposited into the Stichting bank accounts in the Netherlands, for onward disbursement to The Hub, Affiliates and partner organisations. By consolidating the Stichting accounts with those from The Hub, Sutus, and Skills to Live Zambia all activities undertaken by Young Africa International are herein presented. In August of 2024, supported by the Mastercard Foundation, the Youth Employability Booster (YEB) Project started, aimed at providing vocational, digital, and entrepreneurial training to 18,300 young Nigerians over a four-year period, with a strong emphasis on inclusivity, especially for women and individuals with disabilities.
RATIO BETWEEN EXPENDITURE ON OBJECTIVES AND MANAGEMENT AND FUNDRAISING EXPENDITURE
Our ratio between expenditure spent on objectives and those spent on Management and Fundraising reduced from 90.9% last year to 87.8% in 2024. Strengthening our federation remains one of our Strategic Objectives through investing in future growth to have a positive impact on even more beneficiaries across a greater footprint in Africa.
INCOME AND EXPENDITURE VS BUDGET
Our income and expenditure were both 59% of the budgets, respectively. We received just over €7,000,000 in 2024, but as per our accounting principles, the income recognised for the year was €3,967,607, 41% lower than the budget. Of the amount received €3,372,019 was funding for future multi-year projects. This funding will be recognised in future years. The organisation remains in a strong financial position going into 2025, with key learnings around cash flow timing and project scheduling set to improve future budget accuracy. The recruitment ratio has been 5.4% vs. a budget of €6.5 million. The donation of shares received in 2021 has been recognised at fair value on the date of receipt. These shares have been classified under financial fixed assets and are measured in accordance with our investment policy. Any subsequent changes in value are accounted for in line with prevailing reporting standards.
INCOME AND EXPENDITURE COMPARED WITH PRIOR YEAR 2023
Our income and expenditure were 55% and 43% higher, respectively, than prior year. Total income increased due to expanded donor engagement and program scale-up, while expenditure rose proportionally, driven by intensified program delivery. Administrative and operational costs decreased moderately, reflecting adjustments to enhanced compliance standards.
RESERVES AND EQUITY
The reserves of Young Africa International are divided into: Continuity reserve: to ensure the continuity of the foundation. Designated funds: which are donor funds allocated to specific activities stipulated by the respective donors. The continuity reserve rose by €152,517 from €110,080 in 2023 to €262,597. Designated funds decreased from the restated €129,981 in 2023 to €119,304 in 2024. The total equity increased from €212,682 to €354,522 during the year under review.
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FUNDRAISING
Fundraising efforts in 2024 showed significant progress, reflecting a strong commitment to resource mobilisation, donor engagement, and diversification of funding sources. The organisation successfully deepened existing partnerships while exploring new opportunities across local and international donor landscapes. With lessons learned and strategic plans in place, the organisation is well-positioned to sustain and expand its impact through diversified funding streams.
ANBI STATUS AND CBF QUALITY MARK
The Stichting was granted the status of non-profit organisation by the Dutch tax department on January 1, 2008, which means that as long as we work in accordance with our objectives, donations made to us are tax-exempt. From September 2021 the Foundation has been certified to comply with CBF Standards.
GUIDELINE RJ650 FOR ANNUAL REPORTING
The financial statements have been prepared in accordance with Dutch Accounting Standard for Fundraising Institutions (RJ 650, Fondsenwervende organisaties) published by the Dutch Accounting Standards Board. This guideline requires that costs be allocated not only to the costs of direct fundraising and the achievement of the organisation's goals but also to generating income, and management & administration. The principles adopted for the valuation of assets and liabilities and the determination of the result are based on the historical cost convention.
MAXIMUM REMUNERATION ON THE STANDARDISATION OF TOP INCOMES (‘WNT’)
The aim of the Dutch law WNT is to prevent excessively high salaries in institutions within the public and semi-public sector. This Act limits the salaries of executives in public and semi-public positions to the same level as ministers’ salaries. That level will be revised every year. The maximum remuneration of the WNT has been increased to EUR 214,000 gross for 2024.
Young Africa International falls below the set thresholds.
For the detailed audited finance report 2024 and the independent auditor's statement, please follow this link.
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YOUNG AFRICA INTERNATIONAL CONSOLIDATED ABRIDGED REPORT 2024
1. ABRIDGED CONSOLIDATED BALANCE SHEET Amounts in this section are expressed in euro, unless otherwise stated
Consolidated 31/12/2024 € 726,291 146,189 3,348,010 4,220,490
Consolidated 31/12/2023 € 552,157
Assets
Fixed and Financial Assets Receivables Cash and Bank
208,223 239,425 999,805
Liabilities Total equity Liabilities
354,522 3,865,968 4,220,490
212,682 787,123 999,805
2. ABRIDGED CONSOLIDATED STATEMENT OF INCOME AND EXPENDITURE
Consolidated 2024 € 3,973,566
Budget 2024 € 6,733,724 5,650,392 429,706 499,018 6,579,116
Consolidated 2023 € 2,567,274 2,453,562 54,401 191,077 2,699,040 10,322 -121,444
Total income Expenditure Spent on our objective Expenses of own fundraising Management & Administration costs Total expenditure Income from investments less financial costs Results
3,383,832 207,451 261,469 3,852,752 21,026 141,840
154,608
3. ABRIDGED CASH FLOW STATEMENT
Consolidated 31/12/2024 € 141,840
Budget 31/12/2023 € -121,444
Result fiscal year Adjustment from operating activities - Depreciation - Decrease in prepaid expenses & accounts receivables - Increase in creditors and amounts payable - Interest paid - Increase in short - term refund obligations bond - Unrealised loss / profit on shares - Interest received - Exchange rate differences Zambia
42,646 62,034 3,204,931 -4,160
41,924 98,786 80,640 -23,189 -10,000 -33,512
-49,456 -16,189 -5,738
14,236
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Cashflow from operations
3,375,909
47,441
Adjustments for investing activities Cashflow form investing operations
-167,323 -167,323
-31,650 -31,650
Adjustment for changes in long term liabilities Net cash flow
-100,000 3,108,585
50,000 65,791
Increase cash and bank Cash and bank at January Cash and bank at December In /( de ) crease cash and bank
239,425 3,348,010 3,108,585
173,634 239,425 65,791
YOU(TH) GOT THE POWER
HEAD OFFICE Young Africa International Africa Hub Trust 147 Greendale Avenue Harare, Zimbabwe ya.hub@youngafrica.org
FOUNDING OFFICE Stichting Young Africa International Linnaeusstraat 2C, 1092 CK Amsterdam, The Netherlands ya.int@youngafrica.org
www.youngafrica.org
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