## basecamp adventure trust
## annual REPORT 2024
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.
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## TABLE OF CONTENTS
## 01[Chair’s Comments]
## 03[Trustee’s report: Introduction]
## 04[ Rosie’s Story]
## 05[Trustee’s report: Charity Objectives and Activities]
The Need for Our Work
- Theory of Change Our Team
- Our Programme and Approach
## Trustee’s report: Achievements & Performance 10
What we have achieved in 2024: Our Proudest Moments
## Zac’s Story 13
## Trustee’s report: Achievements & Performance 14
- Core Programme: The Figures
- Core Programme: Snapshots from our Skills Workshops Core Programme: Young People’s Reflections
- Core Programme: Digital Badges & Coach Feedback
- Core Programme: What Parents & Schools are Saying
- Young Leader’s Programme: Snapshots, Reflections & Highlights from our 2024/2025 Pilot
## 20[finance review]
## 22[Structure, Governance and Management]
## Delivering our 2024 objectives 24
## looking to the future: our new 3-5 year strategic plan 25
## maryam’s Story 27
## 28[Appendix: 2024 Certified Accounts and Notes to the Accounts]
Thank you for all the hard work that you have put in to really give the children of Wetherby High School a lifelong set of memories but also a set of skills and characteristics that will hold them in good stead as they join the world of work and employment.
As a school we are very passionate about the whole scheme and see it as nothing but beneficial for our young people. Your manner, eye for detail and passion to ensure every child has a voice and an experience that is right for them is crucial to the success.
Thank you to the entire team and we look forward to the next adventure!”
## Assistant Headteacher, Wetherby High School
## CHAIR'S COMMENTS
Welcome to our 2024 annual report, covering what was effectively our third full year of operation and surely our most successful so far. Back in February we had some difficult conversations about whether we were ready to step-up the delivery of our Core Programme, in effect doubling our cohort of 30 young people to run two cohorts concurrently. In the event we took the decision to not only go to 60 young people on our Core Programme, but to also run a pilot Young Leaders programme, an additional year-long follow-on programme which is aimed at the young people who we feel will benefit from further being stretched and challenged.
Having made these decisions by late February, the rest of the year was all about expanding and developing our delivery teams, growing and testing our logistics and infrastructure and also seeking likeminded funding partners to turn this objective into a reality, and as you read in our report, you’ll see that we managed to do just that!
It is a cliché to say that any organisation is only as good as its people, but like so many clichés it’s also very true. I cannot express my gratitude enough to our growing team of such immensely professional, committed and determined people. Whether it’s Emily and Jenny who have spearheaded both our programme development and delivery, and in Jenny’s case fundraising too, or our amazing team of Adventure Youth Coaches and volunteers, we seem to have created a special and gifted team of people. When our young people first come away with us, initially nervous and apprehensive, they immediately find themselves belonging to one of our Basecamp Huddles, small family style groups of 8 – 10 headed by one of our Adventure Youth Coaches and supported by some
of the most astounding volunteers it’s been my privilege to meet. That Huddle then stays the same for the whole year, meaning that as time goes on our young people can feel fully grounded in a safe environment and can slowly start to build new levels of trust, friendships and self-belief. In fact, one of the most inspiring things we see is the power of role-modelling within these Huddles. So often our young people have had very limited access to positive adult role models outside of school, so being around and spending time with young adults who are trained in restorative practice, including showing unconditional positive regard and allowing each child to feel heard, seen and celebrated, can lead to some of our very best moments.
In addition to enhancing our staffing we have also been working on logistics and in September we made the move from our ‘cloakroom office’ to a larger space at The Old Fire Station in Gipton. This not only places us in the centre of our work geographically but also allows us to join the vibrant community of other Leeds charities based here too.
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## CHAIR'S COMMENTS
Evaluation is an ever-critical element of the whole, and again 2024 saw some positive additions. In June we signed up with Triangle Consulting and their academically accredited Shooting Star measurement tool.
At the end of 2024 we also found some time to consider our strategy for the next 3-5 years. With our feet now firmly on the ground and our programmes delivering what we had always dreamt of, we turned to what we wanted the next few years to look like. We were all adamant that we wanted to retain the depth and individual nature of our interventions rather than chase the numbers. Against that background we came up with a sevenpoint plan straddling two growth themes, with delivery plotted over two time frames. A summary of this is shown on page 25-26 of this report.
Finally, no reflection on 2024 would be complete without mentioning our wonderful funding partners, all of whom are highlighted in our accounts and in the finance section of this report. Starting a charity from scratch is no small feat, and the fact that so many funders were prepared to take a risk on such a new organisation is a testament to both their courage and intentionality, but also of the Trusts and Foundations sector as a whole. The sector is becoming an ever more competitive environment, but there are still many out there who are determined to make a difference to children’s futures. To all those people we are truly grateful, not only on behalf of ourselves as a charity, but more importantly for the children we jointly support.
2025 feels very much like another leaping-off point. We have our strategic plan in place and we have the drive and determination, so now it’s about taking the “leap of faith” we talk so much about with our young people!
In that spirit, we have now committed to establishing a post of Lead Fundraiser to further support the delivery of our new strategic plan as well as recruiting an additional Programme Manager to help with our increased delivery ambitions. We will, critically, need to diversify our fundraising activity and hopefully find some likeminded companies and individuals to help support us in our journey. Above all, we look forward to meeting more amazingly resilient young people and hopefully helping them see that the future may just be better than they had thought!
Thank you for reading, and happy adventuring!
## Mark Rowntree
Chair of Board of Trustees
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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 2024 to financial year end 31 December 2024. The charity’s certified accounts and notes to the accounts are shown in the Appendix of this report (page 28 onwards). 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
Old Fire Station Gipton Approach Leeds LS9 6NL
## 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 Chris Burt Appointed 5th July 2024
## 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
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## rosie’s story
Rosie lives in an area of Leeds in the top 7% of income deprivation in the UK. Her mum is a single parent with health issues, and Rosie has very limited access to opportunities outside of school to have fun and learn new skills. When we first met Rosie, she couldn’t make eye contact with staff and spoke too quietly for us to hear, often only answering with ‘yes’ or ‘no’.
On Basecamp adventures however, Rosie started to come alive. It started with wide grins and a slightly louder voice. As time went on, we started to see a completely new side to Rosie. She was so excited by the environment around her and was up for every single challenge. Across the year as Rosie scrambled up waterfalls and kayaked across lakes, she came out of her shell so much, and we started to have long chats with her about school and home. Rosie started to make new friends too. By the final trip, she had a lovely group of six friends, who were constantly seen laughing and joking together. Rosie set up a WhatsApp group for them all to chat between trips and they even met up over the summer holidays, despite living at opposite ends of Leeds.
## what rosie told us
“I would say that Basecamp has been a completely life changing experience for me. Before, I was so quiet and didn’t even choose to do things I really enjoyed, but Basecamp taught me that I can do anything if I just believe in myself. The more time I spent with Basecamp, the more I felt strong and the more confident I became.
I've learnt so much about myself and my own inner strength. Since Basecamp I have had to pick my GCSE options and I picked Drama because Basecamp taught me how important it is to do something every day that scares you. Now I’m always looking for little ways to push myself out of my comfort zone. I’ve also signed up for the Basecamp Young Leaders Programme, which last year I wouldn’t have even believed I would do.”
## 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 FOR OUR WORK
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:
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15,512 83%
Young People in Leeds are in the top 10% of income deprivation Of secondary school children do less than 60 minutes of
in the UK. physical activity per day.
1 in 6 50%
5 to 16 year olds in Leeds have a probable mental disorder such Rise in Youth Mental Health referrals in Leeds ( coinciding with
as anxiety or depression, up from 1 in 9 in 2017 ever-increasing waiting lists for NHS CAMHS services)
33,580 45%
Or (19.8%) of 0–17 year olds in Leeds estimated to live in Of disadvantaged pupils in Leeds (KS2) expected to meet the
households with any of the ‘toxic trio’ (domestic violence, standards for education, compared to 71% of all other pupils in
parental mental health and parental substance abuse). the UK
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## 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
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## 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.
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What we how we WHAT this what this
Mission approach impact
do do it achieves means
Long-term, Improved
sustained self- Improved
Inspire Workshops programme knowledge emotional Young
wellbeing
people live
Empower
Trusting & happy,
young transformative Improved healthy and
people to relationships self-belief fulfilling
socially,thrive Challenge Adventure with consistent,psychologically academicImproved contributelives that
emotionally -minded staff Improved attainment
to society
and ability to in a
academically manage positive
Using challenges
Celebrate Relationships& Reflection fun to breakcreativity & Increased way.
social
down big Improved
topics aspirations engagement
Individualised
therapeutic Positive
approach relationships
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Awe-inspiring & beautiful locations
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## CHARITY OBJECTIVES & ACTIVITIES
## OUR TEAM
## Board of trustees
Trustees give their time voluntarily and are what keep the wheels of the charity running. As we’re still a small and emerging organisation, Mark and Debra, in addition to their trustee role, also offer some limited managerial support in areas such as fundraising and governance. This year we were proud to welcome a new trustee, Chris Burt, who comes from an education background and brings valuable experience of delivering outdoor activities for young people.
> Mark Rowntree Debra Scott (chair)
Diane lowry Chris burt Jenny Haigh
## Full time staff
## Emily Rowntree
## head of programmes & development
Leads the design & delivery of Basecamp Programmes, including: budget, curriculum, managing AYC’s and volunteers, impact measurement, training and signing up new referral partners. Leads on the development of new programme and fundraising initiatives.
## SPOTLIGHT PROFILE
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Jenny on a
trip as our
first ever
volunteer in
2022!
JENNY AS PROGRAMME
MANAGER!
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## Jenny Wilson - fundraiser & programme manager
Jenny started with us in 2022 as our first ever volunteer and in October 2023 was offered a job as our first full-time employee, as Programme Coordinator and Fundraiser. Since then, Jenny has not only hit the ground running, but has taken the charity forward in leaps and bounds. She has spearheaded our Trusts & Foundations fundraising journey and is why we were able to jump to working with 60 young people.
Not only has Jenny blown us away on the fundraising side of things, she has progressed enormously in the programme delivery side of the role and in July 2024 was promoted to Fundraiser & Programme Manager. Alongside her (hefty!) fundraising responsibilities, Jenny now also manages a cohort of 30 young people, taking them on their Basecamp Journey from start to finish and living the magic of what we do on the ground as well as turning it into fundraising applications.
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## CHARITY OBJECTIVES & ACTIVITIES
## OUR TEAM
2024 saw a significant increase to our team, as we recruited 5 new Adventure Youth Coaches to build capacity for working with 60 young people. Our Adventure Youth Coaches are incredibly experienced freelance staff from a variety of backgrounds, such as youth work, outdoor education and the care system. They are what makes the magic of Basecamp happen, their role is all about building transformative relationships with the young people and challenging them to push themselves and see themselves in a new light.
## ADVENTURE YOUTH COACHES
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BEX NAT ALI KELLY SCOTT
IMOGEN IONA
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## BASECAMP PROGRAMME VOLUNTEERS
We launched a volunteer programme in October 2024 and in the initial 3 months of launching this, we managed to recruit 6 fantastic volunteers. Some of them are incredibly experienced in youth work and outdoor education and we even have one completing a PhD on the impact of adventure on young girls’ resilience levels! It’s safe to say they have been a huge asset to the team. Our Programme Volunteers provide essential support to the Adventure Youth Coaches. They are effectively ‘buddied up’ with a huddle and provide everything from coaching conversations to fun and laughter, to workshops on tying shoelaces. Our ambition in 2025 is to step this number up to 20 and have volunteer socials and optional CPD trainings on offer. If we are able to fully staff each adventure trip with 3 volunteers in 2025, this would equate to 1152 volunteer hours and a saving of £14,515.20 (acccording to hourly living wage).
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OCT - DEC 2024
STATISTICS
6
PROGRAMME
VOLUNTEERS
RECRUITED
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254
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HOURS GIVEN
VOLUNTARILY
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£3200.40 SAVED (ACCORDING TO HOURLY LIVING WAGE)
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## CHARITY OBJECTIVES & ACTIVITIES
## OUR PROGRAMME AND APPROACH
Our curriculum, which is based on 5 key pillars from our Theory of Change, is woven into our adventures through dynamic coaching, mentoring and transformative relationships. For each module, young people attend a 2-hour skills workshop, followed by an adventure trip 2 weeks later. The workshops are gamesbased inspiration 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.
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our 5 curriculum pillars
self- positive coping with
self-belief aspiration
knowledge relationships challenges
PROGRAMME CURRICULUM
module 1: module 2: module 3: module 4: module 5: module 6:
the basecamp strengths & the fear from me resilience for life AFTER
journey sparks factor to we real life 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 act as a mentor, supporter and cheerleader figure. Every young person is also part of a Basecamp Huddle for the duration of the programme, a 'family' of 10 students led by an Adventure Youth Coach. On Adventure Trips, young people gather in their Huddles for a 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.
‘I think I’ve earned this badge because when my friend was sad she wanted a hug. I am really bad when people cry and I hate hugs, they make me uncomfortable. However, I still did this for her and I was resilient by helping her to feel better.
- Young Person’s Resilience For Real Life Badge Evidence
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## ACHIEVEMENTS AND PERFORMANCE
## what we have achieved in 2024: our proudest moments
As mentioned in the Chair’s Comments, 2024 has been a pivotal year for us. What really stands out to us reflecting on this ‘highlights reel’ is just how much our success and growth has been all about people. Commitment, connection, collaboration and partnership are what Basecamp is all about and we couldn’t have done what we do without the people we’ve met and welcomed in along the way.
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APRIL 2024
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STRESS-TESTED OUR GOVERNANCE SYSTEMS Prior to starting our new programme, we stress-tested our governance systems, taking a scenario-based risk assessment approach to ensure all of our health and safety procedures and systems were robust and that we are geared up to deal with issues as they arise, including emergency situations. However, we are not complacent and continue to monitor and review our operating arrangements.
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MAY 2024MAY 2024
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HIRED 5 NEW ADVENTURE YOUTH COACHES
In order to work with 60 young people, we needed to take on 5 extra Adventure Youth Coaches, as these are the people who really make the Basecamp magic happen. Imogen, Ali, Nat, Iona and Kelly went through a rigorous 2-stage interview and assessment day process and were selected from over 80 applications. This is the new team on a staff training event at Derwentwater.
MAY 2024 PROMOTED JENNY AND EMILY
An additional way of strengthening our strategic capacity was to appoint Jenny as Programme Manager & Fundraiser, meaning she will take on a cohort of 30 later in the year. We began our recruitment process for a 2nd Programme Manager in autumn as Emily transitioned from this role into Head of Programmes & Development, where she will work on expanding and developing our programmes.
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JUNE 2024
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JULY 2024
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COMPLETED ANOTHER CORE PROGRAMME OF 34 YOUNG PEOPLE
FURTHERED OUR KNOWLEDGE AND SKILLS THROUGH TRAINING
Emily and Jenny have undertaken In July we rounded off another various forms of Continuing fantastic Basecamp Core Professional Development this Programme, which culminated in year, including specific DSL getting 7 young people to the top Training for the Youth Sector, of Scafell Pike! We held a hugely Outdoor First Aid Training (to help well attended end-of-programme us as we start to deliver our own Graduation, celebrating the activities) and a 2-day Creative achievements of the young people Facilitation Training with renowned with their friends and families. charity, Lifebeat. All of these The feedback from schools and things have had a real tangible parents/carers and the young impact on the way we deliver our people themselves has been really programmes and implement positive and we are building on processes behind the scenes. this success for coming years.
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JULY 2024
WELCOMED A NEW TRUSTEE,
CHRIS BURT
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Chris Burt joined us as a trustee this summer. He not only comes from an education background but also has valuable experience of delivering outdoor activities for young people. He has been a great addition to the Board and brings us to 5 members, but we are still keen to widen our skill and knowledge base, particularly in the areas of fundraising and child psychology to ensure that we have a broad and balanced Board with relevant knowledge and expertise.
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## ACHIEVEMENTS AND PERFORMANCE
## what we have achieved in 2024: our proudest moments
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JULY 2024
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RAN OUR FIRST CORPORATE FUNDRAISER
Just when we thought we could relax after completing our 2023/2024 programme, we had our first ever Corporate Fundraiser to run! We partnered with Chatterbug, a Leeds-based Speech & Language Therapy business, to deliver their Together Day. ‘Questival’, which we hosted at Buckden House. It was a crystal-maze inspired day of missions, quests, competition and puzzle-solving. Not only did it fulfill Chatterbug’s employee wellbeing objectives, but it raised £450 for Basecamp too.
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AUGUST 2024
IMPLEMENTED NEW POLICIES
AND PROCEDURES
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Jenny and Emily spent the ‘quiet season’ reviewing the 2023/2024 programme. As it was only our second programme, we still have lots we want to improve upon, tweak and introduce. One of the biggest developments was a new Relationships & Behaviour Policy, which involves working with the young people to lay some ground rules at the beginning of the programme according to our ‘BASE Expectations.’ Alongside this, new policies related to transport, emergency procedures, financial protocols, trustee expenditure and safeguarding have also been developed and signed off.
DEC 2024AUG 2024 INTRODUCED NEW METHODS OF MONITORING & EVALUATION Over the summer we completed training to be able to deliver the Shooting Star tool by Triangle. This is the start of an exciting journey into much more detailed and academically-based evaluation and monitoring (read more on page 14). We also introduced our ‘Journey Trackers’, which will compile each individual’s data from the Shooting Star, baseline data from schools, referral information and coach feedback, so we can present to schools a picture of the journey each child has been on.
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SEP 2024
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MOVED TO A NEW OFFICE IN GIPTON, LEEDS
September saw us move out of our first office in Tadcaster to a new space in the coveted ‘Old Fire Station’ at Gipton. The space, which is managed by Leeds Community Foundation, is a hub of third-sector activity in Leeds and their office spaces are rented out solely to charities. We are so proud to be a part of the OFS as it puts us in the heart of the communities we are serving. We really feel this space takes us into a ‘new era’ of Basecamp, giving us room to grow.
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SEP 2024SEP 2024
HOSTED OUR ‘NEW AND
IMPROVED’ STAFF TRAINING
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In mid-September we took our new (and bigger!) team to YHA Ingleton for 2 days of staff training and team-building. We introduced our new processes and policies, facilitated peer-led reflection and skills-sharing sessions and created group agreements as to what we as staff would offer the young people, which we shared with them the following week at their Launch Day.
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SEP 2024
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LAUNCHED THE 24/25 PROGRAMME WITH 2 COHORTS
We recruited 2 additional schools to join our Core Programme and commenced our 2024/25 programme with 4 schools and 60 young people, essentially doubling our provision and delivering across a whole week! September saw us run 2 Launch Day Raftbuilding events back to back with 2 staffing teams. Thankfully we were wellprepared and everything went swimmingly - quite literally for the young people whose rafts didn’t last longer than 10 minutes!
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## ACHIEVEMENTS AND PERFORMANCE
## what we have achieved in 2024: our proudest moments
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SEP 2024
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LAUNCHED THE BASECAMP YOUNG LEADER’S PILOT PROGRAMME
In September we also commenced a pilot Basecamp Young Leaders’ Programme which is designed to support young people who have been through our Core Programme and who want to further stretch themselves – 16 young people are currently on this pilot programme which we intend to evaluate in early 2025. It involves a collective fundraising goal, 4 life skills workshops and a 4-day wild expedition. Read more on Page 19.
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OCT 2024
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LAUNCHED OUR VOLUNTEER
PROGRAMME
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October saw the launch of our Volunteer Programme. Our ambition is to build up a ‘pool’ of 20-30 Programme Volunteers who come on 2-3 trips a year with us and provide extra support to our Adventure Youth Coaches. By December, we had 6 fantastic volunteers trained up and already making waves with the children. Many of them are incredibly experienced professionals and we are so grateful they have chosen to give their time to Basecamp. Read more on page 8.
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NOV 2024
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FUNDED THE WHOLE
2024/2025 PROGRAMME
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Our fundraising activity has gone from strength to strength, thanks to our fundraiser extraordinaire Jenny, who as of November funded the entire 2024/2025 programme for 60 young people. We are very grateful to all those organisations that have supported us this year and plan to expand and diversify our fundraising activities to ensure that we can continue as a charity and undertake our important work with young people.
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DEC 2024
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COMMENCED BASECAMP-
LED ACTIVITIES
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We have begun to take steps to deliver aspects of the programme ourselves, by bringing in-house some of the low-risk outdoor activities, such as low-level walking, bushcraft and nature-therapy. We drew upon the qualifications and knowledge of our AYC’s to deliver training in these areas and have integrated these activities in to the programme. This reduces our reliance on external providers and helps to keep programme costs down, but we are taking this slowly and will continually review what can be safely done inhouse.
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DEC 2024
SET A NEW 3-5 YEAR
STRATGETIC VISION
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We held our core team away day at Catch, a hugely impactful charity in Harehills that never fails to inspire us in our own ambitions! We were even treated to a lunchtime Alpaca-walk by one of their young people. We have continued to track and review progress against our previous 3- year Strategic Plan, and the Board has recently agreed a broad direction of travel which has culminated in the development of a new 3 – 5 year Strategic Vision (see section 3 for details).
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## Zac’s story
Zac is a young person on our 2024 - 2025 Core Programme. He is an incredibly polite and helpful young man facing extraordinarily difficult home circumstances. Zac lives with 3 other siblings and a single Mum, but his Mum’s health is poor and the family have recently faced eviction from their house, causing Zac to spend time in foster care and in various shelters as they navigate homeslessness. This was having a huge impact on Zac and he would come to school looking tired and drained with a heaviness to him.
Going on Basecamp trips has completely shaken up Zac’s life. Taking him to new places (he had never left Leeds before) with new people, to do new activities has brought him completely out of himself and it is a pleasure to watch Zac smiling, laughing and running around, living the carefree outdoor childhood he so deserves to experience. So far Zac has abseiled off a quarry in the dark, summited 2 mountains and taken on a mega canoe expedition across Derwentwater!
As part of our pre-programme onboarding, the young people complete a self-assessment ‘Shooting Star’ which measures how they feel in areas such as aspiration, communication and confidence. They then have to set themselves a goal in one of these areas, to focus on for the programme. After a 30 minute coaching session on this, Zac said:
“I think I’d like to set myself a goal of doing more interesting things outside of school. I help my Mum a lot but home can get intense, and I’d really like to do more things like Basecamp after school.”
After the first 2 trips we revisited this goal with Zac and with a huge grin on his face he told us he’d started going to a local gym with his cousin to exercise! He then told us this is part of a bigger plan to start a boxing club soon once he has got his fitness up. We cannot wait to see where Zac ends up by the end of the programme.
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## ACHIEVEMENTS AND PERFORMANCE
## the figures
2024 statistics 92% 112 864 412 ATTENDANCE AT YOUNG PEOPLE SUPPORTED INDIVIDUAL ADVENTURE WORKSHOPS PROGRAMME EVENTS OVER THE YEAR DAYS DELIVERED DELIVERED
## SHOOTING STAR BY TRIANGLE
In July we acquired a new tool for impact measurement, called the Outcomes Star (specifically the Shooting Star) by Triangle. Until this point, we had been using a tool that had been developed ‘in house’ and didn’t offer us the validity of a licensed, scientifically-validated tool. We wanted a strong academically-based selfassessment tool so that young people could not only see the ‘Journey of Change’ that they were on, but that meant we could tailor our support to them. It has been incredibly user-friendly and easy to implement so far and we look forward to seeing the end results. So far we have taken one initial baseline reading in September.
Below is a ‘Shooting Star’ chart filled out by one of our young people in September. The resources to the right are what we use to have conversations about each area. The statements make it easy to explain each number and provide objectivity.
Once the star is completed, they choose one area that they would like to set a goal in, and create steps for this on their action plan. We will use this to tailor our support to them and conduct a mid-programme check-in about their goal in March 2025.
Initial baseline scores FROM SEPTEMBER 2024in 2024, we had:
2.9 2.5 1122.9 2.7 8963.1 3.1 ASPIRATION COMMUNICATION CONFIDENCE CONTRIBUTION PEOPLE & SUPPORT LEARNING
page 14
## ACHIEVEMENTS AND PERFORMANCE
## core programme: snapshots from our skills workshops
Below are some examples of the crafts and work that have come out of our skills workshops, where young people explore themes such as fear, resilience, empathy and their strengths.
Writing a Group Agreement for the programme during For our ‘Strengths & Sparks’ workshop, we explored the idea of our ‘Intro to Basecamp’ Workshop. This is where we talk everyone having a ‘gift’ or something unique they bring to the world. about how they can get the most out of the We then painted them on rocks, to symbolise that they’re strong, don’tPage 15 programme and how to support each other. change and have a ripple effect on others.
In our ‘Resilience For Real Life’ workshop we explored the concept of self-care strategies and how they can help us to cope in challenging times. The young people filled jars with coloured sands, each one representing a positive coping strategy in their life that they can draw upon.
Our ‘Fear Factor’ workshop was all about exploring what the voice of fear sounds like in our heads and how it traps us in it’s web. We made Fear Monsters to symbolise the voice of fear and gave them names, coming up with ways to tell them to be quiet when we want to do something brave!
page 15
## ACHIEVEMENTS AND PERFORMANCE
## core programme: Young people’s reflections
Below are some of the reflections that have come out of our Huddles. These are small group coaching and celebration sessions led by our Adventure Youth Coaches to help young people celebrate their wins, reflect on learnings and create meaningful relationships with their peers.
page 16
## ACHIEVEMENTS AND PERFORMANCE
## core programme: digital badges & coach feedback
For each module, young people have the opportunity to earn a digital badge. and there are prizes to be won when 2, 4 and 6 badges have been earned. To earn the badge, they are asked to submit some reflections about the theme. Here are some examples of reflections young people have submitted to earn their badges.
## Reflection prompt: What did you learn on this trip about your own personal strengths?
On this trip I pushed myself to keep going when canoeing because at first I couldn’t do it. I helped my friends when they were struggling at different activities. I learned that I can go out of my comfort zone, face my fears and talk to a lot of people I didnt talk to on the last trip.
## Reflection prompt: What did this trip teach you about the role fear plays in your life?
I learnt that fear is something that holds you back from doing something that you would regret not doing. Like when I did the night abseil. If I listened to fear I wouldn’t have done it but I learned that I always have a choice.
Below is some of the feedback from Adventure Youth Coaches, which they write about each member of their Huddle after each trip. They draw on their observations on each young person and we share this with schools.
Considering previous trips, AJ was nothing short of extraordinary this trip, and even won the ‘Programme Manager’s Award’ for how he interacted with the team and his peers. On the last day, another student in the group was challenging AJ. AJ at one point let his frustration get the better of him and snapped. Not 5 minutes later however, he took her to one side and said ‘sorry about that, you didn’t deserve that, I’m just so tired and was feeling wound up.’
During our check-in, AJ reflected on the goal he set himself at the start of the programme, which was to ‘get better at communicating his feelings.’ AJ reflected that he had come a long way with this goal and that he was getting better at recognising what other people were going through before he reacted. I can’t imagine a better outcome for the ‘From Me to We’ trip considering it’s all about empathy and thinking of others.
Written by Ali after the ‘From Me to We’ module.
We are so proud of how April approached the challenges on this trip! The most demanding day came on the second day during the mountain ascent. She struggled with the climb, but with support from both myself and the team, April demonstrated remarkable perseverance and was the third person to reach the summit. Talk about Resilience for Real Life!
When asked the following day about her experience with the mountain day, April shared that she was proud of herself for accomplishing something she initially thought she couldn't do, which shows her increasing self-belief and determination. Her most standout moment came on the final day, when we had a conversation about her interest in possibly pursuing a career in the outdoor industry when she’s older and I personally think she will be an inspiration to the younger generation!
Written by Bex after the ‘Resilience for Real Life’ module.
page 17
## ACHIEVEMENTS AND PERFORMANCE
## CORE PROGRAMME: WHAT PARENTS & SCHOOLS ARE SAYING
Thank you for all the hard work that you have put in to really give the children of Wetherby High School a lifelong set of memories but also a set of skills and characteristics that will hold them in good stead as they join the world of work and employment. As a school we are very passionate about the whole scheme and see it as nothing but beneficial for our young people. Your manner, eye for detail and passion to ensure every child has a voice and an experience that is right for them is crucial to the success. Thank you to the entire team and we look forward to the next adventure!
## Assistant Headteacher, Wetherby High School
**----- Start of picture text -----**
“When Della comes back
to school after a
Basecamp trip she is
always so energised and
ready to take on
anything! It been amazing
to see how much
confidence Basecamp has
given her.”
Della’s Teacher
**----- End of picture text -----**
It sounds like you have a really good understanding of who Josh is as a person and his character, and it's lovely to hear that his empathetic side is coming out at Basecamp, as he can guard this away from people at school. Thank you so much for sharing this feedback with me, it's made my day! Josh’s Dad
Basecamp has made Rosie into the amazing young woman she now is. She’s completely turned her confidence around and now actively looks for other opportunities to push herself out of her comfort zone, like signing up for Drama GCSE because she ‘wants to do things that scare her!’
All of the family is so very proud of her so thank you for giving her the opportunity, I know she loves every second of it.
It has been so lovely to see how the programme has supported the development of confidence and relationship building. We have seen a notable change in the participants - they are literally standing taller! We are really pleased we made the decision to sign up for next year.
Mum of Rosie (Basecamp Core Programme participant and Basecamp Young Leader)
Headteacher, Partner School
page 18
## ACHIEVEMENTS AND PERFORMANCE
## Young leaders’ programme: snapshots, reflections & highlights from our 2024/2025 pilot programme
In September we launched our pilot Basecamp Young Leaders’ Programme which is designed to support young people who have been through our Core Programme and who want to further stretch themselves – 16 young people are currently on this pilot programme which we intend to evaluate in early 2025. It takes place entirely outside of school and marks our first foray into solely Basecamp-led programmes! It involves a collective fundraising goal, 4 life skills workshops and a 4- day wild expedition. Below are some of the results that have come out of the programme so far.
£1,376
**Raised so far by the Young Leader’s towards their expedition in May 2025. There’s been car washing, bake sales, dog walks, movie nights and more!**
## ‘What does leadership mean to you’ workshop
Ahmed has blown me away with his fundraising! I came home one day to find he’d ordered loads of materials for car washing on Amazon and had made posters to put out on the streets. He presented me with his ‘business plan’ and him and his friends ended up raising £74 towards their expedition - I’ve never seen him so focussed! - Ahmed’s Mum
So far we have held 4 Young Leader’s sessions. These include 2 games and crafts-based workshops:
What does Leadership mean to you? Dragon’s Den: Pitching Your Fundraising Idea and making it a reality
And 2 Adventure Days:
Launch event at Leeds Clip n Climb
Caving and Potholing in the Yorkshire Dales
These adventure days were about reconnecting and setting the tone for the programme, the adventure days next year will be fundraising opportunities and will push them further than they have gone before on the Core Programme.
## Our launch event at caving in the leeds clip n climb Yorkshire Dales
page 19
## FINANCE REVIEW
As a relatively new and emerging charity, our decision in January 2024 to double the number of young people we support on the Core Programme to 60, alongside launching the pilot of our Young Leader’s programme, was to say the least a leap of faith, and the enormity of the fundraising challenge it required was not lost on us.
We began our fundraising journey in earnest in the latter half of 2023, and whilst we experienced some encouraging early success, our 2024 requirements were of a different magnitude. 2024 saw us raise a total of £240,689, with the largest proportion (77%) coming from over 30 Trusts and Foundations. Among this support was 3 incredibly valuable multi-year partnerships, which are so crucial to our longer time financial stability.
Whilst we recognise that it may be somewhat easier for new organisations to secure initial funding, we do believe much of our success is rooted in what we feel is a relatively unique approach in bringing together two separate worlds; that is delivering long-term and deeply relational support to young people in need together with the long established benefits of the outdoor world and nature.
As a relationally-led organisation, we have prioritised building strong relationships with our funders, ensuring we convey the impact their support makes on each and every child. During the year we have welcomed potential funders into our office, invited supporters to visit our adventure residentials, and have conveyed the power of our programmes through individual case studies highlighting the impact their funding has made.
In 2024 we also hosted our first ever corporate fundraising event. We planned and delivered an action-packed away day for the whole company, and learnt a lot about the unique experiences we can provide for corporate partners. Developing our corporate fundraising arm is a key part of our future plan and we look forward to building more long-term and meaningful relationships with corporate partners in the years to come.
As we enter 2025, we have big plans as laid out in our new 3-5 year strategic vision on page 25-26. We go into the year with both a clearer understanding of the fundraising landscape, but also an awareness of just how challenging it is, and the critical importance of building strong relationships with like-minded partners. Against this background and the significant growth in revenue that will be required to meet our future plans, we have concluded the time is right to invest in a dedicated professional to lead and develop our fundraising operation and its diversification, including growing our corporate partnership, events and individual giving income streams.
## RESERVES
Our other key focus finance wise over the next two to three years is that of starting to build up a larger reserve. With regards to 2025 the trustees have committed to ensuring that we maintain a minimum of three months full operating costs as a reserve, sufficient to cover all core running obligations as well as our day-to-day programme delivery. In the longer term however we would very much like to move to a six month buffer, again covering both elements. It is intended that as we start to diversify our funding stream this will be something that we can address more fully then, allowing us to be a bit more resilient in the event of unforeseen events.
page 20
## FINANCE REVIEW
## Our fundraising journey so far
Starting a charity from a standing start brings such an array of significant challenges but one of the most critical is that of becoming financially sustainable. It’s with that in mind that both the trustees and staff would like to express their most sincere gratitude and thanks to our wonderful funders and donors who believed in our work and took a risk on a new and emerging charity in these early days. Your support has not only made it possible to support so many more young people to thrive, it has also given us the self-belief and determination to continue pushing forward and believing we can do so much more in the years to come.
The Mather family charitable trust
The mbili charitable trust
Ashworth Charitable Trust
The Hadley trust
page 21
## 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 5 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 and Board of Trustees, as well as the general policies and 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’ document, the Constitution, the latest statutory financial statements, Annual Report, and other financial reports provided to the Board of Trustees.
## Organisational Structure
The Trustee Board manage 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 the 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 5). Continued overleaf...
page 22
## STRUCTURE, GOVERNANCE AND MANAGEMENT
All the charity’s activities, as outlined in this report, are undertaken in pursuance of the objects of the charity for the public benefit.
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.
## Financial Management and
## Responsibilities
The financial management arrangements and responsibilities of the charity are set out on page 28 as part of the Notes to the Accounts.
## Financial Results
Total income for 2024 was £240,698 with 77% coming from Trusts and Foundations, 15% from donations and 8% from referring schools and other fundraising activities. Total expenditure was £158,326 leaving a surplus for the period of £82,372
## Policy on Reserves
It is the intention of the Board for 2025 to retain a minimum reserve (restricted and unrestricted) such that we are able to continue all elements of dayto-day programme delivery in addition to meeting all our core cost obligations for no less than three months. Longer term and as finances allow it is our firm wish to move this to 6 months cover.
## 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 we are aware that:
## 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.
## 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.
- There is no relevant information of which the Charity’s Independent Examiner is unaware, and we have taken all the steps that we
Signed on behalf of the Board of Trustees:
Debra Scott (Trustee) Date: 25/04/2025
Mark Rowntree (Chair of Trustees) Date: 25/04/2025
page 23
## DELIVERING OUR 2024 OBJECTIVES
We have continued to work hard over the year and have made some significant strides in delivering against our planned objectives for 2024/25.
**----- Start of picture text -----**
Achieved or
exceeded YEAR 2 - 2024/25
progress/outcomes
Currently in objectives
progress
We are working with 60 young people on our Core
PARTICIPANTS 45 (Exceeded) Programme and 15 young people on our pilot Young
Leaders Programme.
We are working with 4 LLA schools as referral partners
REFERRALS 3 LLA Schools (Exceeded) and there is interest from other schools who want to join
our programme.
We have been able to deliver early on our 2025/26
DELIVERY
Increase cohort size, staffing, ambition by increasing staffing resources and reworking
ACTIVITY AND resources and logistics. our delivery model so that we can deliver across a full
OBJECTIVES
week.
Continue to partner with the LLA but
REFERRAL now with an additional school We are partnering with 4 LLA schools.
PARTNERS involved.
We have recruited Chris Burt as a Trustee who comes
Board continues to grow and is from an education background and has valuable outdoor
STRATEGIC/ increasingly focused on year 4 and 5 activity experience. The Board has recently agreed a
BOARD strategy options. broad direction of travel which is reflected in our 3-5
year plan.
We have realigned and enhanced our planning and
Recruit additional staff to support delivery resources, allowing our programmes to expand.
OPERATIONAL growing logistical requirements and We have also kickstarted a volunteer recruitment drive.
RESOURCES/ also support direct programme This has been a challenge as it has taken valuable time
STAFFING delivery. and resources, but we have perservered as we know
how important it is to build a strong and effective team.
We continue to use YHA and CGO as our main providers
of accommodation and outdoor activities respectively,
PARTNERSHIPS Explore new partnership possibilities but we have started to deliver some low-level activities
with alternative accommodation and
(OPERATIONAL ourselves and intend to explore the possibility of
outdoor providers, minimising reliance
& STRATEGIC) obtaining an AALA licence. We are also actively horizon-
on one partner.
scanning to identify possible opportunities to develop a
dedicated base.
Continue to build the infrastructure,
We have gained support from over 30 Trusts and
processes and strategy to identify
FUNDRAISING likeminded trusts and foundations Foundations, and developed multi-year partnerships and
longer-term relationships with over 30 Trusts and
with whom we can build meaningful
Foundations.
partnerships.
**----- End of picture text -----**
page 24
## STRATEGIC PLAN REVIEW
## LOOKING TO THE FUTURE...
Our twin ambitions of steady growth and sustainability remain clearly in focus, and the Board of Trustees have recently reviewed our 3 year strategy, recognising that we need to remain responsive to both risks and opportunities and including a level of flexibility that allows us to take account of a constantly changing operating environment. With this in mind, they have agreed a broad direction of travel which is reflected in a new 3 – 5 year plan. It incorporates some of the objectives within our existing plan but extends our ambitions over a longer and more flexible time horizon. It’s an exciting time for the charity, and not without significant challenge, but we are committed and determined to deliver the support that young people need in order for them to thrive and achieve their potential.
## OUR NEW APPROACH
Overleaf is a diagrammatic depiction of our intentions to grow as an organisation and expand our reach to support more young people who need our help. It sets out key outcomes over a 3 – 5 year time horizon but this is illustrative only – our intention is to move on key actions when the time and conditions are right, remaining responsive and agile as an organisation; this is an approach which has served us well up to now. However, we recognise the need to maintain momentum and track progress so with that in mind we have tried to plot out a desired direction of travel and outcomes over a reasonable timeline. Our plan includes seven development areas under two main headings: growing our delivery and strengthening our capacity. Our seven point plan is explained briefly below:
## Growing our Delivery
Our intention remains to prioritise depth and authenticity of approach rather than chase numbers and maximise throughput. With this in mind we want to consolidate and steadily grow our very successful core programme which operates across a whole academic year and involves a significant pastoral input and highly relational approach. At the same time we are keen to take some initial steps to diversify our reach into other areas of need with different referral partners who share our ambitions and values. We would also like to build opportunities for those who have benefited from our programmes to go on to develop further and/or continue to connect with us and become part of a wider Basecamp community. The following three development areas address our delivery ambitions:
## Strengthening our Capacity
In order to achieve our delivery ambitions, we will need to gear up the organisation to respond to the challenge, be creative and flexible in our approach and be ready to capitalise on opportunities as well as manage any risks. With this in mind, the following four development areas have been identified:
- 2.e3.e1.e
- 4.Growing and developing our team 5.Expanding our income generation operation
- 6.Developing a more mixed delivery model
- 7.Building strategic oversight
1. Expanding our beneficiaries
2. Developing new referring partners
3. Providing more progression routes
page 25
## OUR NEW 3-5 YEAR STRATEGIC PLAN
in 3 years’ time, we aim to be... In 5 years’ time, we aim to be...
**----- Start of picture text -----**
Growing our delivery
Supporting 150-200 young people across
Supporting 100 - 150 young people each year
expanding multiple programmes and increasingly
including our Core Programme, follow-on Young
our developing more bespoke partnership
Leader’s programme as well as starting to
Beneficiaries programmes aimed at supporting particular
develop new referral routes and partnerships.
at-risk groups.
Partnering with 6 schools on the Core
Continuing the growth of our Core
developing Programme and starting to develop bespoke
Programme with up to 8 schools, in addition to
new Referring pilot programmes with other charities/partner
working with multiple other partners
Partners organisations, focusing on particular at-risk
cohorts. delivering bespoke interventions.
Growing our follow-on Young Leaders’ Running multiple Young Leader’s follow-on
providing programme for those who most need our programmes as well as our ‘Basecamp
Progression support, as well as starting to create a Ambassadors’ which can represent the charity
routes ‘Basecamp Community’ for returning and act as a youth voice team to help guide
‘Basecampers’. our future growth.
strengthening our capacity
Moving from 2 to 4 Programme Managers and
Growing and Further growing our operational personnel as
securing additional fundraising resources. We will
Developing well as establishing a CEO role to assume
develop a stronger managerial structure with
our overall responsibility and guide the
Head of Programmes, Head of Operations and
team organisation’s future growth.
Head of Fundraising positions.
Meeting a likely revenue requirement of £400K
expanding Meeting a likely revenue requirement of
- £500k. Recruiting dedicated fundraising
our income £500K - £750K. Further diversifying into
professionals to lead and develop our
generation individual giving and events with additional
fundraising operation and its diversification,
operation personnel resources as required.
particularly with corporate sponsorship in mind.
developing
Becoming AALA registered and starting to Further increasing the capacity to deliver
a more mixed develop our own outdoor delivery team. ourselves and exploring the possibility of
delivery
Exploring a variety of accommodation options. acquiring access to a dedicated base.
model
building Increasing the Board to 6 Trustees to address Continuing to grow and develop the Board in
strategic any gaps in expertise and continuing to improve line with the demands of a larger
oversight the Board’s capacity and effectiveness. organisation.
**----- End of picture text -----**
page 26
## maryam’s story (so far)
Maryam is on our 2024/2025 programme and lives in a single parent household due to having an incarcerated parent. She has witnessed domestic abuse in the household and the family is navigating real financial hardship. Maryam is one of 5 siblings and is expected to spend her free time outside of school tending to domestic responsibilities. When she first met us Maryam told us:
## ‘I love doing all that stuff for my family and see it as my role, but I wanted to do Basecamp so I have some time for me, just to have fun and be myself.’
Maryam had never set foot outside of the Leeds/Bradford area, let alone on a mountainous trail. She was so unsure how to even place her feet or tie up walking boots that she often required a member of staff to work with her one to one. Seeing cows, climbing stiles and tackling long walks has been a completely new world for Maryam to experience and one she welcomed with such bravery! On the 4th trip, Maryam completed an 11km hike up to 547m, keeping up with the rest of the group and grinning the whole way with a stick she’d fashioned into a walking pole! In our reflection huddles that evening, Maryam shared:
‘Bex [Basecamp Coach] told me she couldn’t believe how far I’d come with my fitness and walking and I hadn’t realised it at first but I think she’s right. It feels really good to improve in something and know that I’ve dont that all by myself.’
## 2024 CERTIFIED ACCOUNTS AND NOTES TO THE ACCOUNTS
page 28
8ASECAMP ADVENTURE TRUST CIO
Charlty Number.. 1194998
RECEIIryS AND PAYMENTS ACCOUNT
for the perkxl ended 31 De(wnber 2024
Urw••trktsd
R•strkl•d
Fund•
Fund•
Totsl Futrda
2024
14,380
33.881
2,484
15D
16.000
66.695
Fund•
Fund•
Fun
2023
2023
14,760 34,780
80,440
2024
171.651
1352
2024
186,031
36.033
2,484
150
18.000
240,698
Grants
Donallon$
Fundrnlslng
IntareBt
Charftabkg A¢vIlla$ Inme
Tolal Incom•
2029
20,OLKI
80,440
29
174.003
100,489
14,760 115,229
Exp•ndltUT•
8taffing Costs
Subcontr8ctsd 8tafflng Cost8
Charft8b18 Advlll08 Co8ts
FundralBlng Cost8
Travol Expen868
Rent & UfjlitknB
Off1r C08ts
Det0pment Ccots
AdvortIngark91n9
AcrK•unts
In8uran¢
Tr01nlng
Refr88hmenl8
DBS Ch8ck8
IT Equlpment
unOrM
Olh•r
Bank Ch&rg
40,965
5,14
12,8S5
860
365
1,592
1,928
899
933
540
1.102
1,564
10,021
18,238
53,368
1,087
707
50,986
21.383
66,223
1,917
1,072
3,944
1,928
899
2,921
24,342
32,284
2,921
24,342
32.284
2.170
2.170
752
1,704
557
752
040
1.102
0212
515
515
3.648
414
313
380
414
313
380
1,484
170
270
440
78S
375
529
375
352
35
177
26
80
80
Totsl Expondl¢ure
Net Surplu8llDgflcll)
Tot81 monetsry fund brwht fomèrd
Tran81er b&lween fund8
Told mon8t8ry funds carrf6d foard
70,453
(3,7581
31,800
E41
27,288
87,873
88.130
14.780
754
101,844
158,328
82.372
48.060
69,750
30,719
1,081
69,750
14,760 45,479
1.081
128,932
31,800
14,780 48,580
PAGE 29
BASECAMP ADVENTURE TRUST CIO
Charlty Number: 1194998
srATEMENf OF ASSETS & UABXLMES
at 31 December 2024
IVote8 2024
2023
MONEfARY FUNDS
Pety Cash
CAF Bank
128,932
128 932
Compr1slng:
Restrlcted
Unrestrlcted
101,644
27,288
128 932
14,760
NON.MOIIEfARY ASSEfs AND LIABILMES
FIXED ASSETS
Laptop
IJeCtOr
785
380
380
1,165
CURRENT ASSETS
Prepayments
CREDITORS: amounts falllng
due wlthln one yenr
Accounts Fee
HMRC
720
240
240
7h notes onpagts9 to 10 an Integralpart of ttpse accounts
Approved by the trust on date l * q Ar(& 2025 and Igred on thelr behalf by:
Mark Rowntree
Chalr
PAGE 30
BASECAMP ADVENTURE TRUST CIO
Charity Number. 1194998
2 Grants
2024
Unrestrfcted RestrS¢ted
2023
Unrestricted Restricted
Total
Total
The Albert Hunt Trust
The Hedley Foundatbon
SlrGeorge Martln Trust
lohnnle lohn50nTrust
The Woo(**ard Charltable Trust
Sandy & Zorlca Glen Charltable Settlement
The Natlonal Lottery-Awards lorA
Thewharfedale Foundatlon
The MacRobert Trust
Thewesleyan Foundatlon
The Shears Foundatlon
Leeds Communlty Foundatlon-
Pears Yout* Fund
The Mather Fomlly ChailtableTrust
The Brelms Trust
The Tweed Farnlly Ch8flt8bie
Foundatlon
Anonymous Donatlon
The Hare0Ve9 Foundatlon
Grand Sovgreign's Care lof Chlldièn
Fund
4,000
4,000
2,000
4,500
3,630
3.630
1.000
2,000
4.500
3.630
3.630
1,000
20,000
3.872
3,872
20,000
13,409
10,000
8,560
10,000
10,000
10,000
13,409
10.000
8,560
10.000
10,000
10,000
9.680
8,000
10,000
9,680
6,000
10,000
17,785
8,385
3,500
17,765
8.385
3.500
Soverel8m Healthcare Communlty
Programrne
The POM Charitable Trust
TheAshworth Charltable Trust
Leeds Communlty Foundatlon-
Fllnt Farnlly Fund
Wade's Charlty
The Llz & Terry Bramall Foundatlon
The Whlrlwlnd Charltable Trust
The Gartleld Weston Foundatlon
Othergranis & donatlons <È3.000
3,500
3,500
5.000
3,240
10.000
5,000
3,240
10.000
3.500
4,200
10,008
3,500
4,200
10,008
10,000
11,412
10,000
4.380
7,032
380
171,851
186.031
20.000
,760
34760
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BASECAMP ADvETrIRE TRUST CIO
Charity Number: 1194998
3 Donallons
21Y24
Restflctèd
2023
Unrgstrlcted Restilcied
Unrestrlcted
Total
Total
Just GIngIc0rnpany
Personal Donatlons
3,681
30,000
3,681
32,352
2,352
80,440
80,441
33,681
252
36,033
80,44(
4- Charltable Actlvluej
21)24
un$t[l¢t9rt Restrlcted
Total
Unrestrlcted Restrlcted
Total
Leeds Cltycouncll
COOP Academy
12.0fy)
4,000
,000
11000
18,000
5 sfAFF COSTS
2024 2023
Payroll Costs (Fundralser & Head of Development)
Subcontractors Costs
(Programme Manager and Adventure Coathes)
50,986
2,921
21,383 24,342
The average monthly number of full tEme"equlvalent employees was 2.
TRUSTEES REMUNERATION
No remunerdtlon dlrectiy or Indlrectly out of the funds of the charlty was pald or payable for
the year to any trustee.
Relatsd Party Transartlons
The daughter of Trustee, Mark Rovffltree, Is employed ty the charlty as Head of
Programmes and Development- Emily Rowntree. She recewed remunerdtlon In the year
amountlng to £32,254 (£9,096 In her role and Programme Manager and subsequently
£23,158 in the above role)
#For more detsils around rules of separatlon please refer to Confllct of Interest Pollcy
12
PAGE 32
BASECAMP ADVENTURE TRUST CIO
Charty Number., 1194998
N¢)TES ON ThE FINANCIAL sfATEMENTS
For the perfod endlng 31 December 2024
RESTRICTED FUNDS
January
2024
Transfer be7
Funds
elpts Pa
DKember 2024
2023124 General
progrdmme supwrt
8,260
io,(
(18,260)
2023R4 Module or
5fiC ResldenU81
Trlps
6,500
11,900
(19,154)
754
2024125
Prr4rdMff Places
59,330
(33,334)
2024125 VLxluleg or
*thc Re51dentlal
8,500
3,249
(8,500)
2024125 W(xkshop$
3,240
2024125 A0ltUre
Ywth Coathes
(70)
3,930
2024RS YuJThJ
Leae Prcoramrne
2024126 Gen&zl
pro9Rmme
13,409
13,409
6,030
6,030
Rert wppxxt
2,352
{2,352)
2025126 rnmI
program support
55,242
(6.203)
43,210
14 760 174 003
87
73
754
13
PAGE 33
BASECAMP ADVENTURE TRUST CIO
A brfef des¢JSpdon of the restrlcted ftjnds are shown below:
202314- Progrnmm•
6en¥al programme suppt- Rests* to cr 202314 t]xe prc¥Jrnmn* arKI all asstxta
Charfty Number: 1194998
Modules or Speclfft Resldentlal Trlps- Ourcfft Prcrfjramme has slx resldert&l tr, thls fundlThJ Ls
restrtted to fadlltatlr8 fft sp&ffic trtp, and all the Va9 costs adated
202415 - Progfdmme
•loneral programme SUpt- Resblcted to delfvery of our 202415 CO Progrdmme and Its a59ated
Programnle places- a on our Core Prcgrnmme kists c4)e year and Is cOmpt* f of charge to tt
yOLmg p&)ple. Funds cover the cost of all prtsjramme relatsl costs IndJIng the onbcMirdlryJ prc
wcffk5hopsi resldentlals, adventvre aetmts, stafflng, travel, eqU1pnt, and cther Item costs asscd>ted ¥41th
runnlng thls
Modulo9 or Spedfic Rwldqntlal Trfp•-Our C(aE Progrnmme has slx resld•**l tr1* thls fuTrJkng Is
trlcknl to fIlItatIffj ona swlflc tdpi and all the varlou$ iY* asKdaW.
worklp¥- Our Core ProJRmme has slx work8pS helJ two w*ks tefore reskkntlal. Tr fvnth
Is restrtcted to all assodated o)sts of runnlw the vrkSh.
Adventure Youth Cold- Our AYC s are an Integral part of resldentlal tslps. are reswnslble for
iunnlng Hudd, small o)achlrKJ groups Ylthln eKh reSIden31 that alms to SUPlXi¢ th4Uenge, ofebrats
each cl our young kYOF4e's ))urney througtK)ut the Pr0gRmn, AYC Is restrf¢t8J to any costs
assc(latsd wlth thls team.
Youn9 Leaders Programme- Thls ts our new, follow-on prcgramme for yourvj peoe who want to PLksh
tM$Ve$ thn futhr and learn leadershLo skilis for Ilfe.
Nwl offlce Itent •upwt
202516 - Programn
flen¢rnl programme •upport- Restdctal to dellvery of 202516 Core ProgramwE Its a59xlatsJ
14
PAGE 34