## basecamp adventure trust REGISTERED CHARITY NUMBER 1194998 ## O U R M I S S I O N At Basecamp we inspire, challenge and celebrate young people to discover their self-worth and inner power, readying them for the mountain of life. Life, like a mountain, will be full of both opportunities and challenges. Here at Basecamp, at the foot of the mountain, they get ready for the journey. At Basecamp we create a space that is safe, supportive and inspirational, where young people come together, build community and break free of limiting beliefs. They gather their kit bag, full of emotional tools and techniques to help them navigate the path ahead with confidence and enthusiasm. Page 1 ## T A B L E O F C O N T E N T S |1|Chair’s Comments|3-4| |---|---|---| |2|Trustees’ Report:|6-19| ||Introduction|| ||Charity Objectives and Activities|| ||Achievements and Performance|| ||Feedback: What People are Saying|| ||Structure, Governance and Management|| |3|Delivering our 3-Year Strategy|20-21| |4|Appendix: 2023 Certified Accounts and Notes to the Accounts|I - VI| Page 2 ## C H A I R ' S C O M M E N T S Welcome to our 2023 Annual Report which sets out our work and achievements over the last year. It’s been another amazing year which saw us reaching the end of our two-year pilot programme and celebrating the achievements of our first Basecamp ‘graduates’ at a ceremony attended by over 140 people! Friends and family of all our pilot cohort attended, and it was a lovely occasion allowing us to reflect back to the young people themselves as well as their extended family some of their best moments from the programme. A summary of their achievements are highlighted in the report. It has been a real privilege to have worked with these young people - we have learnt a great deal, and we have now made some significant improvements to the programme as a result. Going forward we now deliver each programme within one academic year, with the referral, taster day and sign-up process being during the final halfterm of year 7. We now ‘position’ each of the residentials with small group half-day skills workshops where we explore the theme of the upcoming trip though fun activities and games. This allows our newly employed Basecamp Youth Adventure Coaches to seamlessly pick up those themes when they are running their “Huddles”, our new smaller coaching groups that we work within when away. We have also added a new badging scheme so students can earn badges for achievements relating to each trip’s theme. Our revised programme is set out on page 10 and we are now in the process of delivering this brand new integrated programme to our current cohort. As ever, we could not have achieved all that we have this year without the strong relationships we have with our delivery partners; The Youth Hostel Association and our outdoor adventure providers, Carnegie Great Outdoors. We must also acknowledge the extraordinary work of our new employee Jenny. Jenny first joined us as a volunteer back in 2022 and has now come on board as our first paid employee to support us with both fundraising and co-ordination. Our objective of becoming fully financially independent from a standing start is no small task but Jenny has grasped the challenge with her typical passion, determination and drive. She has been hugely productive in her short time with us, attracting funding support from 6 Trusts and Foundations in 2023. As we now look to move into the world of corporate fundraising and all the additional systems and processes that are required for us to increase our delivery next year, she is not going to be short of work! Page 3 ## C H A I R ' S C O M M E N T S As we are still a relatively new organisation we have used 2023 to continue to strengthen further our governance arrangements, embedding a number of key new policies and procedures, finalising our Staff Handbook and undertaking induction training with our new staff, as well as improving our website and operating systems. Looking ahead, following positive feedback from our current referring partners, we are now being approached by more and more schools looking to get involved and as a result we have agreed to double our delivery in 2024/5, running two concurrent programmes with two additional Leeds based schools. However, whilst we remain ambitious, we are a determined not to compromise our approach as our unique blend of outdoor adventure, personal development and compassionate coaching is working so incredibly well. The young people themselves, parents, teachers, and our referring schools are all providing very real and positive examples of some of its transformative effects (some examples of which can be seen in this report). So looking forward to the next academic year 2024/25, we will be doubling our delivery, expanding and developing our staffing resources and bringing new schools on board whilst also transitioning to becoming financially self-sustaining through a series of diversified funding streams! All this is set out in our Strategic Plan which plots our proposed trajectory over the next 3 years (see page 20-21). It is exciting times here at Basecamp! If you are interested in finding out more about the different ways you can support us or want to know more about what we do, please do not hesitate to get in touch via our website (www.basecamp.org.uk), or email me directly at mark@basecamp.org.uk Yours adventurously, ## Mark Rowntree Chair of Board of Trustees NB: Please note that we have changed the names and some of the details quoted in this report to maintain the anonymity of the individuals involved. **----- Start of picture text -----**
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## TRUSTEES’ REPORT ## INTRODUCTION This report is the annual report of the Board of Trustees of Basecamp Adventure Trust, covering the period 1stJanuary 2023 to financial year end 31 December 2023. The charity’s certified accounts and notes to the accounts are shown in the Appendix of this report (pages I to VI.). All financial statements comply with the Charities Act 2011, the Constitution and Charity Commission Guidance for Charities preparing their accounts on the Receipts and Payments basis. Charity Name: Basecamp Adventure Trust Registered Charity Number: 1194998 Structure: Charitable Incorporated Organisation (CIO) ## Principal Address : 19 Commer House Station Road Tadcaster LS24 9JF ## Trustees: At the date of this report the Trustees were: Mark Rowntree Chair from 29th June 2021 Debra Scott Appointed 29th June 2021 Diane Lowry Appointed 31st August 2022 Jennifer Haigh Appointed 30th June 2023 ## Bankers: CAF BANK Kings Hill West Mailing Kent ME19 4JQ ## Independent Examiner: Rebecca Triffitt MAAT Phoenix Accountancy and Business Consultancy Limited Morley’s, Cottage, Morley’s Yard Walkergate Beverley East Yorkshire HU17 9BY Page 5 “I’ve gone out of my comfort zone and done so much I wouldn’t normally do. It’s built my confidence up and I’ve really surprised myself with what I can achieve.” - Jaz, 12 Page 6 ## CHARITY OBJECTIVES & ACTIVITIES The Charity’s objectives which are set out in its constitution are :”For the public benefit, to advance in life and relieve the need of young people living in Yorkshire who are disadvantaged, vulnerable or experiencing difficulties in life, in particular, but not exclusively, through the provision of outdoor adventure programmes.” As a young organisation, our initial focus has been on addressing disadvantage in Leeds. ## THE NEED Too many young people in Leeds suffer from disadvantage, leading to a negative perception of themselves and their potential to thrive. When young people are struggling emotionally, socially or academically in their teenage years, it can be difficult for them to realise their potential. The effects of this are sadly likely to be felt well into adulthood, with the biggest impact on employability, wellbeing and relationships. Disadvantage can look different for every young person. It might be that they’re living in poverty; suffering from poor mental health or wellbeing; experiencing or have had past experience of trauma within the family or community or taking on a heavy burden of responsibility within the home, such as caring for family members. ## Below is a snapshot of the situation in Leeds: 15,512 Young People in Leeds are in the top 10% of income deprivation in the UK. ## children in Leeds Who are eligible for Free School Meals report poorer mental wellbeing than those who are not. ## 1 in 6 5 to 16 year olds in Leeds have a probable mental disorder such as anxiety or depression, up from 1 in 9 in 2017 ## 50% Rise in Youth Mental Health referrals in Leeds (sadly coinciding with ever-increasing waiting lists for NHS CAMHS services) 33,580 Or (19.8%) of 0–17 year olds in Leeds estimated to live in households with any of the so called ‘toxic trio’ (domestic violence, parental mental health and parental substance abuse). ## 45% Of disadvantaged pupils in Leeds (KS2) expected to meet the standards for education, compared to 71% of all other pupils in the UK ## Additional factors worsening this picture include: The effects of the Covid-19 Pandemic, which saw trauma and challenge in the home and family increase, as well as poverty and mental health issues The cost of living crisis Significant waiting times for mental health intervention services such as CAMHS - Significant reduction in funding (£1bn in past 10 years) for mental health prevention services such as youth clubs The rising use and dependence upon screens and social media, of which the negative implications are manifold; worsening mental health issues such as anxiety, depression and self-harm; exposure to harmful content; reduced ability to process emotions; poorer sleep; reduced access to physical activity and inperson social interaction/play Page 7 ## CHARITY OBJECTIVES & ACTIVITIES ## OUR THEORY OF CHANGE Therapeutic outdoor adventure interventions are recognised as being purposeful experiences that enhance health, wellbeing and facilitate personal development. At Basecamp, young people experience life-changing adventures, transformative relationships and life skills workshops. This gives them the chance to develop a new sense of self and a new set of possibilities, empowering them to thrive emotionally, socially and academically. It is a highly individualised, sustained and preventative solution for young people suffering in Leeds. **----- Start of picture text -----**
What we how we WHAT this what this
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Page 6 ## CHARITY OBJECTIVES & ACTIVITIES ## PROFILE OF EMILY, OUR PROGRAMME MANAGER Emily has been with us since the very beginning, first as one of our Founding Trustees and then stepping down from the Board in order to take up the role of Programme Manager to support us to get our Pilot Programme off the ground. She’s been instrumental in getting us to where we are now, building on all the learning from the pilot and bringing to bear her knowledge and experience working with vulnerable young people within an alternative education setting, as well as her valuable coaching skills. The programme she has developed and shaped is proving to be incredibly effective, and she’s been leading and developing our team of staff to deliver a truly relational experience for our young people that builds trust and helps them grow in both their capabilities and outlook. We’re really lucky to have her! “I’ve always felt drawn to help young people who might be struggling, and combining this with my love of outdoor adventure seemed like a real opportunity to make a difference. It’s been a privilege to work with our young people and see them grow and achieve, and their reactions, as well as those of their parents and teachers, is showing us that we’re on the right track which makes all the hard work worthwhile. We’re continually tweaking and improving our curriculum and it’s brilliant to look back and see how it’s evolved since our pilot programme, thanks to the young people who have taught us so much about what they need and what is beneficial to them.” Page 9 ## CHARITY OBJECTIVES & ACTIVITIES We deliver impactful adventure-led personal development programmes that empower young people to thrive. Our curriculum is based on 5 key pillars which are woven into our adventures through dynamic coaching, mentoring and transformative relationships. The programme spans the academic year of Year 8. For each module, young people attend a 2-hour skills workshop, followed by an adventure trip 2 weeks later. The workshops are gamesbased learning sessions that give context to the adventure trip, allowing young people to put what they’ve learned into action and reflect on how it impacts other areas of their life. **----- Start of picture text -----**
our 5 curriculum pillars
self-knowledge
self-belief
managing challenges
positive relationships
aspiration
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PROGRAMME CURRICULUM
THEME 1: THEME 2: THEME 4: THEME 3: THEME 5: THEME 6:
STRENGTHS & COMFORT & THE FEAR Coping with Teamwork & LIFE AFTER
sparks GROWTH ZONES FACTOR challenges Communication BASECAMP
SKILLS SKILLS SKILLS SKILLS SKILLS SKILLS
WORKSHOP WORKSHOP WORKSHOP WORKSHOP WORKSHOP WORKSHOP
(IN-SCHOOL) (IN-SCHOOL) (IN-SCHOOL) (IN-SCHOOL) (IN-SCHOOL) (IN-SCHOOL)
ADVENTURE ADVENTURE ADVENTURE ADVENTURE ADVENTURE ADVENTURE
TRIP TRIP TRIP TRIP TRIP TRIP
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Autumn Term SPRING Term SUMMER Term ## adventure youth coaches & Basecamp Huddles Our trips are led and facilitated by our Basecamp Adventure Youth Coaches (alongside our instructor team). They take part in all the activities alongside the young people, acting as a coach, mentor, supporter and cheerleader figure. Every young person is also part of a Basecamp Huddle for the duration of the programme, a 'family' of 7-8 students led by an Adventure Youth Coach. On Adventure Trips, young people gather in their Huddles for an informal group coaching session and use the time to reflect on the day and their learnings. This gives young people a sense of belonging and achievement, access to individualised support and the chance to build empathy and relationships with their peers. ## basecamp badges For each module there is a digital badge that can be earned. Young people have to submit evidence about why they should be awarded that badge on our digital badging app. There are prizes to be won when 2, 4 and 6 badges have been earned. ‘I think I have earned the Strengths and Challenge Badge because I learned that one of my strengths is patience, because I waited for all my friends in the cave to check they were okay. I have learned one of my challenges is meeting new people and I’m going to work on that by speaking to one new person each trip.’ - Young Person’s Strengths and Challenge Badge Evidence Page 10 ## ACHIEVEMENTS AND PERFORMANCE 2023 saw us concluding our pilot phase and drawing together all of our learning to launch our first programme proper. We have made significant steps organisationally including growing our Basecamp team and enhancing our delivery capabilities. ## what we have done in 2023: ## 1. We completed our pilot phase and delivered an additional end of year ‘expedition’ across the Lake District to those who wanted a final challenge. We hosted a graduation ceremony attended by over 140 young people, families and Basecamp partners, to celebrate all their achievements and hard work over the course of the programme. ## 2. We reviewed our programme inputs and delivery arrangements in light of our learning from the pilot phase and developed a more integrated, condensed and comprehensive programme which we begun delivering to our new cohort in September (see page 10 for details of our revised programme). ## 3. We recruited Adventure Youth Coaches to strengthen our delivery. Bex, Scott and Lizzy started with us in September, and have proved to be a real asset to the charity and our programme. They come on every adventure residential trip, providing support, encouragement, guidance and celebration. They also run our ‘Huddles’, another new addition to our programme which you can read about on page 10. ## 4. We have reviewed and strengthened our referral process. We now work closely with our referral partners to ensure we are able to capture more information about the young people to further tailor our support and better track progress. Our referral criteria remains broad to ensure our support reaches those facing a diverse range of life circumstances. Page 11 ## ACHIEVEMENTS AND PERFORMANCE ## 5. We have developed a two-way feedback process between Basecamp and school coaches to identify the progress young people are making and how this is impacting their school and home lives. This allows us to work together with schools and parents to best address any issues arising and support young people to get the best from the programme. ## 6. We have introduced our Badging app, an incentive scheme that helps to reinforce learning and identify and celebrate achievements. It’s had great take up so far and young people are really beginning to recognise their strengths and achievements. ## 7. In October 2023, we appointed our first full-time employee Jenny, who is our Programme Coordinator and Fundraiser. She has already had a significant impact on our funding position and continues to make a valuable contribution to the charity. ## 8. We have strengthened our position organisationally, including enhancing policies and procedures and streamlining our operating systems. ## 9. We have forged ahead with our 2023 strategic plan, meeting all targets set out in our 2022 Annual Report. We are currently working towards increasing participants to 60 young people from September 2024, and have entered into preliminary discussions about our next programme with our two existing school partners and two additional schools from the Leeds Learning Alliance. Page 12 “Basecamp really shakes up your life. when something bad’s going on at home it’s something I really look forward to” - Johnny, 13 Page 13 ## ACHIEVEMENTS AND PERFORMANCE We have maintained great attendance throughout our programmes and have delivered a variety of contact days through skills workshops and outdoor adventures. We’ve had positive feedback both qualitatively through our Wheel of Life self assessment and feedback from participants, Basecamp coaches, school coaches and families which show our programme is continuing to have an incredibly positive impact on young people and their lives. ## in 2023, we had: ## WHEEL OF LIFE SELF ASSESSMENT 91% ATTENDANCE AT PROGRAMME EVENTS We use our Wheel of Life self-assessment tool to measure personal development through our programme. At the end of our pilot phase, we are proud to report the wheel of life scores showed that: 390 64% Of young people said they had more determination when facing challenges HOURS OF PERSONAL DEVELOPMENT CURRICULUM DELIVERED 79% Of young people understood their individual strengths better 609 Of young people were more aware 75% of how their actions affect others ADVENTURE DAYS DELIVERED Of young people said they had made 76% progress towards reaching their goals Page 14 ## ACHIEVEMENTS AND PERFORMANCE Below are some of the worksheets and activities our young people completed during our skills workshops and Huddles. Page 15 ## ACHIEVEMENTS AND PERFORMANCE Here are some examples of digital evidence young people have submitted to win Basecamp badges. "Three strengths I have are resilience, ambition and courage. I learnt more about my courage was when I was in the caves, and I went down this really dark hole without a torch on. I had done this wormhole before, but this time I did it with the lights off. I plan to work on my challenge of impatience by helping others instead of just waiting around at the front.” - Jess, 12 “I pushed myself out of my comfort zone when we went canoeing, I'm scared of big open waters but after I did I'm thinking about doing it again. I would like to push myself out of my comfort zone by going on a hike with people I don't know to get to know them. This is a fear of mine, so it will be really good for me.” - Harry, 13 Below is some of the feedback from Adventure Youth Coaches, which they write about each member of their Huddle after each adventure trip. They draw on their observations on each young person and we share this with schools. “Joe couldn’t have embodied the Fear Factor theme more on this trip. During the abseil Joe got to the cliff edge and then decided not to go through with it. However, drawing on the lessons learned from the skills workshop Joe was able to get his fear under control and stepped up to the abseil a second time and this time he went all the way, fighting through the fear but being encouraged by his peers! During the huddle Joe showed vulnerability by sharing how scared he was and subsequently how happy he was once he'd overcome his fears. This admission went a long way to normalising feeling of fear for the group and allowed the others to open up about their own fears.” Alexis had another great trip with us. Her comfort zone challenge was to speak up during our evening huddle session. She did this several times, sharing with the group that she felt scared to get into the canoe which was not only really brave of her, but it enabled others in the group to open up about how they were feeling. This sharing of vulnerability is what our huddles are all about. During the climbing wall activity Alexis mentioned to me again how scared she was, however she kept trying to climb despite slipping off the wall several times, showing a persistence and determination that is testament to her character.” Written by Scott after The Fear Factor module. Written by Bex after the Comfort and Growth Zones module. Page 16 ## FEEDBACK: WHAT PEOPLE ARE SAYING · ”The biggest impact Basecamp has had is resilience. At the start, some young people were put off by the challenges they had to overcome, but as the trips have progressed, they pushed themselves so much harder than they ever expected.” “I couldn’t be more grateful to the Basecamp Team for giving Jayden this opportunity. Jayden was totally out of his comfort zone but with the support of the Basecamp Team he pushed all his fears and discomforts to one side and had a truly amazing experience” Jayden’s Mum School Staff “”When Jared goes back into school after Basecamp he’s absolutely glowing. It’s really great to see him thrive as a result of these opportunities” - School Staff “Aaron has loved being outdoors from a young age. However, we haven’t had the opportunity to do the activities he would like as his sister is a wheelchair user and requires 1-to-1 care. Basecamp gave Aaron access to opportunities that he wouldn’t otherwise have been able to do and he’s gained a sense of achievement at developing his outdoor skills. He’s made friends and developed social confidence with people he doesn’t know, developing greater insight into people’s life experiences and how it affects them, He’s created really good bonds with the adults running the project and has a lot of respect and admiration for them - they remain important role models for him. “From an educational point of view, Basecamp far outweighs sitting in a classroom and getting GCSE results at the end. We’re setting young people up to be successful for the rest of their lives” - Assistant Headteacher, Wetherby High School Basecamp has definitely been a highlight of secondary school for him!” Aaron’s Mum Page 17 ## STRUCTURE, GOVERNANCE AND MANAGEMENT ## Governing Document The Charity was established under a Constitution (Association model) dated 29th June 2021 and is a registered Charitable Incorporated Organisation (CIO). ## Governing Body The responsibility to ensure appropriate governance and management of the charity is vested in the Trustees. ## Appointment of Trustees The appointment of trustees is in accordance with the Constitution. Other than the first Trustees, which at this time is only two, all other Trustees must be appointed for a term of three years. Any person retiring as a charity trustee by rotation or by giving notice to the CIO is eligible for reappointment. The Constitution states that there must be at least 3 charity trustees and the maximum number of charity trustees is 8. There are currently 4 Trustees. ## Trustee Induction and Training New trustees undergo induction, provided by the current Trustee Board. The induction includes a discussion about the role and responsibilities of trustees, the activities, aims and objectives of the Charity, the structure of the organisation, Board of Trustees, general procedures of the organisation. New Trustees are introduced to members of staff and other Trustees, and are provided with the Charity Commissions ‘Roles and Responsibilities of Trustees’, the Constitution, the latest statutory financial statements, Annual Report, and financial reports provided to the Board of Trustees. ## Organisational Structure The Trustee Board managed the Charity, and together with the Management team considers both day to day operations of the Charity and strategic decisions at its meetings. Trustees are aware that any conflicts of interest are to be declared and minuted. The board has agreed a COI policy and manages a register. ## Risk Management The Trustees have developed a high-level Risk Register covering the major risks to which the charity is exposed, and have developed systems and taken actions to mitigate those risks. Risk is a standard agenda item on every Board meeting and risks are continually reviewed. Emerging risks and issues are also identified and escalated by senior management to the Board as and when necessary. Procedures are in place to ensure compliance with health and safety legislation and we take all reasonable steps to maintain the health and safety of trustees, charity and partner staff, volunteers and participants. In terms of outdoor adventure delivery, our delivery partner is an AALA registered provider and we undertake all necessary check prior to contracting. We also comply with the requirements of schools’ risk management framework for off-site trips (Evolve). ## Safeguarding The charity acts in accordance with its legal and moral safeguarding responsibilities. It has a policy and procedures within which it works and these are reviewed at least annually. All staff, volunteers and trustees are subject to an enhanced DBS checks before they commence their duties and these are updated at least every three years, and staff and trustees receive regular safeguarding training relevant to their roles. It also requires its delivery partners to comply with safeguarding requirements and will undertake any necessary due diligence checks prior to contracting. ## Public Benefit The Trustees have complied with the duty, contained in Section 4 of the Charities Act 2011, to have due regard to the guidance on public benefit issued by the Charity Commission. The charitable purpose of the charity within the meaning of the act is contained within its objects stated in the report (page 7). All the charity’s activities, as outlined in this report, are undertaken in pursuance of the objects of the charity for the public benefit. Page 18 ## STRUCTURE, GOVERNANCE AND MANAGEMENT ## Financial Regulations The financial statements have been prepared in accordance with the accounting policies set out in the Appendix and comply with the Constitution, the Charities Act 2011, and Charity Commission Guidance for Charities perparing their accounts on the receipts and Payments Basis. ## Financial Results Total income for 2023 was £115,229. Whilst a large proportion continues to be provided by M Rowntree with a new fundraiser in post from October increasingly funds are now being raised externally with £34,760 coming from Trusts and Foundations in the final few months of the year. Total expenditure was £69,750. The surplus for the period was £45,479. ## Policy on Reserves It is the intention of the Trustee Board to retain at least three months’ costs in the unrestricted general fund to ensure a sufficient buffer to enable effective financial decision making and ensure there are reserves available for unexpected expenditure. we have taken all the steps that we ought to have taken as Trustees in order to make ourselves aware of any relevant information and to establish that the Charity’s independent examiners are aware of that information. ## Statement of Trustees’ Responsibilities Charity law requires the trustees to prepare financial statements for each financial year which give a true picture of the transactions that have occurred in relation to the charity. The charity have prepared their accounts on the Receipts and Payments basis which is an acceptable format for a non-company charity with an income below £250,000. The Trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the Charity and to enable them to ensure that the financial statements comply with the Charities Act 2011. They 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. ## Statement of Disclosure of Information to Independent Examiner We, the Trustees of the Charity who held office at the date of approval of these financial statements, each confirm so far are we are aware that: - there is no relevant information of which the Charity’s Independent Examiner is unaware; and ## Independent Examiner Rebecca Triffitt MAAT of Phoenix Accountancy and Business Consultance Limited, a trading subsidiary of Community VISION (Voluntary Infrastructure Support Involving Organisations and Networks CIO) was the appointed Independent Examiner. Signed on behalf of the Board of Trustees: Debra Scott (Trustee) Date: 11/04/2024 Mark Rowntree (Chair of Trustees) Date: 11/04/2024 Page 19 ## DELIVERING OUR 3-YEAR STRATEGY Last year we developed a 3-year strategic plan to help us build on our successes and work towards our twin aims of steady growth and sustainability. We’re pleased to report that things are progressing well, with all our targets for 2023 having been either achieved or exceeded! We have in fact been catering for 34 young people, after being approached by one school to take on additional children that need us. We continue to work with our two pilot schools who have faith in our programme and share our vision and ambitions. Our programme has been refined and condensed and now fully integrates the outdoor adventure and personal development aspects, aligning with our five pillars. Both pilot schools have signed partnerships with us and two additional Leeds schools are keen to sign up for the forthcoming year. Jenny Haigh has joined the Board of Trustees to support us with finance and payroll, and we are in dialogue with an educationalist with a view of inviting them to join us. Emily continues to amaze us in her Programme Manager role and she has been instrumental in recruiting and training our Adventure Youth Coaches who are now running ‘Huddles’ and supporting our young people to achieve great things. Our strong partnerships with the YHA and CGO continue, and we are now officially a Supporter of the Leeds Learning Alliance (LLA). We have now taken our partnerships working with schools to new heights, working in tandem with school coaches to track the progress of young people and share information on their needs and achievements. We now have Jenny in post as our Fundraiser and Coordinator, and her fundraising achievements so far have been outstanding. This has given us much needed confidence that we can achieve our expansion plans and secure our financial future as a charity. ## So whats next? We are constantly reviewing our 3-year plan to ensure we are on track and will bring forward actions that help us to keep up the momentum and capitalise on emerging opportunities. However, we are doing this in a controlled way so that we are able to maintain the quality of our delivery and take an informed approach to expansion, which might include accommodating new target groups/referring partners and reviewing options for locations and adventures. We are already looking ahead to consider what years 4 and 5 might look like - it’s an exciting time for the charity, and we’re up for the challenge! Page 20 ## STRATEGIC PLAN SUMMARY 2023-2026 **----- Start of picture text -----**
Achieved or exceeded
Year 1 - 2023/24 YEAR 2 - 2024/25 YEAR 3 - 2025/26
Currently in progress
Future forecast
PARTICIPANTS 30 45 90
Now 60!
REFERRALS 2 LLA Schools 3 LLA Schools Upto 6 LLA Schools
Now 4 LLA Schools!
Crystalise our Pilot Double the whole
DELIVERY Programme learning and
Increase cohort size, staffing, programme from Yr 2,
ACTIVITY AND use them to develop our
resources and logistics. potentially running events
OBJECTIVES next Basecamp across the week.
programme.
Continue relationship with Continue with the LLA as our
Continue to partner with the
REFERRAL WHS and CMCS and sign- LLA but now with an main referring partner,
PARTNERS off a new partnership additional school involved. potentially working with up to
agreement. 6 schools.
Now 2 additional schools!
Continue to recruit Board closer to being fully
Board continues to grow and
trustees with emphasis on formed, focusing on new 3
STRATEGIC/ is increasingly focused on
filling the gaps in areas of year strategy and the
BOARD year 4 and 5 strategy
education, finance and governance that will be
options.
child psychology. required to support it.
Recruit our own additional Employing another
staff to support Recruit additional staff to Programme Manager to
OPERATIONAL programme delivery, support growing logistical manage delivery to the
RESOURCES/ allowing less reliance on requirements and also additional cohort and explore
STAFFING school staff. This will also support direct programme the idea of creating a team
allow us to run small delivery. of volunteers who can assist
'huddles.' us.
Cement partnerships with
Explore new partnership Continuing to widen our
CGO and YHA both
PARTNERSHIPS possibilities with alternative network of partners and
(OPERATIONAL informally and formally accommodation and outdoor position ourselves as a
and consolidate
& STRATEGIC) providers, minimising reliance contributor to LLA
arrangements with LLA
on one partner. objectives.
schools.
Recruit member of staff Continue to build the Quantify ROI of current
infrastructure, processes and fundraising resources and
to support & establish a
strategy to identify develop future fundraising
fundraising effort, in
FUNDRAISING order to attract match- likeminded trusts and strategy accordingly. Look to
foundations with whom we start engaging key corporate
funding to finance our
second cohort can build meaningful partners and explore other
partnerships. initiatives.
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Page 21 “Basecamp was a lifeline for Sophie. She discovered her own resilience and courage through unwavering support from basecamp. We’re immensely grateful for the transformative impact it had on our daughter”. - Sophie’s mum Page 22 ACCOUNTS BASECAMP ADVENTURE TRUST CIO Charlty Number: 1194998 INDEPENDENT EXAMINER'S REPORT TO THE TrUSTEES OF BA8ECAMP ADVENTURE TRUST I report on the accounts of th6 Charltable Incorporated Organ18atlon for tlie pedod onded 31 D6cember 2023 which are aet out on pages 8 to 11. R•8pon8lbllltl08 and basls of n)port The charfly'8 tru8tee8 are r08pon8Ible for tha preparatlon of th8 accounts In acwdanrA9 wlth the requlr8ments of tho Charltl8¥ Act 2011 ("the Act'>. I report In r88pect of my 8xamlnatlon of the Tru8fs accounts canled out und8r 88Ctlon 145 of the 2011 Act and In cgrrylng out my examlnatlon, I have followed the appll¢able Dlrectlons Iven by the Charlty Comm188lon under 8eGtlon 145(5)