 Wel, nifer ychydig. Yn ymwneud ym stref, roedd ymwneud Llywodraeth. O'r ffyrdd i ddwy'r ddysgrifennu, rwyf wedyn yn gwybod i'r cywmilydd. Rydyn ni'n gwybod i'r ffyrdd, felly, oherwydd rwy'n gwybod i'r cywmilydd sy'n ddysgrifennu. Mae'n rwy'n gwybod i'n gwybod i'r cywmilydd, felly rydyn ni'n gwybod i'r cywmilydd. Mae'n gwybod i'r ymddangos, ddim yn ddweud hynny. A mae'r scouts yn fawr ar Drupal Camp? Mae'r ddweud yw ddweud? Mae'r ddweud hynny'n ddweud? Yn ystod, mae'r ddweud yw ddweud yn ddweud. Mae'r ddweud yn ddweud yn y ddwylo'r ddweud o ddweud o'r ddweud. Felly, yn 95, rydyn ni'n ddweud, ac mae'n ystod y byddol. Felly, mae'n ddweud y byddol. Felly, mae'n ddweud y byddol, a'r ddweud y byddol, yn Drupal Camp. Felly, rydyn ni'n ddweud y byddol, mae'r tanfodd ysgrifennu, mae'r ddweud sy'n 95 i fynd i 5 ym 5 bydiau i Gael. Felly, mae'n ddweud y ffrifysgol, i fyny, mae'r ddweud. Mae'r ddweud y byddol yn y dyfodol, Ieith에ith yn y gyfwain, a mae eich yw ddylen dweud o'r iawn gymryd yn ymwætr yn ymdyn nhw. Yr hwn ychynig yn ymgyrch yn ymddangos, eu hwn yn yr ysgol, yn ateb mae'r ysgrif iawn yn y llwythau yn y llwyth wedi'i glynydd. On i, felly, mi'n gweithio'n gweithio a phobl iawn, ond ydw i'r ysgrif iawn i ddechrau i hwn o'r b iawn, hyd yna hi ddim yn fwy gyd yn dweud.so rwyf wedi gyrscul yng Nghymru yn g-10 mwy o'r Sgrifennu Swyaf. Fy godi gyd ddwy yw'r newydd, mwy o'r awr pta. Ond ynghylch, a'i gweithio ar gweithio'r perlu, ac yn ddigwyddio'r chael byn 12 mae'r gŷnach ynghylch a'r gwmwylo gynyddoedd i'r dweud sut hwnnw, nid yn gweithio'r gweithio ar y dyfnod. Mae'r rhai gyrscul Haenry rydw i ddweudiau'r hon i ddod. Yn ddoch chi'n gwnaeth wnaeth bod phres 마�n amgylcheddau. Mae'r llach wedi myfnwys ar bobl gweld iawn. Mae'r llach wedi myfnwys arweithiau. Mae'r cwestiyng ychydig iawn, mewn cymaint i'r ddechrau'r gwahol. Rwy'n cael ei gwneud, mae'n ddweud. Rwy'n meddwl wedi'ch gwirio ar hyn o'r perthyngu'r complaints argyfer. Rwy'n meddwl eu cyfrydd ymu. Mae hi'n gweithio ar gyfer ni'r cyfrifol arwn oed ac mae'n meddwl ar gyfer i'r cyfrifol i'r cyfrifol. iawn, byddwn ni'n gweld yn gweithio'n gyllid a'r rhaid i'w gweld yn y gaelio'r gweith yn y cwm, so dwi'n cael ei ffrwyddo fel yma. Felly, y cyfrifio yma'r gweithio'n gweithio'n ysgrifennu, yma'n gweithio, mae'n gweithio'n gweithio'n gweithio mewn gweithio iawn. It's not just one great big company enterprise, which is a very different challenge for me because I've always come from either large corporates, private equity back to organisations, or small and medium enterprises, or start-ups, and this was a new world for me. I assumed that it was one big charity, then I learned. Actually, the Scout Association is an association of charities, so every group of scouting is its own registered charity in its own right, so we have about 8,000 groups across the whole country, and that comprises about 440,000 young people every year that are actively engaging with scouting. To deliver that, we've got 130,000 adults that regularly contribute and give their time. Thank you. It's a digital adventure. This is the start of the journey. Again, that was my world when we started. Wow, brings back memories, unpleasant ones, but still the sound of the modem connecting will always be an important part of my life. Yay, here we go. So, Mr Bear Grylls, and if anybody saw TV last night, you'd have seen him presenting neckers to Anton Deck on Saturday Night Takeaway. So, again, you can start to see. I think one of the most important things that we've got is, actually, we are mixed youth. So, a lot of people, the most, two most common words when you talk to people about scouting, they go, boys camping. What most people don't realise is, girls have been part of the movement for 20 years and actually make up nearly 25, 30% of our entire total membership. And they're the fastest growing new joiners. So, we've got more girls joining on a weekly basis than we have them, boys. Right, wrong way. Scouting is awesome. I think that's one thing I've got to say. Even though I wasn't one, I'm starting to realise what I missed out on. So, a few facts. So, there's 150 million scouts from the UK since 1908. That's a huge number. And we do everything. And, again, I'll get the clicker work in the right way in a minute. And again, another person in the press at the minute, Tim Peake, was quoted saying that scouting was what started his journey. Had it not been for scouting, he may never have been the man in space of these now. He had just do the supporting of the scouting movement actually in order to generate the funds, generate the income, generate as much resources into scouting as we can. We publish magazines, we run activity centres and conference centres, we run an insurance broker. That's a new one for me. I didn't expect that. But actually we've got 8,000 groups that all have premises. They all have many buses. They all do activities. They all need insurance. And so, you know, it was decided that actually we should run an insurance broker to support scouting. But actually we support Girlguiding. We support other charities as well. So, if you're a charity out there and you need some insurance, talk to Unity. They're awesome. And we do have a retail e-commerce platform operation as well. Started off primarily to deal with uniform. Everyone needs shirts, ties, trousers, neckers, badges and things. But actually it started to branch out much more into other products, other product ranges. And there's some significant work going in and out at the moment to actually boost that. I didn't realise we used to also actually own 22 retail premises, which at some point in time we sold off to blacks and then became a pure click operation rather than a bricks and mortar. So this is our grand plan, our grand vision. By 2018, there'll be half a million young people enjoying scouting every week. And they'll come from every background, make their voices heard and bring positive change to their communities. And the strategy has four key pillars. We need to grow the movement. It needs to be shaped by our young members in partnership with adults. It needs to be reflective of the society and the communities in which we're a part of. And it's about making sustainable impact to the communities in which we're operating. So the challenge, when I first saw this, I thought, wow, scouting. It's this huge super tanker that's going to take ages to turn around. It was only trying to present to the board about the future of digital and how digital can be used to change an organisation. The penny dropped. We're not a super tanker, we're a flotilla. We've got 8,000 different boats, all slightly different shapes and sizes. Each with a slightly different captain, each with a slightly different level of experience. Each with a different challenge. For HQ, it's still operating like a lighthouse. Big flashing light, broadcast one way, stay away from the rocks. And that was about the single message that we could deliver. But the world's changing. The world's changing around us. Communication, hyperconnectivity, omnichannel, everything's personalised. Expectations are so elevated by people, particularly our key beneficiaries, our key members. They've grown up as digital natives. They've not known anything other. They're on their phone checking and asking when you said that, was that right on their phone? They're watching TV and tweeting about it to their friends. They're used to that as being part of their daily lives. So again, awesome. Scout flag at a Metallica concert. I didn't expect that. So what are we doing about it? So in November this year we've launched a new programme. So Scouting in Essence is almost a curriculum authority in a way. We write a programme of structure which most people will understand in terms of you doing activity, you get yourself a badge. So in a way we invented gamification back in 1908. We're starting to create new opportunities, new activities. So on a wet rainy day there's a company called Sam Labs who some people may know about. I found them on Kickstarter. They're a little internet of things company that are building little widgets. But they're purely focused on education and developing learning through play. Which is very aligned to some of the things that we're doing. So it's not about formal sit down and learn about coding. Here's some Lego bricks. Join them together. Oh and you can join them up on the computer and make them on and then you can dig in and tweak a bit of code and see what that does. So this was a session we ran with 25 Cubs and Beavers in Hartford. We weren't sure how it was going to go at all. It was amazing. They were absolutely totally engaged. We were so oversubscribed and they were saying when can we do it again? When can we do it again? We know we can't do everything on our own. So we had to forge new partnerships. So recently we signed a deal with Vodafone, the Vodafone Foundation. And this was all about supporting a new part of our new program. So these are the digital maker and digital citizen badges. Which are all about developing people to understand how to be good digital citizens to share that knowledge within their families to also be creative. So it's not just about coding. It's understanding design, experience and bringing those capabilities into what it is they're already doing. And we launched the digital manifesto. So again this is about the balance between screen turn versus offline time because again we know that's one of the challenges. And it's not about digital replacing campfires getting muddy and all the rest of it. It's about how we can augment that. And we've got some new audiences as well. So part of the foundation was, I don't know if people know who this gentleman is. Anybody? No, I didn't either. This is Alfie Daze. He is Mr YouTuber who as part of this promotion came along to winter camp, started taking selfies, put it out on his latest blog. I went to my 10 year old son and said, do you know who Alfie Daze is? He went, print this blog. I said, there's my son who's 10. He said, print this blog, isn't he? Yeah. I said, go and watch his latest one. He came to me and said, scouting is awesome. Can I join? And out of the blue. So again, we've traditionally sort of gone out and sort of, you know, it's been normally parents have taken their kids along and said, go on, go on. Go and get muddy and play and climb trees and stuff. But now we're finding new ways of actually raising the profile, raising awareness of actually the things that we do. So we need a new approach. And again, this is not about digital replacing activities. It's about augmenting those activities. So the power of the GoPro to be able to capture your experience going down the zip wire and share it with your friends. You start to change the way that actually we broadcast what it is we're doing and the power and the sharing of those experiences to introduce people to actually, oh yeah, okay, I might have a go at that. So we've got four pillars to our digital strategy. At the moment, the first one is around simpler scouting. It's flipping hard work to run a Scout group. And again, like Alex was saying earlier on about, this weekend is all about volunteers. Scouting, adult volunteers give so much time, commitment, passion and energy to changing the lives of our young kids that we need to ease the burden of the administration, the process. We've got systems and processes and paperwork that were born out of operations that were designed before the digital age. Now we can think about things in a different way. And this is where in a way some of the benefit of me not coming from within scouting, I can look at it with a fresh pair of eyes. One thing we have huge power is we've got 130,000 people out there that have got a huge amount of expertise and knowledge and experience and wisdom. If we can connect that and harness that, we can really become a huge powerful organisation rather than lots of individual little entities. And actually that's one real major ambition for us is to make sure that we can harness that, capture that and then replay it and learn from that. One thing we haven't got a minute but we know we need is that much greater agility. And that's about again changing our working practices, changing our thinking, changing our behaviours. There's a great African proverb which is if you want to go fast go alone but if you want to go far you go together. Now we need a bit of both admittedly but right now it's the future we need to go together with and we need to engage our communities. There has been a bit of, shall I say, a discord that's happened over a few years between the headquarters function and the movement function. And I think there's probably some Scout Masters sectional leaders and other volunteers from scouting in the audience today that would probably resonate with that. And it's my job to help kind of break that down because actually this is all we are one. We may not have necessarily done that right in the past. And I think there's a few lessons here in humility about recognising and actually this harks back to someone else's talk yesterday in a way we need a fail cake. So what's this got to do with scouting? Now to be honest we've got, when I joined we probably had 50 or 60 independent separate little websites commissioned by different teams doing different things, doing one thing over here and another thing over there. You need usernames and passwords for all of them all over the place. Some did something really well, some things didn't do anything at all. So we had bits of Joomla, bits of WordPress, bits of Mbraco, bits of something that I don't want to look at anymore and everything in between. And my background is I've always been absolutely passionate about PHP. I love it. I'll frankly admit that partly because it was, I just found it was one of those languages I could just easily speak. So I was talking to someone else about this last night. PHP for me is like the way I can speak French. I really enjoy speaking French. It's expressive, it's lyrical. But then using something else like C felt a bit like German. I still enjoy speaking it but it's just a slightly different experience. So what I wanted to do and I always wanted to do was find that right PHP framework tool set for me and stumbled across Drupal a number of years ago and since then I've been passionate about the opportunity and the power that it can bring. And this has been some of my experiences of some of the other frameworks out there. I think we've all had similar challenges where it looks great on PHP when it actually comes down to it. So out of the box there's loads of cool stuff. That's brilliant for me. So you can just pick something up, play with it, prototype, get it out there and happy days. It gives you some of that agility to play and create fairly quickly. And even though I have been a software developer and software salesman provider in the past, open source for me is the right place to be for where we're at as a charity. I'd love to be in the place where Clinton was yesterday. I don't have the resources or necessarily a private equity people behind me saying, right, that's your deadline. How much do you need to get it done? We need to harness the power of the community to deliver the things that we need to be able to do. It's still a leap of faith. Every single product technology tool you use is always going to have some challenge and you've got to put your money on something at some point. For me this is the least risk one. I'm still one toe over here in Node maybe. But we've got to be able to change. So the first thing is about, okay, we need to get some stable foundations first and foremost. So when I joined the association we had lots of different technologies, lots of different products. Our core headquarters network, as in the cabling, was flag packets, bits of string, sticky tape all over the place, lots of things needed just bedding in. So our focus has been on getting the core foundations right and starting to define some of the principles and the standards that we need to actually move us in the right direction. And then awesome, Drupal 8 was launched. I love that one. So this is the start of our journey. Again, I had these wonderful ambitions that come in and go, right, tear it all up, start it all again, just get on and within six months it will be all perfect. We'd know exactly where we're going, we'd know what we need to do. And I think there's a number of people in the room again that will probably hear the word compass and will understand some of my pain. So compass was a membership project. I won't go into too much detail but it wasn't going very well when I joined and we've only just got it out the door. So that's been a huge diversion of our limited resource. But we have managed to do some other things. So we have standardised upon Drupal as a platform for our web operations. So the launch of the new program materials, a Drupal platform and the next one, a million hands. Now this for me is really fascinating because some of you may be aware of a thing that used to be called Bobber Job where scouts would go around and clean a few cars, roast some money and you would either go to the scout heart or to a local charity. About 12 months ago we recognised actually the power of the movement is actually we have got half a million members, each have two hands and if you do the maths. If they can work together that's an awfully powerful force of good. So part of our youth shaped strategy was about actually what are the issues that if we could mobilise that resource, what would they want to resolve? So we went out to consult and speak to our young members and asked them the questions about if there were issues that you'd want to tackle or support and contribute to, what would they be? So they identified there were a couple of key areas so there was mental health was one issue, clean water was another, supporting people with disabilities in the community was another. We identified six national charity partners and created a long term arrangement with those so that actually every group section member could have collective action on a particular set of topics and liais with the local part of that national charity so that actually they could all contribute towards effecting social change but actually as part of Scouting programme. And to date it's actually gone up but we've had almost 50% of our movement already have pledged to commit to doing these actions and activities and the Drupal platform was used to build this has just absolutely delivered what we need. It was built, handed over, it's operated by the business, I don't have to touch it. Better prepared, again this was another, we're great at having great ideas and then it's oh god we've only got three weeks to do it, what can you do? So again thanks to Alex and Rob on this one and we had a very very limited time to deliver something that provided not only a donation and a fundraising platform but in essence it was all about giving it out in time for the Duchess of Cambridge when she was doing her big visit. Where we fell down was the fact that she was wearing this eye scout hoodie and we didn't have it on the e-commerce site available the next day even though it hit the daily mail. So we still have some lessons to learn in terms of being joined up. And the next massive thing for us is actually we have a number of different, they're called sections for the different age ranges within Scouting. So you've got beavers which is, people will tell me and correct me here because I'm bound to get it wrong. Between six and eight is the beavers and you've got eight till ten and a half which is Cubs. Ten and a half to fourteen is explorers and then from eighteen to twenty-five we now have what's called the Scout Network. Now the network has existed in the past but actually there's a huge opportunity with network members because that's a moment in time when quite often they're diverting moving into going off to university or starting work and quite often that's a point where people drop out of the movement. But actually this is our pipeline of new leaders and we need to focus on A retaining them but also engaging them and allowing them to continue engaging with Scouting even though they may not necessarily be in the same geographic location where they did the rest of their Scouting. So the vision for the network was to create a platform that allowed them to coordinate activities, projects, wherever they were. So at the moment it's within a Scouting district so it's like a subdivision of a county but it would allow you to maintain your home network but if you went to Edinburgh to study at university that you could participate in projects and activities in the network in Edinburgh but there would still be a way of linking and connecting back. And I think one of the really exciting things about network is we're actually starting to go out with proper virtual badges. So we're working with the Mozilla Foundation to actually promote the top awards and start putting our virtual badges that people can then embed on their LinkedIn profiles or their Twitter feeds or whatever. But there'll be authorised official Scouting badges but there'll also be some geeky little ones. This is going to launch in beta in a few weeks time. And yes there'll be little sort of gamified badges as well, you know your 50 point contribution badge or your well done you completed a project badge but then also you'll be getting your Chief Scout Award badge, validated, verified and pushed out as a virtual badge. So it's really exciting, challenging as ever, everything seems to have a little hiccup along the way but those are the things that we're learning as we're going along. So what next? We've got to start to operate much more as a platform from a headquarters function. We no longer should be thinking about we have to build everything, we have to do everything. Traditional approaches particularly the compass project was right no we know we need to do all these processes so right the best thing for us to do is build SAP for Scouting. And in essence that's kind of what we tried to do with this compass project. Do you know what? It's not surprising it worked because by the time we delivered it actually it was way outside of what was actually needed. It never really understood actually what the customers needed so it's no surprise that we haven't really reaped the benefits of it. So part of that will be about what are the things that we need to provide as a service to our sections and our groups and our members because are there things that we should be building or are there things that community can build for us. And so part of that leads into how we think about the data that we hold and we maintain and how we catalyse and support innovation from occurring outside. If we think that we are the only innovators in the movement at HQ then again we are sorely mistaken that we do not have the diversity, the scale, the experience, the knowledge. I'm not saying HQ doesn't have experience and skill but nothing compared to the fact that we've got half a million kids, 130,000 adults out there, all with brilliant ideas, all of them that know exactly the problem that needs to be solved. So it's about how can we catalyse the movement into doing these things because again that's the power of Scouting. The Scouting that happens out in every Tuesday night is not an HQ thing and we're a small charity. We don't have the resources. We're never going to build a 20 man engineering team. Why would we try? So we need to work with partners. We need to use partners and support partners in different ways and that's not always managed service or tight contracts or it's more about how can we do some value exchange. So the Vodafone partnership is a key one for us because yes they've given us some money just to promote and give them a bit of PR but actually one of the big components of that is to allow them to become volunteers within Scouting. So it's more to use their corporate volunteering program to actually contribute to delivering Scouting in its own right. So it doesn't have to be about an exchange of money and it needs to be led and shaped by young people in partnership with adults. So this was an awesome session up in Doncaster on the beginning of February. So we had about 350, 14 to 25 year olds in an activity centre for a weekend and we covered all sorts of workshops around how can young people lead and be an active part of the committees, the boards of their own independent charities. How can they take the effective action? What learning or what skills development do they need? But myself and my colleague over there, we ran a series of workshops for this age range to come in and just talk about what are the problems they experience and is there any way any form of digital could help solve some of those challenges? I'll tell you what, I was blown away, absolutely blown away by the creativity, the ideas, the focus, the approach to solving these problems and as a result of that we've got 60 people signed up to actually get on and do something. So rather than taking it from the next step of the white boarding and the post it notes, how do we actually get in a room and start to build these things? What do we need and how can we as an HQ support that or who can we bring in and connect into doing that? So some of the things we are looking at doing now, moving forward, if you've seen the website I don't need to tell you why we're looking at it again. It works, but from the member resources point of view we've got probably 20 or 30,000 pieces of information that's supposed to support scouting and factually it does if you know where to look and if you know how it all hangs together. We are awesome at building documents, brilliant. If I see another PDF I will probably rip my hair out. So we've got to look at our information architecture as a whole and so some of the work we're starting on now is actually how do we really understand what the value of the information is and how does it deliver that value back out to the scouts on the Tuesday night. How do we make it easy for a section leader to know that when he's already out on a hike you can look at that mountain over there and go we can go up that, I know we can go up that because I know I've got the right permit, be I know what territory it is and they don't have to go and consult. I tried to follow the user journey to answer that question. I went through 15 fact sheets, 37 pages and I had no idea and I thought I knew what was going on. The last one is really interesting for me. Out of the sessions we had at U-Shape we had 60-odd people signing up to be digital ambassadors that would be champions locally that could start to get in and do some stuff. But what's also come out is actually we want to be able to create and almost become a developer network in our own right. So one thing we're talking about and looking at doing is how can we start to use the model and the pattern of the open source community within scouting. It's a perfect alignment again for our community impact objectives, this crowd sourcing, cross collaboration, breaking down the boundaries between groups, people, it's not about what role or hierarchy you have, it's what you contribute and how you give back. And it's absolutely so exciting at the moment because we've got two global tech partners, basically both chucking resource expertise at us to say how can we help catalyse these hackathons, these developer networks, how can we help you deliver the power that you want to do these kind of things and start to bring that actual innovation into the flow and then feed it back out to the network. So what do I need you to do? Keep developing, keep creating, keep the momentum in Drupal because it is awesome. It is awesome, I love it. I think there's an opportunity to engage and use the Drupal community and contribute to the Drupal community through scouting and hopefully back again. But also volunteer? I had to put it in there really. Or get your kids to scouting, do something because it is awesome, it does change lives and I do wish in a way that I'd been a scout but it's too late now, I just have to go in and volunteer instead. So on that note, thank you. Thank you for your time. Thank you for inviting me. And that's it. On the questions, remember if you've got a question, if you could do a hashtag DCL note, that would be really good. We just want to get your audio on the microphone for questions if you don't want to run around with a microphone so just hashtag DCL note and Alex will ask the questions. Are you ready? Are you prepared? Always. Okay, the first one is from Atts River Me. Can the Scouts support Drupal in Drupal's community building efforts, e.g. to help bring new people into the Drupal fold? I don't see why not. If it helps contribute to what the Scouts are trying to do through either the digital maker or the digital citizen badge or possibly through the community impact badge, because you can use Drupal to do all sorts of things and it doesn't have to be purely about the technology, it could be a means to an end, so it could be about building a platform or a service using Drupal actually to deliver on a community transformation or a social piece of action. Absolutely, how can we bring the two together? That's my question as much to you as it is to me. Let's learn, let's keep talking, let's incrementally try things and if they work brilliant and if they don't, so what, we've learned something. One from Gary Pigott. How do you overcome the problem of recruiting Drupal devs, which is a common question for anyone working with Drupal? For me, it's not a problem that I have directly, that's the problem that my partners have and so part of again coming to places like this is meeting people, meeting agencies because I'm not likely to recruit internally, Drupal technology or skills are capability, because again that's not the purpose of what HQ should be doing. We should be working with partners finding new ways actually, sorry, that's your problem, not mine. We've got one from JP Stacey, which is the same Drupal site for EG donations and shop often impacts on UX or both, so does Scouts A still need a zoo of sites and if so, is that still a maintenance issue? How do you keep up with security updates across all of them? With difficulty and I think harking back to the fact that we're at the start of the journey rather than at the end of the journey, what we've had to do is actually go from massive complexity across multiple technology stacks in multiple sites to actually at least one technology stack whilst it may be in different locations, we need to make sure that actually we're starting to incrementally improve and standardise upon what it is we're doing. So at the moment we're still on Drupal 7, we haven't gone into Drupal 8 yet but we're maintaining as much as we can a common baseline across the sites. Now we have learned some lessons around security in the past, again I'll come back to compass in a bit, but again we have partners that work with us on that to make sure that actually we're always testing, checking and supporting to make sure that where we know there may be risks, we're applying the right level of controls and we're bringing in the right expertise to mitigate that. It's never going to be perfect, let's be honest, but it's the approach we're taking at the moment. That's all the questions from unless anyone's tweeting at the moment. Hi, so as an international business and obviously a big national business in the UK wanting to have sustainable local community projects, how do you support small businesses to help you deliver the services you need to offer? With difficulty at the moment, to be honest, and I think that's part of the challenge is actually how do we work better to support the independent local group, maximise their connections locally, so whether that's us brokering national partnerships and then feeding that down or providing expertise, resources, support to understand how they can develop and forge those own relationships themselves. It is always going to be a challenge at an organisational level for how you can make those links. In some ways we've got it right and in other places we haven't at all, so the community impact piece is really interesting because at the national level it's brilliant and there are pockets where the local partnerships are working really well, but it's not equal across the board and part of that is cultural in different locations or personalities of different leaders or lots of myriad of different challenges and it's a continuous improvement game. Two more questions. One from Rachel is, would you consider issuing virtual badges at any place of physical badges issued? In a way, yes in the long term, now there is some commercial challenges around and other cultural challenges around that because there is something nice still about having badges on your sleeve and it does vary by age range and really again for me this is about understanding what the customer wants and asking the questions of the customer and focusing on that need because the network members, the majority of the feedback was we don't want stitched badges anymore, we want virtual ones that's the way it's going to go but there was still a strong cohort, quite a small one but they were like no, I've always had badges, I still need them. So I think we've got to be able to satisfy both and again whilst we may be trying to go digital first we won't ever go digital only because for a start there isn't Wi-Fi in most places that we do scouting so there's an inherent barrier in the first place. We've got the last two, this is the last team now, from Kieran, with so many different sites and a small team or budget, how do you work on serving structure? What changed, where did you start? So, again we had pockets all over the place of different platforms, different hosting arrangements and the rest of it so again for me this is about trying to standardise and reduce our footprint so again the management overhead of different suppliers, different platforms, different technology stacks starts to come together and we do struggle with internal resource so again most of the burden is put back onto our support partners so when we have sites commissioned and I think this is the big thing for me is as a moot or as an association or as an HQ function we've been great at product again like PDS we can build them and chuck them out there but we forget actually this is a world of service when you put something up there it's in operation and you need a service and support model and an ongoing operation to keep it live or to decommission it and we've not been very good at that and again that's part of the structure and the process we're going through now is understanding that this is a service world rather than a product world. And the final one which I'll probably answer is what donation widget did you use on the better prepared site? Alex. We didn't, the donation company didn't have an API and they wouldn't supply us anything so we'd do it as an iframe which is not, we weren't happy about that were we? No, none of us were but again I think that was part of the challenge of existing arrangements in place, short time scales and anyone who's tried to do any form of financial transaction management you know the banks can take a little while to get things working so yeah, needs must, did the job, was it pretty? No but then again everything is all the time. That's it, thank you very much. Thank you. Thanks Alex, that was really good. Thanks everyone, have a fantastic morning, enjoy the talks, sprint to the boffs if you're engaged with those and see you back here at 1pm for the closing ceremony, thank you very much.