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# VENTURE SCOTLAND

## Company limited by guarantee

## Company Registration Number:
SC216291 (Scotland)

## Unaudited statutory accounts for the year ended 31 March 2023

## Period of accounts

## Start date: 1 April 2022

## End date: 31 March 2023

# VENTURE SCOTLAND

## Contents of the Financial Statements

for the Period Ended 31 March 2023

Directors report |
Profit and loss |
Balance sheet |
Additional notes |
Balance sheet notes |

# VENTURE SCOTLAND

Directors' report period ended 31 March 2023

The directors present their report with the financial statements of the company for the period ended 31 March 2023

Principal activities of the company

Venture Scotland was founded in November 1988. Over the years, our volunteers and staff have helped thousands of young people from across Scotland to change their lives around using the outdoors and nature as a focus to promote physical, mental and emotional wellbeing. Our services are generally targeted at young adults who are facing challenges in their lives and are at a point in their lives where they want to change.Our Vision:We believe that every young adult in Scotland should have the opportunity and support to make positive changes in their lives and to their world in order that they can develop the awareness, skills and confidence to maintain and improve their physical, mental and emotional wellbeing, allowing them to lead a happier, healthier and more fulfilled life.And our Mission:To create a sustainable organisation, able to provide outdoor-based, progressive, staged, personal development programmes, for all young adults who want to make positive changes in their lives and in their worlds, delivered by skilled and committed staff and volunteers, based on our values.We have 6 organisational core values which underpin all the work we do and the decisions we make. We ask all stakeholders, young people, volunteers, Board members and staff to challenge us and themselves to live by these values.RESPECTWe believe that respect is a basic right for all humans.TRUSTWe believe everyone needs trusted caring relationships in their lives and that this requires patience, consistency, and time.ENVIRONMENTWe value the natural environments we work in and are committed to educating ourselves and our stakeholders on how to protect, nurture and promote them. DIVERSITYWe believe that being different from each other, brings a richness and depth to our organisation and the work we do.INCLUSIONWe believe everyone, no matter what their past, should be accepted for who they are today and helped to develop for tomorrow.PERSONAL DEVELOPMENTThis is at the heart of what we do and should be for everyone who participates, volunteers, or works for our organisation.Venture Scotland continues to work predominately with young adults aged 16-30 as experience and research shows that it is during this transition period between childhood and adulthood, that most people struggle to build positive strategies to cope with the ups and downs of life. This often leads to poor mental health.This is why Venture Scotland offers (our Core Programme) a unique long-term learning pathway with 4 progressive development programmes (Challenge, Discover, Explore and Leadership), each involving key residential experiences when young people can put what they are learning into practice. On this intensive ‘journey’ they are supported by caring and consistent adult volunteers and staff. There is no better place for young people to learn than in the calmness of the beautiful Scottish wilderness, well away from the influences of urban living and peer pressures, a place where there is no phone signal, broadband or electricity. Here they can:-learn new coping skills and a new sense of self-worth and purpose as part of a team.-develop the skills and attributes employers value most, such as teamwork, problem-solving, resilience, effective communication, and leadership.-learn the critical life skills they need to cope better, such as relationship building, confidence, trust, and self-awareness.-have the ability, and be supported, to take the next step in their lives and to follow their dreams.-understand their physical, mental, and emotional wellbeing and how to maintain and improve them.This year we have also explored working with other people who are in a transition period of their lives including refugees transitioning into a new culture, young people suffering first-episode psychosis transitioning back to stability and people in recovery from addiction transitioning back into society. We have done this through building trusted relationships with partner organisations who have similar values and approaches to us and seeking joint funding. Each of our ‘projects’ is custom designed to meet the needs of the people we are supporting, while still keeping the key Venture Scotland principles outlined below.All our programmes are built on the following tried and tested principles:Building Trusted and Appropriate RelationshipsWe focus from day one on building trusted relationships with each and every young person who asks us for help. Many of the young people we work with have no positive adult role models in their lives and a limited support network. Our programmes are designed to allow our skilled staff team to set clear boundaries, but in a caring and supportive environment.Creating Brave SpacesUsing the outdoor environment and adventurous activities, allows our skilled team to build safe spaces for young people to unpack the emotional and often trauma-filled ‘rucksacks’ they carry around with them, and lets us signpost them to the support they need to deal with their past and focus on the future. We support young people to be brave and face their challenges head-on.Time (lots of it)Many of the young people we work with have accessed short and medium-term courses offered in a multitude of subjects by other youth work providers. We believe young people need time to build trust and to understand their emotions, behaviours, coping strategies, skills and potential to be able to make lasting and profound changes in their lives. This is why we devote so much time to each participant.Volunteers From Our Local CommunityOur programme would not exist without our superb army of volunteers who give up their time to support both day activities and residential bothy trips. These amazing people from all walks of life, give up their time willingly and freely to help us bring depth to our learning programmes. Our organisation is committed to helping them grow personally and to develop their outdoor and youthwork skills.Key Youthwork PrinciplesAll of our work is delivered within the three key youthwork principles:People chose to take part.It is key for people to engage with our services willingly and with a wish to make changes in their lives. This element is key for personal development to happen.We accept people wherever they are on their journey through life.Our staff and volunteers offer unconditional positive regard to all of our participants no matter their past or present. Being non-judgemental is key to building positive trusted relationships.We do things with people, not to people.We never ask people to undertake activities that our staff and volunteers are not willing to do themselves. Being ‘with’ people is key.Using Nature and The OutdoorsWe are blessed in Scotland to be surrounded by green natural spaces and research has shown the direct link between time in nature and improved mental health. We use the outdoors as both a form of healing, as well as a vehicle to attract people to engage with our programmes. The impact of nature on humans is positive and nourishing.Our Core Programme Delivery MethodWe deliver to young people aged 16-30, free of charge, a 4-stage progressive personal development programme based in the outdoors comprising:Challenge Programme – Challenge yourself and step outside your comfort zone2 outdoor activity days3-day / 2-night residential to a Borders BothyDiscover Programme – Discover who you really are and what is holding you back8 outdoor activity days8 half-day life skills sessions5-day / 4-night residential to our Glen Etive BothyExplore Programme – Explore your local community and the support that is available4 outdoor activity days focused on volunteering in our communities4 half-day life skills sessionsCompleting a community environmental projectLeadership Programme – Step up and take responsibility. Learn to lead6 outdoor activity days6 half-day planning sessions2 x 3-day / 2-night self-led expeditions6 awards planning daysAwards nightOutcomesWe target the following outcomes and have now embedded our new Evaluation system to capture the effectiveness of the work we do.Challenge StageIncrease young people’s ability to have their voices heardIncrease young people’s trust in relationshipsIncrease young people’s ability to make positive changes in their livesDiscover StageIncrease young people’s ability to understand their emotionsIncrease young people’s ability to communicate effectivelyIncrease young people’s ability to maintain positive relationshipsExplore StageIncrease young people’s awareness of their communityIncrease young people’s ability to show empathyIncrease young people’s ability to work with othersLeadership StageIncrease young people’s learning from experienceIncrease young people’s ability to planIncrease young people’s ability to demonstrate changeOverallImprove young people’s self-awarenessImprove young people’s social awarenessIncrease young people’s chance of a positive futureAchievements and PerformanceAs the Covid pandemic has receded, we have managed to get our programmes back up and running, though the absence of staff, volunteers and participants through sickness has been considerable. Despite this, our multi-talented team have managed to be adaptable to ensure most programme days were delivered as planned.Over this year, we have noticed the long-term effects of the pandemic and the subsequent cost of living crisis. National politics, local politics, funding, volunteering and young people are all changing around us. In particular, young people are having to concentrate on earning money rather than working on their own personal development or wellbeing, volunteers are offering less time and are less committed and people’s willingness to commit to anything long term has diminished. The long term effects of the pandemic have impacted every element of our organisation. National politics, local politics, funding, volunteering and young people are all changing around us. In particular, young people are having to concentrate on earning money rather than working on their own personal development or wellbeing, volunteers are offering less time and are less committed and people’s willingness to commit to anything long term has diminished. In addition, funding sources have diminished and there is more competition for fewer funds and in a tight labour market, recruiting staff continues to be challenging. As a result of this, we decided to develop a one year strategy (very much an extension of our current strategy) and to commit to extensive research to ensure that the organisation remains fit for purpose in the coming years.We continue to work through the aims of the final year of our three year strategy which includes efforts to diversify our income streams. This has been challenging, however through the employment of a Corporate Fundraiser we continue to commit resources to achieving this aim.Last year, we made the decision to add to our strategic aims, the diversification of our delivery model. While our aim is still to deliver our ‘core programme’, we realised that in order to reach a more diverse range of people needing our support, we needed to build partnerships with organisations already working within more diverse communities.This year, this strategy has proved very successful with several ‘pilot’ projects turning into fully funded partnership projects of various sizes, namely, Venture On To Recovery (2 year funding for 3 x 12 week programmes per annum), Esteem Team (1 x Challenge programme) and Standing Tall Arts (3 x Challenge Programmes).Our Board have been working on their communication, particularly with the staff team. The development of a risk register with joint board member / senior staff member owners of each risk, who meet at least once a year to review, has massively increased the connections and communication. Work has begun on a similar system for reviewing policies on an agreed schedule.The Board have also looked to increase the number of trustees by bringing in three new ‘observers’ who are being trained and supported into their new roles as trustees.Venture Scotland continues to be referred young people with complex and often deeply ingrained issues. Many of the young people we work with have suffered Adverse Childhood Experiences (ACEs), have suffered trauma through mental, physical, or sexual abuse. When they are referred to us, young people are commonly leading extremely chaotic lives; characterised by a lack of structure and a complete lack of confidence, self-esteem, and self-belief. It is common for the young people we work with to be involved in negative, harmful, destructive, and risk-taking activities such as drug and alcohol misuse, crime, or prostitution in order to cope with their situation. Many self-harm, have mental health problems and are in poor physical health. Their misuse of drugs and/or alcohol often reflects a desire to escape lives that are often lonely, hopeless, and violent, but they are survivors and they come to us asking for help to turn their lives around. Through our networks, we have become aware that many vulnerable young people are more isolated than ever and harder to reach. We have now employed Outreach & Support Workers to specifically address this issue and to ensure we maintain our networks, connections with referrers and can reach out into our local communities to reach young people needing our help.AmbassadorsAs part of our commitment to ensure the voices of young people are at the heart of everything we do, we continued to pilot a new young Ambassadors programme with 4 of our previous graduates. This programme, designed by the young people, allows Ambassadors to gain both peer and staff support through weekly meetings. During the year Ambassadors have contributed to discussion at Board meetings, made videos for funding applications, attended volunteer training, sat on interview panels for staff and Board members, helped develop our programme, represented Venture Scotland at meetings with funders and referrers, and written thank you letters to funders.Our initial 4 young ambassadors concluded their time with us in June 2023 and we have started the process to select new Ambassadors.EvaluationVenture Scotland recognises the importance of being able to capture and evidence the incredible changes young people are able to make in their lives as they complete our programmes. Our new evaluation plan has now been fully embedded into all aspects of our work and we have trialled and tested it at the end of each programme stage and made changes where required. We are now able to see the impact of our work and will use this tool to both demonstrate to funders our value for money and effectiveness as well as using it to continually improve the content of the programme we offer.VolunteersOur organisation continues to be supported by a team of volunteers, drawn from our local communities, who willingly give up their free time to support our work. This year, they gave us 2,420 hours of their valuable time. As well as supporting our delivery to young people, they sat on our Board, helped with admin and maintained our bothy.We have implemented our new volunteer strategy which has resulted in a smaller volunteer group but with more committed volunteers. We are now looking at our induction/training system to see if we can develop a ‘fast track’ option to meet volunteers' emerging needs. Kinlochetive bothy We are very grateful to the Black Mount Estate for their continuing support and the exclusive “peppercorn” lease they have with us for the Kinlochetive bothy, which is our spiritual home.This year our bothy maintenance team have carried out several maintenance weekends resulting in 30 years’ worth of rubbish being removed, internal and external painting, the replacement of the Howff walls and the roof being painted. This strong and enthusiastic team have drawn up a bothy refurbishment strategy mapping out their plans for the next 3 years.Last year’s plansSecure Sustainable Funding for Our Glasgow OperationsWhile we have not been able to secure multi-year funding for our core programme in Glasgow, we have secured multi-year funding for our Venture On To Recovery project and developing links and a reputation for delivering our core programme in North Lanarkshire.Agree a New Name for Our CharityWe are close to agreeing a new name for our charity and expect to launch this in early 2024. Investigate Opportunities to ExpandWe have carried out extensive research in Inverness, Aberdeen and Dundee. We are well connected into the funding landscapes in these cities and are awaiting a suitable opportunity.Plans For the FutureWe have a number of plans for the year ahead:Diversify Our Income To Support Our Core Programmes To seek funding from a more diverse range of sources with a particular focus on securing funding for our core programmes in Glasgow and Edinburgh. Change Our Charity NameWe are close to agreeing on a new name for our charity and expect to launch this in early 2024. Renaming will enable us to clearly differentiate ourselves as we have been encountering difficulties with some referrers, funders and supporters, who confuse us with other similarly named charities working in the field of outdoor personal development. ResearchContinue our research into the changing environment around us.Programme RedesignThrough research and collaboration with stakeholders, redesign our core programme to meet the emerging needs of the young people we seek to serve and increase our ability to get the programme funded.Strategy DevelopmentThrough collaboration with stakeholders, review our strategy including our values, vision, mission and aims to ensure they meet the emerging needs of the young people we seek to serve and to ensure that the organisation adapts to the challenging environment in which we find ourselves.Structure, Governance and ManagementVenture Scotland is a company limited by guarantee. Its governing documents are the Memorandum and Articles of Association. The management of the affairs of the charitable company is conducted by the Board of Trustees who are nominated and elected for a period of three years by full members of the organisation. Trustees refer to an internal “Governance” document that is designed to ensure that the charitable company is not only fully compliant with OSCR requirements and meeting the responsibilities set out in the Articles of Association but also operating to the highest standards of integrity and good governance. Our Governance document clearly sets out in detail that is required of all Trustees, including performance reviews and strict compliance with the Venture Scotland Code of Conduct.Aware of its responsibilities under charities legislation, Venture Scotland has a programme of induction and training for the members of the Board of Trustees. In addition, we have a proactive approach to recruiting new Board members, to ensure key skills gaps are filled and to ensure the most appropriate mix of experience, interests, and abilities.This year the trustees carried out a comprehensive review of the organisation’s articles of association. Following this review, they were redrafted to bring them up to date with current best practice and to allow the board to authorise the organisation to work with people above the age of 30 in agreed circumstances.The Board of Trustees is expected to provide oversight, review and guidance and support beyond regular Board meetings so that, in addition to the normal office bearers (Chair, Treasurer and Secretary) members have responsibility in key areas including Governance, Finance and Fundraising and Human Resources...

Directors

The directors shown below have held office during the whole of the period from
1 April 2022 to 31 March 2023

Evelyn Simpson
Charles Ross-Stewart
Frances Mullan
Ailsa Falconer
Jennifer Peebles

The director shown below has held office during the period of
1 April 2022 to 29 March 2023

Karen Shaw

The director shown below has held office during the period of
1 April 2022 to 30 November 2022

Isobel Freeman

Secretary Charles Ross-Stewart

The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006

This report was approved by the board of directors on
27 September 2023

And signed on behalf of the board by:
Name: Frances Mullan
Status: Director

# VENTURE SCOTLAND

## Profit And Loss Account

for the Period Ended 31 March 2023

| 2023 | 2022
--- | --- | ---
| £ | £
Turnover: | 653,692 | 656,078
Cost of sales: | ( 638,229 ) | ( 499,521 )
Gross profit(or loss): | 15,463 | 156,557
Operating profit(or loss): | 15,463 | 156,557
Profit(or loss) before tax: | 15,463 | 156,557
Profit(or loss) for the financial year: | 15,463 | 156,557

# VENTURE SCOTLAND

## Balance sheet

As at 31 March 2023

| Notes | 2023 | 2022
--- | --- | --- | ---
|  | £ | £
Fixed assets
Tangible assets: | 3 | 71,868 | 35,960
Total fixed assets: |  | 71,868 | 35,960
Current assets
Debtors: | 4 | 13,714 | 16,956
Cash at bank and in hand: |  | 483,969 | 530,997
Total current assets: |  | 497,683 | 547,953
Creditors: amounts falling due within one year: | 5 | ( 37,690 ) | ( 67,515 )
Net current assets (liabilities): |  | 459,993 | 480,438
Total assets less current liabilities: |  | 531,861 | 516,398
Total net assets (liabilities): |  | 531,861 | 516,398
Members' funds
Profit and loss account: |  | 531,861 | 516,398
Total members' funds: |  | 531,861 | 516,398

The notes form part of these financial statements

# VENTURE SCOTLAND

## Balance sheet statements

For the year ending 31 March 2023 the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared and delivered in accordance with the provisions applicable to companies subject to the small companies regime.

This report was approved by the board of directors on 27 September 2023
and signed on behalf of the board by:

Name: Frances Mullan
Status: Director

The notes form part of these financial statements

# VENTURE SCOTLAND

## Notes to the Financial Statements

for the Period Ended 31 March 2023

- ## 1. Accounting policies

  Basis of measurement and preparation

  These financial statements have been prepared in accordance with the provisions of Section 1A (Small Entities) of Financial Reporting Standard 102

  Other accounting policies

  Reserves PolicyVenture Scotland’s trustees are responsible for a reserves policy which ensures it has the capacity to manage itself during changing financial circumstances and gives confidence in its resilience to their funders, staff, volunteers, and young people. In defining the reserves policy, the trustees have considered the level of free reserves that are appropriate in relation to the reliability of future funding, the timing of cashflows, the proportion of fixed and variable expenses, cover for unplanned emergencies and the increase in the rate of inflation.As of 31 March 2023, total accumulated funds were £531,861 (2022: £516,398). The unrestricted portion of the total funds was £317,850 (2022: £307,059) and the restricted reserves were £214,011 (2022: £209,339). Due to an investment in new equipment Venture Scotland’s tangible fixed assets increased and this resulted in a small reduction to Venture Scotland’s free reserves to £245,982 compared to the previous year (2022: £271,099).The trustees consider it would be prudent to set aside an amount equivalent to between three and six months of the forthcoming year’s planned expenditure. The free reserves at 31 March 2023 are within the range set by the Board and equivalent to just over 4 months of planned expenditure budgeted for the year ahead.

# VENTURE SCOTLAND

## Notes to the Financial Statements

for the Period Ended 31 March 2023

- ## 2. Employees

  | 2023 | 2022
  --- | --- | ---
  Average number of employees during the period | 13 | 10

  No employee received emoluments in excess of £60,000 in either the current or prior year.Key management personnel are considered to be the Trustees and the Chief Executive. No remuneration was paid to any member of the Board of Trustees during either the current or prior year. No trustees (2022: None) were reimbursed expenses in the current year.Trustee indemnity insurance of £578 (2022: £548) was paid during the year.

# VENTURE SCOTLAND

## Notes to the Financial Statements

for the Period Ended 31 March 2023

## 3. Tangible assets

| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total
--- | --- | --- | --- | --- | --- | ---
Cost | £ | £ | £ | £ | £ | £
At 1 April 2022 |  | 28,225 | 21,313 | 31,730 | 77,156 | 158,424
Additions |  | 9,619 | 2,480 | 3,977 | 34,085 | 50,161
Disposals |  | ( 2,579 ) |  |  |  | ( 2,579 )
Revaluations |  |  |  |  |  |
Transfers |  |  |  |  |  |
At 31 March 2023 |  | 35,265 | 23,793 | 35,707 | 111,241 | 206,006
Depreciation |  |  |  |  |  |
At 1 April 2022 |  | 26,396 | 21,313 | 19,594 | 55,161 | 122,464
Charge for year |  | 2,047 |  | 2,695 | 9,511 | 14,253
On disposals |  | ( 2,579 ) |  |  |  | ( 2,579 )
Other adjustments |  |  |  |  |  |
At 31 March 2023 |  | 25,864 | 21,313 | 22,289 | 64,672 | 134,138
Net book value |  |  |  |  |  |
At 31 March 2023 |  | 9,401 | 2,480 | 13,418 | 46,569 | 71,868
At 31 March 2022 |  | 1,829 | 0 | 12,136 | 21,995 | 35,960

In the accounts, "Plant & machinery" is actually Adventure Equipment and the "Fixtures & fittings" is Bothy Equipment

# VENTURE SCOTLAND

## Notes to the Financial Statements

for the Period Ended 31 March 2023

## 4. Debtors

| 2023 | 2022
--- | --- | ---
| £ | £
Prepayments and accrued income | 11,039 | 8,232
Other debtors | 2,675 | 8,724
Total | 13,714 | 16,956

# VENTURE SCOTLAND

## Notes to the Financial Statements

for the Period Ended 31 March 2023

## 5. Creditors: amounts falling due within one year note

| 2023 | 2022
--- | --- | ---
| £ | £
Taxation and social security | 9,137 | 7,443
Accruals and deferred income | 7,013 | 44,868
Other creditors | 21,540 | 15,204
Total | 37,690 | 67,515