Investing in the Next Generation Reanga mō muri
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C H U R C H
A C H R I S T 1
Y M C 2 0 2
e r a t i o n
N e x t G en
n g i n t h e t ia
I n ve s t i i h ā p a i
a m ō m ur
Reang
From the YMCA
Board of Trustees Financial Performance
James Stewart (President) Year Ended January 2021
Papa Hou, gyms, recreation centre those who need it most. to you. Finally, a special thanks to The impact of Covid related at Wainui. The loss of international
and school camps, very little has On behalf of the Board of Trustees my board colleagues who donate restrictions on our operations, and seasonal staff has been a loss to our Social Enterprise Income | $8,774,752
been left unchanged. I wish to thank all of our amazing their time and endless wisdom as the closure of our accommodation large residential camp and we hope
However, out of tragedy has come members, guests and clients who we hold the mantle of kaitiakitanga for refurbishment in the latter part that one day we can welcome the
for the YMCA, it is a responsibility of the year reduced our income diversity of experience and Programmes & Services
incredible opportunity. The have continued to support the
none of us take lightly and we all overall compared to the previous knowledge from other YMCA Donations
government’s support of our vision of the YMCA with their
As for undoubtedly every hold it as an honour to serve the year by $2 million. Despite this we centres across the globe again. Other Income*
central city site’s masterplan patronage across our sites. Our
organisation, this last year has people of Christchurch in this way. have done well. We have cut our Shovel Ready Grant
through their Shovel Ready Fund gratitude also extends to our Despite what has been a wild year
been one of significant upheaval has provided us the ability to many, many volunteers who have This next year will, of course, also cloth, adjusted how we operate, and with many uncertainties, our *wage subsidy, rent
for the Christchurch YMCA across reposition the YMCA for our post- continued to give their time be one of uncertainty but the found new ways of continuing to bottom line before depreciation
every aspect of our operations. Covid future, and ensure we stay amidst the challenges and resilience and tenacity that the serve our community despite the finished on a reasonable $305,399
From the impact of restricted relevant and able to invest in the uncertainty in their own lives. To YMCA family have shown over the significant challenges. We have also – testament to the hard work of our
travel on our accommodation next generation for the next 159 our amazing team, led by our last 12 months provides me with been the fortunate recipient of a staff and the loyalty of our
offering and international years. It is incredibly exciting to incredible CEO, who all dug deep, great comfort that we will continue ‘shovel ready’ grant and thousands of participants. Social Investment Costs | $8,469,353
volunteers, to revised operating see the designs for these pivoted and sacrificed so much to to invest in the next generation for concessionary loan ($21.5 milion
The government’s wage subsidy
procedures being required across buildings progress and to imagine ensure the YMCA remained many years to come. respectively, a total of $43 million)
initiative was critical to our survival Wages
our early learning centre, indoor the impact that these spaces will operable during the hardest which is going to set our YMCA up
Nga mihi nui. with subsidies received of just over
rock climbing facilities, 4C Centre, be able to have on the lives of month, our sincerest thanks go out for the future – not just in terms of Programmes & Services
$1 million. We are likewise very
our built assets but also in terms of Shovel Ready Build Costs
grateful for philanthropic support
our relevance and significance in
Christchurch as the city continues
from individuals and foundations, Depreciation
which was slightly down on 2020
From the Chief to reinvent itself post earthquakes. Operational Overheads*
but nevertheless a significant
As an organisation we have had to $904,151. *interest, maintenance, insurance, power, etc
Executive Officer change our operations particularly
in terms of our staffing at our camp You can find our full accounts on our website:
www.ymcachch.org.nz/about-us/annual-reports/
Josie Ogden Schroeder
even more critical that we work are vast differences about how exaggerated, perhaps, the fear and
with others – with resources this lands. It is also a reminder anxiety that the pandemic caused.
generally thin on the ground, it is that if an organisation can foster So, for an organisation that employs
important to have champions, systems, processes and a culture a lot of staff and provides
partners and collaborators. I have amongst it’s people that change is important and very diverse services
A lot of things were learned and a sense that the YMCA is bringing ‘ok’ and adaptability represents and programmes to hundreds of
achieved in 2020 which has put along with us an army of people progress (rather than a threat) – thousands of families, that runs a
the YMCA on an exciting path of who want to help make a then that organisation will be business model with minimal
progress and development. This difference to the way our society more resilient over time. ‘reserves’ for a rainy day – the
path will future proof our supports one another. In Christchurch we also challenge of Covid was large. I am
programmes and services, our remembered ten years since the very grateful to the commitment
Of course we’ve had our
relevance in our community, and first large earthquake in 2010, and determination of our people,
vulnerability highlighted in the
our ability to deliver in innovative and the more devastating quakes and for the loyalty of our
past year. The way that Covid has
ways for the next century. We are in 2011. It seems odd perhaps to participants. In particular our health
impacted the entire globe has
enormously excited about the those who were not living in & fitness members deserve a
been devastating and deeply
future and the impact we can have Christchurch at that time that this mention here – their understanding
unsettling for humanity: we all
g
on society in general.
i n
of our circumstances was
r
worry for the future and this event is still such a fresh memory.
y , C a
Organisations of course do not heartening and profound.
t
‘threat’ leaves us unable to plan Lockdowns and endless media
create impact on their own – they ahead. Therefore we must be able attacks in relation to Covid He taonga rongonui te aroha ki te
o n s i b i l i
e s p aitia
make them by carefully forging to adapt on the fly – not something brought these memories to the tangata. Goodwill towards others is
relationships that are win-win with that is easy for families, let alone surface for many , a sort of mass- a precious treasure.
p e c t , R u , A t a w h
ty, Res
others, and collectively seeking large organisations. Everyone community triggering effect that
a w e n g a At
K
Honespono, Whakanuia te T
Te
angata,
out ways to exponentially copes differently, so it is no
z
increase the overall benefits that surprise that when an entire
decisions and choices unlock. In population is having to adapt there
h . o r g . n
mcachc
the context of a not for profit, it is
a
Te Whak
www.y
From the YMCA
Board of Trustees Financial Performance
James Stewart (President) Year Ended January 2021
Papa Hou, gyms, recreation centre those who need it most. to you. Finally, a special thanks to The impact of Covid related at Wainui. The loss of international
and school camps, very little has On behalf of the Board of Trustees my board colleagues who donate restrictions on our operations, and seasonal staff has been a loss to our Social Enterprise Income | $8,774,752
been left unchanged. I wish to thank all of our amazing their time and endless wisdom as the closure of our accommodation large residential camp and we hope
However, out of tragedy has come members, guests and clients who we hold the mantle of kaitiakitanga for refurbishment in the latter part that one day we can welcome the
for the YMCA, it is a responsibility of the year reduced our income diversity of experience and Programmes & Services
incredible opportunity. The have continued to support the
none of us take lightly and we all overall compared to the previous knowledge from other YMCA Donations
government’s support of our vision of the YMCA with their
As for undoubtedly every hold it as an honour to serve the year by $2 million. Despite this we centres across the globe again. Other Income*
central city site’s masterplan patronage across our sites. Our
organisation, this last year has people of Christchurch in this way. have done well. We have cut our Shovel Ready Grant
through their Shovel Ready Fund gratitude also extends to our Despite what has been a wild year
been one of significant upheaval has provided us the ability to many, many volunteers who have This next year will, of course, also cloth, adjusted how we operate, and with many uncertainties, our *wage subsidy, rent
for the Christchurch YMCA across reposition the YMCA for our post- continued to give their time be one of uncertainty but the found new ways of continuing to bottom line before depreciation
every aspect of our operations. Covid future, and ensure we stay amidst the challenges and resilience and tenacity that the serve our community despite the finished on a reasonable $305,399
From the impact of restricted relevant and able to invest in the uncertainty in their own lives. To YMCA family have shown over the significant challenges. We have also – testament to the hard work of our
travel on our accommodation next generation for the next 159 our amazing team, led by our last 12 months provides me with been the fortunate recipient of a staff and the loyalty of our
offering and international years. It is incredibly exciting to incredible CEO, who all dug deep, great comfort that we will continue ‘shovel ready’ grant and thousands of participants. Social Investment Costs | $8,469,353
volunteers, to revised operating see the designs for these pivoted and sacrificed so much to to invest in the next generation for concessionary loan ($21.5 milion
The government’s wage subsidy
procedures being required across buildings progress and to imagine ensure the YMCA remained many years to come. respectively, a total of $43 million)
initiative was critical to our survival Wages
our early learning centre, indoor the impact that these spaces will operable during the hardest which is going to set our YMCA up
Nga mihi nui. with subsidies received of just over
rock climbing facilities, 4C Centre, be able to have on the lives of month, our sincerest thanks go out for the future – not just in terms of Programmes & Services
$1 million. We are likewise very
our built assets but also in terms of Shovel Ready Build Costs
grateful for philanthropic support
our relevance and significance in
Christchurch as the city continues
from individuals and foundations, Depreciation
which was slightly down on 2020
From the Chief to reinvent itself post earthquakes. Operational Overheads*
but nevertheless a significant
As an organisation we have had to $904,151. *interest, maintenance, insurance, power, etc
Executive Officer change our operations particularly
in terms of our staffing at our camp You can find our full accounts on our website:
www.ymcachch.org.nz/about-us/annual-reports/
Josie Ogden Schroeder
even more critical that we work are vast differences about how exaggerated, perhaps, the fear and
with others – with resources this lands. It is also a reminder anxiety that the pandemic caused.
generally thin on the ground, it is that if an organisation can foster So, for an organisation that employs
important to have champions, systems, processes and a culture a lot of staff and provides
partners and collaborators. I have amongst it’s people that change is important and very diverse services
A lot of things were learned and a sense that the YMCA is bringing ‘ok’ and adaptability represents and programmes to hundreds of
achieved in 2020 which has put along with us an army of people progress (rather than a threat) – thousands of families, that runs a
the YMCA on an exciting path of who want to help make a then that organisation will be business model with minimal
progress and development. This difference to the way our society more resilient over time. ‘reserves’ for a rainy day – the
path will future proof our supports one another. In Christchurch we also challenge of Covid was large. I am
programmes and services, our remembered ten years since the very grateful to the commitment
Of course we’ve had our
relevance in our community, and first large earthquake in 2010, and determination of our people,
vulnerability highlighted in the
our ability to deliver in innovative and the more devastating quakes and for the loyalty of our
past year. The way that Covid has
ways for the next century. We are in 2011. It seems odd perhaps to participants. In particular our health
impacted the entire globe has
enormously excited about the those who were not living in & fitness members deserve a
been devastating and deeply
future and the impact we can have Christchurch at that time that this mention here – their understanding
unsettling for humanity: we all
g
on society in general.
i n
of our circumstances was
r
worry for the future and this event is still such a fresh memory.
y , C a
Organisations of course do not heartening and profound.
t
‘threat’ leaves us unable to plan Lockdowns and endless media
create impact on their own – they ahead. Therefore we must be able attacks in relation to Covid He taonga rongonui te aroha ki te
o n s i b i l i
e s p aitia
make them by carefully forging to adapt on the fly – not something brought these memories to the tangata. Goodwill towards others is
relationships that are win-win with that is easy for families, let alone surface for many , a sort of mass- a precious treasure.
p e c t , R u , A t a w h
ty, Res
others, and collectively seeking large organisations. Everyone community triggering effect that
a w e n g a At
K
Honespono, Whakanuia te T
Te
angata,
out ways to exponentially copes differently, so it is no
z
increase the overall benefits that surprise that when an entire
decisions and choices unlock. In population is having to adapt there
h . o r g . n
mcachc
the context of a not for profit, it is
a
Te Whak
www.y
Our Purpose
Socially Sustainable Service - investing in the next generation
As mentioned in the financial report, the The YMCA is a charitable trust but we branding in order to better tell this Robin
YMCA in October signed a contract with operate on a social enterprise model. Hood story. Hotel Give will be proudly
Crown Infrastructure Partners of the NZ What this means is that some aspects of YMCA operated and our customers will
Government which is enabling us to our work (specifically accommodation understand that their choice to stay at
significantly improve and build on our most of all) earn surplus income for us to Hotel Give is a way of ‘giving back’ to our
asset base. This is a game changer for our then spend on enhancing programmes for local community. We see this as an
organisation as we have always struggled people of Christchurch. It also enables us opportunity to tell our social enterprise
to invest in our capital assets due to tight to keep our fees down (for example in story and to appeal to the socially
cashflows and the difficult task of Health & Fitness), to upgrade and improve conscious shopper who believes in
building up cash reserves. Arguably, over our equipment, to honour and recognise investing in social causes, programmes
the past 20 or so years, our site at 12 our staff and so on. Without a surplus and services – while still providing them a
Hereford Street has not been optimised generating arm we would not be able to do great night's sleep.
from a revenue generation perspective. a large proportion of what we do. For more about our building project see
Profit the Y can generate directly With the re-opening of accommodation in www.ymcachch.org.nz/citysitedevelopment/
dictates the level of social investment June 2021 we are excited to also be re-
(programmes and services) we can
provide the community.
Total Participations
227,333 per annum
Health & Fitness
Arts
Accommodation
Outdoor Education
Recreation
Events
ECE
Total People
77,040 per annum
Young People
Adults
Children
Key Funders
The J I Urquhart Charitable Trust The Elizabeth Ball Charitable Trust
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