2025-12-31-accounts

Camp Jojo Annual Report 2025

Camp Jojo is a registered Charitable Incorporated Organisation No: 1189163

“Thank you seems so little a word that it never conveys the magnitude and depth of our gratitude to all at Camp Jojo. You have all done an incredibly special thing here and I am not at all surprised that there is such a huge demand. I and J feel so privileged to have had the chance to be at Camp Jojo. The memories of which we will carry forever in our hearts.” Parent 2025

"Camp JoJo is incredibly important to us as a family because it offers something that is very hard to find elsewhere: a safe, inclusive space where our child’s additional needs are fully understood, accepted and supported, while allowing us to simply be a family together.” Parent 2025

“Honestly you guys have no idea of the difference you’ve made to us all! When I imagine an inclusive society Camp Jojo is what I imagine! I kept pinching myself the whole weekend. My kids were all encouraged and supported to be themselves and they blossomed in the environment. Thank you camp JoJo!”

Parent 2025

"Camp Jojo has been the most incredible experience for the children in particular, but also for me. I returned home feeling like I had had a month of rest! It helped our child to realise that there are other children who have struggles with new situations, experiences and people." Parent 2025

"We loved our visit to Camp JoJo and would love to visit again. Camp gave us the opportunity to spend time together as a family but also gave our children the opportunity to grow in their independence away from mam and dad (for the first time outside of school). We love the opportunity to camp as this is something we cannot do in any other circumstances. Camp JoJo also gave us as parents the opportunity to relax and enjoy family time, away from the daily obligations of being parent carers." Parent 2025

“…..it was honestly the most amazing time. It's the first time in years I felt I'd had a break. I can ask for 1 or 2 of my kids being watched but 4 is unheard of. I came back relaxed and like all my kids had full on one on one time and activities that we've never accessed before. It was amazing to know the kids where happy and 2 of my kids said it was their best time they'd had on a holiday. It was 2 days of chilling and spending quality time with my kids" Parent 2025

“It was amazing, honestly its made our year. I've never been somewhere as accessible as this, and would never have thought that our family would have managed camping. My daughter also had an incredible time.” Parent 2025

Family Case Study from 2025

Email Subject: Thank you will never be enough

Just wanted to drop you an email to say what an incredible experience J and I had this last weekend. The thought of camping with J was a step too far and yet Camp Jojo made it so very possible. J’s family support volunteers were amazing and within a few hours J already had trust in them. They lifted the caring role so that I could be there as J’s mum and it really did feel like we had a week’s holiday! The catering staff feeding us all and ensuring all our needs were met. The site staff ensuring the site and tents were secured and safe. Jenny and Ralph and Angela embraced us with a nurturing embrace.

Our journey is not an easy one nor is it for the faint hearted. We have endured much and the battle wounds we conceal for it is the love that has given us the strength to endure the perilous journey we face with a child with complex needs. Camp Jojo gave us the rest, something that often feels alien, the community of other parents on a similar journey, the understanding is there already and with it came the joy of enjoying the moment, siblings being able to be just that, siblings and not just a young carer.

For J he got to experience so much more than I could give him. He has taught me so much on this journey, he has changed my perspective on life as much as our life limiting condition has changed the way we live our lives and with it comes with enjoying the here and now making each day count. Yes of course we do think of the future and we do plan but as parents of a complex needs child we too know that too often curve balls hit us from nowhere and it is those battle wounds that we endure and we do so because it is the love that we have for our child.

The word, Thank you, seems so little a word that it never conveys the magnitude and depth of our gratitude to all at Camp Jojo. You have all done an incredibly special thing here and I am not at all surprised that there is such a huge demand. I and J feel so privileged to have had the chance to be at Camp Jojo. The memories of which we will carry forever in our hearts.

A huge heartfelt thank you to each and every one of you.

With love, C and J

Contents

1.	The Story of Camp Jojo This Year, 2025 ................................................................................................5	The Story of Camp Jojo This Year, 2025 ................................................................................................5
	1.1	Families ........................................................................................................................................5
	1.2	Volunteers ...................................................................................................................................6
	1.3	The Organisation and its Governance .........................................................................................6
	1.4	Development work in 2025 for a second accessible camping site in the northwest of England 8
2.	How	We’ve Involved People From Our Community in the Work We Do in 2025 .................................9
	2.1	Our Community ...........................................................................................................................9
	2.2	How has our community changed the way we work in 2025? ................................................ 10
	2.3	How are we joining up with what others are doing locally? How are we making the most of
	the strengths of our community? ....................................................................................................... 10
3.	The Differences We’ve Made in 2025 ................................................................................................ 11
	3.1	Families ..................................................................................................................................... 11
	3.2	Volunteers ................................................................................................................................ 12
	3.3	Donors ...................................................................................................................................... 12
	3.4	The Camp Jojo team in 2025 .................................................................................................... 12
4.	What We’ve Learned in 2025 ............................................................................................................. 14
	4.1	What’s gone well? .................................................................................................................... 14
	4.2	What’s not gone well or been challenging in 2025? ................................................................ 14
	4.3	What’s been unexpected or interesting to Camp Jojo in 2025? What we have learned. ....... 15
5.	How	We’ve Changed What We Do in 2025 ........................................................................................ 17
	5.1	This Year ................................................................................................................................... 17
	5.2	Our Plans Going Forward ......................................................................................................... 18
6.	Financial review………………………………………………………………………………………………………………………..…...19

1. The Story of Camp Jojo This Year, 2025

We run a model of accessible camping for families with one or more children with complex disabilities that we know works; involving a small community each camp, a beautiful and dedicated farm site, a small army of volunteers, and a lot of specialist disability equipment – all supporting the families. Families coming to the camps have been extremely positive about what it offers them.

We have wanted to scale up our delivery year on year, as demand is so great. This year we were able to increase the number of family camps held at our Mersea farm base (Ivy Farm) to 7, allowing more families to experience camping accessibility. But in addition, we ran a pilot of 2 Open Days at our new Cumbrian site (Nags Head farm) in June 2025. This has been a big piece of work and is in anticipation of, and preparation for, full camps at Nags Head Farm in 2026. More detail on this later.

1.1 Families

We have improved the families’ experience of our camps, from application onwards, through:

• Continuing to refine the information that we give to families applying regarding selection, and the criteria we work to. We had started this work last year and will continue to refine it year on year as family feedback recommends.

• Increasing access for families with complex needs through the provision of an extra camp at Ivy Farm in 2025.

• This extra camp has been targeted at families who are under the care of the 3 East Anglian Children’s Hospices (EACH). This is part of our drive to reach families who would otherwise not reach out to us, for whatever reason. Planning for this had been going on for over a year, between Camp Jojo and EACH, and the first camp took place in July 2025. Given the medical complexity of some of the children attending this required us to both buy and borrow extra disability equipment (medical beds, safe beds, all terrain wheelchairs, Hippocampes and more) and to extend an electricity supply to all tents to enable the use of needed medical equipment.

• Increased access to families was also achieved through the very successful Open Days at Nags Head Farm in Cumbria. For these Open Days we transported tents, our Mobiloo, some all-terrain wheelchairs and other disability equipment from Ivy Farm up to Nags Head Farm. Both new families from Cumbria and the north of England, and some families who have attended Camp Jojo before in Essex, attended for 2 separate days of fully accessible and fun nature experiences.

• We have continued to replace needed equipment and purchase new equipment for Ivy Farm as required. This year in particular that included a new full-size safe bed. Previously we only had a child sized one which was inadequate for larger teenagers.

• There has also been further development of the Ivy Farm woodland area, which has become an increasingly valued part of the site for activities around the labyrinth, the hammocks, sensory storytelling and more.

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• Improved catering budget as well as increased access and funding for more activities. As previously we offered music therapy, massage, pottery and this year we also added special needs yoga sessions and metal detecting on the beach in Essex.

• Increasing the number of camps at Ivy Farm to 7 this year (as planned).

• During the latter part of 2025 planning has taken place towards 2 pilot initiatives with families next year. One is a collaboration with the charity ChattyBoxx, who are assisting us on developing new ways in which our young, non-verbal members of camp will be able to adequately express their feedback about the camps directly. The second is a pilot with FORE who have developed a tool for measuring Social Return on Investment, allowing us to look at this for the families attending our camps. We look forward to both of these taking place in 2026.

1.2 Volunteers

In 2025 we provided 217 volunteer places, a total of 13,000 volunteer hours! We have improved our volunteers’ experience and training by:

• Improving our management and support process for volunteers. This year we appointed a new dedicated Volunteer Manager, with enhanced hours, to this role; and he has extensive previous Volunteer Management experience.

• Our new Volunteer Manager worked with one of our two most experienced volunteers who are also part time Volunteer Selection managers; allowing all new volunteers to be interviewed before being accepted for a camp.

• We updated and improved our Volunteer Handbook.

• After initiating a Camp Leader Retreat which was found very helpful last year, we held this again in June 2025. This has proved so important to generalising our culture – a social model of disability, and accessibility - and encouraging consistent practice across all camps. We now require that anyone agreeing to, or wishing to be, a camp leader attend this weekend in person. It provides space for training, for sharing knowledge and good practice, for trouble-shooting any areas of potential difficulty, and much more. Each camp has 2 leaders so it also gives them a chance to get to know each other better, and to start their shared planning for their camp. Its also fun!

• We have had an important focus on Young Volunteers this year. These are people aged 14-18 who come to camp as volunteers supported by a parent. Five of our Young Volunteers worked with our Comms Manager to produce a video specifically sharing their experience of Camp Jojo and what it has meant to them. This is now available on our website, and we are grateful to them for taking this initiative; allowing a reach-out to other teenagers who might wish to volunteer with us.

• As last year, we held a volunteer working party weekend at Ivy Farm, at the suggestion of the Volunteer committee, to encourage volunteer engagement and community beyond the camping weekends.

1.3 The Organisation and its Governance

Camp Jojo is a Charitable Incorporated Organisation (CIO) whose Constitution is registered with the Charity Commission in England and Wales. New charity trustees are recruited according to a skills audit

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carried out to determine the trustee needed. Then, either through the Board members’ contacts; through related national charity and other networks; through our Camp Jojo community; or through other organisations in the Children’s Disabilities arena, new trustees are sought. Once a suitable and potentially interested person is identified they are invited to submit their CV to the Board; and also, to have a one-to-one conversation with the Chair or other trustees as appropriate. Appointment of a trustee, or not, is then a decision made at a full board meeting. For instance, this year we have been seeking a medical trustee with specialised experience in the field of complex disabilities of childhood and palliative care. We have approached trustee contacts; have circulated a letter to all Children’s Palliative Care consultants in England asking for expressions of interest; and have circulated our Families committee for their suggestions also. Once appointed, a new trustee goes through a Camp Jojo defined induction process.

In determining the charity’s activities during the year, the trustees have had due regard to the Charity Commission’s guidance on public benefit.

In terms of the organisation itself, we have continued to review our business processes, policies and practices. This has led to significant improvements to our organisational capacity and resilience by:

• CRM. We have acquired funding from The Fore to install a Beacon CRM system across the charity. The intention was to develop what was needed on Beacon for our particular organisation, and to implement it for our Fundraising and Financial processes in 2025. This has been done and has significantly improved and developed our competencies and efficiencies in these areas. We look forward to completing Beacon’s implementation/access for Families and Volunteers data in 2026/27.

• Continuing to hold a co-production approach in the organisation (see Our Community section below), so ensuring that all proposals coming to the Senior Operations team (SOT) or to the Board have already had a lived experience perspective and filter. This is also reflected in our staff/contractors, the majority of whom have lived experience.

• The Senior Operations Team (SOT), a development from our previous Transition Team, continues to meet weekly and to manage coordination and communication across the charity.

• Staffing: During 2025 we appointed several new contractor team members: a Volunteers Manager for Ivy Farm; a Families and Site Operations Manager for Nags Head Farm; and a Volunteers Manager for Nags Head Farm.

• We also planned and obtained funding from Children in Need and the National Lottery for a new Programme Manager in the charity. This is a very important development as this person will be our Operational Lead across both sites, ensuring that culture, values, and practices are consistent in both. Interview for this post took place in late November and early December, and our Programme Manager will start their role in March 2026.

• Our Financial and Accountancy systems were upgraded last year, and this has allowed much better reporting. Our Special Advisor: Finance now presents full monthly management accounts to each Finance Committee and Board meeting, including projections for the coming 12 months. This has further informed and enabled our financial decision making and our Fundraising processes.

• Improving our Evaluation capacity; in 2024 we started working with the NCVO evaluation team to develop a ‘Theory of Change’ framework that effectively measures the impacts of the CJJ camps on

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families and volunteers. This year that work was completed and extended by an Evaluation task group. We now have a regular pre camp questionnaire of parents’ experience of their mental well being, and then the impact on them, and the family unit, of the camp itself. Our evaluation of parents’, children’s and volunteers’ experience of each camp has also continued; and in addition we have been planning a pilot with ChattyBox charity for one of our 2026 camps of how to best enable our non-verbal child attenders to express their opinions and input about the camps. We have not been able to do this before.

• Our Fundraising team of 3 part time people together with our Special Advisor: Finance, have had a very good year. For the first time we have obtained 3 year funding from both National Lottery and Children in Need. It was also the first year that we have taken part in the Big Give. They have also worked hard at developing funding links for our upcoming second site in Cumbria from many other funders both local and national. We recognise that this is a time of funding constraints and are very grateful for the funding we receive.

1.4 Development work in 2025 for a second accessible camping site in the Northwest of England

We began planning in 2023 for a second Camp Jojo site at Nags Head Farm near Appleby, Cumbria. This year has been a time of developing that partnership and holding 2 pilot Open Days for families in June 2025. Both days were very successful with very positive feedback from families attending. In addition, representatives from the local community (MP, High Sheriff, SEN school Head Teacher, Sunbeams Music Therapy Centre, Bendrigg Trust and other local charities) attended. ITV Cumbria filmed for their news programme. The pilot also identified the tasks and needs ahead to allow full camps to take place in 2026. These include further preparation of the site, including building of a toilet/shower/accessible bathroom block; accessible pathways across the site, including activity barn and woodland access; the procurement of extensive equipment, both for camping needs and for disability needs; the recruitment of many more local volunteers; and so on.

The planning for the Open Days and the forward planning thereafter for the site, has been carried out by the Northern Development Group throughout 2025. Alongside, of course, major fundraising initiatives for this all to happen. We are very pleased to say that the majority of that funding has already been secured.

We have focused on:

• Using the existing model of accessible camping that we know works effectively and efficiently for the families, and that allows us to manage the risks of having children with sometimes very complex needs in a field, camping.

• Having representation of the second site at all levels of the organisation, including the Board. We have two trustees and one special advisor from the Cumbria area, and they have all visited and learnt from the operation of a camp at Ivy Farm in Essex.

• We also have a significant number of volunteers from the region (primarily Manchester, but also Northumberland) who have volunteered already at Ivy Farm. Some have also been Camp Leaders. They are using their networks to recruit the extra volunteers we will need to run full camps in 2026. In 2026 we will also have a more general volunteer recruitment drive.

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• We have learnt at our first site the primacy of local community engagement. We have continued to develop local networks with volunteer organisations; SEN schools, and in particular Sandside Lodge School; the children’s hospice; a music therapy charity Sunbeams Music Trust; and other related bodies. We have also received funding from local groups, Trusts and Funders in the area to ensure that when we go ahead with actual camps, the project will be integrated into and supported by the local community.

2. How We’ve Involved People From Our Community in the Work We Do in 2025

2.1 Our Community

Our community is the disabled community, with particular emphasis on the families of children with complex needs. We have a system of governance which is based on co-production and the involvement of people with lived experience at every level of the organisation. We have further extended our lived experience representation this year:

• Trustees: throughout 2025, the majority of the Camp Jojo Board have lived experience of parenting children with complex needs, or caring for someone with disability, or of being a wheelchair user.

• Committees: we have 6 committees – Finance, Families, Volunteers, Comms, Site Ops and Northern Development – and we have lived experience represented in all of these as well as learned experience and strong volunteer representation. Each committee also has representation from both north and south of England.

• The Team: We have deliberately organised some roles in the charity to allow recruitment opportunities for people with lived experience who cannot commit their resource above a certain level because of their caring responsibilities. As a result all of our contractors are part-time with Camp Jojo; and 5 are parents of complex children, with one being disabled herself. We have always clearly appointed the best person applying for each role but are delighted that this has led to such good community representation in our Camp Jojo team. We also recognise that this does leave us more open to our contractors needing to take time off in medical crises and hospitalisations for their children and that as an organisation we need to mitigate and plan for that risk.

• In 2025, as in previous years, we held a camps review day in September. At this we review all of the feedback received from families and volunteers, and also have each pair of camp leaders reflect on their particular camp. From all of this come suggestions for improvements and for any weak areas: and also celebration of where things went well. Any matters for change or development then go to the SOT and the relevant committees for further analysis and implementation.

• Online Community: We use Social Media and Group Chats as a forum for discussion and support, and to facilitate the building of community among families and volunteers before and after camps. We also have a longer-term private Families page, with a dedicated moderator, who herself has lived experience. Some of our Committees have WhatsApp groups too eg Families Committee,

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where parents often find it difficult to get free for meetings. For them discussion on Whats App may be easier to do at odd minutes in their busy days.

2.2 How has our community changed the way we work in 2025?

Camp Jojo has always worked to a co-production model with families with children with complex needs. Our very first camp at Ivy Farm was co-created with a group of families; and the same will be true of our first camp at Nags Head Farm in 2026. Our community is deeply embedded in Camp Jojo and we believe this is critical to ensuring that their voice is heard and that Camp Jojo reflects them and their

understanding in our ongoing culture, values and practices. They are represented in every meeting and every decision that we make.

2.3 How are we joining up with what others are doing locally? How are we making the most of the strengths of our community?

We continue to have close links with the local community on Mersea Island, in Colchester, and Essex and East Anglia more widely. This year we have again received financial support from many local groups, including: Mersea Island Lions Club (generous annual donation); Mersea Rotary; Rayleigh Rotary; Hornchurch Club 41; Christmas lights collection from a Colchester family; Mersea Life collections; the Keep Fit club; Asda; Tenpin Bowling; Next; Fisher Jones Greenwood law firm; the Mercury Theatre; East Mersea church; and Lost Direction (a local band).

We have also grown our local funding base for our Cumbrian site and operations. This year there were contributions to the funding from Appleby Rotary, the Louis Nicholas Residuary Trust and the Roselands Trust, all from the North west of England. We will continue to extend this source of funders when there are visible camps for donors to see, from summer 2026.

We regularly liaise with the Hamelin Trust, a national charity with similar aspirations to Camp Jojo, and with PHAB and other disability charities.

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3. The Differences We’ve Made in 2025

3.1 Families

In summer 2025, 50 families attended our camps – a total of 215 people. The families completed an evaluation for us after they attended a camp, to give us their feedback. Below are some examples of the extremely positive feedback that we received from parents this year:

• "Camp JoJo is incredibly important to us as a family because it offers something that is very hard to find elsewhere: a safe, inclusive space where our child’s additional needs are fully understood, accepted and supported, while allowing us to simply be a family together."

• “Honestly you guys have no idea of the difference you’ve made to us all! When I imagine an inclusive society Camp Jojo is what I imagine! I kept pinching myself the whole weekend. My kids were all encouraged and supported to be themselves and they blossomed in the environment. Thank you Camp JoJo!”

• “It’s been a life changing experience that we’ll take with us forever. It’s crazy how you just ‘get’ our challenges and come up with solutions whilst helping me as the carer to feel ‘seen‘ and validated in my struggles. We all want to live in a camp JoJo bubble!”

• “It was amazing, honestly it’s made our year. I've never been somewhere as accessible as this and would never have thought that our family would have managed camping. My daughter also had an incredible time.”

• "Camp Jojo has been the most incredible experience for the children in particular, but also for me. I returned home feeling like I had had a month of rest! It helped our child to realise that there are other children who have struggles with new situations, experiences and people."

• "We loved our visit to Camp JoJo and would love to visit again. Camp gave us the opportunity to spend time together as a family but also gave our children the opportunity to grow in their independence away from mam and dad (for the first time outside of school). We love the opportunity to camp as this is something we cannot do in any other circumstances. Camp JoJo also gave us as parents the opportunity to relax and enjoy family time, away from the daily obligations of being parent carers."

• "The last time we were able to be away as a family was with yourselves in 2024. This was the most amazing experience and the memories far exceed the two nights we were with you."

• "...it was honestly the most amazing time. It's the first time in years I felt I'd had a break. I can ask for 1 or 2 of my kids being watched but 4 is unheard of. I came back relaxed and like all my kids had full on one on one time and activities that we've never accessed before. It was amazing to know the kids where happy and 2 of my kids said it was their best time they'd had on a holiday. It was 2 days or chilling and spending quality time with my kids".

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3.2 Volunteers

Our Volunteers make the camps possible, and are the backbone of what we do. They carry out many different roles: family support volunteers, catering, site maintenance, activities, photography and more. We believe that the camps are lifechanging for volunteers as well as for families – changing their attitudes to disability, giving them transferable skills to take elsewhere, and developing their confidence socially and in other areas through the experience of a camp. We also take young volunteers of 14-18 years old who are accompanied by an adult. They have a unique role with the families, providing peer interaction with all the children and young people.

Feedback quotes from volunteers reflecting their experiences at camp in 2025 included:

• “I was hunting joy this year and boy did I find it. I left with filthy feet and a full heart, thank you all, I’ll be back for sure.”

• “Camp JoJo really does take the word ‘Inclusivity’ to a whole new level. Words really can't describe it - it's a place you have to experience to fully appreciate the extent of the magic that happens.”

• “Everyone was incredible and worked so tirelessly and with such cheer and enthusiasm. I’m definitely going to be grinning from ear to ear for the next week. My heart is full.”

• “It has certainly changed my outlook on life and made me a better person for it. Seeing the children’s faces enjoy the simple things in life and watching the family relax and take it all in and make those memories was something inspirational I will take away with me.”

3.3 Donors

We have been delighted by the effect that being involved in Camp Jojo has had for some of our supporters. In 2.3 we have highlighted so many local fundraising efforts by organisations. In addition individual volunteers, families and other supporters, or groups of supporters have arranged Fundraisers for the charity. These have included a barn dance, a sponsored run, a sponsored wrestling match, a coffee morning, and more. Feedback from these events show that they also contribute to the volunteers who initiate them and help build Camp Jojo’s volunteer team.

We have maintained links with local not-for-profit organisations such as Rotaries and Lions who have benefited from increased understanding of disabilities and the impact of caring for a disabled child on families, from both visits to camps and presentations given at club evenings. We have set up a beneficial corporate partnership with a local legal firm; and have had donations from other businesses such as supermarket branches, and a local property developer.

3.4 The Camp Jojo team in 2025

We believe that the quality and passion of our team contractors makes a fundamental contribution to Camp Jojo’s culture and activities. As mentioned earlier, the majority of our contractors have lived experience of being a parent/carer to a child with complex needs themselves:

“I am a mum of a gorgeous little girl with complex and profound disabilities. For the last 7 years I have been a full time carer for her. However prior to this I had a successful career in Fundraising for several large national charities. As a potential service user of Camp Jojo, I followed their

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social media pages so when the role of fundraiser was advertised it was the perfect opportunity for me to combine my Fundraising skills with my passion for helping families similar to my own, that face all the obstacles that come with being parent/carers. Camp Jojo is uniquely placed as an employer to understand the flexibility needed to work around my daughter’s care. Working for the charity and being able to make a difference has increased my self esteem and given me back a purpose beyond being a mum and carer to my daughter. It is a wonderful place to work, surrounded by passionate people all working for a common cause with a great deal of understanding and respect for the families it supports.”

This year we have strengthened the ‘team’ that is Camp Jojo contractors by instituting a regular catch up and planning meeting each month. This has been important for team building as well as information flows and coordination. In addition we have planned for, achieved funding for, and appointed a staff member ‘Programme Manager’. This role will commence in March 2026 and will be vital to the team’s cohesion across 2 sites; enabling a shared culture and values, and ensuring good practice across all camps.

As detailed earlier the Contractors ‘team’ has grown to allow for new posts at our Cumbrian site, and to increase the capacity of the organisation along with our growth.

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4. What We’ve Learned in 2025

4.1 What’s gone well?

• 2025 was the first year that Camp Jojo collaborated directly with East Anglia Childrens Hospices (EACH) to provide one camp dedicated to their families. This was a pilot, and involved considerable preparation, not only in working together with EACH in the selection of families from across their hospices, but also because the complexity of the children’s needs was generally even higher across the group coming to camp than we have previously catered for. We needed to allow for this in our selection and matching of Family Support Volunteers to each family; in our provision of extra disability equipment; and in our provision of services eg an electricity supply to every tent.

• Following our major upgrading of our financial systems last year, we have greatly benefitted from detailed management accounts each month, allowing us not only detailed income and expenditure data, but also forward financial projections for the coming year. The Finance Committee reviews these regularly before they are also scrutinised by the Board. They have allowed for a greatly enhanced level of understanding of what funding we need and when.

• The recruitment for a new ‘Programme Manager’ (to start employment in 2026) as the first full staff member of Camp Jojo necessitated research into the HR implications and processes, payroll etc for the charity. We have been helped in this by an HR Consultancy organisation and are now ready for our Programme Manager’s start date in March 2026.

• We have continued to work with contractors in our team, and this allows these people a flexibility that is very important where they themselves are carers of children with complex needs. In general this works very well, with efficiency and flexibility. It also allows Camp Jojo to benefit greatly from the lived experience of childhood complex disability that most of them bring, so further underpinning our culture.

• Work towards enhanced evaluation skills and capacity has continued throughout the year. We think we now have a more robust, but nuanced range of evaluation tools.

• 2025 has also been a year of continued development of rolling out a CRM across the charity. This completed the rolling out of financial and fundraising parts of the CRM, and has allowed for more effective and efficient fundraising practices.

4.2 What’s not gone well or been challenging in 2025?

One of the greatest challenges in 2025 has been our focus on preparing a second site in Cumbria, where we were then able to hold Open Days for families in June 2025. Preparing a site to be fully accessible and to cater for families with very complex children is an enormous task. This has been a very significant growth area for us, needing much capacity and planning. Whilst these were Open Days not full camps, it was critical that our vision and values be the same for this site as for our other site in Essex. We also had to provide the necessary equipment needed on site from our Essex site, meaning transportation of both camping and disability equipment the length of the country.

We are very clear that our Cumbrian site, as our Essex site, should be deeply embedded in the local community. This has been facilitated initially by the owners of the farm who have a long history in the

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third sector in Cumbria; and by our Treasurer trustee, who maintains very wide networks in the area, both through having previously been High Sheriff and through Rotary and other organisations. During this year and especially leading up to the Open Days we spent a lot of time making contact with local organisations, especially with the childhood disability world in Cumbria. This included SEN schools, the children’s hospice, the Music Therapy charity, Sunbeams, and many more. This has of course been stretching and challenging, but we are very pleased with how effective it has been in embedding us into the local community.

The Open Days themselves went very well, much enjoyment by all! The families who came were very appreciative; the volunteers worked around the remaining challenges on site; and several charities and local dignitaries (MP, present High Sheriff, School Headteacher etc etc) had first-hand experience of a modified Camp Jojo. ITV Cumbria also came to cover the event.

What the Open Days provided us with was an understanding of all the work yet to be done to ensure the campsite is fully accessible and appropriate for Camp Jojo families. The feedback of those families who attended was critical to this.

In addition the fundraising for the Cumbrian site, and for all its equipment needs, has been a big focus and challenge during the year, and we are delighted to have secured almost all of the funding required to move forwards to full camps in 2026.

We also increased our number of camps in Essex to 7 over the summer. Whilst this was only an addition of one extra camp, it required extra capacity from the team, recruitment of more volunteers, and of course the added workload of ensuring that every family was fully understood and catered for in terms of their needs at camp.

Our capacity as a team has been stretched in 2025 by these extra dimensions to Camp Jojo and led to our understanding of the need for a staff post to sit across the organisation and both sites. Determining what that post should be, seeking funding for it, and subsequently recruiting to the position, has again been a major piece of development work this year.

4.3 What’s been unexpected or interesting to Camp Jojo in 2025? What we have learned.

Every year we are struck by the extraordinary effect that enabling children and their families, even with complex needs, to be fully present in, and occupied by, beautiful natural space, has. This continues to reassure us of the importance of this experience for them. So many families tell us they could not possibly previously envisage this kind of experience because of their child’s complex needs, and when receiving families from inner London this is particularly obvious. We have seen before the profound effect of open space and nature on children with severe autism, and that has continued to be the case.

This year two families came to camps who were in the midst of very serious safeguarding situations and the legal processes around those. In both cases the parents shared this with us before coming to camp so we had time to prepare and plan and ensure that we had a robust plan around each family’s needs. These situations were more extensive than other safeguarding concerns and situations that we routinely

15

have to manage each year; and this required us to consider each situation in depth pre-camp as to what the possible effects might be for those children and their parents, as well as how the team could manage those effects. We enhanced our Safeguarding training for volunteers this year, through use of a Safeguarding video designed by our Safeguarding lead, which every volunteer watched, prior to inperson training the morning of the first day of each camp.

Both our enhanced financial systems and our initial CRM planning and usage have been very helpful indeed to the financial management of the charity and to our fundraising work and Donor management.

We continue to want to encourage any other groups who may have the vision to do accessible camping, as the need is much greater than we as a single charity can meet.

16

5. How We’ve Changed What We Do in 2025

5.1 This Year

This year, 2025, has very much been part of a transition that has been happening in the organisation over the past 2 years. This transition has, superficially and externally, been evident in our growth of operations – increasing further our camps in Essex and also beginning operations in Cumbria.

However, the external growth has been developed on an already increasing capacity and resilience base in the charity over the past 2 years. We felt that this was critical if the camps we run for this particular group of very disabled families are to continue to be joyful, safe, fully inclusive, and structured in a way that allows families to feel ‘held’ in an understanding and enabling community during their time at camp. The shared experience of other families, and the sensitivity and understanding of the volunteers are both very important to this, and these need to be facilitated by smooth running and careful support.

To make this happen we have worked tirelessly on Family selection and subsequent family processes; on Volunteer selection, roles and training; on contractor support and our HR capacity; on site suitability and enhancement; on Camp Leaders training; on maximising the impact and usefulness of what disability and camping equipment we have, and increasing that equipment as needed; and always aiming to uphold the values and ethos of the charity.

We have recognised the need for both staff/contractor and volunteer planning year on year, and have this year enrolled with an HR advice and consultancy firm to upgrade our HR processes. Also this year we have increased our admin support for family processes, and for the new Families and Volunteer Manager roles for the Cumbrian camps operation, as well as an overall charity Programme Manager for 2026. Our IT data systems have been enhanced through the initiation of a CRM system and that will continue next year.

In terms of our resilience we have this year looked at the workloads of each operationally active member of the team and considered how we can provide adequate backup in the case of that person needing time off. This is particularly important since most of our contractors are themselves parents to children with complex needs, so that episodes of illness and hospitalisation are inevitable; along with sickness leave and holiday breaks the contractor may wish to take. This has allowed us to identify pressure points and to plan to mitigate them.

Our experienced Comms Manager has done a very effective job of improving regular year round comms with our volunteers and our families and donors; and as mentioned earlier also increased our recognition and outreach to younger volunteers. In addition she has improved our website, increased our comms materials for outreach including video, strengthened our social media presence, and provided vital Comms support to our fundraising team.

Having learnt over the last two summers how to work effectively in a situation where all families for a particular camp come from a single organisation – in our case an inner London SEN school – we are delighted to have smoothly carried that learning and experience over to a very different organisation,

17

the East Anglian Childrens Hospices. We have found that this kind of specifically targeted outreach has allowed us to reach families who otherwise would not have applied to come to camp. This has also informed our planning for camps in Cumbria.

2025 has also been a very important year for the charity in terms of fundraising. It was ambitious to plan for a second site financially, on top of our existing financial needs in Essex. Our fundraising team have worked diligently and effectively to achieve this through applications to both larger funding bodies on a 1 to 3 year basis, and for smaller one-off grants and gifts. Most of the funding received has been restricted and site specific for each site. Some expressly has been given for our new equipment needs.

5.2 Our Plans Going Forward

We see this important transition stage for our charity as ongoing as we face a period of considerable growth in 2026. The biggest challenge in that growth is to ensure that our underlying values and ethos are successfully maintained at our second site also. All of the organisational development and strengthening referred to earlier will continue as we work towards increasing our camp provision to an extra 3 camps in Cumbria, as well as the 7 in Essex. We will continue to develop our processes and practices to ensure that the organisation remains fit for purpose as we grow. In particular:

1. We will continue the readiness preparations of the site, equipment, volunteers etc for our camps at Nags head Farm Cumbria; so that these camps also allow families with such complex and sometimes life limited children to ‘make memories’ of joy and enablement whilst at camp. This will be a major focus for the charity in 2026. Site preparation will include comprehensive Health and Safety assessments, and mitigations of any risks identified.

2. There will be a dedicated stream of work for the extensive procurement processes needed for both camping and disability equipment for this second site.

3. We plan to target our early camps in 2026 at Cumbria to certain organisations and groups. Using our experience with single-organisation focussed camps in Essex we will have two targeted camps, one based on families from a local SEN school, and the other on families from a Music Therapy charity, Sunbeams, which has many children with complex needs attending. However, for our first camp at the new site, we will invite families who have previously been at a camp in Essex (but live in the north or midlands) on the understanding that they will ‘co-produce’ the camp with us – advising us on what works, what doesn’t, what can be enhanced on the new site. We can then take that learning forwards into camps 2 and 3.

4. We will continue to have 2 targeted camps in Essex as we have done this year. Our other 5 camps there will be ‘open access’ for families to apply and go through our family selection process, as they have been in the past. We have found 7 camps to be the maximum that we can safely and smoothly hold over the mid-July to end-of-August period at Ivy Farm. This allows for the capacity of the charity, as well as the need for at least several days between camps to ensure equipment repairs, preparations, and food ordering etc are all completed.

18

1. We will continue with our phased implementation of the CRM system, with the goal of the Families and Volunteers processes being in place for the applicants for 2027.

2. 2026 will see a very important change in our management structures. For the first time we will have a Programme Manager across the operations of the charity, at both sites. This person has already been selected and will start work in March 2026. This addition to the team will bring about a needed increase in management capacity. It will also be crucial to ensuring that the 2 sites maintain the charity’s values and ethos, and hold common policies and processes. Cross site learning will be facilitated by the Programme Manager.

6. Financial review

Total income for the year amounted to £356,897 (2024 £170,522), expenditure totalled £199,261 for the year (2024 £131,763). This left an overall surplus of £157,636 (2024 £38,759).

Total funds carried forward at the yearend were £350,487 all of which related to unrestricted funds of which £96,964 were free reserves.

The Trustees have established a policy to maintain a minimum of 3 month and a maximum of 6 month running costs in reserves.

Approved by the Trustees and signed on their behalf by:

……………………………………… Dr C Wright Trustee

Date: ……………………………. 2 July 2026

19

Camp Jojo

Registration number: 1189163 Financial Statements 31 December 2025

Camp Jojo

Contents

Reference and Administrative Details	1
Trustees' responsibilities	2
Independent examiner's report	3
Statement of financial activities	4
Balance sheet	5
Notes to the financial statements	6

Camp Jojo

Reference and Administrative Details

Charity name	Camp Jojo
Charity registration number	1189163
Principal office	Ivy Farm
	Ivy Lane
	East Mersea
	COLCHESTER
	CO5 8US
Registered office	Ivy Farm
	Ivy Lane
	East Mersea
	COLCHESTER
	CO5 8US
Trustees	Dr C Wright, Chair
	A McViety
	A Chalmers
	D Cock
	D Playfoot
	J Spence
	A Patrick	(Appointed 16 April 2026)
Accountant	Dodd & Co Limited
	FIFTEEN Rosehill
	Montgomery Way
	Rosehill Estate
	CARLISLE
	CA1 2RW

Page 1

Camp Jojo

Trustees' Responsibilities in relation to the Financial Statements

The trustees are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards.

The law applicable to charities in England and Wales 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 incoming resources and application of resources of the charity for that period. In preparing these 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 estimates that are reasonable and prudent;

• state whether applicable accounting standards 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 business.

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011 as amended by the Charities Act 2022, the Charity (Accounts and Reports) Regulations and the provisions of the trust deed. They are responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Page 2

Independent Examiner's Report to the Trustees of

Camp Jojo

I report on the accounts of the charity for the year ended 31 December 2025, which are set out on pages 4 to 16.

Your attention is to drawn to the fact that the Charity has prepared the financial statements in accordance with Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has since been withdrawn.

We understand that this has been done in order for the accounts to provide a true and fair view in accordance with the Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2019.

Respective responsibilities of trustees and examiner

The Charity's trustees are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 as amended by the Charities Act 2022 (the Act) and that an independent examination is needed.

The charity's gross income exceeded £250,000 and I am qualified to undertake the examination by being a qualified member of the Institute of Chartered Accountants in England and Wales.

It is my responsibility to:

• examine the accounts under section 145 of the Act;

• follow the procedures laid down in the General Directions given by the Charity Commission under section 145 (5) (b) of the Act; and

• state whether particular matters have come to my attention.

Basis of independent examiner's report

My examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a 'true and fair view' and the report is limited to those matters set out in the statement below.

Independent examiner's statement

In connection with my examination, no matter has come to my attention:

• (1) which gives me reasonable cause to believe that in any material respect the requirements:

• to keep accounting records in accordance with section 130 of the Charities Act 2011 as amended by the Charities Act 2022; and

• to prepare accounts which accord with the accounting records, comply with the accounting requirements of the Act

have not been met; or

• (2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

......................................... Joanne Thomlinson FCA Dodd & Co Limited Chartered Accountants

FIFTEEN Rosehill Montgomery Way Rosehill Estate CARLISLE CA1 2RW

2 July 2026

Page 3

Camp Jojo

Statement of Financial Activities for the Year Ended 31 December 2025

Note Income and endowments from: Donations and legacies 2 Other trading activities 3 Investment income 4 Charitable activities 5 Total income and endowments Expenditure on: Raising funds Charitable activities Total expenditure Net incoming resources before transfers Transfers Transfers between funds Net movements in funds Reconciliation of funds Total funds brought forward Total funds carried forward	Unrestricted Funds £ 62,425 22,016 911 3,930	Restricted Funds £ 267,615 - - -	Total Funds 2025 £ 330,040 22,016 911 3,930	Total Funds 2024 £ 155,995 12,152 270 2,105
	89,282	267,615	356,897	170,522
	18,655 27,769	- 152,837	18,655 180,606	14,766 116,997
	46,424	152,837	199,261	131,763
	42,858 21,414	114,778 (21,414)	157,636 -	38,759 -
	64,272 125,703	93,364 67,148	157,636 192,851	38,759 154,092
	189,975	160,512	350,487	192,851

The notes on pages 6 to 16 form an integral part of these financial statements.

Page 4

Camp Jojo

Balance Sheet as at 31 December 2025

Note Fixed assets Tangible assets 11 Current assets Stocks and work in progress Debtors 12 Cash at bank and in hand Creditors: Amounts falling due within one year 13 Net current assets Net assets The funds of the charity: Restricted funds Unrestricted funds Unrestricted income funds Total charity funds 16 16	2025 £ £ 93,011 2,704 82,501 185,067 270,272 (12,796) 257,476 350,487 160,512 189,975 350,487	2024 £ £ 81,373 3,118 11,193 100,585 114,896 (3,418) 111,478 192,851 67,148 125,703 192,851	2024 £ £ 81,373 3,118 11,193 100,585 114,896 (3,418) 111,478 192,851 67,148 125,703 192,851
			192,851
			67,148 125,703
			192,851

The financial statements have been prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

Approved by the Board on 2 July 2026 and signed on its behalf by:

.........................................

Dr C Wright Trustee

The notes on pages 6 to 16 form an integral part of these financial statements.

Page 5

Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

1 Accounting policies

Statement of compliance

The accounts (financial statements) have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The financial statements have been prepared in accordance with the second edition of the Charities Statement of Recommended Practice issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011 as amended by the Charities Act 2022.

The accounts (financial statements) have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’. This departure has involved following Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) rather than the Accounting and Reporting by Charities:Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.

Basis of preparation

The charity 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.

Going concern

These financial statements have been prepared on a going concern basis.

Fund accounting policy

Unrestricted income funds are general funds that are available for use at the trustees' discretion in furtherance of the objectives of the charity.

Restricted funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose.

Further details of each fund are disclosed in note 15.

Page 6

Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

Income and endowments

Donations and legacies including donations, legacies and grants that provide core funding or are of a general nature is recognised where there is entitlement, probability of receipt and the amount can be measured with sufficient reliability.

Income from 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.

Gifts in kind are recognised in different ways dependent on how they are used by the charity:

(i) Those donated for resale produce income when they are sold. They are valued at the amount actually realised.

(ii) Those donated for onward transmission to beneficiaries are included in the statement of financial activities as incoming resources and resources expended when they are distributed. They are valued at the amount the charity would have had to pay to acquire them.

The charity has not received any goods for use by the charity itself.

Incoming resources from tax reclaims are included in the statement of financial activities at the same time as the gift to which they relate.

Income derived from events is recognised as earned (that is, as the related goods or services are provided).

Investment income is recognised on a receivable basis.

Income from charitable activities includes income recognised as earned (as the related goods or services are provided) under contract or where entitlement to grant funding is subject to specific performance conditions.

Expenditure

Liabilities are recognised as soon as there is a legal or constructive obligation committing the charity to the expenditure. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category.

Costs of generating funds are the costs of trading for fundraising purposes.

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Support costs

Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.

Fixed assets

Individual fixed assets costing £250 or more are initially recorded at cost.

Depreciation

Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows:

Equipment

15% reducing balance basis

Page 7

Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

Cash and Cash Equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

Stock

Stock is valued at the lower of cost and net realisable value, after due regard for obsolete and slow moving stocks. Net realisable value is based on selling price less anticipated costs to completion and selling costs. Items donated for resale or distribution are not included in the financial statements until they are sold or distributed.

2 Donations and legacies

Donations and legacies Appeals and donations Gift Aid tax reclaimed Gifts in kind Grants Grants	Unrestricted Funds £ 18,242 3,111 10,000	Restricted Funds £ 3,808 1,201 -	Total Funds 2025 £ 22,050 4,312 10,000	Total Funds 2024 £ 8,941 1,858 10,000
	31,353 31,072	5,009 262,606	36,362 293,678	20,799 135,196
	62,425	267,615	330,040	155,995

Of the donations and legacies income in 2024 £20,099 related to unrestricted funds and £700 related to restricted funds.

3 Other trading activities

Raising funds Fund raising and events Other income	Unrestricted Funds £ 15,415 6,601	Restricted Funds £ - -	Total Funds 2025 £ 15,415 6,601	Total Funds 2024 £ 7,405 4,747
	22,016	-	22,016	12,152

Of the other trading income in 2024 £11,786 related to unrestricted funds and £366 related to restricted funds.

Page 8

Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

4 Investment income

Interest on cash deposits	Unrestricted Funds £ 911	Restricted Funds £ -	Total Funds 2025 £ 911	Total Funds 2024 £ 270

All of the investment income in 2024 related to unrestricted funds.

5 Charitable activities

Charitable activities Fees and supplies	Unrestricted Funds £ 3,930	Restricted Funds £ -	Total Funds 2025 £ 3,930	Total Funds 2024 £ 2,105

All of the income from charitable activities in 2024 £20,373 related to unrestricted funds and £116,928 related to restricted funds.

Page 9

Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

6 Expenditure

Direct costs Fundraising costs Subcontract cost Food and drink purchases Activities and entertainment Other consumables Rent Utilities Insurance Health and safety Equipment repairs and renewals Telephone and interest Equipment hire Software licenses and website costs Printing, postage and stationery Bursaries Storage Merchandise Cleaning Travel and subsistence Recruitment Training and CPD DBS checks Legal and professional fees Depreciation Support costs Subcontract cost Venue hire Insurance Printing, postage and stationery Subscriptions Travel and subsistence Software licenses and website costs Accountancy fees Independent examiner's fee Legal and professional fees	Raising funds £ 18,655 - - - - - - - - - - - - - - - - - - - - - - - 18,655 - - - - - - - - - - - 18,655	Charitable activities £ - 69,997 9,191 3,248 1,739 24,650 358 634 1,800 4,598 115 3,312 6,277 1,104 100 5,400 2,746 250 1,964 1,488 81 1,006 3,168 13,826	Total 2025 £ 18,655 69,997 9,191 3,248 1,739 24,650 358 634 1,800 4,598 115 3,312 6,277 1,104 100 5,400 2,746 250 1,964 1,488 81 1,006 3,168 13,826	Total 2024 £ 14,766 31,568 6,223 379 1,996 19,160 273 3,569 3,300 5,522 371 - - - 155 5,400 2,364 250 889 437 828 500 - 11,631
		157,052	175,707	109,581
		5,425 779 157 49 399 158 2,820 2,700 1,200 9,867	5,425 779 157 49 399 158 2,820 2,700 1,200 9,867	16,612 1,044 892 - 214 - 2,032 1,276 - 112
		23,554	23,554	22,182
		180,606	199,261	131,763

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Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

Of the expenditure in 2024 £58,452 related to unrestricted funds and £73,311 related to restricted funds.

Included within legal and professional support costs this year is a one-off charge of £7,755 for external evaluation support. The charity will not be incurring these costs in future.

7 Governance costs

Accountancy fees Independent examiner's fee Legal and professional fees	2025 £ 2,700 1,200 13,035	2024 £ 1,276 - 112
	16,935	1,388

8 Trustees' remuneration and expenses

During the year, no Trustees received any remuneration or other benefits, or were reimbursed for expenses incurred (2024 - £nil).

9 Net incoming resources

Net incoming resources is stated after charging:

	2025	2024
	£	£
Depreciation of owned assets	13,826	11,631

Page 11

Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

10 Taxation

The registered charity is exempt from taxation on income and gains.

11 Tangible fixed assets

Cost As at 1 January 2025 Additions As at 31 December 2025 Depreciation As at 1 January 2025 Charge for the year As at 31 December 2025 Net book value As at 31 December 2025 As at 31 December 2024	Equipment £ 93,004 25,464
	118,468
	11,631 13,826
	25,457
	93,011
	81,373

12 Debtors

Trade debtors Other debtors Prepayments and accrued income	2025 £ 151 1,646 80,704 82,501	2024 £ 11,193 - -
		11,193

13 Creditors: Amounts falling due within one year

Trade creditors Accruals and deferred income	2025 £ 8,896 3,900 12,796	2024 £ 2,878 540
		3,418

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Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

14 Related parties

Controlling entity

The charity is controlled by the trustees.

Related party transactions

During the year £3,000 has been paid to DA & AM Chalmers for the use of Nags Head Farm and site management fees. Trustee A Chalmers is a partner of DA & AM Chalmers.

Rent of £12,400 has been paid for the use of Ivy Farm, trustee J Spence is a part owner of this land. The land is offered at a discount to the charity of £10,000, this is within gifts in kind in the SOFA.

During the year 2 Trustees (2024 - 2) made donations to the charity totalling £720 (2024 - £720).

No amounts were owed to or from any related parties at the year end.

Page 13

Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

15 Analysis of funds

General Funds Unrestricted income fund Restricted Funds Awards for All Axis Foundation Banham Foundation Charles S French The Roseland Trust True Colours The National Lottery Community Fund Baily Thomas Private grant The Big Give The Fore Whirlwind Children in Need Other	At 1 January 2025 £ 125,703 513 3,086 11,600 6,000 5,000 9,275 18,156 - - - - - - 13,518 67,148 192,851	Incoming resources £ 89,282 - - - - - - 181,974 12,000 10,000 11,359 14,476 5,000 9,000 23,806 267,615 356,897	Resources expended £ (46,424) (100) (805) - (6,000) - (9,275) (70,138) (12,000) (10,000) (10,819) (11,710) (1,003) - (20,987) (152,837) (199,261)	Transfers £ 21,414 - (2,281) (11,600) - - - (832) - - (540) - - - (6,161) (21,414) -	At 31 December 2025 £ 189,975
					413 - - - 5,000 - 129,160 - - - 2,766 3,997 9,000 10,176
					160,512
					350,487

Banham Foundation - restricted toward camping service costs, excluding staff costs.

Charles S French - restricted towards operational and camp costs for benefit of families from Essex and North West London.

The Roseland Trust - restricted to fund wheelchair matting.

True Colours - restricted to fund operational costs of 5 families to attend camps.

The National Lottery Community Fund - restricted towards general running and core costs at both Ivy Farm and Nags Head Farm.

Baily Thomas - restricted towards general running and core costs at Ivy Farm site.

The Big Give - restricted to fund operational costs of 5 families to attend camps.

The Fore - restricted to fund all external costs related to CRM.

Whirlwind - restricted towards Ivy Farm Project costs for 2026.

Children in Need - restricted to fund a project manager.

Page 14

Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

Prior period

General Funds Unrestricted income fund Restricted Funds Awards for All Axis Foundation Banham Foundation Charles S French The Roseland Trust True Colours National Lottery Other	At 1 January 2024 £ 128,373 668 - - - - - 25,051 - 25,719 154,092	Incoming resources £ 52,528 - 5,800 11,600 6,000 5,000 9,275 63,140 17,179 117,994 170,522	Resources expended £ (58,452) (155) - - - - - (69,495) (3,661) (73,331) (131,763)	Tranfers £ 3,254 - (2,714) - - - - (540) - (3,254) -	At 31 December 2024 £ 125,703
					513 3,086 11,600 6,000 5,000 9,275 18,156 13,518
					67,148
					192,851

16 Transfers

Transfers have been made to unrestricted funds totalling £21,414 from the following restricted funds. These transfers represent the purchase of fixed assets. Once the assets were purchased the original restriction on the funds was met and the funds were therefore transferred to unrestricted, in line with the SORP:

Axis Foundation - £2,281 Banham Foundation - £11,600 The National Lottery Community Fund - £832 The Big Give- £540 Other - £6,161

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Camp Jojo

Notes to the Financial Statements for the Year Ended 31 December 2025

......... continued

17 Net assets by fund

Tangible assets Current assets Creditors: Amounts falling due within one year Net assets Prior period	Unrestricted Funds £ 93,011 109,760 (12,796) 189,975	Restricted Funds £ - 160,512 - 160,512	Total Funds 2025 £ 93,011 270,272 (12,796) 350,487	Total Funds 2024 £ 81,373 114,896 (3,418)
				192,851

Unrestricted Funds £ Tangible assets 81,373 Current assets 47,748 Creditors: Amounts falling due within one year (3,418) Net assets 125,703	Restricted Funds £ - 67,148 - 67,148	Total Funds 2024 £ 81,373 114,896 (3,418) 192,851	Total Funds 2023 £ 89,748 64,344 -
			154,092

Page 16