ANNUAL REPORT 2024- 2025 Y-Nelson FEBRUARY 2026 PAGE 2 This year has been one of consolidation, strengthening, and important consistent progress across Y-Nelson. The Board has focused on the foundations that allow our services to thrive — governance, safeguarding, health and safety, financial oversight, and support for our people. The Board has worked closely with management to ensure that our systems match the complexity of the work we do with children, young people, and families. I am particularly proud of the way our teams have responded to increasing levels of need in our community. Whether in early learning, after-school care, or vocational training, our staff continue to show care, professionalism and resilience. We have also seen strong community engagement, from events like the Y-Kids Matariki celebration to the continued demand for OSCAR programmes. On behalf of the Board, I thank our staff, volunteers, families, partners and funders. Your support makes our work possible and meaningful. Pip Jamieson President, Y-Nelson MESSAGE FROM THE PRESIDENT This has been a year of strengthening the organisation from the inside while continuing to deliver for our community every day. We have invested significant time in improving safeguarding systems, health and safety processes, staff induction, and internal reporting. These are not always visible changes, but they are essential to keeping children and young people safe and ensuring Y-Nelson remains a trusted organisation. At the same time, our teams have managed real operational pressures — higher behavioural and learning needs among tamariki, staff illness through winter, recruitment challenges, and leadership transitions. Despite this, services have remained stable, environments have improved, and financial performance has continued to recover. I am deeply grateful to our staff for their commitment, to the Board for its steady governance, and to our community partners for their ongoing support. Sean Trengrove Executive Director MESSAGE FROM THE EXECUTIVE DIRECTOR PAGE 3 OPERATING SURPLUS NET ASSESTS AT YEAR END $2.34 Million SAFEGUARDING TRAINING CURRENCY WAS MAINTAINED AT 100% THROUGHOUT THE YEAR WITH TRAINING PROVIDED BY A RANGE OF CERTIFIED PROVIDERS 104 Y-Nelson 2024–25 By the Numbers $2.59 Million CHILDREN ATTENDING ECE 18 UNDER 2 YEAR OLD 86 OVER 2 YEAR OLDS TOTAL REVENUE 115 CHILDREN ATTENDING OSCAR PROGRAMMES 34 COURSES COMPLETED AT NTC 41 STUDENTS ATTENDED NELSON TRAINING CENTRE (NTC) $22,867 Y-Nelson continued to provide safe, supportive environments where children, young people, and families could learn, grow, and belong. While much of our work happens in everyday moments, the impact is real and lasting. OUR IMPACT PAGE 5 SUPPORTING TAMARIKI TO THRIVE At Y-Kids Early Learning Centre, tamariki were supported not only to learn, but to feel safe, valued and connected. Children with higher learning and behavioural needs received additional support through close collaboration with whānau and the Ministry of Education. Improvements to the outdoor play area reduced injury risk and improved the quality of outdoor play and teaching resources and classroom environments were upgraded, creating more engaging learning spaces. Community connection was strengthened through events such as the Matariki celebration, which brought together over 150 whānau and community members. Impact: Tamariki experienced a more inclusive environment, with teaching that responded to individual needs and strengthened their sense of belonging. HELPING WORKING FAMILIES STAY CONNECTED AND SUPPORTED Impact: Families were able to work, study and manage daily life knowing their children were in a safe, supportive environment. OSCAR after-school and holiday programmes continued to be a vital support for families. High demand across sites shows the importance of safe, structured care outside school hours and holiday programmes gave children positive, active experiences during school breaks. Leadership transitions were managed without disruption to families and staff focused on supporting children with additional needs, helping them remain part of their peer groups. PAGE 7 GIVING YOUNG PEOPLE PATHWAYS TO EMPLOYMENT KEEPING CHILDREN AND YOUNG PEOPLE SAFE Across all services, Y-Nelson strengthened safeguarding and safety systems with staff and board safeguarding training remaining up to date. Health and safety systems were standardised across services with incident reporting improved, allowing earlier identification of risks. Staff and board induction processes were strengthened to ensure consistent standards. The Nelson Training Centre supported learners into practical training and employment pathways and learners completed qualifications and built workplace-ready skills. Training has continued in a safe, compliant environment with strong student support and a continuous focus on pastoral care and safeguarding alongside vocational learning. Impact: Young people gained confidence, skills, and recognised qualifications that support long-term employment opportunities. Impact: Children and young people in Y- Nelson services are supported in environments where safety is actively managed, not assumed. PAGE 8 STRENGTHENING THE ORGANISATION FOR THE FUTURE Behind the scenes, Y-Nelson invested in systems to ensure long-term sustainability and improved financial management to support service stability. Administrative and HR systems were strengthened and pay compliance issues were identified and corrected, reinforcing fairness and trust. Impact: A more stable organisation means more reliable services for families and stronger foundations for future growth. PAGE 9 BOARD AND ORGANISATION-WIDE LEADERSHIP This year saw significant work to strengthen governance, compliance, and internal systems across Y-Nelson. A unified organisational hazard register was introduced, and quarterly internal health and safety audits commenced. Safeguarding remained the organisation’s highest operational risk area, with structured action planning and improved reporting to the Board. Core policies including privacy, recruitment, flexible working, and bullying (including online bullying) were reviewed and updated. Financial oversight strengthened through tighter cost management and active grant seeking, helping stabilise the organisation’s financial position after losses in previous years, many due to variations in TEC funding levels being difficult to predict based on student numbers and timing. Administration and HR systems were strengthened during the year, including improved induction and compliance tracking. OPERATIONAL HIGHLIGHTS Y-KIDS EARLY LEARNING CENTRE Y-Kids saw visible improvements to its learning spaces and provision including replacement of classroom carpets and expansion of teaching resources through grant funding. Staff continued professional learning and curriculum development and a major theme of the year was supporting children with higher behavioural and learning needs. Staff worked closely with whānau and the Ministry of Education to secure additional support hours and ensure inclusive practice. Operational pressure increased during winter illness periods, requiring careful rostering and leadership oversight. A pay compliance review identified historical teacher pay step underpayments, which were corrected with arrears paid. This was an important step in ensuring fairness and compliance. Community engagement remained strong, highlighted by the Matariki festival attended by more than 150 people. PAGE 10 OSCAR AFTER-SCHOOL AND HOLIDAY PROGRAMMES OSCAR programmes continued to show strong demand, with many sites operating near or at capacity, while holiday programmes were frequently fully booked or near full. Attendance variability (often linked to illness and school commitments) remained an ongoing operational factor. A significant leadership transition occurred when the OSCAR Manager commenced parental leave as a new OSCAR Manager stepped into the role, supported by new supervisor appointments and inductions across sites. The year also included work to improve programme planning, resource provision, and partnerships (including sports connections), while supporting children with higher needs to remain included. NELSON TRAINING CENTRE (NTC) NTC maintained steady enrolments and effective delivery of training programmes and learners completed courses and gained qualifications aligned with hospitality and employment pathways. Pastoral care remained a core feature of the model, with attention to learner wellbeing and safeguarding. The year included practical facility maintenance and upgrades (including kitchen equipment and general infrastructure) to keep training environments safe and functional. Compliance, moderation, and funder reporting continued through the year to support programme quality and ongoing delivery. PAGE 11 FINANCIAL SUMMARY Total revenue for the year was $2,590,698. Total expenses were $2,567,831, resulting in a surplus of $22,867. Net assets increased to $2,336,326, and cash reserves improved, strengthening organisational stability. Support from generous funders has enabled Y-Nelson to achieve: Provision of inclusive early learning environments, reliable care for working families, vocational pathways for young people, safer environments across services and stronger organisational sustainability FUNDER-FOCUSED IMPACT SUMMARY OUTLOOK FOR 2025–2026 Looking ahead, Y-Nelson will focus on deepening inclusive practice, strengthening OSCAR sustainability, stabilising and growing training pathways at NTC, embedding safety and safeguarding systems, and maintaining financial sustainability. BOARD OF Y-NELSON 2024–2025 Y-NELSON www.ymcanelson.org.nz admin@ymcanelson.org.nz 03-545-6760 Board members and officers during the year included: Pip Jamieson – President Joe Kennedy – Vice President Lindsay MacKenzie – Immediate Past President (Trustee) Helen McEwan – Treasurer (Trustee) Kristy Rowe – Member Sam MacKinnon – Member Steph McLeod – Member Oscar Bowater – Member Luci Swatton – Observer Sean Trengrove – Executive Director (Officer) 02Paeafgae 1 023PaPefPg 1 024PaPefPg 1 025PaPefPg 1 026PaPefPg 1 027PaPefPg 1 028PaPefPg 1