Company no. 02777296 Charity no. 1019493 



# **Youth Adventure Trust Report and Audited Financial Statements 31 December 2021** 



## **Youth Adventure Trust** 

## **Reference and administrative details** 

|**For the year ended 31 December 2021**|**For the year ended 31 December 2021**||
|---|---|---|
|**Company number**|02777296||
|**Charity number**|1019493||
|**Registered office and**|Windmill Hill Business Park||
|**operational address**|Whitehill Way||
||Swindon||
||Wiltshire||
||SN5 6QR||
|**Founder patron**|Mr David Hempleman-Adams OBE||
|**Patrons**|Mr Neill Williams||
||Col Richard Mitchell||
||Mr Nigel Mitchell||
||Mr Vaughan Fullager||
|**Trustees**|Trustees, who are also directors under company law, who served during||
||the year and up to the date|of this report were as follows:|
||Amanda Cole|Resigned 7 July 2021|
||Peter Coleman (Treasurer)||
||Julie Day|Resigned 8 October 2020|
||Craig Diamond||
||Mike Hughes||
||Suzanne McGladdery||
||Tom McPhail||
||Peter Redfern (Chair)||
||Oliver Robinson|Appointed 23 February 2021|
||Gabriella Wood|Appointed 23 February 2021|
|**Chief executive officer**|Mark Davey||
|**Bankers**|Co-operative Bank||
||PO Box 250||
||Delf House||
||Southway||
||Skelmersdale||
||WN8 6WT||
|**Auditors**|Godfrey Wilson Limited||
||Chartered accountants and|statutory auditors|
||5th Floor, Mariner House||
||62 Prince Street||
||Bristol||
||BS1 4QD||



1 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

The trustees present their report along with the financial statements of the charity for the year ended 31 December 2021. 

Reference and administrative information set out on page 1 forms part of this report. The financial statements comply with current statutory requirements, the Memorandum and Articles of Association and the Statement of Recommended Practice - Accounting and Reporting by Charities (effective from January 2019). 

## **OBJECTIVES AND ACTIVITIES** 


## **Improving the wellbeing of our young people** 

The COVID-19 pandemic has had a profound impact on how we live, how we feel and how we interact with other people. At the Youth Adventure Trust, we believe that getting outdoors is more important than ever before - it improves wellbeing, promotes positive mental health, builds resilience and counterbalances the long term effects of living through and coping with such challenging times. 

According to The Good Childhood report, the number of young people aged 10-15 who are unhappy with their lives has almost doubled in the past 10 years. It is widely recognised that wellbeing and mental health have been severely impacted by the lockdowns. Furthermore, vulnerable children are at greater risk of poor mental health due to rising poverty and growing inequality caused by the COVID-19 pandemic. The young people on our programme need us now, more than ever before. 

We strongly believe that learning in an outdoor environment and taking part in adventure activities is invaluable to the development of a young person’s physical and mental well-being. There is substantial research evidence to suggest that outdoor adventure programmes can impact positively on young people's attitudes, beliefs and self-perceptions as well as interpersonal and social skills. 

2 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

Over the past two years, we have evolved and adapted our service to ensure we can continue to meet the changing needs of our young people and their families. The specially designed Youth Adventure Programme provides vulnerable young people with the opportunity to get some individual support whilst spending time outdoors, having some wilderness therapy, getting space and just having fun - all essential for improving mental wellbeing and building resilience. 

The pandemic has resulted in increasing numbers of young people presenting with greater anxiety and lower levels of confidence. They see an uncertain future and need our support and the tools to cope. More critically than ever they need the ability to talk about their worries, to broaden their horizons, get a different perspective, see their strengths, understand how to manage their challenges, develop social skills and build their confidence which has been impacted by the lockdowns. On our programme they learn to make positive decisions, believe in themselves, exceed their expectations and achieve their full potential. As The Mental Health Foundation states: _“Children who are optimistic, resilient, have some control over their lives and feel like they belong are more likely to have good mental wellbeing.”_ 

Our main programme includes three residential camps (Mountain, Coastal and Forest), an Explore Day, 3 Activity Days and 4 Pathway Days, all supplemented with the ongoing support, mentoring and guidance from our skilled programme team, who are in constant contact with the young people throughout, offering them support in between camps and activity days. 

The main programme is followed by a Bursary and Mentoring Scheme to ensure all of the young people have the best chance of getting the maximum benefit from our long-term intervention. 

We are the only organisation in Swindon and Wiltshire that provides a long term, early intervention (starting age 11) programme of ongoing support for vulnerable young people that works towards individual objectives and personalised outcomes. Through more interaction with their dedicated Programme Manager and by working with the young people over a longer timeframe, we have built up a high level of trust. In many cases, we have been able to continue to support these young people throughout the pandemic when many other organisations have not been able to; not letting them down continues to be a key value of the charity. 

The trustees have taken due regard of the Charity Commission's directives on public benefit, and are satisfied that the work the Youth Adventure Trust (YAT) is undertaking is fulfilling its aims in terms of public good. These aspects of YAT's work are emphasised below in the section on achievements and performance. According to the general public benefit aims set out by the Charity Commission, YAT is active in the area of the advancement of education. 

_“My son has been given a chance by you and a platform to experience, grow, develop and feel like he belonged to part of a team, where schools and individuals have failed him in the past. A massive thank you for your dedicated time.”_ 

_Parent_ 

3 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

## **ACHIEVEMENTS AND PERFORMANCE** 



4 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

_“Without the Youth Adventure Trust, I would have lost my shine. When I started the programme I wasn’t in the best place mentally. Yet going away and having the experiences I had really put the light back into my life. It made me realise that bad days are just that, bad days. And without them, good days wouldn’t be as good.”_ 

_Bradley, age 14_ 

_“The support from the YAT is invaluable, both to the students involved and us as a school...YAT support has enabled the 5 chosen students to have consistent support over the three years that has built emotional resilience and confidence, as well as developing self- esteem. In turn, this has helped the young people to be more settled in school, increase attendance and therefore impact positively on academic progress. YAT staff members work with us closely and have come into school to offer mentoring support at times when students have been struggling; having someone not connected to school to talk to in difficult times has been really useful for the young people.”_ 

_Sarah Burley, Special Educational Needs Coordinator, Trafalgar School, Wiltshire_ 


5 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

## **Programme update** 

2021 started with lockdown, school closures and uncertainty, but we were determined to offer as much as possible to the young people on our programme, knowing they needed it more than ever after experiencing so much disruption in 2020. Thanks to thorough risk assessments and procedures we were able to continue delivering local Activity Days in the February and April school holidays as planned. Attendance was very high and young people showed how much they needed and valued these days; the chance to get outside, have some fun, socialise and continue challenging themselves. Throughout this period Programme Managers and volunteers continued online video call mentoring for those identified as in need of this additional support. This was well received by young people who reported the benefits of having somebody to talk to about any worries or concerns. Programme Managers also undertook individual face to face sessions where it was needed and video calls weren’t appropriate. This was hugely appreciated by the young people and their parents, who often felt quite unsupported and isolated at that time. There was significantly more contact with families than usual as a result of the pandemic, and in fact this has been a real learning opportunity for our work as we have seen the benefits of supporting parents and carers, giving them the opportunity to talk through issues relating to their child, and being able to offer some advice and guidance. Parents have been more engaged and have seen the value of what we do, and as a result they have encouraged and supported their child more with what we are trying to achieve. 

Going into the year we knew that Coastal Camps wouldn’t be possible, so instead we were able to secure funding to run some additional activity days in the May half term, when the camps should have been running. These were adventurous watersports based days, where young people were able to challenge themselves and have lots of fun trying out many of the activities they would have done at the camps; not a substitution for the camp experience, but certainly a positive opportunity. 

Heading into the summer was an uncertain time with final decisions about how the camps could run having to be made just before they started due to ever evolving restrictions and guidance around youth activities. We had recruited two new groups of young people to start the programme in 2021, as well as having three existing groups, so were hugely relieved when Mountain and Forest Camps were able to go ahead. It took an enormous amount of planning to ensure these ran safely and within the guidance and necessary protocol surrounding COVID-19 precaution management. We had to split each camp into two separate smaller camps, running them parallel to each other whilst maintaining no crossover. This came with a huge variety of management and logistical challenges all of which we overcame to ensure the summer was a successful one, delivering four camps to our usual high standard, and ensuring outcomes for our young people were not affected. 

We rounded up the year with a series of Activity and Pathway Days in the October half term, where it was great to see the young people again, continue their learning, reflect on their time with us and support them to manage an array of challenges going on outside of the programme. This year more than ever there was a high degree of worry and concern from parents and young people about everything going on for them. This led to heightened anxiety levels and stress, requiring an increased level of support for both parents and young people, finding innovative ways to help them manage their anxiety levels. YAT staff worked harder than ever to engage young people in the programme, offering them one to one support and an adapted approach, to ensure they continued on their journey with us and got the most out of it. Programme Managers offered a mixture of virtual and face to face one to one sessions, home and school visits to ensure young people felt as supported as possible. These sessions involved therapeutic conversations, listening to the needs of individuals and working with young people to create coping mechanisms and strategies to better equip them to deal with their anxiety and face their challenges head on. 

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## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

_“Being on the programme has been amazing for me. I’m more resilient, have less anxiety and I'm now confident enough to successfully lead a team and listen to my peers. I'm so happy I was given the opportunity to be part of the Youth Adventure Trust.”_ 

_Sarah, age 15_ 

_“Just wanted to say a huge thank you for Mountain Camp. We were blown away that our daughter was up for going, joined in, enjoyed it and stayed so long. Way past our expectations given how stressed she was about even the thought of going away in the past. It is really wonderful to see her so proud of herself, as are we. Thank you for everything you did to support her through it, helping her to grow and giving her amazing experiences.”_ 

_Parent, 2021-2023 intake_ 

_“My child definitely needs to attend after such a difficult Year 7 in school. I am sure she will enjoy the sessions and learn from them. She has very low self esteem so this will take time to build back up. I know you can help!”._ 

_Parent, 2021-2023 intake_ 

_“2021 saw all of the usual fantastic work you do giving these vulnerable young people opportunities for higher risk activities that develop their confidence, motivation and leadership skills to allow them to progress further in life. I can’t praise this programme enough and I am extremely grateful for all you do for our children.”_ 

_Mark Pearce, Head of Year, Sarum Academy School, Wiltshire_ 

_“We have noticed YAT pupils who were selected in Year 7 and are now currently in Year 10 have remained focussed in school and have been active members of the school community. These pupils were initially selected as we feared this may not be the case.”_ 

_Mary Goldsmith, Assistant Head Teacher, Kingsbury Green Academy, Wiltshire_ 

## **Mentoring scheme update** 

The 20 young people on the 2020-2021 Mentoring Scheme continued their mentoring journey throughout the year, finishing off in the autumn of 2021 after a year of mentoring. The majority of time it was possible for young people and mentors to continue to meet in person for their fortnightly sessions. Where COVID-19 impacted on their ability to do so, video call sessions were used instead. Fortunately our experiences in 2020 meant we are well placed to support this temporary change where it’s been needed, maintaining continuity and momentum in the mentoring relationships. Feedback from young people evidenced just how helpful they had found their mentoring, especially during another year of uncertainty where schooling and other aspects of their lives were affected. Each individual had their own objectives, but common themes were building confidence, especially in light of the impact of COVID-19 restrictions and worries, becoming more independent and responsible, developing strategies to manage anxiety, stress or to overcome challenges, and improving communication with the adults in their lives at home and school. Young people fed back really appreciating the dedicated one to one support of an adult outside of their usual networks throughout the year. They were grateful that during periods of continued uncertainty with school closures and lockdowns, they had the dedicated time and support from a trusted adult beyond the home. 

7 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

Recruitment for the 2021-2022 intake of volunteer mentors and young people took place throughout the second half of the year, and we were extremely pleased to set up 20 new mentoring relationships in the autumn that will continue until October 2022. These young people come from the group most impacted by the 2020 cancellations of the main programme, and are concurrently in the final year of their delayed Youth Adventure Programme. They will have fortnightly in-person sessions throughout their mentoring year where they will have dedicated time to talk to a supportive adult who can help them work on the objectives they set for themselves. 

_“The mentoring has been amazingly positive - the change in him; he’s grown up to be the young man I’m proud of.”_ 

_Parent of George, age 16, Mentoring Scheme 2020-2021_ 

_“Having one-on-one time with my mentor has really...it hasn’t fixed how I am, it’s got me to the person I always have been, it’s just been covered for a really, really long time.”_ 

_Ashley, age 15, Mentoring Scheme 2020-2021_ 

_“The YAT has been extremely supportive of our students. The one to one mentoring support has seen an obvious increase in confidence and independence. Our students also thoroughly enjoy the sessions that YAT offer. We feel very lucky to be a school associated with YAT and the extra support they can offer. It has helped our students to cope with the ever changing world around them.”_ 

_Susan Giddings, Head of KS3, Kingsbury Green Academy, Wiltshire_ 

## **Bursary scheme update** 

With no specific allocated budget for the Bursary Scheme in 2021 we once again had to look for alternative ways to support young people with their requests to help them engage with positive activities and continued development after the programme. We have had to change the way we talk about and promote the bursary to young people, and instead of each having access to an allocated bursary amount, we let them know we will look to help them with specific pieces of kit or requests where we can. When a request is made by a young person, we have either looked to an individual supporter to help fund it, or approached companies to donate the item. Examples of things we have facilitated for different young people include music recording equipment, football boots, art supplies and a guitar. We continue to make ourselves available to support young people identifying ongoing opportunities or activities, and to find ways to provide kit, equipment or membership wherever possible. 

_“I got my GCSE results on Thursday and am so happy with the outcome, I got a 6 in music which the microphone came in extremely handy for. I have now enrolled at sixth form, and I am taking drama and performing arts so having this piece of equipment is going to help a lot when practicing my singing and recording for coursework. Thank you so much again for being able to make this happen, it is massively appreciated.”_ 

_Freya, age 16, who received a microphone and sound recording equipment in 2021_ 

## **Volunteering update** 

It was back to business as usual for volunteering in 2021 aside from the cancelled Coastal Camps. Whilst volunteers were disappointed by this it meant we could focus volunteer recruitment on our local activity days and four summer camps. 

8 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

With the return of the Mountain and Forest Camps we were once again able to support our Programme Volunteers through the challenges and rewards, highs and lows, of volunteering at a YAT camp. We received some great feedback and our volunteers clearly take as much out of their experiences as they put in. The number of volunteers prioritising dates in 2022 for the groups they were with in 2021 has been especially high, which is evidence of the value they place on their role and the difference they can see they make for the young people. 

Across all days and camps there were a total of 150 volunteer places to cover, of which we successfully filled 148. Of the 48 places available on our four camps we successfully filled 47 and of the 102 places available on our activity days we successfully filled 101. This all equates to a total of 5,750 hours, the equivalent of 240 days of volunteering on the programme in 2021. 

We were assisted by a total of 73 volunteers, with 36% volunteering for the very first time in 2021 and the rest returning volunteers. We recruited a total of 19 new Programme Volunteers. We were fortunate again to have a good balance of male and female volunteers, with a split of 42% (male) and 58% (female). 

Our annual Volunteer Training Weekend and the Volunteer Get Together Weekend were both held at a new venue in Wiltshire this year, keeping them more local and easier to access. They were well received by both new and returning volunteers. 

Across three Challenge Events we were supported by a total of 16 individual volunteers, with an equal split of new and returning volunteers. We successfully filled all of the volunteering opportunities available across these events, which equates to a total of 1110 hours, the equivalent of 46 days. 

Our quarterly Volunteer Newsletter remains the primary tool for sharing news, volunteering dates and charity updates with our volunteers and continues to have a high open rate. We also manage a private Facebook Volunteer’s Group which provides another useful platform to share news, volunteer requests and positive stories. Volunteer resources are all now available via the log-in Volunteer Dashboard pages of our website. 

After their summer camps we invited two Programme Volunteers to share their volunteering experience with us. Both wrote personal, candid and moving testimonies which we featured as news stories on our website. Here are quotes from both volunteers: 

_“I have found something that I never thought I could do and enjoy so much as this. I came away from the camp feeling truly blessed, it was such a fulfilling experience.”_ 

_“The activities were fun, but far more rewarding was the significant and tangible impact on the young people. It was incredible to see how much some of them could transform over just a few days.”_ 

_“I think you do such an amazing job - it’s a pleasure and a privilege to be involved. It’s very clear that YAT invests time and energy into volunteers which is a credit to you as an organisation.”_ 

_John, Programme Volunteer, 2021_ 

_“I felt at ease from the moment we spoke and fully supported throughout. I had loads of fun and honestly think it’s been a bit of a life affirming experience for me.”_ 

_Paula, Programme Volunteer 2021_ 

9 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

## **ASDAN update** 

ASDAN is a nationally recognised awarding organisation whose curriculum programmes and qualifications help young people develop knowledge and skills for learning, work and life. The Youth Adventure Trust has been accredited since 2018 and young people earn credits through our programme that motivates and enhances their confidence, self-esteem and resilience. 

Young people receive one ASDAN credit for each of the YAT camps they attend, so can be awarded three in total if they participate in the Mountain, Coastal and Forest Camps. They receive these credits on an ASDAN certificate at the final Pathway Day of their programme. 

In 2021 no groups actually finished their Youth Adventure Programme due to their progress having been paused in 2020. Instead the group who would usually have completed their time with us in 2021 will finish in 2022. Therefore this year there were no ASDAN credits awarded, although those participating in the Forest and Mountain Camps will have still earned their credits, and will receive them when they finish in 2022 and 2023 respectively. 

## **Outcomes measurement (MTQ4Cs) update** 

In 2021 we moved to a different version of our outcomes measurement tool. Still within the Mental Toughness Questionnaire family, the new MTQ4Cs is a slightly simplified version of the MTQ48, more suited to our demographic of young people. Instead of 48 questions each time they complete the assessment, there are now 24. The questionnaire also features simplified language, making it more accessible to our young people. 

Young people complete a questionnaire with the support of their programme manager either in their school or during the programme, at the start, middle and end of the Youth Adventure Programme, and again at the end of the Mentoring Scheme if they go onto this. They are then given feedback based on the outcomes from their answers. This is done in a way to create a positive and meaningful experience to ensure they don’t feel judged or that there is any sense of failing or comparison to others; non-hierarchical colours are used instead of numbers, then they are given a summary and useful, practical ideas for strategies to try out to build their Mental Toughness. 

The tool measures young people’s overall Mental Toughness, alongside 4 key components of resilience: 

- Confidence; 

- Challenge; 

- Commitment; and 

- Control. 

In 2021 we had the following groups to assess: 

1. Young people completing our Mentoring Scheme. They joined the main programme in 2018, finished that in 2020, and participated in the Mentoring Scheme 2020-202. They completed their fourth MTQ4Cs questionnaire at the end of their mentoring year, having previously completed questionnaires at the very start of their main programme, at the middle point, and at the end of the main programme which is the same time as starting the Mentoring Scheme. 

The results for this group from start to finish showed a significant increase in overall Mental Toughness as well each of the 4 individual components. 

10 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

2. Young people who are in the middle of their main programme with us. They started in 2019 and will complete the programme in 2022, after an additional year was added to their usual time with us due to the COVID-19 pandemic. They completed a questionnaire at the very start of their main programme in 2019, didn’t do one in 2020 due to the pandemic, then did one in 2021 just prior to Forest Camp, the middle point of their Youth Adventure Programme. 

The results for this group showed Mental Toughness remaining consistent, with increases in commitment, challenge and confidence and a small drop in control. This is unsurprising given the measurement covers the pandemic period of 2020-2021, when they will have often felt things were very much beyond their control. It may also reflect the age they are at this stage, 13-14yrs, a period of time that can often be associated with frustrations and striving for independence, whilst still having many restrictions and boundaries placed on them by parents and school. It will be interesting to observe whether this becomes a typical pattern as we gather more data from the tool in the coming years. 

3. Young people who joined the programme in 2021 completed their first MTQ4Cs questionnaire at the very beginning, just prior to Mountain Camp, their first YAT camp. 

The results for this group are our baseline assessments. As with the previous two intakes we have used the tool for since introducing it, the initial results show our demographic of young people are below the national average in terms of overall Mental Toughness when they start with us, evidencing the need for our support and the reason they have been selected for our programme in the first place. They will be measured again at the mid point before their Forest Camp in 2022, and at the end of the programme in 2023. Those going onto the Mentoring Scheme will be further measured a year later when they complete their mentoring year. 


11 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

_“Our daughter is often wary of new things and is quite anxious, but now she says she wants to challenge herself.”_ 

_Parent, 2021-2023 intake_ 

_“My daughter always comes back buzzing with pride in her achievements. It's nice to see her confidence grow with peers of her own age.”_ 

_Parent, 2019-2021 intake_ 

_“My son has started talking more about himself in a positive way.”_ 

_Parent, 2021-2023 intake_ 

_“My daughter has become more self assured, she made friends, it has given her something to focus on and communicate with others about.”_ 

_Parent, 2019-2021 intake_ 

## **FINANCIAL REVIEW** 

## **Income, expenditure and surplus** 

In 2015 the trustees decided to focus on building significant reserves that would underpin the charity’s aspiration to provide support for twice as many young people. The charity achieved a significant surplus each year for 5 years and built up a reserve fund of £271k. The charity had been reliant on a small number of large outdoor fundraising events and it needed to reduce the risk associated with such concentration and so it started to build other income streams to provide a more balanced and secure financial future. 

This year the charity raised £934k, a £180k increase on funds raised in 2020. The surplus in 2021 was £37k compared to a surplus of £158k in the prior year. 

The trustees expected a continuing surplus during 2021 and an improvement in financial resilience. The 2022 budget has now been formally adopted by the board of trustees and shows a strong cash flow and growth in surplus and an improving financial position through 2022 and 2023. 

Charitable spending this year decreased marginally from 58.5% of total expenditure to 57.6% which was mainly the result of event management costs since the easing of COVID-19 restrictions. 

## **Going concern statement** 

The group achieved a surplus for the financial year of £37k and had net assets of £254k as at 31 December 2021. 

The group meets its day-to-day working capital requirements through its existing cash reserves. More than 34% of the projected turnover for 2022 (£1,083k) has already been received or confidently secured, and cost control is being rigorously managed. The trustees are confident in achieving the 2022 forecast surplus of £27k. Furthermore, the trustees are satisfied that the draft budget for 2023 showing a £60k surplus will be achieved, thereby building reserves back towards 6 months of charitable spending levels. 

12 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

The group has adopted a ‘Financial Scenario Plan’ where we have modelled best, worst and emergency options to ensure that we have options if the pandemic continues significantly into 2022 and places restrictions on our ability to fundraise. As we demonstrated during 2020 we can dramatically reduce costs at short notice should there be a significant and unexpected reduction in income. 

Based on the liquid assets held by the group as at 31 December 2021, the budgeted cash flows and the trustees’ assessment of the Group’s ability to maintain satisfactory reserves and cash, the trustees believe it is appropriate to adopt the going concern basis in preparing the Group’s financial statements. 

## **Reserves** 

Total funds held at 31st December 2021 were £254k (2020: £217k) of which £46k were restricted (2020: £85k). 

Our current level of free reserves, defined as unrestricted current net assets is £208k (2020: £132k) and equates to less than 3 months expenditure*. 

The board of trustee directors have decided that the charity should once again work towards a level of reserves that should equate to six months of total charity expenditure.* 

* Note: Corporate challenge event sponsorship and costs are not included in this calculation as there is a £0 net effect. 

## **Risk management** 

The risk register has been reviewed this year by the board. 

Our most significant risks are: 

- Loss of regular income; 

- Risk of reputation due to a serious incident with a young person or adult; and 

- ▪ COVID-19 restrictions. 

We have apportioned financial values to all of our risks and have modelled our responses to these. Systems have been put in place to mitigate these risks and they will be reviewed on an annual basis. 

As the charity consolidates after a period of financial and operational challenges, we are taking a prudent approach to ensure we do not put our current service at risk. 

## **Fundraising overview** 

We deliberately set a cautious income budget going into 2021 as the full impact of the pandemic on fundraising remained to be seen. The uncertainty around future lockdowns and our ability to run challenge events, the unknown impact on Trust income and available funding, combined with an unclear economic impact on businesses and individuals meant that we were unwilling to gamble on returning to pre-pandemic fundraising levels in 2021. 

13 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

Nevertheless, we had an extremely positive year and we were delighted to achieve our income targets by the end of Quarter 3. This means that we start 2022 in a stronger financial position than ever before, with 34% of our £1,083,000 forecast turnover secure (compared to 26% of £877,400 in 2021). We are pleased that our fundraising portfolio has continued to diversify, with a more equal distribution of income across different funding streams, reducing the income risk in the event of an income shock. 

We continue to put relationships at the heart of our fundraising practice, and we have reaped the rewards throughout the year. Our networks have increased significantly over the year, with more first time supporters than ever before across all fundraising streams. As a small charity with an excellent partnership between operations and fundraising, we can be extremely responsive to requests from funders, individuals and corporates, quickly and effectively demonstrating the impact of their support. 

## **Events** 

We were delighted to get back out into the mountains in 2021 to run our challenge events. There was a great appetite for people to get back outside to take on a challenge and we were only too pleased to facilitate. A total of 562 people covered a combined total of 20,020 km on the 4 in-person events held around the country. 

We ran the third Housebuilder Challenge with a record number of teams taking part from and 9 new companies participating. We changed the format to a one day event in anticipation of restrictions on gatherings and is a format we will repeat in 2022. The increased press and social media exposure from the event led to several new enquiries immediately after the challenge and bodes well for a good level of participation this year. 

There was an enthusiastic response from the sports and outdoor sector for this year’s Hike Bike Paddle, and the 10 Peaks Challenge returned for its 12th year. It was fantastic to see some familiar faces on the Taylor Wimpey Challenge after a year’s hiatus from running this corporate team building event which again raised a significant sum for the Youth Adventure Trust and other local charities. 

The third national lockdown at the beginning of 2021 didn’t stop people from wanting to build their own resilience in order to help the young people on our programme build theirs. We ran our first virtual Resilience Challenge over February half term which was a huge success. Not only did it raise over £20,000 against a target of £5,000 but it also enabled us to increase our supporter network to new, largely family based audiences with 85% of participants new to YAT, primarily thanks to promotion in The Week Junior and prizes donated by The North Face. 

## **Trusts** 

2021 proved to be very successful for our trust fundraising, in what has been a challenging two years for the sector. We carefully nurtured our relationships with our trust and foundation donors, who continued to offer flexibility with their funding and a supportive interest in our work as our young people and their families struggled with the challenges of COVID-19. 

14 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

Alongside our 23 repeat funders, we were delighted to welcome 13 new trusts and foundations, who funded us with a variety of grants ranging from project grants and equipment to salaries and core funding. Unrestricted and core funding was particularly valuable this year, enabling us to respond to a changing environment and deploy resources accordingly. As we enter 2022 we have 5 multi-year funding partnerships in place, which gives us a sense of confidence as we look to build back up to pre-pandemic service levels. 

It is clear that the Trusts are acutely aware of the impact that the pandemic has had on the young people we work with. As such, it is always a pleasure to be able to send end-of-project reports highlighting the successes the young people have had during their time with us. It is thanks to the consistent generosity and support of our trusts and foundations that we have been able to fulfil our commitment to our vulnerable young people. 

## **Major donors, individuals and community** 

It would appear that our messages are starting to reach and resonate with a wider audience, with more ‘new to YAT’ people making a first one-off gift or supporting us on a regular basis. This could, in part, be attributed to the introduction of our virtually Going Beyond talks in 2020 as well as a focus on consistent, engaging and clear messaging through our various communications platforms. 

We launched our regular giving opportunity to ‘sponsor an adventure’ where donors commit to a regular gift for a 3 year period and are sent updates about the young person they are following through the Youth Adventure Programme. Our regular givers and key supporters enable us to plan with confidence as they give an important element of predictability to our future income; maintaining good relationships with all of our donors remains a priority. 

Even though most individual fundraisers put their plans on hold in 2021 due to the uncertainty around COVID-19 restrictions, a team of intrepid trustees took to the hills in the Sierra Nevada to raise a fantastic £18,000 to support 5 young people through their Youth Adventure Programme. 

Our individual givers and fundraisers are a key development area for us and growth has been critical in the diversification of our fundraising portfolio. Since we started to focus on individuals in 2015, we have increased annual funds raised from £9,000, 1% of our income, to over £100,000 in 2021, 10% of our income. 

We were really pleased to be able to continue promoting YAT to Rotary Clubs, WIs and Lions through virtual speaking engagements and thrilled that many of them chose to make a donation to support young people in their local area, despite having more limited funds themselves. We also really enjoyed attending the High Sheriff of Wiltshire’s Garden Party and were grateful to have been one of the charities nominated for support. 

## **Corporate** 

Despite a difficult climate for business, we have been working with more corporate partners than ever before in 2021. It was the first time we had a corporate sponsor for one of our residential camps - the Coleman Mountain Camp. This partnership was a great example of a brand’s values aligning with our mission and coming together for mutual benefit. We were also really pleased to continue our partnerships with some of our longstanding corporate friends, including Taylor Wimpey, Ellis Brigham, Brandwave, The North Face and Our IT Services. We entered into Charity of the Year Partnerships with three local businesses [Goughs Solicitors, CMD Recruitment and Optimum] and were delighted to have a commercial partnership with Synergy Hire which saw our logo being placed on one of their excavators, as well as The HR Director magazine. 

15 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

## **Statement of fundraising practices** 

The Youth Adventure Trust strives to maintain the highest standards of fundraising and comply with industry best practices. 

Fundraising practices are constantly monitored by the Senior Management Team and reported on to the board of trustees. We continue to encourage all fundraising members of staff to undertake relevant training, keep up to date with the not for profit sector developments and network with their peers from other organisations to ensure best practice. 

The charity is regulated by the Fundraising Regulator, and has complied with the Fundraising Code of Practice throughout the year under review. 

The trustees confirm that the organisation's conduct is legal, open, transparent, honest, fair, respectful, reasonable and accountable. 

We do all we can to ensure that fundraisers and volunteers working with us to raise funds embody the organisation's values and comply with our best practices. We have not engaged the services of any fundraising contractors. 

We have not received any complaints about fundraising activities carried out by the charity or by anybody acting on behalf of the charity. 

The charity has a Gift Policy in place which guides the solicitation, acceptance and stewardship of all charitable gifts. All fundraising practices are GDPR compliant. 

## **STRUCTURE, GOVERNANCE AND MANAGEMENT** 

Youth Adventure Trust is a limited liability company and a registered charity governed by its Memorandum and Articles of Association of 5 January 1993, revised 8 February 2013 for the charity’s change of name. Charity number: 1019493. Company number: 02777296. 

## **Staff** 

During 2021 there were two additions to the staff team and three people who left to pursue alternative careers. 

We directly replaced our Trusts Fundraising Officer and recruited an additional Mentoring Manager to support our growing mentoring programme. 

The Events Fundraising Officer who left in 2021 has now been replaced in January 2022. 

Our Volunteer Manager who was recruited to support growth in a new geographic area was made redundant as this expansion was paused due to the pandemic. At time of writing (January 2022) an additional post is being recruited to support both volunteering and programme growth and potentially new programme offers in the wider geographical region. 

There is an annual review of all staff salaries on the 1st of January each year and the remuneration sub group of the board sets pay levels in line with sector norms and in alignment with budget forecasts.  There is also regular benchmarking for all salaries. 

16 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

## **Trustees** 

We had two new trustees join the board in February and one who finished their appointment in July. Gaby Wood brings significant knowledge of youth development, youth volunteering and advocacy. Ollie Robinson replaces Amanda Cole and will be able to support our marketing plans, our integration with the outdoor sector and our digital offer for the future. 

All board appointments are discussed by all current serving trustees and a confirmation decision is taken at a board meeting. 

There is a robust succession plan in place that ensures a regular turnover of board members that promotes good governance and fresh ideas. 

## **COMMUNICATIONS** 

## **Digital newsletter** 

Our newsletter audience is steadily growing and increased by 25% in 2021, up from a 20% increase the year before, with 37.8% of the subscribers regularly engaging with the content. 9% of the new subscribers signed up via the website, 23% from challenge participants, and 52% from their sponsors and donors. The audience is now much broader, made up of a combination of existing supporters, volunteers, event participants, subscribers through online giving platforms and subscribers through the website. The newsletter is now distributed monthly with occasional ‘news flashes’. 

## **Social media** 

Engagement through social media has steadily increased over the year as we have made more of an effort to post more consistently, with interesting, engaging and relevant content. Instagram and LinkedIn are our biggest growing audiences [growth of 46% and 45% respectively], thanks largely to a more proactive approach to responding to likes, shares and comments. Facebook's annual growth of 40% can be largely attributed to the small investment in advertising to promote the Resilience Challenge at the start of the year, though we have seen a steady 2% month on month since. LinkedIn in particular has seen large growth thanks to the wider networks of participants in the industry challenges delivered in 2021. Our Twitter audience grew by 2%. Engagement rates across all platforms are also growing. 

## **Fundraising platform** 

The closure of Virgin Money giving in November 2021 has necessitated finding an alternative platform which we can signpost our challenge event participants to. After careful consideration of the options, none of which can meet our exact requirements, we have opted to use Enthuse. The benefits to this are that our event participants set up their fundraising pages at the point of registration, which we hope will reduce admin time spent chasing teams to get the fundraising process started. We will use the platform for 12 months on a trial basis. 

## **PLANS FOR THE FUTURE** 

## **Strategic Planning Update** 

As we emerge from a period of financial and operational challenges that have seen YAT demonstrate significant resilience and innovation, now is the time to look forward and shape our future direction. In terms of timescales and with consideration to recent uncertainties it feels like we should be developing a 5 year plan, but this will form part of our discussion. 

17 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

Before we look forward it is of value to look back at how we have got to where we are today. Purely in financial terms our turnover is three times what it was in 2011 and our programme and impact would be unrecognisable compared to 10 years ago. This strength and growth is I believe down to our core values and focus on: 

- Vulnerable Young People; 

- Long term intervention; 

- Individual focus for each Young Person; and 

- Adventure based intervention. 

This year, one of the biggest and oldest funders in the country, the Henry Smith Charity, chose to award us a three year grant towards our Mentoring Scheme. They report that only 20% of applicants received an award and in their feedback to us they said: _"During assessment we were particularly impressed with the long term nature of your support and how highly personalised it is."_ 

I also believe the rebranding in 2014 to the Youth Adventure Trust clarified who we are and what we believe. 

As we start our planning process in 2022, there are a number of factors that we should consider: 

## **Sustainable staffing and retention** 

Over the last few years our financial constraints have meant that we have asked our staff to ‘go beyond the call of duty’ to maintain our service delivery in support of our young people. We should as we move forward ensure that staffing levels are sustainable for the long term and promote staff and skills retention. 

We have in the past identified this as one of our biggest risks to both service delivery and quality of provision. 

## **Programme delivery** 

It has always been our aspiration to increase the quality of our programme and the number of young people who benefit from it both within Wiltshire & Swindon and the wider geographic area. We need to do more of what is working well and has the greatest impact, but also give ourselves the opportunity to broaden our reach and to lay the foundations for future growth. 

## **Financial security** 

As we have learnt over the last couple of years, we need to be ready to deal with financial shocks and part of that is having a range of income streams that can support each other. We will need to evaluate our current position and look for new opportunities. 

## **Environmental issues** 

As part of the planning process we will need to take account of external factors and changes in the needs of our young people. There has been an increasing awareness of the need for well being and resilience in young people and an acknowledgement that preventative measures are cost effective. 

18 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

## **Risk management** 

We have had some good experience recently of managing risk and taking appropriate actions. As part of the planning process we will identify key risks and the measures needed to mitigate these. One of our key principles is not to let our young people down and as we commit to working with them for 3-4 years we should consider our reserves policy, funding partnerships and our ability to fundraise or fund the service in this same way. 

The board feels that now is a good time to reflect on our journey so far and to look to the future and explore how we might fit into the new landscape that we are presented with. Digital engagement and remote mentoring has been a growing element of our support for young people and is likely to continue in the future. 

During 2022 we will be starting a strategic planning process which will consider a number of topics including: 

- Mission; 

- Where are we now; 

- ▪ Where do we want to be; ▪ How do we get there; and ▪ External factors - funding, society, technology, environment, resources. 

Our core purpose of using outdoor adventure to inspire young lives will not change, but how we implement this should always be open to scrutiny. 

19 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

## **CHAIRMAN’S STATEMENT** 

It was great to see the first, tentative, return to outdoor and one day programs for young people in the spring and summer of 2021. Whilst the programs did not return to a full, normal timetable, the Trust was able to provide much needed face to face contact, engagement and experience to the young people it supports. We will continue to normalise in 2022 and return to our goals of deepening the quality and experience in existing programs, and increasing the number of young people that we can support. 

Looking back on the last two years, it has been two new additions to the program, both planned pre COVID-19 but in a fledgling state, that have made the most difference to our ability to continue our support. These are the Mentoring and Bursary schemes, which together extend and deepen the program that the Trust offers. However, without the core, outdoor programs, the primary goals of the Trust cannot be achieved, and so the return to these is extremely welcome. 

The trustee board has seen healthy, progressive change during the year, as we welcome Ollie Robinson and Gaby Wood, who both bring significant and relevant skills to the board. I would also like to thank Amanda Cole, who stepped down during the year for her support and commitment to the Trust and to the board. 

Given the challenges of the last two years, my thanks to the employees of the Trust and our volunteers is especially heartfelt. The challenges of getting the programs up and running, with continual change in rules and timings were significant. They did a fantastic job, so thank you. I would also particularly like to thank our funders and fundraisers who have kept the Trust going. This particularly includes the funding we have received to expand the mentoring scheme, and also our individual and Trust donors who have formed a growing part of our fundraising. 

We look forward to 2022 with a robust team, financial position and plan for the future, but with the knowledge that that has only been achieved with the dedication and support of a large body of supporters. 

Peter Redfern - Chairman 

20 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

## **STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES** 

The trustees (who are also directors of the charity for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). 

Company law requires the trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charity and of the income and expenditure of the charity for that period. In preparing those financial statements the trustees are required to: 

- select suitable accounting policies and then apply them consistently; 

- observe the methods and principles in the Charities SORP; 

- make judgements and accounting estimates that are reasonable and prudent; 

- state whether applicable UK accounting standards and statements of recommended practice have been followed, subject to any material departures disclosed and explained in the financial statements; and 

- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. 

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with the Companies Act 2006. The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

In so far as the trustees are aware: 

- there is no relevant audit information of which the charitable company's auditors are unaware; and 

- the trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. 

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. 

Members of the charity guarantee to contribute an amount not exceeding £10 to the assets of the charity in the event of winding up. The trustees are members of the charity but this entitles them only to voting rights. The trustees have no beneficial interest in the charity. 

21 



## **Youth Adventure Trust** 

## **Report of the trustees** 

## **For the year ended 31 December 2021** 

## **Auditors** 

Godfrey Wilson Limited were re-appointed as auditors to the charitable company during the year and have expressed their willingness to continue in that capacity. 

Approved by the trustees on 27 April 2022 and signed on their behalf by 

Peter Redfern - Chairman 

22 



## **Independent auditor's report** 

## **To the members of** 

## **Youth Adventure Trust** 

## **Opinion** 

We have audited the financial statements of Youth Adventure Trust (the 'parent charity') and its subsidiary (the 'group') for the year ended 31 December 2021 which comprise the consolidated statement of financial activities, consolidated and parent's balance sheets, consolidated statement of cash flows and the related notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102: The Financial Reporting Standard applicable in the UK and the Republic of Ireland (United Kingdom Generally Accepted Accounting Practice). 

In our opinion, the financial statements: 

- give a true and fair view of the state of the group and parent charity's affairs as at 31 December 2021 and of the group's incoming resources and application of resources, including its income and expenditure, for the year then ended; 

- have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and 

- have been prepared in accordance with the requirements of the Companies Act 2006. 

## **Basis for opinion** 

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group and parent charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. 

## **Conclusions relating to going concern** 

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate. 

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue. 

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report. 

## **Other information** 

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the group and parent charity financial statements and our auditor’s report thereon. Our opinion on the group and parent charity financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. 

23 



## **Independent auditor's report** 

## **To the members of** 

## **Youth Adventure Trust** 

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. 

We have nothing to report in this regard. 

## **Opinion on other matters prescribed by the Companies Act 2006** 

In our opinion, based on the work undertaken in the course of the audit: 

- the information given in the trustees’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the trustees’ report have been prepared in accordance with applicable legal requirements. 

## **Matters on which we are required to report by exception** 

In the light of the knowledge and understanding of the group and the parent charity and their environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion: 

- adequate accounting records have not been kept by the parent charity, or returns adequate for our audit have not been received from branches not visited by us; 

- the parent charity financial statements are not in agreement with the accounting records and returns; 

- certain disclosures of trustees’ remuneration specified by law are not made; or 

- we have not obtained all the information and explanations necessary for the purposes of our audit. 

## **Responsibilities of the trustees** 

As explained more fully in the trustees’ responsibilities statement set out in the trustees’ report, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as they determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. 

In preparing the financial statements, the trustees are responsible for assessing the charity’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so. 

24 



## **Independent auditor's report** 

## **To the members of** 

## **Youth Adventure Trust** 

## **Our responsibilities for the audit of the financial statements** 

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. 

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The procedures we carried out and the extent to which they are capable of detecting irregularities, including fraud, are detailed below: 

(1) We obtained an understanding of the legal and regulatory framework that the charity operates in, and assessed the risk of non-compliance with applicable laws and regulations. Throughout the audit, we remained alert to possible indications of non-compliance. 

(2) We reviewed the charity’s policies and procedures in relation to: 

- Identifying, evaluating and complying with laws and regulations, and whether they were aware of any instances of non-compliance; 

- Detecting and responding to the risk of fraud, and whether they were aware of any actual, suspected or alleged fraud; and 

- Designing and implementing internal controls to mitigate the risk of non-compliance with laws and regulations, including fraud. 

(3) We inspected the minutes of trustee meetings. 

(4) We enquired about any non-routine communication with regulators and reviewed any reports made to them. 

(5) We reviewed the financial statement disclosures and assessed their compliance with applicable laws and regulations. 

(6) We performed analytical procedures to identify any unusual or unexpected transactions or balances that may indicate a risk of material fraud or error. 

(7) We assessed the risk of fraud through management override of controls and carried out procedures to address this risk. Our procedures included: 

▪Testing the appropriateness of journal entries; 

- ▪Assessing judgements and accounting estimates for potential bias; 

- ▪Reviewing related party transactions; and 

▪Testing transactions that are unusual or outside the normal course of business. 

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. Irregularities that arise due to fraud can be even harder to detect than those that arise from error as they may involve deliberate concealment or collusion. 

25 



## **Independent auditor's report** 

## **To the members of** 

## **Youth Adventure Trust** 

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report. 

## **Use of our report** 

This report is made solely to the charity's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charity's members those matters we are required to state to them in an auditorʼs report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charityʼs members as a body, for our audit work, for this report, or for the opinions we have formed. 

## Alison Godfrey 

Date: 1 May 2022 

## **Alison Godfrey FCA (Senior Statutory Auditor)** 

For and on behalf of: 

## **GODFREY WILSON LIMITED** 

Chartered accountants and statutory auditors 5th Floor, Mariner House 62 Prince Street Bristol BS1 4QD 

26 



## **Youth Adventure Trust** 

**Consolidated statement of financial activities** _(incorporating an income and expenditure account)_ 

## **For the year ended 31 December 2021** 

|Note<br>**Income from:**<br>Donations<br>3<br>Other trading activities:<br>_Event management services_<br>_Fundraising_<br>4<br>**Total income**<br>**Expenditure on:**<br>Raising funds:<br>_Event management costs_<br>_Fundraising_<br>Charitable activities<br>**Total expenditure**<br>5<br>**Net income and movement in funds**<br>6<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**|Restricted Unrestricted<br>£<br>£<br>226,012<br>264,707<br>-<br>170,926<br>-<br>272,557<br>226,012<br>708,190<br>-<br>170,331<br>-<br>252,929<br>265,679<br>208,697<br>265,679<br>631,957<br>(39,667)<br>76,233<br>85,329<br>132,164<br>45,662<br>208,397|**The group**<br>The group<br>**Total**<br>Total<br>**2021**<br>2020<br>**£**<br>£<br>**490,719**<br>674,830<br>**170,926**<br>-<br>**272,557**<br>79,212<br>**934,202**<br>754,042<br>**170,331**<br>2,914<br>**252,929**<br>236,785<br>**474,376**<br>355,899<br>**897,636**<br>595,598<br>**36,566**<br>158,444<br>**217,493**<br>59,049<br>**254,059**<br>217,493|
|---|---|---|
||226,012<br>-<br>-<br>265,679<br>265,679<br>(39,667)<br>85,329<br>45,662||



All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in note 16 to the accounts. 

27 



## **Youth Adventure Trust** 

**Charity-only statement of financial activities** _(incorporating an income and expenditure account)_ 

## **For the year ended 31 December 2021** 

|**Income from:**<br>Donations<br>Other trading activities:<br>_Fundraising_<br>**Total income**<br>**Expenditure on:**<br>Raising funds:<br>_Fundraising_<br>Charitable activities<br>**Total expenditure**<br>**Net income and movement in funds**<br>**Reconciliation of funds:**<br>Total funds brought forward<br>**Total funds carried forward**|**The charity**<br>**Total**<br>Restricted Unrestricted<br>**2021**<br>£<br>£<br>**£**<br>226,012<br>264,707<br>**490,719**<br>-<br>272,557<br>**272,557**<br>226,012<br>537,264<br>**763,276**<br>-<br>255,511<br>**255,511**<br>265,679<br>208,697<br>**474,376**<br>265,679<br>464,208<br>**729,887**<br>(39,667)<br>73,056<br>**33,389**<br>85,329<br>135,078<br>**220,407**<br>45,662<br>208,134<br>**253,796**|The charity<br>Total<br>2020<br>£<br>674,830<br>79,212|
|---|---|---|
||226,012<br>-<br>265,679<br>265,679<br>(39,667)<br>85,329<br>45,662|754,042|
|||236,785<br>355,899|
|||592,684|
|||161,358<br>59,049|
|||220,407|



A charity-only statement of financial activities is provided by choice. 

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds for the group are disclosed in note 16 to the accounts. 

28 



## **Youth Adventure Trust** 

## **Consolidated balance sheets** 

## **As at 31 December 2021** 

|**The group**<br>**2021**<br>Note<br>**£**<br>**Fixed assets**<br>Tangible assets<br>9<br>**-**<br>Investments<br>10<br>**-**<br>**-**<br>**Current assets**<br>Debtors<br>13<br>**114,010**<br>Cash at bank and in hand<br>**255,244**<br>**369,254**<br>**Liabilities**<br>Creditors: amounts due within 1 year<br>14<br>**115,195**<br>**Net current assets**<br>**254,059**<br>**Net assets**<br>15<br>**254,059**<br>**Funds**<br>16<br>Restricted funds<br>**45,662**<br>Unrestricted funds<br>General funds<br>**208,397**<br>**Total charity funds**<br>**254,059**|**The charity**<br>**2021**<br>**£**<br>**-**<br>**10**<br>**10**<br>**106,096**<br>**169,978**<br>**276,074**<br>**22,288**<br>**253,786**<br>**253,796**<br>**45,662**<br>**208,134**<br>**253,796**|The group<br>2020<br>£<br>486<br>-<br>486<br>155,555<br>169,900<br>325,455<br>108,448<br>217,007<br>217,493<br>85,329<br>132,164<br>217,493|The charity<br>2020<br>£<br>486<br>10|
|---|---|---|---|
||||496<br>127,424<br>115,876|
||||243,300<br>23,389|
||||219,911|
||||220,407|
||||85,329<br>135,078|
||||220,407|



These accounts have been prepared in accordance with the special provisions applicable to companies subject to the small companies' regime. 

Approved by the trustees on 27 April 2022 and signed on their behalf by 

Peter Redfern - Chairman 

29 



## **Youth Adventure Trust** 

## **Consolidated statement of cash flows** 

## **For the year ended 31 December 2021** 

|**Cash used in operating activities:**<br>Net movement in funds<br>_Adjustments for:_<br>Depreciation charges<br>Decrease / (increase) in debtors<br>Increase / (decrease) in creditors<br>**Net cash provided by / (used in) operating activities**<br>**Increase / (decrease) in cash and cash equivalents in the year**<br>Cash and cash equivalents at the beginning of the year<br>**Cash and cash equivalents at the end of the year**|**2021**<br>**£**<br>**36,566**<br>**486**<br>**41,545**<br>**6,747**<br>**85,344**<br>**85,344**<br>**169,900**<br>**255,244**|2020<br>£<br>158,444<br>1,507<br>(122,520)<br>72,028|
|---|---|---|
|||109,459|
|||109,459<br>60,441|
|||169,900|



The charity has not provided an analysis of changes in net debt as it does not have any long term financing arrangements. 

30 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **1. Accounting policies** 

## **a) Basis of preparation** 

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities in preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. 

Youth Adventure Trust meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes. 

## **b) Group accounts** 

These financial statements consolidate the results of the charitable company and its wholly-owned (controlled) subsidiary on a line by line basis. Transactions and balances between the charitable company and its subsidiary have been eliminated from the consolidated financial statements. Balances between the charity and its subsidiary are disclosed in the notes of the charitable company's balance sheet. 

## **c) Going concern basis of accounting** 

The accounts have been prepared on the assumption that the charity is able to continue as a going concern, which the trustees consider appropriate having regard to the current level of unrestricted reserves. There are no material uncertainties about the charity's ability to continue as a going concern. 

## **d) Income** 

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the items of income have been met, it is probable that the income will be received and the amount can be measured reliably. 

Income from the government and other grants, whether 'capital' grants or 'revenue' grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. 

Event management fees received in advance of the event taking place are deferred until the event is held. 

## **e) Donated services and facilities** 

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item is probable and the economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), general volunteer time is not recognised. 

31 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **1. Accounting policies (continued)** 

## **e) Donated services and facilities (continued)** 

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. 

## **f) Interest receivable** 

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity: this is normally upon notification of the interest paid or payable by the bank. 

## **g) Funds accounting** 

Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity. 

## **h) Expenditure and irrecoverable VAT** 

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. 

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. 

## **i) Allocation of support and governance costs** 

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Governance costs are the costs associated with the governance arrangements of the charity, including the costs of complying with constitutional and statutory requirements and any costs associated with the strategic management of the charity’s activities. These costs have been allocated between activities on the following basis, which is an estimate of staff time: 

||**2021**|2020|
|---|---|---|
|Event management costs|**3.8%**|0.0%|
|Fundraising activities|**38.6%**|41.5%|
|Charitable activities|**57.6%**|58.5%|



## **j) Tangible fixed assets** 

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rate in use is 3 years straight line for event equipment. 

Items of equipment are capitalised where the purchase price exceeds £1,000. 

## **k) Investments in subsidiary undertakings** 

Investments in subsidiaries are measured at cost less impairment. 

32 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **1. Accounting policies (continued)** 

## **l) Debtors** 

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 

## **m) Cash at bank and in hand** 

- Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. 

## **n) Creditors** 

- Creditors and provisions are recognised where the charitable company has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due. 

## **o) Financial instruments** 

- The trust only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently recognised at amortised cost using the effective interest method. 

## **p) Pension costs** 

The company operates a defined contribution pension scheme for its employees. There are no further liabilities other than that already recognised in the SOFA. 

## **q) Accounting estimates and key judgements** 

In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. 

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. 

There are no key sources of estimation or uncertainty that have a significant effect on the amounts recognised in the financial statements. 

33 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **2. Consolidated statement of financial activities: prior period comparatives** 

|**Income from:**<br>Donations<br>Other trading activities:<br>_Fundraising_<br>**Total income**<br>**Expenditure on:**<br>Raising funds:<br>_Event management costs_<br>_Fundraising_<br>Charitable activities<br>**Total expenditure**<br>**Net income**|Restricted<br>£<br>216,687<br>-<br>216,687<br>-<br>-<br>133,976<br>133,976<br>82,711|£<br>458,143<br>79,212<br>537,355<br>2,914<br>236,785<br>221,923<br>461,622<br>75,733<br>Unrestricted|**2020**<br>**Total**<br>**£**<br>**674,830**<br>**79,212**|
|---|---|---|---|
||||**754,042**|
||||**2,914**<br>**236,785**<br>**355,899**|
||||**595,598**|
||||**158,444**|



34 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **3. Income from donations** 

|**Income from donations**||||
|---|---|---|---|
|_Trusts and foundations:_<br>National Lottery<br>William Wates Memorial Trust<br>POM Charitable Trust<br>Global's Make Some Noise<br>Peter Harrison Foundation<br>The Henry Smith Charity<br>Wiltshire Community Foundation<br>Children in Need<br>Awards for All<br>Nationwide<br>Wiltshire Council<br>The Whirlwind Charitable Trust<br>The Openwork Foundation<br>D'Oly Carte Charitable Trust<br>Sport England<br>Major donations and individuals<br>Fundraisers<br>Corporates<br>Gift aid<br>Other grants and donations < £5,000<br>Coronavirus job retention scheme<br>Gifts in kind *<br>Community and other events|Restricted<br>£<br>63,802<br>-<br>20,000<br>19,500<br>18,880<br>15,200<br>9,753<br>11,314<br>10,000<br>9,668<br>6,438<br>6,337<br>5,000<br>-<br>4,668<br>-<br>-<br>-<br>-<br>25,452<br>-<br>-<br>-<br>226,012|£<br>-<br>30,000<br>-<br>-<br>-<br>-<br>2,500<br>-<br>-<br>-<br>-<br>-<br>-<br>5,000<br>-<br>78,224<br>43,886<br>36,015<br>34,550<br>4,150<br>14,416<br>9,760<br>6,206<br>264,707<br>Unrestricted|**2021**<br>**Total**<br>**£**<br>**63,802**<br>**30,000**<br>**20,000**<br>**19,500**<br>**18,880**<br>**15,200**<br>**12,253**<br>**11,314**<br>**10,000**<br>**9,668**<br>**6,438**<br>**6,337**<br>**5,000**<br>**5,000**<br>**4,668**<br>**78,224**<br>**43,886**<br>**36,015**<br>**34,550**<br>**29,602**<br>**14,416**<br>**9,760**<br>**6,206**|
||||**490,719**|



35 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **3. Income from donations (continued)** 

|**Prior year comparative**<br>_Trusts and foundations:_<br>National Lottery<br>Global's Make Some Noise<br>Children in Need<br>Garfield Weston<br>William Wates Memorial Trust<br>Blagrave Trust<br>Postcode Neighbour<br>Wiltshire Council<br>Wiltshire Community Foundation<br>Awards for All<br>Sport England<br>Newby Trust Ltd<br>CFWS<br>Good Exchange<br>The Openwork Foundation<br>Other grants and donations < £5,000<br>Corporates<br>Coronavirus job retention scheme<br>Gift aid<br>Gifts in kind *|Restricted<br>£<br>71,264<br>39,039<br>25,227<br>-<br>-<br>-<br>16,036<br>12,498<br>6,000<br>9,915<br>8,795<br>6,000<br>-<br>5,000<br>5,000<br>11,913<br>-<br>-<br>-<br>-<br>216,687|**2020**<br>**Total**<br>£<br>**£**<br>-<br>**71,264**<br>-<br>**39,039**<br>5,000<br>**30,227**<br>30,000<br>**30,000**<br>30,000<br>**30,000**<br>25,000<br>**25,000**<br>-<br>**16,036**<br>1,500<br>**13,998**<br>5,000<br>**11,000**<br>-<br>**9,915**<br>-<br>**8,795**<br>-<br>**6,000**<br>5,000<br>**5,000**<br>-<br>**5,000**<br>-<br>**5,000**<br>69,709<br>**81,622**<br>144,948<br>**144,948**<br>118,616<br>**118,616**<br>15,903<br>**15,903**<br>7,467<br>**7,467**<br>458,143<br>**674,830**<br>Unrestricted|
|---|---|---|



* Gifts in kind consist of IT support, facility and room hire, virtual office facilities, camp kit and design / print work. 

## _**Government grants**_ 

The charitable company receives government grants (funding from Wiltshire Council, Sport England and the National Lottery) to fund charitable activities. The total value of such grants in the period ending 31 December 2021 was £74,908 (2020: £101,985). In addition, the charitable company received £14,416 (2020: £118,616) from the Coronavirus Job Retention Scheme. There are no unfulfilled conditions or contingencies attaching to these grants. 

36 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **4. Fundraising** 

|**Fundraising**|||||
|---|---|---|---|---|
|Event team income<br>Corporate sponsorship<br>Other fundraising activities|Restricted<br>£<br>-<br>-<br>-<br>-|£<br>264,557<br>8,000<br>-<br>272,557<br>Unrestricted|**2021**<br>**Total**<br>**£**<br>**264,557**<br>**8,000**<br>**-**<br>**272,557**|2020<br>Total<br>£<br>55,355<br>23,000<br>857|
|||||79,212|



_All fundraising income was unrestricted in the prior year._ 

## **5. Total expenditure** 

|£<br>Staff costs (note 7)<br>19,095<br>-<br>Programme costs<br>-<br>-<br>Event costs<br>144,108<br>Fundraising costs<br>-<br>Telephone and fax<br>-<br>-<br>Website and IT<br>-<br>Depreciation<br>-<br>Audit and accountancy fees<br>4,546<br>**Sub-total**<br>167,749<br>2,582<br>**Total expenditure**<br>**170,331**<br>Other staff costs and<br>training<br>Volunteer and mentor<br>training and expenses<br>Stationery and other office<br>costs<br>Allocation of support and<br>governance costs<br>Event<br>management<br>costs|£<br>191,848<br>-<br>-<br>-<br>5,900<br>29,246<br>-<br>-<br>-<br>-<br>-<br>226,994<br>25,935<br>**252,929**<br>Fundraising<br>activities|£<br>286,357<br>-<br>130,349<br>18,959<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>435,665<br>38,711<br>**474,376**<br>Charitable<br>activities|£<br>3,856<br>2,546<br>-<br>-<br>-<br>-<br>2,393<br>26,237<br>14,803<br>486<br>16,907<br>67,228<br>(67,228)<br>**-**<br>Support and<br>governance<br>costs|**2021 Total**<br>**£**<br>**501,156**<br>**2,546**<br>**130,349**<br>**18,959**<br>**150,008**<br>**29,246**<br>**2,393**<br>**26,237**<br>**14,803**<br>**486**<br>**21,453**|
|---|---|---|---|---|
|||||**897,636**<br>-|
|||||**897,636**|



Total governance costs were £8,364. 

37 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **5. Total expenditure (continued) Prior year comparative** 

|**Total expenditure (continued)**<br>**Prior year comparative**|||||
|---|---|---|---|---|
|£<br>Staff costs (note 7)<br>-<br>-<br>Programme costs<br>-<br>-<br>Event costs<br>-<br>Fundraising costs<br>-<br>Telephone and fax<br>-<br>-<br>Website and IT<br>-<br>Depreciation<br>-<br>Audit and accountancy fees<br>2,914<br>**Sub-total**<br>2,914<br>-<br>**Total expenditure**<br>**2,914**<br>Other staff costs and<br>training<br>Volunteer and mentor<br>training and expenses<br>Stationery and other office<br>costs<br>Allocation of support and<br>governance costs<br>Event<br>management<br>costs|£<br>198,985<br>-<br>-<br>-<br>2,430<br>7,345<br>-<br>-<br>-<br>-<br>-<br>208,760<br>28,025<br>**236,785**<br>Fundraising<br>activities|£<br>280,946<br>-<br>30,054<br>5,395<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>316,395<br>39,504<br>**355,899**<br>Charitable<br>activities|£<br>3,595<br>934<br>-<br>-<br>-<br>-<br>4,562<br>24,890<br>14,670<br>1,507<br>17,371<br>67,529<br>(67,529)<br>**-**<br>Support and<br>governance<br>costs|**2020 Total**<br>**£**<br>**483,526**<br>**934**<br>**30,054**<br>**5,395**<br>**2,430**<br>**7,345**<br>**4,562**<br>**24,890**<br>**14,670**<br>**1,507**<br>**20,285**|
|||||**595,598**<br>-|
|||||**595,598**|



Total governance costs were £7,470. 

## **6. Net movement in funds** 

This is stated after charging: 

|Depreciation<br>Trustee donations<br>Auditors' remuneration:<br>▪Statutory audit (including VAT)<br>▪Other services (including VAT)<br>Trustees' indemnity insurance<br>Trustees' reimbursed expenses|**2021**<br>**£**<br>**486**<br>**-**<br>**Nil**<br>**-**<br>**8,364**<br>**17,663**|2020<br>£<br>1,507<br>1,414<br>Nil<br>8,037<br>7,470<br>12,815|
|---|---|---|



38 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

**7. Staff costs and numbers** Staff costs were as follows: 

|**Staff costs and numbers**<br>Staff costs were as follows:|||
|---|---|---|
|Salaries and wages<br>Social security costs<br>Pension contributions|**2021**<br>**£**<br>**437,622**<br>**40,783**<br>**22,751**<br>**501,156**|2020<br>£<br>425,340<br>36,158<br>22,028|
|||483,526|



The number of employees whose annual emoluments were £60,000 or more were: 

|£60,000 to £70,000|**2021**<br>**No.**<br>**1**|2020<br>No.<br>1|
|---|---|---|



The key management personnel of the charity comprise the trustees and the Chief Executive Officer. The total employee benefits of the key management personnel of the charity were £79,207 (2020: £72,517). This is the combined total of gross salary £67,333 (2020: £61,444), employer's national insurance £8,074 (2020: £7,272) and employer's pension contributions £3,801 (2020: £3,801). 

The average head count during the reporting period was 12 (2020: 15). 

## **8. Taxation** 

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes. The charity's trading subsidiary, Youth Adventure Trading Ltd, will donate its distributable profits in the current year to the charity. 

39 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

**9. Tangible fixed assets (Charity and group)** 

|**Tangible fixed assets**||
|---|---|
|**Cost**<br>At 1 January 2021 and at 31 December 2021<br>**Depreciation**<br>At 1 January 2021<br>Charge for the year<br>At 31 December 2021<br>**Net book value**<br>**At 31 December 2021**<br>At 31 December 2020<br>**(Charity and group)**|**Event**<br>**equipment**<br>**£**<br>**14,771**|
||**14,285**<br>**486**|
||**14,771**|
||**-**|
||486|



## **10. Investments** 

|Investment in subsidiary company|**The group**<br>**2021**<br>**£**<br>**-**|**The charity**<br>**2021**<br>**£**<br>**10**|The group<br>2020<br>£<br>**-**|The charity<br>2020<br>£<br>10|
|---|---|---|---|---|



The investment represents 100% of the ordinary share capital of Youth Adventure Trading Ltd, whose principal activity is to carry out trading activities in support of the charity. A summary of the financial results and position of Youth Adventure Trading Ltd is given below (see note 11). 

40 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **11. Subsidiary undertakings** 

## _Youth Adventure Trading Ltd_ 

Youth Adventure Trading Ltd is the trading arm of the charity and undertakes event management services and other corporate sponsorship activities. 

|Turnover<br>Cost of sales<br>Gross profit<br>Administrative expenses<br>Profit / (loss) on ordinary activities before taxation<br>Tax on profit on ordinary activities<br>**Profit / (loss) for the financial year after taxation**<br>_Changes in equity:_<br>Total retained profit brought forward<br>Total comprehensive income for the year<br>**Total retained profit / (loss) carried forward**<br>The aggregate of the assets, liabilities and funds was:<br>Assets<br>Liabilities<br>Funds|**2021**<br>**£**<br>**170,926**<br>**(144,108)**<br>**26,818**<br>**(23,641)**<br>**3,177**<br>**-**<br>**3,177**<br>**(2,914)**<br>**3,177**<br>**263**<br>**2021**<br>**£**<br>**177,223**<br>**(176,950)**<br>**273**|2020<br>£<br>-<br>-|
|---|---|---|
|||-<br>(2,914)|
|||(2,914)<br>-|
|||(2,914)|
|||-<br>(2,914)|
|||(2,914)|
|||2020<br>£<br>139,115<br>(142,019)|
|||(2,904)|



## **12. Parent charity** 

The parent charity's gross income and the results for the year are disclosed as follows: 

|Gross income<br>Results for the year|**2021**<br>**£**<br>**763,276**<br>**33,389**|2020<br>£<br>754,042<br>161,357|
|---|---|---|



41 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

|**13. **|**Debtors**|||||
|---|---|---|---|---|---|
|||**The group**|**The charity**|The group|The charity|
|||**2021**|**2021**|2020|2020|
|||**£**|**£**|£|£|
||Trade debtors|**88,470**|**3,000**|80,946|17,856|
||Prepayments|**-**|**-**|47,968|25,967|
||Accrued income|**14,398**|**14,398**|25,556|25,556|
||Other debtors|**11,142**|**4,654**|1,085|1,085|
||Amounts due from subsidiary|**-**|**84,044**|-|56,960|
|||**114,010**|**106,096**|155,555|127,424|
|**14. **|**Creditors : amounts due within 1 year**|||||



||**The group**|**The charity**|The group|The charity|
|---|---|---|---|---|
||**2021**|**2021**|2020|2020|
||**£**|**£**|£|£|
|Trade creditors|**23,467**|**4,932**|6,237|6,237|
|Accruals|**7,915**|**5,664**|7,470|6,420|
|Deferred income (see below)|**60,000**|**-**|60,780|-|
|Taxation and social security|**11,692**|**11,692**|10,732|10,732|
|VAT|**12,121**|**-**|23,229|-|
||**115,195**|**22,288**|108,448|23,389|
|**Movements in deferred income**|||||
||||**2021**|2020|
||||**£**|£|
|At 1 January 2021|||**60,780**|14,130|
|Deferred during the year|||**(60,780)**|46,650|
|Released during the year|||**60,000**|-|
|At 31 December 2021|||**60,000**|60,780|



Deferred income relates to event income and sponsorship for expedition costs received in advance of the event or expedition taking place. 

42 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **15. Analysis of group net assets between funds** 

|**Analysis of group net assets between funds**||||
|---|---|---|---|
|Current assets<br>Current liabilities<br>**Net assets at 31 December 2021**<br>**Prior year comparative**<br>Tangible fixed assets<br>Current assets<br>Current liabilities<br>**Net assets at 31 December 2020**|£<br>45,662<br>-<br>**45,662**<br>£<br>-<br>85,329<br>-<br>**85,329**<br>Restricted<br>funds<br>Restricted<br>funds|£<br>323,592<br>(115,195)<br>**208,397**<br>£<br>486<br>240,126<br>(108,448)<br>**132,164**<br>Unrestricted<br>funds<br>Unrestricted<br>funds|**Total**<br>**funds**<br>**£**<br>**369,254**<br>**(115,195)**|
||||**254,059**|
||||**Total**<br>**funds**<br>**£**<br>**486**<br>**325,455**<br>**(108,448)**|
||||**217,493**|



43 



## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **16. Movements in funds** 

|**Movements in funds**||||||
|---|---|---|---|---|---|
|**Restricted funds**<br>Activity Days<br>Bursary<br>Equipment<br>Explore Days<br>Forest Camp<br>Improving Futures<br>Inspiring young lives<br>Mentoring<br>Mountain Camp<br>Pathway Days<br>Programme places<br>**Total restricted funds**<br>**Unrestricted funds**<br>General funds<br>Youth Adventure Trading<br>**Total unrestricted funds**<br>**Total funds**<br>Volunteers supporting<br>young|At 1<br>January<br>2021<br>£<br>13,207<br>308<br>-<br>-<br>22,627<br>10,203<br>14,396<br>-<br>1,552<br>-<br>7,000<br>16,036|Income<br>£<br>12,436<br>-<br>5,074<br>6,168<br>39,944<br>63,802<br>19,500<br>15,200<br>22,380<br>472<br>41,036<br>-|Expenditure<br>£<br>(22,936)<br>(308)<br>(574)<br>(5,668)<br>(51,257)<br>(61,605)<br>(33,896)<br>(10,895)<br>(23,932)<br>(472)<br>(44,243)<br>(9,893)|Transfers<br>between<br>funds<br>£<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|**£**<br>**2,707**<br>**-**<br>**4,500**<br>**500**<br>**11,314**<br>**12,400**<br>**-**<br>**4,305**<br>**-**<br>**-**<br>**3,793**<br>**6,143**<br>**At 31**<br>**December**<br>**2021**|
||85,329|226,012|(265,679)|-|**45,662**|
||135,078<br>(2,914)|537,264<br>170,926|(464,208)<br>(167,749)|-<br>-|**208,134**<br>**263**|
||132,164|708,190|(631,957)|-|**208,397**|
||217,493|934,202|(897,636)|-|**254,059**|



## **Purposes of restricted funds** 

**Activity Days** - funds for activity days which provide young people with activities such as bushcraft, team challenges and creative challenges. 

**Bursary -** a set amount of money which is available to every young person who finishes the main Youth Adventure Programme. Up to the value of £150. The bursary can be used to help pay for an item of clothing or equipment for an activity, membership fees to a club, travel costs to get there, or a one-off cost linked to an organised activity, club or event. 

**Equipment** - to fund the purchase of new tents and sleeping equipment for the camping trips. 

**Explore Days -** A one day opportunity at Mill on the Brue in Somerset, to experience the programme and meet the young people in their groups prior to starting the main program. 

**Forest Camp** - Forest Camp is the final residential camp on the Youth Adventure Programme. Activities like bushcraft, an overnight canoe expedition and a high ropes course help develop leadership, teamwork and communication skills. 

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## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **16. Movements in funds (continued) - purposes of restricted funds** 

**Improving Futures** - Through our Pathway Programme, Mentoring Scheme and Bursary, this project aims to support young people as they come to the end of their Youth Adventure Journey. 

**Inspiring Young Lives** - This project enables 40 vulnerable young people aged 11-15 to access our programme and remove barriers to participation. 

**Mentoring** - The main Mentoring Scheme provides fortnightly one to one support for selected young people who have completed the Youth Adventure Programme for up to a year. 

**Mountain Camp** - The Mountain Camp is the first residential camp on our three school-year programme. Activities like mountain expeditions, climbing and caving stretch the young people and help them believe they can achieve more than they thought they could. 

**Pathway Days** - Funds for young people to attend Pathways Days **.** 

**Programme Places** - A place on our programme lasts 3 school years and is completely free of charge to the young people. Funds cover the cost of activity days, residential camps, ongoing support, staff costs, travel, equipment and other items directly associated with running the Youth Adventure Programme. 

**Volunteers supporting young people** - This project supports the volunteers who are working with the young people on our programme and helping them to navigate these challenging times. 

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## **Youth Adventure Trust** 

## **Notes to the financial statements** 

## **For the year ended 31 December 2021** 

## **16. Movements in funds (continued)** 

## **Prior year comparative** 

|**Restricted funds**<br>Activity Days<br>Bursary<br>Equipment<br>Forest Camp<br>Improving Futures<br>Inspiring young lives<br>Mentoring<br>Mountain Camp<br>Online mentoring<br>Programme places<br>**Total restricted funds**<br>**Unrestricted funds**<br>General funds<br>Youth Adventure Trading<br>**Total unrestricted funds**<br>**Total funds**<br>Volunteers supporting<br>young<br>Supporting young people<br>post Covid-19|At 1<br>January<br>2020<br>£<br>1,812<br>500<br>306<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|Income<br>£<br>22,250<br>-<br>-<br>22,627<br>71,264<br>39,039<br>1,507<br>1,552<br>30,412<br>7,000<br>5,000<br>16,036|Expenditure<br>£<br>(10,855)<br>(192)<br>(306)<br>-<br>(61,061)<br>(24,643)<br>(1,507)<br>-<br>(30,412)<br>-<br>(5,000)<br>-|Transfers<br>between<br>funds<br>£<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-<br>-|**£**<br>**13,207**<br>**308**<br>**-**<br>**22,627**<br>**10,203**<br>**14,396**<br>**-**<br>**1,552**<br>**-**<br>**7,000**<br>**-**<br>**-**<br>**-**<br>**16,036**<br>**85,329**<br>**135,078**<br>**(2,914)**<br>**132,164**<br>**217,493**<br>**At 31**<br>**December**<br>**2020**|
|---|---|---|---|---|---|
||2,618|216,687|(133,976)|-||
||56,431<br>-|537,355<br>-|(458,708)<br>(2,914)|-<br>-||
||56,431|537,355|(461,622)|-||
||59,049|754,042|(595,598)|-||



## **17. Related party transactions** 

Youth Adventure Trust has a wholly owned subsidiary Youth Adventure Trading Ltd, a company limited by shares (company no. 10138393). At 31 December 2021, Youth Adventure Trading owed Youth Adventure Trust £84,044 (2020: £56,960). 

During the year Youth Adventure Trust received £nil (2020: £105,787) in donations, £nil (2020: £200) of gifts in kind in the form of a computer, and £19,095 (2020: £nil) of income from event management services and sponsorship from Taylor Wimpey. Included in deferred income at year end is £nil (2020: £40,000) in relation to event management services. Peter Redfern, Chair of Youth Adventure Trust, is the CEO of Taylor Wimpey. 

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