Contents

Introduction 3 Contingent Pavilions 24

Business Centre 25
Organisational Issues 4 Contingent Receptions 25
Scout Guests 26
History 4
Organisation of Sub Camps 26
EuroJam 5
Sub Camp Team 26
Support from the European Scout Region 6
Sub Camp equipment 27
Promotion and Marketing 7
International Service Team 27
Promotion of EuroJam 7
Role allocation 28
Promotion of 21st World Scout Jamboree 8
IST Training 29
Information and promotional materials 9
Adult Programme 30
Heads of Contingents visits and meetings 10
The Adult Jamboree Friendship Award 30
World Organization of the Scout Movement 11
Adult Camping Area 31
World Scout Bureau Observers 11
Registration System 31
Heads of Contingents Evaluation 11
Check- in 32
21st World Scout Jamboree
Who’s who 32
organisation / structure 11
Printed resources 32
Jamboree Core Team (JCT) 12
Behaviour guidelines 33
Jamboree Organising Team (JOT) /
Jamboree Delivery Team (JDT) 14
Off Site Team (OST) 14 Programme 34
Ceremonies Cast 14 Programme Development 34
Jamboree Build Team (JBT) 14 Educational Objectives 34
Jamboree Staff Team (JST) 15
Programme Timetable 35
21st World Scout Jamboree Office /
Jamboree HQ 16 Ticketing 35

Sponsored Guests 16 Daily Timetable 36

Finances 17 Jamboree Friendship Award 36

Background 17 Sub Camp and Evening Programme 36
Fees 17 World Villages 37
Financial result 18
Global Development 38
Commercial Sponsorship 19
Global Development Village 39
Operation One World account 20
Global Development Boulevard 39
22nd World Scout Jamboree – Sweden 20 GloBus 39
Info Points 39
Contingents 21
Elements 40
Key Dates 21
Trash 40
Planning Timetable 21
Starburst 41
Participation 22
Gilwell Adventure 42
Operation One World 23
Splash! 42
Home Hospitality 24
Faith and Beliefs 43
Support to Contingents 24

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 1
 Faith Community Gatherings / Food 58
Religious Services 44 Sub Camp food supply 58
Vigil 44 Adult Restaurant 59
Listening Ear Service 44 Supermarkets 59
Energise 45 Cafés, snack bars and
Scout Food Houses 60
Other Activities 45
Trading 60
Young Correspondents 46
Money 60
Sunrise Day 46
Internet cafés and telephones 61
Brownsea Island 46 Charging of electrical items 61
Ceremonies 46 Post 61
Opening Ceremony and Welcome Party 47 Photographic facilities 61
Sunrise Ceremony 47 Scout Shop 61
Closing Ceremony 48 Adult Bar 61
Jamboree Song 48 Transport 61
Arrivals and Departures 62
Operations / Logistics 49 Communications 62
Sites 49 Special Guests 62
Hylands Park 49
Day Visitors 63
North Weald Airfield 50
Media and PR 63
Gilwell Park 51
Media Centre 64
Alton Water 51
Reporting Team 64
Other sites 51
One Word – Jamboree Newspaper 64
Structures 51
Promise FM - the Jamboree
Build and Take Down 52 radio station - 87.7FM 65
Health and Welfare 52 Referenced Documents 65
Event Management Plan 53
First Aid 53
Hub Clinics 54
Camp Medical Centre 54
Police / Stewarding 55
Fire 55
Incident Control Centre (ICC) 55
Services and facilities 56
Water 56
Showers and Toilets 56
Waste water / foul Water 56
Electricity 57
Warehouse 57
Fencing 57
Rubbish and recycling 57

2 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Introduction

The 21st World Scout Jamboree was an amazing experience, made even more special
because it took place in 2007 – the Centenary of Scouting. We had the privilege of
leading the planning, preparation and organisation of the Jamboree, but there is no
doubt in our minds that it was only with the enthusiasm and huge efforts of many
others – too numerous to list here – that nearly 30,000 young people had a ‘once in
a lifetime’ experience. So from both of us, a huge thank you to everyone else who
was involved!

However, we do want to specifically mention all the members of Contingent Teams

who played an absolutely crucial role in organising the participation from their
National Scout Organisations. We know that without the hard work and dedication of
those in the Contingent Teams, there would have been no participants and no
International Service Team!

We are very conscious that not everything was perfect and if we were to do it again
(perhaps in another 100 years?), there would be some things that we would want to
do differently – after all, this is what learning by doing is all about! Nevertheless,
from the evaluations that were received, we know that we got most things right most
of the time – of those that submitted a completed evaluation, 85% of all the
responses expressed to all of the questions were marked ‘very positive’ or ‘positive’
(35% for very positive and 50% for positive). Please accept our apologies if you were
one of the few who were inconvenienced by something that did not work as well as it
should have done – whether it was a coach that did not arrive at the intended time or
toilets that were not clean when you wanted to use them.

It is worth mentioning that the 21st World Scout Jamboree was a very safe event –
given the huge numbers of people involved, we are thankful that there were no major
outbreaks of sickness, no serious accidents and no fatalities during the Jamboree.
We are very grateful to everyone who helped to ensure that the Health and Safety of
those at the Jamboree was taken seriously and made a top priority.

Finally, we would like to make it clear that the purpose of this report is to record what
was done and how it was done and it is therefore primarily a reference document. It
is most certainly not intended to be a guide as to how a World Scout Jamboree
should be organised, rather it is a guide as to how the 21st World Scout Jamboree
was organised. Let’s be grateful that there is not one single model for a Jamboree and
that others will have new ideas and find ways to do things differently.

We very much hope that you enjoy reading this report.

Bill Cockcroft Aidan Jones

Jamboree Director Jamboree Manager

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 3
 Organisational Issues
The World Organization of the Scout Movement Birkenhead and it was the greatest assembly of
(WOSM) has 155 National Scout Organisations as international youth ever seen up to that time. In 1957
members and it is an independent, non-profit the UK hosted the 9th World Scout Jamboree to mark
organization at the service of the Scout 50 years of Scouting and the Centenary of its Founder,
Movement. Worldwide, Scouting has 28 Lord Baden-Powell.
million members. It is estimated that
In the autumn of 1994 the then UK Chief Scout, Garth
over the last 100 years, 500 million
Morrison, convened a small meeting of senior
men and women, boys and girls
volunteers and professionals working at national level
from most of the countries and
in TSA and suggested that the UK should consider
cultures in the world, have pledged to
bidding for the Centenary World Scout Jamboree in
live by the Scout Promise and Law.
2007. A proposal to conduct a feasibility study was put
The national organisation for Scouting in the UK to the Committee of the Council (TSA’s National
(with nearly half a million members) is The Scout Board) – this was agreed and a Feasibility Study
Association (TSA) and the 21st World Scout Jamboree Group, chaired by Bill Cockcroft, was formed.
was a part of a whole range of activities to celebrate Over two and a half years, the group held a
the Centenary of Scouting in 2007. World Scout brainstorming day, visited a large number
Jamborees are official events of the WOSM, which of events, met with the organisers of
establishes guidelines that a National Scout the Netherlands and Chile World
Organisation (NSO) has to follow in the planning and Scout Jamborees and worked with
running of a Jamboree. consultants, Ove Arup & Partners. The
group considered the programme of the
Over 800 volunteers worked on the planning and
event, potential locations, organisation and
preparation of the Jamboree and although most were
management, communication with the public
from the UK, conscious efforts were made to involve
and the Scout Movement, the financial implications
individuals from as many other NSOs as possible. The
and the bid process. The Feasibility Study Group
volunteer team was led by the Jamboree Director –
concluded that it would be feasible to organise and
Bill Cockcroft.
run a World Scout Jamboree in the UK in 2007 and the
The volunteer team were supported by a professional Committee of the Council subsequently agreed to the
staff team of more than 20 employees and they group’s request to “turn the dream into a reality”.
played a key role in co-ordinating the planning and
Following a tender process, TSA appointed Ove Arup &
preparation work. The staff team were based at TSA’s
Partners to undertake a search throughout the
National Headquarters at Gilwell Park, Chingford,
whole of the UK to find a suitable site for the
London and were headed up by the Jamboree
21st World Scout Jamboree. A set of “Site
Manager – Aidan Jones.
Guidelines” were drawn up and
distributed to over 600
History organisations who it was
considered might have suitable land
Scouting started 100 years ago in 1907 with an
available. More than 60 responses were
experimental camp for 20 boys. Today Scouting is a
received, 8 sites were identified for more
million times bigger and involves girls and boys,
detailed consideration and 3 sites were
women and men from every origin, religion and
subsequently short-listed. After further analysis of the
culture and nearly every country in the world!
short-listed sites, Hylands Park just outside
The first World Scout Jamboree took place in Olympia, Chelmsford was selected as the preferred site for the
London in 1920 and it would bear little resemblance 21st World Scout Jamboree.
to Jamborees of today – a major difference was that it
was held indoors. The 3rd World Scout Jamboree in
1929 was also held in the UK at Arrowe Park in

4 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
At the same time the work to find a suitable site was
proceeding, a “Bid Group”, chaired by Bill Cockcroft,
EuroJam
was formed in order to prepare the bid to host the It is a requirement of
World Scout Jamboree in 2007. In August 1999, the running a World
World Scout Conference in Durban, South Africa Scout Jamboree to
unanimously decided that the 21st World Scout hold a rehearsal
Jamboree should be hosted by the UK. event and it was therefore decided to hold a
In a similar way to what had happened with the Jamboree (which became known as “EuroJam”) in
Netherlands Jamboree, it was decided that a separate the summer of 2005 and this was to be
legal entity should be created to organise and run the primarily targeted at European NSOs. A
21st World Scout Jamboree and all of the other UK significant effort was made to maximise
events planned to celebrate the Centenary of Scouting the learning from EuroJam and almost
in 2007. A company limited by guarantee, Scouting all aspects of what was planned
2007, was therefore established and Derek Pollard was for the World Scout Jamboree
appointed Chairman of the Board. The first employee were incorporated. In addition,
of Scouting 2007 was recruited in autumn 1999 and a EuroJam lasted for the same length of
Managing Director was subsequently appointed. time as the World Scout Jamboree and the
events such as the arrival day, opening
The World Scout Jamboree was placed under the
ceremony, closing ceremony, etc. were on the same
volunteer leadership of Bill Cockcroft as Jamboree
days of the week as for the World Scout Jamboree.
Director and he established a ‘Core Team’ of 7 people
to take the planning and preparation forward. The EuroJam was originally envisaged as an event for
2007 Jamboree Team and the Managing Director of 20,000 participants and although strong and
Scouting 2007 were present during the whole of the proactive marketing was undertaken, the actual
20th World Scout Jamboree in Thailand so that they number at EuroJam was around 10,000. There was a
could study the running and organisation of the event. significant shortage of International Service Team (IST)
In addition, senior representatives of Chelmsford members at EuroJam and one of the main reasons for
Borough Council – the owners of Hylands Park – this seems to have been that people were saving for
visited the Jamboree in Thailand in order to the World Scout Jamboree two years later.
experience a World Scout Jamboree first hand. The need for a thorough analysis of EuroJam was
In May 2004, the Managing Director of Scouting recognised as being essential in order to ensure that
2007 left in order to pursue a new career lessons were learnt and that the World Scout Jamboree
and, after careful consideration, the could be improved as a result. TSA commissioned an
Committee of the Council decided external consultant to undertake a review and five
not to continue with the separate main points were identified in his report:
legal entity of Scouting 2007. A new Improving leadership, with a vision on World
sub Committee – the 2007 Steering Scouting.
Group (2SG) – was formed to oversee all
Improving management, looking at the best
of the centenary events and the management
people to get things done using linking pins
of the World Scout Jamboree was incorporated
between teams.
into TSA’s Programme and Development Department.
This was the organisational structure that remained Improving resources, developing Human
through until the end of the Centenary year. Resources strategies.
Improving planning, build on co-operation and
collaboration.
Improving communication, with more
transparency.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 5
 In addition, a questionnaire was used to gather As part of the mid term review, a report on the progress
feedback from a large number of the participants and during the first half of the project was presented to the
the results were generally extremely positive. Whilst it European Scout Committee meeting in February 2006
was very obvious that in some areas there had been and a detailed discussion on how to move forward took
very considerable organisational difficulties in place. It was clear that in some cases TSA had not been
delivering EuroJam, all the evidence indicated that the able to deliver on all the detailed actions that were
participants had had a great time. originally envisaged, but that there had been progress
with a number of other relevant initiatives that had not
Support from the been part of the original plans. It was decided that work
European Scout Region already done should be consolidated and that the
actions for the remaining period should be simplified
From the beginning, the European Scout Committee and made clearer.
was very supportive of TSA hosting the 21st World
The final outcomes of the project can be broadly
Scout Jamboree and in 2001 at the European Scout
summarised as follows:
Conference in Prague it was agreed that the rehearsal
Jamboree in 2005 would be an official event of the There was much better engagement of TSA with
European Scout Region of the World Organization of the European Scout Region as a whole
the Scout Movement. In addition, TSA entered into a (European Scout Committee, regional events,
partnership agreement with the European Scout other European NSOs, etc.), which has
Committee with an over-arching objective ‘to help included a focus on contributing rather than
Scouting retain and recruit more young people’. Apart just participating. This is especially important
from the over-arching objective, four other objectives given that TSA accounts for nearly 40% of the
were identified and a broad range of actions were membership of the European Scout Region
identified in 3 categories (the first two objectives were and, as the founder association, still has
grouped together) as follows: considerable respect and influence.
In key areas (Youth Programme, Adult
Objective 1 & Developing youth participation in decision-making Resources, PR, etc.), collaboration between TSA
Objective 2 Increasing opportunities for young people to take
responsibilities in civil society and the European Scout Committee / Office
Objective 3 Taking the GDV further as a concept at events and has increased markedly and the senior
at a local level
executive teams worked together on this
Objective 4 Helping NSOs commence their own plans for
2007 regarding programme and image project and in other ways.
TSA was able to use successes of European
Scout Region events (e.g. “RoverWay”) as a
The European Scout Committee agreed to an
‘starting point’ for planning EuroJam.
allocation of $90,000 from the Fund for European
Scouting each year for the first 3 years and the There was much greater involvement than
intention was that this would be extended for a previously of individuals from other European
further 3 years following a satisfactory mid NSOs in planning teams for EuroJam and the
term review. A Project Monitoring Group 21st World Scout Jamboree. Proactive
was formed consisting of the Chairman recruitment and meeting of travel costs were
of the European Scout Region, the important to extend the scope of this work.
Chairman of the Scouting 2007 Creation of a ‘Euro…’ brand – fresh, lively and
Board, the Director of the European reflecting the diverse nature of the European
Scout Region and the Chief Executive of Scout Region.
The Scout Association. The Project
Development of Young Spokespersons
Monitoring Group met regularly several times
programme – the success of this programme in
each year in order to review progress against the plan
presenting a new and more relevant ‘public face’
and consider how the project might be developed on
was shared widely with other European NSOs.
an ongoing basis.

6 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 This enabled the principles and methods to be sincere and grateful thanks to the members of the
developed further and these were eventually European Scout Committee and the staff of the
shared globally, with Media Workshops being European Scout Office for initiating and supporting
run in a number of WOSM regions. this important partnership.
As a result of the successes of EuroJam and the
21st World Scout Jamboree, the image of Promotion and Marketing
Scouting in the UK and throughout Europe has
been enhanced and there is a greater public The promotion of the 21st World Scout Jamboree could
awareness. not start officially until after the Closing Ceremony of
the Jamboree in Thailand. As one of the events of
TSA has been able to implement strategies that
Scouting’s Centenary, the promotion of the Jamboree
actually result in the growth and development
had to be balanced with the other events that were
of Scouting and these have been shared with
happening so that it fitted in with the whole year of
other European NSOs.
activities. At the Jamboree in Thailand, all of the major
“EuroCall” was the first time telephone
activities for 2007 were promoted in the World Scout
conferencing had been used to communicate
Centre and the 21st World Scout Jamboree was
with associations in the European Scout Region.
obviously part of this.
Through “EuroVille”, participating NSOs were
Although the initial promotional work was focused
not just ‘consumers’ they actually contributed
on the 21st World Scout Jamboree, it was soon
to the Programme and learning points were
realised that greater attention needed to be
taken on board in relation to World Villages at
given to the promotion of the European
the World Scout Jamboree.
Scout Jamboree. As there was a clear
There has been significant engagement relationship between the two
with the organisers of the 22nd World events, complimentary visual
Scout Jamboree (sharing good practice, identities were developed to help people
developing synergies, etc.) and this will recognise this relationship. The strong look
enable the European Scout Region to be and feel of the promotional materials that were
better prepared and ready to ‘welcome produced was a great strength of both events.
the World’ again in 2011.
Almost all official publications and marketing materials
TSA has provided access to a wide range of were produced in both English and French and we
initiatives / resources that were developed would have liked to have been able to increase the
for EuroJam and the World Scout Jamboree number of languages that we produced material in
(evaluation reports, programme material, (particularly Spanish), but time and resources did not
shared photo library, workshop allow this. The uptake of French resources was much
development, etc.). lower than expected and often made up less than 10%
It is clear that any NSO setting out to deliver actions of the total number of resources distributed and this
on a region-wide or worldwide basis will tend to face raises questions as to the cost effectiveness of
challenges arising from the fact that the vast majority producing resources in French.
of the rest of its activities are undertaken within the
framework of a national perspective. There is no doubt Promotion of EuroJam
that the advice and guidance (and, of course,
Whilst there is a history of World Scout Jamborees
substantial financial support) provided by the
which means that NSOs have an understanding of
European Scout Committee and Office influenced
what they are and how they will be attending, there is
TSA’s actions and resulted in EuroJam and the 21st
much less consistent history to European Scout
World Scout Jamboree being greater successes than
Jamborees – the last was in 1994 as the rehearsal
they would otherwise have been. We would therefore
event to the 19th World Scout Jamboree. Preliminary
like to take this opportunity to formally record our
research suggested that we needed to change the

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 7
 perception of the event that had been created since Promotion of the
its announcement and make it more accessible to a
21st World Scout Jamboree
greater number of people (in the UK, across
Europe and around the world). The concept of World Scout Jamborees have a much more established
EuroJam was developed in order to start approach to promotion and communication. Following
to address these issues and to create a four year cycle and using well established
an event that could stand alone communication channels with NSOs (initially
from the World Scout Jamboree. It through the International Commissioner and
was important that EuroJam felt like an then with the Head of Contingent). Once a
event for Europe and not a UK event being Head of Contingent was appointed, all
held in the UK for those from the UK. communications relating to the
Jamboree were through them. The
The promotion was launched at the European Scout
fundamental principle was that the
Conference in 2004 in Iceland with an emotional film
Jamboree organisers only communicated
and the marketing concept around the theme of ‘Can
with NSOs, who were in turn responsible for all
you imagine’. There was a very positive response to
communications with their members. Any
the re-branded event with many thousands of
enquires received by the Jamboree Office from
expressions of interest. However the conversion of
individual members of NSOs were re-directed back to
expressions of interest to actual bookings was much
the NSO to deal with.
lower than expected. In particular the number of
adults registering to be members of the International Following the initial information provided at the
Service Team was very low. Jamboree in Thailand, only a limited amount of
promotional work was undertaken before EuroJam in
A promotional tour of Europe called “EuroVan” took
2005. The reason for this is that the focus needed to
place during the summer of 2004, with a small team
be on the promotion of EuroJam, but in addition there
visiting a number of Scout events, including
was not a great deal of new information that could be
Kandersteg International Scout Centre, to promote
shared until the review and evaluation of EuroJam had
EuroJam. In addition to promoting EuroJam, EuroVan
been completed. EuroJam provided an excellent
was a very useful way for the team to gain direct
opportunity for NSOs to visit and observe how things
experience of different international events and this
were being done.
could be used to improve the planning for both
EuroJam and the World Scout Jamboree. During 2004, members of the Jamboree Team
attended all six WOSM Regional Conferences in order
One of the biggest challenges for the promotion of
to provide information and raise awareness of the 21st
EuroJam was that a decision had been taken to
World Scout Jamboree. At each conference, a
accept participation as single Troop / Unit rather
presentation was made in plenary and this included a
than only as part of an NSO Contingent (as is
promotional film (copies of which were provided to all
the case for World Scout Jamborees).
NSOs). There was also the opportunity to gather
However, there was no easy way to
information from NSOs – in particular, in relation to
communicate and promote the event
the estimated size and make up of their Contingents.
to the individual Scouts and
Leaders and some NSOs decided In 2005, the 9th World Scout Youth Forum and the
to form Contingents in the usual 37th World Scout Conference in Tunisia, were
way. Where Contingents did not exist, important events for the promotion of the Jamboree
the task of promoting EuroJam and especially as these were shortly after EuroJam had
communicating with those taking part was been completed. A presentation in plenary was made,
much harder than for the World Scout Jamboree. there was a stand in the market place providing the
latest information and NSOs were asked for updated
estimates of the likely numbers in their Contingents.

8 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
During the planning and preparation phase, various A range of marketing material targeting very specific
requests from NSOs and Contingents were received, audiences was also developed, predominantly for use
either to visit the UK in order to find out more about in the UK. This included promotional material for Day
the Jamboree or for members of the Jamboree Team to Visitors, non commercial partners (including NGOs
visit events organised by Contingents in their own and project partners for Starburst) and qualified
countries. We always made these requests a high activity instructors for the Off Site Teams.
priority and we made every effort to do what was
requested, because we considered that the NSO and
Contingent had an absolutely key role in promoting WHERE RESPONSES WERE EXPRESSED
participation in the World Scout Jamboree to its IN THE QUESTIONNAIRE,
members.
94% WERE MARKED VERY POSITIVE
Information and OR POSITIVE WHEN ASKED IF
promotional materials THE BULLETINS AND CIRCULARS WERE
HELPFUL FOR THE PREPARATION
In order to help NSOs with their promotion of the
OF THEIR CONTINGENT.
World Scout Jamboree, we supplied as much
information and support material as possible, and
electronic versions were usually provided. In 2004, a Sharing information about the plans for the Jamboree
2007 folder was distributed to all NSOs and it was and what was expected of Contingents was crucial to
intended that this would become their reference the successful planning of the Jamboree. A series of
manual for everything that was happening in 2007. seven Bulletins were produced prior to the Jamboree
The folder contained preliminary information about and a list of the topics covered in each of the
all the projects being planned for Scouting’s Bulletins is available as a reference document.
Centenary at a world level, as well as the first Bulletins were the formal method of communication
Jamboree Bulletin and copies of the Jamboree design from the Jamboree Team to NSOs. All of the
guidelines and artwork. information that the various Jamboree Core Teams
The Jamboree design guidelines and artwork wanted to share was therefore co-ordinated and
were supplied on CD to all NSOs so that the included in the Bulletins. In the same way, all
artwork could be adapted for their own requests for information from NSOs were made
use. Many Contingents used elements through the Bulletins, generally by including a form to
of the artwork (in particular the be completed as an appendix. The content of
dove, rainbow and type style) in Bulletins was intended to give detailed logistical
their logos and associated information, clarify policies and answer questions
promotional material. In addition, a that Contingents had. It became clear that
number of short films and PowerPoint Contingents were working to different time scales and
presentations that could be adapted were this meant that certain information was too early for
produced for use with specific audiences. some and too late for others.

In the period up to the World Scout Jamboree, a wide In the final 12 months before the Jamboree a number
range of marketing materials that NSOs could request of shorter Circulars were used to provide updates and
were produced and these included posters, flyers, specific information between Bulletins. The design of
coffee mats, pens and balloons. Once again, the the Circulars was more basic and this enabled them to
original artwork files were also made available so that be produced much faster.
the designs could be adapted and translated for use The website was an invaluable resource for promoting
locally by NSOs and there were many excellent results. the Jamboree. With a very wide audience, this was
the only communication tool that anyone could
access. Careful planning was therefore necessary to
ensure that as far as possible content was not added

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 9
 to the website until a minimum of two weeks after it Those participating arrived during Friday, there were
had been shared with Contingents. The NSO two full days on Saturday and Sunday and departures
resources area of the website was a new concept for were generally during Monday morning. As well as
this World Scout Jamboree and was generally providing a lot of information, there were many
successful, although the technology used meant that opportunities to meet and discuss issues with
there were limitations to the security. We envisage key members of the organising team for the
that in the future far more will be made of the website Jamboree. There was also social time in
and other online tools and they will be increasingly the evenings when Heads of
important in providing information and Contingents and members of their
communicating with NSOs. Contingent Teams were able to meet
and interact with each other.
Heads of Contingents The second Heads of Contingents visit took
visits and meetings place at the end of March 2007 and followed a
very similar format as the first one, although a lot of
In the run up to EuroJam, two preparatory meetings for
the information was obviously more up to date as the
International Commissioners / Contingent Leaders
World Scout Jamboree was just under 4 months away.
were held at Gilwell Park – the first was in June 2003
and the second, which became known as EuroWham, All meals, transfers from and to London airports and
was in June 2004. These meetings gave us the accommodation were included in the fee for the
opportunity to provide information on how plans for Heads of Contingents visits. The cost was in a range
EuroJam were progressing, but also enabled us to from £60 to £230 depending upon the type of
gather feedback from those taking part. accommodation chosen (camping, dormitory
accommodation, rooms at Gilwell Park and rooms at
During EuroJam itself, a Study Visit was organised and
the Marriott Hotel). For those from category A and B
those involved with preparing Contingents for the
countries, there was the opportunity to apply to TSA’s
World Scout Jamboree were invited to this. The
International Team for a bursary to cover the travel
opportunity to visit and observe EuroJam was provided
costs of up to two representatives and this enabled a
and comments were collected from those taking part.
greater level of participation in the Heads of
The first Heads of Contingents visit for the World Scout Contingents visits.
Jamboree was at the end of March 2006 and was
attended by over 120 people, representing more than
50 countries. The programme for the visit included: WHERE RESPONSES WERE EXPRESSED
Details of the Jamboree Programme. IN THE QUESTIONNAIRE,
Details of the registration process (Troops / 96% WERE MARKED VERY POSITIVE
IST / Contingent Staff / Special Guests). OR POSITIVE WHEN ASKED TO
Information about arrivals and departures. EVALUATE THE DAILY
Details of the Jamboree site layout and HEADS OF CONTINGENTS MEETING.
infrastructure.
Visits to the Jamboree Site at Hylands Park At the World Scout Jamboree, there were daily Heads
and some Off Site Programme locations, of Contingents meetings scheduled for the same time
including Gilwell Park. each day and they took place in the meeting tent at
Information about other packages on offer, the Jamboree HQ. Issues that could not be resolved
such as Home Hospitality and Brownsea during the meeting were investigated and notes of the
Island Camping packages. meeting (including answers to questions that were not
answered in the meeting) were available by 16.00hrs
on the same day.

10 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
World Organization Heads of Contingents Evaluation
of the Scout Movement As has been done at previous World Scout Jamborees,
the World Scout Bureau was very keen to ask Heads of
World Scout Jamborees are official educational events Contingents to complete a detailed questionnaire
of the World Organization of the Scout Movement and covering many aspects of the Jamboree. In conjunction
it was therefore necessary for the organisers of the with the Contingents Support Team, 284 questions
21st World Scout Jamboree to have good were prepared, covering 31 different areas. The World
communication and interaction with the World Scout Scout Bureau distributed the questionnaire to all NSOs
Committee and the World Scout Bureau. The Jamboree and 29 returned completed questionnaires. The
Director and Jamboree Manager presented regular numbers of people at the Jamboree reflected in the 29
reports to the World Scout Committee and relevant questionnaires was as follows:
issues (e.g. the fee for the World Scout Jamboree)
were submitted for a decision to be made. Participants 14,983
Troop Leaders 1,578
In addition, there was substantial interaction between Contingent Support Team 488
the Jamboree Staff Team based at Gilwell Park and the International Service Team 5,343
staff of the World Scout Bureau in Geneva and the Total 22,392
Regional Offices. Initially, the main point of contact in
Of the 29 respondents, 22 said that their Contingent
relation to World Scout Jamboree issues was the
was bigger than at previous Jamborees and 7 said that
Director of the World Events Unit, Jean Cassaigneau,
their Contingent was smaller.
but after some reorganisation at the World Scout
Bureau, a number of other contacts were established. For each question, those who completed the
However, for a time during and after the questionnaire were asked to tick a box on a scale to
reorganisation, there was a period when contact with express the following:
the World Scout Bureau was not as robust or
++ Very positive evaluation
productive as it had been.
+ Positive evaluation
– Negative evaluation
World Scout Bureau Observers –– Very negative evaluation
0 Not able to answer / not applicable
A number of ‘observers’ were selected by the World
Scout Bureau to participate in EuroJam, study the Respondents were also invited to make comments
event and provide feedback as to how things might be and suggestions for each group of questions. The
done at the World Scout Jamboree. Generally, these World Scout Bureau collated all of the responses and
were volunteers with significant experience of World the full evaluation document is available as a
events and the ability and skills to evaluate a reference document.
particular aspect of EuroJam.

Following EuroJam, it was intended that the World 21st World Scout Jamboree
Scout Bureau would continue the approach of using
Observers by identifying individuals who would
organisation / structure
interact on their behalf with each of the Jamboree Core
From the very start, there was an open approach to
Teams. Unfortunately, these individuals were generally
the recruitment of volunteers to the Jamboree Team
identified at a very late stage and their engagement
and all roles were advertised on the website. For
with particular teams was often at a point when it was
previous Jamboree, roles with the organising team
too late to significantly influence what was planned.
have almost always been filled by members of the
On a number of occasions, this resulted in frustrations
host NSO. In order to broaden the experience of the
and difficulties for both Observers and members of
team as a whole, we were keen to encourage
the Jamboree Core Teams.
members of other NSOs to apply for roles in the
Jamboree Team. Our policy was that all such

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 11
 applications should have had the endorsement of the During the Jamboree itself, the JMT became the
applicant’s NSO, but it was the case that our systems Jamboree Operations Management Team and one
were not always robust enough to ensure that this person was the Duty Jamboree Operations Director
always happened. We apologise to any NSOs that had (DJOD) for a 24 hour period, with full responsibility for
difficulty because we did not always do this correctly. all operational aspects of the Jamboree. Three
members of the JMT were allocated to the DJOD rota
The different categories within the Jamboree Team
and they were Byron Chatburn, Nigel Coopey and
developed over time and generally worked fairly well,
Stephen Peck. This meant that at any particular time,
although the final structure did become somewhat
one of these was on duty, one was on standby (to
complicated. In particular, the distinction between
assist or provide back up for the DJOD) and one was off
Jamboree Organising Team and Jamboree Delivery
duty. In addition, the DJOD could call upon any of the
Team was not clear to everyone. The categories and
other 3 members of the JMT to help out with a
numbers in each by the time of the World Scout
particular issue. This system worked well because
Jamboree were as follows:
there was always a single person who was in overall
Jamboree Management Team (JMT) 6 charge, but they were only in this role for 24 hours and
Jamboree Core Team (JCT) 15 they always had the support of other key colleagues.
Jamboree Organising Team (JOT) 274
Jamboree Delivery Team (JDT) 533
Off Site Team (OST) Approximately 1,000 Jamboree Core Team (JCT)
- Gilwell Adventure and Splash!
Ceremonies Cast 130 When the team was originally established, there were
Jamboree Build Team (JBT) Approximately 9,000
- Build and Take Down ‘people days’
only 7 Jamboree Core Team (JCT) areas, although by
Jamboree Staff Team (JST) 22 the time of EuroJam, this had been increased to 14.

Following the review and evaluation of EuroJam, a

The Jamboree Management Team (JMT) reported to the further adjustment was made and the JCT then
2007 Steering Group and was responsible for all of the consisted of 15 people, each of which headed up a
planning and preparation of the 21st World Scout team of volunteers with responsibility for a specific
Jamboree. For EuroJam, several members of the JMT area of the World Scout Jamboree. Each member of
were in charge of Jamboree Core Team (JCT) areas as the JCT reported to a member of the JMT. During the
well as being members of the JMT. This was changed Jamboree, members of the IST were allocated to work
for the World Scout Jamboree, so that there was a with one of the JCT areas. The JCT areas for the World
person in charge of each JCT area and they reported to Scout Jamboree were as follows:
a member of the JMT. The JMT consisted of 6 people, Contingents Support – this team was
as follows: responsible for providing support to the NSO
Bill Cockcroft, Jamboree Director Contingents from all over the world. This
(volunteer) included overall responsibility for the World
Scout Centre, Heads of Contingents meetings,
Nigel Hailey, Deputy Jamboree Director
Problem Management Centre, containers /
(volunteer)
warehousing and simultaneous translation /
Byron Chatburn interpretation.
(volunteer)
Sub Camps – this team was responsible for
Nigel Coopey creating a home for every participant in one
(volunteer) the 16 Sub Camps and delivering exciting Sub
Stephen Peck, Director of Programme Camp activities that everyone was able to
and Development participate in.
(staff) Human Resources – this team was
Aidan Jones, Jamboree Manager responsible for recruiting, preparing and
(staff) inspiring more than 8,000 members of the IST

12 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 to deliver the experience of a lifetime to the Off Site Programme – this team was
participants. In addition, they co-ordinated responsible for Gilwell Adventure, Splash!
the wide range of facilities in the Adult Camp. and Starburst which were the three off site
Marketing and Communications – this team programme activities. Up to 4,000 Scouts
was responsible for all of the promotional went to each of these activities on 8
material (including official Bulletins and separate days.
Circulars) prior to the Jamboree and the Ceremonies – this team was responsible for
website. At the Jamboree, they ran the Media providing the Main Stage and all other stages
Centre, produced the Jamboree Newspaper, on the Jamboree site, for preparing and
organised the Young Correspondents running the Opening, Closing and Scouting’s
programme and were responsible for the Sunrise ceremonies and for delivering the Day
Jamboree Radio. Visitor shows. They also organised the
Transport – this team was responsible for the production of the Jamboree Song.
transfers from points of arrival to the Check Health and Welfare – this team focused on
In Centre and on to the Jamboree, the ensuring that the Jamboree was a safe and
transfers from the Jamboree to the points of secure environment for everyone and they
departure, the transport to Off Site provided advice and guidance during the
Programme activities and the transfer of Day planning and preparation phase after Risk
Visitors from the Park and Ride centre to the Assessments had been undertaken. At the
Jamboree and back. They also organised and Jamboree, they were responsible for
managed the fleet of Jamboree vehicles, providing comprehensive First Aid and
including 1,000 Jamboree bicycles. medical care, organising the Stewarding,
Information Communication Technology – Police and Fire Teams and operating the
this team established the email and intranet Incident Control Centre.
systems used during the planning and Design and Build – this team was responsible
preparation phase. At the Jamboree, they for arranging the rental of the Jamboree site
installed and maintained the computer and all other sites associated with the
network, operated the Internet Cafés / running of the event (adjoining farmland,
phones and were responsible for the Gilwell Park, Alton Water, North Weald Airfield
Check-in operation. and Skreens Park). They were also
Guest Services – this team had overall responsible for design of the site layouts, the
responsibility for the Day Visitor operation, build and take down phases, decided on
made all the arrangements relating to Special theming, and arranged all of the marquees,
Guests, co-ordinated Contingent Receptions tents and cabins.
and managed the off site accommodation at Site Operations – this team planned and
Writtle College. provided all of the services (electric, water,
Jamboree Daily Programme – this team was waste, etc.) necessary for the Jamboree site
responsible for the Faith and Beliefs area, for and maintained these services during the
planning and delivering a varied Evening Jamboree.
Programme and organising Sunrise Day on Food and Trading – this team was responsible
1st August. for all of the food supplies to the participant
On Site Programme – this team planned and Sub Camps, operating the Adult Restaurant,
organised a large part of the programme that catering at the off site locations and providing
took place on the Jamboree site, including meals in the periods before and after the
World Villages, Global Development Village, Jamboree. They also arranged the provision of
Global Development Boulevard, GloBuses, supermarkets, facility centres, the adult bar
Info Points, Energise, Elements and Trash. and co-ordinated the Scout Food Houses.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 13
 Jamboree Organising Team (JOT) / In order to attract volunteers to the Off Site Team
(OST), a separate fee structure was developed and
Jamboree Delivery Team (JDT)
there was flexibility as to how long a volunteer could
Each of the 15 Jamboree Core Team members recruited stay. It was recognised that in most cases OST would
volunteers to plan and prepare specific areas of work want to see something of the World Scout Jamboree
and these were referred to as the Jamboree Organising itself, so at least one visit to the main Jamboree site
Team (JOT). As the teams became larger, there was was arranged.
increasing concern that the numbers involved were
becoming excessive, although it was of course Ceremonies Cast
recognised that there was a tremendous amount
A cast of 130 Scouts aged 14 – 25 years old was
to do. It was therefore decided to create a
recruited to perform in the three main Ceremonies, as
new group called the Jamboree Delivery
well as in the Day Visitor shows on 8 separate days.
Team (JDT), with the intention that
Auditions were held to select the cast and during 5
they would generally be involved
pre-event weekend rehearsals they learnt a number of
to a lesser extent and only with
items that formed the core of the Ceremonies. At the
final preparations in say the last year
Jamboree, the cast was supplemented by participants
or so before the Jamboree, rather than
who represented their country on stage or who were
being very occupied with planning and
asked to help with some of the action taking place in
preparation work during several years as most
the Arena.
of the JOT were. Members of the JDT were charged a
reduced fee to attend the World Scout Jamboree.
Jamboree Build Team (JBT)
The distinction between the JOT and JDT categories
only partially worked because the assessment of the In order to build the tented city that hosted the largest
level to which different individuals were involved did ever World Scout Jamboree on a single site and
not always appear to be consistent and there was a afterwards dismantle everything so that the site was
lack of clarity in the way that the system was applied. left as we found it, it was estimated that we would
We received feedback from some people that it was need 9,000 ‘people days’. Those wanting to help
not clear as to what the difference between JOT and could volunteer to join the Jamboree Build Team (JBT)
JDT was and that the approach was too complicated. for just one day, a weekend, a full week or for the
whole of the build and / or take down period. The JBT
Off Site Team (OST) came from many countries around the world and this
meant that the Jamboree was a truly international
On each of 8 separate days, 4,000 participants were experience from the first day of the build to the last
at Gilwell Adventure and 4,000 participants were at day of the take down period.
Splash!. In order to plan and run the huge number
Members of the JBT team were provided with a place
and range of activities at these two off site locations,
to camp and all meals during the time that they were
a large number of volunteers were needed. For many
helping out. There were obviously much greater
of these volunteers, it was essential that they had the
numbers of volunteers during the weekends and the
relevant experience and / or qualifications according
work plan had to be designed to accommodate this.
to the particular activity that they were allocated to.
All those helping out had to be no younger than 14
In addition, a smaller number of OST were recruited to years of age and those under 18 years of age had to
help out with the Starburst projects, although these be accompanied by at least one adult. Many Explorer
volunteers did not need to have the same sort of Units took the opportunity to help out during the
specialist experience or qualifications that was weekends and some of the Explorers actually came to
required for Gilwell Adventure and Splash!. the Jamboree as participants – so they helped to build
the Jamboree that they then took part in!

14 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Jamboree Staff Team (JST) In the final six months or so, the administrative
workload became very heavy and we employed a
In order to support the large number of volunteers number of short term and temporary staff in order to
working on the 21st World Scout Jamboree, there was help out with this. Even with these additional people,
a relatively small Jamboree Staff Team (JST) based at we were unable to complete all of the work as fast as
Gilwell Park – TSA’s National Headquarters. The we would have liked to and some things did not get
Jamboree Manager was the first JST role to be done. An area that created a huge of work in the final
established and this was in February 2003 (more or few weeks was Contingents asking for letters of
less immediately after the Thailand Jamboree). support for their visa applications and requesting us
The next stage of building the JST was the to take follow up actions when difficulties occurred.
employment of the Assistant Jamboree Managers who The make-up of the JST in terms of types and numbers
were recruited in the period from December 2003 until of roles changed over the course of the project, but in
October 2004. The approach developed with the the period just before the World Scout Jamboree the
Assistant Jamboree Managers was that each had a structure was as shown below.
‘portfolio’ of 3 or 4 JCT areas that they supported and
worked closely with. The Assistant Jamboree 21ST WORLD SCOUT JAMBOREE – STAFF STRUCTURE
Managers played a crucial role in the success of
EuroJam and the World Scout Jamboree and one of the
ASSISTANT
JAMBOREE
key reasons for their success was that they formed MANAGER

strong and effective partnerships with the volunteers. EVENT

CO-ORDINATOR
In addition, they were able to undertake work that
JAMBOREE
JAMBOREE ASSISTANT
could not easily be done by volunteers – for example, MANAGER JAMBOREE
ADMINISTRATOR
MANAGER
(EXECUTIVE
day to day contact with Contingents or work on DIRECTOR) EVENT
CO-ORDINATOR
publications that required specific skills.
ASSISTANT PROJECT
The Jamboree Manager’s PA and Jamboree PA JAMBOREE OFFICER
MANAGER
Administrator were recruited in a similar EVENT JAMBOREE
CO-ORDINATOR ASSISTANT
time frame as the Assistant Jamboree
DEPUTY
EVENT
Managers and they provided high JAMBOREE
MANAGER ASSISTANT
CO-ORDINATOR
JAMBOREE
quality administrative support to the MANAGER PROJECT
OFFICER
(SHORT TERM)
volunteers and the JST. EVENT
CO-ORDINATOR
EVENT
CO-ORDINATOR PROJECT
As part of the review and evaluation of EuroJam, OFFICER
(SHORT TERM)
PROCUREMENT
it was recognised that additional staff resources would MANAGER

be needed in order to deliver the World Scout PROJECT

OFFICER
Jamboree. In June 2006, a Deputy Jamboree Manager PROJECT
OFFICER
was appointed, with a remit to work in close (SHORT TERM)

PROJECT
partnership with the Jamboree Manager. In the OFFICER
(SHORT TERM)
autumn of 2006, a number of Event Co-ordinators
were recruited – each one focused on a specific area
of work. Each of the Event Co-ordinators reported The total employment costs of the JST for EuroJam and
either to the Deputy Jamboree Manager or an the 21st World Scout Jamboree was just under £1.7m.
Assistant Jamboree Manager and they made an This includes the costs of 2 full time people working in
essential contribution to the World Scout Jamboree. the Finance Department who are not shown on the
A number of international Project Officers worked as chart above.
part of the JST at various times from 2004 onwards
and they often brought a different perspective to the
work of the JST and this was extremely helpful.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 15
 Following discussions with the UK Government, a civil 21st World Scout Jamboree Office /
servant from the Department for Education and Skills
Jamboree HQ
was seconded to TSA in March 2006. This person
worked as a Project Co-ordinator for all of the For the majority of the time, the JST were based at
Centenary celebrations in 2007 (including the World TSA’s National Headquarters at Gilwell Park. The JST
Scout Jamboree) and provided reports to the 2007 were accommodated in the existing offices
Steering Group. (without any additional space being made
available) and conditions became
There were a number of other departments of TSA that
rather cramped as the team grew in
contributed to particular aspects of the Jamboree and
size. It was decided to move the
these included:
JST to the Jamboree site as late as
Child Protection Team / Field Development possible, because the facilities
Service – provided expertise in developing available at Gilwell Park meant that the
the right approach for the Jamboree and majority of the work could be done most
allocated staff to be present during the efficiently from there, until very close to the Jamboree.
Jamboree. Nearly all of the JST moved to the Jamboree HQ at
Public Relations Office – supported the Hylands Park about one week before the start of the
development of the Young Spokespersons Jamboree. The Jamboree HQ consisted of:
initiative and worked on PR before, during A reception area where visitors were received
and after the Jamboree. and, when appropriate, directed to a
Health and Safety – TSA’s Health and Safety particular person in the Jamboree HQ.
officer worked closely with the Safety Team A large marquee accommodating
during the Jamboree. representatives of all of the JCT areas and the
Design Studio – assisted with the production JST.
of marketing material and event publications. Several cabins for use as meeting rooms,
Commercial Partnerships Team – worked on adjacent to the main marquee.
developing corporate partnerships beneficial The Problem Management Centre, which was
both to the Jamboree and TSA on an ongoing open ‘24/7’.
basis.
A marquee used for large gatherings such as
Legal Team – provided advice on various legal the daily Heads of Contingents meeting.
matters, particularly in relation to supplier
The Media Centre, consisting of a large
contracts.
marquee and a number of adjoining cabins.
Separate cabins for the World Scout Bureau,
WHERE RESPONSES WERE EXPRESSED Chelmsford Borough Council and TSA’s senior
IN THE QUESTIONNAIRE, volunteers and staff.

93% WERE MARKED VERY POSITIVE

Sponsored Guests
OR POSITIVE WHEN ASKED IF
It was recognised that there were many people – both
CONTACT WITH THE JAMBOREE OFFICE
volunteers and staff – who had give up a lot of time
IN THE UK WAS HELPFUL FOR THE
over a number of years working on the planning and
PREPARATION OF THEIR CONTINGENT. preparation of the 21st World Scout Jamboree and that
in a lot of cases they were then going to be away from
their families for more than two weeks during the
Jamboree. It was therefore agreed that members of
2SG, JMT, JCT, JOT, JST and other senior members of
TSA could nominate a limited number of family and

16 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
friends as “Sponsored Guests” at the Jamboree. solidarity, the fee for those from less well-off
Sponsored Guests were issued with ‘24/7’ ID Passes countries should be discounted at least to similar
so that they had the flexibility to visit the Jamboree at levels as in the past.
any time, but it was not expected that Sponsored
Guests would spend considerable periods of time on
site, stay more than one or two nights or eat regularly WHERE A RESPONSE WAS EXPRESSED
in the Adult Restaurant. Generally, this system IN THE QUESTIONNAIRE,
seemed to work very well and it meant that those who
48% WERE MARKED VERY NEGATIVE
had given up a huge amount of time working on the
Jamboree were able to see their friends and family OR NEGATIVE WHEN ASKED IF THE
occasionally during the Jamboree, without this LEVEL OF THE FEE FACILITATED THE
resulting in unregulated access to the Jamboree site. PARTICIPATION OF THEIR CONTINGENT.

Finances In October 2004, the World Scout Committee agreed

that the World Scout Jamboree fee for a category D
country should be set at £560 and that fees from
Background
countries in other categories should be set as follows:
From early on, it was recognised that there was a very
CATEGORY A CATEGORY B CATEGORY C CATEGORY D
significant financial risk in hosting the World Scout
£140 (25%) £280 (50%) £420 (75%) £560 (100%)
Jamboree – the turnover of the Jamboree on its own
was far greater than TSA’s total annual budget. It was
known that a number of World Scouting events in the The above table applied to participants, Troop Leaders
years before the 21st World Scout Jamboree had and members of Contingent Support Teams. The fee
resulted in long term financial difficulties for the NSOs for members of the International Service Team (IST)
that had organised them and that in other cases was originally set as 90% of the full fee, but following
financial disaster had only been avoided as a result of difficulties in recruiting sufficient IST for EuroJam, it
substantial Government intervention. was decided to increase the level of discount and also
introduce a lower fee for younger members of the IST.
In addition, those with long memories were quick to
remind us that the financial result of the 1957 For members of the IST aged 18 – 25 years on 24th July
Jamboree had created difficulties for TSA for a number 2007, the fee was set as 70% of the full fee as follows:
of years afterwards. It was therefore absolutely clear
CATEGORY A CATEGORY B CATEGORY C CATEGORY D
that, together with other important objectives, the £98 £196 £294 £392
21st World Scout Jamboree must not have a negative
impact on TSA’s financial situation.
For members of the IST aged 26 years and over on
A further challenge was that in relative terms the UK, 24th July 2007, the fee was set as 80% of the full fee
and particularly the London area, was always going to as follows:
be an expensive place to hold a Jamboree and the
increasing burden of regulation and compliance would CATEGORY A CATEGORY B CATEGORY C CATEGORY D
also add additional costs. £112 £224 £336 £448

Fees In order to encourage prompt payment, it was decided

that all fees should be adjusted according to the
In calculating the fees for the World Scout Jamboree,
following early payment discount scheme:
the objective was that the gross fee income should
match the fully allocated costs of running the events 10% DISCOUNT 5% DISCOUNT FULL FEE 5% SURCHARGE
and that a surplus should not be planned for. In Deposit paid Deposit paid Deposit paid Deposit paid
by 30.03.2006 by 31.07.2006 by 30.11.2006 by 30.04.2007
addition, as a demonstration of World Scouting’s and balance paid and balance paid and balance paid and balance paid
by 31.07.2006 by 30.11.2006 by 30.04.2007 afterwards

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 17
 The deposit was set as: Jamboree. In addition, a number of costs incurred for
£25 for category A countries EuroJam were effectively ‘embedded costs’ for the
World Scout Jamboree – for example, the cost of
£50 for category B countries
installing new water and sewage pipes.
£75 for category C countries
The gross income for EuroJam and the World Scout
£100 for category D countries Jamboree was as follows:
NSOs are allocated to a particular fee category based
on their country’s Gross National Income (GNI) and
the World Scout Bureau updates this allocation at
each World Scout Conference – the fee category table
remains current until the next World Scout
Conference. There was some confusion as to which
fee category table applied for the 21st World Scout
Jamboree. The convention in the past seemed to be
to use the fee category table that was current at the
time the budget was prepared and the fee
announced. The fee category table that was current
for the World Scout Conference in Thessaloniki was
therefore used, rather than the one for the World
Scout Conference in Tunisia.

Although there were very good reasons for having

different levels of fees according to the NSO’s CHART ITEM
CHART MODULE £ % OF
DURATION
TOTAL INCOME
country, the age of the IST member and when Global Development Village 1/13.10%
2 day
EuroJam Fees 2,792,510
payments are made, this number of variables did World Villages 6 x 1/2 day
World Scout Jamboree Fees:
make it much more difficult to accurately forecast Starburst
category A 317,626 1 1.49%
day
what the income was going to be and this made Gilwell Adventure
category B 648,919 1 day
3.04%

budgeting more difficult. Splash!C

category 2,259,674 110.60%
day
category D Sunrise – 1st 13,240,996
Scouting’s August 162.10%
day
It was predictable that some feedback was going to Other attendees
Choice Time (Off Site 3 x 1/2 day
Team, traders, exhibitors, etc.) 315,949 1.48%
be received saying that the fees for the World Scout
Grant from
Jamboree were too high, especially as the income Fund for European Scouting 290,457 1.36%
from fees for recent World events had fallen well Grant from UK Government 1,454,447 6.82%
short of covering the expenditure. The reality is that TOTAL INCOME 21,320,578

with the scale and complexity of an event like the

21st World Scout Jamboree and the fact that it was In addition to the early payment discount scheme, a
held in a highly regulated country, a relatively high booking system was developed to facilitate the
fee is inevitable. accurate planning of participant numbers. This
enabled accurate budgeting of expenditure to ensure
Financial result that the gross fee income would match the fully
allocated costs of running the events. However, NSOs
When considering the financial result, it should be were not obliged to fulfil their bookings until shortly
noted that figures relate to the total income and before the Jamboree and many revised or reduced
expenditure of both EuroJam (as the rehearsal event) their bookings at a very late stage when payments
and the 21st World Scout Jamboree. An analysis of became due. This created a significant challenge in
finances of each event separately is impractical, terms of revising plans and expenditure budgets.
because many things were done in a particular way at
EuroJam primarily to test systems for the World Scout

18 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
As a result of the funding received from the UK Committee for facilitating the support from the Fund
Government, we were able to refund £45 for each for European Scouting and to the Office of the Third
person as a contribution towards the cost of obtaining Sector of the UK Government for agreeing to support
their UK entry Visa and this was particularly helpful to the 21st World Scout Jamboree.
certain NSOs.
The income and expenditure relating to Day Visitors
The gross expenditure for EuroJam and the World was not part of the budget of the Jamboree and the
Scout Jamboree was as follows: net surplus from this was approximately £0.2m and
this was used as a contribution towards the cost of
other activities during the Centenary of Scouting.

Scouts Shops Limited (SSL) is a wholly owned

subsidiary of TSA, as required by UK charity regulation.
The Trustees decided that SSL should be responsible
for producing and selling the majority of the
merchandise for Scouting’s Centenary year. Overall SSL
generated a surplus of approximately £2.1m from sales
related to Scouting’s Centenary and a significant part
of the sales were as a result of the World Scout
Jamboree. The surplus from SSL has been ‘ring fenced’
to be used for a variety of projects to promote the
future growth and development of Scouting.

Commercial Sponsorship
CHART ITEM
CHART MODULE £ % OF
DURATION
TOTAL INCOME It had been assumed that we would be able to attract
Global Development Village 1/2 day
Contingent and IST support 680,391 3.19% considerable commercial sponsorship for the World
World Villages 6 x 1/2 day
Programme and Ceremonies 2,314,220 10.85% Scout Jamboree and that this would provide addition
Starburst
Transport 2,131,274 110.00%
day
sources of income, but this turned out to be
Gilwell Adventure
Infrastructure and Operations 7,337,398 134.41%
day
considerably less than originally thought.
Splash!and Organisation
Planning 3,056,396 114.34%
day
There were a number of reasons for this:
Scouting’s
Food Sunrise
and Trading (net) – 1st August
4,961,636 123.27%
day
WOSM
Choicecosts
Time 92,661 3 x 10.43%
/2 day Some of the sectors that normally support
Sales Tax 696,060 3.26%
large events (e.g. soft drinks, snack foods,
TOTAL EXPENDITURE 21,270,306
mobile phones, etc.) are unable to support
youth events due to legislation and public
The difference between income and expenditure
pressure in the UK.
produced a net surplus for EuroJam and the 21st World
Scout Jamboree of £50,542. Scouting had a much lower profile before its
Centenary year and this meant that large
It is clear from the financial result that we were not
companies did not find Scouting attractive at
able to achieve our original aim that the gross fee
that time.
income should match the fully allocated costs of the
running the events and it is questionable whether this The environment for commercial sponsorship
is a realistic model. Without the additional funding in the UK is very competitive and greater
from the Fund for European Scouting and the UK successes were achieved when exposure to
Government, it is probable that parts of the World TSA’s half a million members was possible,
Scout Jamboree would have to have been severely cut in conjunction with exposure at the World
back which would have resulted in an event that had Scout Jamboree.
much less to offer. We therefore take this opportunity
to record our grateful thanks to the European Scout

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 19
 Operation One World finances
The restricted income and expenditure for Operation
One World was accounted for separately and the
result was as follows:

Donations received £ 432,726

Grants made £ 407,948

Donations exceeded grants by £24,778 and this

surplus was transferred to the organisers of the 22nd
World Scout Jamboree in Sweden to be used for the
solidarity operation equivalent to Operation One
World.

22nd World Scout Jamboree

– Sweden
Although we recognise that no two Jamborees are the
same, we do think that there is a lot of knowledge and
learning that those who have organised a World Scout
Jamboree can share with others. We are very pleased
with the excellent collaboration that we had with our
Swedish colleagues and we tried to provide as much
access as possible to our systems, procedures and
organisation before, during and after the Jamboree.
Our willingness to be open and transparent was made
easier because where there were failings in what we
were doing, the observation of these was handled
sensitively. The staff teams of the two Jamborees also
worked very closely together, including undertaking
an extensive evaluation of the 21st World Scout
Jamboree in the autumn of 2007. We wish our Swedish
colleagues all the very best as they progress their
work for the 22nd World Scout Jamboree and we
remain willing to provide any further information, help
or support that might be needed.

20 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Contingents
A top priority for us was to establish strong working
relationships with NSOs, Contingent Leaders and
Planning Timetable
Contingent Support Teams and ensure that they To help Contingents with their planning, we prepared
received the best possible support. Our belief was a timetable below showing a number of significant
that such an approach with our ‘customers’ would ‘milestones’ and these were as follows:
maximise the participation from each country, so
more young people would get a ‘once in a lifetime April – December 2004 Jamboree Bulletin 1
Jamboree Design Guide and CD
experience’ of a World Scout Jamboree. In addition, 2007 Information Folders
the partnerships that resulted in World Village February 2005 Jamboree Bulletin 2

activities, Scout Food House and other contributions July/August 2005 EuroJam Study Visit
September 2005 World Scout Conference, Tunisia
from NSOs were highlights of the Jamboree. Jamboree Bulletin 3
Contingent Registration opens
November 2005 Jamboree Circular 1
Key Dates February 2006 Jamboree Bulletin 4
March/April 2006 First Heads of Contingents Visit
The key dates of the 21st World Scout Jamboree were Payment deadline
June 2006 Jamboree Circular 2
as follows: IST opportunities catalogue published
World Villages Info 1
30th June Build period begins July 2006 Jamboree Bulletin 5
Payment deadline
21st July Pre-event IST arrive
August 2006 Deadline for confirmation of
24th July IST arrive Home Hospitality in the UK.
25th July IST training and site preparations October 2006 IST registration details sent
26th July IST training and site Preparations to Contingents
Jamboree Circular 3
27th July Main Arrival Day for participants
November 2006 World Villages Info 2
28th July Opening Ceremony Payment deadline
Deadline for order of contingent
29th July Programme starts, Day Visitors on site
camping equipment
30th July Programme, Day Visitors on site December 2006 Troop and Contingent Support
31st July Programme, Day Visitors on site Team Registration details sent
to Contingents
1st August Sunrise Day IST Role Choices submission deadline
2nd August Programme, Day Visitors on site January 2007 Jamboree Bulletin 6
World Villages Grant Application
3rd August Programme, Day Visitors on site
submission deadline
4rd August Programme, Day Visitors on site
March 2007 Heads of Contingents Visit 2
5th August Programme, Day Visitors on site Deadline for Contingent Registration
World Villages Info 3
6th August Programme ends, Day Visitors on site Jamboree Circular 4
7th August Closing Ceremony April 2007 Payment deadline
8th August Main Departure Day for participants Jamboree Circular 5
May 2007 Jamboree Bulletin 7
9th August IST Depart
Deadline for contingent reception bookings
14th August Take Down Period Ends Deadline for nomination of Scout Guests
Deadline for nomination of
Young Correspondents
Deadline for orders for Food Festival
June 2007 IST Role Allocation sent to Contingents
Troop allocations to Sub Camps
sent to Contingents
Jamboree Circular 6
July/August 2007 21st World Scout Jamboree

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 21
 participants up to 6 months younger than normal
Participation could attend the Jamboree in Thailand. Those who
In order to ensure that the 21st World Scout Jamboree were just over 18 years old were encouraged to apply
was experienced by those it was aimed at, WOSM to become members of the International Service Team.
rules were adhered to and the following applied to Summaries of those attending the 21st World Scout
all Contingents: Jamboree are shown below and a full list showing
Participants had to be aged between 14 and participation by each country is available as a
17 years old on 27th July 2007 (i.e. born reference document.
between 28th July 1989 and 27th July 1993).
CONTINGENT IST IST % OF
CATEGORY PARTICIPANTS TROOP SUPPORT 18 – 25 26 YEARS OLD TOTAL TOTAL
Participants were organised into Troops of LEADERS STAFF YEARS OLD AND OVER PARTICIPATION

A 1,490 204 109 86 603 2,492 6.58%

36 young people and 4 adult leaders, with
B 1,751 186 131 242 172 2,482 6.55%
each Troop further divided into 4 Patrols of
C 3,943 410 226 1,003 455 6,037 15.94%
9 young people. D 18,487 1,843 613 3,449 2,465 26,857 70.92%
TOTALS 25,671 2,643 1,079 4,780 3,695 37,868 100.00%
Where Contingents did not have enough
Patrols to form a complete Troop, they were
combined with Patrols from other countries. CONTINGENT IST IST % OF
SCOUT PARTICIPANTS TROOP SUPPORT 18 – 25 26 YEARS OLD TOTAL TOTAL
REGION LEADERS STAFF YEARS OLD AND OVER PARTICIPATION
Where a country had several National Scout
Africa 485 72 40 25 110 732 1.93%
Associations, they could only participate as Arab 706 95 38 91 67 997 2.63%
part of an NSO Contingent. Asia-
Pacific 3,920 456 214 505 784 5,879 15.52%

Members of World Association of Girl Guides Eurasia 469 32 34 2 0 537 1.42%

European 15,539 1,503 523 3,408 1,874 22,847 60.33%
and Girl Scouts (WAGGGS) were allowed to Inter-
america 4,552 485 230 749 860 6,876 18.16%
participate in the Jamboree either as part of the
TOTALS 25,671 2,643 1,079 4,780 3,695 37,868 100.00%
Contingent of a Scout and Guide National
Organisation (SAGNO), or as part of the
Contingent of the WOSM member organisation Around the end of 2006, the figures that Contingents
in their country if invited to do so by the NSO. had provided were indicating that the 21st World
Scout Jamboree might be oversubscribed and a
The size of a Contingent was not allowed to
number of steps were taken to look at what could be
be greater than 10% of the total expected
done to manage over demand. However, by the time
number of participants (i.e. 3,200), except for
of the final deadline for payments (end of April 2007),
the host country which was allowed up to 20%
most Contingents had more or less finalised their
(i.e. 6,400).
numbers at levels generally slightly lower than those
Full details of the basis upon which NSOs participated indicated at the end of 2006. The overall change in
in the World Scout Jamboree were set out in a “Terms the estimated numbers between the end of 2006
and Conditions” paper that was distributed at the end and the end of April 2007 was a reduction of
of 2005 and this included a comprehensive approximately 10%.
fee payment schedule. The Terms and
A more detailed analysis of the registrations also
Conditions paper is available as a
revealed that there were fewer participants from
reference document.
category D countries and more from all the other
The participant age range for a categories, when compared with the assumptions
World Scout Jamboree normally made for the budget. Furthermore, the proportion of
spans 4 years, although the time IST aged 18-25 years was higher than assumed in the
between the Jamboree in Thailand and the budget. The fee structure had been designed to
21st World Scout Jamboree was 41/2 years. In facilitate participation from less well off countries and
order to ensure that no young person was denied the encourage more IST in the younger age group and this
opportunity to attend a World Scout Jamboree, the had worked better than was anticipated. Whilst we
World Scout Committee made the decision that

22 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
were delighted with the greater breadth of
participation in the 21st World Scout Jamboree it was WHERE RESPONSES WERE EXPRESSED
the case that, at a relatively late stage, it was IN THE QUESTIONNAIRE,
necessary to review the event budget in light of the
88% WERE MARKED VERY POSITIVE
corresponding significant decrease in anticipated
income. This obviously caused difficulties for those OR POSITIVE WHEN ASKED TO
involved in the operational planning for the event. GIVE A VIEW IN RELATION TO
A further complication was that a number of THE CONCEPT AND MANAGEMENT
Contingents registered multiple Troops OF THE OPERATION ONE WORLD
many of which had a few less than 40 SOLIDARITY OPERATION.
members in each. It was not easy to
find a way to ‘top up’ such Troops
For the implementation of the Operation One World
so that they had 40 members and
solidarity project, we relied heavily on the knowledge
this caused a number of difficulties
and expertise of WOSM’s 6 Regional Offices. Each
where Troop size had a direct affect on
Regional Director was requested to prepare a proposal
operational matters (e.g. food distribution,
listing the number of participants from the countries
transportation, the areas allocated for
in their region to be supported along with an estimate
camping) and also resulted in greater costs.
of the total cost (consisting of air fares, national and
local travel, UK entry visas, travel insurance, pocket
Operation One World money, administration in the region office, etc.). Once
the proposal had been checked and approved, an
It was always our aim that Scouts from more countries
agreement was drawn up and signed by the Regional
than ever before would attend the 21st World Scout
Director and the funds were transferred to the
Jamboree, particularly as this was the Centenary
Regional Offices. Reports showing clear and
Jamboree which would include the celebration of
transparent accounting of how the money was used
Scouting’s Sunrise. In order to achieve this, a
were required to be sent to the Jamboree Office in May
solidarity fund – Operation One World – was set up to
and October 2007. These reports detailed the monies
help those Scouts who would otherwise have not
that had been received, provided an analysis of the
been able to attend, to participate in the Jamboree.
expenditure that had been incurred and summarised
The guidelines set by the World Scout Committee
the overall position regarding the support that had
indicated that the amount of funding for the
been provided. The final report and accounts were
solidarity operation should be equivalent to
signed off by the Regional Director confirming that the
at least 2.5% of the total amount of
funds had been utilised in accordance with the
Jamboree fees. A major fund raising
agreement that had been entered into.
campaign called the World
Friendship Appeal was launched in the In total, Operation One World enabled more than 300
UK and this involved a direct mailing to all Scouts from 90 countries to attend the Jamboree and
adult members of TSA. The mail shot included the summary of the numbers by each WOSM region is
a letter signed by the current Lord Baden-Powell as follows:
and a small pin badge sent in advance as a token of SCOUT TROOP CONTINGENT
REGION COUNTRIES PARTICIPANTS LEADERS STAFF TOTALS
appreciation for anticipated donations. The appeal
Africa 28 72 3 1 76
was a huge success and more than the required
Arab 15 32 5 2 39
amount for Operation One World was received.
Asia-Pacific 14 54 2 2 58
Eurasia 7 51 4 2 57
European 7 45 1 0 46
Interamerica 19 49 1 1 51
Totals 90 303 16 8 327

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 23
 A full list showing Operation One World participation
by each country is available as a reference document. WHERE A RESPONSE WAS EXPRESSED
It was our belief that Operation One World would only IN THE QUESTIONNAIRE,
be successful with the support and help of each of 90% WERE MARKED VERY POSITIVE OR
WOSM’s Regional Offices. We would like to take this
POSITIVE WHEN ASKED TO GIVE A VIEW IN
opportunity to record our thanks to the Regional
Directors and their staff for their professionalism and
RELATION TO THE ACCOMMODATION AND
hard work in ensuring that Operation One World was a FACILITIES PROVIDED FOR THE HOME
great success. HOSPITALITY PROGRAMME.

Home Hospitality (HoHo)

Support to Contingents
From the beginning it was decided
that the organisation of Home During the Jamboree, the Contingents Support Team
Hospitality (HoHo) before and after worked closely with Heads of Contingents and their
the World Scout Jamboree should be teams in order to make their 21st World Scout
the responsibility of the UK Events and Activities Jamboree experience as positive as possible. A buddy
Team, rather than the responsibility of the organisers was allocated to each Contingent and they were
of the Jamboree. This created a number of difficulties, responsible for ensuring that regular contact was
not least with NSOs and Contingents who did not maintained and that the flow of information was
easily understand why their questions relating to facilitated. The team also provided an interpretation /
HoHo could not always be answered by members of translation service and this was particularly important
the Jamboree Team. at the daily Heads of Contingents meetings.

Despite this organisational difficulty, overcoming the The Contingents Support Team was based in the
challenge of finding HoHo for as many of the Business Centre of the World Scout Centre. The World
Contingents that wanted it was a priority for TSA, Scout Centre was located in the middle of the Jamboree
especially as warm hospitality has often been site (close to the Plaza with the tents arranged in a
extended to members of UK Contingents at previous Scout arrowhead) and, apart from the Business Centre,
World Scout Jamborees. We are pleased that that consisted of the Contingent Pavilions and area for the
through HoHo we were able to accommodate more World Organization of the Scout Movement.
than 6,000 Scouts from 23 countries for two or three
One small but important point arising from our
nights. Approximately three quarters of the HoHo
internal review of the World Scout Jamboree was that
places were with families and these were in locations
using the name “Contingents Support Team” should
throughout the whole of the UK.
be avoided because it created some confusion with
“Contingent Support Team” which is the name that
National Scout Organizations normally use to describe
WHERE A RESPONSE WAS EXPRESSED the team that is in charge of their Contingent.
IN THE QUESTIONNAIRE,
80% WERE MARKED VERY NEGATIVE Contingent Pavilions
OR NEGATIVE WHEN ASKED TO The purpose of the Contingent Pavilions was to
GIVE A VIEW IN RELATION TO THE provide a space for each national Contingent (or a
INFORMATION PROVIDED FOR THE group of smaller national Contingents) where their
Contingent Support Teams could:
HOME HOSPITALITY PROGRAMME.
Present and promote their Scouting, their
country and their Gift for Peace to the Jamboree
participants and Day Visitors.

24 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 Work and meet together in support of their
Contingent. WHERE RESPONSES WERE EXPRESSED
Communicate with their Troops / IST and with IN THE QUESTIONNAIRE,
the Jamboree organisers. 90% WERE MARKED VERY POSITIVE
Relax and rest. OR POSITIVE WHEN ASKED TO
Each Pavilion was an 8m x 4m modular tent designed EVALUATE THE EQUIPMENT AND
so that several could be joined together for larger SERVICES PROVIDED TO CONTINGENT
contingents. The number of tents allocated free of STAFF IN THE PAVILIONS AND
charge depended upon the size of the Contingent:
BUSINESS CENTRE.
Size of Contingent Tents allocated
Less than 100 members 1 tent
100 – 499 members 2 tents Contingent Receptions
500 – 999 members 3 tents
1,000 – 1,999 members 4 tents It has become traditional at World Scout Jamborees for
More than 2,000 members 5 tents many Contingents to host receptions to which
representatives of the other Contingents and the
Additional tents were available for hire at a cost of organisers of the Jamboree are invited. The Guest
£250 each (without equipment). Services Team managed several large marquees next
The tents were equipped with standard UK power to Hylands House and a maximum of 5 receptions on
sockets, overhead lights, 2 tables and 4 chairs. Fixed 8 separate days were possible. Small servings of
line telephones and hard wire computer networks alcoholic beverages were allowed to be served to
were not installed in the Contingent Pavilions; adults at the receptions. A professional caterer was
however, the World Scout Centre was covered by employed to prepare all substantial food required at
mobile / cellular phone networks and wireless the receptions and Contingents could choose from a
internet access. range of different menu options.

There was some confusion as to whether there should As a result of strict food safety regulations in the UK,
be activities in the Pavilions as part of the promotion Contingents that wished to share food items specific
of an NSO and its country. In general, we had to their culture could only do so using food that would
anticipated that the promotion in the Pavilions would not spoil or require refrigeration. These restrictions
be more static and any activities would be better as caused difficulties for some Contingents who
part of World Villages. understandably wanted either to offer a wide range of
food typical for their country, or prepare by
Business Centre themselves relatively large quantities of food
representing their culture.
The Business Centre was primarily for Heads of
We received feedback from a number of people who
Contingents and their teams and included telephones,
felt that the whole system of Contingent Receptions
PCs with internet access and Microsoft Office
should be reviewed, because to a large extent it is the
software, printers and photocopiers. Each Contingent
same people who attend the various receptions – they
had a post box in the Business Centre for internal and
are just hosted by different Contingents. A number of
external mail as well as other messages and faxes.
alternative approaches have been suggested and
There were also meeting spaces in the Business
these include the organisers of the Jamboree hosting
Centre and in a separate meetings tent.
one large reception for everyone or the NSOs in each
of the WOSM regions hosting a reception together.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 25
 Scout Guests Facilities provided in each of the Sub Camps were
as follows:
We recognised that some Contingents wanted to invite
Toilets, showers and washing facilities
a number of senior representatives from their NSO to
visit them at the World Scout Jamboree and these were Sub Camp Office and meeting room
called Scout Guests. As with all other visitors, Scout Programme tent
Guests had to be registered in advance and the
Food distribution point
Contingent was required to complete a Nomination
Form for each Scout Guest. Scout Guests were not Small stage
expected to visit the Jamboree for more than 2 or 3 Recycling facilities and waste disposal
days and they were the responsibility of the Contingent
The following was provided in each of the four
during their visit. Scout Guests were allowed to eat in
participant Hubs:
the Adult Restaurant, but meals had to be booked in
advance and were at a cost of £15 per day. Facility Centres (incorporating a range of local
services such as post, laundry, etc.)
Ready to eat foods
Organisation of Sub Camps
Sainsbury’s supermarket (only on Tropical and
The Sub Camps were home to the participants during Desert Hubs)
their time at the Jamboree and were where they slept,
Tuck shops (selling sweets, drinks, snacks, etc.)
lived, ate and played. Each Sub Camp was designed
to accommodate up to 2,000 people and this would Clinic for first aid, medical care and
normally be in Troops of 40 – including a leadership emergencies
team of 4 adults with each Troop. In order to Listening Ear Service and somewhere quiet
maximise interaction with Scouts from other Internet Café, pay phones and re-charging
countries, Troops from the same Contingent were facilities
allocated to different Sub Camps.
Site Operations and Gas Store
There were 16 Sub Camps in total and these were
A wide range of Programme activities and
organised into 4 “Hubs”, all named after natural
entertainments
landscapes as follows:
Medium sized stage
Desert Hub Mountain Hub

Sub Camp Team

The Sub Camp Leader was the person who had overall
responsibility for the camping, activities, health and
safety of all those on their Sub Camp. They were
supported by a Deputy Sub Camp Leader and four Sub
Camp Managers covering the areas of Programme,
Food, Site Services and Customer Services. The
Ocean Hub Tropical Hub
members of the Sub Camp teams were from different
countries, generally with a UK team member and a
team member from another country working together
to lead the team. The team members from outside the
UK were recruited before the Jamboree, often on the
recommendation of their NSO, in order to allow them
to become involved with the planning and preparation
phase. The mixture of nationalities, cultures and
languages both reflected the nature of the Jamboree
in each Sub Camp and proved practical in helping

26 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Troops to get the most out of the experience. Most of the equipment arrived in boxes of single items
A number of IST members were also allocated to each and a significant amount of space and volunteer time
Sub Camp and the teams worked together to answer was needed to sort the items and make up sets of
specific day-to-day questions and generally look after equipment for each box. Contingents had been given
the needs of the participants. the opportunity to choose whether they wanted to
cook in Patrols or Troops and the way the boxes were
packed reflected this. The box had been designed so
WHERE RESPONSES WERE EXPRESSED that it could be used as a base for the cooker and for
IN THE QUESTIONNAIRE, storing the kitchen equipment. There were problems
with the quality of one or two of the items (for
96% WERE MARKED VERY POSITIVE
example knives and tin openers), which appeared not
OR POSITIVE WHEN ASKED TO EVALUATE to be strong enough to last for the duration of the
THE TROOP LEADER AND TROOP Jamboree.
REPRESENTATIVE MEETINGS Camping gas was supplied free of charges and empty
IN THE SUB CAMPS. gas bottles could be exchanged for full ones at each of
the Hubs between 06:00 and 23:30.
In order to ensure that everything was going well,
members of the Sub Camp Team and one Leader from International Service Team
each Troop met each evening in order to evaluate the
past 24 hours and share detailed information about The International Service Team (IST)
the coming two days. In addition, there were daily is a key part of every World Scout
Patrol Leader meetings where two representatives Jamboree as it is this group of
from each Troop met with members of the Sub Camp volunteers who support and provide
Team every evening and gave their reflections on life the programme, services and facilities to ensure that
at the Jamboree and the Programme activities. participants have a very special Jamboree experience.
For the 21st World Scout Jamboree, 8,000 IST were
The first place for Troops and Troop Leaders to seek
originally planned for, but the final number was nearly
information and support was in their Sub Camp,
8,500. Over half the IST were aged 18 to 25 years and
where most issues could be easily resolved. If further
it is probable that a major reason for this was
support was needed, Troop Leaders naturally turned to
introducing a lower fee for this age group.
their Heads of Contingents and Contingent Support
Teams for help. As part of the process of ensuring that we had enough
IST for the Jamboree and to ensure that they were as
Sub Camp equipment well prepared as they could be, we encouraged NSOs
to appoint a person in their Contingent Support Team
Every Troop was issued with tables, benches, dining
who would focus on IST issues.
shelters, kitchen equipment and pioneering poles for
the duration of the Jamboree. A full list of the In advance of the main arrival of IST it was
equipment that was issued is available as a reference necessary to have a number (around 800) of
document. There were significant costs and logistical the IST on site to support the first few
challenges in providing such large volumes of days of operation. This was
equipment. In some cases, the quantity of larger items particularly important given the
such as tables and benches that were required meant need to get the Adult Sub Camp
that it was not possible to hire these. They therefore operational and functioning. It was key
had to be bought and as much as possible of the cost to ascertain which NSOs were able to
recovered from selling them after the Jamboree. provide pre-event IST as early as possible.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 27
 The proportion of IST that did not turn up for the role had not turned up for work. At the World Scout
that they were allocated to was much higher than we Jamboree, the tracking system did not work at all. The
anticipated (up to 20%) and became progressively volume of people that we were trying to scan was too
worse as the Jamboree went on. For some less great and there was no robust process in place for
attractive roles, the problem was even worse than this. putting messages onto the system. Given the success
We believe that there were a number of reasons why of the tracking system at EuroJam, we do believe that
IST did not turn up for their role and these included: there is merit in continuing to consider this for future
The initial role specific training did not take World Scout Jamborees.
place and an alternative time to do this was
not organised.
WHERE A RESPONSE WAS EXPRESSED
Some IST did not feel valued in their role and
they therefore decided not to return.
IN THE QUESTIONNAIRE,
92% WERE MARKED VERY POSITIVE
Some IST did not like the role that they had
been allocated and they therefore decided not OR POSITIVE WHEN ASKED
to turn up. TO COMMENT ON THE IST
It is clear that the Jamboree Team as a whole could OPPORTUNITIES CATALOGUE.
have done much better at introducing IST to their
roles, ensuring that IST felt valued and were motivated
and generally ensuring that IST got the most out of the Role allocation
Jamboree whilst still contributing to the overall
The IST Opportunities Catalogue was sent out
success through the role that they had been given.
in June 2006 and Contingents were
However, members of the IST also had a responsibility
requested to collect five role choices
to fulfil their commitment to the Jamboree and it is
from their IST members, along with
disappointing that some opted not to at the first sign
copies of qualifications required
of difficulty.
for specialist roles (such as water
We received strong feedback from some Contingents activities instructors, doctors, etc.).
saying that they thought it was completely At the end of 2006, Contingents were
unacceptable for IST to work in a commercial role (for provided with a spreadsheet on a CD on
example, food stalls, the Scout Shop, etc.) because which they could enter the role choices and
they had “paid a fee to serve, not to make money for other details for the IST members. The intention was
others”. We had not anticipated this problem because to upload this information to the main database,
our thinking was that such commercial operations complete the process of allocating jobs and provide
provided a service to those at the Jamboree and also Contingents with the details of the allocations of their
generated additional revenue that helped to ensure IST members as they became available (but not before
that the Jamboree fee was kept as low as possible. May 2007). The data was slow in coming in from NSOs
Nevertheless, we do acknowledge the strength of which meant that the allocation process did not
feeling that some people had in relation to this and progress as fast as planned. We also encountered very
we therefore apologise for any offence caused. significant technical difficulties both in uploading the
information to the main database and also in the
At EuroJam, a ‘tracking’ system had been
process of indicating the role that an IST member had
trialled whereby the ID Passes of adults
been allocated. We did manage to advise NSOs of the
were scanned as they went into the
final role allocations in June 2007, although we had to
Adult Restaurant and generally this
advise that there could be some changes prior to
system worked well. Messages could
arrival at the event.
be put on the system for particular
individuals and, for example, this enabled us
to communicate with members of the IST who

28 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 IST Training
WHERE A RESPONSE WAS EXPRESSED IN
The main arrival day for the IST was Tuesday 24th July,
THE QUESTIONNAIRE, 55% WERE MARKED
whereas the main arrival day for the participants was
VERY NEGATIVE OR NEGATIVE WHEN Friday 27th July. The main reason that IST arrived a few
ASKED IF THE PROCESS OF IST days before the participants was to allow time to
ASSIGNMENT AND ROLE ALLOCATION complete some training and become familiar with the
role that they had been allocated at the Jamboree. The
WAS WELL RUN.
aim of the IST Training was that those who have
completed it will:
There is no doubt that despite considerable efforts to
Recognise the importance of IST (behaviour,
try and solve the problems by a number of very
turning up for work, ready to work, part of a
dedicated people, there were extensive difficulties in
Core Team and the wider Jamboree Team,
relation to role allocation for the IST and these were
motivation to ensure participants have a great
primarily due to difficulties with the main database.
time).
One aspect that we could have worked harder to
Have been briefed on the role of and support
understand was the cultural traditions and
offered by the HR Team (including how to keep
sensitivities of those nationalities attending as IST.
themselves safe on and off site).
Some research could have been undertaken so that
we had a better understanding of the ways in which Have been engaged in an activity which
IST from different countries are used to operating and reinforces important information regarding
working. This would have been especially important in emergency situations (fire, accidents,
relation to the role allocation process and defining the evacuation, etc), meal times, IST excursions,
working hours of IST. help desk opening times, Adult Hub.
Have been reminded of their responsibilities in
Our experience and subsequent evaluation concluded
relation to respecting all cultures and the UK
that it would be better to provide the IST with their role
Child Protection Policy.
allocation only when they arrive at the Jamboree.
However, we believe that such an approach would also Have been inspired and motivated to make a
require a robust and fair process to facilitate role positive contribution to the success of the 21st
changes / swaps. It would probably also be necessary World Scout Jamboree.
to allow some exceptions – for example specialist roles The main parts planned for IST training were as
where specific qualifications are need or an IST follows:
member who would have to bring particular equipment.
Generic Training – all IST members were required to
Alternatively, a model could be developed that attend a generic training session as an introduction to
would involve NSOs much more in IST the Jamboree. The objective of the generic training was
allocation – for example, each NSO to inform and inspire the IST at the start of the
could be given a quota covering the Jamboree before they began working in their roles. This
various roles at the Jamboree and generic training was delivered in the following ways:
be asked to find suitable IST from
In groups of around 200 at a time.
their Contingent to fill these.
To most IST on 25th – 26th July.
We believe that we should have done more
in motivating IST primarily to take part and To IST members working in the Off Site
contribute to the success of the Jamboree, rather than Programme Team on the evening of 24th July.
to be too concerned about the particular role that we To Pre-Event IST on 22nd July.
asked them to do. The World Scout Jamboree
In both English and French.
experience was less about the work they did each day
and much more about the people that they shared In Jamboree Core Teams.
this fantastic opportunity with.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 29
 Orientation Activity – during the Generic Training, Art and Crafts.
members of IST were also given an Orientation Activity
Sports and Games.
to complete before the participants arrive on site. The
Orientation Activity was done in small groups in their Entertainment
own time and when convenient. The main purpose of (incorporating International Showcase).
the Orientation Activity was to enable members of the One World Fair on 1st August.
IST to get know as much of the Jamboree Site as
Full days and half day excursions
possible before participants arrived.
(London, Colchester, Cambridge, Windsor
Child Protection – An online child protection exercise Castle, Lakeside and Gilwell Park).
was developed in conjunction with the Boy Scouts of Global Development Activities.
America and the World Scout Bureau and the plan was
that members of the IST would be encouraged to
complete this prior to coming to the Jamboree.
WHERE A RESPONSE WAS EXPRESSED
However, there were technical difficulties with this
IN THE QUESTIONNAIRE,
and it did not work in the way that was intended. A
section on Child Protection was therefore included in 70% WERE MARKED VERY POSITIVE
the Generic Training. OR POSITIVE WHEN ASKED TO
Role Specific Training – as soon as possible after EVALUATE THE PROGRAMME IN
arriving, members of the IST were also required to TERMS OF INFORMATION PROVIDED,
complete training provided by the team that they were APPROPRIATENESS OF CONTENT AND
allocated to. Given the wide variety in the teams and
METHODOLOGY OF THE ACTIVITIES.
roles, there was no single model or approach that was
applied for this training.

Once a member of IST had completed their training, The Adult Jamboree Friendship Award
they were presented with a specially produced World
Scout Jamboree IST T-shirt. It was decided to offer an Adult
Jamboree Friendship Award
available to all adults at the
WHERE A RESPONSE WAS EXPRESSED Jamboree and this was also the
first time that this had been done
IN THE QUESTIONNAIRE,
at a World Scout Jamboree. The
80% WERE MARKED VERY POSITIVE purpose of the award was to encourage and help all
OR POSITIVE WHEN ASKED adults to have a full and worthwhile experience at the
IF THE PROCESS OF IST GENERIC Jamboree. In order to complete the Adult Jamboree
Friendship Award, the following had to be achieved:
AND ROLE SPECIFIC TRAINING
WAS WELL RUN. Find out more about life in another country.
Join with three adults from other countries for
meals during the Jamboree.
Make new friends. From your work teams and
Adult Programme free-time activities make five or six new friends
For the 10,000 or so adults on site, most of the time and exchange contact details with them.
was spent working really hard, but it was important for Find out more about Scouting around the
everyone to take some free time during the Jamboree. world. Visit at least two countries in the World
For the first time at a World Scout Jamboree, a full and Scout Centre.
exciting Adult Programme was therefore provided and
Find out more about issues affecting the world
this included:
today. Take part in a Global Development

30 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 activity, either in the Adult Sub Camp or in the run from the Hub and was based at the “Kross” (cross
Global Development Boulevard. shaped) Marquee. The Island Hub was the only place
Experience the spiritual and/or religious on the site where alcohol was served, although
dimension of Scouting. Visit the Faith and separate, alcohol-free social areas were also provided.
Beliefs area, or the Quiet Area in the Island The Island Hub was an adult only area and no
Hub, or attend a service organised by one of participants or anyone under 18 years old
the faith communities at the Jamboree. were allowed to be there.

Celebrate the Centenary - join in a 1st August In short, the Island Hub was a
activity. For example, the Sunrise Ceremony, place where all adults lived,
the Food Festival or the Gifts for Peace Concert relaxed, and socialised. The
in the evening. Programme activities offered something
for everyone and there were regular events
Challenge yourself - try something new. A new
on the Adult Stage. As we were concerned that
activity, eat some new food, hold a
many adults at the Jamboree had long days with early
conversation in a language that is not your own.
starts, we did try to ensure that evening activities did
Commit yourself to share our experience with not go on too late and that there was no excessive
others back home to promote Scouting as a noise. However, feedback was received from a
worldwide family. number of people indicating that there were not
Once all of the above had been completed, the Adult enough opportunities for those adults who wanted to
Jamboree Friendship Award badge was awarded. stay up much later in order to socialise with others at
the Jamboree.
Adult Camping Area
In the past it has been the case that different groups
Registration System
of adults stayed in different parts of the site, but for
For EuroJam an online registration system was trialled
the 21st World Scout Jamboree it was decided to have
and those attending were required to log on via the
one camping area to accommodate almost all of the
internet and enter their details. This was only partially
members of the IST, Contingent Support Teams and
successful. There were detailed discussions about
Jamboree Organising Team – although members of
which approach should be taken for the World Scout
the Sub Camp Teams and Troop Leaders camped in
Jamboree and in the end it was decided to distribute a
their Sub Camps. The Adult Camping Area was
spreadsheet on a CD for Contingents to complete and
therefore the largest camping area on the Jamboree
return to us. The main reason for adopting this
site, being home to nearly 10,000 adults. In general,
approach was that we anticipated that most
adults were encouraged to camp in areas defined to
Contingents would have their data on a system locally
accommodate the various Jamboree teams, rather
and it would be easier for them to import this onto a
than with others from their own Contingent. This only
spreadsheet than enter it all again online. Once the
partially worked because some members of the
spreadsheets had been returned to us, the intention
IST preferred to camp in the same area as
is that we would upload them to a main database. We
people they already knew, rather than
always knew that a weakness in the system was that
with those who were in their team at
once the data had been uploaded, it would not be
the Jamboree.
easy to make any corrections or alterations, but it was
The Island Hub was adjacent to the planned that this would be done manually by the staff
Adult Camping Area and contained a of the Jamboree Office.
wide range of services including the Adult
However, one aspect that we had not anticipated was
Support Centre. There was a stage, bar area,
that despite designing the spreadsheet template as
food stalls, sport and recreational facilities,
carefully as possible so that Contingents had to enter
laundry service, toilets and showers and several other
data in a consistent way, there was a huge amount of
outlets and facilities. The Adult Programme was also

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 31
 work to ‘cleanse’ the data before it could be uploaded Printed resources
to the main database. The main database was built
from scratch by a small team of volunteers (most of A number of different publications were
whom were professionally involved in IT / IS industry), produced for use at the World Scout
but the development was consistently behind schedule. Jamboree and all were produced in
It became clear that we were entirely dependent either both English and French. The
on a single individual or a very small number of people initial print run was 90% in
who had the ability and / or access to do the English and 10% in French and an
programming and if they became unavailable, any additional reserve supply of 10% in
requests for things to be done were not progressed. English was also produced. During the
Jamboree it became clear that many of
Check-in those that we anticipated would take French versions
of the publications actually preferred an English
The main Check-in Centre was at North Weald Airfield version. The stock of English versions ran out and
and this is where the majority of IST members, additional ones had to be printed and this was
participants, Troop Leader and Contingent Support expensive because of the relatively low print runs.
Team members checked in. For participants the Troop Given the very low take up of resources printed in
Leader presented a suitable form of identification French and the resultant relatively high cost, it is
and they then received a Jamboree ID Pass in a questionable as to whether or not it is worth
plastic wallet, a lanyard, a Jamboree scarf, a producing French versions.
Jamboree badge and “Jamboree Essentials” (a small
The following main printed resources were produced:
fold out map and guide) for each member of the
Troop. When the details of those wanting to check-in Jamboree Essentials – this was a fold out map
were already correctly loaded into the database, the and guide for all participants, Troop Leaders,
system was fast and efficient. IST members and Contingent Support Team
members.
Who’s who Handbook – four different handbooks for
participants, Troop Leader, IST and CST were
For security and a number of other reasons, it was
developed with shared content and similar
important to be able to identify people at the Jamboree
layouts. The CST Handbook had all of the
and everyone was therefore requested to keep their
information that was in the other handbooks
Jamboree Scarf and Jamboree ID Pass with them at all
plus specific information for the CST. The CST
times. The coloured border of someone’s Jamboree
Handbook was also the one that was provided
Scarf indicated that they were one of following:
to members of the Jamboree Team.

Participants Cook Book – this provided guidance about the

food distribution system in Sub Camps, details
Troop Leaders of the daily menu and serving suggestions.

International Service Team

“Time to Think” – this was the Faith and
Beliefs material that was supplied to each
Contingent Support Teams and NSO representatives Troop Leader for use with their participants.
The material was split into a series of cards,
JMT, JCT, JOT and JDT
each themed to match the different
Programme areas. It was designed to be used
Cast and performers
by participants at an appropriate time during
Off Site Programme Team the day.

Activity partners and Scout Traders

32 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 Daily Reflection cards – these contained a
‘thought for the day’ and the version for
participants reflected the Programme activity
for that day, whereas the version for adults
had a thought to do with service and
international friendship.

WHERE A RESPONSE WAS EXPRESSED

IN THE QUESTIONNAIRE,
100% WERE MARKED VERY POSITIVE
OR POSITIVE WHEN ASKED IF THE
HANDBOOKS WERE HELPFUL IN
PROVIDING INFORMATION AND
PROMOTING INVOLVEMENT IN THE
PROGRAMME OF THE JAMBOREE.

Behaviour guidelines
At an event as large at the World Scout Jamboree and
with so many different cultures present, there were
always going to be many opportunities for
misunderstandings and disagreements to occur
between individuals. We produced a number of sets
of guidelines that specifically set out what was
acceptable and what was not acceptable. These were:
Code of Conduct – this was the main guidance
as to how to behave and there was a version
for adults and a version for participants.
Young People First – this was a version of TSA’s
comprehensive code of good practice in
relation to Child Protection, adapted for the
World Scout Jamboree.
Badge Swapping – specific guidance was
provided in relation to badge swapping and
this was in accordance with WOSM’s
guidelines.

All of these are available as reference documents.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 33
 Programme
Each of these objectives was fundamental in the
Programme Development development of the Programme and inherent in both
Planning for the Programme of the 21st World Scout the thinking and methodology used during the
Jamboree started with looking at the guidelines developmental process.
provided by the World Scout Committee, as well as In addition, the Jamboree Programme Team
considering learning points from previous events, established three principles that should be evident
personal observations from participants and adults at in every aspect of the Programme. These were that
previous Jamborees, highlights of recent Jamborees it should:
and current educational thinking about the range of
Excite: about the possibilities the
ways in which individuals learn.
future can bring.
The Programme framework was tested at EuroJam,
Motivate: to take action, to change
although changes were made to accommodate the
the way we live.
different groupings and age range at this event.
Research was undertaken during and after EuroJam to Challenge: thinking, physical.
gather feedback from participants and adults from the
World, European and UK organisations that attended.
In addition, the World Scout Bureau Observers WHERE RESPONSES WERE EXPRESSED
provided an extensive report and each of the IN THE QUESTIONNAIRE,
Jamboree Core Teams and the Jamboree Management 96% WERE MARKED VERY POSITIVE
Team also completed reviews.
OR POSITIVE WHEN ASKED IF
Following this period of review, further adjustments THEY THOUGHT THAT THE
were made to the Programme for the 21st World Scout
JAMBOREE PROGRAMME ACHIEVED
Jamboree and a comprehensive Youth Programme
Guide was produced, giving detailed information
THE PRINCIPLES THAT IT SHOULD
about all aspects of the Programme. EXCITE, MOTIVE AND CHALLENGE.

Educational Objectives There were also some additional objectives that the
team worked to meet:
In accordance with the aims of Scouting, the Jamboree Encourage action upon return.
Programme was designed to help all participants to
Include all participants equally.
develop physically, intellectually, socially and
spiritually. In particular, the Jamboree Programme Be educational.
took as its starting point the eight objectives for the Be balanced.
2007 celebrations as agreed by the World Scout
Be ‘active’ in all it does.
Committee. These were:
Be well communicated.
To celebrate 100 years of Scouting.
Show Scouting as a progressive and
To demonstrate the unity of World Scouting.
inclusive movement.
To improve and promote the quality of Scouting.
Recognise the challenges faced by the
To promote peace. Global community.
To demonstrate the unique value of Scouting. Be in a safe and stimulating environment.
To provide enjoyable and beneficial
experiences.
To demonstrate a commitment to nature and
the environment.
To show concern for all communities.

34 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 Sub Camps were allocated to a specific Programme
WHERE RESPONSES WERE EXPRESSED area (or Choice Time) at a specific time. As an
IN THE QUESTIONNAIRE, example, the timetable for Canyon Sub Camp is
shown below:
94% WERE MARKED VERY POSITIVE
OR POSITIVE WHEN ASKED IF Morning Afternoon Evening
Friday 27th July Arrival
THEY THOUGHT THAT THE JAMBOREE Orientation
Saturday 28th July Sub Camp Activities
PROGRAMME REACHED THESE Opening Ceremony

ADDITIONAL OBJECTIVES. Sunday 29th July AquaVille Challenge 100

Monday 30th July Starburst World Showcase
Tuesday 31st July GDV Choice Time Vigil
Wednesday 1st August Sunrise Day

Programme Timetable Thursday 2nd August

Friday 3rd August
Splash!
TerraVille
Spectrum
Sub Camp Fiesta
Saturday 4th August Trash Choice Time Hylands Games
The Programme was arranged into a series of different Sunday 5th August Gilwell Adventure Party Time
activities, providing all participants with the Monday 6th August Choice Time Elements Carnival
opportunity to take part in all aspects. Tuesday 7th August Pack up
Closing Ceremony
There were three key types of activities: Wednesday 8th August Departures

Activity Modules - these were the core

activities that all participants should take part Ticketing
in. These took place both on the Jamboree
site at Hylands Park and off site at a number The decision to reduce the number of activities
of different venues. requiring tickets was made very early on in the
Choice Time Activities - these were the planning of the Programme. Feedback from many
activities that participants could choose to events indicated that adults spent a significant
take part in during their Choice Time (periods amount of time sorting and distributing tickets for
when they were not timetabled to take part in activities, yet often these systems did not maximise
an Activity Module). personal development opportunities for the young
people. A largely ticket free system was designed for
Additional Activities - these were activities
the Jamboree to ensure that participants could take
that took place outside of the main daily
part in activities most appropriate to their age and
schedule of Activity Modules.
experience, as well as in different groupings –
During the Jamboree, all participants had an equal including in Patrols, peer groups and as an individual.
allocation of each of the Programme activities, as
Most Programme areas designed systems to
follows:
split participants into different groups at the
Programme Activity Time Location start of a session, but these did not rely
World Village – AquaVille 1 day On Site on the use of tickets. Examples
World Village – TerraVille 1 day On Site include the use of different coloured
1
Global Development Village /2 day On Site
‘Leave no trace’ tags in Elements,
1
Elements /2 day On Site
1
different coloured plastic bottle tops in Trash
Trash /2 day On Site
Starburst 1 day Off Site and wristbands at Gilwell Adventure. In some
Gilwell Adventure 1 day Off Site Programme areas, participants were free to look
Splash! 1 day Off Site around and choose to participate in the activities they
Choice Time 3 x 1/2 days On Site were most interested in. The lack of tickets seemed to
(including the Global Development Boulevard,
Globus, Faith and Beliefs and Energise) increase the participation in activities and enable the
participants to enjoy them more.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 35
 Daily Timetable Participate in World Village TerraVille and
complete at least five activities in the World
The daily timetable was designed to give guidance to Village Passport.
Troops planning their normal daily routine and was Complete a Global Development Village
presented as follows: Workshop.
06:30 Get up, breakfast, Troop assembly. Visit two of the GloBuses.
You might get up later on some days depending
on your activities, but you might have to get up earlier too!
Visit the Global Development Boulevard and
07:30 - 09:00 Departure for Programme activities.
It may take you a while to get across the site to your visit at least five stands.
activity or transport.
09:30 - 12:30* Programme activities. Visit the Faith and Beliefs area and take part
You will take part in all sorts of activities. in an activity.
See the section on Programme.
12:30 - 14:00 Lunch break. Attend a Religious Service or Scouts’ Own.
You will take your lunch with you every day so that you
don’t need to go back to your site.
Commit yourself to do something that will
14:00 - 17:00* Programme activities
make a difference to your community when
17:00 Evening routines, dinner, meetings.
You may get back to your site at different times you get back home from the Jamboree.
depending on which activity you are doing.
20:00 Evening Programme.
This will be different every day!
22:30 Return to Troop site
WHERE A RESPONSE WAS EXPRESSED
23:00 Lights out and silence
IN THE QUESTIONNAIRE,
* Some Programme activities started and finished at
85% WERE MARKED VERY POSITIVE
different times
OR POSITIVE WHEN ASKED IF
THEY WERE SATISFIED WITH THE
Jamboree Friendship Award
s co u t ja m CONCEPT AND REQUIREMENTS OF THE
d
rl
bo

The Jamboree Friendship Award JAMBOREE FRIENDSHIP AWARD.

2 1st w o
ree s co ut

was designed to be achievable

by all participants. It m
o n d le
encouraged participation in a ia

wide range of activities and helped participants to

Sub Camp and
make the most of the opportunities to make new Evening Programme
friends. To achieve the award, participants needed to
do more than just ‘turn up’ to activities. Stickers or The Sub Camps were where the
stamps were recorded in the participant’s handbook participants lived, met others,
on completion of the different parts of the award. developed and took part in a variety
of activities and meaningful
These were the criteria that participants needed to
moments. Each Sub Camp had its own
achieve to receive the award:
rhythm, activities and style, which
Take part in the Sub Camp opening activities was supported by a Sub Camp
as part of an international Patrol. Programme that was designed to:
Join another Troop for a meal during the Help to establish the Sub
Jamboree. Camp identity.
Find 10 new friends and exchange contact Involve participants in relaxed, creative and
details with them. fun activities.
Participate in World Village AquaVille and Develop friendships and a feeling of
complete at least five activities in the World belonging.
Village Passport.

36 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 Inform participants of the opportunities
available and assist them to find their way WHERE A RESPONSE WAS EXPRESSED
around the site. IN THE QUESTIONNAIRE,
The Sub Camp Programme ran throughout the 98% WERE MARKED VERY POSITIVE
Jamboree, including during Choice Time and on some OR POSITIVE WHEN ASKED ABOUT
evenings. As well as orientation activities to help
THE ATTRACTIVENESS AND
participants settle in, there were opportunities to
complete a series of challenges in International
EDUCATIONAL VALUE OF THE
Patrols and for Troops to give a stage performance. ACTIVITIES IN THE WORLD VILLAGES.
There were also plenty of opportunities to take part in
sports, games, art and music activities, or to share A key to the success of World Villages were the close
activities from home with new friends from other partnerships that were developed with NSOs, because
countries. Participants also spent time in their Sub it was the NSOs themselves who ran all of the
Camps preparing for the carnival, which took place on activities. The preparation, planning and organisation
the penultimate night of the Jamboree, ending with an of the activities by NSOs was exceptional and their
open-air disco in each Hub. enthusiasm and commitment in providing activities
for the World Villages was inspirational.
World Villages Very early on, it was recognised that NSOs
would incur costs in running World Village
The motto of the 20th World Scout activities and a system of grants was
Jamboree in Thailand was “share our therefore introduced. In total,
world, share our cultures” and an nearly £100,000 in grants was
important part of the programme allocated and this was generally
was the Crossroads of Culture, done by showing a credit on
where Scouts were able Contingent accounts. In addition, bulk
to ‘travel around the supplies of various materials required for the
world’ for half a day. It World Villages activities were purchased centrally and
was decided to build distributed to NSOs.
upon the success of the Crossroads of Culture and
World Villages contained nearly 400 activities run by
EuroVille was therefore piloted during EuroJam in
75 NSOs, each with clearly defined educational
2005. For the World Scout Jamboree in 2007, this
objectives. The number of NSOs from each region of
programme element was called World Villages and
the World Organization of the Scout Movement who
there were two main areas – TerraVille and AquaVille.
ran World Village activities is shown below:
The objectives of World Villages were defined that by
the end of the 21st World Scout Jamboree every Region Number of NSOs % of total NSOs
Arab Scout Region 6 8%
participant will have had the opportunity:
Asia-Pacific Scout Region 17 23%
To explore different parts of the world in a Africa Scout Region 3 4%
wide range of ways - social, cultural, Eurasia Scout Region 1 1%

geographical, economical and historical. European Scout Region 30 40%

Interamerican Scout Region 16 21%
To discover and respect the differences and Other 2 3%
similarities of each nation and culture. Totals 75 100%

To participate in workshops and develop

new skills.
To experience working in multi-cultural groups.
To develop an interest in continuing
international exploration and education.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 37
 The percentage of activities in each of the themed issues of importance to their local, national and
activity zones is shown below: international community.

Creativity / Culture 47% The educational objectives of the Global Development

Sports / Games 19% activities were:
Food 16%
to enable young people who participate to
Rites / Customs 10%
discover the principal development issues
Environment / Science 6%
Other 2% that face the world today
to develop a better understanding of those
A full list of World Village activities is available as a issues and how to contribute to solving them
reference document.
to acquire skills that will allow them to react
The two days that each participant spent at World to those issues in their own communities
Villages were designed to be short days, with time for
Global Development was arranged into four different
lunch in the middle of the day. This was to encourage
parts, to give participants lots of different ways to
participants to attend for the whole session
engage with the topics, bringing the issues out of the
and to reduce the amount of walking
Global Development Village to a variety of locations
across the site. At lunch time an arena
around the site. The four areas were:
show was produced for the 8,000
participants and Leaders to watch Global Development Village – workshops
and join in with, based on the Global Development Boulevard – interactive
traditional theme of medieval knights. stands
Activities from each NSO were group together GloBus – activities on double decker buses
in order to maximise the impact from each Info Points – large signs showing information
particular country. This also facilitated the sharing of on development issues
equipment and ensured that there was flexibility in the
use of IST who were running the activities. Some NSOs The majority of the activities were provided by partner
that provided a large number of activities had more than organisations, some of whom had existing
one area in different World Villages. In particular, there relationships with WOSM or TSA, although there were
were two Village UK areas which highlighted the four many with whom we formed new relationships. It was
nations that make up the UK. Activities in these areas unfortunate that UNESCO, traditionally a
were created and run by members of the UK Contingent. strong supporter of World Scout
Jamborees, withdrew shortly before
With four Sub Camps in the World Villages on each day, the event which meant that several
a huge amount of organisation was required to make workshops and other activities
sure that there was a good mix of activities in the were unable to run.
different areas and participants were encouraged to
visit lots of different countries. The food halls were Partner organisations were given a
especially popular. These were designed to keep food detailed briefing document and other
activities together, where high levels of hygiene could supporting information to help them
be ensured and a marketplace feeling could be created. understand the event and the longer term potential in
partnerships. Each organisation was allocated a key
contact within the volunteer team and additional
Global Development support was provided through the Jamboree Office
and the World Scout Bureau.
Global Development activities were
core to the Programme of the 21st A list of all the NGOs that took part in Global
World Scout Jamboree. Using a Development activities at the Jamboree, together with
variety of methods, they enabled details of the activities that they provided is available
young people to find out about and engage with as a reference document.

38 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Global Development Village Global Development Boulevard
Participants visited the Global The Global Development Boulevard
Development Village for half a day allowed all participants (during their
during their time at the Jamboree. Choice Time), Troop Leaders,
Participants remained together in members of the IST and Day Visitors
Patrols and upon arrival took part in a mass drumming to explore further the range of issues raised in the
session. They were then separated into four groups, Global Development Village. It was located at the
each of which went to one of the four zones: centre of the Jamboree site between the Arena and
Environment the Plaza.

Health Through a combination of static displays and

interactive ‘walk-in’ activities, participants were able
Human rights
to learn about the projects of national and
Peace international organisations and explore the ways in
Participants were then given tickets for one workshop which they could get involved.
which was a two-hour activity dealing with one or
more of the issues that face the world today. They GloBus
attended the workshop as a Patrol, but with one other
GloBus was a new idea for this World
Patrol from another Troop on their Sub Camp and this
Scout Jamboree. The concept was to
meant there were 18 people in each workshop
use the iconic British double decker
(plus Troop Leaders). The workshops were
buses as a place where participants
designed to highlight the principle
could find out more about Global Development issues
development issues facing the
in a fun and informal setting, visited during their
world today and empower
Choice Time. There were six buses arranged in two
individuals to develop skills to
groups of three in the Mountain and Tropical Hubs.
react to those issues in their own
Each bus posed a question which reflected the theme
communities and further afield. Towards
of the bus and was answered by participants through
the end of their workshop, participants and
activities undertaken whilst they were on the bus:
Troop Leaders had the opportunity to make a pledge,
or promise, of what they can do to help create a better Is there a perfect woman? (Women’s rights and
world. They then came together for discussion and issues).
another drumming session. Each workshop aimed to: Does HIV/AIDS affect you? (HIV/AIDS).
Allow young people to discover the principle What are our rights? (UN Rights of the child).
development issues facing the world today, to
How big are your footprints? (Global travel).
understand their origins and consequences –
current and future – and what can be done to What if the tap ran dry? (Water).
help resolve them. Does slavery still exist today? (Slavery).
Allow them to acquire the skills to react to
those issues in their own communities. Info Points
Encourage and motivate them to react to those As well as the participatory Global Development
issues in their own surroundings. activities, a range of Info Points were developed.
These were large signs (from 1m to 5m in width) that
used a striking photo and a fact to publicise a
particular issue. Many of the Info Points were
sponsored by external organisations. Info Points were
placed throughout the main site at Hylands Park as

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 39
 well as at the Check-in Centre at North Weald and at
the Off Site Programme locations. The artwork was WHERE A RESPONSE WAS EXPRESSED
also used on the large screens at the Gifts for Peace IN THE QUESTIONNAIRE,
concert.
98% WERE MARKED VERY POSITIVE
In addition to the Info Points, a series of Global
OR POSITIVE WHEN ASKED ABOUT
Solution Points were developed, which provided
people with ideas of small actions that they could
THE ATTRACTIVENESS AND
take to help create a better world. EDUCATIONAL VALUE OF THE
ACTIVITIES IN ELEMENTS.
Elements
Throughout the Jamboree different ‘big’ activities were
The focus of Elements was the brought in to highlight a specific part of the Elements
science of each of the four elements Programme – for example, a hot air balloon, a
– Earth, Fire, Water and Wind. As a microlight and a hovercraft.
result of the review and evaluation of
There was a strong focus on space and astronomy and
EuroJam, Elements was introduced into the
on one evening a link via Amateur Radio to the
Programme, in order to increase the amount of
International Space Station was organised – this was
Science and Technology activities. Around 200
a great occasion with more than 500 people present.
activities (a mixture of walk-in and workshops) were
The Fire area assembled rockets and fired some at the
offered on a 1km x 1km area of the site. Members of
end of each session. On the last day, 1,200 rockets
the Elements team met the participants in their Sub
assembled by participants were simultaneously fired
Camp and distributed ‘Leave no trace’ tags which were
and this became a new Guinness World Record.
highlighted as one of the four elements. The Sub
Camp then started to walk to Elements making noise The majority of the activities were provided by external
using multi-coloured wind pipes. As they reached the organisations including companies, scientific and
adjoining wooded area, flags and countdown signs research institutes / universities and statutory bodies
helped raise the participant’s expectations. such as the Fire Brigade. We are very grateful for the
support and expertise that was offered by these
Once they emerged from the wooded area, there were
organisations.
pathways leading to 4 decorated large marquees for
each of the elements. In each marquee there was a
music/picture show followed by a video which Trash
introduced the particular element. After the
video, groups of participants were then able Trash was a half day activity
to take part in 50 hands-on activities in designed to encourage participants
each of the four elements areas. to think about how everyday
Participants were generally materials can be reused and how our
encouraged to spend the time in the actions, no matter how small, can affect our planet.
allotted area but they were also free to Each participant had the opportunity to visit Trash
visit the other elements areas. The free once and they were grouped into International Patrols
movement of participants within their allocated of 10 people. The four zones of Trash were the:
area and to other areas appeared to work very well Art Zone
and there was very little queuing.
Challenge Zone
Different levels of activities were provided, so that Knowledge Zone
participants could spend a short time learning the
Music Zone
basics about lots of different activities or spend over
two hours focusing on one particular activity in depth.

40 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
In each zone there were 45 bases running the same Showed concern for all communities regardless
activity and the Patrols rotated around all four zones of faith, race or age by participating in a wide
so that every participant was able to take part in variety of projects.
each activity.
A wide range of Starburst projects was organised and
The Art Zone was an area where participants work took place in locations including country parks
had to make art work out of rubbish that and conservation areas, special needs schools,
could be recycled. Each Patrol was hospitals, homes for the elderly and local villages.
provided with the same materials, Finding suitable projects to occupy 4,000 Scouts a
but everyone created different day, on 8 separate days and all within a one hour
works of art. A photograph of the drive of Hylands Park, was very challenging. The team
artwork was taken from a scaffolding worked hard to try and get a balance of different types
tower above and the photographs were of projects and worked in partnership with community
displayed in the Boulevard. groups, national charities and local authorities. Many
In the Challenge Zone, international Patrols had to of the projects that were suggested, including
work together to overcome a number of obstacles, regeneration projects in the centre of London, were
again using only materials that could be recycled. not feasible, either because they were not large
enough to occupy a full coach of participants, or
The Knowledge Zone was an interactive quiz where
because of strict Health and Safety requirements. The
the international patrols had to work together to
most successful partnerships were based
answer a series of multiple choice questions about
around conservation work and
recycling and the environment.
although it would have been easier
The Music Zone was all about making music out of for all the participants to take
rubbish. Led by a small group of professional part in this kind of project, it
drummers, participants were encouraged to make was felt than a broader range of
rhythms out of different types of reusable objects projects was needed. An additional
including water bottles, dustbins and tin cans. effort was therefore made to establish a
number of (often smaller) projects of a
more social nature – for example, providing
Starburst entertainment in centres for the elderly.
Starburst built on the success of the Projects ranged in size from a one day project for 47
Community Service aspects of the participants to an eight day project accommodating
two previous World Scout Jamborees 255 participants on each day. Starburst was not
and was identified in the original ticketed in advance and participants were sorted onto
feasibility study as an integral part of the Programme. coaches bound for different projects as they arrived at
Starburst aimed to put Scouting’s values into practice, the bus stop. Troop Leaders were asked to attend
working in and learning about the community and the Starburst with their participants and to provide
local environment. Through participating in Starburst, supervision and guidance during the activity,
participants: alongside the members of the IST that were running
Assisted in the community and demonstrated each project.
care for the environment. Participants were very enthusiastic about this aspect
Learnt about UK culture and values. of the Programme, often managing to achieve more
work than was originally planned and, towards the
Were motivated to do something for someone
end of the Jamboree, additional projects had to be
else, to make a difference in the world and in
found. Overall, participants worked on approximately
their own community, both at the Jamboree
100 Starburst projects and achieved around 120,000
and back home.
hours of service in the local communities.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 41
 The Starburst team also provided a base in the Plaza Challenge Valley – participants raced through
where progress on the different projects was Gilwell’s very own challenge course, sliding
documented, allowing both participants and down the black hole, climbing up the valley
Day Visitors to find out more about what was over the hurdles, crawling through the spiders
happening at the project sites. Whilst we web and much more.
believe that this base was a good
In the middle of Gilwell Adventure was the Village
idea, the team found it difficult to
Green, with a stage, large screen and a variety of
manage the volume of work required
shops, refreshments and village fair style activities
to keep it up to date and we would hope
sited around a large green. This was the central point
for better implementation of a similar idea in
for the day, where participants spent time between
the future.
their allocated 1 hour sessions in each zone.
In addition to the community service element of the
Starburst day, an exploration activity was added so
that most participants were able to spend half the day WHERE A RESPONSE WAS EXPRESSED
exploring the local community and environment. This
IN THE QUESTIONNAIRE,
was achieved through arranging hikes, nature trails
and visits to areas of interest.
100% WERE MARKED VERY POSITIVE
OR POSITIVE WHEN ASKED IF
Gilwell Adventure THEY WERE SATISFIED WITH
THE INFRASTRUCTURE, SAFETY
As the site of the Centenary World AND EDUCATIONAL ASPECTS OF
Scout Jamboree was so close to
GILWELL ADVENTURE.
Gilwell Park, a day of activities at the
“Home of Scouting” was not to be
missed. On each of 8 separate days, 2 whole Sub
Camps (4,000 participants) experienced a full day of Splash!
fun and adventurous activities at Gilwell Adventure,
based around the following zones: Splash! provided the opportunity for
the participants to experience water
Mountain and Motion Zone – a range of
activities at Alton Water – a reservoir
adventurous activities that included ‘mountain’
about 60 minutes drive to the north
activities such as high ropes, climbing,
of Hylands Park, in the county of Suffolk. The wide
abseiling and caving, and ‘motion’ based
range of water activities included bellboating,
activities such as archery, grass sledging,
kayaking, canoeing, pirate themed
mountain biking and trampolining.
rafting (including building the raft), pulling and
Discovery Zone – there was the opportunity to dinghy sailing.
learn about the history of Scouting and Gilwell
Although the concept of giving everyone a
Park through attractive audio visual
water based activity was straightforward,
presentations and exhibits as well as tours of
finding enough equipment and
Gilwell Park.
qualified instructors was very
Scouting Skills – participants had the chance challenging. As a result of the
to go ‘back to basics’ and take part in anything strict activity regulations in the UK,
from backwoods cooking to a trek cart race we had to ensure that all adults running
and this was followed by making a the activities had appropriate qualifications
contribution to the Centenary Campfire Circle and experience.
project, a lasting reminder of the 21st World
Scout Jamboree.

42 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Many Scout Groups (including some in other countries) code of conduct for life.
leant us boating equipment, but it was still necessary to Discover how faith and beliefs impact on
buy a lot of equipment – especially helmets and individual lives.
buoyancy aids. Special deals were negotiated
Articulate their own faith and belief; and
with equipment manufacturers that enabled
respect the faith and beliefs of others.
Scout Groups to buy equipment that had
only been used at Splash! for 8 days Through the Faith and Beliefs programme,
at greatly reduced prices. participants:

Splash! was a ticketed activity, with Had the opportunity for reflection on their
tickets distributed to Troop Leaders in their Jamboree experiences and to express that
Sub Camps. If they wanted to, participants reflection.
could swap the ticket allocated to them by their Were enabled to maintain their own religious
Leader with another ticket for the same session. observance during the Jamboree .
For all three Off Site Programme days – Gilwell Had the opportunity to experience some of the
Adventure, Splash! and Starburst – participants were cultural heritage represented by faith traditions
required to bring suitable clothing, for example and human creativity.
waterproof jackets or closed toe shoes. Although this
Were more aware of the Scout Law and Promise
was communicated as widely as possible, some
as a rule of life.
participants still arrived without suitable clothing and
they therefore had to try to borrow what was needed, Demonstrated a deeper understanding and
although in some cases this was not possible and respect of their own and other religious
they were unable to take part in a particular activity. traditions.

The Faith and Beliefs area was sited at the heart of the
Faith and Beliefs Jamboree site and offered participants the opportunity
to join in with a range of walk in activities that helped
The inclusion of Faith and Beliefs as them to learn about the faiths that were represented.
part of the Programme for the 21st The faith communities present at the Jamboree were
World Scout Jamboree demonstrated Protestant/Anglican, Catholic, Orthodox Christian,
a commitment that participants Islamic, Jewish, Hindu, Sikh, Buddhist, Latter Day
should have the opportunity to develop spiritually as Saints and Won Buddhist. Each faith community had
well as physically, intellectually and socially through their own space in the Faith and Beliefs area
their participation in the Jamboree. The Faith and where they were able to have a display and
Beliefs activities took account of the specific spiritual provide activities for participants and
development needs of adolescents and the rich Day Visitors to join in with. Each faith
diversity of faith communities that were represented. community also set up a place of
They also considered the changes in the patterns of worship or reflection as part of their
religious adherence and observance consequent upon area at the Jamboree.
globalisation and concerns about respecting the The Faith and Beliefs team worked with the
freedom of individuals. The Faith and Beliefs different faith communities to develop their
programme aimed to help participants to: involvement at the Jamboree. In particular, the WOSM
Identify ways in which they can develop their faith networks (such as IUMS and DESMOS) and the
relationship with God. inter-religious forum played an important part in the
preparation of the Faith and Beliefs aspects of the
Develop their relationship with God.
Programme. Faiths that did not have co-ordination
Recognise the benefit of having a personal body working with WOSM were more difficult to
faith through a relationship with God. engage with and in such cases the approach was
State Scouting values, demonstrate their often to work with the UK based network for that faith.
commitment to them and accept them as a

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 43
 Faith Community Gatherings /
Religious Services WHERE A RESPONSE WAS EXPRESSED
IN THE QUESTIONNAIRE,
The following Faith community gatherings / religious
92% WERE MARKED VERY POSITIVE
services took place during the Jamboree:
OR POSITIVE WHEN ASKED IF THE
Date Faith Time Service Venue
Community FAITH AND BELIEFS ACTIVITIES WERE
27th July Islam 13:00 Jumaa Prayer Faith and Beliefs area
Jewish 19:00 Kabalat Shabbat Faith and Beliefs area
ATTRACTIVE AND EDUCATIONAL.
28th July Jewish 08:00 Shabbat Faith and Beliefs area
29th July Catholic 07:00 Mass Adult Hub
Catholic 19:00 Mass Mountain & Tropical As part of the Faith and Beliefs programme,
Hub stages
Protestant 19:00 Worship (Hubs) Desert & Ocean participants and adults were also provided with daily
Hub stages
Anglican 19:00 Eucharist Faith and reflection materials.
Beliefs stage
Latter-day 19:00 Sacrament Global Development
Saints Service Village stage Vigil
Won- 19:00 Dharma Service Energise marquee
Buddhist
Buddhist 19:00 Full Moon service Trash marquee On the evening of 31st July, in preparation for
1st August Buddhist 10.30 Prayer and chanting Desert Hub stage
Scouting’s Sunrise on the next day, the Vigil gave
Catholic 10.30 Mass Main Stage
Orthodox 10.30 Divine Liturgy Energise marquee everyone the opportunity to contemplate their own
Christian 10.30 Worship Mountain Hub stage
Islam 10.30 Prayer and activities Tropical Hub stage
unique qualities, skills, faith and beliefs, to share
Jewish 10.30 Gathering Trash marquee their values and hopes with others and to respect the
Latter-day 10.30 Fireside Global Development
Saints Village stage values and hopes of others. This was a time when
Sikh 10.30 Prayer Faith and Beliefs
stage
Scouts were able to engage with others whilst
Won- 10.30 Special Dharma Ocean Hub stage exploring Scouting values and traditions and
Buddhist Service
Hindu 10.30 Havan Day Visitor Village preparing for the future of Scouting – it was a peaceful
stage
Baha’i 10.30 Devotional Service Baha’I Tent, Faith
and moving start to the new Centenary of Scouting.
and Beliefs area
Subcamps 10.30 Scouts Owns Sub Camp stages
2nd August Catholic Confirmed Portuguese Mass Venue confirmed Listening Ear Service
on site on site
Catholic Confirmed Polish Mass Venue confirmed
on site on site Life at a Jamboree can at times be an
3rd August Islam 13.00 Jumaa Prayer Faith and Beliefs area
extremely stressful experience for
Jewish 19.00 Kabalat Shabbat Faith and Beliefs area
4th August Jewish 08.00 Shabbat Faith and Beliefs area anyone who attends. It is often a
5th August Catholic 07.00 Mass (Adult Hub) Adult Hub
Orthodox 08.30 Divine Liturgy Faith and Beliefs area
young person’s first experience of
Catholic 19.00 Mass (Hubs) Mountain & Tropical being abroad and of being away from home for an
Hub stages
Protestant 19.00 Worship (Hubs) Desert & Ocean extended period, thrown together with a large group
Hub stages
Anglican 19.00 Eucharist Faith and Beliefs
of people that they don’t know. It can therefore be
stage important for people to have someone that they can
Latter-day 19.00 Sacrament Service Global Development
Saints Village stage talk to who is not directly connected with their Troop
Won- 19.00 Dharma Service Energise marquee
Buddhist or peer group.
6th August Catholic 19.00 Italian Mass Faith and Beliefs
stage The concept of the Listening Ear service was
successfully trialled at EuroJam and built upon for the
In addition, the following services were held daily in
World Scout Jamboree. The team were made up of
the Faith and Beliefs area:
people from different backgrounds, all with some kind
Won-Buddhist 06.00 Meditation of counselling or pastoral care experience. Everything
Buddhist 06.30 Meditation that was said was confidential, although the team had
Hindu 09.30 & 17.00 Prayers a good working relationship with the Health and
Catholic 17.30 Mass
Welfare Team, in case there were medical issues that
Christian 19.30 Taizé Service
needed to be addressed.

44 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Listening Ear teams were based in the Quiet Zone of Some of the larger activities included: a
each Hub, from early every morning until late in professional circus with a “Big Top” where
evening, and were linked with the Faith and Beliefs Scouts could learn different circus skills;
team. Members of the team could also be seen scuba diving, which was very popular
walking around the site and could be approached at with more than 1,000 participants
any time. The Quiet Zone provided people with some gaining their initial PADI “Discover
space away from the rush of the Jamboree, and was Scuba Diving” certificate; an Extreme
also a quiet place to meditate or pray. Sports Park allowing participants to practice
or learn skate boarding and BMX skills.

Energise
Other Activities
Participants had the opportunity to
visit Energise during their Choice In addition to the many programme zones and other
Time and experience activities organised activities, there were a range of Scout
designed to excite, motivate and Exhibitors representing a number of different Scouting
challenge in a fun and relaxing environment. Energise organisations. There were stands, displays and
was an opportunity for participants to slow down and activities which participants could take part in during
enjoy various spectacles and displays whilst having their Choice Time. Most of the Scout Exhibitors were
the chance to learn new skills and meet new people. open from 10:00 until 22:00 and they included:
There were four categories of activity: The International Guild of Knot Tiers
Sport – all manner of team activities from tug The International Scouts and Guide Fellowship
of war to football and cricket.
International Catholic Conference of Scouting
Art – anything from painting or music to
International Union of Muslim Scouts
theatre or circus skills.
Rotary Club of Great Britain
Survival – a range of craft activities and
traditional Scout skills with a twist. Esperanto

Games – various games and puzzles from Puppets

around the world for participants to test their Badge collecting / swapping, facilitated by the
skills and meet new people. International Badgers Club
The benefits of taking part in the Energise Zone Promise FM – the Jamboree’s own radio station
activities included:
Amateur Radio
Seeing new skills demonstrated by
The Amateur Radio Station operated 24 hours a day
experts – from extreme sport
and participants who visited outside normal hours
displays to diablo experts
had to be accompanied by one of their Troop Leaders.
and trapeze artists to
This activity gave participants the opportunity to
huge pioneering structures.
contact other amateur radio stations around the world
Learning new skills – from by a variety of methods. Participants were also able to
changing a tyre to theatre make-up experience radio communication as a two way activity,
and knitting to traditional Scout crafts. using radio as a means of tracking and locating and
Meeting new people – from taking part in team learn about electronic construction.
sports or drum workshops to completing
challenging puzzles and scrapheap challenge.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 45
 culture, through music, song and dance and
Young Correspondents this turned the Jamboree site into a huge
The Young Correspondents international carnival.
programme was designed to enable Gifts for Peace concert in the Arena, featuring
participants to tell their story of the video presentations showing the impact of the
Jamboree to others, both at the Gifts for Peace project in various parts of the
Jamboree and at home. Participants had opportunities world and pop music tribute acts. The concert
for training in media topics and to gain confidence in ended with a firework display to celebrate the
using their skills once they returned to their own start of the second Century of Scouting.
country. An important point was the Young
Correspondents were first and foremost participants
who were taking a full and active role in all aspects of
Brownsea Island
the Programme, as this would enable them to tell the As the site of Baden-Powell’s
‘real’ story of the Jamboree. experimental camp in 1907 and
NSOs nominated Young Correspondents before the therefore the birthplace of
Jamboree and this enabled advance training and Scouting, it was fitting that a
support to be provided. In addition, a number of special camp was held on Brownsea Island to
training sessions were provided at the start of the celebrate Scouting’s Centenary. Two Scouts from each
Jamboree and these were very well attended. The Young NSO at the World Scout Jamboree were invited to join
Correspondents were very active and keen to utilise these special celebrations and be part of Scouting’s
their skills. As a result, the area set aside for them in Sunrise on Brownsea Island. The two participants from
the Media Centre was very busy and it would have been each NSO left Hylands Park on the morning of the
helpful to have additional resources and space. 30th July to set up camp on Brownsea Island that
evening and took part in a range of activities,
including the “Time Trail”. On 31st July, the
Sunrise Day participants took part in activities based around
Global Development and Gifts for Peace themes and
On Wednesday 1st August 2007,
they also contributed to an environmental project
Scouts all over the world celebrated
which was a lasting Centenary gift to Brownsea Island.
the Centenary of Scouting. At
The participants took part in the special Sunrise
08.00hrs local time, Sunrise
Ceremony on 1st August and this was broadcast live to
ceremonies were held to celebrate the
the Jamboree site at Hylands Park and all over the
moment when, 100 years ago, Baden-
world. After the Sunrise Ceremony, participants
Powell had opened his experimental
packed up their camp and returned to Hylands Park in
camp on Brownsea Island, by
order to join in with the rest of the Sunrise Day
sounding the Kudu horn. This very
activities and the Gifts for Peace concert.
special day was celebrated at the Jamboree
with a break in the regular Programme and a
special programme of events as follows: Ceremonies
The Sunrise Ceremony in the Arena.
The 21st World Scout Jamboree
Individual Faith Celebrations at various offered participants three
locations across the site, as well as a Scouts’ opportunities to come together in
Own in each Sub Camp. the Arena for formal Ceremonies,
International Food Festival based in the Sub celebrating the Opening of the Jamboree, Scouting’s
Camps, with Scouts taking turns to be the Sunrise on 1st August and the Closing of the
hosts for their Troop and to visit other Troops. Jamboree. In line with the Jamboree Programme as a
Participants also shared other aspects of their

46 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
whole, these Ceremonies aimed to excite, motivate An item depicting the way in which all nations
and challenge participants in the context of an have come together at the Jamboree to form
inspirational environment of a mass gathering of more “One World”.
than 40,000 people from all over the world.
In the evening after the Opening Ceremony there was
a Welcome Party in the Arena. Featuring many
different styles of music and other short
WHERE A RESPONSE WAS EXPRESSED
performances, this allowed participants to celebrate
IN THE QUESTIONNAIRE, the start of the event in a less formal way.
91% WERE MARKED VERY POSITIVE
OR POSITIVE WHEN ASKED FOR THEIR Sunrise Ceremony
OPINION OF THE CONTENT, At 08.00hrs on Wednesday 1st August,
PRESENTATION AND MUSIC OF everyone at the Jamboree came together
THE CEREMONIES AND CONCERTS. in the Arena to reaffirm their belief in
“One Promise” – this was an
important part of the global
Opening Ceremony and celebrations for the Centenary of
Scouting and was one of numerous
Welcome Party
Sunrise Ceremonies held around the world.
The Opening Ceremony was held during the afternoon Participants were asked to leave their national
of Saturday 28th July and was attended by HRH Duke flags behind and instead they brought World Scout
of Kent and HRH Prince William. The celebration started flags to the Ceremony which included:
in the Sub Camps and the overall aim was to unite
An atmospheric welcome to the Sunrise
participants as “One World”. The Ceremony included:
Ceremony at Hylands Park.
Individual Sub Camp Opening ceremonies,
The renewal of the Promise, led by the UK Chief
including teaching participants the
Scout, Peter Duncan, live via a video link from
Jamboree Song.
Brownsea Island.
An item welcoming participants to the UK,
A colourful item using music and drama to
depicted through a mixture of traditional and
portray the development of Scouting over the
modern music, dance, costume and pictures.
last 100 years and to show how it spread
A comic depiction of the journey of the World throughout the world.
Scout Flag (by taxi) from Thailand to the UK,
Messages of peace from the main faith groups
ending with the arrival of the World Scout Flag
represented at the Jamboree.
by parachute.
The release of 100 white doves.
The arrival of the flags of the NSO countries
An upbeat celebratory close with participants
present at the World Scout Jamboree.
challenged to collect 100 signatures on their
An official welcome from the Jamboree Director
special Sunrise Day scarves from people
and the Chairman of the World Scout Committee.
representing as many nations as possible.
Reflections from two Scouts who were about to
The Sunrise Days scarves had been distributed
take part in the 21st World Scout Jamboree and
in the Sub Camps in advance and the scarf
who also gave a reminder of the Scout Law.
signing activity was extremely popular,
A welcome to the UK by HRH The Duke of Kent continuing through the day and in
including a message of greeting from Her some cases until the end of the
Majesty The Queen. Jamboree. The scarves were a unique
The official opening of the event followed by souvenir for participants to take home
the Jamboree Song. with them.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 47
 Closing Ceremony The group who performed “Jambo” were formed
following a series of auditions offering talented Scouts
The Closing Ceremony during the evening of Tuesday the opportunity to be part of the project. The 4 young
7th August provided an opportunity for participants to people chosen to form the group were Scouts aged
reflect on their experiences at the Jamboree, as well between 16 and 23.
as to think about what the future may hold. The
There were full English and French versions of the
Ceremony included:
Jamboree song, although a dual language version was
Video clips showing highlights of the the official song used during the Jamboree. The “Jambo”
Programme and life at the Jamboree. CD also includes a number of other versions of the song,
International performances – highlights of the as well the alternative song “One World One Promise”.
many acts prepared by Contingent.
A video montage tribute to the work of the IST. The Jamboree Song – “Jambo”
Closing reflections from the Jamboree Director You’ve got to try just a little,
to make a better day
and the Secretary General of WOSM.
You’ve got to try just a little,
Reflections from the 2 Scouts who appeared in and your hope will find a way
the Opening Ceremony. You’ve got to work just a little,
to find the friend in you
Renewal of the Scout Promise. And if you hurt just a little,
Handover of the World Scout Flag to the hosts maybe a friend will help you too
Face your doubt with unity,
of the 22nd World Scout Jamboree (Sweden). all the colours that you bring
A look ahead to the 22nd World Scout Live each day in harmony,
come and sing it
Jamboree.
(English chorus)
A symbolic light parade.
Jambo - Hello, It’s a World Scout Jamboree
Auld Lang Syne and the Jamboree Song. A hundred years to date, let’s all celebrate
Jambo - Hello, join together always be
One World One Promise, One World One Promise
Jamboree Song Pourquoi pas être solidaires,
autant êtr’ là pour ça
The Jamboree Song, “Jambo”, was developed in Les autres sont comm’ des repères,
partnership with a song writing agency with experience pour donner le meilleur de soi
in composing music for large scale events. Working to Pourquoi pas s’unir pour agir,
vivre mieux et avancer
a precisely defined brief, the agency offered two songs
Les yeux tournés vers l’avenir,
in draft format and, after conducting research amongst avec toujours plus à donner
both young people and adults, the song “Jambo” was Du soleil dans nos refrains,
chosen for further development. depuis 100 ans déjà
De l’audace pour demain,
In addition to composing the song, the agency et le mond’ l’entendra
supervised the recording, production and distribution
(French chorus)
of CDs. The CD was available for purchase both at the Jambo – Hello, c’est le Jamboree mondial
Jamboree and in advance through Scout Shops and a Oui, les Scouts ont 100 ans, fêtons l’évèn’ment
national chain of supermarkets. No fee was paid or Jambo-Hello, devenons comm’ les étoiles
financial risk taken by TSA in relation to the Un Monde une Promesse, Un Monde une Promesse
composition, recording, production or distribution of Join-together, work-together, sing-together,
the song. The agreement was that these services were (Avancer main dans la main)
Y’aura toujours entre nous,
provided free of charge by the agency on the
ce lien d’amitié,
understanding that any profit from the sale of the pour un mond’ meilleur
song (following deductions for these costs) would be
(English chorus)
split equally between both partners.

48 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Operations / Logistics
When the 21st World Scout Jamboree was opened on Hylands Park
28th July 2007, the second largest town in the county
of Essex had been created. The logistics of creating a Hylands Park is owned by the local government
temporary home for 40,000 people, and enabling authority – Chelmsford Borough Council – and covers
50,000 people to visit the Jamboree, were huge and 574 acres (232 hectares) of rolling green parkland,
complex. Almost everything that we need and take for with groups of trees and woodland. It is very
granted in our normal daily life had to be provided at much a typical English country estate and
the World Scout Jamboree over a period of 12 days. there is a centrally located neo-classical
Georgian mansion called Hylands
The size of the Jamboree meant that we were often
House, which is listed as a
faced with the problem of trying to procure more of
‘particularly important building of more
something than existed in the market – in such
than special interest’. The original Georgian
cases, rather than achieving economies of scale, we
stable block adjacent to Hylands House was
were having to pay a premium to obtain whatever
renovated recently and is used for a café, craft
was available.
workshops and an educational centre.
EuroJam was extremely important as a rehearsal and
Only the area of Hylands Park was used for EuroJam,
in many cases we were able to scale up from the
but in order to have more space available for the
numbers we had at EuroJam to the numbers
World Scout Jamboree, three fields owned by local
expected for the World Scout Jamboree.
farmers and immediately to the west of Hylands Park
However, after the evaluation of EuroJam,
were also used. This meant that the total area of the
we changed our plans for a number of
Jamboree site was 740 acres (299 hectares), and it
elements and this meant we did not
took about 45 minutes to walk from one side of the
have the benefit of a rehearsal. For
site to the other. Hylands Park offered many
example, the decision to move the Main
advantages, including:
Bus Terminal to a location just inside Hylands
Park was taken after EuroJam, but we were not A varied and interesting site, representative of
able to predict the speed and extent to which the typical beautiful English countryside.
existing gravel road would deteriorate, despite the use As the owners, Chelmsford Borough Council
of metal track way. were enthusiast, committed and supportive
towards the World Scout Jamboree.

Sites Significant previous use for large scale events

(including camping) and the possibility to
Hylands Park in Chelmsford, Essex, was the main site collaborate with the annual “V” music festival
for the 21st World Scout Jamboree, but a number of in certain areas, particularly infrastructure.
other sites were used for Off Site Programme. In
Closeness to London and readily accessible
addition, North Weald Airfield was used as the main
from the major London airports, particularly
Check-in Centre, for staff and Day Visitor car parking
Stansted.
and as the place where the main Food Warehouse for
the Jamboree was located. All of these sites were Proximity to major road connections (M25
approximately within a one hour drive of Hylands Park motorway / M11 motorway / A12).
and they were themed in a similar way to the main Easily reachable from Gilwell Park – TSA’s
Jamboree site in order to give a consistent feeling at National Headquarters.
every location.
It had been identified early on that the water supply to
Hylands Park would have to be significantly improved
and it was also decided to install pipes for sewage so
that it would flow to storage tanks at the edge of
Hylands Park (where it could be collected by tankers
and taken away). This work was jointly funded by TSA

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 49
 and Chelmsford Borough Council and was undertaken and these included no open fires or digging holes in
at the end of 2004 and beginning of 2005, in time for the ground, except by special permission. A plan of
EuroJam. As trenches had to be dug for the water and the Jamboree site is available as a reference
sewage pipes, the ducting to be used for document.
telecommunications and electrical cables was also
installed.

The Jamboree site layout was carefully designed to

WHERE RESPONSES WERE EXPRESSED
reflect the natural features of Hylands Park, as well IN THE QUESTIONNAIRE,
taking into consideration the needs and routines of 96% WERE MARKED VERY POSITIVE
those at the Jamboree and the access requirements OR POSITIVE WHEN ASKED IF
for those providing services and facilities. The site
THEY THOUGHT THE LOCATION
comprised the following main elements:
OF THE SITE CORRESPONDED TO
The Plaza – at centre of the Jamboree, in front
of Hylands House and offering a wide range of
WHAT WAS NEEDED FOR
Scout Food Houses, shops and facilities. THE WORLD SCOUT JAMBOREE.
The World Scout Centre – adjacent to the Plaza.
The Global Development Boulevard – adjacent North Weald Airfield
to the Plaza and leading to the Arena.
In order to be able to check-in participants prior to
The Arena – a naturally sloping, largely clear
their arrival at Hylands Park and to avoid excessive car
grass area suited to gathering large numbers of
traffic from Day Visitors in the relatively small roads
people in front of a Stage.
around Hylands Park, it was decided to find a separate
The Programme Areas – some located near the location that could be used as a Check-in Centre and
edge of the site (World Villages, Trash and an area for car parking. Located approximately 25km
Elements) and others deliberately located near west of Hylands Park and adjacent to Junction 7 of the
to the Plaza (Global Development Village, Faith M11 motorway, North Weald Airfield was considered to
and Beliefs area and Day Visitor Village). be an excellent option, especially as it also had a
The Sub Camps and Hubs – 16 Sub Camps in relatively large amount of hard surfaced areas. North
total, with a Hub for each group of 4 Sub Camps. Weald Airfield was owned by one of the neighbouring
local government authorities – Epping Forest District
The Adult Camping Area and Island Hub –
Council – who, like Chelmsford Borough Council, were
located on the farmland and separated from
keen to work with us. The main functions of this site
participant areas by a small stretch of
were:
woodland.
The check-in of everyone attending the
The Warehouse, Camp Medical Centre, Media
Jamboree.
Centre, Jamboree HQ and the Roundabout Bus
Stop – located near to one of the site entrances. Car parking, primarily for Day Visitors, but also
for members of the IST and the organisers of
The Main Bus Terminal – located near to the
the Jamboree.
main site entrance, and with a walkway leading
through the main gate and into the Plaza. Overnight parking for the fleet of coaches used
for the Jamboree.
The nature of the site meant that is was challenging to
fit all 16 participant Sub Camps into areas defined by Location of the Food Warehouse operated by
natural features. A plan was devised to give the Sodexho Prestige, where wholesale food
majority of the Sub Camps natural boundaries, but in deliveries were received, stored and
some cases further definition of the boundary was repacked into vehicles for overnight delivery
required. Hylands Park also had a number of rules to Hylands Park.
that it was necessary for everyone on site to follow

50 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Gilwell Park Although members of the public were able to access
Alton Water as normal during the Jamboree, we had
The “Home of Scouting” in the UK is Gilwell Park. This agreed with AWSC that they would only run a very
was used for Gilwell Adventure, which was one of limited number of water activities because there
three days that participants were away from the main would be a large number of Jamboree participants
Jamboree site. Gilwell Park is located near Chingford using the reservoir.
on the edge of Epping Forest and near the M25
motorway. It is 43 km away from Hylands Park and it Other Sites
comprises 108 acres (44 hectares) of mature parkland,
with a small lake, woodland and open space – it is A number of other sites were also used in connection
also scattered with items of historical interest and with the 21st World Scout Jamboree and these were:
significance to Scouting. Starburst Sites – approximately 100
Gilwell Park regularly hosts activity days for community project sites within a one hour
Scouts of all ages and the plans for Gilwell drive of Hylands Park, including country parks,
Adventure were developed in schools and hospitals.
co-operation with the staff of Writtle College – a local agricultural college,
Gilwell Park Activity Centre. The which is a short distance from Hylands Park
park was split into 4 activity zones and was used to accommodate those requiring
and there was also a “Village Green”, indoor accommodation, including some
which was the central point for the day. In Special Guests.
addition, a Sub Camp was established for Skreens Park – a local Scout campsite, 11 kms
the members of the Off Site Team who stayed at from Hylands Park and used as a base during
Gilwell Park during the Jamboree. the start of the build period and during the
It was always anticipated that the combination of Jamboree used to accommodate Scouts
Gilwell Park’s special significance to Scouting and an performing in the Ceremonies as ‘extras’.
action packed activity day would be a highlight of the
Jamboree for many people and this certainly turned
Structures
out to be the case.
No permanent structures were built on Hylands Park
Alton Water for the 21st World Scout Jamboree and everything that
was put up was taken away afterwards. The main
Alton Water reservoir is located near Stutton in the
types of structures were as follows:
neighbouring county of Suffolk, about 65 km from
Hylands Park. It is owned by one of the UK’s major “Fiesta” Tents – these were 4m x 8m metal
water companies, Anglian Water, and all water framed tents that could be used as a single
activities on the reservoir are licensed to Alton structure or joined together to make larger
Water Sports Centre (AWSC). Apart from the structure. The four walls came in various
water activities, other facilities include a combinations of blank material, zipped doors,
visitor centre with cafeteria and a cycle and windows. Almost all of the Fiesta Tents
hire centre. were put up and taken down by the Jamboree
Build Team. The tents were an economic way to
We worked with both Anglian Water
provide covered areas, however a higher
and AWSC to run a programme of
quality product would have been better and a
activities based on the water, with facilities
large number were heavily damaged during a
(including changing areas, equipment storage
storm just before the Jamboree. We purchased
and first aid bases) located in the surrounding grassy
a total of 1,300 Fiesta Tents and we estimate
areas. In addition, a Sub Camp was established for
that by the end of the Jamboree 30% were
the members of the Off Site Team who stayed at Alton
damaged beyond repair – the remainder were
Water during the Jamboree.
sold after the Jamboree.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 51
 Marquees – several reputable contractors The “V” music festival took place from 17th to 20th
supplied a large number of marquees and their August and this meant that there was a very short
experienced staff were responsible for the time to complete the take down. Dismantling of the
delivery, erection and removal of these. A outlying activity areas began as soon as the
number of the marquees had wooden floors Programme had finished and whilst members
and, instead of material, some had hard plastic of the IST were still on site to help.
walls. The total area covered by marquees was Following the departure of the
60,000 square metres and the largest single participants, the take down work was
marquee was the Adult Restaurant, which was extended to all other areas of the
48m wide and 135m long. Jamboree site, with the aim of
clearing everything except the Island Hub
Cabins – approximately 40 temporary cabins
and the Warehouse Compound before
were delivered and positioned on site by
handing Hylands Park over to the organisers of
competent contractors. These were used as
the “V” music festival. There was a break in the work
offices, meeting rooms and for other key site
for the “V” music festival over the weekend of 17th to
functions.
20th August and the remaining areas were then
cleared, with the take down work finally finished on
Build and Take Down the Jamboree site at the end of August.

Both Gilwell Adventure at Gilwell Park and Splash! at

A considerable amount of work was required before
Alton Water also required a prolonged build period
the Jamboree to build and install all of the
and these were managed independently by the
infrastructure that was required. The Jamboree build
managers of those sites. The take down for these sites
began on Saturday 30th June and the first task was to
was generally achieved in the period between
install the warehouse and the camping, catering and
finishing the main programme and the end of the
sanitary facilities for the Jamboree Build Team (JBT).
Jamboree.
During this phase, the JBT stayed at a local campsite
(Skreens Park) and they moved to Hylands Park on
Friday 6th July. Health and Welfare
Every member of the JBT was given a Health and
The health and wellbeing of all those involved with
Safety briefing when they first arrived and
the 21st World Scout Jamboree was a major priority for
there was a strong emphasis on all
the Jamboree Management Team. With the assistance
aspects of safety. Tasks were
of Chelmsford Borough Council, significant amount of
assigned at a daily morning
work was undertaken in order to develop a detailed
meeting and specific instructions
and robust “Event Management Plan” that set out the
and training were given in order to
safe operation of the Jamboree. The Safety Team at
carry out the tasks. Members of the team
the World Scout Jamboree was part of the Health and
who were on site for most of the period were
Welfare Jamboree Core Team and consisted of 11
trained by a qualified instructor in the use of
people. This team was proactive in monitoring risks,
plant such as telehandlers and cherry pickers. Only
auditing agreed control measures, carrying out
appropriate qualified people were allowed to
inspections and investigating accidents and incidents.
undertake more technical work. The early part of the
As far as it can be judged for such a unique event, the
build concentrated on those areas outside of Hylands
World Scout Jamboree was twice as safe as EuroJam.
Park, with the erection of marquees and infrastructure
The evaluation completed by the Safety Team
inside the park taking place from 10th July onwards.
identified many smaller issues, but there were three
Various entertainment and activities were arranged for
main elements that they considered to be particularly
the evenings and these provided the opportunity for
important to mention:
people to get to know each other better and enjoy
some social time. Traffic and people – difficulties were

52 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 experienced in ensuring that traffic and people who could be affected by acts or omissions, at any of
were properly segregated, particularly in the the sites where the Jamboree was taking place. The
Warehouse and Roundabout Bus Stopareas. controls necessary to reduce the risks were then
Despite a number of attempts to improve the identified.
situation, the problem persisted and the Local
The approach taken was to complete initial risk
Government Inspectors issued a formal
assessments during the planning stage to whatever
“Improvement Notice”. The terms of the
extent this was possible without having access to the
Improvement Notice were satisfied and if this
various sites. Once the site was built and ready for the
had not happened, we would have been
Jamboree, further risk assessments were
prosecuted.
systematically undertaken so that all areas and
Accountability for all areas – although it was activities were covered. Where possible, hazards were
generally clear who was accountable for a removed at source and where this was not possible,
particular task, once there were a number measures were implemented so as to reduce the risk
tasks being undertaken in one area, it was to the lowest possible level.
often unclear who had overall accountability for
what was happening in that area. It was First Aid
therefore difficult to ensure that actions aimed
at solving problems for the whole area were Each Troop attending the Jamboree was requested to
implemented. bring a First Aid kit for treatment of minor injuries and
a list of recommended contents was provided. Sub
Legal status of adults – there was a lack of
Camp staff were also provided with a small First Aid
clarity with regard to the status of adults at the
kit so that they could deal with minor injuries when
World Scout Jamboree and this created
Troop Leaders were not available.
difficulties because if it could be shown that
they should be considered employees, the way There were a number of First Aid points that were
the law applies would be very different than if clearly marked and offered immediate medical
they were considered members of the public. assistance and these were located as follows:
Whilst it is clear that TSA staff and the various In the Plaza – staffed 08:00 until 24:00.
contractors were considered employees, those
At Energise, World Villages and Elements –
volunteers cooking food in the restaurant,
staffed from 08.30 until 17.30.
serving drinks in the bar, cleaning toilets,
stewarding, working in the warehouse, etc. At the Main Bus Terminal – only staffed when
might also have been considered as coaches are using the Main Bus Terminal.
employees. Two around the Arena and one behind the
Main stage – only staffed for a short
Event Management Plan period before, during and after the
major staged events.
A comprehensive “Event Management Plan” was
developed for EuroJam and updated for the World The static First Aid Points were
Scout Jamboree. The aim of this was to provide supplemented by a number of mobile
reference material on site to enable the organisers of teams on bikes and during the major
the event, the emergency services and other key staged events a number of First Aid staff were
personnel to be well informed and therefore be able located in the Arena itself. All First Aid staff wore
to contribute to the efficient organisation of the event. high-visibility clothing when away from the fixed First
The method used to develop the Event Management Aid Points or attending the major staged events.
Plan was to firstly identify the potential hazards and All members of the First Aid teams had a recognised
risks to all those who were involved, or anyone else First Aid qualification and they were trained to
provide care to anyone who needed it. If an illness or
injury was beyond the scope of the First Aid staff,

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 53
 they referred the casualty to a Hub Clinic or the as an initial triage centre. The remaining Hub Clinics
Camp Medical Centre. If urgent, they were able to would have acted as minor injuries treatment centres,
call for support from an on site ambulance or mobile allowing the more serious injuries to be dealt with at
medical team. the Camp Medical Centre.

At Gilwell Park, volunteers from St John Ambulance

provide the First Aid cover and they were located in a
clearly signposted mobile First Aid point near the
WHERE RESPONSES WERE EXPRESSED IN
Swan Centre. In addition, St John Ambulance staff THE QUESTIONNAIRE, 81% WERE MARKED
patrolled the site and were identifiable by their high- VERY POSITIVE OR POSITIVE WHEN
visibility clothing. St John Ambulance staff transported ASKED ABOUT THE INFRASTRUCTURE,
any casualty requiring treatment offsite by ambulance.
EQUIPMENT, AND QUALIFICATIONS OF
At the Splash! site there was a fully equipped and STAFF IN RELATION TO FIRST AID, HUB
clearly signposted First Aid Tent with qualified staff.
CLINICS, CAMP MEDICAL CENTRE AND
As Splash! involved activities on the water,
hypothermia (exposure to cold) was a risk and we LOCAL NATIONAL HEALTH SERVICE.
requested Troop Leaders to advise all participants to
take care to protect themselves from the effects of
being in cold water. Camp Medical Centre
The Camp Medical Centre offered the most
Hub Clinics comprehensive level of care on site, but
Each Hub Clinic contained a refrigerator, which was surgery or more complex procedures
used to store insulin and other essential medical were not undertaken there.
supplies that needed to be kept cool. There were Anyone requiring surgery or more
clinics in all 5 Hubs and they were set up as follows: complex treatments was taken to the
local health authority facilities in
Mountain and Tropical Hubs – these were
Chelmsford, which are run by the NHS
staffed as First Aid Points.
(National Health Service). There was a regular
Ocean Hub – this functioned as a family transportation service allowing Troop Leaders to visit
doctor’s surgery or clinic. It was staffed by any of their participants who had been admitted to a
doctors, nurses and First Aid personnel and local hospital.
was open from 08:00 to 23:00 for the whole of
The Camp Medical Centre operated 24 hours each day
the Jamboree. This clinic had six cot beds,
and had 24 cot beds for anyone who needed to
which were offered for short periods of rest to
remain in hospital overnight. It had the following
anyone who was judged to need it.
departments:
Desert Hub – this was staffed by Practice
Medical Treatment Area
Nurses and First Aid Personnel and was open
from 08:00 to 23:00. Resuscitation Area (with an Advance Life
Support facility)
Island Hub – this was staffed by a Practice
Nurse from 08:00 to 16:00 and a doctor from Physiotherapy Area
16:00 to 23:00. Dental Treatment Area
If there had been an infectious diseases outbreak, any Counselling Area
of the Hub Clinic may have been re-designated as an
Male Youth Ward Area
isolation unit. In the event of a crisis incident, the Hub
Female Youth Ward Area
Clinic nearest to the incident would have functioned
Male Adult Ward Area
Female Adult Ward Area

54 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
 A counselling service (in co-operation with the Fire
Listening Ear Team)
The site was equipped with more than 30 fire
A portable X-Ray machine was set up in a cabin points and these were located in high risk
adjacent to the Camp Medical Centre. areas such as stages and beside
There were a variety of vehicles available to provide portable generators. Each fire point
transport either to the closest Hub Clinic or the Camp was clearly identified with
Medical Centre. In addition, there were a number of appropriate pictograms and
emergency ambulances that were staffed by signage in both English and French.
Paramedics, Technicians, IHCD (Institute of Healthcare There was a device for raising an alarm
Development) qualified staff or experienced Large fitted to each fire point. A number of fire
Event First Aid Staff. A rapid response vehicle was appliances were positioned on the site during
positioned at the Camp Medical Centre to allow for the the Jamboree and they were mobilised by the Incident
immediate dispatch of a Doctor led response team Control Centre following a report of a fire. There was
should the need arise. an agreement that Essex Fire Service would also be
notified immediately of any fire so that they could
Police / Stewarding attend the incident. The Fire Team also carried out
regular fire patrols and routine inspections of all fire
A team of volunteer regular Police Officers from a points to ensure that fire safety standards were
number of police forces in the UK were recruited to maintained during the Jamboree.
provide a response to ‘policing’ incidents that
occurred during the Jamboree. They were able to Incident Control Centre (ICC)
provide an immediate first response to emergency
incidents of active criminality, or incidents that had The purpose of the Incident Control Centre (ICC) was to
been assessed as life threatening, whilst awaiting the ensure that there was an appropriately co-ordinated,
arrival of local Police Officers from Essex Police. managed and effective response to a wide range of
Although the Police Officers had a responsibility for emergency and non-emergency incidents. The ICC was
maintaining law and order, they were not responsible responsible for dispatching and controlling staff of the
for carrying out any criminal investigations as this was Medical, Police, Stewarding and Fire Teams in
the responsibility of Essex Police. response to reported incidents on the site, as well as
monitoring specific events. The ICC was located in a
The Stewarding Team worked closely with the Police
dedicated cabin, in an area of the site where the
Team and it was planned that it would consist of five
designated Rendezvous Point (RVP) point for
teams of 80 stewards, each supported by a Shift
emergency vehicles was situated.
Manager and a deputy. Stewards worked a 9 hour
shift pattern with rest breaks and free days as The ICC operators received information or calls from
appropriate. The shift pattern was as follows: the staff and participants of the Jamboree through the
Sub Camps, by telephone, radio communication, or by
Early Shift – 06.30 – 15.30 hrs
monitoring any closed circuit television (CCTV)
Late Shift – 14.30 – 23.30 hrs coverage of the site. They then created an ‘incident’
Night Shift – 22.30 – 07.30 hrs on the system. The information was evaluated and the
response graded accordingly, so the most suitable
For each shift, small groups of Stewards would take
resource was dispatched. The ICC was responsible for
responsibility for stewarding and patrolling specific
providing timely updates to the Duty Jamboree
areas of the Jamboree site. Each group would report in
Operations Director (DJOD) of any situations taking
regularly to the Duty Shift Manager and, when
place on the Jamboree site which required further
necessary, particular incidents would be brought to
consideration or actions by senior managers.
the attention of the Incident Control Centre.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 55
 Services and facilities Showers and Toilets
Toilet units were hired from two large contractors and
In order to create a suitable site for the 21st World
the majority were connected to the fresh water supply
Scout Jamboree a great deal of planning had to be
and the foul water system. There were a few re-
done so as to ensure that there were sufficient
circulating units that had to be emptied by tankers.
services and facilities of the right quality for all those
There were approximately 50 toilet units for each Sub
present. There were many challenges in achieving this,
Camp, plus the required number of disabled toilets.
but the experience gained from running EuroJam in
There were approximately 200 toilet units in the Adult
2005 proved to be invaluable in preparing and
Camping Area, situated in two locations. There were
delivering what was required for the World Scout
separate dedicated toilets for the medical facilities
Jamboree.
and catering operations. Toilets were also installed in
other areas of the Jamboree site where there could be
Water
a lot of people.
Equipment and procedures for supplying drinking
water were tested at EuroJam and data was gathered
to be used in the planning of the World Scout WHERE RESPONSES WERE EXPRESSED
Jamboree. The average demand at EuroJam was IN THE QUESTIONNAIRE,
measured as 52 litres per head per day (L/hd/d) and
68% WERE MARKED VERY POSITIVE
for planning purposes a figure of 65 L/hd/d was used.
This is approximately equivalent to two Olympic sized
OR POSITIVE WHEN ASKED IF
swimming pools full of water a day! THE CLEANLINESS OF SHOWERS
It was calculated that the mains water connection to
AND TOILETS MET THE EXPECTATIONS
Hylands Park would not meet the total volume OF THE CONTINGENT.
required per 24 hour period without affecting other
customers in the area and, in addition, it would not be There were approximately 68 shower units in one
possible to meet the peak flows of water. In order to large shower block shared between two participant
supplement the total supply of water, contracts Sub Camps and 64 shower units in two locations in
were placed with a number of companies to the Adult Camping Area. The individual shower
bring in additional water using road cubicles were installed in a floored marquee, with
tankers. In order to manage the peak separate shower areas for young people and adults
demands, balancing tanks were and separate male and female areas, as well as
installed on the site. These filled special showers for the disabled.
when the mains supply exceeded
demand for water (for example, during the Waste water / foul water
night) and the stored water was then used to
supplement the mains supply when the demand Prior to EuroJam, sewage pipes were installed in
exceeded supply. various parts of Hylands Park and these flowed into a
number of large storage tanks around the edge of the
Water was distributed around Hylands Park through
park. At various defined points, the outlets from the
the water pipes that were installed before EuroJam –
toilets and showers were connected to the sewage
however, these did not extend to the areas of
pipes. During the Jamboree, there was almost a
farmland so temporary water pipes were installed for
constant process of emptying the storage tanks using
the World Scout Jamboree. Appropriate flushing and
road tankers. We estimate that approximately 30
water testing was carried out prior to the Jamboree
million litres of foul water was pumped out of the
and a number of samples were taken during the
tanks and taken away during the Jamboree.
Jamboree and analysed for bacteriological content at
an approved laboratory to ensure the water system
remained clear of contamination.

56 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Electricity Technology Teams) not involved in the general
servicing of the site.
All electricity on the Jamboree site was supplied from
Gas Compound – used for storage of gas
diesel powered generators that were delivered to site,
cylinders for hot water boilers, shower systems
installed and maintained by competent contractors.
and trading outlets. This was secure caged
The electricity supply extended to the Sub Camps,
area.
Adult Camping Area, Programme areas, Jamboree HQ
and Arena. Only trained, experienced and competent Contingent Container Park – a storage area
electrical engineers were permitted to install and for shipping containers brought to the site
maintain electrical equipment. by Contingents.

Warehouse Fencing
The Warehouse area was located near to the Temporary fencing was erected around the Jamboree
Gate 5 entrance of the Jamboree site and its site in places where the existing boundaries were not
primary purpose was to the receive sufficient. The fencing was 2 metres high and of the
deliveries of goods and equipment ‘Heras’ type. In general it was not intended to use
required to service the site before, fencing to define areas within Jamboree site, although
during and after the Jamboree. Within fencing and low level barriers were used where this
the area there were a variety of was necessary for safety reasons. During the
compounds and warehouses and these Jamboree, the Stewarding Team carried out regular
included: patrols along the boundary of the Jamboree site in
order to monitor the condition of the fence and check
Electrical Compound – used for storage of
for damage caused by collapse, high winds or
spare generators, mobile lighting towers,
vandalism.
cabling and electrical distribution equipment.
Plumbing Compound – used for storage of Rubbish and recycling
pipework, sanitary fixtures and fittings.
It was recognised that with an event as large as the
Red Diesel Tank – a 100,000 litre storage tank
World Scout Jamboree, it was inevitable that a
for Red Diesel which was the fuel for the plant
considerable amount of waste was going to be
and generators on site.
generated. Our aim was to:
Plant Compound – secure storage area for all
REDUCE – by planning for minimum waste.
plant including material handling plant (rough
terrain forklifts, telehandlers, etc.) and access RE-USE – by finding alternative uses for waste.
plant (cherry pickers, scissor lifts, etc.). RECYCLE – by designing what we do to
Wood Workshop – used for storage of timber maximise waste recycling.
and also as a workshop for building bases for In order to recycle as much as possible of the waste at
washstands, display and notice boards, the Jamboree, we asked people to separate waste into
disabled access ramps, access steps and the correct bins as follows:
marquee partitioning.
Paper and cardboard
Warehouse 1 – used for sorting and storage of
Plastics
site consumables, equipment and goods before
distribution to the relevant team. Most of the Metals
material within this warehouse was palletised Special waste (e.g. batteries)
and moved using a rough terrain forklift.
There was a no glass policy and people coming to the
Warehouse 2 – a shared warehouse for use by Jamboree were asked not to bring any glass items to
other teams (for example, Programme, Food Hylands Park.
and Trading and Information Communication

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 57
 management system (HACCP) was put in place by
WHERE RESPONSES WERE EXPRESSED Sodexho Prestige for the duration of the 21st World
IN THE QUESTIONNAIRE, Scout Jamboree and regular inspections were made by
the statutory food safety authority.
15% WERE MARKED VERY POSITIVE
All chilled, ambient and frozen food for the World
AND 49% WERE MARKED POSITIVE
Scout Jamboree was delivered by nominated suppliers
WHEN ASKED IF THE WASTE to the Food Warehouse at North Weald Airfield where
MANAGEMENT AND RECYCLING it was visually checked for temperature, date codes,
MET THE EXPECTATIONS OF package conditions and quality. The Food Warehouse
THE CONTINGENT. was a large marquee erected for the duration of the
Jamboree on an area of hard surfaced ground and
appropriate loading and unloading facilities were
available. The food was stored in appropriate
Food conditions in the Food Warehouse until it was
required.
It was decided from a very early stage to use a
professional caterer for the Troop food supply and During the day, the food was loaded into the relevant
Adult Restaurant catering and Sodexho Prestige was temperature controlled vehicles and at night these
subsequently awarded the contract for EuroJam and were moved to the Sub Camps and Adult Restaurant
the 21st World Scout Jamboree. The main learning on the Jamboree site. This meant that two fleets of
point from EuroJam that Sodexho Prestige successfully vehicles were used, with one fleet at North Weald and
addressed was adapting the menu to better suit the the other at the Sub Camps and Adult Hub restaurant.
range of cultures represented at a Jamboree. In Only the quantity of food required for the following
particular, food requirements based upon religious day was loaded onto the vehicles during the day.
beliefs, ethical grounds and medical conditions were On occasions, we observed relatively high levels of
accommodated and those with food allergies or food waste in the Sub Camps and this was
sensitivities were catered for. disappointing. It seems that the processes we
On the negative side, feedback was received from established to try and ensure that people only took
members of the IST that they were not well the quantity of food that they actually needed did not
treated and did not feel valued when work as well as they should have done.
working in the Adult Restaurant. This
probably reflects an Sub Camp food supply
understandable lack of
The two main ways of providing food at World Scout
experience on the part of Sodexho
Jamborees that have been tried in the past are a daily
Prestige in working with an
supply of standard food ingredients to Troops and a
international team of Scout volunteers
system of providing credit at a supermarket on site
which resulted in IST members not being dealt
where ingredients can be chosen. There are
with in the way that they felt they should be. Despite
advantages and disadvantages to both systems, but it
these difficulties, our overall experience with Sodexho
was decided early on that for the 21st World Scout
Prestige was very positive and they made an
Jamboree, the principle approach would be to supply
important and valuable contribution to the success of
food to Sub Camps for distribution to Troops.
the Jamboree.

As the nominated caterers on site, Sodexho Prestige

were responsible for the whole food chain from
purchase to delivery to Sub Camps and the Adult
Restaurant. A fully documented and monitored food

58 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
On each day, food was issued early in the morning (for drinks were available from separate self-service
breakfast and lunch) and late afternoon (for dinner) points. Once people had finished their meal,
from the Sub Camp Food Distribution Point and Troops they were expected to take their tray and
took the food back to be cooked on their campsite. rubbish to a tray clearing station
Staple items such as salt could be replenished as and where they could separate rubbish
when a Troop needed to do so. Ingredients were according to notices displayed.
provided for three meals each day as follows: Some people were surprised that
Breakfast – this was a cooked meal on days disposable plates and cutlery were used
when Troops were on site and cold when they in the Adult Restaurant – the advice we were
had an Off Site Programme day. There was the given was that this had less environment impact
option for Troops to choose to have a cold or than the alternatives.
rice based breakfast on every day, but Breakfast – there was a range of hot and cold
Contingents had to notify us of this in advance. foods, together with fruit juice and hot drinks.
Lunch – this was designed to be portable so Breakfast was served from 02:00 until 04:00
that participants did not need to return to their for night workers and 06:00 until 10:00 for
Troop site in the middle of the day. Participants everyone else.
were asked to keep drinks bottles issued on Lunch – there were a range of items to choose
the first few days of the Jamboree so that they from and this had to be collected from the
could be used as water bottles. Adult Restaurant after people had had their
Dinner – this was a cooked meal on every day. breakfast. People were encouraged to save
drinks bottles from the first few days at the
A Cookbook was provided to all Troops and this Jamboree to use as water bottles.
contained suggested recipes for each meal, but Troops
Dinner – usually consisted of a soup, a choice
were free to use the ingredients in whatever way they
of main course and a dessert. Dinner was
wanted to.
served from 17:00 until 22:00.
Contingents were required to notify us in advance of
Those with special dietary requirements were asked to
any special dietary requirements and this enabled the
speak to a server who would be able to provide advice
Sub Camp Food Manager to have the right foods ready
as to which dishes were suitable. If the server did not
for collection from the Food Distribution Point.
know the full details, a supervisor was always on duty
and they would be able to help.

WHERE RESPONSES WERE EXPRESSED Supermarkets

IN THE QUESTIONNAIRE, It was much more difficult than we anticipated to get
85% WERE MARKED VERY POSITIVE a supermarket chain interested in providing stores at
OR POSITIVE WHEN ASKED IF THE EuroJam and the World Scout Jamboree. The cost of
setting up temporary locations, organising deliveries
QUALITY, QUANTITY AND DIVERSITY OF
and arranging staff meant that an event like the
THE FOOD PROVISION CORRESPONDED Jamboree was not a very attractive option for a
TO THE NEEDS OF THEIR CONTINGENT. supermarket chain. However, we did eventually come
to an agreement with Sainsbury’s – one of the UK’s
major supermarket chains.
Adult Restaurant There were Sainsbury’s supermarkets on the Plaza,
All adults, other than Troop Leaders, had their meals Desert Hub, Tropical Hub and Island Hub. All of the
in the Adult Restaurant in the Island Hub. As people supermarkets sold sweets, soft drinks, crisps and
arrived, they were given a tray and directed to an snacks, biscuits and basic First Aid materials. Those in
available serving station. There were a number of the Desert and Tropical Hubs sold things like sauces,
options displayed on a menu and cold foods and spices and herbs to use with the food ingredients

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 59
 distributed from the Sub Camps. They also stocked organising team of the Jamboree and teams from
toiletries, feminine hygiene products, cleaning NSOs produced a much better experience for the
materials and lots of other bits and pieces that might participants. We are grateful to everyone involved with
have been useful at the Jamboree. The Island Hub running a Scout Food House at the Jamboree.
supermarket also sold newspapers, cigarettes and
over the counter medicines.
WHERE RESPONSES WERE EXPRESSED
Cafés, snack bars IN THE QUESTIONNAIRE,
and Scout Food Houses 93% WERE MARKED VERY POSITIVE
Drinks, snacks or meals were available at a number of OR POSITIVE WHEN ASKED IF
catering outlets. The Desert and Tropical Hubs had THE SCOUT FOOD HOUSES FULFILLED
some simple catering outlets whilst the Mountain and THE NEEDS OF THOSE AT THE JAMBOREE.
Ocean Hubs had a much wider range.

The Vienna Coffee House had been a welcome

feature of World Scout Jamborees for a number Trading
of years, but at EuroJam a Swiss Chalet and
Black Magic (Germany) were added – There were six trading areas at the Jamboree and
this was the start of the concept of these were:
Scout Food Houses. Our evaluation
The Plaza
of EuroJam indicated that Scout Food
Houses were very positively received and The Desert Hub
that there were considered a much better The Mountain Hub
option than the commercial food stalls and The Ocean Hub
burger vans. We were delighted when the concept was
The Tropical Hub
taken up enthusiastically by others so that in addition
to the Vienna Coffee House, Swiss Chalet and Black The Island Hub
Magic the following were present at the World Scout
The Plaza, Desert Hub, Mountain Hub, Ocean Hub,
Jamboree:
and Tropical Hub were open to everyone. The Island
Czech Lion (Czech Republic) Hub was open to adults only, including Troop Leaders
Egyptian Café (Egypt) and it was important that participants were not
allowed onto the Island Hub. Not all outlets were
Café Kuska (Finland)
available in all trading areas and the opening times
Greek Taverna (Greece) were not always the same. The first outlets opened at
Csarda (Hungary) 07:00 and everything was closed by 22:30.

Holland House (The Netherlands)

Money
Polish Café (Poland)
All trading at the Jamboree was in Sterling (UK
Taiwanese Food House (Taiwan)
Pounds) and there were banking facilities in the Plaza.
English Tea House (UK) These included normal counter service banking and
Scout Food Houses certainly offered an impressive cash machines (ATMs) and they operated from 09:00
range of foods from around the world and each one until 17:00. There was also a Bureau de Change and
had its own distinctive atmosphere and style of the facility to exchange Travellers Cheques for cash.
cuisine. In addition, Scout Food Houses were another
excellent example of how a partnership between the

60 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
Internet cafés and telephones Scout Shop
Internet access was available in the Internet Cafés at Scouts Shops Limited (SSL) is a wholly owned
each of the Hubs. There was a charge for internet subsidiary of TSA and they were responsible for
access and credit could be purchased at the Facility running the main Scout Shop on the Plaza. There was a
Centres. The Internet Cafés were open from 06.30 until wide range of items on sale, including badges, clothing
22.30 (except for the morning of Sunrise Day). and souvenirs – some items had the Jamboree logo on
Payphones were available in the Internet Cafés at them and others had Sub Camp logos.
each of the Hubs. The payphones worked on a
pre-paid calling card and credit for the calling cards Adult Bar
could be purchased at one of the Facility Centres. ‘top
There was a bar in the Island Hub that was open in
up’ credit for UK mobile phone networks was also
the evenings with a selection of alcoholic and
available for sale at the Facility Centres.
alcohol-free drinks available. Payment was by tokens
and these could be bought from the Facility Centre in
Charging of electrical items
the Island Hub.
There was no electricity supply to the Troop sites.
There had been considerable debate as to whether or
There were electricity supplies at the Internet Cafés
not there should be a bar at the 21st World Scout
where it was possible to charge a mobile phone,
Jamboree, especially because for some cultures the
camera etc. at a cost – the electricity supply was 230V
availability of alcohol at a Scout event is very difficult
(+-10%), with UK 3 pin sockets.
to accept. In the end, we decided if we ran a bar on
site, we would be able to control the consumption of
alcohol much better than if adults left the Jamboree
WHERE RESPONSES WERE EXPRESSED site to go to a bar in the local area.
IN THE QUESTIONNAIRE,
48% WERE MARKED VERY NEGATIVE Transport
OR NEGATIVE WHEN ASKED IF THE
SERVICE FOR CHARGING OF In order to create a pleasant and safe environment, it
was planned for Hylands Park to be designated a
ELECTRICAL ITEMS FULFILLED THE NEEDS
traffic free area for the duration of the Jamboree. This
OF THOSE AT THE JAMBOREE. meant that during the daytime only bicycles, golf
buggies and essential emergency service vehicles
would be allowed on the Jamboree site. Even with this
Post clearly defined plan for a traffic free Jamboree, there
Post that arrived at the Jamboree was delivered to the were a number of occasions when there were severe
Sub Camps, where a system of distributing it to the difficulties in segregating people and traffic on the
Troops was established. Stamps were on sale at the Jamboree site.
Facility Centres in the Plaza and the Hubs and there During the night, service vehicles could
was also a Post Office on the Plaza. Special stamps for enter the site, including those
Scouting’s Centenary were on sale. distributing food and disposing of
waste. All vehicles on site, whether
Photographic facilities during the day or night, had to register
for their journey and had to adhere to the
It was possible to download digital photographs to a
one way system. Service vehicles had orange
CD at the Facility Centres and buy prints of your
rotating flashing beacons fitted and on site
photos.
emergency services vehicles had blue rotating
flashing beacons and audible warning devices.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 61
 A fleet of approximately 160 various sized commercial
vehicles was procured and these were used to safely
Communications
transport stock and equipment around the site. All Communications amongst the Jamboree Team and at
those driving such vehicles had to have the the Jamboree site used four different
appropriate driving permit and were briefed and technologies:
trained on traffic control and management for the
Fixed phones – approximately 150
Jamboree.
handsets were deployed around the
The Transport Team also managed a stock of 1,000 Jamboree site. Using VoIP technology,
World Scout Jamboree branded bicycles which proved these enabled communications within the
to be very popular both to rent and buy. site, as well as to the public network off site.
40 of these phones had direct dial capabilities,
Arrivals and Departures so that they could be called directly from external
phones. In addition, 125 handsets were deployed so
The Transport Team successfully negotiated the hire of
that participants could make phone calls (at a cost).
a large fleet of coaches from 3 different companies
and organised a total of nearly 450,000 passenger Mobile phones – approximately 250 mobile phones
transfers. These included: were deployed amongst the organisers of Jamboree,
UK Contingent arrivals and departures. and other key people. This included almost 50 phones
deployed at the various off site locations.
IST arrivals and departures.
Radios – a trunked radio system was installed with
Participant and Troop Leader arrivals and
about 600 handsets used at Hylands Park. Many of
departures.
these were on a ‘project basis’ (for example, the
Transfers to and from Off Site Programme stewarding of ceremonies) but a good number were
activities. used to facilitate communication between team
Staff journeys. members, especially in the areas of the park less
conducive to deployment of fixed phones.
Shuttle from Hylands Park to Chelmsford
and back. PCs – about 250 PCs were deployed to enable email
Transfer of Day Visitors from North Weald and internet access for organisers of the Jamboree
Airfield to Hylands Park and back. and for Programme activities. A further 250 devices
were deployed for use by participants for email /
The fleet of coaches was parked overnight on hard internet access on a chargeable basis.
surfaced ground at North Weald Airfield.

Significant difficulties were encountered in trying Special Guests

to obtain accurate information concerning the
arrival of many Contingents and this meant The Special Guest Programme was designed to allow a
that the planning and scheduling of very limited number of invited distinguished citizens
coaches was extremely difficult. As a of participating countries to experience the 21st World
result, there were occasions when Scout Jamboree. Special Guests were invited to
members of a few Contingents had to wait Hylands Park every day of the Jamboree except for the
far longer for a coach transfer than we had days of the Opening Ceremony, Closing Ceremony and
anticipated in our planning. Sunrise Day. They were met on arrival at the Jamboree
site and briefed at the Special Guest reception area
next to Hylands House. A tour of the Jamboree
Programme areas, lunch and refreshments were

62 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
provided. All Special Guest arrangements were closely A visit to the Plaza, which included the many
coordinated with the relevant Contingent Leaders and Scout Food Houses, souvenir shops and
every effort was made to provide an opportunity for International Badgers Club.
the Special Guest to meet Scouts from their country.
A visit to Hylands House and the newly opened
One World Garden.
Day Visitors A visit to the Day Visitor Village reflecting World
Faiths, World Cultures and more traditional
Almost 50,000 Day Visitors were
Scouting skills.
welcomed to the 21st World Scout
Jamboree over 8 separate days. They A visit to the Global Development Boulevard to
were predominantly from the UK, but learn about the ways in which national and
many were from other European countries and some international organisations are working to
from the rest of the world. The Day Visitors had the make the world a better place.
opportunity to experience, for a short time, this very A visit to the Arena to watch the Day Visitor
special World Scouting event. The Day Visitor Show, which included information about the
programme was an important part of the Jamboree, size and scale of the Jamboree, footage from
offering opportunities for: the Opening Ceremony, items performed by the
A large number of people to share in this Jamboree Cast and the Jamboree Song.
unique Scouting experience. A visit to the Hubs to get an impression of the
Both Scouts and non Scouts (including parents, size of the site and the character of the
supporters, local people and those new to different areas.
Scouting) to visit the 21st World Scout Jamboree. Day Visitors were able to plan their own visit based on
A positive Day Visitor experience that the above options, but there was also an option to
‘re-energised’ adults in Scouting, so that they take part in one of the tours of the site offered by the
left the Jamboree with renewed enthusiasm, Day Visitors team. At the end of their visit, Day Visitors
new programme ideas and increased returned to North Weald by coach to collect their
knowledge of Scouting as a whole. vehicles or continue their journey by public transport.

Day Visitor tickets were priced at £20 for adults and

£15 for children aged 3 – 13 years old (free for those 3 Media and PR
years old and under). The vast majority of tickets were
sold primarily via the Jamboree website and sent out The Jamboree and Scouting’s Centenary provided an
by email as e-tickets. excellent opportunity to promote Scouting and
improve the profile of Scouting – the seventh strategic
The Day Visitor Experience began at North Weald priority for WOSM. Before the Jamboree, support
Airfield, where visitors parked their vehicles, checked was provided by TSA’s PR team and WOSM’s
in and transferred to the Jamboree site at Hylands Communications team. The concept of
Park on one of the Jamboree coaches. In addition to a “Young Spokespeople” that was trialled
wristband identifying them as Day Visitors, they were for EuroJam was extended to all
given a copy of the Day Visitor Guide. NSOs through a series of WOSM
To protect the privacy and safety of participants, Day communication workshops that were
Visitors were not allowed to visit Sub Camps or supported by TSA.
participant activity areas, although a full selection of NSOs were invited to nominate members of their
activities was available to them as follows: Contingent Support Team who would be working with
A visit to the World Scout Centre to find out their home media, to enable tailored support to be
more about Scouting around the world, provided before the Jamboree and so that we would
including the NSOs Gifts for Peace that NSOs have a greater understanding of their needs at the
were presenting. Jamboree. The Contingents that did this were able to

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 63
 gain better media coverage in their own Newspaper
countries than those that either did not have
Website
a nominated media person or did not
inform the Jamboree Office about Reporting
them in advance. NSOs were Video
provided with access to a number of
Photography
computers in the Media Centre, as well as
as WiFi access for those with their own NSO PR
computer. They were also able access the online UK PR
photo library and the catalogue of video footage. Endemol (responsible for the live broadcast of
the Opening and Sunrise Ceremonies)

WHERE RESPONSES WERE EXPRESSED Reporting Team

IN THE QUESTIONNAIRE,
With limited resources (both people and equipment),
69% WERE MARKED VERY POSITIVE
it was important to maximise the use of the stories
OR POSITIVE WHEN ASKED IF THE that occurred. A central Reporting Team, based
JAMBOREE MEDIA CENTRE on the model used by the BBC, was created
FACILITATED COVERAGE IN THE to feed stories into the different media
and these included the Newspaper,
NSO’S NATIONAL / LOCAL MEDIA.
Website, Video, Radio and the PR
teams. In particular, they worked
One of the key rules for the media work at the very closely with the Young
Jamboree was that all journalists had to be Correspondents and PR teams. This was the
accompanied by a member of the relevant Contingent first time that this model had been used and it
Team at all times. In some specific instances, this worked well, although there were some areas that
caused a few problems but it ensured that journalists could be improved in the future, especially as
were ‘on message’ and did not report on sensitive technology improves.
areas of the Jamboree or Scouting. The media
coverage of the Jamboree in the UK was exceptional, One Word – Jamboree Newspaper
with over 1,000 pieces of coverage including four front
page newspaper stories. There was also excellent The Jamboree had its own daily newspaper, One Word,
coverage around the rest of the world and many published each day and containing 12 pages of
countries were able to make use of the satellite link pictures and news about the Jamboree and Scouting.
for Scouting’s Sunrise on Brownsea Island. Copies were provided every morning at the Food
Distribution Points on each Sub Camp and in the
Media Centre Adult Restaurant. Electronic copies were also available
on the website, and were a very popular download.
The Media Centre was the home for many different
The main focus for articles in One Word was the
teams that worked together to improve Scouting’s
Programme and Young Correspondents provided a lot
profile at the Jamboree and externally. It consisted of
of the content for many of the articles. Other content
a large marquee with a number of cabins for use by
was produced by a small group of reporters working
specific teams. There had been considerable debate
with members of the Photography Team. A plan for
about where the Media Centre should be located, with
content was agreed in advance to ensure that all areas
a strong view that it should be somewhere centre like
of the Jamboree were covered and to space for news
the Plaza. In the end it was decided that to locate it
articles. The use of photographs was very important to
adjacent to the Jamboree HQ. The teams based in the
illustrate the articles and to provide a memory for
Media Centre were:
those who were at the Jamboree. Regular articles
Young Correspondents

64 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference
included items such as the weather forecast and
details of the religious services on that day. All the
Referenced documents
main articles written in English had a summary in Documents referenced in this report are available for
French and those written in French had a summary in download from www.scout.org.uk/2007jamboree
English. Other languages were also used in some
articles, especially those written by Young
Correspondents.

WHERE RESPONSES WERE EXPRESSED

IN THE QUESTIONNAIRE,
100% WERE MARKED VERY POSITIVE
OR POSITIVE WHEN ASKED IF THE
JAMBOREE NEWSPAPER FACILITATED
INTERNAL AND EXTERNAL
COMMUNICATION.

Promise FM – the Jamboree radio

station – 87.7FM
Promise FM was the radio station of
the 21st World Scout Jamboree,
broadcasting from before the
Opening Ceremony until after the
Closing Ceremony. The main radio station was located
in the Plaza and a lot of content provided by
participants was broadcast. There was also a ‘roving
reporter’ who went out and about around the all of the
Jamboree sites (including Splash! and Gilwell
Adventure).

It was suggested to people that they bring FM radios

with them and Promise FM was also broadcast
through the sound systems on the Sub Camp and Hub
stages, as well as in the Adult Restaurant. The station
was used to coordinate the music for the Carnival, so
that the same music and commentary was heard all
over the Jamboree site.

Promise FM was also streamed on the Jamboree

website which had many listeners all over the world
and they were able to send messages and requests
for music. In addition, Promise FM all of the
Ceremonies live, so people who were not at the
Jamboree were able to listen and join in with the
Ceremonies.

21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference 65
66 21st World Scout Jamboree 27 July to 8 August 2007 Report to the 38th World Scout Conference