{"subTitle":"Read the Scouts Annual Report 2023-24 and discover what we achieved in a year","backgroundImage":{"url":null,"caption":null,"type":null,"size":0,"width":0,"height":0,"altText":null},"backgroundColour":null,"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003ECreating brighter futures\u003C/h3\u003E\n\u003Cp class=\u0022lead\u0022\u003EWe\u2019re proud to champion young people and serve our communities.\u003C/p\u003E\n\u003Cp\u003EScouts continues to grow, with 8,800 more young people joining our movement this year, all gaining skills for life.\u003C/p\u003E\n\u003Cp\u003EI\u2019m especially proud that so many of our Scouts play their part in public life. We saw this over the Coronation weekend in May 2023, when Scouts were on the streets of London supporting the Coronation crowds \u2013 deservedly earning their Coronation Medals from\u0026nbsp;HM The King.\u003C/p\u003E\n\u003Cp\u003EAt the same time, we\u2019ve responded to some challenging situations. Most notable of these was the inquest into the death of an Explorer Scout, who tragically lost his life in 2018. We\u2019ve responded to the Coroner\u2019s Prevention of Future Deaths report by committing to a detailed action plan, which\u2019ll make fundamental changes to our approach to safety throughout Scouts. Safety and safeguarding are at the very top of the Trustees\u2019 list of priorities and I\u2019m very clear that this won\u2019t change.\u003C/p\u003E\n\u003Cp\u003EAcross the UK, we staged events to bring communities together and inspire the volunteers of the future, helping lead The Big Help Out. As part of this, in Greenock, 25 miles west of Glasgow, the local Scouts invited their community to try Scout activities, including climbing, archery, and outdoor cooking.\u003C/p\u003E\n\u003Cp\u003EIn Slough, HRH The Princess of Wales and her family helped Scouts renovate a meeting place. It was a true honour for us to see the family wearing their Scout neckerchiefs while supporting the community. It captured the true spirit of The Big Help Out, which inspired millions to try volunteering for the first time, contributing to kinder, stronger communities.\u003C/p\u003E\n\u003Cp\u003EThis public service was recognised when The Big Help Out won Charity Collaboration of the Year at the Charity Times Awards, and Scouts was named Volunteer Team of the Year in the Third Sector Awards (for our role in the Lying in State of HM Queen Elizabeth II). It was a powerful reminder that Scouts continue to keep our promise to help other people.\u003C/p\u003E\n\u003Cp\u003EA vital part of Scouts is broadening horizons and helping young people become true global citizens. Over 8,000 Scouts headed off on international adventures, including 4,000 who attended the 25th World Scout Jamboree in Korea. The jamboree presented some unique challenges including the weather (both oppressive heat and the threat of a powerful typhoon) and lack of onsite facilities. Putting our Scouts safety first, we took the decision to leave the jamboree\u0026nbsp;site early.\u003C/p\u003E\n\u003Cp\u003EThanks to our young people and volunteers\u2019 remarkable resilience and ability to adapt, Scouts still continued their jamboree journey in Seoul. This was a true test of their Scout spirit and they came through so impressively. But it\u2019s not a situation they should\u2019ve had to face. We\u2019re still in discussions with the hosts, and we\u2019ve conducted our own, independently led review. This has reported to the Board and given us excellent advice on how we plan for future international events.\u003C/p\u003E\n\u003Cp\u003EThis is also a moment to thank our outgoing Chief Executive, Matt Hyde, for his impressive contribution over the last 11 years. The innovation, energy and commitment he\u2019s brought to the role has been immense. From overseeing the opening of over 1,300 new Groups in new areas and creating social action opportunities for a quarter of a million Scouts, to the roll out of Squirrels across the UK, he\u2019s led a programme of transformative change that\u2019s helped so many young people gain skills for life. He leaves a remarkable legacy. Most significantly, his leadership has always been grounded in our values, and I particularly thank him for creating a culture where volunteers and staff have worked so well and closely together to achieve success.\u003C/p\u003E\n\u003Cp\u003EThank you Matt, and thank you to everyone who\u2019s supported us on our journey. Scouts is about teamwork and so many of you have played your part.\u003C/p\u003E\n\u003Cp\u003EJennie Price CBE\u003Cbr\u003EChair\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"sections":[{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022lead\u0022\u003EThis is my last year as Chief Executive of Scouts and it\u2019s been one of the most challenging of all my 11 years here. As with all the challenges that we\u2019ve dealt with during that time, the key, as ever in leadership, is how you listen, learn and change.\u003C/p\u003E\n\u003Cp\u003EEarlier this year, the inquest into the death of Ben Leonard (an Explorer Scout) in 2018 brought the vital importance of safety into sharp relief. Taking time to have challenging conversations internally meant we responded comprehensively to the Coroner\u2019s Prevention of Future Deaths notice. It\u2019s this mindset that has enabled us to refocus our approach to keeping young people safe, with a comprehensive programme of work creating a stronger culture of safety going forward. That same approach was evident in many of the safeguarding changes we made 10 years ago, which transformed our approach to Safe Scouting and more recently by listening and acting on recommendations from survivors in the Yours in Scouting campaign.\u003C/p\u003E\n\u003Cp\u003EWe also focused, quite rightly, on keeping young people safe at the 25th World Scout Jamboree in Korea when we relocated the 4,500-strong UK contingent to Seoul. I was there with the Scouts and they coped so well with the changes to their jamboree journey. Our young people\u2019s character and resilience shone through, and my heartfelt thanks goes to them as well as the volunteers and staff who supported them so well. This was another moment of adversity, but we acted with courage when we needed to.\u003C/p\u003E\n\u003Cp\u003EIt\u2019s so important that we regularly hold a mirror up, acknowledge where things haven\u2019t gone as planned, and respond robustly. By doing so, we can make sure this wonderful movement continues to not just survive, but thrive and make the major difference we know\u0026nbsp;it does.\u003C/p\u003E\n\u003Cp\u003EWe\u2019ve continued to inspire over 440,000 young people this year, growing the movement, while playing a vibrant role in public life. It\u2019s been a year powered, once again, by the kindness and commitment of our Scouts and volunteers. They\u2019ve truly lived their promise to\u003Cbr\u003Ehelp others.\u003C/p\u003E\n\u003Cp\u003EIn May 2023, our young people and adults were among the 7.2 million who took part in The Big Help Out, a national day of volunteering, borne out of the Scout movement. I found it so inspiring that our Scouts seized this moment to use their skills to do so much good. Everyone from our youngest Squirrel to our Joint President, HRH The Princess of Wales, lent a hand. It was a bright, inclusive moment for the whole country and brought us together in a true spirit of service as the culmination of the King\u2019s Coronation weekend.\u003C/p\u003E\n\u003Cp\u003EI\u2019m proud that our Scouts get the chance to become active citizens. Our A Million Hands programme has delivered over 150 activities, helped Scouts earn over 110,000 Community Impact badges, and inspired over 700,000 hours of service in our communities.\u003C/p\u003E\n\u003Cp\u003EOur young people continue to astonish us with their achievements. Hannah Sawyer, aged 15, overcame her anxiety to become a confident Young Leader with Beaver Scouts. Scouts gives Hannah a safe place to be herself and has allowed her to feel comfortable while playing a vital role in her Group. It\u2019s especially encouraging to see Scouts like Hannah beginning their volunteering journey.\u003C/p\u003E\n\u003Cp\u003ECelebrating our Scouts\u2019 successes is important too. Over 2,000 young people, volunteers and guests attended our Day of Celebration and Achievement at Windsor in April, including our very first King\u2019s Scouts. These are the leaders and changemakers of the future; our bravest and best.\u003C/p\u003E\n\u003Cp\u003EAnd it\u2019s great that an increasing number of employers recognise the value of the skills young people gain through Scouts, but there\u2019s more to do. I was particularly pleased to see us articulating the benefits of our programme for developing skills for working life. The Employability Badge report from Demos showed that the skills Scouts gain prepare them for a rapidly changing workplace. More than half of those who attended Scouts felt prepared starting work for the first time. This is compared with just 37% who didn\u2019t take part in any extracurricular activities.\u003C/p\u003E\n\u003Cp\u003EIt\u2019s essential to give every young person every chance, regardless of background, race, or gender. Equity, diversity and inclusion remain central to our work and we\u2019re continuing our journey to become a fairer, more inclusive movement. Working with partners like The Unmistakables has helped us identify how Black British communities can access Scouts more easily. Listening, and operating in a spirit of openness and humility, remains key to inclusive growth.\u003C/p\u003E\n\u003Cp\u003EOur generous donors and partners make so much of our work possible. Not only do they provide resources to scale up what we do, they lend their expertise and creativity to broaden and deepen it too. We\u2019re especially grateful to the Department of Culture, Media and Sport, whose Uniformed Youth Fund is helping us reduce waiting lists by creating places for 10\u201318 year olds in Scout Troops and Explorer Units. The Youth Investment Fund, the government initiative to transform out-of-school provision, has also had a remarkable impact on Scouts locally enabling them to create opportunities and improve meeting places. Scout Groups have received a remarkable total of \u00A317.5 million in funding.\u003C/p\u003E\n\u003Cp\u003EMeanwhile, imaginative partnerships are enriching our programme. UK Space Agency, Rolls-Royce and Raspberry Pi are helping us develop young people\u2019s STEM skills, while others like Warhammer and Disney are inspiring creativity, teamwork and supporting wellbeing. We\u2019ve expanded our biggest partnership with GO Outdoors, whose support for Scouts is stronger than ever. My sincere thanks to each and every partner for their contribution.\u003C/p\u003E\n\u003Cp\u003EIt\u2019s been a huge honour and privilege to lead this great movement over the last 11 years, working with our extraordinary volunteer and staff teams to support so many young people. There\u2019ve been so many highlights \u2013 the launch of our social action campaign A Million Hands, delivering Scouts in more communities, our rebrand, launching Squirrels across the UK, and many more. We\u2019ve faced challenges together too, not least supporting the movement through the pandemic with #TheGreatIndoors, our Hike to the Moon and Race Round the World. Thank you to everyone who\u2019s helped us achieve these amazing things together. I\u2019ll never forget your kindness and friendship.\u003C/p\u003E\n\u003Cp\u003EI know Scouts will go from strength to strength, but only by us continuing to face into our challenges, learning and moving with the times. When all\u2019s said and done, we\u2019re about one thing \u2013 preparing young people for the future with skills for life. Every young person deserves every opportunity. As long as we continue to create these, the future remains bright.\u003C/p\u003E\n\u003Cp\u003EMatt Hyde OBE\u003Cbr\u003EChief Executive\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":null,"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/as-scouts-we-believe-in-creating-brighter-futures/","title":"As Scouts, we believe in creating brighter futures"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/a-year-of-challenge-learning-and-change/","title":"A year of challenge, learning and change"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/as-scouts-we-believe-in-creating-brighter-futures/","title":"As Scouts, we believe in creating brighter futures"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/skills-for-life-our-plan-to-prepare-better-futures-2018-2025/","title":"Skills for Life: Our plan to prepare better futures 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year.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84MDUyMSJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/a-year-of-challenge-learning-and-change/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022lead\u0022\u003EThis year, we\u2019ve done that by helping even more young people gain skills for life.\u003C/p\u003E\n\u003Cp\u003EBut that can only happen when we have well supported volunteers locally, and when we\u2019re reaching out to new communities. That\u2019s why we\u2019ve focused on two key things: improving our volunteer experience and growing inclusively.\u003C/p\u003E\n\u003Cp\u003EI\u2019d also like to acknowledge that it\u2019s been a challenging year in several ways, not least addressing safety and safeguarding concerns and working through a very tough World Scout Jamboree. We face all these situations with care and compassion for those people involved, and it\u2019s vital that we continue to learn as much as we can for the future.\u003C/p\u003E\n\u003Cp\u003EOur success depends on forging strong partnerships locally and my thanks goes out to all those volunteers who\u2019ve helped make these connections. We believe we need to be proactive in this space, starting conversations and going to meet people where they are \u2013 rather than simply waiting for them to walk through our doors.\u003C/p\u003E\n\u003Cp\u003EEach of our teams have committed to reaching communities where Scouts hasn\u2019t been well represented before, offering opportunities for more young people to experience all that Scouts can offer them. Our 1,400 Squirrel Dreys, with 24% in areas of deprivation, show our significant progress in this area.\u003C/p\u003E\n\u003Cp\u003EI was delighted to see 5 year old Thomas from Carlisle receive a Chief Scout\u2019s Unsung Heroes Award this year. Not only did he attend his first sleepover (along with thousands of other 4\u20136 year olds), but he also made a special effort to help other children settle into\u0026nbsp;Squirrels too. It\u2019s brilliant to see this care and kindness\u0026nbsp;in our Scouts.\u003C/p\u003E\n\u003Cp\u003EI was equally pleased to see 17 year old Saim Raza receiving his award. Alongside his mum, he started 58th Walsall Scout Group when they moved from Cardiff. Scouts was a new concept for the local Muslim community. However, with Saim\u2019s passion and determination, the whole community got on board.\u003C/p\u003E\n\u003Cp\u003EFor volunteers, this has been a year of change as we move to team-based volunteering. This\u2019ll make volunteering simpler, more rewarding, and enjoyable.\u0026nbsp;It\u2019ll also make volunteering easier to understand for those new to Scouts.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re seeing change across our local and national teams, and our UK Leadership Team is no exception. This is the first year I write with my new role title of UK Chief Volunteer. Change isn\u2019t always easy, and we\u2019re working through it together.\u003C/p\u003E\n\u003Cp\u003EOur programme has gone from strength to strength. I was especially delighted to see us launch our #Outdoorin24 campaign, encouraging more outdoor adventures, from camps and hikes to kayaks and climbs. We still believe the great outdoors is where young people learn best; where they can be themselves, step up and play their part. The outdoors has proven benefits for wellbeing and we\u2019re proud to be supporters of outdoor learning across our many adventure centres.\u003C/p\u003E\n\u003Cp\u003EWe\u2019ve continued to focus strongly on safety and safeguarding too. Learning continuously, we make sure our policies, procedures and training in these areas reflect the very best practice in the sector. We updated our \u2018Yellow Card\u2019 \u2013 our safeguarding code of conduct for adults \u2013 in January. We supported our members to make sure they felt confident about the changes.\u003C/p\u003E\n\u003Cp\u003ESafety training is a key part of every volunteer\u2019s journey, and I\u2019m pleased 98% of all our adults are compliant. But this needs to be higher still. Keeping people safe remains our top priority and my gratitude goes to everyone who\u2019s kept this as a number one concern in an exceptionally busy year.\u003C/p\u003E\n\u003Cp\u003EOne of the most enjoyable parts of my role is travelling around the UK to meet our local volunteer teams. Although I\u2019ve been part of Scouts most of my life, I\u2019m\u0026nbsp;still bowled over by the commitment and kindness of\u0026nbsp;our volunteers, and the energy and creativity of our young people.\u003C/p\u003E\n\u003Cp\u003ESaying thank you to our volunteers is so important. That\u2019s why this year\u2019s Thanksgiving Service at Westminster Abbey (our first since the COVID-19 pandemic) was extra special. Well done to those who contributed so well.\u003C/p\u003E\n\u003Cp\u003EAs we look ahead to a new year for Scouts, and a new strategy, I look forward to engaging our members in shaping it.\u003C/p\u003E\n\u003Cp\u003EThe future belongs to us all, but especially our young people. Let\u2019s create a bright future together.\u003C/p\u003E\n\u003Cp\u003ECarl Hankinson\u003Cbr\u003EUK Chief Volunteer\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/a-year-of-challenge-learning-and-change/","title":"A year of challenge, learning and change"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/skills-for-life-our-plan-to-prepare-better-futures-2018-2025/","title":"Skills for Life: Our plan to prepare better futures 2018-2025"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/a-year-of-challenge-learning-and-change/","title":"A year of challenge, learning and change"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/as-scouts-we-believe-in-creating-brighter-futures/","title":"As Scouts, we believe in creating brighter 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their experience at Scouts each year\u003C/li\u003E\n\u003Cli\u003E57% of young people use their skills to run Scouting activities for other young people\u003C/li\u003E\n\u003Cli\u003E40% of young people aged 4-14 achieve Top Awards;\u003C/li\u003E\n\u003Cli\u003E10% of those 14\u002B achieve Top Awards\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4\u003ECommunity Impact\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli\u003EAt least 42% of young people making a positive impact in their community each year\u003C/li\u003E\n\u003Cli\u003E40% if young people will achieve Top Awards\u003C/li\u003E\n\u003Cli\u003E10% of young people 14\u002B will achieve Top Awards\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EOur three pillars of work\u003C/h3\u003E\n\u003Cp\u003ETo support the movement to achieve these objectives, we will focus on three pillars of work:\u003C/p\u003E\n\u003Ch4\u003EProgramme\u003C/h4\u003E\n\u003Cp\u003EA fun, enjoyable, high quality programme consistently delivered and supported by 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Report 2023-24 and discover what we achieved in a year.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84MDUyMyJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/skills-for-life-our-plan-to-prepare-better-futures-2018-2025/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003EAim:\u003C/strong\u003E We\u2019re steadily growing Scouts across the UK, which is fantastic news. With more adult volunteers and Young Leaders, we can give more young people skills for life.\u003C/p\u003E\n\u003Cp\u003EAs we welcome people to our movement, we\u2019re focusing on growing inclusively. We\u2019re making sure\u00A0we reach and involve all the communities in the UK, including Indices of multiple deprivation (IMD) areas.\u003C/p\u003E\n\u003Cp\u003EIMDs are widely-used datasets to classify the relative deprivation of small areas in the UK. They give areas a deprivation score \u2013 1 being most deprived, and 10 being least deprived. A key part of our work is focused on growing Scouts in IMD 1\u20135 areas.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cp\u003EOur strategy to 2025 includes growth targets by January 2026:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E487,000 young people aged 6\u201318\u003C/li\u003E\n\u003Cli\u003E60,000 Squirrel Scouts\u003C/li\u003E\n\u003Cli\u003EYoung Leaders \u2013 we recorded 19,775 Explorer Scout Young Leaders at our last Census, exceeding our target of 19,500 by January 2026\u003C/li\u003E\n\u003Cli\u003E88,000 frontline adults\u003C/li\u003E\n\u003Cli\u003E500 more Sections created in IMD 1\u20133\u003C/li\u003E\n\u003Cli\u003EAt least 5% of our adult volunteers being from Black, Asian or Minority Ethnic backgrounds\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EThese are the staff-supported workstreams that encompass the delivery for Growth:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EThe Growth and Communities Team\u003C/li\u003E\n\u003Cli\u003EThe Uniformed Youth Fund Team (funded by DCMS)\u003C/li\u003E\n\u003Cli\u003EThe Underrepresented Communities Fund (funded\u00A0by Scouts)\u003C/li\u003E\n\u003Cli\u003EEarly Years Programme of Work\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cp\u003EWe\u2019ve worked across a number of different delivery streams to support volunteers to help grow and develop Scouts locally.\u003C/p\u003E\n\u003Cp\u003E216 new Scout and Explorer Sections were supported by the DCMS Uniformed Youth Fund team, startup and programme grants across the movement. This gives strong support for our older youth Sections in England.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E128 new Sections opened in England by the Growth and Communities Team from April 2023 to March 2024, with 83 of these in IMDs 1\u20135. The Growth and Communities Team has worked with Lead Volunteers within our Regions, Counties and Districts to drive this.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve made progress towards having at least 5% of our adult volunteers from Black, Asian or minority ethnic communities, with this figure rising to 3.8% in Census this year.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve set up an Underrepresented Communities team with 19 Local Growth Officers in Counties across England, as well as in Scotland and Northern Ireland. Their focus is on opening new Sections specifically in IMDs 1\u20133 or in areas that serve predominantly Black, Asian or minority ethnic communities.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve continued to grow Squirrel Dreys across the country, with 6,105 more young people joining our youngest Section. As of Census 2024, this brought the total number of Squirrel Scouts to 16,691.\u003C/li\u003E\n\u003Cli\u003EOver 8,700 more young people are taking part in Scouts compared to last year, bringing us to a total of 445,056 young people and 152,763 adult volunteers. This means we grew by 2% last year.\u003C/li\u003E\n\u003Cli\u003E1171 more sections in IMD 1-5 locations have opened since the Covid-19 pandemic.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cp\u003EContinuing to support the movement to grow and deliver a fun, inspiring and safe programme in all communities by:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EContinuing to open new, and re-energise existing, Sections across the country.\u003C/li\u003E\n\u003Cli\u003EContinuing to grow Squirrel Dreys across the UK.\u003C/li\u003E\n\u003Cli\u003EDriving growth in Scouts and Explorers in lower IMD areas through the final year of the DCMS Uniformed Youth Fund.\u003C/li\u003E\n\u003Cli\u003EDriving growth in lower IMD areas and Black, Asian and minority ethnic communities, including developing pilots for growing Scouts in Black 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Ever since Scouts began, we\u2019ve brought young people together from different backgrounds to enjoy adventurous experiences, learn new skills, and have fun.\u003C/p\u003E\n\u003Cp\u003EMore recently, we\u2019ve made brilliant leaps forward to make our movement a place where anyone can belong. We make sure our LGBTQ\u002B young people and volunteers can be themselves, our Race Equity project is gathering momentum, and we\u2019re starting Scouts in areas we weren\u2019t serving before.\u003C/p\u003E\n\u003Cp\u003EWhile we\u2019re proud of what we\u2019ve achieved so far, there\u2019s more we want to do to make our movement as inclusive as possible. We\u2019re not stopping until every young person can join, enjoy themselves and thrive in Scouts.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cp\u003EBy the end of 2025:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ESince the Covid-19 pandemic we have opened 1,171 new sections in IMD 1-5 locations.\u003C/li\u003E\n\u003Cli\u003EWe are working towards the goal of 5% of our volunteers to be from Black, Asian and minority ethnic backgrounds and are currently standing at 3.8%.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cp\u003EWe\u2019ve worked with external independent experts to conduct research and share their insights, so we can focus our energies where we can make the most impact. This helped volunteers understand how to best engage with, and support, the least represented communities in Scouts. We\u2019ve identified some of the ways in which Black communities may experience barriers to Scouts, and understand better ways in which we could be more appealing and inclusive to these communities.\u003C/p\u003E\n\u003Cp\u003EWe conducted research to understand the experiences of volunteer colleagues from Black, Asian, and minority ethnic communities within our UK Headquarters teams. The findings revealed significant scope for improvement. We\u2019ve redoubled our efforts towards sustainable, long lasting cultural changes that\u2019ll help us attract and retain talented volunteers from Black, Asian and minority ethnic communities.\u003C/p\u003E\n\u003Cp\u003ETo support volunteers to build and deliver an ambitious Programme of Work, we\u2019ve built a strong and stable staff team, focused on four priority areas:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EPiloting Scouts in Black communities\u003C/li\u003E\n\u003Cli\u003ESupporting neurodivergent members\u003C/li\u003E\n\u003Cli\u003EEnabling culture change among our UK teams\u003C/li\u003E\n\u003Cli\u003EMaking sure we support the movement to\u00A0learn from complaints that come into our resolutions team\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EThe team are working alongside volunteers to support the movement\u2019s efforts to give young people and volunteers from underrepresented communities the chance to thrive in Scouts. For example, in November, the staff team supported 50 local inclusion volunteers from across the UK with a day of online workshops. Volunteers shared their learning about how to support different needs, such as those members with autism, as part of our focus on supporting neurodivergent young people and volunteers, through to setting up Groups in schools and hospitals.\u003C/p\u003E\n\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cp\u003EBy the start of 2025, we\u2019re aiming to have the full Programme of Work ready to kick off, building on our current priorities. We\u2019ll offer more online resources and a range of learning opportunities, and strengthen the breadth and reach of our inclusion volunteers. We\u2019re hoping all of these will help more volunteers feel they have the capacity, capability, and confidence to grow Scouts in the communities we\u2019re currently underserving.\u003C/p\u003E\n\u003Cp\u003EWe\u2019ll be reviewing the experiences of neurodivergent people across Scouts, making sure we understand their needs, how we can improve their experiences in Scouts, and highlight where there\u2019s already good practice that fellow volunteers can learn from.\u003C/p\u003E\n\u003Cp\u003EWe\u2019ve started work around building a zero tolerance approach to discrimination, including zero tolerance to racism. This is to prevent harm before it\u2019s caused, as well as improving how we respond as a movement to instances of discrimination. 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For this to happen, it\u2019s important we create opportunities for young people to use their voices.\u003C/p\u003E\n\u003Cp\u003EWhen young people shape Scouts, they improve our movement, and become more likely to achieve their Top Awards.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003E66% of young people aged 6\u201318 will influence what happens locally in Scouts.\u003C/li\u003E\n\u003Cli\u003E57% of young people will use their skills to run Scouts activities for other young people.\u003C/li\u003E\n\u003Cli\u003E40% of young people aged 4\u201314, and 10% of those aged 14\u002B, will be achieving Top Awards.\u003C/li\u003E\n\u003Cli\u003EIncrease the number of young people achieving the YouShape Award to 100,000 between April 2023 and March 2024.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe\u2019ve awarded over 70,000 YouShape Awards in the past year, which is working towards our goal of 250,000 young people shaping Scouts by 2025.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve launched our YouShape Awards for Squirrels to help us embed Youth Shaped Scouts into our youngest Section.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve improved the support we give to our Young Leaders\u2019 Scheme. In doing so, we\u2019ve achieved our strategic goal for Young Leaders, with 19,775 now in the movement.\u003C/li\u003E\n\u003Cli\u003EIn 2023, we asked young people how much they thought they were shaping their Scouts experience. 75% of young people reported that they make choices about what they do in Scouts, with 56% reporting that their views influence what happens in Scouts locally.\u003C/li\u003E\n\u003Cli\u003EAnother Youth Shaped objective is to increase the number of young people in leadership positions. We now have 532 inspiring local Youth Leads (previously called Youth Commissioners), growing from 460 in 2018.\u003C/li\u003E\n\u003Cli\u003EThese inspiring Youth Leads have attended Support Weekends in October and April, with quarterly calls taking place to make sure they feel supported to excel in their roles.\u003C/li\u003E\n\u003Cli\u003EIn 2023, 41.6% of 4\u201314 year olds and 5.4% of 14\u002B year olds achieved their Top Awards.\u003C/li\u003E\n\u003Cli\u003EWe also made some changes to the King\u2019s Scout Award to make it more accessible and inclusive for young people to achieve.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ELocal Youth Leads will help embed the YouShape Award in programmes across the UK. 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We\u2019ve always been committed to social action and making a difference, both to the young people taking part in projects and the communities they\u2019re helping.\u003C/p\u003E\n\u003Cp\u003EWhile high quality community impact projects take planning and time, they\u2019re essential to any Scouts programme, especially for young people hoping to achieve our Top Awards.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Ch4\u003EBy 2025\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli\u003EAt least 42% of young people will make a positive impact in their community each year.\u003C/li\u003E\n\u003Cli\u003E40% of young people aged 4\u201314, and 10% of those aged 14\u002B, will be achieving their Top Awards.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4\u003EA Million Hands\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli\u003EOur \u2018A Million Hands\u2019 initiative, the award-winning partnership we started in 2019 with charity partners, ended this year. It aimed to mobilise members to undertake community impact projects on a variety of themes picked by our young people.\u003C/li\u003E\n\u003Cli\u003EThe campaign provided \u2018off the shelf\u2019 resources for leaders, Young Leaders (aged 14\u201317) and young people themselves, making it easier to deliver our Community Impact Staged Activity Badges.\u003C/li\u003E\n\u003Cli\u003EYoung people had selected the themes and partners for 2019\u20132023:\n\u003Cul\u003E\n\u003Cli\u003EBetter mental health for all, with Mind, Inspire and Scottish Association for Mental Health (SAMH)\u003C/li\u003E\n\u003Cli\u003ESupporting refugees and displaced children, with Save the Children\u003C/li\u003E\n\u003Cli\u003EUnderstanding disability, with the National Autistic Society\u003C/li\u003E\n\u003Cli\u003EProtecting our environment, with World Wide Fund for Nature (WWF)\u003C/li\u003E\n\u003Cli\u003EEnding homelessness, with Crisis and The Simon Community NI\u003C/li\u003E\n\u003Cli\u003EKindness in every community, with the British Red Cross\u003C/li\u003E\n\u003C/ul\u003E\n\u003C/li\u003E\n\u003Cli\u003ESince it was launched, A Million Hands drove more than 700,000 hours of collective action represented through 110,000 community impact badges.\u003C/li\u003E\n\u003Cli\u003EThe end of this initiative marks a real achievement in our strategic ambitions for community impact and service, reflecting the potential for positive change and Scouts\u2019 commitment to leaving the world better than we found it.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cp\u003EIn the past year, young people dedicated over 180,000 hours to community impact. By doing so, we made tangible strides towards creating meaningful and sustainable change in our communities. This dedication and perseverance exemplifies the commitment of individuals and organisations involved in driving positive social impact on a large scale.\u003C/p\u003E\n\u003Cp\u003EThe Scout Experience Survey showed that 48% of young people took part in action to make a positive difference to their communities or the world around them. This included Scouts contributing to The Big Help Out during the Coronation weekend, which showed Scouts serving our communities and learning skills for life through community engagement efforts in more than 100 locations.\u003C/p\u003E\n\u003Cp\u003ECensus data showed that 41.6% of young people from Squirrels to Scouts achieved their Chief Scout Awards, with 5.4% over the age of 14 completing at least one of their Top Awards. To achieve our Top Awards, young people need to take part in community impact activities appropriate to their age group.\u003C/p\u003E\n\u003Cp\u003EOur Community Impact group of young people from across the UK led a review of how we support them to create impact in communities including through A Million Hands. This review concluded that A Million Hands gave young people a powerful springboard for getting involved in their communities. Going forward, young people asked us for more focus on having an impact in their immediate local communities, building on the programme resources developed for A Million Hands. The review led to a refocus on approaches aimed at maximising the effectiveness of community engagement efforts.\u003C/p\u003E\n\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe\u2019re launching the World Organization of the Scout Movement (WOSM) Earth Tribe programme in the UK, connecting our young members\u2019 desire for local community engagement to an international team of changemakers working to protect their environments.\u003C/li\u003E\n\u003Cli\u003EThe Earth Tribe initiative empowers young people to take a proactive approach to global environmental challenges by acting in their location, such as climate change and environmental degradation. 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Alongside safeguarding, it\u2019s our number one priority to keep young people in our care safe from harm.\u003C/p\u003E\n\u003Ch4\u003EProgress a year on\u003C/h4\u003E\n\u003Cp\u003EWe\u2019ve continued delivering our agreed three-year safety road map from 2023 to 2025. This has included:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ESafety training: We\u2019ve improved and maintained compliance with core safety training, with over 98% of all members having undertaken this.\u003C/li\u003E\n\u003Cli\u003ESafety Assurance: We\u2019ve established a direct primary authority partnership to receive Primary Authority Advice tailored to our specific needs. Initially focused on UKHQ activity, the primary authority provide a key point of contact and source of assured information which supports regulatory compliance and which other regulators must have regard for. The primary authority also undertakes independent inspection providing assurance on regulatory compliance on the ground. Over time, this\u2019ll provide additional confidence in our UKHQ safety processes and practice.\u003C/li\u003E\n\u003Cli\u003EShared learning: Learning from incidents and opportunities for improvement informs our reviews of rules and guidance and is shared with members through our webinars and member emails.\u003C/li\u003E\n\u003Cli\u003EReviewed our Policy, Organisation and Rules: This includes guidance and supporting templates. We then delivered briefings and training sessions in line with our updates.\u003C/li\u003E\n\u003Cli\u003EMoving forwards, and following the inquest into the death of Ben Leonard, we\u2019re proposing to go even further to make sure every child and young person can enjoy Scouts safely.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4\u003EWhat\u0027s next\u003C/h4\u003E\n\u003Cp\u003EWe\u2019ve undertaken significant learning from the inquest into the death of Ben Leonard and the Coroner\u2019s Prevention of Future Deaths Report. We\u2019re committed to fundamentally changing our approach to safety, and we see this as a transformational moment for the movement. The changes we\u2019re making include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ESignificant investment in our UK safety team to support delivery and training.\u003C/li\u003E\n\u003Cli\u003EDeveloping a new strategic partnership to review our policies and practices and develop new ways of working, including external inspection.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve updated existing safety training so it can\u2019t be clicked through, and we\u2019re commissioning new supplementary safety training.\u003C/li\u003E\n\u003Cli\u003EDeveloping new movement-wide safety training which is level and role specific.\u003C/li\u003E\n\u003Cli\u003EAdding more scrutiny and external critique to our movement-wide assurance processes.\u003C/li\u003E\n\u003Cli\u003ECreating new policies to commit to embedding a duty of candour, and how we support and deal with critical incidents.\u003C/li\u003E\n\u003Cli\u003EAn external review of our permitting scheme and the understanding of external approaches to audit and inspection.\u003C/li\u003E\n\u003Cli\u003EIntroducing new neutral suspension powers for those involved in critical incidents or significant near misses.\u003C/li\u003E\n\u003Cli\u003EPublishing a new annual Safety Report next year, providing further information on safety in Scouts.\u003C/li\u003E\n\u003Cli\u003EReview first aid guidance, training, and assessment to make sure it meets good practice.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EIn addition, we\u2019ll:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EReview the guidance, support and information we provide to the movement, so we continue to make safety information easily accessible and understood.\u003C/li\u003E\n\u003Cli\u003EContinue to support the implementation of the Learning Management System (LMS).\u003C/li\u003E\n\u003Cli\u003EReview and improve our incident management processes.\u003C/li\u003E\n\u003Cli\u003EContinue to embed our continuous improvement culture.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4\u003ESafety governance\u003C/h4\u003E\n\u003Cp\u003EWe have a range of measures in place to keep everyone safe. 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Each year, the Board gets a full report of Safety Committee activities.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003ESafeguarding\u003C/h3\u003E\n\u003Cp\u003E\u003Cstrong\u003EAim:\u003C/strong\u003E At Scouts, we continue to be committed to keeping young people in our care safe from harm.\u00A0This is our number one priority. Along with safety, safeguarding is the golden thread throughout our movement.\u003C/p\u003E\n\u003Ch4\u003EProgress a year on\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli\u003EOur Yellow Card Code of Practice is fundamental\u00A0to keeping young people safe. We updated our Yellow Card to make it easier for people to report things concerning them, and our members have ordered over 180,000 new Yellow Cards. This means people now report issues directly to our HQ Safeguarding Team.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve worked with Childline to develop a new child-friendly poster for young people so they know how to speak in confidence about any concerns they may have. Over 17,000 have been ordered for Scout meeting places across the UK.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve invested more resources into our safeguarding team, so they can respond to current and anticipated increases in the volume and complexity of referrals. This has led to team reorganisation and new ways\u00A0of working, so we can be more efficient and effective in our response. Since making these changes, we\u2019ve significantly reduced the number of open cases and improved how we respond and manage ongoing cases.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve worked with NSPCC to review and update our safeguarding policy and mandatory safeguarding training. 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Away across all Sections. Nights Away are the most impactful way to achieve our outcomes.\u003C/li\u003E\n\u003Cli\u003ESquirrels Growth: Establish 2,000 Squirrel Dreys, reaching 26,000 young people, with 30% of Dreys in areas of deprivation and 10% in Groups with over 10% of participating young people from Black, Asian and minority ethnic backgrounds.\u003C/li\u003E\n\u003Cli\u003EReview our programme for 14\u201324 year olds.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EOur activity finder\u003C/h3\u003E\n\u003Cp\u003EOver the past 12 months, there\u2019ve been 1.75 million visits to our activity pages by more than 480,000 users. Our Net Promoter Score for the year is 30, which is classified as good and is a 4 point increase on last year. We now have over 1,700 live activities, including 100 new activities added in the last year, as well as guidance and resources for talking to young people about international crises and wars.\u003C/p\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cp\u003EWe continued to increase the support for everyone delivering the Scout and Explorer programme by updating the King\u2019s Scout Award, and some of our resources to better support volunteers to deliver our Young Leaders\u2019 Scheme locally.\u003C/p\u003E\n\u003Cp\u003EIn terms of Top Awards, 41.6% of 4\u201314 year olds are achieving their Top Award, which has increased by 4.4% since last year and exceeds our organisational target of 40%. For 14\u002B year olds, 5.4% are achieving their Top Award, which has increased by 1% since last year and is working to our organisational target of 10%. This is why we\u2019ve updated our King\u2019s Scout Award and Young Leader Scheme to make it more accessible for young people to achieve.\u003C/p\u003E\n\u003Cp\u003EWe started a review of Scout badges, surveying 400 volunteers to get their views. Next, we\u2019ll involve young people to review this part of the programme, to make sure the badges are relevant and accessible to all our young people. We\u2019ve also updated our Disability Badges and the Swimmer Staged Badges.\u003C/p\u003E\n\u003Cp\u003EWe\u2019ve encouraged all Scouts, from Squirrels to Network, to do more outdoors activities through Outdoor in 24. In the last year, we\u2019ve granted 15,077 Nights Away and Adventurous Activities Permits to volunteers to support safe adventures. Outdoor in 24 has sold over 3,500 badges and saw 17,000 web page views.\u003C/p\u003E\n\u003Cp\u003EThe outbreak of conflict in Israel and Palestine prompted volunteers to ask for improved resources for addressing grief and international crises. In response to members, we produced a guide to discuss conflict using Scout values and resources about Palestinian culture.\u003C/p\u003E\n\u003Cp\u003EWhile there were significant challenges during the 25th World Scout Jamboree, it created a post-pandemic moment for engaging our movement in an international programme. Those who attended the jamboree experienced a range of activities, making sure Explorer Scouts were able to achieve key badges and elements of their Top Awards. The UK Contingent developed programmes for Squirrel Scouts through to Scout Network members to engage with in the UK. This made it possible for more young people to experience the jamboree\u2019s blend of adventure, Korean culture, personal growth, creativity and global citizenship.\u003C/p\u003E\n\u003Cp\u003EWe\u2019ve progressed our ambitions for growing Squirrels. We\u2019ve supported volunteers to open 1,587 Squirrel Dreys, with 25% of those Dreys in areas of deprivation. Through our work with Bookmark, we\u2019ve offered more support to volunteers with storytelling for Squirrels too.\u003C/p\u003E\n\u003Ch3\u003EWorking with our supporters\u003C/h3\u003E\n\u003Cp\u003EOver the last year, we\u2019ve created a range of activities with our supporters, who bring their expertise to enhance our programme.\u003Cbr\u003EHere are a few opportunities for young people made possible by our partnerships:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EUK Space Agency \u2013 Our partnership reached new heights with 51,401 badges awarded and the recent launch of a Space Activity Badge for Squirrels. We\u2019re reassessing all our Space badges in summer 2024.\u003C/li\u003E\n\u003Cli\u003EDisney \u2013 Storytelling programme resources linking to Frozen and Young Jedi Adventures for Squirrels. 11,117 blanket badges were awarded across the year.\u003C/li\u003E\n\u003Cli\u003EGas Distribution Networks \u2013 Carbon Monoxide safety is an important topic that\u2019s been creatively supported this year and 12,332 Cubs Home Safety Badges have been awarded. We also launched an e-learning module for volunteers, which was accessed by over 200 volunteers in the first few weeks and we\u2019re continuing to promote it.\u003C/li\u003E\n\u003Cli\u003EThe Rail Industry \u2013 Platforms for Change and linked activities that educate young people about staying safe on and near railways and also connects our Scout Groups with their local stations, staff, and volunteers in their communities. 28,928 badges have been awarded and 180 Groups signed up to take part in Platforms for Change, bringing Scouts out into the community.\u003C/li\u003E\n\u003Cli\u003EDacia \u2013 Supporting the Scouts Adventure Challenge Award. Dacia have helped co-create new activities and contributed a \u00A350,000 grant fund to make outdoor adventure more accessible and affordable. 152 grants for training and permits have been awarded so far across the country, enabling at least 6,250 more young people to access adventure now, and many more in the future.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EReviewing our programme\u003C/h3\u003E\n\u003Cp\u003EAround the 20th anniversary of Explorer Scouts (14\u201318 year olds) and Scout Network (18\u201324 year olds), we started reviewing our programme for 14\u201324 year olds to make sure we\u2019re meeting young people\u2019s needs and aspirations. 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If they enjoy volunteering with us, we\u2019ll inspire them to keep supporting our young people to gain skills for life.\u003C/p\u003E\n\u003Cp\u003EAs well as appreciating the amazing work of our current volunteers, we want to welcome new volunteers. With more volunteers to deliver our programmes, we can give even more young people the chance to enjoy Scouts.\u003C/p\u003E\n\u003Ch3\u003EGoals\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ERecruit more volunteers and welcome new volunteers more warmly from the start. We\u2019ll make sure our teams and our way of volunteering fits with the time people want to give, and we have people with the right skills and support. We\u2019ll also make our processes more accessible by creating up to date recruitment and appointment tools.\u003C/li\u003E\n\u003Cli\u003EMake volunteering a positive experience, every day. To do this, volunteers are leading the redesign of future volunteers\u2019 experience, using a new co-led team approach.\u003C/li\u003E\n\u003Cli\u003ECreate more engaging learning for volunteers and supporting volunteers to develop their skills when and where they need to.\u003C/li\u003E\n\u003Cli\u003EBuild the digital tools to enable all the above. This means developing a new fit-for-purpose membership system and a convenient way for members to learn, co-created with volunteers. They\u2019ll both be easy to use and accessible through scouts.org.uk.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EIn May 2023, we started rolling out the first cultural changes to volunteering locally. This focused on our new approach to volunteering in teams, what we call ourselves, and how we use Our Volunteering Culture statement to help set the right expectations. We\u2019ve also made changes to local Trustee Boards and improved the support available to them.\u003C/li\u003E\n\u003Cli\u003EMost of our essential learning, known as Growing Roots, has been developed in collaboration with around 200 volunteers\u2019 input and subject experts. We\u2019re now testing it locally so we can make it even better before we launch.\u003C/li\u003E\n\u003Cli\u003EWe have 105 Transformation Leads in place working across all 85 Counties, Areas and Regions in the UK. They\u2019re helping to prepare, inform, engage and communicate in their local patch about the upcoming changes.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve concluded our collaboration with Girlguiding, generously funded by the Pears Foundation, to build a new recruitment tool to help us welcome more volunteers to both organisations. We\u2019ve learned lots from each other about how to overcome shared challenges and the new tool will be part of the systems going live later in 2024.\u003C/li\u003E\n\u003Cli\u003EOur Digital Skills tool launched in the summer of 2023, and our work in this area was awarded Runner-Up in the Digital Leaders 100, Digital Skills category. The tool helps volunteers to build their skills and confidence. This is part of supporting lifelong learning and it\u2019s an important part of the support we\u2019re providing around our new systems.\u003C/li\u003E\n\u003Cli\u003EWe completed the digital build for our new learning and membership systems. The digital build has been warmly received by over 320 volunteers in testing. 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For Scouts to be more visible, trusted, respected, and seen as playing a key role in today\u2019s society.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EGoal: \u003C/strong\u003EMake sure our brand is frequently and positively seen in the public eye, sharing our key skills for life message and building trust.\u003C/p\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Ch4\u003EImproving our perception\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe\u2019ve worked hard to keep Scouts in the public eye to show young people thriving and learning skills for life. Visibility underpins growth and we generated more than 27,600 pieces of media coverage in the UK, equivalent to each UK adult seeing more than two articles a week.\u003C/li\u003E\n\u003Cli\u003EMillions saw Scouts serving their communities in May, whether they supported the crowds for the Coronation of HM King Charles III, or volunteered at one of the 100 Scouts volunteering events for The Big Help Out. This included HRH The Princess of Wales\u2019 family helping refresh a meeting place for a community in Slough, while in Brent, Scouts invited new people to take part in an activity day led by Chief Scout, Bear Grylls.\u003C/li\u003E\n\u003Cli\u003ESummer brought the 25th World Scout Jamboree to South Korea. As we relocated our 4,500-strong UK Contingent to Seoul to keep young people safe, it generated high visibility on socials and in the media. Showing that safety was our top priority meant this decision still benefitted perception, with YouGov research showing public trust remains strong at 70% and improved brand approval scores. Over the year this contributed to improved brand approval scores with YouGov, especially among 28-40 year olds.\u003C/li\u003E\n\u003Cli\u003EThe autumn saw Bear thanking Willesden volunteer Sharmine Chowdhury-Tse on the BBC\u2019s The One Show. The Chief Scout\u2019s book, \u2018Do Your Best \u2013 How to be a Scout\u2019, also took skills for life into the homes of thousands of readers.\u003C/li\u003E\n\u003Cli\u003EIn December 2023, Scouts appeared on ITV with HRH The Princess of Wales at her Christmas Carol Service, which focused on thanking those supporting young people in their early years.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4\u003ESupporting young people\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli\u003EThis year, Demos and Scouts launched employability research, which showed 74% of former Scouts feel positive about their career goals, compared to just 47% of those without extracurricular experiences.\u003C/li\u003E\n\u003Cli\u003EWe recruited a team of Youth Advocates, Scouts aged 18\u201324, to help us share how Scouts gives young people skills for life with decision makers.\u003C/li\u003E\n\u003Cli\u003EAhead of the 2024 general election, we worked with our advocates and volunteers to introduce the Scouts\u2019 Manifesto, asking the next government to back young people and the volunteers who support them.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4\u003EAttracting, recruiting, and retaining volunteers\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli\u003ETo complement our national visibility, part of the Department for Culture, Media and Sport (DCMS) Uniformed Youth Fund (UYF) grant added support for local communications to help attract new volunteers for 225 new Sections.\u003C/li\u003E\n\u003Cli\u003EWe also supported local groups to access government funding directly, unlocking \u00A317 million from the DCMS Youth Investment Fund to build and improve local meeting places.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4\u003EProgressing our brand\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli\u003EOur volunteer celebrity ambassadors help us reach new audiences. Ellie Simmonds and Tim Peake invited millions to volunteer for The Big Help Out while Megan Hine, Dwayne Fields, and Phoebe Smith joined Bear at Windsor to celebrate our first King\u2019s Scouts. Dwayne was also on hand to lift everyone\u2019s spirits in the UK Contingent at the 25th World Scout Jamboree as their jamboree journey moved to Seoul.\u003C/li\u003E\n\u003Cli\u003EOur social media channels amplified our skills for life story, showing young people and volunteers thriving in Scouts. Our content generated 10% more engagement, with video views up 80% through YouTube and TikTok.\u003C/li\u003E\n\u003Cli\u003EWe continued reviewing clothing for Scouts aged 10 \u00BD years and older, and adult volunteers. More than 26,000 adults and young people inside and outside of Scouts confirmed the role our uniform plays in bringing us together. They also revealed 40% of Scouts aged 10\u00BD\u201314 years found the uniform uncomfortable. Outside Scouts, 42% of 13\u201317 year olds were put off joining because of the uniform. In the year ahead, we\u2019ll focus on practical improvements to our current uniform\u2019s comfort and styling, including clarifying the informal uniform options.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EWhat\u0027s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ELaunching a refreshed UK Ambassador team by the end of 2024.\u003C/li\u003E\n\u003Cli\u003ECreating and identifying high profile moments for Scouts to be nationally visible, to increase interest in volunteering for or joining Scouts, supporting growth.\u003C/li\u003E\n\u003Cli\u003ESupporting local teams to be more visible and recruit volunteers.\u003C/li\u003E\n\u003Cli\u003ESharing the story of how we keep young people safe and sharing our 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We ask young people aged 13\u201317 questions about our Theory of Change outcomes: Adventure, Skills for life, Wellbeing, Leadership, Citizenship, and Connectedness. By doing so, we can find out if and how the impact of Scouts is changing throughout our Skills for Life strategy.\u003C/p\u003E\n\u003Cp\u003EWe\u2019ve compared the Theory of Change results for 2023 with 2019, which marks the start of our Skills for Life strategy. Since 2019, there\u2019ve been significant improvements* across seven outcomes:\u003C/p\u003E\n\u003Cp\u003E*Statistical comparisons between 2019 and 2023 results are measured by a Mann-Whitney U test. Only significant differences where there was a change of at least \u002B4% or \u20134% and p \u0026lt; .05 are reported.\u003C/p\u003E\n\u003Ch3\u003EWellbeing\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EHappiness (\u002B5%)\u003C/li\u003E\n\u003Cli\u003ELife satisfaction (\u002B5%)\u003C/li\u003E\n\u003Cli\u003ESense that life is worthwhile (\u002B5%)\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003ECitizenship\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ESense of local (\u002B5%), national (\u002B6%) and international citizenship (\u002B7%)\u003C/li\u003E\n\u003Cli\u003EContribute to the community (\u002B6%)\u003C/li\u003E\n\u003Cli\u003EVolunteering in the community (\u002B22%)\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EConnectedness\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ERespect and trust for others (\u002B11%)\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EHowever, five outcomes have slightly declined since 2019:\u003C/p\u003E\n\u003Ch3\u003ESkills for life\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EIndependence (-4%)\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EWellbeing\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EPerseverance and grit (-9%)\u003C/li\u003E\n\u003Cli\u003ESelf-confidence (-4%)\u003C/li\u003E\n\u003Cli\u003EAnxiety (\u002B22%)\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EConnectedness\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003ERespect and trust for people of different races, cultures, and religions (-5%)\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EIn 2021, following the COVID\u201319 pandemic, we saw declines across a number of outcomes. A few of these outcomes returned to the pre-pandemic (2019) results in 2022, but many of them were still significantly lower than 2019.\u003C/p\u003E\n\u003Cp\u003EIn 2023, four outcomes returned to the pre-pandemic results (meaning they\u2019re no longer significantly different to 2019):\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ECourage to take risks and tackle challenges\u003C/li\u003E\n\u003Cli\u003EProblem solving\u003C/li\u003E\n\u003Cli\u003ETeam working\u003C/li\u003E\n\u003Cli\u003ECaring for others\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EWe\u2019re committed to improving the experience of young people in Scouts. We use the insights from this survey and other feedback from young people and volunteers to feed into the programme activities we\u2019ll develop in the year ahead.\u003C/p\u003E\n\u003Cp\u003ETo give young people more opportunities to tackle challenges, solve problems and work together outdoors, we\u2019ve launched programme resources for our Outdoor in 24 initiative, which encourages Scout Sections, from Squirrels to Network, to get outside in 2024. Whether it\u2019s just for one meeting, a Night Away event, or taking on the Outdoor in 24 challenge, we\u2019re hoping to get young people trying new things outdoors this year.\u003C/p\u003E\n\u003Cp\u003EConscious of the decreases in connectedness and caring for others, as well as the increase in anxiety, we\u2019ll develop programme resources on healthy relationships, mental health, and wellbeing. As part of building connections to our international Scout family, we\u2019ll continue building resources to celebrate cultures experiencing conflict. We\u2019re also building a programme youth team to bring young people\u2019s voices and views directly into our programme, helping it become more youth shaped.\u003C/p\u003E\n\u003Cp\u003EOver the coming year, we\u2019re exploring new ways to listen to our young people and measure how Scouts has impacted them. This includes:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EMore in-depth qualitative research to further investigate outcomes\u003C/li\u003E\n\u003Cli\u003EA revision to the annual survey for 2024\u003C/li\u003E\n\u003Cli\u003EA youth data management system in the future\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EWe\u2019re also changing the way we recruit survey participants to make sure the results represent the voices of all young people in Scouts.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/theory-of-change/","title":"Theory of change"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/working-towards-a-regenerative-change/","title":"Working towards a regenerative change"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/a-year-of-challenge-learning-and-change/","title":"A year of challenge, learning and 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year.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84MDU1MCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/the-impact-of-scouts-on-young-people/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u2018No one can pass through life, any more than pass through a bit of country without leaving tracks behind. Try to leave the world a little better than you found it.\u2019\u0026nbsp;\u2013 Robert Baden-Powell\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EAim:\u003C/strong\u003E In the past year, we\u2019ve explored what being \u2018green\u2019 and \u2018sustainable\u2019 means to us, inspired by Robert Baden-Powell.\u003C/p\u003E\n\u003Cp\u003ETo put this into practice, we\u2019re rethinking how we do things. We need to reduce our footprints across all areas and refill those already left behind by lending a hand to repair, replenish and regenerate our world around us, in line with our Scout values.\u003C/p\u003E\n\u003Cp\u003EOur new Regenerative Change Policy Statement will set out our approach to leaving the world a little better than we find it. We\u2019re working on embedding this approach across our headquarters, Scout Adventure centres, Unity and Scout Stores, and into the next strategy.\u003C/p\u003E\n\u003Ch3\u003EProgress a year on\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe developed a regenerative change roadmap, which includes exploring the most effective approach to footprint data tracking, collection, and reporting.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve audited The Scout Association estate through the Energy Saving Opportunity Scheme (ESOS). Giving us insight into where we use the most energy and a range of technical suggestions and recommendations on how we could reduce our consumption in the short, medium and long term.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve trialled a policy to reduce food waste for Scout Adventures. This includes specifically being thoughtful about meat consumption, using local seasonal produce and buying food with high social and environmental standards.\u003C/li\u003E\n\u003Cli\u003EScout Stores continued taking a \u2018circular\u2019 approach to clothes, working with a range of fabric suppliers to find the lowest impact yarn to make Scout uniforms.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve created a set of principles for our natural estate and woodland that cover health and safety, nature connection, increasing biodiversity and climate change resilience.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve been granted planning permission for a new solar array at Gilwell Park and installation is planned later in 2024.\u003C/li\u003E\n\u003Cli\u003EWe recognise that a part of our footprint comes from how we invest our charitable reserves and conduct our finances, so we have reviewed the social, environmental and governance approaches by those we partner, invest and work with. The review will inform our discussions with the relevant committees with a view to developing action plans in the medium to long term.\u003C/li\u003E\n\u003Cli\u003EWe\u2019ve rolled out new electric vehicle charging points at Youlbury Scout Adventures Centre which\u2019ll enable us to upgrade our small utility vehicle fleet such as our mini bus and works van to hybrid and pure electric, as well as provide our guests with a point to charge. Our LED roll-out has progressed well, so that 80% of our lighting across the estate managed by The Scout Association is now LED.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EWhat\u2019s next\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EOur ESOS audit recommendations will guide our priority energy and water reduction actions.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re now testing between recycled plastic yarn and fabric waste yarn for Scout Stores to see which gives the most robust and affordable clothes. We\u2019re also looking at ways to support preloved uniform swapping and working with a range of material recycling companies to find a way to recycle unwearable uniforms into new products.\u003C/li\u003E\n\u003Cli\u003EDevelop a set of objectives for each Scout Adventures site, showing how we\u2019ll put our natural estate and woodland principles into practice across our five centres (850 acres). These objectives will then inform a 10-year work plan that we\u2019ll deliver through partnerships with conservation groups and Scout working parties.\u003C/li\u003E\n\u003Cli\u003ESolar array in place by the end of 2024 to improve our renewable energy use at Gilwell Park.\u003C/li\u003E\n\u003Cli\u003ERoll out additional electric vehicle charging points at Gilwell in the next 12 months.\u003C/li\u003E\n\u003Cli\u003EBy the end of 2024, complete our LED lighting roll-out across Gilwell Park and Scout Adventures Centres.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/the-impact-of-scouts-on-young-people/","title":"The impact of Scouts on young people"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/our-finances/","title":"Our 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Our liquid assets (fixed asset investments, and cash and cash equivalents) are \u00A350.4 million a reduction of \u00A39 million, excluding Jamboree funds held on 31 March 2023. This reduction reflects the higher-than-expected operating deficit of \u00A36.5 million (2022-23: \u00A30.6 million) incurred for the year.\u003C/p\u003E\n\u003Cp\u003EThe main contributors to the higher operational deficit were:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EA higher level of claims resulting in a \u00A31.5 million increase in our claims provision net of related insurance recoveries.\u003C/li\u003E\n\u003Cli\u003E\u00A34.3 million increase in staff costs is mainly due to the impact of the annual pay award of 5% (lower pay bands received 7%), full year impact of various roles recruited in 2023, and additional staff in digital transformation (\u00A30.9 million), Volunteer Experience (\u00A30.5 million), Skills for Life (\u00A31.0 million), and new Safety roles (\u00A30.7 million). A number of roles, particularly across Skills for Life and Volunteer Experience are fixed term and come to an end in stages up to March 2025 as the programmes of work complete.\u003C/li\u003E\n\u003Cli\u003EThe additional costs incurred relating to the 25th World Scout Jamboree (see note 23 to the accounts) which took place in South Korea in August 2023 and resulted in an overall loss of \u00A32.4 million of which \u00A31.8 million occurred during the year.\u003Cbr\u003EThe value of our listed investments increased by \u00A31.5 million (2022-23: Loss of \u00A31.4 million) and the surplus on the defined benefit scheme increased by \u00A30.8 million (2023: \u00A311k) resulting in the overall reduction of funds (restricted and unrestricted) of \u00A34.4 million (2022-23: \u00A31.7 million).\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EIncome\u003C/h3\u003E\n\u003Cp\u003ETotal income for the year was \u00A353.7 million, compared with \u00A336.3 million in 2023. \u00A348.9 million of total income was unrestricted (2023: \u00A332.4 million) and \u00A34.8 million was restricted (2023: \u00A33.9 million).\u003C/p\u003E\n\u003Cp\u003EMembership subscriptions increased to \u00A314.3 million (2022-23: \u00A313.2 million) reflecting a 5.6% increase in youth membership (in 2022) and an increase in the core membership fee of \u00A31.\u003C/p\u003E\n\u003Cp\u003EThe continued and generous support of our donors is important and greatly appreciated by Scouts. In difficult and uncertain economic times, legacies and donations were \u00A30.7 million higher than the previous year at \u00A32.2 million (2023: \u00A31.5 million). Grant funding increased by \u00A30.6 million to \u00A33.6 million (2023: \u00A32.8 million), mainly due to the DCMS Uniformed Youth Fund grant funding which is being used to fund Local Growth Officers in England, specifically in government levelling up areas to open new Scout and Explorer sections (see note 5a).\u003C/p\u003E\n\u003Cp\u003EOur trading income includes the retail sales from Scout Shops and World Scout Shop Limited, insurance commission income generated by Unity and sponsorship and promotional income. Scout Shop income decreased by \u00A31.0 million to \u00A39.5 million, due to a decline in uniform and badge sales following a post-COVID-19 surge the previous year and then lower than expected membership growth during 2023. Unity Commission income was broadly the same as the prior year at \u00A32.6 million. We\u2019ve continued our strong links with corporate sponsors and generated \u00A31.1 million from these beneficial connections, which is \u00A30.1 million higher than last year.\u003C/p\u003E\n\u003Cp\u003EIncome from charitable activities is derived from our activity centres and other sales linked to our charitable purposes. These include camping, training, activities and accommodation charges at Gilwell Park and the other National Scout Adventure Centres. This year it also included income from the Jamboree of \u00A314.1 million. Excluding the Jamboree, income was \u00A30.9 million higher at \u00A34.0 million (2023: \u00A33.1 million) mainly due to an increase in revenue from the activity centres.\u003C/p\u003E\n\u003Cp\u003EInvestment income (including interest) increased by \u00A30.6 million to \u00A32.0 million. This reflects the higher interest rates for the full year.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/ylbkejvx/tsa-income-2023-24.png","width":1410,"height":930,"altText":"A graph showing Scouts\u0027 income from 2019/20 up to 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EExpenditure\u003C/h3\u003E\n\u003Cp\u003ETotal expenditure was \u00A360.2 million, however this included \u00A316.0 million of expenditure related to the Jamboree. Excluding the Jamboree operating (unrestricted) expenditure was \u00A340.0 million (2022-23: \u00A332.4 million) an increase of \u00A37.6 million and \u00A34.3 million of expenditure was related to restricted funds (2022-23: \u00A34.0 million).\u003C/p\u003E\n\u003Cp\u003EUnrestricted charitable activity expenditure was higher due to a higher level of claims (which has resulted in either net new or additional provisions), increased staff costs (see above), Skills for Life non-staff costs of \u00A30.3 million, increase in Volunteer Experience Programme non-staff revenue costs of \u00A30.8 million higher software costs, and irrecoverable VAT.\u003C/p\u003E\n\u003Cp\u003EOur expenditure (and income) on charitable activities is allocated to four activities, which help fulfil our four strategic objectives (Growth, Inclusivity, Youth Shaped and Community Impact) as shown in the pie chart below. The activities undertaken during the year are detailed in the annual report on pages 10 to 31).\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/cksdn0ub/tsa-expenditure-2023-24.png","width":1380,"height":748,"altText":"Two charts showing Scouts\u0027 expenditure in 2022/23 and 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003ECharity funds\u003C/h3\u003E\n\u003Cp\u003EThe Scout Association\u2019s consolidated funds were \u00A382.5 million (2022-23: \u00A386.6 million) with the aggregate value of endowment funds (\u00A32.3 million) and restricted funds (\u00A34.3 million) remaining broadly in line with the previous year. Within unrestricted funds the General Fund declined by \u00A37.7 million, partially offset by increases in the designated funds of \u00A32.2 million and pension reserve of \u00A30.7 million.\u003C/p\u003E\n\u003Cp\u003EThe increase in the designated fund for fixed assets of \u00A32.2 million reflects the net increase in intangible and tangible fixed assets of The Scout Association of \u00A31.4 million and \u00A31.9 million respectively offset by the transfer of the surpluses from prior Jamborees accumulated in the Inclusion and Solidarity Fund to partially cover the Jamboree losses incurred this year. The Group\u2019s total investment in intangible assets of \u00A35.4 million represents the development of digital tools particularly work on the volunteer experience programme as well as some software to support the commercial operations.\u003C/p\u003E\n\u003Cp\u003EAll funds are described in more detail in note 19 in the financial statements with analysis of movements in the year.\u003C/p\u003E\n\u003Ch3\u003EReserve policy\u003C/h3\u003E\n\u003Cp\u003EThe Trustees annually review the reserves policy and continue to plan to hold reserves to protect The Scout Association and delivery of its charitable programmes by providing time to adjust to the changing financial environment.\u003C/p\u003E\n\u003Cp\u003EThe reserves policy establishes an appropriate target for the level of general \u2018free\u2019 reserves as represented by the balance of the General Fund. The target is based on a risk assessment of the probability and likely financial impact on The Scout Association\u2019s activities, which might be caused by a decline in income, an inability to meet its financial obligations, or an inability to reduce expenditure in the short term.\u003C/p\u003E\n\u003Cp\u003EWe also hold reserves to support the development of Scouts. The policy seeks to make sure there\u2019s an equitable balance between spending the maximum amount of income raised as soon as reasonably possible after receipt, while maintaining an appropriate level of reserves to make sure the charity can operate uninterrupted. It also provides parameters for future budgeting and strategic plans and contributes towards decision making.\u003C/p\u003E\n\u003Cp\u003EThe COVID-19 pandemic highlighted the risks of short-term reductions in membership and losing commercial income due to curtailment of face-to-face Scouts, while needing to maintain member services. As a consequence, the Trustees deemed that the appropriate target for free reserves for The Scout Association itself should be based on one year\u2019s expenditure with an additional element for possible future claims costs reflecting their longer-term nature. At present, this indicates a level of reserves of the order of \u00A331 million.\u003C/p\u003E\n\u003Cp\u003EThe general free reserves for The Scout Association on 31 March are \u00A341.9 million, which is still well in excess of this target following the sale of Baden Powell House in August 2021. However, it\u2019s been reduced significantly from last year, when the free reserves were \u00A349.8 million. This has been caused by a number of items in addition to the operating deficit, specifically systems development (Volunteer Experience Programme), development of our Scout Adventure Centres, and the Jamboree emergency action taken.\u003C/p\u003E\n\u003Cp\u003EIn addition, the Trustees recognise there are a number of factors which\u2019ll further reduce the free reserves over the next two years, in particular:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EInvestment in Safe Scouting assurance work and commitments made in response to the outcome of the Great Orme inquest.\u003C/li\u003E\n\u003Cli\u003EFurther budgeted losses while membership numbers recover to previous levels.\u003C/li\u003E\n\u003Cli\u003ECapital investments required particularly in digital capabilities.\u003C/li\u003E\n\u003Cli\u003EThe need for funds to deliver our Skills for Life strategy and inclusive membership growth.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EAt the same time, it\u2019s envisaged that the target level may increase due to inflation and other cost pressures. Therefore, over the next two years we may drop slightly below our target reserves. If that happens, the intention thereafter would be to build back the free reserves primarily through earnings with depreciation exceeding capital expenditure.\u003C/p\u003E\n\u003Ch3\u003EInvestment policy and performance\u003C/h3\u003E\n\u003Cp\u003E\u00A324.4 million of targeted reserves are invested in a longer-term investment portfolio initially equally allocated between two fund managers, Cazenove and Sarasin \u0026amp; Partners. The balance of \u00A38.4 million is effectively held in short-term money market funds. The performance targets given to the fund managers since 2022 for the longer-term portfolios over the medium to long term are:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003Eto maintain an optimum level of income tempered by the need for capital growth in order to safeguard future grant-making capacity; and\u003C/li\u003E\n\u003Cli\u003Eon a total return basis to outperform CPI \u002B 4% per annum on a rolling three-year basis.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EThe target hasn\u2019t been met over the past two years. On the total return basis (combining investment income and valuation changes,) the funds provided an overall gain of \u00A32.0 million for 2022/23 and 2023/24 representing about 8.4% of the opening market value. This compares to CPI increases over the same period of 13.6% which once adding in the 8% required makes the target 21.6%.\u003C/p\u003E\n\u003Cp\u003ECurrent asset investments in 2023 represented holdings in the Royal London Asset Management Funds, on behalf of the Short Term Investment Service. This service was wound up during the year, and all monies returned to the Groups (see note 16).\u003C/p\u003E\n\u003Ch3\u003EGoing concern\u003C/h3\u003E\n\u003Cp\u003EThe Trustees have considered the financial plans for the budget year of 2024/25 and projections for the following two years, looking at the cash and reserve projections.\u003C/p\u003E\n\u003Cp\u003ECurrent actions and clear plans for the continuing growth of membership provide a solid foundation for the finances of The Scout Association. The sale of Baden Powell House has also provided resources to maintain a sustainable operating model while that growth occurs, and to invest in growing our services. Our current level of reserves provides a significant level of resilience to possible financial risks that may materialise in the short term.\u003C/p\u003E\n\u003Cp\u003ETaking all of the above into account, the Trustees have a reasonable expectation that the charity has adequate resources to continue operating for the foreseeable future. Accordingly, they believe the going concern basis remains the appropriate approach for preparing the financial statements.\u003C/p\u003E\n\u003Ch3\u003EThe Scout Association Defined Benefit Pension Scheme\u003C/h3\u003E\n\u003Cp\u003EThe most recent full triennial actuarial valuation of the Scout Associated Defined Benefit Scheme was carried out as of 31 March 2022. The valuation resulted in a deficit of \u00A32.5 million and a funding level of 94% which was an improvement from the 86% funding level at the previous March 2019 valuation. \u00A32.5 million was paid in March 2023 to eliminate this deficit as agreed by the Board. Following this injection and as agreed with the Pension Fund Trustees the Scheme has further reduced its exposure to changes in future interest rates. As such the probability of liabilities arising in the future has also reduced although the Board continue to monitor the Scheme\u2019s funding to make sure general reserves provide adequate cover against any future liability and also keep the potential for effecting an insurance buy-out of the Scheme under review.\u003C/p\u003E\n\u003Cp\u003EThe accounting FRS102 valuation as at 31 March shows the fair value of the scheme assets exceeded the present value of future obligations by \u00A32.7 million (2022-23: \u00A32.0 million) primarily due to changes in both financial and demographic assumptions slightly reducing the fund\u2019s liabilities and a higher than expected return on assets in the period.\u003C/p\u003E\n\u003Ch3\u003ERemuneration policy\u003C/h3\u003E\n\u003Cp\u003EThe Trustees consider that the Board of Trustees and the Executive Leadership Team (the Chief Executive and the Directors) comprise the key management personnel of the Charity.\u003C/p\u003E\n\u003Cp\u003EAll Trustees give their time freely, and no Trustee received remuneration in the year. The Chief Executive (who is also a Trustee and a full member of the Board) is paid for his executive duties only.\u003C/p\u003E\n\u003Cp\u003EDetails of Trustees\u2019 expenses and related party transactions are disclosed in note 6c to the financial statements.\u003C/p\u003E\n\u003Cp\u003EThe remuneration of the senior staff is reviewed annually by the People and Culture Committee (a subcommittee of the Board), considering market conditions, cost of living increases and the financial position of the organisation. The salaries of the Executive Leadership Team are benchmarked to make sure they\u2019re commensurate with the size of the roles.\u003C/p\u003E\n\u003Cp\u003EThe Executive Leadership Team members are entitled to employer pension contributions, and other benefits that are available to employees generally. In addition, enhanced medical insurance provision is provided.\u003C/p\u003E\n\u003Cp\u003EThe Executive Leadership Team sets the salaries for all other employees.\u003C/p\u003E\n\u003Cp\u003EThe remuneration benchmark is the mid-point of the range paid for similar roles, although a market rate supplement may also be paid where appropriate.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/working-towards-a-regenerative-change/","title":"Working towards a regenerative change"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/trustees-responsibilities/","title":"Trustees\u0027 responsibilities"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/a-year-of-challenge-learning-and-change/","title":"A year of challenge, learning and 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year.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84MDU1MiJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/our-finances/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EOur Board of Trustees take on several vitally important roles. They\u2019re responsible for preparing our Annual Report and overseeing our financial statements in accordance with the Charities Act 2011 and United Kingdom Generally Accepted Accounting Practice.\u003C/p\u003E\n\u003Cp\u003ETrustees make sure our financial statements give a true and fair view of the status of both the group and the charity. They also monitor incoming resources and the application of Scouts\u2019 resources for the year.\u003C/p\u003E\n\u003Cp\u003EIn preparing these financial statements, Trustees must:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ESelect suitable accounting policies and apply them consistently.\u003C/li\u003E\n\u003Cli\u003EMake judgements and estimates that are both reasonable and prudent.\u003C/li\u003E\n\u003Cli\u003EState whether they\u2019ve followed applicable accounting standards, subject to any material departures disclosed and explained in the financial statements.\u003C/li\u003E\n\u003Cli\u003EPrepare the financial statements on the \u2018going concern\u2019 basis, unless it\u2019s inappropriate to presume the charity will continue in business.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EOur Trustees are responsible for keeping adequate accounting records that show and explain Scouts\u2019 transactions. With reasonable accuracy, these records must disclose the charity\u2019s financial position at any time. They must also help our Trustees make sure our financial statements comply with any applicable charity laws, particularly the Charities Act 2011. The Scout Association meets the definition of a public benefit entity under FRS 102 and the Trustees have regard to the Charity Commission\u2019s guidance on this.\u003C/p\u003E\n\u003Cp\u003EOur Trustees are also responsible for safeguarding Scouts\u2019 assets and taking reasonable steps for the prevention and detection of fraud and other irregularities.\u003C/p\u003E\n\u003Cp\u003EFinancial statements for The Scout Association are published on the Scouts website, in accordance with legislation governing the preparation and dissemination of financial statements in the United Kingdom. This may vary from legislation in other jurisdictions.\u003C/p\u003E\n\u003Cp\u003EThe maintenance and integrity of the Scouts website is the responsibility of our Trustees. Trustees are also responsible for making sure the financial statements on our website are accurate.\u003C/p\u003E\n\u003Ch3\u003EOur controls include\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli\u003EA strategic and operational plan and budget.\u003C/li\u003E\n\u003Cli\u003ERegular consideration by the Board, Finance Committee and Executive Leadership Team of financial results, variances from budget and other (non-financial) performance indicators.\u003C/li\u003E\n\u003Cli\u003EThe split of authority and sharing of duties. Additionally, the Board, its Committees and the Executive Leadership Team identify and manage risks.\u003C/li\u003E\n\u003Cli\u003EThe Finance Committee monitors the effectiveness of any external audits.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003ETrustees believe these internal controls are adequate in providing reasonable assurance against material misstatement or loss.\u003C/p\u003E\n\u003Cp\u003EJennie Price CBE\u003Cbr\u003EChair\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/our-finances/","title":"Our finances"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/independent-auditor-s-report-to-the-trustees-of-the-scout-association/","title":"Independent Auditor\u2019s Report to the Trustees of The Scout Association"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/a-year-of-challenge-learning-and-change/","title":"A year 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year.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84MDU1OCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/trustees-responsibilities/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003EOpinion\u003C/h3\u003E\n\u003Cp\u003EWe have audited the financial statements of The Scout Association (\u2018the charity\u2019) and its subsidiaries (the \u2018group) for the year ended 31 March 2024 which comprise consolidated statement of financial activities, consolidated and parent charity balance sheets, consolidated and parent charity statement of cash flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).\u003C/p\u003E\n\u003Cp\u003EIn our opinion the financial statements:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003Egive a true and fair view of the state of the group\u2019s and of the parent charity\u2019s affairs as at 31 March 2024 and of the group\u2019s incoming resources and application of resources, including its income and expenditure for the year then ended;\u003C/li\u003E\n\u003Cli\u003Ehave been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and\u003C/li\u003E\n\u003Cli\u003Ehave been prepared in accordance with the requirements of the Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003EBasis for opinion\u003C/h3\u003E\n\u003Cp\u003EWe conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK) and applicable law. Our responsibilities under those standards are further described in the Auditor\u2019s responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC\u2019s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.\u003C/p\u003E\n\u003Ch3\u003EConclusions relating to going concern\u003C/h3\u003E\n\u003Cp\u003EIn auditing the financial statements, we have concluded that the Trustees\u2019 use of the going concern basis of accounting in the preparation of the financial statements is appropriate.\u003C/p\u003E\n\u003Cp\u003EBased on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity\u2019s or the group\u2019s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.\u003C/p\u003E\n\u003Cp\u003EOur responsibilities and the responsibilities of the Trustees with respect to going concern are described in the relevant sections of this report.\u003C/p\u003E\n\u003Ch3\u003EOther information\u003C/h3\u003E\n\u003Cp\u003EThe Trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor\u2019s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.\u003C/p\u003E\n\u003Cp\u003EOur responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.\u003C/p\u003E\n\u003Cp\u003EWe have nothing to report in this regard.\u003C/p\u003E\n\u003Ch3\u003EMatters on which we are required to report by exception\u003C/h3\u003E\n\u003Cp\u003EWe have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 and the Charities Accounts (Scotland) Regulations 2006 require us to report to you if, in our opinion:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003Ethe information given in the financial statements is inconsistent in any material respect with the Trustees\u2019 report; or\u003C/li\u003E\n\u003Cli\u003Esufficient and proper accounting records have not been kept by the parent charity; or\u003C/li\u003E\n\u003Cli\u003Ethe financial statements are not in agreement with the accounting records and returns; or\u003C/li\u003E\n\u003Cli\u003Ewe have not received all the information and explanations we require for our audit.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EResponsibilities of Trustees\u003C/h3\u003E\n\u003Cp\u003EAs explained more fully in the Trustees\u2019 responsibilities statement [set out on page 38], the Trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.\u003C/p\u003E\n\u003Cp\u003EIn preparing the financial statements, the Trustees are responsible for assessing the group and the parent charity\u2019s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.\u003C/p\u003E\n\u003Ch3\u003EAuditor\u2019s responsibilities for the audit of the financial statements\u003C/h3\u003E\n\u003Cp\u003EWe have been appointed as auditor under section 151 of the Charities Act 2011, and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and report in accordance with the Acts and relevant regulations made or having effect thereunder.\u003C/p\u003E\n\u003Cp\u003EOur objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor\u2019s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.\u003C/p\u003E\n\u003Cp\u003EDetails of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below.\u003C/p\u003E\n\u003Cp\u003EA further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council\u2019s website at: \u003Ca href=\u0022https://www.frc.org.uk/auditorsresponsibilities\u0022\u003Ewww.frc.org.uk/auditorsresponsibilities\u003C/a\u003E. This description forms part of our auditor\u2019s report.\u003C/p\u003E\n\u003Ch3\u003EExtent to which the audit was considered capable of detecting irregularities, including fraud\u003C/h3\u003E\n\u003Cp\u003EIrregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.\u003C/p\u003E\n\u003Cp\u003EWe obtained an understanding of the legal and regulatory frameworks within which the charity and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Charities Act 2011 and The Charities and Trustee Investment (Scotland) Act 2005 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.\u003C/p\u003E\n\u003Cp\u003EIn addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charity\u2019s and the group\u2019s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charity and the group for fraud. The laws and regulations we considered in this context for the UK operations were the laws and regulations we considered in this context for the UK operations were General Data Protection Regulation and health and safety legislation.\u003C/p\u003E\n\u003Cp\u003EAuditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.\u003C/p\u003E\n\u003Cp\u003EWe identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of income, provisions and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, internal audit, and the Audit Committee about their own identification and assessment of the risks of irregularities, analytical procedures and sample testing of income, sample testing on the posting of journals, reviewing accounting estimates for biases in particular the judgements and assumptions in respect of claims provisions, sample testing of movements within provision and inquiry of legal advisors, reviewing regulatory correspondence with the Charity Commission and other regulators, and reading minutes of meetings of those charged with governance.\u003C/p\u003E\n\u003Cp\u003EOwing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.\u003C/p\u003E\n\u003Ch3\u003EUse of our report\u003C/h3\u003E\n\u003Cp\u003EThis report is made solely to the charity\u2019s Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008 and Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charity\u2019s Trustees those matters we are required to state to them in an auditor\u2019s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity\u2019s Trustees as a body, for our audit work, for this report, or for the opinions we have formed.\u003C/p\u003E\n\u003Cp\u003ECrowe U.K. LLP\u003C/p\u003E\n\u003Cp\u003EStatutory Auditor\u003C/p\u003E\n\u003Cp\u003ESt James House\u003Cbr\u003ESt James Square\u003Cbr\u003ECheltenham GL50 3PR\u003C/p\u003E\n\u003Cp\u003EDate: 26 July 2024\u003C/p\u003E\n\u003Cp\u003ECrowe U.K. LLP is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/trustees-responsibilities/","title":"Trustees\u0027 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year.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC84MDU2NCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/statement-of-cash-flows/"},{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003E1. Constitution\u003C/h3\u003E\n\u003Cp\u003EThe Scout Association is incorporated by Royal Charter and is a registered charity whose purpose is to promote the development of young people in achieving their full physical, intellectual, social and spiritual potentials, as individuals, as responsible citizens and as members of their local, national and international communities.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E2. Scope of the financial statements\u003C/h3\u003E\n\u003Cp\u003EThese financial statements cover the activities directly controlled by The Scout Association. The activities of the Scout Councils of Northern Ireland, Scotland and Wales together with Scout Counties, Areas, Regions, Districts and Groups are not reflected in these financial statements. Those bodies are separate organisations that are affiliated to The Scout Association.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E3. Accounting policies\u003C/h3\u003E\n\u003Cp\u003EThe principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:\u003C/p\u003E\n\u003Ch4\u003Ea. Basis of preparation of consolidated financial statements\u003C/h4\u003E\n\u003Cp\u003EThe financial statements have been prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), and the Statement of Recommended Practice, Accounting and Reporting by Charities, applicable to charities preparing their accounts in accordance with FRS 102, known as the Charities SORP (FRS102).\u003C/p\u003E\n\u003Cp\u003EThe Scout Association meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.\u003C/p\u003E\n\u003Cp\u003EThe financial statements consolidate the financial statements of The Scout Association and its subsidiary companies.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EScout Shops Limited (trading as Scout Store)\u003C/li\u003E\n\u003Cli\u003EScout Insurance Services Limited (trading as Unity)\u003C/li\u003E\n\u003Cli\u003EScout Services Limited\u003C/li\u003E\n\u003Cli\u003EScout Products Limited\u003C/li\u003E\n\u003Cli\u003EWorld Scout Shop Limited\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EThe financial year end of each of the subsidiary companies is 31 March. More information on these companies is in note 12.\u003C/p\u003E\n\u003Cp\u003EThe Balance Sheets and Profit and Loss accounts of the subsidiaries have been consolidated on a line by line basis as required by the Statement of Recommended Practice.\u003C/p\u003E\n\u003Cp\u003EOn acquisition of a business, all of the assets and liabilities that exist at the date of acquisition are recorded at their fair values reflecting their condition at that time. All changes to those assets and liabilities and the resulting surpluses that that arise after acquisition are charged to the post-acquisition Statement of Financial Activities.\u003C/p\u003E\n\u003Cp\u003EThe financial statements are prepared on the historical cost basis with the exception of investments, which are stated at fair value.\u003C/p\u003E\n\u003Ch4\u003Eb. Going concern\u003C/h4\u003E\n\u003Cp\u003EHaving reviewed financial plans and cash flow forecasts, the Trustees have a reasonable expectation that the charity has adequate resources to continue operating for the foreseeable future. Accordingly, they believe that the going concern basis remains the appropriate basis on which to prepare the financial statements.\u003C/p\u003E\n\u003Ch4\u003Ec. Recognition of income\u003C/h4\u003E\n\u003Cp\u003E\u003Cstrong\u003EMembership subscriptions\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EMembership subscriptions are payable in advance for a year to 31 March and are recognised in the year of membership benefit.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003ELegacies\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003ELegacies are accounted for when The Scout Association becomes entitled to them, where receipt is probable and where their value can be established with reasonable certainty. Where legacies include non-cash items these are included in income at the lower of probate value and market value at the date of receipt.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EGrant income\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThe fair value of the government grants are accrued as per the terms of the funder agreement.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003ECharitable, retail and other trading income\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EIncome from charitable activities, retail sales and other trading activities including sponsorship is accounted for when The Scout Association is entitled to the income, the amount can be quantified with reasonable accuracy and the probability of receipt of the income is more likely than not.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EInsurance commission income\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EInsurance commission is recognised at the date of inception of the policy. The amount recognised is the total commission due to the company less an overall provision for unearned commission.\u003C/p\u003E\n\u003Cp\u003EProfit related commission is recognised when it can be reliably measured and is likely to be received.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EInvestment income\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EDividends are accounted for on a receipts basis. Interest is accounted for on an accruals basis and includes all amounts earned up to the balance sheet date.\u003C/p\u003E\n\u003Ch4\u003Ed. Allocation of income and costs\u003C/h4\u003E\n\u003Cp\u003E\u003Cstrong\u003ECharitable activities\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThis comprises income from the provision of services supporting the objects of The Scout Association through operations including National Activity Centres, and the Information Centre.\u003C/p\u003E\n\u003Cp\u003ECharitable activities have been analysed under the following headings:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EYouth programme\u003C/li\u003E\n\u003Cli\u003EDevelopment of Scouting\u003C/li\u003E\n\u003Cli\u003EAdult support and training\u003C/li\u003E\n\u003Cli\u003ESupport and services to members\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EWhere possible, the income and costs relating to a department or cost centre are allocated in full to one of the above categories, but in practice many departments have an involvement in more than one activity. Major self-funding events, including the Jamboree, are not allocated with total income and costs for the event shown separately. The other major allocations are set out below.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EJamboree\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThe transactions relating to the Jamboree have been split on the face of the Statement of Financial Activities. They were previously spread within the Charitable Activities but have now been included as a separate Charitable Activities heading. To provide a better understanding the prior year amounts have also been split and updated. This is to make it clearer to the reader the impact of the Jamboree on the figures provided.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003ESupport costs\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThese are costs incurred directly in support of the objects of the Charity. The costs are attributed to the activities that they support. Where a department supports all the Charity\u2019s activities the costs have been apportioned pro-rata to the staff resources directly engaged in that activity. The percentages that apply are:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ETrading \u2013 6%\u003C/li\u003E\n\u003Cli\u003EYouth programme \u2013 20%\u003C/li\u003E\n\u003Cli\u003EDevelopment of Scouting \u2013 29%\u003C/li\u003E\n\u003Cli\u003EAdult support and training \u2013 26%\u003C/li\u003E\n\u003Cli\u003ESupport and services to members \u2013 19%\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003E\u003Cstrong\u003EGovernance costs\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EThese are the costs associated with the governance arrangements of the Charity which relate to compliance with legal and statutory requirements of the Charity as opposed to those costs associated with fundraising. They include audit fees and the costs of Trustees\u2019 meetings.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/musnfwbh/allocation-of-income-and-costs-2023-24.png","width":1562,"height":594,"altText":"Allocation of income and costs for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003Ee. Expenditure\u003C/h4\u003E\n\u003Cp\u003EAll expenditure is accounted for on an accruals basis and is allocated as per note 3d. Charitable activities.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EGrants payable\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EGrants payable are included in the Statement of Financial Activities as expenditure in the period in which the award is made. Grants which have been approved by the Trustees and agreed with other organisations but which are unpaid at the year end are accrued. Grants where the beneficiary has not been informed or has to meet certain conditions before the grant is released are not accrued.\u003C/p\u003E\n\u003Ch4\u003Ef. Intangible fixed assets\u003C/h4\u003E\n\u003Cp\u003EIT software is capitalised and written off over the term of the related contract, between 2 and 5 years. Systems Development is capitalised and once the projects have completed they are written off over 5 years. Impairment tests on the carrying value are undertaken at the end of the first full year after acquisition and in any other subsequent period if events or changes in circumstances indicate that the carrying value may not be recoverable. The cost of acquiring a brand licence is written off over the term of the related contract.\u003C/p\u003E\n\u003Ch4\u003Eg. Heritage fixed assets\u003C/h4\u003E\n\u003Cp\u003EThe Scout Association maintains a heritage collection of around 250,000 items. Through an active and innovative programme of collecting, interpreting and engagement, the Heritage Collection helps create connections between members of The Scout Association, both past and present, and the wider community. The Heritage Collection is managed by the UK HQ Heritage Service. To ensure its ongoing representation of Scouting\u2019s story the Heritage Service continues to collect both historical and contemporary material. New acquisitions are normally made by donation with occasional low cost purchases. New material is acquired in accordance with The Scout Association\u2019s Collecting Policy. Some 300 key items in The Scout Association collection, particularly those relating to the Founder, are valued periodically since the nature of these items permits that to be sufficiently reliable. The last valuation was at 31 March 2023 (see note 10). Gains and losses on revaluation are recognised through \u2018Other recognised gains\u2019 in the Statement of Financial Activities. It is the intention of The Scout Association to preserve these items indefinitely, therefore amortisation is not regarded as appropriate.\u003C/p\u003E\n\u003Cp\u003EThe Trustees consider that obtaining valuations for the remainder of the Collection would involve disproportionate cost due to the diverse nature of the material held and the lack of comparable market values. Such items are therefore not recognised on the Balance Sheet. Expenditure that is in the Trustees\u2019 view required to conserve or prevent further deterioration of individual items is recognised as expenditure when it is incurred.\u003C/p\u003E\n\u003Ch4\u003Eh. Tangible fixed assets\u003C/h4\u003E\n\u003Cp\u003ETangible assets are stated at cost. Where land and buildings are acquired together, it is assumed that the buildings represent 50% of the initial cost. Depreciation is calculated to write off the cost of assets by equal annual amounts over their expected useful lives. Assets costing less than \u00A31,000 are not capitalised. No depreciation is provided on freehold land.\u003C/p\u003E\n\u003Cp\u003EDepreciation rates used are:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EFreehold property \u2013 50 years, with 10 years for replacement element\u003C/li\u003E\n\u003Cli\u003ELeasehold property \u2013 the shorter of the lease period or 50 years\u003C/li\u003E\n\u003Cli\u003EFurniture fittings and equipment \u2013 4 to 5 years\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EGains or losses on the disposal of fixed assets are reflected in net income/expenditure for the year shown in the Statement of Financial Activities.\u003C/p\u003E\n\u003Cp\u003EImpairment reviews on fixed assets are carried out each year and any asset with a carrying value materially higher than its recoverable or useful value is written down accordingly.\u003C/p\u003E\n\u003Ch4\u003Ei. Fixed asset investments\u003C/h4\u003E\n\u003Cp\u003EThe Scout Association holds investments both in order to generate income for the support of charitable objectives and to provide assets to meet the need of reserves, identified in the reserves policy. Investments are stated at current market value on the balance sheet date unless there\u2019s evidence of a different fair value.\u003C/p\u003E\n\u003Cp\u003EGains or losses arising during the year are disclosed in the Statement of Financial Activities and in note 13.\u003C/p\u003E\n\u003Ch4\u003Ej. Current asset investments\u003C/h4\u003E\n\u003Cp\u003ECurrent asset investments represented the funds deposited by Scout Groups in the Short Term Investment Service (STIS). These funds were held in a short term money market fund with an external investment manager. The STIS was wound up during 2023-24 and all funds returned to the appropriate Scout Groups (see notes 16 and 17).\u003C/p\u003E\n\u003Ch4\u003Ek. Cash and cash equivalents\u003C/h4\u003E\n\u003Cp\u003ECash and cash equivalents are held to meet short-term cash commitments as they fall due. Cash equivalents are fixed deposit accounts that are readily convertible to cash in that they have a short maturity of three months or less as at the balance sheet date.\u003C/p\u003E\n\u003Ch4\u003El. Stocks\u003C/h4\u003E\n\u003Cp\u003EStocks are valued at the lower of cost and estimated net realisable value. Cost is calculated using the current purchase price method and consists of the original cost of goods without any addition for overheads.\u003C/p\u003E\n\u003Ch4\u003Em. Provisions\u003C/h4\u003E\n\u003Cp\u003EA provision is recognised in the balance sheet when The Scout Association has an obligation as a result of a past event and it is probable that an outflow of economic benefits that can be reliably measured will be required to settle that obligation\u003C/p\u003E\n\u003Ch4\u003En. VAT\u003C/h4\u003E\n\u003Cp\u003EThe Scout Association is partially exempt for VAT purposes and is not able to reclaim all the VAT it pays. All Irrecoverable VAT is expensed as it is currently not allocated to the related expenses or assets.\u003C/p\u003E\n\u003Ch4\u003Eo. Leases\u003C/h4\u003E\n\u003Cp\u003EAll leases are operating leases and the rentals expensed as they are paid.\u003C/p\u003E\n\u003Ch4\u003Ep. Pension costs\u003C/h4\u003E\n\u003Cp\u003EContributions payable to The Scout Association Defined Benefit Pension Scheme are charged to the Statement of Financial Activities so as to spread the cost of pensions over the working lives of employees in the scheme. The pension charge is calculated on the basis of actuarial advice.\u003C/p\u003E\n\u003Cp\u003EThe pension scheme liabilities are measured using a projected unit method and discounted at an AA sterling corporate bond rate. Any excess of liabilities over the value of the pension scheme assets which are measured at fair value is recognised in full. Any surplus of pension scheme assets over liabilities is recognised as an asset to the extent that The Scout Association is able to recover the surplus either through reduced contributions in the future or refunds from the plan.\u003C/p\u003E\n\u003Cp\u003EAdministration costs, the current service cost and net return on the scheme\u2019s assets and liabilities for the year is allocated across the resources expended categories in the Statement of Financial Activities. The actuarial gain or loss on the scheme for the year is included in the Other recognised gains/(losses) section of the Statement of Financial Activities.\u003C/p\u003E\n\u003Cp\u003EContributions towards Defined Contribution schemes are charged to the Statement of Financial Activities as they are incurred.\u003C/p\u003E\n\u003Ch4\u003Eq. Financial assets\u003C/h4\u003E\n\u003Cp\u003EFinancial assets, other than investments and derivatives, are initially measured at transaction price (including transaction costs) and subsequently held at cost, less any impairment.\u003C/p\u003E\n\u003Ch4\u003Er. Financial liabilities\u003C/h4\u003E\n\u003Cp\u003EFinancial liabilities are classified according to the substance of the financial instrument\u2019s contractual obligations, rather than the financial instrument\u2019s legal form. Financial liabilities, excluding derivatives, are initially measured at transaction price (including transaction costs) and subsequently held at amortised cost.\u003C/p\u003E\n\u003Cp\u003Es. Judgements in applying accounting policies and key sources of estimation uncertainty\u003C/p\u003E\n\u003Cp\u003EIn preparing these financial statements, the Trustees have made the following judgements:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EThe determination of whether or not there are indications of impairment of The Scout Association\u2019s tangible and intangible assets, taking into consideration the economic viability and expected future financial performance of the asset.\u003C/li\u003E\n\u003Cli\u003EThe determination of appropriate provision for claims, supported by legal advice.\u003C/li\u003E\n\u003Cli\u003EThe determination of appropriate financial and demographic assumptions in valuing the defined benefit pension obligations in line with FRS 102 requirements, supported by actuarial advice.\u003C/li\u003E\n\u003Cli\u003EThe determination of whether the organisation can recover any pension scheme asset in line with FRS102 requirements.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E4. Nature of funds\u003C/h3\u003E\n\u003Cp\u003EAll funds are identified as identified as falling into one of three categories.\u003C/p\u003E\n\u003Ch4\u003EEndowment funds\u003C/h4\u003E\n\u003Cp\u003EEndowment funds are those received to be held as capital on a total returns basis with only the income available to be spent. Subsequent gains or losses on the disposal of the underlying assets of the fund become part of the capital.\u003C/p\u003E\n\u003Ch4\u003ERestricted funds\u003C/h4\u003E\n\u003Cp\u003ERestricted funds are those received which have been earmarked for a special purpose by the donor or the terms of an appeal.\u003C/p\u003E\n\u003Ch4\u003EUnrestricted funds\u003C/h4\u003E\n\u003Cp\u003EUnrestricted funds are those received, which are not subject to any special restriction. They are divided between general funds and designated funds. Designated funds comprise amounts set aside by the Trustees to be used for particular purposes.\u003C/p\u003E\n\u003Ch3\u003E5. Income and endowments\u003C/h3\u003E\n\u003Ch4\u003Ea. Other voluntary income\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/mf4ndmwb/other-voluntary-income-2023-24.png","width":1582,"height":444,"altText":"Other voluntary income for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EIncluded in grants above is the DCMS Uniformed Youth Fund grant of \u00A32.7m (2023: \u00A30.9m), Grants from Counties \u00A30.3m (2023: \u00A30.6m), Early Years \u00A3nil (2023: \u00A30.5m).\u003C/p\u003E\n\u003Cp\u003E2023 has been restated to correct a classification error between Grants and Other donations of \u00A3766k. Total Other voluntary income for 2023 remains the same as previously reported.\u003C/p\u003E\n\u003Ch4\u003Eb. Charitable activities\u003C/h4\u003E\n\u003Cp\u003EThis income is derived mainly from major events like the Jamboree and National Activity Centres where most of the activities are not undertaken with the principal intention of generating a surplus. The Association\u2019s charitable activities are financed by membership subscriptions and fundraising. There was no restricted or endowment charitable activities income.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/0z2p541c/charitable-activities-2023-24.png","width":1578,"height":354,"altText":"Charitable activities for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003Ec. Trading activities\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/iejpehoj/trading-activities-2023-24.png","width":1588,"height":300,"altText":"Trading activities for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThere is no income for trading activities under restricted and endowment funds. Retail sales is comprised of sales from Scout Shops Limited, World Scout Shop Limited and Scout Products Limited.\u003C/p\u003E\n\u003Ch4\u003Ed. Investment income\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/touphjmz/investment-income-2023-24.png","width":1578,"height":550,"altText":"Investment income for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E6. Expenditure\u003C/h3\u003E\n\u003Ch4\u003Ea. Trading activities\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/lhobaept/expenditure-trading-activities-2023-24.png","width":1576,"height":476,"altText":"Trading activities for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EExpenditure on trading activities includes support costs of \u00A3676,000 (2023: \u00A3540,000). The basis for the allocation of support costs is explained in note 6.c.\u003C/p\u003E\n\u003Ch4\u003Eb. Costs of charitable activities\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/bknjrbs0/costs-of-charitable-activities-2023-24.png","width":1578,"height":956,"altText":"Costs of charitable activities for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003ECharitable activities have been analysed into four categories as explained in note 3.d. Costs are allocated using the principles explained in that note. Youth programme includes the various educational activities in which members participate. development activities are those which are focused on growing our movement. Adult support and training includes those activities which assist leaders and other adults involved in Scouts. Support and services to the movement includes those activities that help ensure the safety and safeguarding of members, which underpin the activities of Scout Groups.\u003C/p\u003E\n\u003Cp\u003E\u003Cstrong\u003EAnalysis of grants to local Scouting\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/nqypc1rx/analysis-of-grants-to-local-scouting-2023-24.png","width":1574,"height":576,"altText":"Analysis of grants to local Scouting in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EGrants from restricted and designated funds administered by the Association are paid, in accordance with the terms governing those funds, to a large number of Scout Groups, Districts, Areas and Counties.\u003C/p\u003E\n\u003Ch4\u003Ec. Support costs allocation\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/g3zhfk0y/support-costs-allocation-2023-24.png","width":1576,"height":732,"altText":"Support costs allocation for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003ESupport costs comprise that expenditure which facilitates fundraising and charitable activity but which is not directly incurred in the conduct of those activities. The support costs itemised above have been apportioned to fundraising and charitable activities pro rata to the employment costs of staff directly engaged on the relevant activities. The percentage allocations are disclosed in note 3.d.\u003C/p\u003E\n\u003Ch4\u003Ed. Expenditure includes:\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/l5ipethy/expenditure-includes-2023-24.png","width":1574,"height":294,"altText":"","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EDuring the year 18 Trustees (2023: 15 Trustees) were reimbursed \u00A315,417 (2023: \u00A36,968) for expenses, such as travel and subsistence, incurred in their attending meetings and in the carrying out of their duties.\u003C/p\u003E\n\u003Ch3\u003E7. Staff costs\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/b13ngm4d/staff-costs-2023-24.png","width":1580,"height":744,"altText":"Staff costs and headcount for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EIncreases across various areas, mainly supporting digital transformation including Volunteer Experience, the Skills for Life programme and new safety roles. The number of employees whose total emoluments for the year exceeded \u00A360,000 were as follows:\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/04abzrbz/employees-with-wages-over-60k-2023-24.png","width":1578,"height":452,"altText":"Total employees whose total emoluments for the year 2023/24 exceeded \u00A360,000.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe Chief Executive Officer, Matt Hyde, is also a Trustee, for which he is not paid. He received salary and benefits for his service as Chief Executive Officer of \u00A3146,610 (2023: \u00A3141,737). No other Trustee received remuneration for services to the Association. The key management personnel of the parent charity and its subsidiaries currently comprise the Trustees, the Chief Executive Officer, Executive Director of Commercial Services, Executive Director of Communications and Fundraising, Executive Director of Operations, Executive Director of Finance \u0026amp; Resources, Executive Director of Strategy and Transformation, Managing Director at Unity and General Manager of Scout Shops and World Scout Shop. The total employer cost of the key management personnel of the Scout Association and its subsidiaries was \u00A31,203,214 (2023: \u00A3946,310).\u003C/p\u003E\n\u003Ch4\u003EPension schemes\u003C/h4\u003E\n\u003Cp\u003EPension provision for current staff is provided through a defined contribution arrangement.\u003C/p\u003E\n\u003Cp\u003EAdditionally, the Association previously provided defined benefit pensions through the Scout Association Defined Benefit Pension Scheme (\u201Cthe Scheme\u201D). The Scheme was closed to future accrual with effect from 1 July 2022. It has 87 deferred members and 156 members in receipt of a current pension. The Scheme provides benefits, on retirement, on leaving service or on death, based on final salary and length of service.\u003C/p\u003E\n\u003Cp\u003EThe Scheme is subject to the Statutory Funding Objective under the Pensions Act 2004 and a valuation of the Scheme is carried out at least once every three years. As part of the process, the Association must agree with the Trustees of the Scheme the contributions to be paid in order to address any shortfall against the Statutory Funding Objective and the contributions to be paid in respect of the accrual of the future benefits.\u003C/p\u003E\n\u003Cp\u003EThe last triennial actuarial valuation of the scheme was carried out as at 31 March 2022 and showed a deficit of \u00A32.5 million. In March 2023, The Scout Association paid \u00A32.5 million to eliminate this deficit as agreed with the Trustees. This was in addition to payments of \u00A350k made in April 2023, and \u00A31.1 million in respect of the previous deficit reduction plan and to cover administration expenses.\u003C/p\u003E\n\u003Ch4\u003EFRS102 valuation\u003C/h4\u003E\n\u003Cp\u003EThese financial statements have been prepared in line with the requirements of FRS 102. The FRS 102 valuation is only in respect of the defined benefit Scheme. The principal FRS 102 actuarial assumptions, determined by financial markets and demographic conditions, are shown below. Pension payments increase at different rates for different accrual periods. A later table shows the sensitivity of the liability to these assumptions. The fair value of the scheme assets exceeded the present value of future obligations at 31 March 2024 by \u00A32.7 million.\u003C/p\u003E\n\u003Ch4\u003EPrincipal actuarial assumptions\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/obsn4lax/principal-actuarial-assumptions-2023-24.png","width":1568,"height":720,"altText":"Principal actuarial assumptions for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003EBalance sheet position\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/10zpttel/balance-sheet-position-2023-24.png","width":1572,"height":494,"altText":"Balance sheet position for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003EAmounts recognised in the Statement of Financial Activities\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/y5pl2z2r/amounts-recognised-in-the-statement-of-financial-activities-2023-24.png","width":1576,"height":374,"altText":"Amounts recognised in the Statement of Financial Activities for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003EGain/(loss) on assets in excess on interest\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/by2hszuw/gain-loss-on-assets-in-excess-on-interest-2023-24.png","width":1574,"height":252,"altText":"Gain/(loss) on assets in excess on interest in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003EReconciliation of the fair value of assets and liabilities\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/efnlqgub/reconciliation-of-the-fair-value-of-assets-and-liabilities-2023-24.png","width":1582,"height":588,"altText":"Reconciliation of the fair value of assets and liabilities in 2023/24.","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/0agl401d/reconciliation-of-the-fair-value-of-assets-and-liabilities-2-2023-24.png","width":1586,"height":594,"altText":"Reconciliation of the fair value of assets and liabilities in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003ESensitivity of the value placed on the liabilities\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/b1rnkqm0/sensitivity-of-the-value-placed-on-the-liabilities-2023-24.png","width":1582,"height":806,"altText":"Sensitivity of the value placed on the liabilities in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe estimate above assumes the following:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EOngoing cash flows to and from the Scheme are broadly unchanged from the current year\u2019s figures.\u003C/li\u003E\n\u003Cli\u003EThere have been no events (other than those notified to the Pension Scheme Actuary) that would give rise to a settlement/curtailment/past service cost.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003E8. Net movement in funds\u003C/h3\u003E\n\u003Cp\u003EThe net movement in funds arises as follows:\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/imbfo5m4/net-movement-in-funds-2023-24.png","width":1580,"height":272,"altText":"Net movement in funds for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E9. Intangible fixed assets\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/ps4drt2r/intangible-fixed-assets-consolidated-2023-24.png","width":1582,"height":1460,"altText":"Intangible fixed assets for Scouts in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe Volunteer Experience Programme will deliver transformation to our volunteers, enabling volunteers to do their role more easily, to undertake the learning they need to do for their role, as well as enabling us to attract and recruit more volunteers. As part of this, we are creating new digital tools to enable this work - this includes tools to help with membership tasks, learning, and recruitment.\u003C/p\u003E\n\u003Ch3\u003E10. Heritage assets\u003C/h3\u003E\n\u003Ch4\u003Ea. Consolidated and the Association Unrestricted Funds value\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/ic0j0nlm/consolidated-and-the-association-unrestricted-funds-value-2023-24.png","width":1580,"height":126,"altText":"Consolidated and the Association Unrestricted Funds value for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EA valuation of items (see note 3g.) was undertaken as at 31 March 2023 by Patrick Bowen BA (Hons) Lond., MRICS which resulted in a valuation increase of \u00A3386k from the previous valuation undertaken in 2011.\u003C/p\u003E\n\u003Ch4\u003Eb. Five year financial summary of heritage asset transactions\u003C/h4\u003E\n\u003Cp\u003EThere have been no purchases, donations or disposals in the last five years.\u003C/p\u003E\n\u003Ch4\u003Ec. Further information on heritage assets\u003C/h4\u003E\n\u003Cp\u003EThe Heritage Service, supported by a small team of volunteers, is working to catalogue the Collection in line with The Heritage Collections Trust SPECTRUM standard and the national standard for archive cataloguing, this activity is an ongoing priority. Currently 16.8% of the Collection by number, including all those items held at valuation, is catalogued to these standards. An additional 1.8% is listed at inventory level. An average of 1,500 new items are accepted into the collection each year representing historic and contemporary Scouting.\u003C/p\u003E\n\u003Cp\u003EA small number of Collection items is displayed within the buildings and grounds of Gilwell Park but most of the Collection is held in storage. Included in the development plans for Gilwell Park is a new facility which would increase public access to the Collection, through a permanent display and a series of temporary exhibitions, as well as providing more appropriate storage for the Collection, ensuring its long term preservation. Currently access to the Collection is provided through the enquiries service, research appointments, the Gilwell Park Heritage Trail, the Scout Heritage website and exhibitions and activities organised with partner organisations. The Heritage Service continues to reach out to new audiences through activities including participation in the national Heritage Open Days scheme and programmes, including the UK Dementia Friendly Heritage Network.\u003C/p\u003E\n\u003Cp\u003EThe Association maintains the heritage collection in a good condition, and no items currently require substantial conservation expenditure. The nature of some of the assets, such as early cine-film, means they will deteriorate over time and should be considered a priority for preservation by digitisation and specialist storage. The Heritage Service actively seeks external funding to support the delivery of its conservation work.\u003C/p\u003E\n\u003Cp\u003EThe Association will occasionally approve the disposal of elements of the Collection, this process is carried out in accordance with the Code of Ethics and industry best practice as dictated by the Arts Council England Accreditation Standard. Disposal will be judged against the Association\u2019s Collecting Policy. Disposal will be carried out in line with the Disposal Policy and follow the Disposal Procedure. Disposal of accessioned material only takes place with the approval of the Trustees or their designated representative. Disposal of non-accessioned items takes place with the approval of the Executive Director of Commercial Services. In accordance with best practice the Heritage Service will always try to keep the item in the public domain by gifting it free of charge to other relevant museum collections or archives. If an appropriate museum or archive cannot be found the item may be considered for sale, any proceeds from such a sale would be restricted to the care and preservation of the Collection.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E11. Tangible fixed assets\u003C/h3\u003E\n\u003Ch4\u003EConsolidated\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/a4dbdaf2/consolidated-tangible-fixed-assets-2023-24.png","width":1584,"height":810,"altText":"Consolidated tangible fixed assets for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003EThe Association\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/3hjli3hs/the-association-tangible-fixed-assets-2023-24.png","width":1586,"height":776,"altText":"Tangible fixed assets for the Association for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E12. Investment in subsidiary companies\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/nuilb5ir/investment-in-subsidiary-companies-2023-24.png","width":1598,"height":628,"altText":"Investment in subsidiary companies in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe Boards of Directors of Scout Shops Limited, World Scout Shop Limited, Scout Services Limited and Scout Insurance Services Limited have each covenanted their respective company\u2019s taxable profits to the Association. World Scout Shop Limited ceased trading on 31 March 2024.\u003C/p\u003E\n\u003Cp\u003EThe principal activities of each subsidiary is as follows:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EScout Shops Limited: Sale and distribution of merchandise\u003C/li\u003E\n\u003Cli\u003EScout Insurance Services Limited: Insurance broker\u003C/li\u003E\n\u003Cli\u003EScout Services Limited: Sponsorship and marketing services for The Scout Association and other commercial activities\u003C/li\u003E\n\u003Cli\u003EWorld Scout Shop Limited: Sale and distribution of World Scout Organisation branded merchandise\u003C/li\u003E\n\u003Cli\u003EScout Products Limited: Procurement and supply of Scout Shops products for The Scout Association\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4\u003EInvestment in Subsidiaries\u003C/h4\u003E\n\u003Cp\u003EThe summarised profit and loss accounts and balance sheet totals for the active trading subsidiary companies are shown below:\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/ymimgkyh/investment-in-subsidiaries-2023-24.png","width":1592,"height":864,"altText":"Investment in subsidiaries in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe reserves balance and net movement in funds are different to the balance sheet due to an adjustment in TSA for the impairment of World Scout Shops Limited.\u003C/p\u003E\n\u003Ch3\u003E13. Fixed asset investments\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/1njhdh3u/fixed-asset-investments-2023-24.png","width":1590,"height":848,"altText":"Fixed asset investments in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EAll the listed investments are classified as tier 1 in the fair value hierarchy, being quoted prices in an active market. The listed investments have a credit rating of at least A. The listed investments are subject to market risk, with their value changing as market prices change. The Scout Association holds investments in support of the reserves policy.\u003C/p\u003E\n\u003Cp\u003E\u00A310m of bank deposits were transferred to cash and cash equivalents as they were due to mature in May 2024 and represent amounts which may be spent during the course of the year.\u003C/p\u003E\n\u003Cp\u003EThe Scout Association paid \u00A344,032 investment management fees and commission charges during the year (2023: \u00A363,942).\u003C/p\u003E\n\u003Ch3\u003E14. Stocks\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/r3vaqqvt/stocks-2023-24.png","width":1586,"height":168,"altText":"Stocks in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E15. Debtors\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/o0pluwzb/debtors-2023-24.png","width":1588,"height":586,"altText":"Debtors in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EOther debtors includes amounts receivable from insurers of \u00A33.3m (2023: \u00A32.0m), see note 17 and 18, and secured, interest bearing loans made to Scout Groups. The loans are repayable as shown below:\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/fuapnpbf/debtors-loans-repayable-2023-24.png","width":1584,"height":300,"altText":"Loans repayable for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E16. Current asset investments\u003C/h3\u003E\n\u003Cp\u003EThe Association had a short-term money market fund with Royal London Asset Management, and a current account with Barclays, which represented amounts deposited by Scout Groups in the Short Term Investment Service (STIS). STIS was wound up during the year and all funds returned to the Scout Groups.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/0rgdxecp/current-asset-investments-2023-24.png","width":1576,"height":336,"altText":"Current asset investments for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E17. Creditors\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/4khhnulu/creditors-2023-24.png","width":1584,"height":668,"altText":"Creditors for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EJamboree deferred income was in respect of the World Scout Jamboree which took place in August 2023 (see note 23). The Short Term Investment Scheme was dissolved during the year. All deposits held by the Association were released back to the Scout Groups (note 16). Other creditors includes \u00A3845k (2023: \u00A3nil) of legal fees which will be reimbursed by insurers (see note 15).\u003C/p\u003E\n\u003Ch3\u003E18. Provisions for liabilities and contingent liabilities\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/z5gfl255/provisions-for-liabilities-and-contingent-liabilities-2023-24.png","width":1580,"height":734,"altText":"Provisions for liabilities and contingent liabilities in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe Association puts young people first and their safeguarding and safety is paramount, but with the nature of our work there are claims made against the Association. Taking account of legal advice, provision is made on a best estimates basis for those claims of which the Association is aware and for which it is assessed it is probable that the Association will be liable and to the extent that they can be reliably measured. Such claims are covered in part by commercial insurance policies. The amount receivable from insurers of \u00A33.3m (2023: \u00A32.0m) to the extent that provision has been made is included in debtors (see note 15).\u003C/p\u003E\n\u003Cp\u003EIn addition it is the Association\u2019s experience that incidents and/or claims may still be notified to the Association for events which occurred prior to 31 March 2024. In some cases, particularly regarding safeguarding or abuse claims, these may be made many years after the original event. Since the nature of any such incident or claim is not yet known, it is not possible for the Association to determine whether it is probable that the Association will be held liable or to estimate the amount of any consequential outflow of economic benefits. Therefore there exists an unquantifiable contingent liability in respect of such incidents and/or claims. Taking into account such insurance cover as is available, the Association is satisfied that any such claims that might arise would not present a significant financial risk to the Association.\u003C/p\u003E\n\u003Ch3\u003E19. Fund Balances\u003C/h3\u003E\n\u003Ch4\u003Ea. Reconciliation of movement in funds\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/5swpius5/reconsiliation-for-movement-in-funds-2023-24.png","width":1580,"height":1798,"altText":"Reconciliation of movements in funds for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003EGroup\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/wncdwxdd/fund-balances-group-2023-24.png","width":1576,"height":208,"altText":"Fund balances group for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003Eb. Reconciliation of movement in funds for 2022/23\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/0i5hhpyo/reconciliation-of-movement-in-funds-for-202223-2023-24.png","width":1580,"height":1916,"altText":"Reconciliation of movement in funds for 2022/23.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003EGroup\u003C/strong\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/mpvpmwq5/reconciliation-of-movement-in-funds-for-202223-group-2023-24.png","width":1580,"height":198,"altText":"Reconciliation of movement in funds for groups for 2022/23.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003Ec. Endowment funds - Consolidated and the Association\u003C/h4\u003E\n\u003Cp\u003EEndowment funds include the 1914 Endowment Fund, the King George VI Leadership Fund and 6 (2023: 6) other funds administered by the Association. Income from the 1914 Endowment Fund and two others is unrestricted and credited to the General Fund. Income from the King George VI Leadership Fund and three others is restricted and income from the remaining fund is paid to an external Scouting beneficiary.\u003C/p\u003E\n\u003Ch4\u003Ed. Restricted funds - Consolidated and the Association\u003C/h4\u003E\n\u003Cp\u003EThe main restricted funds are shown in note 19 and 19(a), comprising national and local development funds. The Welcome Centre Fund is the largest individual restricted fund with a balance of \u00A3921,612 (2023: \u00A3718,002). This is funding to be used to build a Welcome Centre at Gilwell Park. Further details of the funds available, and the process of applying to them for grants, are to be found at \u003Ca href=\u0022https://www.scouts.org.uk/grants\u0022\u003Ewww.scouts.org.uk/grants\u003C/a\u003E.\u003C/p\u003E\n\u003Ch4\u003Ee. Designated funds - Consolidated and the Association\u003C/h4\u003E\n\u003Cp\u003EThe fixed asset fund represents the value of the Association\u2019s tangible fixed assets, goodwill \u0026amp; licences, and heritage assets. The Inclusion and Solidarity fund has been agreed to fund the losses incurred on the Jamboree in 2023 (see note 23).\u003C/p\u003E\n\u003Ch4\u003Ef. Analysis of net assets between funds\u003C/h4\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/2scnxv1n/analysis-of-net-assets-between-funds-2023-24.png","width":1580,"height":1028,"altText":"Analysis of net assets between funds for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E20. Other financial commitments and authorised expenditure\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/syrpms2i/other-financial-commitments-and-authorised-expenditure-2023-24.png","width":1578,"height":360,"altText":"Other financial commitments and authorised expenditure in 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe total lease payments, included within the financial statements for the year were \u00A3271,063 (2023: \u00A3134,956).\u003C/p\u003E\n\u003Cp\u003EAt 31 March 2024 there was capital expenditure authorised but not committed of \u00A3606,083 (2023: \u00A31,343,689).\u003C/p\u003E\n\u003Ch3\u003E21. Events occurring after the reporting period\u003C/h3\u003E\n\u003Cp\u003EThere have been no material events occurring after the reporting period.\u003C/p\u003E\n\u003Ch3\u003E22. Related party transactions\u003C/h3\u003E\n\u003Cp\u003EExpenses and remuneration paid to the Trustees are disclosed in notes 6 and 7 respectively.\u003C/p\u003E\n\u003Cp\u003ETransactions with the defined benefit pension scheme are disclosed in note 7a.\u003C/p\u003E\n\u003Cp\u003ETransactions with subsidiaries:\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/swuo1x3r/related-party-transactions-2023-24.png","width":1580,"height":426,"altText":"Related party transactions for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E23. Jamboree\u003C/h3\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/5ugpkun4/jamboree-2023-24.png","width":1578,"height":278,"altText":"Jamboree finances for 2023/24.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EThe total cumulative loss from Jamboree was \u00A32.4 million. 2022: \u00A3140k; 2023: \u00A3411k and 2024: \u00A31.8 million.\u003C/p\u003E\n\u003Cp\u003EThe 25th World Scout Jamboree was held in South Korea in August 2023. It is an international gathering of Scouts and Guides from all around the world, and hosts more than 40,000 young people and volunteers.\u003Cbr\u003ETo safeguard the UK 4,500 strong Contingent the decision was made to leave the Jamboree site early and relocate to Seoul (see pages 3, 4, and 24).\u003C/p\u003E\n\u003Cp\u003EThe Board agreed to fund part of the loss from the Inclusion and Solidarity Fund (note 19).\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/statement-of-cash-flows/","title":"Statement of cash flows"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/our-members/","title":"Our members"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/a-year-of-challenge-learning-and-change/","title":"A year of challenge, learning and change"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/as-scouts-we-believe-in-creating-brighter-futures/","title":"As Scouts, we believe in creating brighter futures"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/skills-for-life-our-plan-to-prepare-better-futures-2018-2025/","title":"Skills for Life: Our plan to prepare better futures 2018-2025"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/growth/","title":"Growth"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/inclusivity/","title":"Inclusivity"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/youth-shaped/","title":"Youth shaped"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/community-impact/","title":"Community impact"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/keeping-young-people-safe/","title":"Keeping young people safe"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/three-pillars-of-work/","title":"Three pillars of work"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/programme/","title":"Programme"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/people/","title":"People"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/perception/","title":"Perception"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/theory-of-change/","title":"Theory of change"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/the-impact-of-scouts-on-young-people/","title":"The impact of Scouts on young people"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/working-towards-a-regenerative-change/","title":"Working towards a regenerative change"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/our-finances/","title":"Our finances"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/trustees-responsibilities/","title":"Trustees\u0027 responsibilities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/independent-auditor-s-report-to-the-trustees-of-the-scout-association/","title":"Independent Auditor\u2019s Report to the Trustees of The Scout Association"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/consolidated-statement-of-financial-activities/","title":"Consolidated statement of financial activities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/balance-sheet/","title":"Balance sheet"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/statement-of-cash-flows/","title":"Statement of cash flows"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/notes-to-the-financial-statements/","title":"Notes to the financial statements"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/our-members/","title":"Our members"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/how-we-operate/","title":"How we operate"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/fundraising-our-approach/","title":"Fundraising: our approach"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/governance-structure-and-board-membership-1-april-2023-to-31-march-2024/","title":"Governance structure and Board membership \u2013 1 April 2023 to 31 March 2024"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/our-thanks/","title":"Our thanks"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/investors-in-people/","title":"Investors in People"}],"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/notes-to-the-financial-statements/","id":80565,"nodeName":"Notes to the financial 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Scout Packs:\u00A07,495\u003C/li\u003E\n\u003Cli\u003EScout Troops:\u00A06,903\u003C/li\u003E\n\u003Cli\u003EExplorer Scout Units, including Young Leader Units:\u00A02,990\u003C/li\u003E\n\u003Cli\u003EScout Networks:\u00A0528\u003C/li\u003E\n\u003Cli\u003EScout Active Support Units:\u00A01,621\u003C/li\u003E\n\u003Cli\u003EGroups:\u00A07,007\u003C/li\u003E\n\u003Cli\u003EDistricts:\u00A0627\u003C/li\u003E\n\u003Cli\u003ECounties, Regions (Scottish), Areas, Islands:\u00A090\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003E1. Of the 7,427 Scout Network members, 5,448 also have another \u2018adult\u2019 role (in a Section leadership, Governance, Leadership or Support role). This means the total number of Network members is 12,875.\u003C/p\u003E\n\u003Cp\u003E2. Explorer Scout Young Leaders (aged 14\u201317) are included in the Explorer Scout numbers above. However, they\u2019re also counted as members of Section Leadership Teams, so they\u2019re included in the total Section Leadership Teams membership of 98,268.\u003C/p\u003E\n\u003Cp\u003E3. Leadership roles are responsible for effective operation of their charity (the Scout Group, the Scout District, County, Nations), so we can meet our charitable objectives. They are Group Scout Leaders, District Explorer Scout Commissioners and District Scout Network Commissioners, District Commissioners, County Commissioners, Area Commissioners (Wales), Region Commissioners (Scotland), Island Commissioners, Bailiwick Commissioners and Branch Commissioners (where formally part of our federated structure).\u003C/p\u003E\n\u003Cp\u003E4. Governance roles form the membership of each charity\u2019s Board of Trustees or Executive Committee, together with any sub-committees. Each Board of Trustees is responsible for making sure the charity achieves its strategic direction. The 28,853 Governance roles don\u2019t include the volunteers who have an Ex-Officio Trustee role (for example Leadership roles described in note 3, Youth Commissioners and others).\u003C/p\u003E\n\u003Cp\u003E5. 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exists by authority of a Royal Charter granted by King George V in 1912 and supplemented by further Charters granted by King George VI and HM Queen Elizabeth II. These Charters give authority to the Bye-Laws of The Scout Association, which are approved by His Majesty\u2019s Privy Council.\u003C/p\u003E\n\u003Cp\u003EThe Bye Laws, in turn, authorise the making of rules for the regulation of The Scout Association\u2019s affairs. The rules are laid out in the Association\u2019s Policy, Organisation and Rules.\u003C/p\u003E\n\u003Cp\u003EThis report and financial statements cover the activities directly controlled by The Scout Association \u2013 charity numbers 306101 (England and Wales) and SCO38437 (Scotland). This includes its five wholly owned subsidiary companies \u2013 Scout Shops Limited, Scout Insurance Services Limited, Scout Services Limited, Scout Products Limited and World Scout Shop Limited (see note 12 to the financial statements for further information on these companies).\u003C/p\u003E\n\u003Cp\u003EThe activities of the Scout Councils of Northern Ireland, Scotland and Wales together with Scout Counties, Areas, Regions (Scotland), Districts and Groups aren\u2019t reflected in this report and accounts. These bodies are separate organisations affiliated to The Scout Association, which together form the Scout movement in the United Kingdom.\u003C/p\u003E\n\u003Ch3\u003EThe Board of Trustees\u003C/h3\u003E\n\u003Cp\u003EThe Board of Trustees manage The Scout Association\u2019s business. The Board has 20 members.\u003C/p\u003E\n\u003Cp\u003EThe Board of Trustees. The percentages indicate the number of eligible Board meetings each member attended. The Board met 10 times formally in the reportable period. Six were extraordinary meetings.\u003C/p\u003E\n\u003Cp\u003EWe give an induction for all new Trustees. All Trustees take part in training and development opportunities throughout the year.\u003C/p\u003E\n\u003Cp\u003EIn 2023\u201324, Trustees took part in training and development sessions, which focused on one or more areas related to The Scout Association\u2019s business, including:\u003C/p\u003E\n\u003Col\u003E\n\u003Cli\u003ESafeguarding\u003C/li\u003E\n\u003Cli\u003ESafety\u003C/li\u003E\n\u003Cli\u003EFinance\u003C/li\u003E\n\u003C/ol\u003E\n\u003Cp\u003EThe Board\u2019s responsibility includes policy making and overseeing risk management. It delegates the day-to-day management of The Scout Association to the Chief Executive and UK Chief Volunteer, who work with the UK Leadership Team, the UK Youth Lead and her team, and the Executive Leadership Team who manage our employed staff.\u003C/p\u003E\n\u003Cp\u003EThe Board has six Committees which report to it and delegates certain functions to them (Strategy and Delivery, Finance, People and Culture, Nominations and Governance, Safeguarding, and Safety). The Board appoints Trustees to serve on these Committees annually, with the Committee Chair having a three-year term, subject to performance and their continuation as a Trustee. The Board met nine times formally during 2023\u201324. In that time, the Board met on a number of occasions to receive briefings on important issues when necessary.\u003C/p\u003E\n\u003Ch3\u003EPolicies and rules\u003C/h3\u003E\n\u003Cp\u003EAt The Scout Association, we have a comprehensive set of policies and rules applicable to the movement. These policies and rules are regularly reviewed by senior volunteers, senior management and staff employed across the UK.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re committed to giving young people and adult volunteers the best possible experience in Scouts. To help us achieve this, we follow several key policies, so we can make sure Scouts keeps growing in a way that\u2019s safe, accessible, and free from discrimination.\u003C/p\u003E\n\u003Cp\u003EOur key policies include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ESafety Policy\u003C/li\u003E\n\u003Cli\u003ESafeguarding Policy\u003C/li\u003E\n\u003Cli\u003EEquality, diversity and inclusion policy\u003C/li\u003E\n\u003Cli\u003EPrivacy and Data Protection Policy\u003C/li\u003E\n\u003Cli\u003EReligious Policy\u003C/li\u003E\n\u003Cli\u003EVetting Policy\u003C/li\u003E\n\u003Cli\u003EYouth Member Anti-Bullying Policy\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003ERisk management\u003C/h3\u003E\n\u003Cp\u003EThe Board of Trustees is responsible for identifying, assessing, and managing the risks of The Scout Association and its subsidiaries. The Board of Trustees and its committees operate a comprehensive risk management process to make sure appropriate steps are taken to manage and mitigate governance, external, operational (including safety and safeguarding), legal/regulatory and financial risks. Scouts activities require risk identification and its reasonable mitigation to make sure our charitable objectives are achieved.\u003C/p\u003E\n\u003Cp\u003EThe process involves the identification and grouping of the risks The Scout Association faces, both directly and indirectly, through the activities of the movement more generally. It includes evaluating the risks in terms of their potential impact and likelihood to occur, as well as considering the Association\u2019s appetite for those risks, and identifying means whereby they can be mitigated and managed.\u003C/p\u003E\n\u003Cp\u003EResponsibility for risk management is assigned to members of the Executive Leadership Team, UK Leadership Team (senior volunteers) and Chairs of the Board\u2019s reporting committees, as well as the Boards of its subsidiaries.\u003C/p\u003E\n\u003Cp\u003EThe Board reviews its major risks throughout the year. The safety and safeguarding of young people involved in Scouts are our highest priorities.\u003C/p\u003E\n\u003Cp\u003EOther major risks to the organisation include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EPublic Trust \u2013 reputational damage due to public perception, historical issues, or external factors\u003C/li\u003E\n\u003Cli\u003EGrowth\u003C/li\u003E\n\u003Cli\u003EData security, specifically an information security breach\u003C/li\u003E\n\u003Cli\u003EDigital delivery and adoption\u003C/li\u003E\n\u003Cli\u003EEquity, Diversity and Inclusion\u003C/li\u003E\n\u003Cli\u003EManagement and Oversight of our federated structure\u003C/li\u003E\n\u003Cli\u003EMaking sure we have the right working culture\u003C/li\u003E\n\u003Cli\u003EFinancial loss or failure of investments and assets.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3\u003ERisk appetite\u003C/h3\u003E\n\u003Cp\u003EThe Board reviews the risk appetite of each corporate level risk annually to determine the individual tolerance level, and what happens when thresholds are breached, and the appropriate and immediate remedial action to bring any issue back into risk tolerance levels.\u003C/p\u003E\n\u003Cp\u003EWhile accepting risk in Scouts activities can never be entirely eliminated, we are committed to ensuring that activities are planned and undertaken to the highest levels of quality and safety. Given the nature of the activities undertaken, we seek to continuously minimise the potential for serious harm to be caused to young people and members to the greatest extent feasible, and where incidents or near misses do occur we are committed to learn from such events and develop our approaches through continuous improvement.\u003C/p\u003E\n\u003Cp\u003EHowever, The Scout Association has a high appetite for opportunities for membership growth and would be comfortable taking more risk in this area.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/our-members/","title":"Our members"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/fundraising-our-approach/","title":"Fundraising: our approach"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2023-24/a-year-of-challenge-learning-and-change/","title":"A year of challenge, learning and 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It\u2019s thanks to their support that we can bring skills for life to so many young people, and it\u2019s vital to our future success.\u003C/p\u003E\n\u003Ch3\u003EFollowing legislation\u003C/h3\u003E\n\u003Cp\u003EWe\u2019re registered with the Fundraising Regulator and follow its Code of Fundraising Practice, and we\u2019re a member of the Chartered Institute of Fundraising. Our charity lottery launched in December 2023 and is regulated by the Gambling Commission.\u003C/p\u003E\n\u003Cp\u003EWe make sure all staff involved in fundraising are aware of the need to follow relevant fundraising legislation and codes of practice. We\u2019re not aware of any failure to comply during the year \u2013 by our staff or our Commercial Participators.\u003C/p\u003E\n\u003Ch3\u003EPersonal data and privacy\u003C/h3\u003E\n\u003Cp\u003EWe take the protection of our donors\u2019 personal data very seriously.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe only use personal data in a way they\u2019re happy with and our privacy policy is available on our website.\u003C/li\u003E\n\u003Cli\u003EWe give donors the opportunity to change their minds if they\u2019d like to stop getting our communications.\u003C/li\u003E\n\u003Cli\u003EWe never share or sell their data.\u003C/li\u003E\n\u003Cli\u003EWe don\u2019t contact anyone if we know they don\u2019t want us to.\u003C/li\u003E\n\u003Cli\u003EWe make sure no one\u2019s ever pressured to leave us a legacy or to donate.\u003C/li\u003E\n\u003Cli\u003EWe take steps to make sure vulnerable people are protected if a concern is raised.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EWe welcome legacies, grant funding and donations, which appear in our accounts as \u2018voluntary income.\u2019\u003C/p\u003E\n\u003Ch3\u003ECorporate partners\u003C/h3\u003E\n\u003Cp\u003EWe have Commercial Participator Agreements with corporate partners who sponsor some of our programme activities.\u003C/p\u003E\n\u003Cp\u003EWe monitor any fundraising activities that our partners do on our behalf, and there\u2019s a provision in all our partnership contracts for doing so. This is usually through regular meetings, feedback and agreeing to give access to more information if it\u2019s needed.\u003C/p\u003E\n\u003Cp\u003EWhere corporate partners are sponsors, but they\u2019re not taking part in any direct public fundraising, access to further information isn\u2019t always necessary.\u003C/p\u003E\n\u003Cp\u003EIn all our Commercial Participator Agreements, our partners agree to protect vulnerable people from any intrusion of their privacy, and to not make any unreasonable approaches to, or put pressure on, any vulnerable person to give money. This is included even if they\u2019re not undertaking any direct public fundraising.\u003C/p\u003E\n\u003Cp\u003EWe\u2019ve received two complaints about our fundraising activity this year. We responded to the complainants within one week with an explanation of our approach. 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