The Scout Association Annual Report 2009/10 by The Scout Association

G N I U L A V E R U T N E ADV 2009/10 s t n u o c c A eport and R l a u n n A ociationâ&#x20AC;&#x2122;s s s A t u o c S The

k/impact scouts.org.u

â&#x20AC;&#x2DC;We believe that through adventure we challenge individuals so that they learn and experience new things that enrich their livesâ&#x20AC;&#x2122;

WELCOME Our Chairman reflects on the highlights, challenges and achievements of 2009/10.

I’m delighted to report another exceptional year for Scouting and our 500,000 adults and young people. For the fifth consecutive year, our membership numbers have increased significantly. This is a direct result of an improved and more relevant programme for our young people, increased flexible opportunities and training for volunteers and better materials and resources. Particularly encouraging is that more teenagers than ever have joined this year. And this is despite the ever increasing pressures on their time. It is our young people of today that will become tomorrow’s leaders and it is these leadership skills that we value and develop. Our new Youth Involvement Group means that these young members can begin to play a key part in shaping Scouting’s future. The positive impact that Scouts can have was demonstrated with our Stop the Rain Tax campaign (p13). Thousands of our members lobbied their MPs to campaign against an unaffordable rise in water bills. This is the first time we have taken such action and we are proud of its success.

a key priority for a number of years and we have developed our structure to reflect this. As well as the new leadership team of Chief Scout Bear Grylls and UK Chief Commissioner Wayne Bulpitt, we revamped the Trustee management framework, reducing the governing Board to a more manageable size and opening the Board to people who may have little recent experience of Scouting. I am delighted to be the first

The purpose of Scouting is to contribute to the development of young people in achieving their full physical, intellectual, social and spiritual potential, as individuals, as responsible citizens and as members of their local, national and international communities. Under the Charities Act 2006 The Scout Association is required to demonstrate that our aims are for the public benefit. Our assessment is that we have met this criteria through both the advancement of education and the advancement of citizenship or community development headings.

⊲ These young members

can begin to play a key part in shaping Scouting’s future.

Two principles demonstrate that Scouting’s aims are for the public benefit. • Principle 1a – through the Scout method young people develop towards their full potential. • Principle 1b – the clear link between the benefits for young people and the

appointed chairman (as opposed to elected) and it is almost 50 years since I was involved. I am also proud to be part of a successful and worthwhile organisation, which is increasingly being recognised as playing an important role in the development of our society.

purpose of Scouting. • Principle 1c – the safety of young people is taken very seriously and the benefits Scouting activities provide far outweigh the risks. • Principle 2a – the aim of Scouting refers to young people, aged 6-25. • Principle 2b – full Scouting membership is restricted to young people who are willing to make the Scout Promise.

I would like to pay tribute to all our volunteers and their commitment and enthusiasm. Without them we would not be able to achieve the things you will read about in this report.

• Principle 2c – the Association does not exclude those in poverty from its benefits. While the Association charges a subscription to its Members, the benefits of Scouting are not restricted by the ability to pay. Locally there are arrangements to waive subscriptions and other costs for young people who

We have changed our training from being course-led to being led and delivered by volunteers. This means our leaders can now learn in a way that suits them. Ensuring we are a relevent and focused organisation has been

cannot afford to pay. Nationally there are funds available for uniform and activities so that young people are not excluded from activities by virtue of being unable to pay.

Sir Alan Craft Chairman, The Scout Association

• Principle 2d – any private benefits from Scouting are incidental, other than to those as a beneficiary.

STRATEGIC AIMS AND PERFORMANCE

STRATEGIC AIMS AND PERFORMANCE We have grouped our activities under five headings, that by 2012 we will be: • A GROWING MOVEMENT • A YOUTH MOVEMENT • A RELEVANT AND FOCUSED MOVEMENT • A SOUND MOVEMENT • A DIVERSE MOVEMENT

STRATEGIC AIM 1: TO BE A GROWING MOVEMENT We will increase youth and adult membership on an annual basis by at least three per cent, – aiming for five per cent – and improve the quality of our youth programme delivery. We will achieve this by: ⊲ Encouraging and supporting existing local volunteers to engage with, and recruit, adult volunteers, in particular 3,000 parents through The Big Adventure. ⊲ Reducing joining lists by ten per cent by January 2010 through providing guidance and support to local Scouting to address joining lists in new and innovative ways; by employing an effective system for managing joining enquiries in each District and delivering an enhanced induction for all District Commissioners. ⊲ Providing more support for the areas of the programme that leaders find most challenging to deliver.

The Big Adventure provides local

Across the UK, successful

Scouting with an opportunity to show

implementation of the adult

parents and other adults what they

appointment process cemented our

can do for Scouting and what Scouting

plans to help ensure that every adult

can do for them. Launched in May

is placed into a role in Scouting that

2009, more than 900 Scout Groups

suits them. Piloted and then launched

used it to recruit volunteers, whether

in 2008, along with supporting

at an activity day, camp or barbecue.

materials, training and guidance for

We sent out a free step-by-step guide

local Scout Groups, it has now been

to every leader, as well as a guide for

rolled out across the rest of the UK,

parents. Over 1,200 Big Adventures

and indications are that it has helped

took place over the summer and in its

to provide an effective welcome and

first year some 3,900 volunteers signed

induction for new volunteers.

up to Scouting as a direct result of a Big Adventure event.

We have successfully delivered five Development, Advice and Support

Our Regional Development Service

days (DAS) across the UK. These

piloted a variety of projects to address

events provide targeted support and

joining lists. The result highlighted the

information for everyone in a Supporter

need for a dedicated Joining

role. As well as the opportunity to

Co-ordinator in each District who has

meet and discuss relevant issues

the time to follow up and deal with

with the national team, it provided

every single joining enquiry. In the

the opportunity to promote regional

South West, a significant number of

working together.

Districts have now appointed Joining Co-ordinators and have seen success.

⊲ Further improving the number of young people moving on between sections. ⊲ Promoting non-leader roles and reviewing our membership scheme. ⊲ Giving meaning to a more flexible approach to volunteering by completing the Scout Fellowship Review.

Over 73,000 young people and 8,200 parents took part in a Big Adventure event

STRATEGIC AIMS AND PERFORMANCE

We produced a range of new

Scheme was recognised when we

resources for managers based on

won a National Training Award in early

member feedback, which included Keys

2010. Being able to fit their training

to Success for Group Scout Leaders,

around their home and work lives has

Keys to Success for County Training

significantly increased the number of

Managers, new Executive Support

volunteers in the last five years.

resources, online induction pack templates, adult training information

More people than ever saw Scouts

leaflet and adult training materials.

on TV, radio and in newspapers as throughout the year we told stories

The programme planning area of

of Scouts receiving bravery awards,

scouts.org.uk, Programmes Online

launched our annual birthday honours,

has been used to increase support for

published the new Scouting Skills book

leaders to deliver activities related to the

(p17) and announced the volunteers

Beliefs and Attitudes and Global Zones.

selected for the World Scout Jamboree

For example, over 50 global-related

Team. This was made possible by our

programme ideas have been added in

national PR team working in partnership

the last year. We have also created a

with the increased number of local

spiritual development resource to be

Media Development Managers who

sent out to all our 100,000 leaders via

promote Scouting at a local level.

Scouting magazine. A number of projects are still under Our first Activity Academy launched

review, including our Campfire Circle

in the spring. Open to all members

membership scheme and student

aged 18-25, it gave 50 participants the

recruitment initiative, which we plan to

opportunity to develop existing skills, try

consolidate in 2010.

new activities and progress onto leading these activities. Almost one hundred

We successfully rebranded our Scout

awards and qualifications were gained

Fellowship as Scout Active Support.

during the five days. A second pilot

Launched in September 2009, it

academy is planned for 2010.

provides a new flexible way for adults to volunteer for Scouting. The new name

Sharing skills is one of the keys to successful Scouting

The Scout Association relies on its

is much more reflective of what these

100,000 volunteers who come from all

valuable groups of adults actually do â&#x20AC;&#x201C;

walks of life, and the training that we

provide great support to local Scouting.

offer them has to be flexible enough

From December 2010 all Fellowships

to empower them to lead others.

will be reformed as Active Support

Changed from being course-led to led

Units.

and delivered by volunteers, the quality and flexibility of our Adult Training

The result: With 16,568 (3.9%) more adults and young people in Scouting, this year has seen our biggest growth for over 38 years. 8

Ed Wickerman, voted outstanding teacher ‘Being a Cub Scout leader and working with 30 young people each week taught me I could motivate and enthuse young people and make a real difference too. I wanted to continue with this which is why I became a teacher. Many of the leadership skills I have learned through Scouting. Being responsible for a small group

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of people in Scouting is very similar to leading a small group of people at work. I was honoured to win The Teaching Award’s Outstanding New Teacher of the Year as I love being a teacher and am 100 per cent certain that I want to be a head teacher. I am dyslexic but it hasn’t stopped me from following my dreams. More people like me need to come in and show that there are other ways of doing things.’

Eileen Pooley launched a Scout Active Support Unit ‘Our Scout Group was formed in May 2009 as a result of a merger of two local Groups. We saw Scout Active Support as an opportunity for a number of people who wanted to give their time to the Group on a flexible basis. This meant they wouldn’t have to make the full-time commitment of being a leader or sitting on the Group Executive Committee. The Unit is still in its early stages but so far a number of parents have joined or expressed an interest. We are aware that some parents in our area find it difficult to pay their children’s subscriptions. We therefore decided

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to waive the fee if they gave their time instead and joined the Unit. If we didn’t have this structure in place we would not only lose the young people but wouldn’t have the adults either. We support the Group in fundraising, skills and PR and communications. For us, the Unit is key to the long-term growth and development of the 1st Hainault Scout Group.’

The challenge ahead: ȔȔ While we now have more adults and young people enjoying Scouting every week, there are still 33,000 young people waiting to join. We will research, identify and address issues associated with youth membership joining lists to bring this number down. ȔȔ To increase the number of adult volunteers each year by at least three per cent, with a particular focus on increasing the number of parents supporting Scouting. ȔȔ As well as recruiting new members we will focus on supporting our existing leaders, to make their Scouting experience one that they will continue to enjoy. ȔȔ To help leaders run a balanced programme for their Scouts more easily by providing practical and effective support for the areas of the programme they find most challenging to deliver, in particular the Global and Beliefs and Attitudes Zones. ȔȔ To identify, measure and report on the impact and benefit of Scouting to young people, adult volunteers and the wider community to make Scouting more visible and attractive to all communities.

STRATEGIC AIMS AND PERFORMANCE

STRATEGIC AIM 2: TO BE A YOUTH MOVEMENT We will embrace and enhance the culture and participation of young people. We will achieve this by: ⊲ Securing funding to enable more active citizenship project workshops. ⊲ Increasing the number of young people in decision making at all levels in the organisation by ensuring all Counties/Regions/ Areas appoint at least one young person to their Executive Committee and one as a Nominated Youth Representative on the Council of the Association. ⊲ Communicating directly with youth members to gain feedback on key issues. ⊲ Further developing the network of Young Spokespeople as the voice and face of Scouting.

For the first time, we ran a Scout

General Election. Active Citizens: Virgin

Young Campaigners Summer School,

Voters launched in the weeks running

where 14-21 year old Scouts learned

up to the election, and in just three

how to advocate and campaign for

weeks the website received 7,000 visits.

causes that matter to them and to

More Active Citizens events are planned

Scouting. Coupled with local training

for 2010, to encourage as many of our

events some one hundred young

youth members to take an active role

people are now official Scout Young

in, and make a positive impact on, their

Campaigners. Drawn from all over the

local communities.

UK they have enjoyed success with the Stop the Rain Tax campaign, preventing

As part of our quest for young

unfair water drainage charges on Scout

people to be key decision-makers in

meeting places. To further support

Scouting, we have created a Youth

them we produced a Campaign Toolkit

Involvement Group. Project Leaders

for members interested in lobbying

are now in place for Communication,

at a local level. The Scout Young

Adult Support, Youth Programme and

Campaigners have since developed their

Special Projects at a national level. The

own campaigns, including eco-pledging

Youth Involvement Group also played

and ‘let’s volunteer’ using the skills they

a big part in Insight 2009. Over 30

have developed.

young people aged 18-25 gathered in Oxford for this event, an opportunity

We also piloted two Active Citizens

for younger adult Members to discuss

events for 80 Scouts, held in

their views about several aspects

Nottingham and London, and set up a

of Scouting’s work, and contribute

special website designed to encourage

towards the Movement’s Vision to

first-time voters to participate in the

2018 (p23). Locally, more leaders than

⊲ Implementing the actions arising from the agreed Vision for Youth Involvement.

Young Campaigners get down to business

ever are consulting Scouts of all ages

more than 300 and now have over a

on everything from programme ideas

thousand teenagers speaking on our

to the location of, and activities at,

behalf in the news, online and in print.

summer camp. And while Network

This not only demonstrates Scouting

member Rachel Ruddock is steering

to the public, but also builds the

strategic direction at the very top

confidence of these young people and

level of Scouting as a National Youth

develops skills that will be of value to

Representative on the Council of The

them throughout their life.

Scout Association, there is still some work to do to ensure one young person

As a youth movement, Scouting is

is on every Executive Committee in

always looking at new ways to engage

every District.

and empower young people. For the second year running, young people

The political party conferences provided

were invited to take over the Editor’s

a major platform for the Scouts

chair for an edition of Scouting, the

Speak Up sessions, with young people

membership magazine for our 100,000

from across the UK taking part. In

adult volunteers. Building on the

Bournemouth, Scouts put their views

success of last year, we opened it up

to Nick Clegg, the leader of the Liberal

to our younger age ranges and five

Democrats. Conservatives met with

Scouts aged 10-18 were selected. The

Scouts in Manchester to discuss topics

magazine they’ve created shows how

such as the perception of young people

much young people can really achieve

today and climate change.

when given the opportunity. It’s given them the chance to express their views

Youth editor Luke practises his interviewing technique

Our Young Spokespeople were

and thoughts to adult volunteers about

busier than ever last year. We trained

what Scouting means to them.

The result: A record number of teenagers signed up to the adventure, with 5.4% more than last year. This means there are now 66,299 teenagers in Scouting – over 26 per cent more than when detailed records began in 2001. 11

STRATEGIC AIMS AND PERFORMANCE

Explorer Scout Matt took part in a Scouts Speak Up event ‘It was excellent at the Liberal Democrat Party Conference as we got to be heard. To have Nick Clegg, Leader of the Liberal Democrats and Vince Cable, Deputy Leader, come and listen to teenagers and show their support for us was really fantastic. As a young person it is really inspiring to know that a decision maker wants to hear my opinion. One of the topics we voted on and discussed was how to get young people

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like me interested in the general election next year. Scouts Speak Up at the Liberal Democrat conference was the first step in doing that. Being part of that process was definitely the highlight for me. As an international organisation, one of our duties is to look out for our worldwide family of Scouts, particularly those in countries at great risk from climate change. We need to be proactive.’

Grace, a Young Spokesperson who reported on census results ‘I’m in Scouting for the varied activities, so being part of the growth story was a great opportunity to talk about everything that we do. I was interviewed for many national newspapers: Times, Daily Telegraph, Daily Mail, Daily Express and Metro. On the morning the story about our census results broke, we went to Sky Radio and

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then in the afternoon were whisked off to BBC London’s lunchtime news. I’ve been a Young Spokesperson for three years and this was an amazing opportunity for me to use the presentation skills that I’ve learned on the training course. Telling the world how proud I am of being a Scout and that we are helping dispel the myth about all teenagers being lazy was the best day I’ve had so far.’

The challenge ahead: ȔȔ We still have work to do on directly engaging with our 11-25 year olds. The biggest issue is how we support and train adults to facilitate youth involvement. We’ve learned from the first stage of our work that we need to place our emphasis on helping adults; and to change people’s perceptions and mindsets. ȔȔ Build a greater culture of youth involvement across the Movement by ensuring it is integral to all relevant projects. ȔȔ Support greater numbers of youth Members of all ages to represent Scouting externally. This will be done by providing additional training and support to Counties and our Media Development Managers, and monitoring and reporting achievements locally.

STRATEGIC AIM 3: TO BE A RELEVANT AND FOCUSED MOVEMENT We will strengthen the volunteer leadership and management of the organisation and the positive public perception of Scouting. We will achieve this by: ⊲ Continuing to strengthen the volunteer leadership and management of the organisation through the work of the UK Leadership Team of the Chief Scout and the UK Chief Commissioner. ⊲ Building on improved perception of adult volunteering. ⊲ Increasing engagement with relevant government policy development at local level. ⊲ Developing and expanding the network of Scouting Ambassadors. ⊲ Reviewing and evaluating the KidsOutdoors campaign.

TV Adventurer Bear Grylls officially

Scouting’s national profile, Wayne

became the tenth Chief Scout of the

manages and leads all volunteers within

UK on Saturday 11 July 2009, cheered

the Movement, through a team of senior

on by 3,000 Explorer Scouts at Gilwell

volunteers. In just a short time, he has

24. Recognising the need for flexible

developed effective leadership within

volunteering at the highest level, we

the Movement, improved support for

created a new position: UK Chief

section and Unit leaders, supporting key

Commissioner. Wayne Bulpitt, our

work such as the Youth Involvement and

first UK Chief Commissioner, is working

diversity initiatives. He has also played

in partnership with Bear to continue

a key part in our successful policy

building on Scouting’s success story

change work.

by supporting those already involved and encouraging more adults to

Victory was sealed for Scout Groups

volunteer. Within a few months Bear

across England and Wales as a direct

met, congratulated and delivered an

result of our successful Stop the Rain

inspirational speech to 145 Explorer

Tax Campaign. It was instigated to

Scout and Scout Network Members who

protect Groups from unaffordable rises

received the Queen’s Scout Award. He

in water bills, which in some cases

visited 10,000 Scouts across the north

threatened local Scout Groups’ very

east of England in a mission to meet

existence. For Scout Groups who own

the whole of the UK’s Scouts during his

their properties, the change in setting

appointment and has also championed

water bills based on rateable value to

the importance of Scouting and his role

surface area of properties would have

as Chief Scout on television, radio and

meant less money for activities. We

in print. While Bear focuses on providing

organised a mass lobby of Parliament

inspirational leadership and increasing

– the first time we have ever taken

⊲ Raising and maintaining our profile among target audiences. ⊲ Researching future trends in childhood and adolescence, exploring the concept of ‘community’ and developing Scouting’s recognised impact in local communities. ⊲ Creating additional support material for programme planning.

Lobbying outside Parliament for the Stop the Rain Tax campaign

STRATEGIC AIMS AND PERFORMANCE

⊲ Delivering an integrated website and a local communications centre that will provide templates, images and other resources to help promote growth, diversity and impact. ⊲ Projecting a modern image of Scouting through developing an online and easy to use publications template toolkit for Members to publicise events and Scouting locally in our new visual identity. ⊲ Further developing our collaboration with the organisers of the 2012 Olympic and Paralympic Games.

such action, as well as encouraging

event, is now part of our core activity

local Groups to lobby their MPs. The

and we are providing our young people

campaign received widespread media

with the tools to make a difference

coverage, and marked a major victory

in their local communities, such as

for grass roots campaigning. Harnessing

developing our young campaigners (p10).

social media played a strong part in this success and over 3,500 joined our

Following the launch of our new visual

campaigns e-team.

identity in 2008, we tested, reviewed and refined our ‘everyday adventure’

Scouting has many supporters in the

brand. This was recognised when we

public arena, including Ian Hislop and

were highly commended for brand

Sainsbury’s CEO Justin King. Last year

development in the Third Sector

we welcomed Chris Evans, Jo Whiley

Excellence Awards 2009. Being able

and adventurer Tom Avery to champion

to distribute the brand locally as well

Scouting on our behalf. By March 2010

as nationally is vital but is only possible

we’d hoped to increase the number

through the co-operation and support of

of official Scouting Ambassadors to

our leaders. To assist local Scouting, we

20. We currently have eight and have

launched an online template system.

recently appointed a Luminaries and

Groups can now create their own

Ambassadors Manager in our national

posters, banners and stationery. In just

office, whose main focus will be to

a few months over 3,000 Scout Groups

develop these over the coming years.

have used it, increasing the quality and consistency of local materials and saving

KidsOutdoors, our campaign to inspire

volunteers’ time, meaning they can

one million new outdoor adventures

concentrate on delivering Scouting.

officially drew to a close in January 2010.

‘Everyday adventure’

We launched it in response to evidence

Because Scouting exists in almost every

that UK children were spending less time

community in the UK our impact can

outside than ever before. Over 44,000

be hugely positive. But we need to

visits to the website and a donation of

better understand what ‘community’

£500,000 showed the level of support

means. We are currently carrying out

and interest but after the initial burst

research on this concept to help us

of engagement, activity declined and

identify likely future trends. We are also

we closed the initiative to refocus

working on a strategy for engagement

our efforts on a wider range of issues

with the London 2012 Olympic and

that are affecting our young people.

Paralympic Games.

Campaigning, rather than a one-off

The result: Our 500,000 members proved that when we pull together for a common cause we can make a big impact. Through lobbying, social networking and campaigning, the rain tax became history. 14

Eddie Ward, a Cumbrian Explorer Scout Leader used the new template system to promote Scouting ‘Following their training as Young Spokespeople, Explorer Scouts from Ayers were keen to dispel outdated views of Scouting and promote modern, vibrant Scouting. We came up with the idea of a Carlisle Scout Day to try and recruit more adults and young people. I found the template system to be a really useful resource; enabling

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me to very quickly and easily produce eye-catching documents. The brand guidelines have enabled us to produce a consistent brand image across our documentation, making them instantly recognisable as Scouting. I believe the new branding reinforces us as a modern and dynamic movement. The young people like it, so we must be getting it right! The day was a great success.’

Matt, a Young Campaigner worked on our rain tax campaign Case Study

‘This was the first time I’d ever campaigned but if the bill had been passed my Scout Group would have to pay an extra £500 every year, which would mean increasing the subscription cost to members. Our whole Scout Group got involved, we emailed our MP, and travelled down to London to lobby outside Parliament with placards. It’s made me realise the difference you can make if you just get out and do.’

The challenge ahead: ȔȔ Review and develop the volunteer management and leadership of Scouting through providing practical support and guidance to volunteer managers. ȔȔ Develop a strategic plan for working with the World Organization of the Scout Movement, the European Region and wider global Scouting. ȔȔ Improve the perception of Scouting in order that it more accurately reflects the modern experience. ȔȔ Increase the visibility of our current Ambassadors and Luminaries and develop and expand the network. ȔȔ Increase Scouting’s public affairs impact through the engagement with relevant national decision makers.

STRATEGIC AIMS AND PERFORMANCE

STRATEGIC AIM 4: TO BE A SOUND MOVEMENT We will develop sound management of finances, assets and business systems and grow income at national level. We will achieve this by: ⊲ Further developing and implementing the business plan for our National Activity Centres and increasing support to local Scout Activity Centres. ⊲ Further promoting the current i.Scout products and implementing stage two of the uniform refresh. ⊲ Developing a more focused marketing strategy for outdoors.co.uk ⊲ Developing high value fundraising and partners.

Our National Scout Activity Centres

continues to be a challenge. Marketing

have been developed with the specific

was scaled down over the last year

aim of providing leading resources

while we focused on Scout Shops but

to enable Scouts and other young

we will renew the focus in 2010.

people to take part in residential and outdoor activities. As part of our agreed

Nine Scout Groups have benefited from

business plan, last year we launched

the Development Grants Board’s

a new partnership with Ferny Crofts,

Building Fund scheme, an initiative

further growing the opportunities to

piloted in 2008 to provide funds to

Scouts, youth groups and members of

local Scout Groups for the building or

the public to experience adventure in a

refurbishment of meeting places that

safe environment. Elsewhere, generous

would support the growth of Scouting

support from benefactor Peter Harrison

locally. Seven buildings have now been

meant we could build a new lodge at

completed with another two being

Gilwell Park Scout Activity Centre. It

completed later in the year. Hundreds of

sleeps 50 and has proudly opened its

young people are now benefiting from

doors to the first groups of the season.

new and improved facilities, and a full

This means that more young people

review will be undertaken in 2011.

can enjoy a residential experience throughout the year.

Our insurance team at Unity Insurance Services has increased its contribution

⊲ Encouraging County Commissioners to review local arrangements and regional boundaries. ⊲ Compiling a full report on the building grants pilot project of the Development Grants Board. ⊲ Increasing Unity Insurance Services contributions to Scouting through successfully developing quality and good value policies. ⊲ Retaining a productive and inspired workforce by developing and implementing a modern HR strategy.

As UK Scouting’s official retail arm,

to The Scout Association. Unity’s

2009/10 saw another year of significant

business tender to Girlguiding UK

progress for Scout Shops. It began

and the subsequent launch were both

with the launch of the updated polo

successful and the initial income stream

shirts for all sections. When not wearing

is better than planned. Much effort

uniform, members had an even wider

has gone into putting in place the right

range of i.Scout clothing to choose

team and compliance environment to

from, including T-shirts, polo shirts and

enable business growth in the future.

hoodies. Improved customer service and higher level of stock availability created

At The Scout Association, our

more satisfied customers. All profits

professional staff are as important to

are returned to Scouting, which means

us as our volunteers. During 2009/10

that growth for Scout Shops boosts

we implemented a number of modern

financial support for Scouting, and with

HR and IT policies and strategies

sales of £6m despite operating within a

to ensure our staff had the tools and

challenging economic environment, the

support to be able to perform at the

results are positive. The challenge next

highest level. This included an employee

year is to further improve the online

survey, improved IT equipment and

customer shopping experience.

applications and the implementation of a competency framework. For the first

Our online public outdoor clothing and

time staff were encouraged to fill out

equipment store outdoors.co.uk has

an employee satisfaction survey. Some

shown small year-on-year growth but

247 questionnaires were sent out, with

⊲ Developing a strategy for licensing and for other active exploitation of our intellectual property.

a very encouraging 190 returned. The

customer relationship management

survey revealed that the Association is

strategic vision, and are developing a

an enjoyable and rewarding place to

comprehensive strategy to be agreed by

work and that staff feel fairly treated.

the Board.

⊲ Implementing new governance arrangements for the Trustee Board.

Following our first ever recruitment drive,

The launch of a new Scouting Skills

75 UK Fellows pledged their support

book, produced in partnership with

to Scouting. And to attract International

Doubleday, was a publishing success.

Fellows a website was launched, with

Introduced by Chief Scout Bear Grylls

1,000 registered to date. The challenge

the book contains over 200 pages of

now is to develop the strategy for

expert outdoor advice guaranteed to

high-value fundraising and increase

help anyone, not just Scouts, in any

contributions to The Scout Association.

tricky situation – from navigating by the

⊲ Developing a customer relationship management strategy.

stars to identifying wildlife; packing a Despite the challenging economic

rucksack to building a survival shelter.

climate, the number of corporate

We launched the book at Brownsea

partners remained level, although our

Island, the site of the first ever Scout

income was £50k short of target. In the

camp. Covered by BBC Breakfast,

coming year we will continue to work

it helped sales reach over 12,000

on retaining current supporters, reducing

in the first two months. We will use

current costs and growing income.

this approach to further develop a licensing strategy.

Scouting volunteers come from all

Scouts benefit from a choice of over 200 activities

walks of life. And in order for us to

We implemented new governance

understand our members’ needs

arrangements for the Trustee Board

we identified the need to become a

and appointed and inducted a new

more member-focused organisation,

Chair and new Trustees by September

delivering the information and support

2009. The Trustee Board is developing

that our members want when they

its ways of working as well as reviewing

want it. We have therefore developed a

the committee structure.

The result: Scouting remains one of the most affordable extra curricular activities for young people today. It costs as little as £2 a week for a child to join Scouting. 17

STRATEGIC AIMS AND PERFORMANCE

4th Melton Mowbray Scout Group was one of nine Groups to receive a Building Grants Fund. Derek Fraser is Group Chairman ‘Our old hut had badly deteriorated after 45 years of constant use. The £45,000 we received went towards the new building. We are one of the largest Scout Groups in Leicestershire with over 160 members, but with the new building now open we

Case Study

have exciting plans for the future. These include attracting more adults to join the Group as potential leaders and increasing the Group size to offer Scouting to many more young people in Melton. With the larger main activity hall there is more room for young people to run around. We will also use the riverside location to open up a water activities centre for kayaking and rafting.‘

Justin King, chief executive, Sainsbury’s, who sponsored our Big Adventure ‘I am proud that Sainsbury’s Active Kids is working in partnership with The Scout Association, and we are delighted to be supporting The Big Adventure encouraging

Case Study

young people to get outdoors and be active. We have been working in partnership with the Scouts since 2001 and are committed to working together with the shared vision of encouraging young people to eat healthily and live active lifestyles as well as supporting their efforts to recruit more volunteers into Scouting so that as many young people as possible can benefit.’

The challenge ahead: ȔȔ In challenging economic times it is essential for us to keep the cost of Scouting down. Over the next year we will aim to improve our fundraising performance and develop other income strategies, including high-value fundraising, commercial partnerships, legacies and grants from Trusts and Foundations. ȔȔ By raising our charity profile, developing better product ranges to be sold through Scout Shops and Unity Insurance Services, and further promoting our centres of excellence to Scouting and the general public, we will maximise our opportunities to generate funds. ȔȔ To improve internal communications across the organisation and wider movement by establishing an internal communications team and developing an effective internal communications strategy. ȔȔ To continue supporting and developing our professional staff as well as our volunteers.

STRATEGIC AIM 5: TO BE A DIVERSE MOVEMENT We will reflect and celebrate the diversity of communities in which Scouting operates. We will achieve this by: ⊲ Increasing the percentage of female youth members to 15 per cent, and increase public awareness of this diversity. ⊲ Increasing social diversity of membership and increase public awareness of this diversity.

Over the last year our Regional

a diversity framework with the purpose

Development Service targeted and

of embedding diversity and inclusion

provided specific support to encourage

practice across The Scout Association

all Groups to accept girls. In the media,

over the next five to ten years. To make

our many female Young Spokespeople

this happen, a number of key teams

demonstrated that girls are part of the

have been recruited and include project

adventure too. As a result, more than

teams for community cohesion; faiths

10,000 girls joined Scouting in the last

and beliefs; lesbian, gay, bisexual and

year, taking our total to over 62,000.

transgender; and accessibility. We have

Girls now make up over 15 per cent of

also introduced a team of Diversity

our total youth membership.

Ambassadors, who are currently being trained to provide support and

We encouraged local diversity

⊲ Establishing a working group to review the Association’s equal opportunities policy. ⊲ Increasing proportionate diversity in leadership teams at all levels.

information across the UK.

initiatives through management reviews with volunteers and progressed

We have continued to develop Scouting

our work to ensure that Scouting is

in new communities including a

representative of our local communities

growing number of faith and ethnic

and accessible to all whether that

groups. To reflect the increasing

means social inclusion, faith, gender,

demand that is particularly coming

sexuality or disability. We have produced

from the Muslim community, the

⊲ Increasing our level of support to local development initiatives to develop Scouting’s impact in local communities, especially where it is currently significantly under-represented.

Chief Scout Bear Grylls visits some Muslim Scouts in Bradford as part of his mission to visit all Scout Groups across the UK

STRATEGIC AIMS AND PERFORMANCE

Muslim Scout Fellowship applied for and won external funding to recruit a National Development Officer. The Officer is already involved in a number of development projects and has had success in building relationships with external organisations, such as Mosaic, a charity founded by HRH The Prince of Wales. We have seen an increased demand for Cultural Awareness Training (CAT), which is being provided by a growing number of trainers. CAT supports local Scouting in their plans and actions to be more reflective of their local communities. These actions helped our Black, Minority and Ethnic (BME) membership to increase by 0.7 percentage points to 4.7 per cent. While an improvement on last yearâ&#x20AC;&#x2122;s 4 per cent, we are still some way off the national average of 9 per cent.

Scouting today is more reflective of our local communities

The result: Scouting is open to all and we are becoming more reflective of our local communities. 20

Scout Caroline, 12, wins African adventure ‘At the audition for Safari 8 programme on CBBC I told the producer all about being a Scout and all the cool things I get to do. Because I’d been a Scout for a few years I knew a lot of things that might be useful. Stuff like basic first aid, camping skills and cooking. I was really glad about the things I learned in Scouts because it not only helped me get on the show but also helped me cope in South Africa. I learned so many things in the Kruger National Park; all about the dangers in the bush, how to track and approach the animals. It was about all becoming a bush ranger so I

Case Study

learned all about poaching and conservation. We learned how to care for injured animals and tested them for tuberculosis, and a lot of them did have it. I came away with so much more knowledge I don’t think I can fit any more in! The thing I enjoyed the most (apart from seeing all the animals) was learning about the culture and tradition of the South African people.’

Leader Sultana introduced Scouting to her community ‘We’re a new Group in a predominantly Muslim area, which had no Scouting two years ago. I could see that it was really missing from the community. Our leadership team is quite young – we’re all aged between 21 and 29. There are two reasons

Case Study

why adults want to get involved in Scouting – the first is that we enjoy giving something back to the community. The second is that the training gives us planning and organisation skills, which can help career development. I’m also a qualified archery instructor, which isn’t something I thought I would ever be. I also get great support from my District Commissioner.’

The challenge ahead: ȔȔ Further increase the percentage of female youth members through sharing good practice, supporting managers where they have no female youth members and working directly with District Commissioners to engender change. ȔȔ To increase the diversity of leadership teams at all levels of the organisation by analysing current demographics of the adult membership and developing and implementing a diversity framework and equal opportunities policy. ȔȔ To further increase the diversity of our membership, including social and ethnic, and increase public awareness of this diversity through targeting under represented areas. To include further Mosaic events.

PREPARED FOR THE FUTURE Weâ&#x20AC;&#x2122;ve achieved much success not only over the last year but the last ten years. With new leadership, a revised programme, training and image, we are renewed and re-energised. However, there is still work to do.

In 2010/11 we will continue to build on the business objectives of previous years. Making it easier to join Scouting and encouraging members to stay are

Scouting in 2018 will: • make a positive impact in our communities • prepare young people to be active citizens • embrace and contribute to social change.

the two main areas of focus. We will further improve our joining system and work to reduce the number of young people waiting to join Scouting. This will only be possible by attracting and retaining more adults to help deliver and support these young people

Scouting in 2018 will be: • d efined and governed by young people in partnership with adults • e njoyed by more young people and more adult volunteers • as diverse as the communities in which we live.

through the Movement. To do this we will improve the recruitment of, and welcome provided to, all new adult volunteers in Scouting

Members of Scouting in 2018 will feel: • e mpowered • v alued • p roud.

and to offer flexible volunteering opportunities. We will make recruitment material accessible, adaptable and affordable to local Scouting using the online template system. We will also update our training modules to reflect current guidance and good practice in recruiting adult volunteers.

Towards 2018 Scouting, like any other organisation, needs to be prepared for the future. And while we have transformed over the last ten years, we still need to change and develop to remain relevant. Over the last two years we’ve carried out consultations throughout the UK to develop our Strategic Vision Towards 2018.

www.scouts.org.uk/2018

OUR FINANCES The Association’s Accounts have been prepared in accordance with the Statement of Recommended Practice “Accounting and Reporting by Charities” introduced in 2005, more commonly referred to as the Charities SORP.

OVERVIEW 2009/10 was another successful year for the Association particularly in terms of a significant increase in membership of both young people and leaders. But financially it was more challenging, largely as a result of the economic downturn. Scout Shops saw significant turnover and net profit growth. But most other areas, including the National Activity Centres, Conference Centres, fundraising, investment income, Unity Insurance Services and Scout Insurance (Guernsey) Limited, saw either small declines against last year or small underperformance against target. This was against a backdrop of continued volatility in the financial markets, rising unemployment and an economic recession with interest rates at an all-time low that resulted in a significant decline in investment income for both the Association and Scout Insurance (Guernsey) Limited. With support and overhead costs remaining controlled, the income decline resulted in only a small decrease in charitable expenditure in core operational activities and grants while still achieving an operational surplus of £0.9m. The value of the Association’s investments increased by £2.6m, recovering some of the losses of 2008/9, whereas the defined benefit pension scheme deficit increased by £1.0m giving an overall £2.5m increase in the Association’s reserves. Financial results The Association’s financial result was an operating surplus of £0.9m in the year compared with the previous year’s surplus of £0.7m. Both the unrestricted and restricted operating surpluses, before transfers and recognised gains and losses, were £0.4m. 2010 £m

2009 £m

Net unrestricted incoming resources before ‘one-off’ items

0.4

0.6

Net restricted incoming/(outgoing) resources before ‘one-off’ items

0.4

(0.2)

Surplus on disposal of assets

0.9

0.7

Special pension contributions

(0.4)

(0.2)

Movement in pension scheme deficit recognised in resources expended

(0.4)

(0.2)

Net incoming resources

0.9

0.7

Net gains/(losses) on investment assets

2.6

(2.8)

Actuarial (losses) on defined benefits pension scheme

(1.0)

(4.8)

Increase/(Decrease) in funds

2.5

(6.9)

The operating results in both 2010 and 2009 include several one-off items: £0.4m (2009: £0.2m) special pension contributions, £0.4m (2009: £0.2m) movement in the pension scheme deficit and £0.9m (2009: £0.7m) surplus from asset disposals. The net unrestricted income before these ‘one-off’ items was a surplus of £0.4m (2009: £0.6m). The increase in the value of the pension scheme’s liabilities caused an actuarial loss as measured by Financial Reporting Standard 17 of £1.0m while the improvement in world equity and bond markets caused an unrealised gain of £2.3m (2009: loss of £2.8m) and a realised gain of £0.3m on investments. The investment gains reversed some of the losses of the previous two years and were the primary cause of the overall increase of £2.5m (2009: £6.9m decrease) in the Association’s total funds.

Incoming resources Total incoming resources for the year amounted to £24.0m compared with £24.1m last year. Net profit at Scout Shops Limited was significantly ahead of both target and last year whereas investment income, net profit from Unity Insurance Services, fundraising income, National Activity Centre income and Conference Centre income were all slightly lower than expectations. The latter was mainly due to the tougher economic environment.

OUR FINANCES

In June 2008 the Trustees decided that the net national membership subscription for 2009 should remain unchanged at £18.60 per Member, after a 50p rebate for prompt payment. With the growth in membership this resulted in membership fee income rising by 3.4% to £8.3m. Donations, legacies and similar income amounted to £1.8m, an increase of £0.5m on 2009. Legacy income was £0.1m lower at £0.4m following the receipt of some significant legacies in the previous year and the impact of the decline in asset values. Donated services and facilities (Gifts in Kind) were £0.1m (2009: £0.1m) being free/heavily discounted IT licenses. All other income was £0.4m and was in line with expectations. Activities for generating funds include the retail sales of Scout Shops Limited, sponsorship and promotional income, together with non-Scouting income generated by Baden-Powell House and Gilwell Park Hotel and Conference Centre. This income increased by £0.6m to £7.3m due to higher retail sales (£0.6m). Investment income fell by £1.2m to £1.0m due to the significant reduction in interest rates. Incoming resources from charitable activities comprise the income from the sale of goods and services as part of the charitable activities of the Association and of ancillary trades carried on in support of its primary purpose. These include camping, training, activity and accommodation charges at Baden-Powell House, Gilwell Park and the other National Scout Activity Centres. In addition, there are Scout Information Centre sales, insurance commissions earned both by Unity Insurance Services and by Scout Insurance (Guernsey) Limited and the surplus on asset disposals. Incoming resources from charitable activities fell by £0.2m to £5.5m due to a variety of relatively small increases and decreases in some of the individual income streams. Incoming resources for the year ended 31 March 2010 (£24.0m)

50 40 30 Charitable activities – Scouting’s Centenary Charitable activities

Investment income Activities for generating funds

10 0

Donations, legacies and similar income National membership subscription

2006/7

2007/8

2008/9

2009/10

Resources expended Resources expended of £23.1m were in line with expectations and were £0.3m less than last year with trading expenditure decreasing by £0.3m. The reduction in the cost of trading goods sold from £5.0m to £4.7m was achieved by strong cost control at Scout Shops and significantly cutting the distribution costs for sponsorship and promotion activity packs. Expenditure on charitable activities totalled £17.9m (2009: £18.0m). The expenditure has been analysed under the following headings: The £0.1m decrease in charitable expenditure was principally due to a decline in Support and Services to the Scouting Movement with increases in Youth Programme and Activities and Development of Scouting. Our spend on charitable activities for the year ended 31 March 2010

2009/10 (£17.9m)

32%

2008/9 (£18.0m)

34% 16%

21%

16%

22%

Support and services to the Scouting movement

The Trustees consider 31% that it would be misleading to try to analyse28% the resources expended Youthon Programme charitable and activities Activities under the five strategic aims that we use to group our strategic objectives, our activities and ourAdult achievements. support and Many training of the actions and activities that achieve the strategic objectives are led and delivered by volunteers Development and incur proportionately of Scoutingless financial expenditure due to this mobilisation. To analyse the expenditure on charitable activities under these five aims would therefore materially distort the importance of some of the aims and objectives. Instead the Trustees consider that the four headings used to analyse expenditure on charitable activities provide a more meaningful and appropriate explanation of our spending priorities. Support costs comprise the expenditure that enables a fundraising or charitable activity to be conducted, but do not in themselves constitute a charitable activity. They include finance, information technology, human resources, legal costs, irrecoverable VAT, central management and depreciation. They have been attributed to the costs of generating funds and to charitable activities based on an estimate of staff resources employed in delivering these activities. Governance costs are incurred in meeting the Association’s compliance with constitutional and statutory requirements. They were unchanged at £0.1m.

Gains on investment assets The gains of £2.6m (2009: losses of £2.8m) represent the difference between the market value of our investment portfolios at the start and end of the financial year.

Reserves The Scout Association’s consolidated reserves increased by £2.5m to £39.1m at the end of the year. A net cash outflow of £1.7m was incurred, mainly due to continued investment in the infrastructure and buildings at Gilwell Park and the other National Activity Centres. Included in consolidated reserves are £16.7m funds invested in fixed assets, Restricted and Endowment Funds of £3.9m, funds retained in subsidiaries of £4.0m and £6.9m negative pension reserve. A further £7.5m has been set aside into designated funds to meet future calls on the Association’s finances, including buildings at Gilwell Park, development of the National Activity Centres, the provision of grants towards attendance at future World Scout events and to further support the future growth and development of Scouting in the UK. The Trustees agreed that general reserves should be held representing between 6 and 12 months’ revenue expenditure within the Association. This takes account of anticipated revenue projections as well as ensuring the provision of a suitable contingency to protect the continuity of business and services for the foreseeable future. Major capital and revenue projects are funded by setting aside appropriate amounts into Designated Funds. This policy is reviewed annually.

OUR FINANCES

At the balance sheet date general funds stood at £13.9m, an increase of £2.3m in the year and representing approximately seven months of the Association’s unrestricted resources expended.

Volunteers During the year over 100,000 adults volunteered their time, energy, skills and commitment to Scouting at Group, District, County, Region or National level. This ranged from regularly leading a section meeting, organising a camp, to helping with administration, training future leaders and attending meetings at every level. Without this contribution, Scouting would be unable to offer the wide range of challenging and inspiring activities that ensures it is the largest mixed youth movement operating in the UK today.

Scout Shops Limited Scout Shops Limited is a wholly owned subsidiary of The Scout Association that is incorporated in England selling Scouting and ancillary products mainly to Members of The Scout Association. During the year Scout Shops continued to focus on developing its core business and key customer base and offering a high level of service to our Members. Turnover in the year increased by 9 per cent to £5.9m (2009: £5.4m) and operating costs were £4.1m (2009: £3.9m). The company delivered a profit after taxation of £2.5m (2009: £2.0m), including £0.3m of exceptional income, with 10 per cent underlying profit growth. One hundred per cent of the taxable profits was donated to The Scout Association.

Scout Insurance Services Limited Scout Insurance Services Limited is a wholly owned subsidiary of The Scout Association that is incorporated in England and trades under the name Unity Insurance Services. Its principal activity is that of an insurance broker providing services in the main to The Scout Association, the Scout Movement and increasingly to other not-for-profit organisations. In the year to March 2010, Unity Insurance Services generated a profit after taxation of £0.2m (2009: £0.3m). One hundred per cent of the taxable profit was donated to The Scout Association.

Scout Insurance (Guernsey) Limited Scout Insurance (Guernsey) Limited is a wholly owned subsidiary of The Scout Association that is incorporated in Guernsey. Its principal activity is that of an insurance captive. The company continues to play an important role in providing the Association with a valuable insurance and risk management tool in an increasingly litigious society as well as enabling the provision of competitive property and equipment insurance for Groups, Districts, Counties, Regions and Areas. In the year to March 2010 the net profit before taxation decreased to £0.8m (2009: £1.1m) primarily due to the level of claims and lower investment income. During the year the directors paid a dividend of £750,000 to the Association.

Scout Services Limited Scout Services Limited is a wholly owned subsidiary of The Scout Association that is incorporated in England. Its principal activities are that of commercial property management, fundraising and sponsorship activity on behalf of The Scout Association. Scout Services Limited produced a net profit of £0.5m (2009: £0.3m) that was donated to the Association. The increase in profit was principally due to the transfer of some increasingly commercial activities that had previously been reported within the Association’s own accounts.

The Scout Association Pension Scheme The most recent full valuation of The Scout Association Pension Scheme (the defined benefits pension scheme) was carried out as at 31 March 2007. The market value of the assets of the scheme was £24.1m and the actuarial value of those assets represented 85 per cent of the value of the benefits that had accrued to members. Based on this valuation the Trustees have agreed a funding plan to address the deficit. The actuarial valuation of the defined benefit pension scheme at 31 March 2010, for the purposes of Financial Reporting Standard 17 (FRS 17), showed a funding deficit of £6.9m (2009: £5.9m). The increase in the liability is principally due to a larger increase in the value of the scheme’s liabilities than the rise in the value of the scheme’s investments. This is despite the extra contributions that the Association paid into the scheme. The Association contributed £0.8m (2009: £0.6m) to the scheme, including special contributions totalling £0.4m (2009: £0.2m). The cash flow required to meet the £6.9m deficit relates to future pension contributions. Therefore, this deficit is expected to occur over the long term rather than in the immediate future, and the amount of the deficit is subject to considerable variability because it depends on a range of demographic and financial assumptions, which are likely to change over time. The scheme was closed to new members in the year ended 31 March 2001 and the Trustees regularly monitor the pension scheme funding deficit to ensure that general reserves provide adequate cover against the future liability. In accordance with Charity Commission guidance (‘Charity Reserves and Defined Benefit Pension Schemes’), the Trustees have reviewed the cash flow impact on general reserves of the planned funding of the deficit. Since this is met from anticipated future income streams a separate designated fund is not required.

Short Term Investment Service As at 31 March 2010, deposits by Scout Groups, Districts, Counties and Regions in the Short Term Investment Service totalled £14.9m (2009: £16.1m), a decrease of £1.2m in the year. These funds generated investment income for depositors of £0.1m (2009: £0.7m). The decline in income was due to the exceptionally low interest rates throughout the year.

National Membership Subscription The Trustees decided that the National Membership Subscription for 2011 would increase by 4 per cent to £20.25 per Member with a rebate of 50p for prompt payment. This was after careful consideration of our income growth and diversification, cost pressures including addressing the pension deficit and the latest three-year rolling forecast. In the light of the information available the Trustees agreed a small increase would continue to send a positive message to the Movement following the stated objective of reducing reliance on the membership fee income.

Investment policy The annual review of the investment policy made no changes to the Association’s performance objectives, which remained:

Risk management The Association’s key risks are reviewed on an ongoing basis by senior management and through regular meetings of various sub-Committees. The Association has a comprehensive set of policies and rules applicable to the Movement, which are routinely monitored both by senior volunteers and by staff employed across the UK. A comprehensive insurance policy exists to ensure that all insurable risks are covered. The Records Department carries out checks on adults to safeguard the reputation of Scouting and to minimise the risk of inappropriate persons being accepted into the Movement. The Association continues to identify, monitor, review and manage the major operational and business risks that it faces on a

OUR FINANCES

regular basis. It is recognised that the nature of the Association’s work requires active acceptance and management of some risks in undertaking activities in order to achieve objectives. Following the fundamental review of the Association’s risk management strategy and processes, a Risk Assurance Committee has been established to more closely monitor the Association’s key risks. The first meeting of the Risk Assurance Committee is planned for early 2010/11. One of the initial priorities of the Committee will be to consider the Charity Commission’s recent financial guidance ‘Charities and Risk Management’ and its application within The Scout Association.

Trustee responsibilities The Trustees are responsible for preparing financial statements for each year which give a true and fair view of the Association’s financial activities throughout, and its financial position at the end of, the year. They are responsible for keeping accounting records, which disclose the financial position of the Association and to ensure that the financial statements comply with applicable law. They are also responsible for safeguarding the assets of the Association and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities and to provide reasonable assurance that: Systems of internal control are designed to provide reasonable, but not absolute, assurance against material mismanagement or loss. They include:

Assistance and guidance to the Movement Specialised guidance and advice has continued to be provided on lotteries, grants and other fundraising activities, as well as on VAT, charity trading and on charity accounting regulations. During the year the Association provided loans to assist Groups, Districts, Counties and Regions to acquire or modernise local meeting places, and made a series of grants from restricted funds to assist Scouting at local, national and international levels.

Derek M Twine, Chief Executive & Trustee, for the Board of Trustees, 26 June 2010

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES For the year ended 31 March 2010 2010 Notes

Unrestricted £’000

Membership subscriptions

3(c)

8,319

Donations, legacies and similar income

5(a)

Restricted £’000

2009

Endowment £’000

Total £’000

8,319

8,048

508

1,340

1,848

1,310

8,827

1,340

10,167

9,358

INCOMING RESOURCES Incoming resources from generated funds Voluntary income

Activities for generating funds

5(b)

7,337

6,759

Investment income

5(c)

774

185

959

2,260

Incoming resources from charitable activities

5(d)

5,536

5,710

22,474

1,525

23,999

24,087

305

281

4,753

5,037

5,058

5,318

16,735

1,124

17,859

17,963

148

21,941

1,124

23,065

23,380

533

401

934

707

Transfers between funds

1,314

(1,314)

NET INCOMING/(OUTGOING) RESOURCES BEFORE OTHER RECOGNISED GAINS AND LOSSES

1,847

(913)

934

707

3(e)

1,961

447

151

2,559

(2,810)

Actuarial losses on defined benefit pension scheme

(968)

(4,790)

NET MOVEMENT IN FUNDS

2,840

(466)

151

2,525

(6,893)

32,306

3,326

909

36,541

43,434

35,146

2,860

1,060

39,066

36,541

TOTAL INCOMING RESOURCES RESOURCES EXPENDED Costs of generating funds Costs of generating voluntary income Fundraising trading: costs of goods sold and other costs Charitable activities

6(a)

6(b)

Governance costs TOTAL RESOURCES EXPENDED NET INCOMING RESOURCES BEFORE TRANSFERS

OTHER RECOGNISED GAINS AND LOSSES Net gains(losses) on investment assets

Fund balances brought forward at 1 April 2009 FUND BALANCES CARRIED FORWARD AT 31 MARCH 2010

OUR FINANCES

BALANCE SHEETS For the year ended 31 March 2010 CONSOLIDATED

THE ASSOCIATION

Notes

2010 £’000

2009 £’000

2010 £’000

2009 £’000

Tangible fixed assets

17,114

15,614

16,706

15,511

Investment in subsidiary companies

400

370

Investments

FIXED ASSETS

22,571

17,182

14,913

11,436

39,685

32,796

32,019

27,317

CURRENT ASSETS Stocks

440

517

201

223

Debtors

5,695

4,656

5,514

4,125

Current asset investments

21,174

23,541

21,174

23,541

Short term deposits

1,130

2,591

Bank and cash balances

4,473

4,699

1,464

1,864

32,912

36,004

28,353

29,753

CURRENT LIABILITIES Creditors

(25,264)

(24,859)

(18,352)

(18,401)

NET CURRENT ASSETS

7,648

11,145

10,001

11,352

TOTAL ASSETS LESS CURRENT LIABILITIES

47,333

43,941

42,020

38,669

CREDITORS – AMOUNTS FALLING DUE AFTER MORE THAN ONE YEAR

(1,337)

(1,543)

NET ASSETS EXCLUDING PENSION LIABILITY

45,996

42,398

42,020

38,669

PENSION LIABILITY

(6,930)

(5,857)

(6,930)

(5,857)

NET ASSETS INCLUDING PENSION LIABILITY

39,066

36,541

35,090

32,812

THE ASSOCIATION’S FUNDS Unrestricted funds

15(a)

General funds Designated funds Non charitable trading funds

13,857

11,550

13,890

11,638

15(b)

24,210

22,796

24,210

22,796

4,009

3,817

Unrestricted funds excluding pension liability

42,076

38,163

38,100

34,434

Restricted Funds

15(c)

2,860

3,326

2,860

3,326

Endowment Funds

15(d)

1,060

909

1,060

909

Total funds excluding pension reserve Pension reserve Total funds

45,996

42,398

42,020

38,669

(6,930)

(5,857)

(6,930)

(5,857)

39,066

36,541

35,090

32,812

Approved by the Board of Trustees on 26 June 2010 and signed on its behalf by:

Alan Craft, Chairman of the Board

John Capper, Treasurer

CONSOLIDATED CASH FLOW STATEMENT For the year ended 31 March 2010

2010 £’000

2009 £’000

Net movement in funds

2,525

(6,893)

Investment income

(959)

(2,260)

Reconciliation of net movement in funds to net cash inflow/(outflow) from operating activities

Depreciation

818

761

Net (gain) loss on investment assets

(2,153)

3,028

(Surplus) on disposal of tangible fixed assets

(902)

(674)

Decrease in stocks (Increase)/decrease in debtors Decrease/(increase) in current asset investments Increase in creditors

(1,039)

833

2,367

(1,781)

199

812

1,073

4,962

2,006

(1,159)

2,006

(1,159)

959

2,260

Payments to acquire tangible fixed assets

(2,427)

(2,398)

Receipts from sale of tangible fixed assets

1,011

822

Net (additions) to fixed asset investments

(3,236)

(2,283)

(4,652)

(3,859)

(1,687)

(2,758)

Increase in pension liability Net cash inflow/(outflow) from operating activities Cash flow statement Net cash inflow/(outflow) from operating activities Returns on investments Capital expenditure and financial investment

(Decrease) in cash

1. RECONCILIATION OF NET CASH FLOW TO MOVEMENT IN CASH (Decrease) in cash

2010 £’000

2009 £’000

(226)

(1,167)

(Decrease) in short term deposits

(1,461)

(1,591)

Movement in cash in the period

(1,687)

(2,758)

At 1 April 2009 £’000

Cash Flow £’000

At 31 March 2010 £’000

4,699

(226)

4,473

2,591

(1,461)

1,130

7,290

(1,687)

5,603

2. ANALYSIS OF CASH Cash in hand and at bank Short term deposits

OUR FINANCES

1. CONSTITUTION The 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 potential, as individuals, as responsible citizens and as members of their local, national and international communities.

2. SCOPE OF THE FINANCIAL STATEMENTS These 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. These bodies are separate autonomous charities that are affiliated to The Scout Association.

3. ACCOUNTING POLICIES The financial statements have been prepared in accordance with applicable accounting standards and comply with the Statement of Recommended Practice Accounting and Reporting by Charities, published in 2005, except as described in note 14.

(a) Accounting convention The financial statements are prepared under the historical cost convention as modified to include the revaluation of investments.

(b) Basis of preparation of consolidated financial statements The financial statements consolidate the financial statements of The Scout Association and its subsidiary companies. The financial statements of all entities are made up to 31 March 2010. The 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.

(c) Recognition of income National membership subscriptions Membership subscriptions are payable in advance for a year ended 31 March. The amount receivable for the year ended 31 March 2010 is shown in the Statement of Financial Activities. Subscriptions are treated as voluntary income because they are more similar in nature to donations than to payments for goods or services.

Investment income Dividends are accounted for on a receipts basis. Interest is accounted for on an accruals basis and includes all amounts earned up to 31 March 2010. Associated tax recoveries are included for all amounts shown as income.

Legacies Legacies are accounted for on a receivable basis as the charity becomes entitled to the income. This occurs when the charity becomes reasonably certain that the legacy will be received, the value of the income can be measured with sufficient reliability and all conditions associated with payment have been fulfilled. No significant legacies have been notified but not yet received. Where legacies include non cash items these are included in income at the lower of probate value or market value at the date of receipt.

Gifts in kind Properties, investments, other fixed assets and any other assets or services donated to the charity are included as donated services and facilities income at their estimated market value at the time of receipt.

(d) Allocation of income and costs Activities for generating funds and fundraising trading: costs of goods sold and other costs Income and expenditure from Scout Shops Limited, Scout Services Limited and from commercial activities carried out at BadenPowell House and the Gilwell Conference Centre are classified under these headings.

Incoming resources from charitable activities This comprises income from the provision of services supporting the objects of the Association through operations including the Information Centre, insurance services, and Scouting magazine as well as the National Activity Centres. A percentage of accommodation and training fees receivable at Baden-Powell House and the Gilwell Conference Centre are also included under this heading. The percentages used in respect of these two sites are 20 per cent and 80 per cent respectively. The remaining income from Baden-Powell House and the Gilwell Conference Centre is included in Activities for Generating Funds. The charitable activities have been analysed under the following headings: ȔȔ Youth programme and activities. ȔȔ Development of Scouting. ȔȔ Adult support and training. ȔȔ Support and services to the Scouting Movement. The Association’s activities are largely financed by national membership subscriptions and income from the trading subsidiaries rather than income from the charitable activities. The activities have been classified as described in note 6. Where 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. The other major allocations, which are reviewed annually by the Trustees, are set out below. Youth Programme and Activities

Development of Scouting

Adult Support and Training

World and European membership fees

100%

Members’ records and awards Membership services

40% 20%

20%

Safeguarding children

60% 40% 100%

Public relations

100%

Insurance Scouting magazine

Support and Services

100% 33%

33%

Short Term Investment Service

100%

Regional Development Service

33%

27%

33%

Baden-Powell House

20%

Gilwell Park Conference Centre Other National Activity Centres

33%

Support costs These 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’s activities the costs have been apportioned pro-rata to the staff resources directly engaged in that activity. The percentages that apply are: Fundraising trading

Youth programme and activities

14%

Development of Scouting

28%

Adult support and training

28%

Support and services to the Scouting Movement

24%

Governance costs These 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 or charitable activities. They include audit fees and the costs of trustee meetings.

OUR FINANCES

(e) Fixed assets The cost of acquiring fixed assets used for charitable purposes is capitalised and depreciation is calculated to write off the cost of assets brought into use at the balance sheet date on a straight-line basis over their estimated useful lives. Assets costing less than ÂŁ200 are not capitalised. In the case of freehold buildings the useful life is normally taken as 50 years. Where land and buildings were acquired together it has been assumed that the buildings represent 50 per cent of the initial cost of freehold properties. No depreciation is provided on freehold land. Gains or losses on the disposal of fixed assets held for charitable use are reflected in Net Incoming Resources before Transfers shown in the Statement of Financial Activities. Fixed assets held for investment purposes are stated at market value on the Balance Sheet date. Any gains or losses on the disposal or revaluation of investment assets are shown as Net Gains or Losses on Investment Assets.

(f) Stocks Stocks are valued at the lower of cost and estimated net realisable value. Cost, using the first-in-first-out basis, consists of the original cost of goods without any addition for overheads.

(g) VAT The Association is partially exempt for VAT purposes and is not able to reclaim all the VAT it pays. It is not practicable to allocate irrecoverable VAT to the expenses and assets concerned, and irrecoverable VAT is normally written off. For large acquisitions of property, irrecoverable VAT is added to the capital cost.

(h) Leases Significant assets held under finance leases and the related lease obligations are included at the fair value of the leased assets at the inception of the lease. Depreciation on leased assets is calculated to write off this amount on a straight-line basis over the shorter of the lease term and the useful life of the asset. Rentals payable are apportioned between the finance charge and a reduction of the outstanding obligations. All other leases have been treated as operating leases and the rentals written off as they are paid because of the insignificant amounts involved.

(i) Pension costs Contributions payable to The Scout Association 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. The pension scheme liabilities are measured using a projected unit method and discounted at an AA corporate bond rate. The pension scheme deficit is recognised in full on the balance sheet. The current service cost and net return on the schemeâ&#x20AC;&#x2122;s assets and liabilities for the year is allocated across the resources expended categories in the Statement of Financial Activities. The actuarial loss on the scheme for the year is included in the gains/(losses) section of the Statement of Financial Activities. Contributions towards personal pension policies, which are defined contribution schemes, are charged to the Statement of Financial Activities as they are incurred.

(j) Grants payable Grants 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.

4. NATURE OF FUNDS Following the requirements of the Statement of Recommended Practice all funds have been identified as falling into one of three categories.

(a) Endowment Funds Endowment funds are those received to be held as capital 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.

(b) Restricted Funds Restricted funds are those received which have been earmarked for a special purpose by the donor or the terms of an appeal.

(c) Unrestricted Funds Unrestricted 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.

5. INCOMING RESOURCES (a) Donations, legacies and similar income 2010 Unrestricted £’000

Restricted £’000

2009 Total £’000

Total £’000

Legacies

349

402

Appeals

1,017

461

Donated services and facilities All other income

159

283

442

387

508

1,340

1,848

1,310

Restricted appeals includes £1,000,000 in 2009/10 and £250,000 in 2008/9 towards the construction of an accommodation lodge at Gilwell Park.

(b) Activities for generating funds 2010

Retail sales Hostel, conference and commercial training Sponsorship, promotions and royalties

2009

Unrestricted £’000

Restricted £’000

Total £’000

6,078

5,507

810

826

449

426

7,337

6,759

OUR FINANCES

Total £’000

113

596

504

659

219

226

1,061

Rental income

2009 Total £’000

483

Short term investment service Other deposit interest

Restricted £’000

774

185

959

2,260

(d) Incoming resources from charitable activities The income in this category is derived primarily from the Association’s insurance subsidiaries and National Activity Centres. Many of the activities are not conducted with the prime intention of generating net income. Instead, the Association’s charitable activities are largely financed by fundraising activities and by membership subscriptions. 2010

2009

Unrestricted £’000

Restricted £’000

Total £’000

902

752

National events

117

Information Centre sales

171

229

1,724

1,789

Disposal of tangible fixed assets

Insurance broking and underwriting Scouting magazine advertising National Centres Other income

156

175

2,402

2,642

5,536

5,710

6. RESOURCES EXPENDED (a) Fundraising trading: costs of goods sold and other costs

2010

Retail operating costs Hostel, conference and commercial training Sponsorship and promotions

2009

Unrestricted £’000

Restricted £’000

Total £’000

3,734

3,822

765

787

254

428

4,753

5,037

Hostel, conference and commercial training expenditure includes support costs of £264,000 (2009: £251,000). The basis for allocation of support costs is explained in note 6(c).

(b) Costs of charitable activities Charitable 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 that members participate in. Development activities are those which are aimed at growing the Scout Movement. Adult support and training includes those activities that support leaders and other adults involved in Scouting. Support and Services to the Scouting Movement includes activities such as safeguarding children and insurance, which assist the activities of Scout Groups. 2010 Unrestricted £’000

2009

Restricted £’000

Total £’000

Youth programme and activities

2,621

250

2,871

2,782

Development of Scouting

4,849

667

5,516

5,001

Adult support and training

3,791

3,810

3,945

Support and services to the Scouting Movement

5,474

188

5,662

6,235

16,735

1,124

17,859

17,963

Analysis of costs of charitable activities 2010 Direct £’000

2009

Grant funding Support costs £’000 £’000

Total £’000

2,871

2,782

Youth programme and activities

2,043

224

604

Development of Scouting

3,322

968

1,226

5,516

5,001

Adult support and training

2,581

1,213

3,810

3,945

Support and services to the Scouting Movement

4,579

1,039

5,662

6,235

12,525

1,252

4,082

17,859

17,963

Grant funding Grants are paid from restricted and designated funds administered by the Association to a large number of Scout Groups, Districts, Regions, Areas and Counties in accordance with the objectives of the respective funds. Analysis of grants

Development Grants International Fund Grants

2010 £’000

2009 £’000

865

683

Benevolent Fund Grants

Special Needs Grants

143

119

1,252

1,116

Ralph Reader Memorial Fund Grants Grants to Sea Scout Groups – Admiralty Fund and Trinity House Fund King George VI Leadership Fund Grants Other

Grants to institutions

OUR FINANCES

2009

Unrestricted and Total £’000

Total £’000

Property and equipment depreciation

642

559

Irrecoverable VAT

247

500

Office accommodation and services

462

525

Central management

645

669

HR, legal and secretarial

543

565

Finance and accounting

404

453

Information technology

540

331

Movement in pension scheme deficit recognised in resources expended

555

372

Other

308

161

4,346

4,135

Allocated to activities: Fundraising trading

264

251

Charitable activities

4,082

3,884

4,346

4,135

Support costs comprise those that enable a fundraising or charitable activity to be conducted, but do not in themselves constitute an activity. The support costs listed above have all been allocated to the costs of generating funds and charitable activities pro-rata to the full-time equivalent number of staff directly engaged in the appropriate activities. The relevant percentages are analysed in Note 3(d). Following a restructure of the Information Technology department the costs related to developing, managing and maintaining the membership database have been reclassified from direct costs to support costs.

(d) Resources expended include: 2010 £’000

2009 £’000

Auditor’s remuneration: Audit fees Other Trustees’ expenses reimbursed

During the year 27 (2009: 24) Trustees were reimbursed for their out of pocket expenses arising from attending meetings and carrying out their duties. The Association provided accommodation for the Chief Scout and others while they carried out Scout business.

7. STAFF COSTS Wages and salaries

2010 £’000

2009 £’000

6,788

6,218

Social security costs

721

667

Other pension costs

595

574

8,104

7,459

The average number of persons employed during the year (full-time equivalent) was: Activity

2010

2009

199

195

Scout Shops Limited

Scout Insurance Services Limited

241

234

The Scout Association

Total

The numbers of employees whose total emoluments for the year exceeded £60,000 were as follows:

2010

2009

£60,001 to £70,000

£70,001 to £80,000

£80,001 to £90,000

£100,001 to £110,000

£110,001 to £120,000

£120,001 to £130,000

£130,001 to £140,000

The comparison between the 2010 and 2009 number of higher paid employees and the pension contributions for these employees is impacted by a number of staff leaving and joining part way through 2008/9. The Chief Executive, who is also a Trustee, received remuneration and benefits for his service as Chief Executive which amounted to £131,525 (2009: £127,055). Retirement benefits are accruing under The Scout Association Pension Scheme defined benefit scheme for 4 (2009: 4) higher paid employees. In addition, the Association paid £23,883 (2009: £7,425) into a defined contribution pension scheme for 4 (2009: 1) higher paid employees.

PENSION SCHEMES (a) The Scout Association Pension Scheme The Association operates a pension scheme providing benefits based on final pensionable salaries. The scheme is funded with the assets being held by the pension scheme’s Trustees separately from the assets of the Association. The pension costs are assessed by a qualified actuary and are charged to the Statement of Financial Activities so as to spread those costs over the employees’ working lives with the Association. The scheme was closed to new members in the year ended 31 March 2001.

Triannual actuarial valuation A full actuarial valuation of the Scheme was carried out as at 31 March 2007 using the projected unit method and showed a deficit of £4,406,000. The Scheme’s assets and liabilities were valued in accordance with Part 3 of the Pensions Act 2004 and associated regulations and the Scheme Specific Funding framework as published by the Pensions Regulator. The market value of the assets of the Scheme as at 31 March 2007 was £24,129,000 and the actuarial value of those assets represented 85 per cent of the value of the benefits that had accrued to members, after allowing for expected future increases in salaries. The Association contributed £803,000 (2009: £632,000) to the Scheme, including special contributions totalling £450,000 (2009: £200,000), and normal contributions of £353,000 (2009: £432,000), which was 20 per cent (2009: 20 per cent) of pensionable salaries.

OUR FINANCES

Financial Reporting Standard 17 (FRS 17) valuation For the purposes of FRS 17 the most recent full valuation has been updated to 31 March 2010 by a qualified independent actuary. The major assumptions used by the actuary were (in nominal terms): 31 March 2010

31 March 2009

Discount rate

5.6%

6.8%

Inflation assumption

3.5%

2.8%

Rate of increase in pensions in payment

3.5%

2.8%

Rate of increase in pensions in deferment

3.5%

2.8%

Rate of increase in salaries Post-retirement mortality assumption

Tax-free cash

4.0% PA92 tables Medium cohort (based on the year of birth of each individual member) No allowance

Long term expected rate of return on the Scheme’s assets for the following year

4.3% PA92 tables based on the average year of birth for each membership group and incorporating a medium cohort projection No allowance has been made for members to commute pension for cash on retirement

6.48% pa

6.27% pa

Under the mortality tables adopted, the assumed future life expectancy at age 65 is as follows: Life expectancy at age 65

31 March 2010

31 March 2009

Male currently aged 45

23.1

Female currently aged 45

25.9

Male currently aged 65

22.1

22.0

Female currently aged 65

25.0

24.9

The assets in the scheme and the expected rate of return were: Asset category

2010

Equities

59%

Property

Gilts

17%

Bonds

21%

Cash

Total

100%

The expected return on assets is a weighted average of the assumed long-term returns for the various asset classes. Assumed equity and property returns are based on the selection of an appropriate risk premium above the risk-free rate which is measured in accordance with the yield on government bonds. Bond returns are selected by reference to the yields on government and corporate debt as appropriate to the Scheme’s holdings of these instruments. Cash returns are based on the Bank of England Base Rate.

Amounts recognised in the balance sheet at 31 March 2010

2010 £’000

Fair value of assets

25,687

Present value of funded obligations

(32,617)

(Scheme Deficit)

(6,930)

Amounts disclosed on the balance sheet are made up of:

2010 £’000

Liabilities Present value of funded obligations

(32,617)

Assets Fair value of assets

25,687

Net liability

(6,930)

Amounts recognised in the Consolidated Statement of Financial Activities over the year

2010 £’000

Actuarial (loss)

(968)

Effect of limit on recognisable surplus

Amounts recognised in the Consolidated Statement of Financial Activities over the year

(968)

Amounts recognised in the Statement of Total Resources Expended over the year

2010 £’000

Current service cost

418

Interest on pension scheme liabilities

1,727

Expected return on pension scheme assets

(1,237)

Total

908

Reconciliation of assets and defined benefit obligation The change in assets over the period was: 2010 £’000 * Fair value of assets at the beginning of the period Expected return on pension scheme assets

20,047 1,237

Employer contribution

803

Contributions by Scheme participants

124

Benefits paid

(1,554)

Actuarial gain on assets

5,030

Fair value of assets at the end of the period

25,687

*assets taken at bid value at beginning of the period.

The change in defined benefit obligation over the period was: 2010 £’000 Defined benefit obligation at the beginning of the period

25,904

Current service cost

418

Contributions by Scheme participants

124

Interest on pension scheme liabilities

1,727

Benefits paid

(1,554)

Actuarial gain on assets

5,998

Defined benefit obligation at the end of the period

32,617

OUR FINANCES

Summary of prior year amounts:

Present value of defined benefit obligation Scheme assets (Scheme Deficit)

2010 £’000

2009 £’000

2008 £’000

2007 £’000

2006 £’000

(32,617)

(25,904)

(27,791)

(31,445)

(29,528)

25,687

20,047

26,896

24,371

22,617

(6,930)

(5,857)

(895)

(7,074)

(6,911)

277

1,109

544

5,030

(7,870)

(2,503)

(490)

Experience gains and losses on Scheme liabilities Experience adjustments on Scheme assets

1,862

The level of employer contributions for 2010/11 has been set at 20 per cent.

(b) The Scout Association Group Personal Pension Scheme The Association also contributed £219,000 (2009: £156,000) towards individual defined contribution personal pension schemes for certain employees.

8. NET MOVEMENT IN FUNDS The net movement in Funds arises as follows:

The Scout Association Subsidiaries

2010 £’000

2009 £’000

2,333

(7,375)

192

482

2,525

(6,893)

9. TANGIBLE FIXED ASSETS

CONSOLIDATED

Freehold property £’000

Leasehold property £’000

Furniture, fittings and equipment £’000

16,562

1,074

4,807

881

23,324

(934)

1,618

692

117

2,427

Motor vehicles £’000

Total £’000

COST At 1 April 2009 Assets written off Additions Disposals

(369)

(88)

(108)

(565)

At 31 March 2010

17,811

1,074

4,477

890

24,252

3,203

743

3,249

515

7,710

(934)

DEPRECIATION At 1 April 2009 Assets written off Charge for the year

(934)

312

337

139

818

Eliminated on disposals

(264)

(88)

(104)

(456)

At 31 March 2010

3,251

773

2,564

550

7,138

At 31 March 2010

14,560

301

1,913

340

17,114

At 31 March 2009

13,359

331

1,557

367

15,614

NET BOOK VALUES

THE ASSOCIATION At 1 April 2009 Assets written off Additions

Freehold property £’000

Leasehold property £’000

Furniture, fittings and equipment £’000

16,562

1,074

4,503

786

22,925

(934)

1,618

344

104

2,066

Motor vehicles £’000

Total £’000

Disposals

(369)

(95)

(464)

At 31 March 2010

17,811

1,074

3,913

795

23,593

3,203

743

3,009

459

7,414

(934)

DEPRECIATION At 1 April 2009 Assets written off Charge for the year

312

306

118

766

Eliminated on disposals

(264)

(95)

(359)

At 31 March 2010

3,251

773

2,381

482

6,887

14,560

301

1,532

313

16,706

13,359

331

1,494

327

15,511

NET BOOK VALUES At 31 March 2010

At 31 March 2009

Depreciation rates are as follows: Freehold property

2%–10% per annum (see note 3(e))

Leasehold property

Over the period of the leases or useful economic life if shorter.

Furniture, fittings and equipment including software

10%–33.3% per annum

Motor vehicles

20% per annum

10. INVESTMENT IN SUBSIDIARY COMPANIES Cost

2010 £’000

2009 £’000

372

Cost of shares Balance at 1 April 2009 Additions Balance at 31 March 2010

402

372

(2)

400

370

Provision for diminution in value Balance at 1 April 2009 and 31 March 2010

Net investment in subsidiaries

The Association owns 100% of the following unlisted companies: Country of incorporation

Issued share capital

Scout Shops Limited England £200,000 Scout Insurance Services Limited

England

£100,000

Scout Insurance (Guernsey) Limited

Guernsey

£100,000

Scout Services Limited

England

£100

Unity Insurance Services Limited (dormant)

England

£1

OUR FINANCES

The Directors of Scout Shops Limited, Scout Services Limited and Scout Insurance Services Limited have agreed to donate their taxable profits to the Association. The Directors of Scout Insurance (Guernsey) Limited declared an interim dividend of £750,000 for the year ended 31 March 2010 (2009: £750,000) that was paid to the Association in August 2009. The summarised profit and loss accounts for the active trading subsidiary companies are shown below: 2010

2009

Scout Shops Limited £’000

Scout Insurance (Guernsey) Limited £’000

Scout Services Limited £’000

5,925

1,511

2,435

Cost of sales

(2,823)

(822)

Gross profit

3,102 698

Other costs and expenses Surplus before and after taxation

Trading income

Other income

Dividend/Donation to the Association Net surplus

Total £’000

913

10,784

8,754

(1,673)

(5,318)

(3,668)

690

762

913

5,467

5,086

123

822

914

(1,307)

(76)

(306)

(667)

(2,356)

(2,320)

2,493

737

456

247

3,933

3,680

(2,355)

(750)

(456)

(236)

(3,797)

(3,343)

138

(13)

136

337

145

138

192

482

200

100

400

370

Net gain on investments Retained surplus

Scout Insurance Services Limited £’000

Shareholders’ funds Share capital Reserves

3,951

(2)

(1)

4,009

3,817

261

4,051

(2)

4,409

4,187

11. FIXED ASSET INVESTMENTS QUOTED INVESTMENTS CONSOLIDATED 2010 £’000 Market value at 1 April

2009 £’000

THE ASSOCIATION 2010 £’000

2009 £’000

17,182

17,927

11,435

14,198

Less: Disposals at opening value

(7,359)

(2,196)

(1,613)

(1,205)

Add: Acquisitions at cost

10,595

4,479

2,808

1,611

Net gain/(loss) on revaluation at 31 March

2,153

(3,028)

2,283

(3,168)

Market value at 31 March

22,571

17,182

14,913

11,436

Historical cost at 31 March

21,486

18,313

13,700

12,720

Net gains on investment assets of £2,559,000 in the Statement of Financial Activities consists of £2,283,000 unrealised market value uplift at 31 March 2010 plus realised gains on disposals during the year of £276,000.

Included in quoted investments are amounts of £6,608,000 and £8,145,000 invested in each of the Cazenove Growth Trust for Charities and the Cazenove Income Trust for Charities (2009: £6,467,000 and £3,583,000). The Association does not pay any investment management fees. The investments held are in Investment Trusts which themselves suffer management charge deductions from the capital of the Trust. These indirect charges are estimated to be in the region of £62,000 (2009: £47,000).

12. STOCKS CONSOLIDATED

Goods for resale

THE ASSOCIATION

2010 £’000

2009 £’000

2010 £’000

2009 £’000

440

517

201

223

13. DEBTORS CONSOLIDATED

Trade debtors Amounts owed by subsidiaries

THE ASSOCIATION

2010 £’000

2009 £’000

2010 £’000

2009 £’000

2,413

2,407

270

336

2,181

1,907

Other debtors

2,822

2,249

2,603

1,702

Debtors due within one year

5,235

4,476

5,054

3,945

460

180

460

180

5,695

4,656

5,514

4,125

Other debtors due in 2012

14. CREDITORS CONSOLIDATED

THE ASSOCIATION

2010 £’000

2009 £’000

2010 £’000

2009 £’000

14,873

16,130

14,873

16,130

3,242

3,524

874

1,257

Amounts falling due within one year: Deposits by Scout Groups in the Short Term Investment Service Trade creditors Amounts owed to subsidiaries Other creditors

7,149

5,205

2,580

999

25,264

24,859

18,352

18,401

1,337

1,543

Amounts falling due after more than one year: Insurance technical reserve

OUR FINANCES

The Insurance technical reserve is a provision made in the financial statements of Scout Insurance (Guernsey) Limited against future claims. Under the terms of Financial Reporting Standard 12 this amount should not be treated as a provision by a non-insurance entity. The Trustees consider that, in order to give a true and fair view, it is necessary for the Association to show this under long-term creditors following the view taken by the directors of Scout Insurance (Guernsey) Limited. If this treatment had not been adopted, income for the year would have decreased by £206,000 (2009: decreased by £351,000) and reserves would have been increased by £1,337,000 (2009: £1,543,000).

15. FUND BALANCES (a) UNRESTRICTED FUNDS CONSOLIDATED

THE ASSOCIATION

2010 £’000

2009 £’000

2010 £’000

2009 £’000

General

13,857

11,550

13,890

11,638

Designated

24,210

22,796

24,210

22,796

Non-charitable trading

4,009

3,817

Unrestricted funds before Pension Reserve

42,076

38,163

38,100

34,434

Pension Reserve

(6,930)

(5,857)

(6,930)

(5,857)

35,146

32,306

31,170

28,577

Net (expenditure)/ income in the year £’000

Balance 31 March 2010 £’000

Unrestricted funds

(b) DESIGNATED FUNDS – CONSOLIDATED & THE ASSOCIATION

Fixed Assets World Scout Events

Balance 1 April 2009 £’000

Transfer (to)/ from General and Restricted Funds £’000

15,511

1,195

16,706

120

(1)

119

National Activity Centres

3,524

870

4,394

Future Growth

2,515

(549)

1,966

Gilwell Buildings

547

(398)

149

Development Grants

579

300

(3)

876

22,796

1,097

317

24,210

Total

The Fixed Asset Fund is set aside to match the amount invested by the Association in tangible fixed assets as this is not available to be used for revenue expenditure. The World Scout Events Fund provides support to members attending World Scouting events such as future World Jamborees, the World Moot and the World Scout Conference. The Trustees plan to fully utilise the fund in advance of the 22nd World Scout Jamboree in 2011.

The National Activity Centres Fund was established from the receipts from the sale of certain sites, under the National Campsite Strategy. The fund is being applied towards improvements at National Activity Centres, other than Gilwell Park. The Future Growth Fund and Development Grants Fund are administered by the Development Grants Board and are used to finance a variety of projects relating to the medium/long-term growth of Scouting. The Gilwell Buildings Fund is set aside to fund the development of Gilwell Park.

(c) RESTRICTED FUNDS – CONSOLIDATED AND THE ASSOCIATION Restricted funds include income received by and paid from the Short Term Investment Service and 25 (2009: 34) funds administered by the Association. Balance 1 April 2009 £’000

Fund Development Grants

905

Expenditure £’000

Transfers £’000

(640)

Investment Balance Revaluation 31 March 2010 £’000 £’000 196

514

King George VI Leadership

607

(17)

701

International

300

(44)

406

Gilwell development

531

1,016

(1,320)

227

Benevolent

201

(37)

199

Special Needs

148

(67)

108

Cornwell

124

148

Ralph Reader Memorial All other funds (18)

Income £’000

CONSOLIDATED

112

(9)

121

398

287

(270)

436

1,485

(1,084)

(1,314)

447

2,860

3,326

£1,320,000 capital expenditure was incurred on construction during the year and consequently that amount was transferred from the Gilwell Development Fund to the Fixed Asset Designated Fund. Further details on the types of funds and applying for grants from the funds can be found online at www.scouts.org.uk/developmentgrantsboard

(d) ENDOWMENT FUNDS – CONSOLIDATED AND THE ASSOCIATION Endowment funds include the 1914 Endowment Fund and 4 (2009: 4) other funds administered by the Association. Income from the 1914 Endowment Fund and two other funds is unrestricted and passed to General Funds, income from one fund is restricted, and income from the remaining one is passed to an external Scouting beneficiary. Balance 1 April 2009 £’000

Transfers £’000

Investment Revaluation £’000

Balance 31 March 2010 £’000

1914 Endowment

738

133

871

All other funds

171

189

909

151

1,060

CONSOLIDATED

OUR FINANCES

(e) ANALYSIS OF NET ASSETS BETWEEN FUNDS Unrestricted £’000

Restricted Funds £’000

Endowment Funds £’000

Total £’000

Fund balances at 31 March 2010 are represented by: Tangible fixed assets Investments Current assets Current liabilities Long term liabilities Pension liability

17,114

19,079

2,432

1,060

22,571

17,611

15,301

32,912

(10,391)

(14,873)

(25,264)

(1,337)

(6,930)

35,146

2,860

1,060

39,066

16. OTHER FINANCIAL COMMITMENTS Scout Insurance Services Limited has the following annual commitments under non-cancellable operating leases:

Expiring: Between two and five years

2010 £’000

2009 £’000

INDEPENDENT AUDITOR’S REPORT We have audited the financial

1993 and report in accordance with

the group’s and the charitable parent’s

statements of The Scout Association for

regulations made under that Act. Our

circumstances, consistently applied and

the year ended 31 March 2010 which

responsibility is to audit the financial

adequately disclosed.

comprise the Consolidated Statement

statements in accordance with relevant

of Financial Activities, the Consolidated

legal and regulatory requirements and

We planned and performed our audit

and Charity Balance Sheets, the

International Standards on Auditing (UK

so as to obtain all the information and

Consolidated Cash Flow Statement

and Ireland).

explanations which we considered

and the related notes. The financial

necessary in order to provide us with

statements have been prepared under

We report to you our opinion as to

sufficient evidence to give reasonable

the accounting policies set out therein.

whether the financial statements give

assurance that the financial statements

a true and fair view and are properly

are free from material misstatement,

This report is made solely to the charity’s

prepared in accordance with the

whether caused by fraud or other

trustees, as a body, in accordance

Charities Act 1993. We also report to

irregularity or error. In forming our

with the Charities Act 1993. Our audit

you if, in our opinion, the information

opinion we also evaluated the overall

work has been undertaken so that we

given in the trustees’ Annual Report

adequacy of the presentation of

might state to the charity’s trustees

is not consistent with those financial

information in the financial statements.

those matters we are required to state

statements, if the charity has not kept

to them in an auditor’s report and for

sufficient accounting records, or if we

Opinion

no other purpose. To the fullest extent

have not received all the information and

In our opinion

permitted by law, we do not accept

explanations we require for our audit.

ȔȔ the group financial statements give

or assume responsibility to anyone

a true and fair view, in accordance

other than the charity and the charity’s

We read the Trustees’ Annual Report

with United Kingdom Generally

trustees as a body, for our audit work,

and consider the implications for our

Accepted Accounting Practice, of

for this report, or for the opinions we

report if we become aware of any

the state of the group’s affairs as at

have formed.

apparent misstatements within it.

31 March 2010 and of the group’s

Respective responsibilities of Trustees and auditors

Basis of audit opinion

The Trustees’ responsibilities for

with International Standards on Auditing

preparing the Annual Report and the

(UK and Ireland) issued by the Auditing

statements give a true and fair

financial statements in accordance with

Practices Board. An audit includes

view, in accordance with United

applicable law and United Kingdom

examination, on a test basis, of evidence

Kingdom Generally Accepted

Accounting Standards (United Kingdom

relevant to the amounts and disclosures

Accounting Practice, of the state of

Generally Accepted Accounting

in the financial statements. It also

the parent charity’s affairs as at 31

Practice) are set out in the Statement of

includes an assessment of the significant

March 2010

Trustees’ Responsibilities.

estimates and judgements made by

incoming resources and application of resources, for the year then ended

We conducted our audit in accordance

the trustees in the preparation of the

ȔȔ the parent charity’s financial

ȔȔ the financial statements have been

We have been appointed as auditors

financial statements, and of whether the

properly prepared in accordance with

under section 43 of the Charities Act

accounting policies are appropriate to

the Charities Act 1993.

BDO LLP Chartered Accountants and Statutory Auditor, Epsom, Surrey, 13 July 2010 BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127)

HOW WE OPERATE

OUR MEMBERS With 16,568 new members in 2009 we have experienced our biggest surge in numbers for 38 years. Opposite is our detailed census results for the year ending 31 March 2010.

Male

Female

Total

YOUTH MEMBERSHIP Beaver Scouts

94,642

13,376

108,018

Cub Scouts

124,871

18,033

142,904

Scouts

96,575

20,753

117,328

Explorer Scouts

25,223

9,466

34,689

Network members TOTAL YOUTH MEMBERSHIP

1,419

752

2,171

342,730

62,380

405,110

28,257

23,457

51,714

7,911

6,544

14,455

4,169

1,515

5,684

LEADERSHIP Section leaders Sectional Assistants and Skills Instructors Group Scout Leaders District Skills Instructors and Advisers

677

183

860

District Scouters

591

340

931

District Commissioners

1,591

798

2,389

County Skills Instructors and Advisers

501

125

626

County Scouters

244

133

377

County Commissioners

475

169

644

44,416

33,264

77,680

TOTAL LEADERSHIP ORGANISATIONAL SUPPORT District Administrators

640

673

1,313

District Office Bearers

1,197

649

1,846

County Administrators County Office Bearers Active Support/Scout Fellowship Individual Members and Associate Members

125

120

245

208

268

4,394

3,478

7,872

3,118

2,437

5,555

9,682

7,417

17,099

TOTAL MEMBERSHIP

396,828

103,061

499,889

Members

395,759

101,922

497,681

1,069

1,139

TOTAL ORGANISATIONAL SUPPORT

Associate Members

Total Membership due to pay the Headquarters Membership Subscription ie the Total Membership above less the District and County Administrator totals

2,208 498,331

STATISTICAL INFORMATION Young Leaders

6,420

3,220

9,640

Network members (recorded elsewhere)

2,066

895

2,961

Total Network members

3,485

1,647

5,132

UNITS Beaver Scout Colonies

6,975

Cub Scout Packs

7,791

Scout Troops

6,815

Explorer Scout Units

2,291

Local Scout Networks

322

Active Support Units/Scout Fellowships

737

Groups

7,247

Districts

802

Counties/Areas

HOW WE OPERATE

HOW WE OPERATE The Scout Association is a volunteer-led organisation. At the most senior level our Board of Trustees are responsible for the management of our business.

The Scout Association exists by authority

The management of the business

a Deputy Chief Scout). An induction

of a Royal Charter, granted by King

of the Association is vested in the

training programme is provided for all

George V in 1912 and supplemented

Board of Trustees. Following a review

new trustees. The Board will appoint

by further Charters granted by King

of The Scout Association’s national

chairmen and members of sub-

George VI and Queen Elizabeth II. These

governance, the Council of The Scout

Committees annually.

charters give authority to the Bye Laws

Association adopted new Bye Laws in

of the Association which are approved

September 2008. These were approved

The Board is responsible for policy

by Her Majesty’s Privy Council.

by the Privy Council in April 2009.

making and the management of

The Bye Laws, in turn, authorise the

risk. It delegates some governance

making of rules for the regulation of the

From September 2009 onwards,

responsibilities to its Audit and

Association’s affairs. The rules are laid

the Committee of the Council was

Remuneration committees and some

out in the Policy, Organisation and Rules

restructured and has been renamed

operational decisions to its Executive

of The Scout Association.

the Board of Trustees. The transition

and sub-Committees (Operations,

arrangements to the new structure

Finance, General Purposes and

The report and accounts cover the

will be complete following the Annual

Headquarters Appointments which

activities directly controlled by The

General Meeting in 2011.

may also recommend policies for the

Scout Association Charity Numbers

consideration of the Board). A review

306101 (England and Wales) and

The restructured Board will comprise

of reporting Committees is being

SCO38437 (Scotland). The activities of

up to 19 Members: nine Elected

undertaken and will be concluded in

the Scout Councils of Northern Ireland,

Members and three Elected Youth

2010/11.

Scotland and Wales together with Scout

Representatives elected by the

Counties, Areas, Regions (Scotland),

Council of The Scout Association at

The Board (formerly the Committee of

Districts and Groups are not reflected in

its Annual General Meeting; up to

the Council) met four times during the

this report and accounts. These bodies

five Appointed Members, including a

period under review. The Executive and

are autonomous charities affiliated to

Chairman of the Board and a Treasurer;

sub-Committees mostly met quarterly.

The Scout Association which together

and two Ex-Officio Members (the

form the Scout Movement in the UK.

Chief Executive and Chief Scout or

HOW WE OPERATE

THE SCOUT ASSOCIATION BOARD, STRUCTURE AND MEMBERSHIP April 2009-March 2010

THE BOARD OF TRUSTEES Trustees (voting) John Asplin, Chief Commissioner of England (North) [to June 2009] (n/a) 5 James Boyle [to September 2009] (0%)3, 4 Wayne Bulpitt, UK Chief Commissioner (100%) 1, 4, 5

FOUNDER

John Capper, Treasurer (100%) 1, 2

Robert Baden-Powell, OM,

David Chapman [from September 2009] (100%) 2

First Baron Baden-Powell of Gilwell

Sir Alan Craft, Chairman of Board of Trustees [from September 2009] (100%) 1 Peter Duncan, Chief Scout [to July 2009] (0%) 1, 4

PATRON

Jill Gloster, Chief Commissioner of Wales [to September 2009] (100%) 5

Her Majesty The Queen

Michael Gooderson [to September 2009] (100%) 1 Graham Haddock (75%) 5

PRESIDENT

Nigel Hailey, International Commissioner [to September 2009] (100%) 5

His Royal Highness The Duke of Kent,

Richard Hames (100%) 2

KG, GCMG, GCVO

Philip Harnby [to September 2009] (0%) 2 Stuart Howells (100%) 1, 3

VICE PRESIDENTS

Chris Ide [from September 2009] (66%) 1, 2

The Rt. Hon. The Earl of Airlie, KT,

Eleanor Lyall, MBE, Chief Commissioner of Scotland [to September 2009] (100%) 5

GCVO, PC

Christine Jones [to September 2009] (100%) 5

The Lord Baden-Powell

Zena Martin [from September 2009] (100%) 3

John Beresford, CBE

David Morton [from September 2009] (66%) 2

Peter Duncan

Wilfred Mulryne, OBE, Chief Commissioner of Northern Ireland [to September 2009] (0%) 5

Sir William Gladstone, KG, Bt, JP

Peter Nicol, Deputy Chief Scout [Co-opted Member] [to July 2009] (100%) 1, 4, 5

Lt. Col. Bill Hall, OBE, TD, DL

Peter Oliver (75%) 3

Sir Garth Morrison, CBE, Lord

Philip Power (100%) 4

Lieutenant of East Lothian

Rachel Ruddock (100%) 4, 5

George Purdy, CBE

Roger Sands (100%) 3

Major General Michael Walsh, CB, CBE,

Sonika Sidhu [from September 2009] (100%) 5

DSO, DL

Christopher Thompson [from September 2009] (100%) 2 Melanie Thrush [from September 2009] (100%) 3

CHIEF SCOUT

Derek Twine, CBE, Chief Executive (100%) 1, 4

Peter Duncan [to July 2009]

Daniel Wood (50%) 1, 5

Bear Grylls [from July 2009]

Richard Woolsey [to September 2009] (100%) 1, 2

DEPUTY CHIEF SCOUT

Right of attendance (non-voting)

Peter Nicol [to September 2009]

County, Area and Regional (Scotland) Commissioners and Chairmen

UK CHIEF COMMISSIONER

Invited to attend (non-voting)

Wayne Bulpitt

The Chief Guide, Girlguiding UK Gary Davis, Director of Finance 1, 2 Keren Mallinson, Director of Corporate Services [from March 2010] 1, 3 Stephen Peck, Director of Programme and Development 1, 5 Gail Scott-Spicer, Director of Marketing and Communications 1, 3 David Shelmerdine, The Secretary [to March 2010] 1, 3 The Trustees above were also members of the following sub-Committees: 1=Executive Committee Member 2=Finance sub-Committee Member 3=General Purposes sub-Committee 4= Headquarters Appointments sub-Committee Member 5=Operations sub-Committee Member

In addition, each of the sub-Committees has nontrustee members invited for their specialist skills. The percentages indicate the number of eligible Board meetings attended.

OUR THANKS We would like to thank all our volunteers and supporters for their commitment and contributions. Special thanks go to those mentioned below. Our partners and friends

Scouting Ambassadors

Patron

We would like to extend our thanks

We welcomed four new

Her Majesty The Queen

to all volunteers and supporters for

ambassadors this year:

their invaluable contribution and

Tom Avery

President

commitment.

Chris Evans

His Royal Highness The Duke of Kent,

Dawud Wharnsby

KG, GCMG, GCVO

Corporate partners

Jo Whiley

Chubb

The Rt Hon Baroness Boothroyd

The Association is grateful for the

Eat in Colour

Lord Coe

continuing support of its Patron, Her

Edam

Ian Hislop

Majesty The Queen, and its President,

Garmin

Justin King

His Royal Highness the Duke of Kent.

Mattel Merlin

Trusts and Foundations

Microsoft

Esmée Fairbairn Foundation

Millets

Freemason’s Grand Charity, The

National Grid

Milly Apthorp Charitable Trust, The

Natural England

Peter Harrison Foundation, The

Ordnance Survey

Wates Foundation, The

Puffin

John Ellerman Foundation, The

Regatta

Trinity House

Rolls-Royce

Worshipful Company of Shipwrights, The

Sainsbury’s Serco Venture Abroad Wall’s

HOW YOU CAN SUPPORT US As an individual

As a company

How we can support you

From volunteering one hour a

Scouting provides flexible

As a volunteer you will develop skills,

week at your local Scout Group,

opportunities not only for individuals

make friends and make a difference to

becoming a Scouting Fellow or leaving

but also for our corporate partners.

the lives of hundreds of young people

us a gift in your will, whatever you

From sponsoring a badge or event

in your community.

choose to give, it will make

to using our employee volunteering

a difference.

programme, speak to one of our team.

As a company you will benefit from working with one of the most trusted

www.scouts.org.uk 0845 300 1818

organisations in the UK, increased brand awareness and commercial benefits.

‘It’s year one of being Chief Scout and I’m more excited than ever about where Scouting is going and the massive surge in membership that we are experiencing. Together, we are reaching parts of the UK that many never believed possible and we are bringing adventure to those who might not have normally got the chance. What a mission. ‘Thanks to all our volunteers for all you do and let’s not underestimate the power we have together to build the Scouts of tomorrow. ‘Here’s to 2010.’

Bear Grylls

Scout Information Centre Tel: 0845 300 1818 Fax: 020 8433 7103

The Scout Association’s Annual Report and Accounts 2009/10

info.centre@scouts.org.uk www.scouts.org.uk

101st report of the Board (formally known as the Committee

Unity Insurance Services Limited

of the Council) including

Lancing Business Park, Lancing

the consolidated financial statements

West Sussex BN15 8UG

for the year ended 31 March 2010.

Tel: 01903 755352

Bankers

info@unityins.co.uk

Barclays Bank PLC, 1 Churchill Place

www.unityins.co.uk

London, E14 5HP

Scout Shops Limited, Lancing Business

Auditors

Park, Lancing, West Sussex BN15 8UG

BDO Stoy Hayward – Gatwick

0845 300 1818

Tel: 01903 755352

2nd Floor, 2 City Place, Beehive Ring

www.scouts.org.uk

enquiries@scoutshops.com

Road, Gatwick, West Sussex, RH6 0PA

The Scout Association Gilwell Park, Chingford London, E4 7QW

Fax: 01903 750993 Registered charity numbers:

www.scouts.org.uk/shop

306101 (England and Wales) and SCO38437 (Scotland)

Investment Managers Cazenove Fund Management Limited,

Scout Conference Centres

12 Moorgate London, EC2R 6DA

Baden-Powell House Conference Centre

Design © by

Queen’s Gate, London SW7 5JS

Investment Powers

The Scout Association and Deniz Tekkul

Tel: 020 7590 6900

The Association’s Royal Charter

deniztekkul.com

Fax: 020 7590 6902

authorises it to invest funds of the

www.towntocountry.co.uk/bphouse

Association not immediately required

Printed by

in pursuance of its objects and to use

Blackmore Ltd., Shaftesbury, Dorset

Gilwell Park Conference Centre

the services of a private investment

on FSC white offset paper

Gilwell Park, Chingford, London E4 7QW

manager or firm.

Tel: 020 8498 5300 Fax: 020 8498 5303

Insurance Brokers

www.towntocountry.co.uk/gilwell

Willis Limited, Ten Trinity Square, London, EC3P 3AX

National Scout Activity Centres www.scouts.org.uk/sac

Chief Executive

0845 300 2549

Mr Derek M Twine