{"content":{"layouts":[{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EAs at 31 March 2026, The Scout Association (TSA) reported total net funds of \u00A379.8m, broadly in line with the prior year position. Total funds increased by \u00A3469k during the year, compared with a reduction of \u00A33.1m in 2024\u201325. This outturn was comfortably within the Board\u2019s objective which was to contain the unrestricted budget deficit for the year (excluding gains and losses on pensions and investments) to \u00A32.5m. The trustees remain focused on restoring the charity to an operating surplus in future years to safeguard long-term financial sustainability and maintain resilient and effective organisational structures, volunteer support, and service delivery models.\u003C/p\u003E\n\u003Cp\u003EFor the purposes of this review, Jamboree income and expenditure has been excluded to ensure the figures are comparable with the prior year.\u0026nbsp;\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EIncome\u003C/h3\u003E\n\u003Cp\u003EOur principal sources of income are membership subscriptions, donations from the public, trusts, foundations, corporate partners, statutory funding from the Department for Culture, Media and Sport (DCMS), and retail activities. Total income for the year was \u00A344.2m (excluding \u00A3251k of Jamboree income), compared to \u00A346.9m in the prior year (including property sales). Unrestricted income increased to \u00A339.6m (2024-25: \u00A338.8m) while restricted income totalled \u00A34.5m (2024-25: \u00A38.2m).\u0026nbsp;\u003Cbr\u003E\u003Cbr\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/y5gjta05/financial-review.jpg","width":1024,"height":497,"altText":"Graph showing the main sources of income since 2020.","caption":"","link":{"name":"Financial Review","id":null,"url":"https://prod-cms.scouts.org.uk//media/y5gjta05/financial-review.jpg","newWindow":false,"target":"_blank"}},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cbr\u003EThe unrestricted income included:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EMembership subscriptions of \u00A317.6m (2024-25: \u00A315.5m), reflecting a 0.01% increase in youth membership and a \u00A35 (13.2%) increase in the membership fees.\u0026nbsp;\u003C/li\u003E\n\u003Cli\u003ETrading income totalled \u00A313.5m (2024\u201325: \u00A312.9m), comprising retail sales generated through the Scout Shops network, insurance commission income from Unity Insurance Services, and sponsorship and promotional activities. All trading income streams reported year-on-year growth.\u0026nbsp;\u003C/li\u003E\n\u003Cli\u003ECharitable activities income of \u00A35.6m (2024-25: \u00A36.0m), excluding Jamboree income of \u00A3251k, primarily comprises income generated by the National Scout Adventure Centres \u2013 Gilwell Park, Broadstone Warren, Youlbury, and Great Tower. The Hawkhirst Scout Adventure Centre closed on 31 March 2025 accounting for the reduction in income. Scouts continue to offer adventure and skills development, volunteer-led campsites in the local area, and nationally at our other adventure centres.\u0026nbsp;\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EInvestment income, including interest receivable, totalled \u00A31.7m (2024-25: \u00A32.0m), representing a decrease of \u00A30.3m compared with the prior year. Although year-end balances were higher than in 2024-25, the timing of cash increases and holdings throughout the year has impacted the returns on funds that were on deposit during the year. In addition, the interest rates available during the year were less favourable than those achieved in the prior period.\u003C/p\u003E\n\u003Cp\u003EOther voluntary income (grants, donations, and legacies) totalled \u00A35.0m (2024-25: \u00A39.4m). We remain deeply grateful for the continued generosity and support of our donors, particularly during a period of ongoing uncertainty and pressure on charitable giving. Their commitment continues to play a vital role in enabling Scouts to deliver their charitable objectives. The reduction of income in the current year largely reflects the exceptional level of funding received in the prior year, which included a \u00A33.5m donation from Omaze to support the growth and development of our Squirrels programme, together with \u00A30.7m from Generation Green and \u00A30.5m from the players of Postcode Lottery. In 2025-26 Scouts was pleased to receive a further \u00A30.1m from Omaze, and continued support of \u00A30.5m from players of Postcode Lottery. We are also grateful for a further \u00A32.5m (2024-25: \u00A32.8m) from the Department for Culture, Media \u0026amp; Sport (DCMS) from their Uniformed Youth Fund to support Local Growth Officers in England, as they continue to open new Scout and Explorer Sections. \u0026nbsp;\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EExpenditure\u003C/h3\u003E\n\u003Cp\u003ETotal expenditure was \u00A345.5m (2024-25: \u00A350.6m), excluding \u00A3251k of Jamboree expenditure. Unrestricted expenditure of \u00A340.5m (2024-25: \u00A345.2m) reduced by \u00A34.4m, driven by a cost reduction programme implemented by the Executive Leadership Team, with the objective of delivering a break-even or improved budget position for 2026-27. Total expenditure included:\u0026nbsp;\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EStaff costs of \u00A323.2m, representing a reduction of \u00A31.8m compared with the prior year. This decrease primarily reflects organisational restructures undertaken to maintain a continued focus on managing staff costs and supporting the charity\u2019s long-term financial sustainability. In addition, the phased completion of 19 fixed-term roles established to deliver projects during 2024\u201325, resulted in year-on-year savings in staffing expenditure.\u003C/li\u003E\n\u003Cli\u003EOverall, non-staff costs of \u00A322.3m reduced by \u00A33.2m on the prior year and included staff and Volunteer Operational costs, Cost of Sales and Administration costs. During the year, the charity implemented a programme of targeted cost-cutting measures and efficiency improvements across all areas of operation, which has generated year-on-year savings.\u0026nbsp;\u003C/li\u003E\n\u003Cli\u003E\u00A31.3m (2024-25 \u00A32.6m) relating to public liability claims and the associated legal costs. The current year is net of an exceptional cost recovery of \u00A30.5m included in the provisions made last year. Within the balance sheet there is a provision in respect of claims of \u00A35.7m (2024-25: \u00A37.3m) of which \u00A33m (2024-25: \u00A34.5m) is covered by an insurance debtor. \u0026nbsp;\u003C/li\u003E\n\u003Cli\u003EA loss on disposal of fixed assets of \u00A30.4m (202425: \u00A31.2m profit on the sale of Downe Activity Centre). is attributable to the closure of the Hawkhirst Scout Adventure Centre. The Hawkhirst Scout Adventure Centre was on a short lease, and a review of all the Scout Adventure Centres has concluded that the remaining portfolio remains viable on a break-even basis.\u003C/li\u003E\n\u003Cli\u003E\u00A30.8m (2024-25: \u00A31.5m) of grants to Scout Groups, Districts, Areas, and Counties.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EWe spent \u00A336.1m (2024-25: \u00A341.6m) excluding \u00A3251k of Jamboree expenditure on charitable activities. As shown in the pie charts, this spend is allocated under the four main headings which relate to our strategic objectives. \u00A34.9m of this expenditure (202425: \u00A35.4m) was funded by restricted funds. The percentage allocation against the strategic objectives is broadly unchanged.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EOur consolidated results include the income and expenditure of the trading subsidiaries, Scout Shops Limited, Scout Services Limited, Scout Insurance Services Limited, and Scout Products Limited. These subsidiaries provide a contribution to TSA charity each year to support its work. The contribution is made through a Gift Aid payment set out under a Deed of Covenant. The subsidiaries trading results are detailed in Note 12.\u0026nbsp;\u003Cbr\u003E\u003Cbr\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/iz1b1ayv/expenditure-24-25.jpg","width":671,"height":569,"altText":"Graph showing the main sources of expenditure in 2024-25.","caption":"","link":{"name":"Expenditure 24 25","id":null,"url":"https://prod-cms.scouts.org.uk//media/iz1b1ayv/expenditure-24-25.jpg","newWindow":false,"target":"_blank"}}]},{"items":[{"gridType":"imageWithLink","gtmId":"","gtmClass":"","image":"/media/eipnaeo1/expenditure-25-26.jpg","width":671,"height":569,"altText":"Graph showing the main sources of expenditure in 2025-26.","caption":"","link":{"name":"Expenditure 25 26","id":null,"url":"https://prod-cms.scouts.org.uk//media/eipnaeo1/expenditure-25-26.jpg","newWindow":false,"target":"_blank"}}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003E\u003Cbr\u003ECharity Funds\u003C/h3\u003E\n\u003Cp\u003EAt 31 March 2026, Scouts consolidated funds stood at \u00A379.8m, an increase of \u00A3469k on the prior year. These funds were made up of:\u0026nbsp;\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EEndowment funds of \u00A32.8m (2024-25: \u00A32.3m) comprising the 1914 endowment fund of \u00A31.1m, the King George VI Leadership Fund of \u00A30.9m, with the balance being made up of a number of smaller funds. The capital on these funds is preserved, and the investment income arising is allocated to either restricted or unrestricted funds, depending on the terms of each endowment. Two funds with a value of \u00A3335k, previously classified as restricted funds, were reviewed during the year and correctly identified as endowment funds. They have now been reclassified accordingly.\u0026nbsp;\u003C/li\u003E\n\u003Cli\u003ERestricted funds of \u00A35.2m (2024-25: \u00A36.9m) comprising \u00A32.4m of the \u00A33.5m donation from Omaze, \u00A31.1m Individual Giving funding (including the UK Support Teams) and \u00A30.7m against local development funds. The remaining balance relates to a limited number of restricted funds. Expenditure plans are in place to ensure these funds are applied appropriately in support of our charitable aims.\u0026nbsp;\u003C/li\u003E\n\u003Cli\u003EDesignated fixed asset funds of \u00A332.1m (202425: \u00A331.5m) are almost entirely represented by The Scout Association\u2019s tangible, intangible, and heritage assets. \u0026nbsp;\u003C/li\u003E\n\u003Cli\u003EUnrestricted general funds of \u00A335.5m (2024-25 \u00A335.1m) broadly unchanged on the prior year due to a small deficit offset by transfers and investment gains.\u0026nbsp;\u003C/li\u003E\n\u003Cli\u003EPension funds totalled \u00A33.1m (2024\u201325: \u00A32.6m). The increase in the surplus during the year was mainly due to a reduction in scheme liabilities following changes in actuarial assumptions, partly offset by a decrease in the market value of scheme assets.\u0026nbsp;\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EAll funds and their movements in the year are covered in detail within note 18 of these financial statements.\u0026nbsp;\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003ECapital Expenditure\u003C/h3\u003E\n\u003Cp\u003EDuring the year, The Scout Association invested \u00A33.5m in capital projects (2024-25: \u00A34.3m). These investments support long-term service delivery, and align with the strategic plan. \u0026nbsp;\u003C/p\u003E\n\u003Cp\u003ECapital expenditure included the Syd Kesseler Centre at Gilwell Park \u00A3955k. The Centre is a new hub providing an engaging and inspiring first point of arrival for visitors to the Scout Adventures site. The centre celebrates Scouting\u2019s impact and heritage as well as being a gateway to adventure. Scouts is grateful to our generous benefactors from the Kesseler family whose support made this project possible.\u0026nbsp;\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EReserve Policy\u003C/h3\u003E\n\u003Cp\u003EThe Scout Association holds reserves to protect the delivery of charitable activities. The Reserves Policy is designed to provide Scouts with time to adjust to changing financial conditions and is reviewed annually by trustees.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe reserves policy establishes a target level of general \u2018free\u2019 reserves, represented by the balance of the unrestricted General Fund. This target is based on a risk assessment of the likely financial impact on The Scout Association\u2019s activities, caused by a decline in income, an inability to meet its financial obligations, or an inability to reduce expenditure in the short term. The risk assessment also considers how likely these circumstances are to occur. The policy aims to create a balance between spending the maximum amount of income raised as soon as we receive it, while maintaining an appropriate level of reserves so that the charity can operate uninterrupted. It also considers going concern and provides parameters for future budgeting, strategic plans, and decision making. \u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe experience of the COVID-19 pandemic demonstrated how unforeseen events can result in significant short-term reductions in membership levels and associated commercial income, while maintaining demand for member services. In light of this, the trustees consider that the appropriate level of free reserves should be based on approximately one year\u2019s unrestricted charitable expenditure, excluding oneoff, self-funded events of a general nature such as the Jamboree, together with an additional provision to reflect the potential cost of future claims, recognising the extended period over which such liabilities may emerge.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EBased on unrestricted charitable expenditure of \u00A331.4m for the year ended 31 March 2026, together with an assumed \u00A34.0m provision for potential future claims, this indicates a target free reserves level of approximately \u00A335.4m.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EAs of 31 March 2026, general \u2018free\u2019 reserves for the charity stood at \u00A335.5m (2024-25: \u00A335.1m), which is broadly in line with the target level. In 2024-25, The Scout Association was operating outside of its reserves policy, and therefore this represents a move from outside to back within the reserves policy. This position was achieved through a cost reduction programme implemented by the Executive Leadership Team during the year, focused on reducing both pay and non-pay expenditure, with the objective of delivering a break-even or improved budget position for 2026-27, reducing the target \u2018free\u2019 reserves level. \u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe trustees have subsequently approved an unrestricted budget for 2026-27 which projects a small surplus, excluding market value adjustments on investments. This forms part of a wider objective to strengthen the charity\u2019s long-term financial sustainability and progressively build reserves to support delivery of Place to Belong, the organisation\u2019s strategy to 2035.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe trustees will continue to review the target level of reserves, taking into account strategic and financial planning considerations, operational risks, and the assessment of the Charity\u2019s ongoing going concern position.\u0026nbsp;\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EInvestment Policy and Performance\u003C/h3\u003E\n\u003Cp\u003EAt the 31 March 2026, the charity held \u00A333.6m (202425: \u00A335.5m) in fixed asset investments comprised of \u00A325.9m (2024-25: \u00A324.7m) in two multi asset Charity Authorised Investment Funds (CAIF\u2019s) and the balance of \u00A37.7m (2024-25: \u00A310.8m) held in short term money market funds.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe trustees\u2019 primary objective is to preserve and maintain the purchasing power of capital to provide security for reserves. The secondary objective is to generate a consistent level of income to fund revenue spend.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe trustees\u2019 approach to ethical investment is to restrict investment in tobacco, alcohol, armaments, gambling, adult entertainment, and companies involved in predatory lending.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EInvestments are held in multi-asset funds designed specifically for charities, and ethically aligned as much as possible. Following a reserves policy review, post the pandemic and sale of Baden-Powell House, a decision was made to double the size of our longerterm investments. A second investment manager was appointed in 2022 to manage half of the funds to provide additional diversification. The funds were initially equally allocated between them with investment objectives as follows:\u0026nbsp;\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003ESarasin growth fund for charities: CPI plus 4.5% net of costs, over rolling seven-year periods. To be achieved by investment in a broadly diversified global portfolio (with the equity element diversified by geography and investment themes) covering the world\u2019s principal stock markets, together with investments in alternative assets.\u0026nbsp;\u003C/li\u003E\n\u003Cli\u003ECazenove charity sustainable multi-asset fund: CPI plus 4%, net of fees, over rolling ten-year periods. To be achieved by investment in a balanced portfolio of global equities, bonds, and alternatives.\u0026nbsp;\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003ENeither manager has achieved this target in the period since the portfolios were established in 2022. This is not surprising, given the rise in inflation and volatile market conditions over this period. For illustration purposes, as at 28 February 2026 the investments stood at \u00A335.9m, and by 31 March 2026 had dropped to \u00A333.6m broadly recovering the position at the end of April 2026. Both, however, are performing broadly in line with benchmarks for similar multi-asset portfolios which have a significant equity component. The trustees believe that such an asset allocation is still appropriate for assets to be held for the long term, although the performance of the managers is kept under review. \u0026nbsp;\u003C/p\u003E\n\u003Cp\u003ENo additions or withdrawals of capital have been made on either fund during the year, with a total capital gain of \u00A31.2m (2024-25: \u00A30.2m) recorded for the twelve months to 31 March 2026 and \u00A31.0m of investment income (2024-25: \u00A31.1m) remitted back to The Scout Association to fund revenue spend.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EAdditional income of \u00A30.4m (2024-25: \u00A30.6m) was generated by the short-term money market funds, fixed interest and overnight deposits to fund revenue spend.\u003Cbr\u003E\u003Cbr\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/jkantnk5/young-people-with-hands-raised.jpg","width":964,"height":640,"altText":"An audience of young people raise both of their hands.","caption":"","link":null}]},{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/3aanrey2/dwayne-fields-with-large-group-of-young-people.png","width":1398,"height":932,"altText":"Dwayne Fields waves at the camera while posing with a large group of young people.","caption":"","link":null}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3\u003E\u003Cbr\u003EGoing Concern\u003C/h3\u003E\n\u003Cp\u003EThe Board of Trustees has reviewed the charity\u2019s financial plans for the 2026\u201327 budget year together with financial projections for the subsequent two years, including assessments of cash flow and reserve levels.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe trustees recognise the significant progress made during 2025-26 towards a break-even position before accounting for market movements on the investments, and the further steps planned for next year to achieve that break-even position or better. They believe this provides a strong basis for a sustainable financial position over the long term.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EHaving considered these factors, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Accordingly, they continue to adopt the going concern basis of accounting in preparing the financial statements.\u0026nbsp;\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003EThe Scout Association Defined Benefit Pension Scheme\u003C/h3\u003E\n\u003Cp\u003EThe Scout Association operated a defined benefit pension arrangement called the Scout Association Defined Benefit Pension Scheme (the Scheme), which is closed to new members and any future accruals. The Scheme provides benefits based on final salary and length of service on retirement, leaving service, or death.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe Scheme is subject to Statutory Funding Objectives under the Pensions Act 2004. A valuation of the Scheme is carried out at least once every three years to determine whether the Statutory Funding Objective is met. As part of this process the Association must agree with the trustees of the Scheme the contributions to be paid to meet the Statutory Funding Objective.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe most recent comprehensive actuarial valuation of the Scheme was carried out as at 31 March 2025. The valuation resulted in a surplus of \u00A32.8m and a funding level of 110% which was an improvement on the 94% funding level at the previous March 2022 valuation. As such, no deficit reduction contributions were required to be paid to the scheme by The Scout Association. The Board continues to monitor the scheme\u2019s funding to ensure that general reserves provide adequate cover and keep the potential for effecting an insurance buyout under review. \u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe FRS 102 valuation as of 31 March 2026 shows that at the review date there was a surplus of \u00A33.1m, this compares to a surplus of \u00A32.6m at the previous review date (31 March 2025). The following factors resulted in an increase in the surplus over the period by reducing the value of the scheme\u2019s liabilities:\u0026nbsp;\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003Ethe use of more up to date membership data as at 31 March 2025;\u0026nbsp;\u003C/li\u003E\n\u003Cli\u003Ethe increase in the discount rate assumption; and\u0026nbsp;\u003C/li\u003E\n\u003Cli\u003Ethe change to the mortality assumption.\u0026nbsp;\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch3\u003ERemuneration Policy\u0026nbsp;\u003C/h3\u003E\n\u003Cp\u003EThe trustees consider that the Board of Trustees, together with the Executive Leadership Team, comprising the Chief Executive and Directors, constitute the key management personnel of the Charity.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EAll trustees give their time voluntarily and receive no remuneration during the year. The Chief Executive, who also serves as a trustee and full member of the Board, receives remuneration solely in respect of his executive responsibilities. Details of trustees\u2019 expenses and the remuneration of key management personnel are disclosed in notes 6 and 7 to the financial statements.\u0026nbsp;\u003C/p\u003E\n\u003Cp\u003EThe People and Culture Committee, on behalf of the Board, provides governance oversight of The Scout Association\u2019s approach to remuneration. In conjunction with the Finance, Audit and Risk Committee, it oversees and recommends the Remuneration Policy to the Board. The People and Culture Committee approves remuneration for members of the Executive Leadership Team, excluding the Chief Executive, as this is a matter for the Board.\u003C/p\u003E\n\u003Cp\u003EThe Executive Leadership Team is responsible for developing pay proposals and managing the remuneration of employees below ELT level, within the agreed remuneration framework and approved budget. Salary levels are informed by benchmarking against comparable roles, market conditions and position within the relevant pay range, and market supplements may be applied where appropriate.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"TwoColumnLayoutBlock","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"","gtmClass":"","image":"/media/20123/ayesha-karim.jpeg","width":640,"height":720,"altText":"Ayesha Karim smiles while posing for the camera.","caption":"Ayesha Karim","link":null}]},{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u0026nbsp;\u0026nbsp;\u003C/p\u003E","gtmId":"","gtmClass":""},{"quoteText":"Representing young people in Scouts has been such an honour. I\u2019m constantly inspired by the young people I meet and seeing how their opinions have really contributed to shaping Scouts.","attribution":"Ayesha Karim, UK Youth Lead September 2022 - September 2026","gridType":"quote","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/syd-kesseler-centre/","title":"Syd Kesseler Centre"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/trustees-responsibilities/","title":"Trustees\u0027 responsibilities"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/prepared-for-the-path-ahead/","title":"Prepared for the path ahead"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/focused-on-our-movement-supporting-volunteers/","title":"Focused on our movement, supporting volunteers"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/our-purpose-and-method/","title":"Our purpose and method"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/place-to-belong-our-strategy-to-2035/","title":"Place to Belong: Our Strategy to 2035"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/the-path-ahead-shaping-the-next-nine-years/","title":"The path ahead: Shaping the next nine years"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/a-growing-and-inclusive-movement/","title":"A growing and inclusive movement"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/more-young-people-gaining-skills-and-leading-change/","title":"More young people gaining skills and leading change"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/volunteers-who-feel-confident-supported-and-valued/","title":"Volunteers who feel confident, supported and valued"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/stronger-and-better-connected-communities/","title":"Stronger and better connected communities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/a-safe-inclusive-and-sustainable-movement/","title":"A safe, inclusive and sustainable movement"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/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-2025-26/keeping-young-people-safe/","title":"Keeping young people safe"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/safeguarding/","title":"Safeguarding"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/fundraising/","title":"Fundraising"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2025-26/syd-kesseler-centre/","title":"Syd Kesseler 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