{"subTitle":"","backgroundImage":{"url":null,"caption":null,"type":null,"size":0,"width":0,"height":0,"altText":null},"backgroundColour":null,"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWelcome from our Chair\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EThis was the year that Scouts bounced back.\u003C/strong\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAfter the challenges of the pandemic, I\u2019ve been inspired by our young people doing what they do best \u2013 learning skills for life face-to-face, and especially outdoors.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EI was so impressed by the way our volunteers adapted to deliver Scouts online during the pandemic. But nothing truly beats meeting in person. It\u2019s how friendships are forged, and memories are made. There\u2019s no wood smoke to smell, or birdsong to hear, on a Zoom call.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur rapid growth this year is a testament to how quickly and safely our volunteer teams reopened their doors and welcomed young people again. We\u2019re now back to 87% of our 2019 numbers, with nearly 60,000 young people joining in the past year.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EBut there\u2019s much more to do as we look forward to next year. We still have 90,000 young people on waiting lists, meaning many young people are still missing out on the opportunities we offer.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EAttracting new volunteers and youth members\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWith so many young people on waiting lists, we must focus relentlessly on attracting new volunteers, while supporting our current team. Growth can only be achieved with the right volunteer teams in place. Our #GoodForYou campaign highlights employability and wellbeing benefits of volunteering, and we\u2019ll keep supporting recruitment locally and nationally into next year.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve continued our commitment to make our movement more inclusive, and bring Scouts to underrepresented communities. The launch of Squirrels for 4-6-year-olds was such a brilliant example of this, as we prioritised opening in the areas and communities most deeply affected by the pandemic.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EI have a strong personal commitment to our work on race equity. I think we\u2019ve made a good start this year with our new Project Board, chaired by Yousif Eltom, leading the way to make Scouts welcoming to everyone.\u0026nbsp;\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EYoung people taking the lead\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EIt was fantastic to see so many Scouts taking leading roles in high profile events. A shining example of this was at the UN Climate Change Conference UK (COP26) in Glasgow in November 2021. An international team of Scouts led the youth day with Chief Scout, Bear Grylls. Together, they represented young people from 55 different countries who\u2019d committed 100 million hours of action to stop climate change as part of our #PromiseToThePlanet initiative.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EEqually impressive was Cub Scout, Emily, who I watched with awe as she took part in a conversation with a 98- year-old WWII veteran, Colonel David Blum, to mark Remembrance 2021 and the centenary of the Royal British Legion, with such self-possession. Hosted by our Joint President, HRH The Duchess of Cambridge, it was such a moving moment, and a chance to reflect on the sacrifices made by so many.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOne thing that I noticed immediately when I joined as Chair is that Scouts is a family. We look after each other \u2013 and welcome new members (myself included) so well. I\u2019d like to thank the Board, the staff team, the volunteer team and the whole movement for supporting me so wonderfully in my first year.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EScouts plays a vital role in giving young people skills for life, and the chance to shine. It brings communities closer, and make society stronger, too. We\u2019ve so much to be proud of. There are exciting times ahead, and I know Scouts will make the very best of them.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18028/jennies-signature.jpg","width":350,"height":102,"altText":"The signature of Scouts chair Jennie Price","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EJennie Price CBE \u003Cbr /\u003E\u003C/strong\u003EChair\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"sections":[{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EThis year will be one to remember (and this time, for all the right reasons).\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ENot only did we see our biggest single year of youth membership growth since WWII, we launched Squirrels, our first new age range in 35 years. These are two fantastic signs Scouts is resurging after the setbacks of the pandemic.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAnd how did we achieve all this? Through the incredible efforts of a volunteer and staff team committed to a single shared goal: to help more young people gain skills for life. That\u2019s our \u2018north star,\u2019 and we succeed when we never lose sight of it.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe pandemic hit us hard, with a 23% drop in our youth membership. The fact we\u2019ve managed to grow by 16% in a single year tells you how much Scouts was missed and how much it\u2019s needed, especially in areas that\u2019ve been left behind.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18058/shaun-copy.png","width":1379,"height":1348,"altText":"","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EA great leap forward\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe brightest news was the historic launch of Squirrels for 4-6-year-olds in September 2021. This was the culmination of two years piloting of early years Scouting, building on pioneering work in Northern Ireland. Already we have 8,000 Squirrels across 620 Dreys, doubling our targets.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EEven more importantly, we prioritised opening these Dreys in areas of deprivation, supporting young people and families hardest hit by the pandemic. Some of our youngest members have spent almost half their lives in lockdown.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe know the opportunities to play, learn, make friends in the outdoors gives them a huge start in life. Our mantra remains: \u2018Change the start of the story and you change the whole story.\u2019\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E28% of our Squirrel Dreys have opened in lower-income areas. 34% are in Scout groups that already have 10% or more young people from Black, Asian and minority ethnic communities. This is just part of our commitment to being a more inclusive movement.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EBringing people together\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe offer young people skills, friendship and a powerful sense of belonging. And the way we bring people together contributes even more to closer communities and a stronger society.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019re proud to be a leading member of the Together Coalition, which promotes stronger connections across our communities. As part of this, we championed the national #ThankYouDay, celebrating the people (especially our volunteers) who make our communities better places to live.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe can only achieve our aims with the right funding in place, in the communities that need it. This year, we were proud to help Scout Groups access \u00A31.76million from the DCMS Youth Investment Fund to create, expand and improve facilities and services. Supporting our members with their applications helped 72% of those who applied secure much-needed funds.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe offered a Recovery Fund for the second year in a row to help keep sections running, with a special focus on groups and units set up since the 2020 Census. Part of these funds came from the movement\u2019s phenomenal fundraising efforts in 2020, and part from a generous donation from the Pears Foundation. In total, we were able to award just under \u00A3641,500 to local Scouts, supporting more than 7,500 young people.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe task ahead is to return to pre-pandemic membership levels, and welcome in the 90,000 young people on our waiting lists. The key to this, as ever, is to attract more adult volunteers. These efforts have already begun with our #GoodForYou campaign, but even more important is improving our volunteering experience. Making volunteering easier and more enjoyable for everyone, and giving a warmer welcome, will have a transformative impact.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EDigital first, with people at the heart of what we do\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe pandemic accelerated everyone\u2019s use of digital ways of working, and we\u2019re reaping the benefits of that now. We\u2019re putting volunteers and young people at the heart of our digital services, making sure they\u2019re enjoyable, engaging, and efficient. To cite just one example, volunteers download 40,000 activities from our planning tool each week, supporting even more young people achieve their top awards.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs Scouts, we\u2019re as proud as ever to help other people. Through our \u2018A Million Hands\u2019 project, thousands of young people this year made an impact on the issues that matter most to them. Our young people chose the issues they\u2019d like to focus on, from protecting our planet, through to tackling homelessness and improving mental health. We\u2019re making a national difference to lives across the country.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EI\u2019d like to thank our volunteer and staff teams for all their outstanding work. You do brilliant things every day, inspiring better futures, leaving such a bright legacy for generations to come.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ELet\u2019s keep up that momentum and make next year even better.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/2925/matt-hyde-signature.png","width":322,"height":188,"altText":"Matt Hyde signature","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EMatt Hyde OBE\u003C/strong\u003E \u003Cbr /\u003EChief Executive\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":null,"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/better-volunteering-for-a-stronger-movement/","title":"Better volunteering for a stronger 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reasons).","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODI5NCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EOur movement is powered by the kindness and commitment of our volunteers. The last year has shown that to be truer now than ever. In my first year as UK Chief Commissioner, after a lifetime in Scouts, it\u2019s been a privilege to listen to, champion and support the team in our work helping more young people gain skills for life.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs our youth membership resurges, we\u2019ve seen yet more outstanding generosity from our volunteers. Not only have we welcomed back young people face-to-face after lockdowns, we\u2019ve launched Squirrels, welcoming 4-6-year-olds for the first time.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis would be an astonishing achievement in any year, but especially meaningful in a pandemic, when young people have needed us most. These new Squirrels are the future of a bigger, brighter and even more diverse movement, and society\u2019s future young leaders in the making.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWhy safety always comes first\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs we move towards adventurous, in-person activities again, it\u2019s vital that training is up to date. Safety will always remain our priority, ensuring our Young People First code of conduct is always followed, and that risk assessments are always carried out.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETo represent our commitment to safety, we\u2019ve expanded our HQ Safety team by adding new roles. We\u2019ve supported Groups on their journey back to meeting face-to-face, helping them through each readiness level, right up to the present day. While the UK was living under restrictions, we made sure volunteers could finish their first aid training, by introducing new methods for completing modules.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ESafety and safeguarding training compliance has also been a point of focus. We\u2019ve provided line managers with new guidance and tools to manage volunteers with overdue training locally. To highlight the importance of risk assessments, we\u2019ve created new resources, templates, and support for volunteers.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur national safeguarding team have been busy, too. They\u2019ve engaged with volunteers and other Scouts colleagues to progress key projects. These include Squirrels and wider Early Years projects, implementing and launching online Disclosure Scotland checks and advising on casework, delivering training for Commissioners and pilot Group Scout Leaders\u2019 training, and the development of the Safe Scouting Learning Review Group. There\u2019s also been proactive actions taken around disclosure compliance, and updating Compass records.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18061/vol-copy.png","width":1380,"height":1333,"altText":"A Squirrel in uniform and a necker is sat on a tree trunk outside smiling at a volunteer.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EInternational friendship\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs vaccinations have enabled travel and large gatherings to happen more safely, it has been exciting to see international Scouting revive too. International volunteers from countries like Venezuela, Mauritius and Denmark are supporting at Scout Adventures. And we\u2019re now seeing hundreds of youth members preparing and fundraising to represent the UK at World Scout Jamboree in South Korea in 2023.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe never forget that we\u2019re part of a worldwide family of 55 million Scouts. Our global movement encourages peace, tolerance and respect for all. We continue to stand in solidarity with those affected by the war in Ukraine, as well all those suffering through conflict or natural disaster in other parts of the world. We\u2019re proud of the compassionate way our Scouts have responded, fundraising, packing emergency medical kits, delivering aid, and supporting refugees by extending the hand of friendship.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EImproving the way we volunteer\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWhen what they give makes such a difference to young lives, we owe it to our volunteers to make the experience as easy, fun and rewarding as possible. We\u2019ve identified three areas to focus on: a warmer welcome for all, more engaging learning and making volunteering more enjoyable every day.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019re improving digital systems that support volunteers, transforming how people join and train to become volunteers in Scouts to make it smoother and more flexible. This is about giving us the space to do what we as volunteers do best and enjoy most. This will continue to be a priority through the years ahead, with 2023 marking the first big step in the journey.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve also looked closely at how we can make our organisation more welcoming and inclusive. This year, we launched a wide reaching Race Equity Review, engaging with over a 1,000 volunteers to create a powerful new vision for how Scouts will support race equity.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIt\u2019s not enough simply to say we welcome everyone. We need to question the way we do things, listen to different voices, and have the courage to make changes where they\u2019re needed. This is the only way we\u2019ll bring about race equity in Scouts. None of this is easy, but we need to act with humility, and support each other on a positive journey of change. We\u2019re doing this as a movement \u2013 to move with the times, and create a better experience for everyone.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EBy making these changes, we\u2019ll not only motivate our current volunteers, but we\u2019ll help attract new ones, too.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ELooking ahead\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs young people return to Scouts, and waiting lists grow, it\u2019s vital we continue to welcome new volunteers. 3,000 adult volunteers join us since April 2021, following our national #GoodforYou campaign. Based on feedback that first time volunteers are more willing to come with someone they know, our #GoodForTwo offers activities that work well for volunteers introducing a friend, starting them on their own volunteering journey.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EHowever, we never forget that the most powerful recruitment happens locally. We need to have the right conversations, make new connections, and especially reach out to communities underrepresented in Scouts. Let\u2019s continue to share our own stories of how Scouts has helped us shine bright, given us new friends, and made us who we are today.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIf we can share that spark, we can inspire a new generation of young people \u2013 and volunteers \u2013 with skills for life.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18030/carls-signature.jpg","width":333,"height":110,"altText":"The signature of our UK Chief Commissioner, Carl Hankinson","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003ECarl Hankinson\u003C/strong\u003E \u003Cbr /\u003EUK Chief Commissioner\u003Cspan 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we\u2019ll have prepared more young people with skills for life, supported by amazing leaders delivering an inspiring programme.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODI5OCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/skills-for-life-our-plan-to-prepare-better-futures-2018-2025/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EWe grow when we offer a great programme for young people, create new spaces for young people to join, and recruit new volunteers to support them.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve bounced back from losing around 1 in 4 youth members during the pandemic, and the last 12 months represent our fastest growth since World War II.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EOur growth goals by 2025:\u003C/strong\u003E\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ll have 547,000 young people aged 4\u201318 in Scouts\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ll have 88,000 front line volunteers (Section Leaders, including Assistant Section Leaders and Section Assistants)\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ll have 19,500 Young Leaders\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EProgress on growth\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis year, youth membership is up 16% to 412,986. This means 59,769 more young people are now gaining Skills for Life, who weren\u0027t last year. While growth has been strong in all sections up to aged 18, we\u2019ve seen the strongest growth in Beavers, our section for 6- to 8-year-olds. \u003Cbr /\u003E\u003Cbr /\u003EOur waiting lists have grown to over 90,000 young people who\u2019re hoping to join us. To create more spaces for these young people to join our movement, we need even more adult volunteers to support us to open new sections. Our current waiting list number is the equivalent of over 5,000 sections. \u003Cbr /\u003E\u003Cbr /\u003EWe opened 389 new sections this year, but while we recover from the pandemic, we had to close 620.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve seen an increase of nearly 4,000 front line volunteers, Section Leaders, Assistant Leaders, and Section Assistant roles. Since there\u2019s been a reduction in manager, governance and supporter roles, our overall volunteer numbers are down 2%. We think this is due to the changes we\u2019ve made in recording numbers, as well as our continued efforts to ensure data accuracy and compliance.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETo help us grow, we\u2019re rolling out a suite of resources. They aim to help with recruitment and retention of new volunteers and young people, and support with the opening of new sections. We\u2019ll also continue to identify funding for supporting local growth over the coming year.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWhat\u2019s next\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThanks to volunteers\u2019 efforts across the country, supported by our staff teams, we believe we\u2019ll return to pre-pandemic membership numbers during 2024. To achieve this, we\u2019ll need a concerted effort and resources. We think it\u2019s vital for meeting our longer-term growth ambitions, and for delivering our other strategic priorities, such as our new section, Squirrels.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur main strategic challenge is having enough volunteers to support as many young people as possible. There\u2019s a key interdependency between our ability to improve the experience our volunteers have with us, and our growth ambitions. These changes are to make volunteering easier and more fun, meaning we can better attract new volunteers, and keep our current ones onboard.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"type":"Image top","cta":"","body":"\u003Cp\u003E\u0027He\u0027s absolutely loving it and I\u0027m really impressed. The leaders are really supportive and welcoming, and it\u0027s been really good for Toby. His confidence has grown so quickly. I can\u0027t praise Squirrels enough. He\u0027s learning new skills and is so proud to be a Scout and wear his uniform.\u0027\u003C/p\u003E","link":null,"colour":"#f1f1f1","title":"Jenna, Toby\u0027s Mum, Squirrels","image":"/media/18060/tobby-copy.png?cc=0.075182454982212946,0.063040706996873225,0.099644258627645,0.46763050010361107\u0026width=800\u0026height=450\u0026v=1daf874ba2c9670","imageFocus":"","imageId":33144,"imageKey":"00000000-0000-0000-0000-000000000000","imageCrop":"","gridType":"card","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/skills-for-life-our-plan-to-prepare-better-futures-2018-2025/","title":"Skills for Life: Our plan to prepare better futures 2018-2025"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/inclusivity/","title":"Inclusivity"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/","title":"Resurging, 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volunteers.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODI5OSJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/growth/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EBeginning with the first Scouts camp on Brownsea Island in 1907, our movement\u2019s brought together young people from different backgrounds to share fun and adventurous experiences.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOver the years, we\u2019ve made great changes to become more inclusive. We\u2019ve welcomed girls to each section, and made sure our LGBTQ\u002B young people and volunteers can be themselves, and are celebrated for who they are.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe know there\u2019s still more to do. We won\u2019t stop until every young person in the UK sees a place for themselves in Scouts, and has the opportunity to join and thrive in our movement.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EOur Inclusivity goals\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp\u003E\u003Cstrong\u003EBy 2025:\u003C/strong\u003E\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EWe\u2019ll have opened 500 more sections in areas of deprivation, reaching young people who could benefit the most\u003C/li\u003E\n\u003Cli\u003EThe number of Black, Asian and Minority Ethnic adult volunteers will reflect wider society with a minimum target of 5%\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EProgress on inclusivity\u003C/strong\u003E\u003C/h3\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ECreating and Protecting Scouting in lower income neighbourhoods\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur Regional Services Team has worked hard, alongside volunteers, to protect local Scouting impacted by the pandemic. They\u2019ve created new provision, where possible, all in lower income neighbourhoods. Thanks to the Pears Foundation, Department for Culture, Media and Sport and individual donors, we raised and distributed \u00A3641,000 to local Scout Groups through our Recovery Fund. We also supported Groups to access \u00A31.76m from the first phase of the Government\u2019s Youth Investment Fund, and hundreds of thousands from Amazon.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAll of this has meant that we\u2019ve created an additional net 222 sections in the bottom 30% of the Index of Multiple Deprivation since 2018, with 278 left to achieve our target of 500 by 2025.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ESquirrels\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn September 2021, we launched Squirrels, our new section for 4- and 5- year-olds. At this age, non-formal education can make a real difference, so we\u2019re committed to providing Squirrels for young people who wouldn\u2019t usually access Scouts.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EProgress has been fantastic so far. In the first six months, our amazing volunteers opened 140 Squirrel Dreys in areas of deprivation, and this number is still climbing.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve started Squirrel Dreys in some of our most ethnically diverse Scout groups, with 34% of them having 10% or more young people from Black, Asian and minority backgrounds.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ERace Equity\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019re aware that people from Black, Asian and minority ethnic backgrounds are underrepresented in Scouts, so we\u2019ve been working hard to understand what\u2019s causing this, and what needs to change.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn 2020, we commissioned an external review into race equity at Scouts. The review looked at the experiences of staff and volunteers from Black, Asian and minority ethnic backgrounds. It was completed in 2021, and the review has provided us with a detailed set of learnings to work from.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETo keep the momentum up, and make sure we deliver on our promises, we\u2019ve set up a Race Equity project. To oversee its work, we\u2019ve created a project board, sponsored by Yousif Eltom, our volunteer UK Race Equity Advisor.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe asked the movement about our vision for the project, and what our priorities should be, and we had a fantastic 1,300 responses. We\u2019re now using these responses to set our strategy for embedding race equity across our movement.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ECelebrating difference within Scouts\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn October 2021, we marked Black History Month. We shared information for everybody to learn about Black history, and provided wider opportunities to learn and talk about race. As part of this, we shared stories of Black Explorers in history on social media. We also provided links on our websites for leaders, so they could run activities with their sections and celebrate Black History Month.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ESome of our amazing young people hosted two exciting webinars with inspiring role models.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EEmma Aggrey, an Explorer Scout, spoke to Rhiane Fatinikun (founder of Black Girl Hike), Hayley Bennett (co-founder of Community Nutmegs supporting women and non-binary people of colour), and Saray Khumalo (mountaineer and Scout Ambassador). They talked about the importance of seeing Black women in the outdoors, and the role organisations like ours play in getting young people outdoors to have new experiences.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAnes Ali, a Young Leader, had great Zoom chemistry with Dwayne Fields, explorer and Scouts Ambassador. They talked about the impact Scouts has on their lives. Dwayne described Scouts as \u2018a safety net where young people can try things, be themselves, be confident, be daring, and become the person they should be.\u2019\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EMore inclusive recruitment\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThanks to the Pears Foundation and Aziz Foundation, we\u2019ve continued developing our strategy to attract more young Muslims to Scouts. We\u2019re learning from, and building on, the incredible success of the Muslim Scout Fellowship.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019re also thanking the Pears Foundation for our volunteer-focused partnership with Girlguiding. This partnership is for creating a digital platform to welcome potential volunteers from diverse backgrounds. We hope this platform will make our volunteer recruitment and learning more inclusive.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWhat\u2019s next\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur Race Equity project will continue at full throttle. We\u2019ll soon be publishing our plans for the project, along \u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003Ewith regular progress updates.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ll bring together all the fantastic inclusivity work that\u2019s happening across the movement, under the umbrella of a new Equity, Diversity and Inclusion Programme of Work. This\u2019ll make sure we\u2019re thinking strategically, and maximising our opportunities to make Scouts even more inclusive.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EFinally, we\u2019ll carry on working towards attracting more young Muslims into Scouts and overhauling our volunteer journey. 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But we know there\u2019s still more to do.","subHeader":"Over the years, we\u2019ve made great changes to become more inclusive. But we know there\u2019s still more to do.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMwMCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/inclusivity/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EEvery young person should shape their Scouts experience, and develop the skills they need to be great leaders. Creating opportunities for young people to use their voices is an important part of this. If young people shape Scouts, they\u2019ll improve our movement, and become more likely to achieve their top awards.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EOur Youth Shaped goals\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EBy 2025:\u003C/strong\u003E\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003E66% of young people aged 6- 18 will be influencing what happens locally in Scouting\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E57% of young people will be using their skills to run Scouting activities for other young people\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E40% of young people aged 4- 14 will be achieving the top awards and 10% of those 14\u002B will be achieving top awards\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18046/ollie-wood-copy.png","width":1369,"height":1356,"altText":"UK Youth Commissioner Ollie Wood is outside wearing Scouts uniform in front of a hedge and is smiling at the camera","caption":"Ollie Wood, our current UK Youth Commissioner, is stepping down in September 2022.","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EProgress on Youth Shaped\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn 2020/21, we asked young people and section leaders how much they thought young people were shaping their Scouts experience.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe results were a mixed bag, which isn\u2019t a surprise, considering the impact COVID-19 had on Scouts.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E73% of young people thought they came together at least once a term to decide what activities to take part in. This has stayed roughly the same since 2018. However, 87% of section leaders thought the same, which is up from 60% in 2018.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOnly 54% of young people thought they used their skills to help run activities for other young people. This is down from 95% in 2018. 49% of section leaders thought the same thing, which is the same percentage as 2018.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOnly 38% of young people thought their opinions influenced local decisions in Scouts, which is down from 50% in 2018. 40% of section leaders thought the same thing, decreasing from 53% in 2018.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EYouth Commissioners across the country designed a new Scouts badge for the YouShape Award. The award is designed to help young people to Plan, Represent and Lead Scouting, and lets them decide what they want to change or shape in their Scouts experience. The award then encourages young people to make their changes happen, through requirements related to Planning, Representing and Leading. Young people decide themselves when they\u2019ve met the requirements of the Award. To date, Scout Stores have sold 80,000 YouShape Awards.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs well as shaping the programme, another Youth Shaped objective is to increase the number of young people in leadership positions. We now have 580 inspiring local Youth Commissioners, growing from 400 in 2018.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur focus is still on supporting young people to take up leadership positions and achieve their top awards. As part of our focus on this, we now have youth representation on every national programme of work.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve got an active Community of Practice group that brings young people together to coordinate and inspire change.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve added new resources to support adult volunteers in delivering our youth shaped goals. This includes resources for young people turning 18, new programme resources, case studies to support the YouShape Award, and updates to existing resources on our new website.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe National Role Pool is a group of young adults from across the UK who\u2019d like to get involved in Scouts nationally, and it now has 40 members. They\u2019re taking on various roles, from youth trustees on the UK Board, to members of subcommittees and project boards.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18043/ayesha-karim-copy.png","width":1376,"height":1345,"altText":"UK Youth Commissioner Ayesha Karim is wearing Scouts uniform and a necker, and is smiling outside in front of a hedge","caption":"Ayesha Karim will be taking over from Ollie Wood as UK Youth Commissioner in September","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWhat\u2019s next\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EYouth Commissioners will work with our Early Years team to understand the effectiveness of Youth Shaped Scouting in our new Squirrels section, and how we can support Dreys to go even further.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ELocal Youth Commissioners will focus on embedding the YouShape Award in programmes across the UK. This\u2019ll work towards our goal for 250,000 young people to be shaping Scouts by 2025.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe want the recovery of our membership numbers to include a boost in Young Leaders. This has fallen behind the growth of other sections.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis year, we\u2019ve appointed our third UK Youth Commissioner since we created the role in 2014. Ayesha Karim takes over from Ollie Wood in September 2022. We\u2019d like to thank Ollie for his dedication and hard work since he took the role in 2018. He\u2019s achieved brilliant things, and we know Ayesha will do the same.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EInfluencing at the highest levels of the movement, Ayesha will work towards our goal to have 50% of all young people shaping their Scouts experience by 2025. She\u2019ll also shape the future of Youth Shaped Scouting in our next strategic plan.\u003C/p\u003E","gtmId":"","gtmClass":""},{"value":"https://player.vimeo.com/video/737938100?h=a082b6d5b3\u0026amp;app_id=122963","gridType":"embed","gtmId":"gtmId","gtmClass":"gtmClass"}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/inclusivity/","title":"Inclusivity"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/community-impact/","title":"Community Impact"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/","title":"Resurging, innovating, and bringing people together"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/better-volunteering-for-a-stronger-movement/","title":"Better volunteering for a stronger 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logo"},"assets":null,"headerOptions":{"headerTitle":"Youth Shaped","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"Every young person should shape their Scouts experience, and develop the skills they need to be great leaders.","subHeader":"Every young person should shape their Scouts experience, and develop the skills they need to be great leaders.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMwMSJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/youth-shaped/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u2018Helping to leave the world a little better than we found it\u2019 has been in our DNA since 1907. Through social action, Scouts make a difference \u2013 not just to young people taking part, but to the entire community they\u2019re helping. A vital part of any great Scout programme is the running of high-quality community impact projects, and these projects take planning and time.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u2018A Million Hands\u2019 is our campaign to mobilise members, in support of a selection of themes chosen by our young people. The campaign provides \u2018off the shelf\u2019 resources for leaders, Young Leaders (aged 14-17) and young people themselves, making the delivery of the Community Impact Staged Activity Badges easier. Taking part in community impact projects is essential for young people hoping to achieve our top awards.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe themes and partners for 2019\u20132025, as selected by young people, are:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EBetter mental health for all, with Mind, Inspire and SAMH\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ESupporting refugees and displaced children, with Save the Children\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EUnderstanding disability, with the National Autistic Society\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EProtecting our environment, with Ending homelessness, with Crisis and The Simon Community NI\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EKindness in every community, with the British Red Cross\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs well as \u2018A Million Hands\u2019, we\u2019ve responded to time limited opportunities, to empower young people to act on issues that matter to them.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EOur Community Impact goals\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EBy 2025:\u003C/strong\u003E\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EAt least 42% of young people will be making a positive impact in their community each year \u2013 40% of young people aged 4-14, and 10% of those aged 14\u002B, will be achieving the top awards.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18056/pttp-copy.png","width":1414,"height":1335,"altText":"A Scout is outside wearing purple gloves and holding a watering can above pink flowers.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EProgress on Community Impact\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EDespite COVID-19 restrictions stopping Scouts meeting face-to-face for part of the year, our young people still stood up and took practical action to help others. 30% of Scouts took part in a community impact activity at least once a term.\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EOur \u2018A Million Hands\u2019 partners reacted with speed, precision and passion to develop the \u2018Twenty Minutes to Change the World\u2019 video series. This online series of videos helped engage our members on big societal issues, even when they couldn\u2019t meet face-to-face.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EThis video content is supported by 135 community impact activities on our Activity Finder. Over 60,000 people viewed this project, and over 1,563 became inspired to take action.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ECommunity Impact Staged Activity badge sales have increased by 42%, rising from 14,628 in 2020 to 20,785 in 2021. It\u2019s still a considerable way off the 41,917 badges sold in 2019, but it illustrates a positive trend of recovery and a great deal of promise for 2022.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EOver the last year, our young people delivered over 12,010 acts of kindness in care homes.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe had over 10,000,000 impressions on social media for our \u20183 for Three\u2019 mental health awareness campaign, encouraging 4,575 young people to become Wellbeing Champions.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe united with the World Organisation of the Scout Movement (WOSM) and our global membership to take part in \u2018Promise to the Planet.\u2019 This campaign encourages young people to help combat climate change. Our young people, staff and volunteers joined together with their counterparts from over 25 countries, and with expert partners in WWF, the Cabinet Office and the United Nations. They developed an \u003Cspan class=\u0022s1\u0022\u003E20 \u003C/span\u003Einternational environmental social action campaign, helping our members to take practical action, and use their voices to protect our shared home. From planet-friendly diets and changing transport habits, to afforestation and eliminating single-use plastic, our young people showed the world they\u2019re playing their part, and that world leaders must play theirs, too.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EAs part of Promise to the Planet, young people went to the COP- 26 climate change conference in Glasgow with our Chief Scout, Bear Grylls. This was a historical moment in time, as countries agreed on many initiatives for reducing the impact of climate change. Scouts spoke at over 10 high profile events, in front of negotiators, politicians, sector leaders and change-makers. COP-26 helped profile Scouts as a serious player in the space of environmental action and sustainability.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EPromise to the Planet resulted in over 100 million hours of action taken worldwide, There were 337 million opportunities to view the campaign in the media, and culminated in a visit from TRH The Duke and Duchess of Cambridge to a local Scout group.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EOn top of this, we\u2019ve embedded social action into our Squirrel section. This focuses on how Young Leaders (aged 14 to 17) can develop skills, and take the lead on designing and running social action projects with 4 and 5-year-olds. We\u2019ll make sure we support more young people, especially those from deprived backgrounds, to develop skills for life through regularly helping their communities.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u00A0\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18034/community-impact-statistic.jpg","width":1052,"height":614,"altText":"Pink and blue graphic designed statistic saying that \u002730% of Scouts took part in a community impact activity at least once a term despite COVID-19 restrictions.\u0027","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWhat\u2019s next\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn 2022 and beyond, we\u2019ll be supercharging our A Million Hands project, by working with our partners to offer physical, virtual and hybrid opportunities for young people. We\u2019ll be communicating more often, in new and exciting ways. We\u2019ll be following on from our Promise to the Planet campaign with an organisation environment and sustainability policy. We\u2019ll provide additional opportunities for young people to take practical, hands-on action, and how use their voice to create change.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis\u2019ll mean, at a minimum, 40% of our members will take part in high-quality community impact activity at least once a term during 2022.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe 10 young people who lead our work in this area (the Community Impact Group), supported by our UK Assistant Commissioner for Programme (Community Impact), continue to play a pivotal role. They\u2019re making sure Scouts are a beacon of hope in dark times, and we\u2019d once again like to thank them for their leadership, passion, and determination in another challenging year.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null},{"type":"singleColumn","areas":[{"items":[{"type":"Image top","cta":"Read about Thomas\u0027 fight against climate change","body":"\u003Cp\u003E\u0027By growing our own food, it couldn\u0027t be greener because there\u0027s no transport, pollution or packaging needed. I feel close to nature by doing it, and it\u0027s really exciting harvesting what we\u0027ve grown.\u00A0 What we\u0027re unable to produce ourselves, we get from local organic farmers.\u0027\u003C/p\u003E","link":{"name":null,"id":null,"url":"https://www.scouts.org.uk/news/2021/october/meet-the-cub-scout-who-knows-how-to-fight-climate-change/","newWindow":false,"target":null},"colour":"#f1f1f1","title":"Thomas, Cub Scout and environmentalist","image":"/media/18059/thomas.png?cc=0.089326317157149338,0.081798053175534263,0.17982199701162885,0.50409930262332359\u0026width=800\u0026height=450\u0026v=1daf874ba2172e0","imageFocus":"","imageId":33143,"imageKey":"00000000-0000-0000-0000-000000000000","imageCrop":"","gridType":"card","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/youth-shaped/","title":"Youth 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logo"},"assets":null,"headerOptions":{"headerTitle":"Three pillars of work","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"Our three pillars of work \u2013 programme, people, and perception \u2013 are a plan of action to support members and extend our reach.","subHeader":"Our three pillars of work \u2013 programme, people, and perception \u2013 are a plan of action to support members and extend our reach.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMwMyJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/three-pillars-of-work/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EOur aim:\u003C/strong\u003E A fun, high-quality programme, consistently delivered and supported by simple digital tools.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EProgress a year on\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur Activity Finder continues to go from strength to strength. There\u2019re now 1,500 activities to find, and 200 were added over the last 12 months. Around 50,000 volunteers use the Activity Finder every month, and give it a Net Promoter Score. A Net Promoter Score measures volunteers\u2019 satisfaction with the Activity Finder, by asking if they\u2019d recommend it to another volunteer. At the moment, the resources scores 34 out of a possible \u2013100 to \u002B100, which is considered \u2018favourable\u2019.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe movement has also delivered some fantastic campaigns, kindly supported by partnerships:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EOur new Money Skills activity badge, supported by HSBC, has been awarded to over 56,000 Beavers and Cubs. Media coverage of the badge has reached 29 million people.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EFor the Paddle the Amazon event, supported by Jaffa and British Canoeing, 4,200 Scouts collectively paddled 7,400 miles.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EHundreds of Explorers have completed their Leadership activity badge with the support of the British Army. 200 Explorers visited the Royal Military Academy Sandhurst, and hundreds more attended webinars and accessed tailored videos.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe provided a range of activities for Remembrance Day, in partnership with the Royal British Legion.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EAs a member of the Generation Green consortium, funded by the Department for Environment, Food and Rural Affairs, we launched a suite of activities and day/residential experiences. These inspire over 57,000 young people to become \u2018Green Champions,\u2019 by connecting with nature and taking action to preserve it.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EAt the outbreak of the Ukrainian crisis, we shared guidance and resources about talking to young people about international crises.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ve supported a strong recovery for Duke of Edinburgh Award participation \u2013 there\u2019s been a 170% increase in award completions.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u00A0\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18215/programme-1.jpg","width":1558,"height":577,"altText":"Table showing frequency of section leaders\u0027 use of HQ programme resources, 2018-21","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003EWe still have a long way to go to make programme delivery as easy as possible for adult volunteers. The Scout Experience Survey found that:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EWhile 47% of Section Leaders use HQ programme resources occasionally, only 20% use them \u2018regularly\u2019 or \u2018always.\u2019 This is up from 44% and 17% respectively in 2018.\u003C/li\u003E\n\u003Cli\u003EWe\u2019re slowly improving, but Section Leaders only give HQ programme resources a Net Promoter Score of \u201333 out of a possible \u2013100 to \u002B100. This rates whether they\u2019d recommend the resources to other volunteers, and has increased from \u201344 in 2018. To improve these results, we plan to invest more in the user-centered approach that has slowly increased our popularity since 2018.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWhat\u2019s next\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWith our new UK Commissioner for Programme, we\u2019ve prioritised:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EImproving the support we give to Section Leader teams and line managers who help deliver programmes.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EEmbedding our Squirrels and Community Impact projects into regular programme delivery.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EIncreasing the number of young people taking part in nights away from home, and the Duke of Edinburgh Award.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe hope this\u2019ll increase the number of young people achieving our Top Awards \u2013 the Chief Scout and Queen\u2019s Scout Awards.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn the 20th anniversary of Explorer Scouts (14-18 year olds) and Scout Network (18-24 year olds), we\u2019ll also start reviewing our programme for 14 to 24-year-olds. We\u2019ll consider what the next 20 years will look like for older sections, and make sure our programme is impactful, relevant, and fun.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ll continue to partner with charities and businesses to create brilliant programme materials, alongside young people, volunteers and external experts.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ll:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EDevelop our Activity Finder and Programme Planning Tool, allowing volunteers and young leaders to rate content, access \u201Coff the shelf\u201D programmes, and promote activities they (and our partners) love.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ESupport over 200 volunteers from HSBC to deliver the Money Skills badge in Beaver Colonies and Cub Packs.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EReview how we talk and act on disability within our programme, making sure it\u2019s in line with wider society.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ETrain adult volunteers to deliver the Digital Maker staged activity badge, thanks to help from Raspberry Pi Foundation. There\u2019ll also be opportunities for Scouts to enter national competitions.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EDeliver a range of science-based activities by working with Global Action Plan. This\u2019ll help young people better understand and act on air pollution.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EProvide local Scout Groups with 20,000 free Warhammer kits to support the Model Maker badge. They\u2019ll also go towards a new skills programme for Explorer Scouts to achieve their Creative Arts activity badge, Chief Scouts Award, and Duke of Edinburgh Award.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u00A0\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18216/programme-2.jpg","width":2337,"height":857,"altText":"Bar graph showing the Net Promoter Scores of HQ programme resources\u0027 perceived quality, 2018-21","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18047/page-23-copy.png","width":1390,"height":1362,"altText":"A volunteer is crouching with his back to the camera wearing a grey hoodie with the Scout logo. Beavers are standing around him wearing their uniform and badges.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4\u003E\u003Cstrong\u003EEarly Years\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp\u003EAfter a long piloting period, we\u2019ve started a new provision for 4\u20136 year olds called Squirrels. We started Squirrels to help young people gain skills for life even earlier, at a time when it matters most, and where it\u2019s most needed.\u003C/p\u003E\n\u003Cp\u003EYoung people\u2019s early years are amazing. Minds are fizzing, and energy and curiosity levels are sky high. It\u2019s the time to fill our youngest members with \u2018wow\u2019 and wonder, engage them in nature, help them climb the tree of knowledge and fun \u2013 and who knows how far they\u2019ll reach?\u003C/p\u003E\n\u003Cp\u003EWith Squirrels, we\u2019re reaching young people who\u2019d benefit the most from Scouts. Research suggests that, the earlier a young person accesses non-formal education, the more positive the impact on their prospects. Through our newest section, we believe we\u2019ll reach into new communities, and provide Scouts for a more diverse range of people.\u003C/p\u003E\n\u003Cp\u003EWe\u2019re hoping that, by 2023:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003E940 Squirrel Dreys will open, supporting over 12,000 young people.\u003C/li\u003E\n\u003Cli\u003E30% of Squirrel Dreys will be in low-income areas (bottom 30% of the Index Multiple Deprivation - IMD 1-3).\u003C/li\u003E\n\u003Cli\u003EMore than 10% of Squirrels will be from Black, Asian and Minority ethnic communities.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EProgress on Early Years\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EFollowing 18 months of piloting, the Centre for Research into Early Childhood said, \u2018Participation in the Early Years Scout Programme, even over a short period of time, has had a positive and sometimes transformative impact on children\u2019s development.\u2019 We also consulted with over 1,400 young people, adult volunteers and parents/carers, to get their insights on our Early Years programme so far.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAfter receiving positive feedback, our Trustee Board agreed to create an Early Years provision in Scouts. So far, we\u2019ve:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003ELaunched Squirrel Scouts in September 2021.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ESecured incredible external coverage, with 830 pieces of media reaching 226 million people. We also received letters of congratulations, including one from our Patron, HM The Queen, and praise from the Prime Minister.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EBoosted volunteer recruitment, since 45% of Squirrels volunteers are new to Scouts.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EExternally tested the appeal of our Squirrels brand with people from low-income-earning communities, and Black, Asian and ethnic minority backgrounds. Our brand won Gold for Best Creative Strategy, and Bronze for Best Visual Identity by a Charity in the Transform Awards Europe 2022.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ve created an engaging programme and badge scheme, which secured outstanding feedback from our volunteers. 90% feel the curriculum is achievable, age appropriate, relevant, and exciting. This makes session planning easy for developing a range of skills and positive outcomes.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ERecruited and trained 60 volunteer cohort coaches, who support 10 new Squirrel Dreys. They\u2019re helping the Dreys deliver a high quality and safe programme, and capture insights and ideas for improvements.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ECreated an extensive range of online tools, including guidance, workshops, peer-to-peer guidance, and webinars, to support the creation of our new provision. 2,000 adult volunteers have come along to these so far.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EProvided \u00A3100,000 of local start-up grants for new provision, reaching priority communities.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ECompleted a successful merger of Northern Ireland Squirrels Association (NISA) with\u00A0 Scouts. After 25 years of delivering a trailblazing, non-formal early years programme, we welcomed 80 Northern Irish Squirrel Dreys into our family of Scouts.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EThere\u2019s significant demand for Squirrels, with over 23,000 young people already on local waiting lists. By recruiting more volunteers into Scouts, we can open more Dreys, and start bringing down our waiting lists.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAt the moment:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EThere are 560 Squirrel Dreys open.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E28% of Squirrel Dreys are in lower income areas (IMD 1-3).\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E34% of Squirrel Dreys have 10% or more young people from Black, Asian and Minority ethnic communities.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWhat\u2019s next\u003C/strong\u003E\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EBy learning as we go, we\u2019ll open another 500 sections in 2022/23.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ll keep creating new resources to support the opening of Squirrels locally. We\u2019ll still focus on extending Squirrels to our priority communities.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ll carry out robust testing and evaluation of alternative models of early years delivery. By doing so, we can find out how effective they are in increasing the number of low income, Black, Asian and Minority ethnic families taking part in Squirrels.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ll review the Squirrels Programme \u2013 embedding community impact, and deciding if we should include \u2018Nights Away\u2019 activities.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EBy 2033, we hope to welcome another 130,000 4\u20136 year-olds, supported by 40,000 adult volunteers.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/three-pillars-of-work/","title":"Three pillars of 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sheet"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/statements-of-cash-flows/","title":"Statements of cash flows"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-members/","title":"Our members"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/how-we-operate/","title":"How we operate"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/governance-structure-and-board-membership-1-april-2021-to-31-march-2022/","title":"Governance structure and Board membership \u2013 1 April 2021 to 31 March 2022"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-advisers/","title":"Our advisers"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-thanks/","title":"Our thanks"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/investors-in-people/","title":"Investors in 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logo"},"assets":null,"headerOptions":{"headerTitle":"Programme","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"","subHeader":"","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMwNCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/programme/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EOur aim:\u003C/strong\u003E To have well trained, better supported, and motivated adult volunteers, as well as more young people from diverse backgrounds.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EProgress a year on\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EIf we\u2019re delivering great programmes and helping more young people get skills for life, we need to attract more volunteers to join us. It\u2019s important that every volunteer has an amazing experience at Scouts, so they\u2019re inspired to keep volunteering and supporting our young people.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ESo far, we\u2019ve spoken to over 5,000 people to find out what could make their volunteering experience better. We\u2019ve listened to their ideas, and we\u2019re using them to make volunteering the best it can be.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EOur approach\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003ETo start with, we\u2019ll focus on:\u003C/strong\u003E\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EHelping to recruit more volunteers, and creating a warmer welcome for all\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EEnsuring positive volunteering every day, by redesigning how we volunteer\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ECreating more engaging learning, and helping volunteers when they need it\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ve now agreed our approach for transforming these areas. We\u2019ll prepare for 2023 by:\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EBuilding the new recruitment and appointment tools\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EDesigning our new team approach to volunteering, and\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ECreating our new learning\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18048/page-26-copy.png","width":1385,"height":1391,"altText":"A volunteer with short purple hair is looking at another volunteer and smiling. They\u0027re wearing their uniform, a lanyard, and a blue, red and white necker.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EDigital Transformation\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003ETo underpin this, we\u2019ve partnered with suppliers to build great digital tools. These tools will help us make volunteering easier, and reduce the time volunteers spend on admin. We\u2019re creating a new digital membership system that\u2019s easy to use, and it\u2019ll be linked with a new digital learning platform. This platform means all learning will be in one, easy-to-find place.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ECreating a warmer welcome for new volunteers together\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EFunded by Pears Foundation, we\u2019ve partnered with Girlguiding to transform our approach to the crucial early stages of a volunteer\u2019s journey. As part of this, we\u2019re building a new digital tool to help make recruitment easier, and a new volunteer is in control of signing up. We\u2019re working with a County to co-design these tools, and to make sure they\u2019ll work on the ground.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWorking with volunteers every step of the way\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve been sharing progress and testing ideas on our Testing Hub, to make sure we get things right. So far, over 950 people have given us feedback on our Testing Hub. On the ground, we\u2019ll be trying out more of our new tools and support during 2022.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18049/page-26_2-copy.png","width":1398,"height":1388,"altText":"A group of volunteers wearing uniforms and neckers are gathered together smiling at Basecamp 22.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWhat\u2019s next\u003C/strong\u003E\u003C/h3\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003ETo make all these changes possible, we\u2019ll be working with local line managers. Currently, the focus is on: understanding the changes, helping them build the teams they need to support these changes locally, and getting local plans in place.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ll start piloting new tools with volunteers during the summer and autumn of 2022, to make sure they\u2019re meeting everyone\u2019s needs. \u2013 At the start of 2023, we\u2019ll work with a small group of Counties, and support them to make changes in their area. This way, we can learn and make improvements. In the spring, we\u2019ll roll out these changes and new tools to everyone.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ll keep supporting teams where they need it, and asking for feedback, so we can keep improving.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019ll also work on other areas of improvement. We\u2019ll continue to update learning and look at other tools to make our ongoing volunteer experience better, such as reviews and awards.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/programme/","title":"Programme"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/perception/","title":"Perception"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/","title":"Resurging, innovating, and bringing people together"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/better-volunteering-for-a-stronger-movement/","title":"Better volunteering for a stronger movement"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-purpose-and-method/","title":"Our purpose and 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aim:\u003C/strong\u003E Scouts is understood, more visible, trusted, respected, and widely seen as playing a key role in society today.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EProgress a year on \u003C/strong\u003E\u003C/h3\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EImproving our perception\u003C/strong\u003E\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe\u2019re making sure the Scouts brand is frequently in the public eye in a positive and relevant way, and we\u2019re consistently emphasising our Skills for Life message. 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Our Squirrels brand won Gold in the Transform Awards Europe for Best Creative Strategy, and Bronze for Best Visual Identity by a Charity, along with our partner Supple Studio.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe proudly won Gold in the Charity Film Awards with our film \u2018What Made Me\u2019, an inspirational video featuring our amazing Scouts Ambassadors.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe had a highly successful collaboration with Royal British Legion for Remembrance 2021. This led to an emotional meeting between Emily, a 10-year-old Cub Scout, and Colonel David Blum, a 98-year-old WWII veteran and former Cub Scout. Our Joint President, HRH The Duchess of Cambridge, hosted the conversation. The meeting was filmed, and it got nearly 140,000 views on YouTube. This experience positioned Scouts at the heart of our society and national conversations, and explored how we learn from the past and look positively to the future.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18050/page-30-copy.png","width":1426,"height":1396,"altText":"Handwritten messages by Scouts are written on leaves of different shapes, sizes and colours, in front of a photo of planet Earth.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u00A0\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ESupporting young people\u003C/strong\u003E\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EThis year was exceptional for high profile stories and campaigns promoting our Skills for Life strategy. We generated 18,000 media items, giving every adult in the UK the chance to see 79 pieces of positive media coverage.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe proved that Scouts programmes are relevant for young people. An innovative partnership with HSBC helped 200,000 young people build financial capability, while they earned their Money Skills Badges.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EOutstanding support from Zoom during the pandemic helped us continue promoting young people\u2019s wellbeing. 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We received supportive messages from our Patron HM The Queen, HRH The Duchess of Cambridge and the Royal Foundation for Early Years, as \u003Cspan class=\u0022s1\u0022\u003E28 \u003C/span\u003Ewell as the Prime Minister. On the day, #SquirrelScouts was one of the top hashtags used by MPs. The launch also drove more volunteer and youth membership enquiries, and positively impacted Scout Stores sales and spontaneous philanthropic income.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EThe success of our Squirrels launch built on its award-winning brand. The brand is inspired by nature, with skills for life at its heart. The brand is rooted in Scouts heritage, as Brownsea Island (where the first Scouts camp took place in 1907) is a haven for red squirrels. Our Squirrels have cheery red jumpers, and there\u2019s a squirrel in the logo. The Squirrels identity bursts with joyful, youthful energy, working as well on social media as it does in a woodland.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EScout Ambassadors and Chief Scout\u003C/strong\u003E\u003C/h4\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EOur Chief Scout, and diverse team of Scouts Ambassadors, supported many events and campaigns. They amplified the launch of Squirrels, and our #GoodForYou volunteer recruitment campaign. Dwayne Fields and Saray Khumalo hosted webinars for Black History Month in October. Dwayne inspired 600 World Scout Jamboree volunteers, Steve Backshall recorded a special story for Squirrels, and Megan Hine filmed practical skills videos made especially for Scouts. All their media appearances, videos, interviews, opinion pieces, and social media influences drove our messaging, and thanked and inspired our members.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EOur ground-breaking Promise to the Planet partnership with the World Organisation of the Scout Movement (WOSM), WWF and the Cabinet Office, brought 54 million young voices together as one. Over five months, young people across the world rolled their sleeves up and made a real difference in the fight against climate change. At COP26 in November 2021, we secured a total of 425 media pieces \u2013 the equivalent of every adult in the UK seeing the story more than six times. 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logo"},"assets":null,"headerOptions":{"headerTitle":"Perception","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"We\u2019re making sure the Scouts brand is frequently in the public eye in a positive and relevant way.","subHeader":"We\u2019re making sure the Scouts brand is frequently in the public eye in a positive and relevant way.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMwNiJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/perception/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp\u003EOur Theory of Change shows the positive difference Scouts make in society. We welcome young people and volunteers from all backgrounds, and with us, they learn and share skills, enjoy an engaged and varied programme of activities, honour the Scout values and become active citizens of a connected community. We produce happier, more resilient citizens who work together towards greater social cohesion and an undeniably better world.\u003C/p\u003E\n\u003Cp\u003EA chart of the interactive elements of our Theory of Change is below.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/14284/theory-of-change.jpg","width":1540,"height":843,"altText":"Diagram showing the Theory of Change","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Ca rel=\u0022noopener\u0022 href=\u0022https://prod-cms.scouts.org.uk/media/18654/theory-of-change.png\u0022 target=\u0022_blank\u0022 title=\u0022Theory of Change diagram\u0022\u003EView the Theory of Change in full 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work"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/programme/","title":"Programme"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/people/","title":"People"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/perception/","title":"Perception"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/theory-of-change/","title":"Theory of Change"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/the-impact-of-scouts-on-young-people/","title":"The impact of Scouts on young people"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-finances/","title":"Our finances"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/trustees-responsibilities/","title":"Trustees\u2019 responsibilities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/independent-auditor-s-report-to-the-trustees-of-the-scout-association/","title":"Independent Auditor\u2019s Report to the Trustees of The Scout Association"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/consolidated-statement-of-financial-activities/","title":"Consolidated statement of financial activities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/balance-sheet/","title":"Balance sheet"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/statements-of-cash-flows/","title":"Statements of cash flows"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-members/","title":"Our members"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/how-we-operate/","title":"How we 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logo"},"assets":null,"headerOptions":{"headerTitle":"Theory of Change","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"Our Theory of Change shows the positive difference Scouts make in society.","subHeader":"Our Theory of Change shows the positive difference Scouts make in society.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMwNyJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/theory-of-change/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EOur Scouts Experience Survey is an annual online survey we\u2019ve used each year since 2018. Previously, we compared Scouts with non-Scouts across our Theory of Change outcomes. In 2020/21, we decided not to use a non-Scout comparison group because the experience of all young people through the previous year was so wide-ranging, within and outside Scouts.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETo compare effectively, we also need to deliver Scouts consistently. The pandemic moved Scouts activities to a mix of online and in-person (when restrictions allowed), or in some cases, Scouts couldn\u2019t be delivered at all. This meant Scouts experiences varied a lot through 2020/21, so we\u2019ve compared the 2021 survey to our 2019 results.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EDespite the challenges of a global pandemic, we found positive similarities between 2021 and 2019, suggesting Scouts would still score higher than non-Scouts across four of six outcomes:\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EAdventure\u003C/strong\u003E \u2013 Scouts are just as likely as in 2019 to be more physically active to value the outdoors and have the courage to try new things.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003ESkills for Life\u003C/strong\u003E \u2013 Scouts were just as likely to enhance their problem-solving skills, be independent, and communicate effectively.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003E Leadership\u003C/strong\u003E \u2013 Scouts were just as likely to increase their teamwork skills, be responsible, and be trustworthy. By taking initiative, and acting as role models to help others make a positive difference, Scouts were just as likely to show leadership.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EConnectedness\u003C/strong\u003E \u2013 Scouts in 2021 were just as likely to have meaningful friendships and relationships, care about other people, and have respect and trust for others, including those from backgrounds different to their own.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EPrevious survey results have shown that young people in Scouts have a stronger sense of wellbeing than non-Scouts. They\u2019re also good citizens, scoring higher than non-Scouts for playing an active part in their communities.\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18052/page-33_2-copy.png","width":1406,"height":1369,"altText":"Two Beaver Scouts are stood together in uniform, holding marshmallows and taking part in an activity.","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u00A0\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThese are two areas where we saw a key difference in 2021 compared to 2019:\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EWellbeing\u003C/strong\u003E \u2013 a result of the COVID 19 pandemic, some Scouts reported feeling less happy, resilient and confident than they felt in 2019. The pandemic\u2019s taken its toll on the mental wellbeing of many of our young people, as illustrated by our survey findings:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003E11% decrease in happiness\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E7% decrease on feeling worthwhile\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E8% decrease on life satisfaction\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E8% decrease in perseverance and grit\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E4% decrease in confidence and self-esteem\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003ECitizenship\u003C/strong\u003E \u2013 With limited social contact and opportunities for community engagement due to the pandemic, there were fewer opportunities for Scouts to be involved in the local, national, and international community. This is reflected in the 2021 results, which show that while in 2019 Scouts scored better than non- Scouts on citizenship, some Scouts now feel less connected to their communities:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003E10% decrease in responsibility to people in their local community\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E8% decrease in responsibility to people in their national community\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E8% decrease in responsibility to people in their international community\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E41% decrease in playing an active role in their community (volunteering)\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EUnderstanding the pandemic\u2019s negative effects on young people is fundamental to supporting our young people as they start, or restart, their Scouts journey.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ENow we\u2019re back together in person, we\u2019re working to resolve many of these challenges. The social connection, community engagement, and sense of progression through Scouts, is needed more than ever.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe can, once again, give our young people the chance to make new friends, connect with their local area, and ignite their journey of learning skills for life.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAfter a challenging couple of years, we\u2019re here to support young people to get back on their feet, make new memories, and rediscover their sense of adventure.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/theory-of-change/","title":"Theory of Change"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-finances/","title":"Our finances"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/","title":"Resurging, 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","subHeader":"Our Scouts Experience Survey is an annual online survey we\u2019ve used each year since 2018. ","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMwOCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/the-impact-of-scouts-on-young-people/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EFinancial statements\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Association\u2019s financial statements have been prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), and the Statement of Recommended Practice, Accounting and Reporting by Charities, applicable to charities preparing their accounts in accordance with FRS 102 (known as the Charities SORP (FRS 102)) and the Charities Act 2011.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EConsolidation\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThese accounts consolidate the results of The Scout Association and its six wholly owned trading subsidiaries:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EScout Shops Limited (trading as Scout Store)\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EScout Insurance Services Limited (trading as Unity)\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EScout Services Limited\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EScout Products Limited\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EScout Insurance (Guernsey) Limited (to the date of liquidation \u2013 9 December 2021)\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWorld Scout Shop Limited\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe remaining subsidiary trading companies covenant their annual distributable profits to their parent charity, The Scout Association.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EMore information on these companies is included in note 12 to the financial statements.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003E2021/22 financial overview\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis year has been a year of recovery with the return of face-to-face Scouting, and we\u2019ve managed our finances well. At the forefront of our planning and actions, we\u2019ve looked at how we keep Scouts going, and enable all our members to keep benefitting by acquiring skills for life.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve been able to do that with the dedication of our volunteers, and the drive of our staff. We\u2019ve benefited from the support of our corporate partners as well as various charitable Trusts and Foundations, which is really appreciated in furthering our work. We\u2019re also grateful for the generosity of individual donors particularly in supporting our new section Squirrels, and our Race Round the World fundraising campaign.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EDuring the year, we sold our investment property Baden-Powell House. This decision was made to strengthen our future cash position as we enter a period of recovery for the movement build our reserves, and continue delivering our strategy.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ENow face-to-face Scouts has resumed, we can plan with more optimism. However, to keep financial security, we need to continue to make changes.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWith that context, here\u2019s a look back at the last year:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EOur finances came under severe strain, but we managed them effectively to support Scouts.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EFollowing the sale of Baden-Powell House we presented our plans to apply the proceeds, as previously outlined in last year\u2019s reserves policy. This is to apply a portion to budgeted losses while membership numbers recover to previous levels; to recapitalise Scout Stores following its recent losses during the pandemic and consider further investments in commercial operations and Scout Adventures; to deliver specific projects in support of the Skills for Life strategy; to satisfy any revised funding requirements following the next pension fund triennial funding review.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe raised our membership fee by \u00A37.50 for 2021/22, and ring-fenced \u00A31.50 of that to support groups in financial hardship. The majority of the funds raised by the additional \u00A31.50 were distributed to Scout Groups adversely impacted by the pandemic, due to a decline in member numbers. There is a residual amount of \u00A3199k from these funds. There\u2019s a clear three-year plan to build back and recover the membership numbers.\u00A0\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EFinancial results\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Association\u2019s financial result reflects the activities mentioned above. The results for the year are shown in the Consolidated Statement of Financial Activities (SOFA) on page 40.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThere was an operating deficit, before investment and pension valuation changes, of \u00A30.3m for the year compared with the previous year\u2019s surplus of \u00A30.6m. The result is made up of an unrestricted deficit of \u00A30.9m, with an increase of \u00A30.6m in restricted funds.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EListed investment values fell giving a loss of \u00A30.1m, compared with last year\u2019s gain of \u00A311.5m which reflected an uplift in the value of Baden-Powell House to its expected sales value. The sale for \u00A346 million, was finally competed in August 2021.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThere continues to be significant movements in the actuarial measurement of the defined benefit pension scheme deficit. This year\u2019s \u00A33.2m gain largely resulted from movement in the value of assets and liabilities in the scheme as also reflecting the movement in interest rates as compared to last year\u2019s \u00A30.4m loss.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOverall, the net movement in funds in the SOFA was \u00A32.9m compared to \u00A311.6m in 2021.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EIncome\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs shown in the graph below, total income for the year was \u00A330.0m compared with \u00A327.1m in 2021. The reasons are expanded on below.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ELast year, we noted that the past consistency and robustness of our income streams was now more uncertain. This 10-year graph shows the impact of the loss of income from activity centres, shop trading and conference centres last year, and the recovery we have made in 2021/22, especially in Scout Stores.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur member subscriptions are key for funding the support provided to members. Particularly with increasing safeguarding costs, the Trustees agreed a \u00A37.50 increase in fees for 2021/22. The fee is paid for youth members only; adult members and members of Network are not required to pay a National Fee. There was a decrease in youth members of just under 7%, and with the fee increase, member subscriptions decreased by \u00A30.9m to \u00A311.3m.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe continued and generous support of our donors is important and greatly appreciated by the Association. Despite the hard, uncertain economic conditions, legacies and donations increased by \u00A31.0m to \u00A33.0m.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe were successful in lobbying for more government support for the youth sector, which led to the creation of the Youth COVID Support. This fund helps services to remain viable since they provide vital support to young people.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIncome from charitable activities is received from our activity centres and sales linked to our charitable purposes. These include camping, training, activities, and accommodation charges at Gilwell Park and the other National Scout Adventure Centres. With the easing of lockdown and increased face-to- face Scouts, this income saw a slight increase when compared to 2020/21. Charitable activities also includes insurance commissions earned by Unity Insurance, which also improved. There was an increase in charitable income of \u00A30.8m to \u00A33.2m.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur trading operations include the retail sales made by Scout Shops Limited and World Scout Shop Limited, and sponsorship and promotional income.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EShops activity has improved, with sales up from \u00A32.4m to \u00A39.1m.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve continued to establish strong links with corporate sponsors and brought in \u00A30.9m from these beneficial connections, up \u00A30.1m on the previous year.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EInvestment income increased slightly by \u00A30.1m to \u00A30.6m.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EExpenditure\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003ETotal expenditure was \u00A330.2m compared with the previous year of \u00A326.5m, an increase of \u00A33.7m. Our spend on charitable activities was \u00A323.3m, which was up on 20/21 by \u00A31.1m. This is shown in the pie chart on page 33 under our activity headings, followed by a description of what we provide and achieve through these activities.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18038/finances-graph.jpg","width":1294,"height":544,"altText":"Bar graph showing total income from 2012 to 2022","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EYouth programme and activities\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe know Scouts is needed more than ever, so we adapted our programme over the past year to make as many face-to-face activities as possible. Over 1,200 activities are now available on our website, including a large number of lockdown-suitable activities. We\u2019re making a conscious effort to retain the blend of digital, indoor, and outdoor activities going forwards, as we\u2019re aware these will be helpful for young people post-pandemic, too.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EDevelopment of Scouting\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EDespite losing many adult and youth members during 20/21, we are already seeing a strong return of youth members. The 16% growth in youth members is the greatest we\u2019ve seen since World War Two.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe launched a new section, Squirrels, to extend Scouts to 4 to 6-year-olds. We\u2019ve already created 600 sections, and by 2033, we hope to welcome 130,000 4 to 6-year-olds per annum, supported by 40,000 new adult volunteers.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis, along with our national volunteer recruitment campaign #GoodForYou and commitment to improving volunteer experience, means we remain optimistic about our growth goals and the bright future of Scouts.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EAdult support and training\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur adult volunteers have been amazing this year, and we\u2019ve done our best to support them in the way they deserve.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe moved our inclusion support and events online, providing members with guidance, lived experience panels, expert speakers, and new programme ideas.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETo make sure the crucial early stages of a volunteer\u2019s journey with us are the best they can be, we also began a partnership with Girlguiding, generously funded by Pears Foundation. This partnership is helping us improve the volunteer welcome journey, making it smoother and easier for all.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn addition, we now have a continuous review process for our web content and our essential training. This makes sure both are clear and useful for our volunteers. As part of this, we\u2019re offering a \u2018blended learning\u2019 approach: digital first, but with workshops and \u2018on the job\u2019 learning, too.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003ESupport and service to members\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis year, we continued focusing on supporting members and communities most affected by COVID-19.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur four strategic objectives \u2013 Growth, Inclusivity, Youth Shaped and Community Impact \u2013 are fulfilled by activities in these four areas. Many of the actions and activities delivering strategic objectives are led by volunteers, with proportionately less financial expenditure than activities delivered by our salaried staff. Due to this, the Trustees feel these four headings used to analyse charitable activities provide a more meaningful and appropriate explanation of our income and expenditure.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003ECharity funds\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Scout Association\u2019s consolidated funds increased by \u00A32.9m to \u00A388.3m as of 31 March 2022. The value of endowment funds was \u00A32.2m, restricted funds \u00A34.0m, designated funds \u00A325.9m, the pension reserve \u00A3(1.4)m, trading funds \u00A30.4m, and general funds were \u00A357.2m.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAll funds are described in more detail in note 19 to the financial statements with analysis of the movements in the year.\u00A0\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18040/finances-graph-2.jpg","width":1236,"height":570,"altText":"Pie chart showing Scouts\u0027 spend on charitable objectives in 2022","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch3\u003E\u003Cstrong\u003EReserves policy\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp\u003EThe Trustees annually review the reserves policy. They continue planning to hold reserves to protect the Association and delivery of its charitable programmes by allowing time to adjust to changing financial circumstances. Reserves are also held to support the development of Scouts. The policy ensures an equitable balance between spending the maximum amount of income raised as soon as reasonably possible after receipt, while maintaining an appropriate level of reserves for the uninterrupted operation of the charity. It also provides parameters for future budgeting and strategic plans, and contributes towards decision making.\u003C/p\u003E\n\u003Cp\u003EThe reserves policy establishes an appropriate target for the level of general \u2018free\u2019 reserves. The target is based on a risk assessment of the probability and likely financial impact on the Association\u2019s activities of unforeseen but possible events. This might be caused for example by a sudden decline in income coupled with an inability to reduce expenditure in the short term or a significant increase in litigation costs. The pandemic highlighted the risks to The Scout Association of short-term reductions in membership and commercial income due to the curtailment of face-to-face Scouts. At the same time it was essential to maintain member services to support such Scouting activities as were permissible and to maintain the nucleus of the movement to support future recovery. Consequently, the Trustees have determined that the appropriate free reserves target for The Scout Association is about one year\u2019s worth of expenditure together with some medium term protection for the likely level of litigation taking into account the available commercial insurance cover. Combined this totals currently about \u00A328m.\u003C/p\u003E\n\u003Cp\u003EThe general free reserves for The Scout Association itself shown as of 31 March 2022 are \u00A357.2m (excluding the reserve for the pension fund deficit). However, Trustees recognise there are a number of factors which will likely significantly reduce the free reserves over the next few years. In particular:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli\u003EBudgeted losses while membership numbers recover to previous levels.\u003C/li\u003E\n\u003Cli\u003EPotential impacts from the next pension fund triennial funding review and changes in pension regulation due in 2022, which may accelerate the funding requirements.\u003C/li\u003E\n\u003Cli\u003EFurther investment in commercial operations and Scout Adventures.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp\u003EAfter considering the above allocations, the residual funds will be deployed in delivering the Skills for Life strategy, and further investments will be made for delivering services to the movement. We\u2019ll keep the movement informed as plans for these investments develop over the coming year.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EForward financial forecast and going concern\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Trustees have considered the financial plans for the budget year of 2022/23 and projections for the following two years, looking at the cash and reserve projections. This covers a period of at least 12 months from the signing of these financial statements.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe proactive actions initiated, and the clear plans for resurgence and growth of membership, provide a route to growth and stability of the finances of The Scout Association. The sale of assets has provided us with the resources to maintain a sustainable operating model and invest in growing our services. Our income streams, such as membership income and commercial revenues, are growing. We\u2019ve cut costs and controlled them in line with income, while protecting critical safeguarding and safety functions and frontline support to volunteers.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThere\u2019ll be future changes and there are residual risks. Over the short-term, though, we have the capacity to manage such exposures, as well as planning, monitoring, and managing cash flows accordingly.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe set out the charity\u2019s risk management approach, as well as the key risks faced, on page 68. Despite the volatility of social, economic and market conditions, the pension deficit has reduced over recent years, and a deficit plan agreed with the Pension Scheme Trustees is included in our budget.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETaking all of the above into account, the Trustees have a reasonable expectation that the charity has adequate resources to continue operating for the foreseeable future. Accordingly, they believe the going concern basis remains the appropriate approach for preparing the financial statements for preparing the financial statements.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EFixed assets\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003ECapital investment plans were held back during the year, as we took stock of how we invested in infrastructure to support our strategic objectives and members. As we looked at our future use of properties, spend was limited to making sure we maintained safety compliance.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003ESubsidiary companies\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Association\u2019s trading subsidiaries are reviewed below. Each company is wholly owned and each \u2013 other than Scout Insurance (Guernsey) Limited, which was incorporated in the Bailiwick of Guernsey \u2013 is incorporated in England and Wales.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EScout Shops Limited\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EScout Store sells Scouts uniform and ancillary products mainly to members of The Scout Association, both directly and through District Scout Stores and other wholesale outlets. With the return of face-to-face Scouting, Scout Shops had a good year by way of turnover and margins. Turnover increased to \u00A39.1m (2021: \u00A32.2m) with the impact of the lockdown. 2019 sales were increased by the World Scout Jamboree. Profit before taxation for the year was \u00A33.2m (2021: loss of \u00A30.8m). With this gain, the parent charity agreed to a profit retention of \u00A3976,000 at 31 March 2022 to strengthen the balance sheet. The remaining profit of \u00A32.0m after tax has been covenanted to The Scout Association.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EWorld Scout Shop Limited\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003ETurnover of \u00A30.2m remained the same as it was in the previous year, with a small gain of \u00A30.01m (2021: loss of \u00A30.01m). Scout Insurance Services Limited Scout Insurance Services trades under the name of Unity Insurance Services. Its main activity is insurance broker, providing services primarily to The Scout Association, the Scout movement, to other charities and not-for-profit organisations, including Girlguiding UK. In the year to March 2022, turnover was \u00A32.5m (2021: \u00A32.2m) with a profit before tax of \u00A31.0m (2021: \u00A31.1m), which it covenanted to The Scout Association. Scout Insurance (Guernsey) Limited Following the decision to wind up the operations and dissolve Scout Insurance (Guernsey) Limited, the assets and liabilities of the company were transferred back to The Scout Association in December 2021.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003E\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EScout Insurance Services Limited\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EScout Insurance Services trades under the name of Unity Insurance Services. Its main activity is insurance broker, providing services primarily to The Scout Association, the Scout movement, to other charities and not-for-profit organisations, including Girlguiding UK.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn the year to March 2022, turnover was \u00A32.5m (2021: \u00A32.2m) with a profit before tax of \u00A31.0m (2021: \u00A31.1m), which it covenanted to The Scout Association.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EScout Insurance (Guernsey) Limited\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EFollowing the decision to wind up the operations and dissolve Scout Insurance (Guernsey) Limited, the assets and liabilities of the company were transferred back to The Scout Association in December 2021.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003EPrior to liquidation a loss of \u00A30.4m was made.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EScout Services Limited\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EScout Services Limited\u2019s principal activities are sponsorship and marketing services for The Scout Association, including the provision of conference facilities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWith the enforced closure of the Gilwell Park and Baden-Powell House conference centres, there was a review of their long-term benefit and profitability. The decision led to the sale of Baden-Powell House.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EScout Services Limited produced a net gain of \u00A30.2m (2021: loss of \u00A30.8m) from turnover of \u00A31.0m (2021: \u00A31.0m)\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EScout Products Limited\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EScout Products Limited produced a net gain of \u00A33k from turnover of \u00A394k.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EThe Scout Association Defined Benefit Pension Scheme\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe most recent full actuarial valuation of The Scout Association Defined Benefit Pension Scheme was carried out as of 31 March 2019. The valuation showed a deficit of \u00A36.5m and a funding level of 86%, which is an improvement from the 78% funding level at the March 2016 full valuation. Based on this valuation, the Trustees agreed a deficit recovery plan aimed at clearing the deficit by 2028. The Scheme closed to new members in the year ended 31 March 2001. During the year, process was completed to withdraw all current live members in the scheme, and this will be completed by June 2022.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn the year to March 2022, the Scout Association contributed \u00A30.6m to the Scheme (2021: \u00A30.7m ). The Trustees regularly monitor the Scheme funding deficit to make sure general reserves provide adequate cover against the future liability.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn accordance with Charity Commission guidance (\u2018Charity Reserves and Defined Benefit Pension Schemes\u2019), the Trustees have reviewed the cash flow impact on the general reserves of the planned funding of the deficit, and these are included in the charity\u2019s budget.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe valuation of the Defined Benefit Pension Scheme at 31 March 2022 for the accounting purposes of Financial Reporting Standard 102 (FRS 102) showed a deficit of \u00A31.4m (2021: \u00A34.9m).\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003EInvestment policy and performance\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003ESince 2018, the fixed asset investments representing the targeted reserves have been held in the Cazenove Charity Multi-Asset Fund, which is ethically screened.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EFollowing the decision to increase the reserves target and after the sale of Baden-Powell House in the current year, we carried out a tender exercise to appoint another fund manager, Sarasin, to hold additional funds in an investment portfolio.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe performance objectives are:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003ETo maintain an optimum level of income tempered by the need for capital growth in order to safeguard future grant-making capacity,\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EAnd on a total return basis to outperform CPI \u002B 4% on a rolling three-year basis\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Association\u2019s current asset investments represent cash holdings held in Royal London Asset Management Funds, on behalf of the Short Term Investment Service provided to the movement. As of 31 March 2022, total deposits by Scout Groups, Districts, Counties and Regions in the Short Term Investment Service were \u00A311.2m (2021: \u00A311.1m). We\u2019ll be reviewing the operation of the Short Term Investment Service during the coming year.\u003C/p\u003E\n\u003Ch3 class=\u0022p1\u0022\u003E\u003Cstrong\u003ERemuneration policy\u003C/strong\u003E\u003C/h3\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Trustees consider that the Board of Trustees and the Executive Leadership Team (the Chief Executive and the Directors) comprise the key management personnel of the Charity.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAll Trustees give their time freely, and no Trustee received remuneration in the year. The Chief Executive (who is also a Trustee and a full member of the Board) is paid for his executive duties only.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EDetails of Trustees\u2019 expenses and related party transactions are disclosed in note 6c to the financial statements.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe remuneration of the senior staff is reviewed annually by the People and Culture Committee (a subcommittee of the Board), considering market conditions, cost of living increases and the financial position of the organisation. The salaries of the Executive Leadership Team are benchmarked to make sure they\u2019re commensurate with the size of the roles.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Executive Leadership Team members are entitled to employer pension contributions, and other benefits that are available to employees generally. In addition, enhanced medical insurance provision is provided.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Executive Leadership Team sets the salaries for all other employees.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe remuneration benchmark is the mid-point of the range paid for similar roles, although a market rate supplement may also be paid where appropriate.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/the-impact-of-scouts-on-young-people/","title":"The impact of Scouts on young people"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/trustees-responsibilities/","title":"Trustees\u2019 responsibilities"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/","title":"Resurging, innovating, and bringing people together"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/better-volunteering-for-a-stronger-movement/","title":"Better volunteering for a stronger movement"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-purpose-and-method/","title":"Our purpose and method"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/vision-and-strategic-objectives/","title":"Vision and strategic objectives"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/skills-for-life-our-plan-to-prepare-better-futures-2018-2025/","title":"Skills for Life: Our plan to prepare better futures 2018-2025"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/growth/","title":"Growth"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/inclusivity/","title":"Inclusivity"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/youth-shaped/","title":"Youth Shaped"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/community-impact/","title":"Community Impact"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/three-pillars-of-work/","title":"Three pillars of work"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/programme/","title":"Programme"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/people/","title":"People"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/perception/","title":"Perception"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/theory-of-change/","title":"Theory of Change"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/the-impact-of-scouts-on-young-people/","title":"The impact of Scouts on young people"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-finances/","title":"Our finances"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/trustees-responsibilities/","title":"Trustees\u2019 responsibilities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/independent-auditor-s-report-to-the-trustees-of-the-scout-association/","title":"Independent Auditor\u2019s Report to the Trustees of The Scout Association"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/consolidated-statement-of-financial-activities/","title":"Consolidated statement of financial activities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/balance-sheet/","title":"Balance sheet"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/statements-of-cash-flows/","title":"Statements of cash flows"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-members/","title":"Our members"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/how-we-operate/","title":"How we operate"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/governance-structure-and-board-membership-1-april-2021-to-31-march-2022/","title":"Governance structure and Board membership \u2013 1 April 2021 to 31 March 2022"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-advisers/","title":"Our advisers"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-thanks/","title":"Our thanks"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/investors-in-people/","title":"Investors in 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2021-2022.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMwOSJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-finances/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003ETrustees are responsible for preparing the annual report, including \u2018How we operate\u2019, and the financial statements (in accordance with the Charities Act 2011 and United Kingdom Generally Accepted Accounting Practice). They\u2019re also responsible for making sure the financial statements give a true and fair view of the state of affairs of the group and charity, and of the incoming resources and application of resources of Scouts for the year. In preparing these financial statements, Trustees must:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003ESelect suitable accounting policies and then apply them consistently\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EMake judgments and estimates that are reasonable and prudent\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EState whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EPrepare the financial statements on the going concern basis, unless it\u2019s inappropriate to presume that the charity will continue in business.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003ETrustees are responsible for keeping adequate accounting records that show and explain the charity\u2019s transactions, disclose with reasonable accuracy at any time the financial position of the charity, and that enable them to make sure that the financial statements comply with any applicable charity laws and, in particular, the Charities Act 2011. Trustees are also responsible for safeguarding the assets of the charity, and for taking reasonable steps for the prevention and detection of fraud and other irregularities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EFinancial statements are published on The Scout Association\u2019s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements, which may vary from legislation in other jurisdictions. The maintenance and integrity of the group\u2019s website is the responsibility of the Trustees. The Trustees\u2019 responsibility also extends to the ongoing integrity of the financial statements contained there.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur controls include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EA strategic and operational plan and budget\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ERegular consideration by the Board, Finance Committee and Executive Leadership Team of financial results, variances from budget and other (non-financial) performance indicators\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EDelegation of authority and segregation of duties identification and management of risks by the Board, its Committees and Executive Leadership Team\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EThe Finance Committee monitors the effectiveness of any external audits. Trustees believe that the system of internal controls has been adequate to provide reasonable reassurance against material misstatement or loss.\u003C/li\u003E\n\u003C/ul\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18028/jennies-signature.jpg","width":350,"height":102,"altText":"Signature of Scouts Chair Jennie Price CBE","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp\u003E\u003Cstrong\u003EJennie Price CBE\u003C/strong\u003E \u003Cbr /\u003EChair, The Scouts \u003Cbr /\u003EOn behalf of the Board of Trustees\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-finances/","title":"Our finances"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/independent-auditor-s-report-to-the-trustees-of-the-scout-association/","title":"Independent Auditor\u2019s Report to the 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report.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMxMCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/trustees-responsibilities/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EOpinion\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe have audited the financial statements of The Scout Association (\u2018the charity\u2019) and its subsidiaries (the \u2018group) for the year ended 31 March 2022 which comprise consolidated statement of financial activities, consolidated and parent charity balance sheets, consolidated and parent charity statement of cash flows and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn our opinion the financial statements:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EGive a true and fair view of the state of the group\u2019s and of the parent charity\u2019s affairs as at 31 March 2022 and of the group\u2019s incoming resources and application of resources, including its income and expenditure for the year then ended;\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EHave been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EHave been prepared in accordance with the requirements of the Charities Act 2011 and the Charities and Trustee Investment (Scotland) Act 2005 and regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EBasis for opinion\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor\u2019s responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC\u2019s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EConclusions relating to going concern\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn auditing the financial statements, we have concluded that the trustee\u0027s use of the going concern basis of accounting in the preparation of the financial statements is appropriate.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EBased on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charity\u0027s or the group\u2019s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EOther information\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe trustees are responsible for the other information contained within the annual report. The other information comprises the information included in the annual report, other than the financial statements and our auditor\u2019s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe have nothing to report in this regard.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EMatters on which we are required to report by exception\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe have nothing to report in respect of the following matters in relation to which the Charities (Accounts and Reports) Regulations 2008 and the Charities Accounts (Scotland) Regulations 2006 require us to report to you if, in our opinion:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EThe information given in the financial statements is inconsistent in any material respect with the trustees\u2019 report; or\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ESufficient and proper accounting records have not been kept by the parent charity; or\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EThe financial statements are not in agreement with the accounting records and returns; or\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe have not received all the information and explanations we require for our audit.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EResponsibilities of trustees\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs explained more fully in the trustees\u2019 responsibilities statement set out on page 36, the trustees are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn preparing the financial statements, the trustees are responsible for assessing the group and the parent charity\u2019s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charity or to cease operations, or have no realistic alternative but to do so.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EAuditor\u2019s responsibilities for the audit of the financial statements\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe have been appointed as auditor under section 151 of the Charities Act 2011, and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and report in accordance with the Acts and relevant regulations made or having effect thereunder.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor\u2019s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EDetails of the extent to which the audit was considered capable of detecting irregularities, including fraud and non-compliance with laws and regulations are set out below.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EA further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council\u2019s website at: \u003Ca rel=\u0022noopener\u0022 href=\u0022http://www.frc.org.uk/auditorsresponsibilities\u0022 target=\u0022_blank\u0022\u003Ewww.frc.org.uk/auditorsresponsibilities\u003C/a\u003E. This description forms part of our auditor\u2019s report.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EExtent to which the audit was considered capable of detecting irregularities, including fraud\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EIrregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the risks of material misstatement of the financial statements from irregularities, whether due to fraud or error, and discussed these between our audit team. We then designed and performed audit procedures responsive to those risks, including obtaining audit evidence sufficient and appropriate to provide a basis for our opinion.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe obtained an understanding of the legal and regulatory frameworks within which the charity and group operates, focusing on those laws and regulations that have a direct effect on the determination of material amounts and disclosures in the financial statements. The laws and regulations we considered in this context were the Charities Act 2011 and The Charities and Trustee Investment (Scotland) Act 2005 together with the Charities SORP (FRS 102). We assessed the required compliance with these laws and regulations as part of our audit procedures on the related financial statement items.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn addition, we considered provisions of other laws and regulations that do not have a direct effect on the financial statements but compliance with which might be fundamental to the charity\u2019s and the group\u2019s ability to operate or to avoid a material penalty. We also considered the opportunities and incentives that may exist within the charity and the group for fraud. The laws and regulations we considered in this context for the UK operations were the laws and regulations we considered in this context for the UK operations were General Data Protection Regulation and health and safety legislation.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAuditing standards limit the required audit procedures to identify non-compliance with these laws and regulations to enquiry of the Trustees and other management and inspection of regulatory and legal correspondence, if any.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe identified the greatest risk of material impact on the financial statements from irregularities, including fraud, to be within the timing of recognition of income, provisions and the override of controls by management. Our audit procedures to respond to these risks included enquiries of management, internal audit, and the Audit Committee about their own identification and assessment of the risks of irregularities, analytical procedures and sample testing of income, sample testing on the posting of journals, reviewing accounting estimates for biases in particular the judgements and assumptions in respect of claims provisions, sample testing of movements within provision and inquiry of legal advisors, reviewing regulatory correspondence with the Charity Commission and other regulators, and reading minutes of meetings of those charged with governance.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOwing to the inherent limitations of an audit, there is an unavoidable risk that we may not have detected some material misstatements in the financial statements, even though we have properly planned and performed our audit in accordance with auditing standards. For example, the further removed non-compliance with laws and regulations (irregularities) is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. In addition, as with any audit, there remained a higher risk of non-detection of irregularities, as these may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EUse of our report\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis report is made solely to the charity\u2019s trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008 and Regulation 10 of the Charities Accounts (Scotland) Regulations 2006. Our audit work has been undertaken so that we might state to the charity\u2019s trustees those matters we are required to state to them in an auditor\u2019s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charity and the charity\u2019s trustees as a body, for our audit work, for this report, or for the opinions we have formed.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18042/crowe-uk-llp.jpg","width":1016,"height":222,"altText":"Signature of Crowe U.K. LLP","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003ECrowe U.K. LLP\u003C/strong\u003E \u003Cbr /\u003EStatutory Auditor 4th Floor \u003Cbr /\u003ESt James House \u003Cbr /\u003ESt James Square \u003Cbr /\u003ECheltenham \u003Cbr /\u003EGL50 3PR \u003Cbr /\u003EDate: \u003Cspan class=\u0022s1\u0022\u003E26 July 2022 \u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ECrowe U.K. LLP is eligible for appointment as auditor of the charity by virtue of its eligibility for appointment as auditor of a company under section 1212 of the Companies Act 2006.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/trustees-responsibilities/","title":"Trustees\u2019 responsibilities"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/consolidated-statement-of-financial-activities/","title":"Consolidated statement of financial activities"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/","title":"Resurging, innovating, and bringing people together"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/better-volunteering-for-a-stronger-movement/","title":"Better volunteering for a stronger 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2021-2022.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMxMyJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/balance-sheet/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18133/statement-of-cash-flows-2021-22.jpg","width":1654,"height":2039,"altText":"Table showing Scouts statement of cash flows 2021-22","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4 class=\u0022p1\u0022\u003E\u003Cspan class=\u0022s1\u0022\u003E1. Constitution\u003C/span\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Scout Association is incorporated by Royal Charter and is a registered charity whose purpose is to promote the development of young people in achieving their full physical, intellectual, social and spiritual potentials, as individuals, as responsible citizens and as members of their local, national and international communities.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cspan class=\u0022s1\u0022\u003E2. Scope of the financial statements \u003C/span\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThese financial statements cover the activities directly controlled by The Scout Association. The activities of the Scout Councils of Northern Ireland, Scotland and Wales together with Scout Counties, Areas, Regions, Districts and Groups are not reflected in these financial statements. Those bodies are separate autonomous charities that are affiliated to The Scout Association..\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cspan class=\u0022s1\u0022\u003E3. Accounting policies \u003C/span\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ea. Basis of preparation of consolidated financial statements \u003Cbr /\u003E\u003C/strong\u003EThe financial statements have been prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102), and the Statement of Recommended Practice, Accounting and Reporting by Charities, applicable to charities preparing their accounts in accordance with FRS 102, known as the Charities SORP (FRS 102).\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Scout Association meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note.\u00A0\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe financial statements consolidate the financial statements of The Scout Association and its subsidiary companies. The financial year end of \u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003Eeach of the subsidiary companies is 31 March.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Balance Sheets and Profit and Loss accounts of the subsidiaries have been consolidated on a line by line basis as required by the Statement of Recommended Practice.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOn acquisition of a business, all of the assets and liabilities that exist at the date of acquisition are recorded at their fair values reflecting their condition at that time. All changes to those assets and liabilities and the resulting surpluses that that arise after acquisition are charged to the post-acquisition Statement of Financial Activities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe financial statements are prepared on the historical cost basis with the exception of investments, which are stated at fair value.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Eb. Going concern\u003C/strong\u003E \u003Cbr /\u003EHaving reviewed financial plans and cash flow forecasts, the Trustees have a reasonable expectation that the charity has adequate resources to continue operating for the foreseeable future. Accordingly, they believe that the going concern basis remains the appropriate basis on which to prepare the financial statements.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ec. Recognition of income\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/strong\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003ENational membership subscriptions\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EMembership subscriptions are payable in advance for a year to 31 March and are recognised in the year of membership benefit.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003ELegacies\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003ELegacies are accounted for when the Association becomes entitled to them, where receipt is probable and where their value can be established with reasonable certainty. Where legacies include non-cash items these are included in income at the lower of probate value and market value at the date of receipt.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003EInsurance income\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EInsurance broking commission is recognised at the date of inception of the policy. The amount recognised is the total brokerage due to the company less an overall provision for unearned commission. Profit related commission is recognised when it can be reliably calculated and forecast to be received.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003ECommercial activities\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EIncome from conference centres, sponsorship, National Scout Adventure Centres, and other income is accounted for when the Association is entitled to the income, the amount can be quantified with reasonable accuracy and the probability of receipt of the income is more likely than not.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003EInvestment income\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EDividends are accounted for on a receipts basis. Interest is accounted for on an accruals basis and includes all amounts earned up to the balance sheet date. Associated tax recoveries are included for all amounts shown as income.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003EGifts in kind\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EProperties, investments, heritage assets, other fixed assets and any other assets or services donated to the charity are included as donated income at their estimated market value at the time of receipt.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ed. Allocation of income and costs\u003C/strong\u003E \u003Cbr /\u003EAll expenditure is accounted for on an accruals basis and is allocated as described below.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003EActivities for generating funds and fundraising trading: costs of goods sold and other costs.\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EIncome and expenditure from Scout Store Limited, World Scout Shop Limited, Scout Services Limited.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003E\u003Cem\u003ECharitable activities\u003C/em\u003E\u003C/strong\u003E \u003Cbr /\u003EThis comprises income from the provision of services supporting the objects of the Association through operations including the Information Centre, insurance services, and Scouting magazine as well as the National Activity Centres. 20% of accommodation and training fees receivable at the Gilwell Conference Centre are also included under this heading, with the remaining income included in activities for generating funds.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ECharitable activities have been analysed under the following headings: \u2013 Youth programme \u2013 Development of Scouting \u2013 Adult support and training \u2013 Support and services to members The Association\u2019s activities are largely financed by national membership subscriptions and by the surpluses generated by its trading subsidiaries rather than income from charitable activities. The activities have been classified as described in note 6. Where possible the income and costs relating to a department or cost centre are allocated in full to one of the above categories, but in practice many departments have an involvement in more than one activity. The other major allocations are set out below.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18134/statement-of-cash-flows-2021-22-1.jpg","width":1493,"height":553,"altText":"Table showing the percentages for certain activities in Scouts 2021-22","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003ESupport costs\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EThese are costs incurred directly in support of the objects of the Charity. The costs are attributed to the activities that they support. Where a department supports all the Charity\u2019s activities the costs have been apportioned pro-rata to the staff resources directly engaged in that activity. The percentages that apply are:\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETrading \u2013 6%\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EYouth programme \u2013 20%\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EDevelopment of Scouting \u2013 29%\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAdult support and training \u2013 26%\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ESupport and services to members \u2013 19%\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003EGrants payable\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EGrants payable are included in the Statement of Financial Activities as expenditure in the period in which the award is made. Grants which have been approved by the Trustees and agreed \u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003Ewith other organisations but which are unpaid at the year end are accrued. Grants where the beneficiary has not been informed or has to meet certain conditions before the grant is released are not accrued.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003EGovernance costs\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EThese are the costs associated with the governance arrangements of the Charity which relate to compliance with legal and statutory requirements of the Charity as opposed to those costs associated with fundraising. They include audit fees and the costs of Trustees\u2019 meetings.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ee. Intangible fixed\u003C/strong\u003E \u003Cbr /\u003Eassets IT software is capitalised and written off over the term of the related contract, between 2 and 5 years. Systems Development is capitalised and once the project have completed they are written off over 5 years. Goodwill arising on acquisition of an undertaking is the difference between the fair value of the consideration paid and the fair value of the assets and liabilities acquired. It is capitalised and amortised through the Statement of Financial Activities over the Trustees\u2019 estimate of its useful economic life which can range from 5 to 10 years. Impairment tests on the carrying value are undertaken at the end of the first full year after acquisition and in any other subsequent period if events or changes in circumstances indicate that the carrying value may not be recoverable. The cost of acquiring a brand licence is written off over the term of the related contract.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ef. Heritage fixed assets\u003C/strong\u003E \u003Cbr /\u003EThe Association maintains a heritage collection of around 250,000 items. Through an active and innovative programme of collecting, interpreting and engagement, the Heritage Collection helps create connections between members of The Scout Association, both past and present, and the wider community. The Heritage \u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003ECollection is managed by the Headquarters\u2019 Heritage Service. To ensure its ongoing representation of Scouting\u2019s story the Heritage Service continues to collect both historical and contemporary material. New acquisitions are normally made by donation with occasional low cost purchases. New material is acquired in accordance with The Scout Association\u2019s Collecting Policy.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EHeritage assets are carried at fair value. The Association has made reference to the latest available external valuations in forming their assessment of period end fair value. Gains and losses on revaluation are recognised through \u2018Other recognised gains\u2019 in the Statement of Financial Activities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Association will occasionally approve the disposal of elements of the Collection, this process is carried out in accordance with the Code of Ethics and industry best practice as dictated by the Arts Council England Accreditation Standard. Disposal will be judged against the Association\u2019s Collecting Policy. Disposal will be carried out in line with the Disposal Policy and follow the Disposal Procedure. Disposal of accessioned material only takes place with the approval of the Trustees or their designated representative. Disposal of non-accessioned items takes place with the approval of the Director of Commercial Services.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EExpenditure that is in the Trustees\u2019 view required to conserve or prevent further deterioration of individual items is recognised as expenditure when it is incurred. The Heritage Service actively seeks external funding to support the delivery of this work.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Eg. Other fixed assets\u003C/strong\u003E \u003Cbr /\u003EOther fixed assets are stated at cost. Where land and buildings are acquired together it is assumed that the buildings represent 50% of the initial cost. Investment in systems development in support of the charity\u0027s strategy is capitalised as a tangible fixed asset. Depreciation is calculated to write off the cost of assets by equal annual amounts over their expected useful lives. Assets costing less than \u00A31,000 \u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003Eare not capitalised. No depreciation is provided on freehold land.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003EDepreciation rates used are:\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EFreehold property \u2013 50 years, with 10 years for replacement elements\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ELeasehold property \u2013 the shorter of the lease period or 50 years\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EFurniture fittings and equipment \u2013 4 to 5 years\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EMotor vehicles \u2013 5 to 10 years Gains or losses on the disposal of fixed assets are reflected in net income/expenditure for the year shown in the Statement of Financial Activities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EImpairment reviews on fixed assets are carried out each year and any asset with a carrying value materially higher than its recoverable or useful value is written down accordingly.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EFixed assets held for investment purposes are stated at market value on the balance sheet date.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAny gains or losses on the disposal or revaluation of investment assets are as shown net gains/(losses) on investments in the Statement of Financial Activities.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Eh. Investments\u003C/strong\u003E \u003Cbr /\u003EThe Scout Association holds investments both in order to generate income for the support of charitable objectives and to provide assets to meet the need of reserves, identified in the reserves policy. Investments are stated at current market value on the balance sheet date unless there\u2019s evidence of a different fair value.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EGains or losses arising during the year are disclosed in the statement of financial activities and in the notes to the financial statements.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ei. Current asset investments\u003C/strong\u003E \u003Cbr /\u003EThe funds deposited by Scout Groups in the Short Term Investment Service are held on short-term deposit with an external investment manager. These short-term deposits are not held by the Scout Association for investments \u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003Epurposes and are included in the balance sheet at fair value as current asset investments. Movements in these funds are shown in the notes to the financial statements.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ej. Stocks Stocks\u003C/strong\u003E \u003Cbr /\u003Eare valued at the lower of cost and estimated net realisable value. Cost is calculated using the current purchase price method and consists of the original cost of goods without any addition for overheads.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ek. Provisions\u003C/strong\u003E \u003Cbr /\u003EA provision is recognised in the balance sheet when the Association has an obligation as a result of a past event and it is probable that an outflow of economic benefits that can be reliably measured will be required to settle that obligation.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003El. VAT\u003C/strong\u003E \u003Cbr /\u003EThe Association is partially exempt for VAT purposes and is not able to reclaim all the VAT it pays. It is not practicable to allocate irrecoverable VAT to the expenses and assets concerned, and irrecoverable VAT is written off.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Em. Leases\u003C/strong\u003E \u003Cbr /\u003ESignificant assets held under finance leases and the related lease obligations are included at the fair value of the leased assets at the inception of the lease. Depreciation on leased assets is calculated to write off this amount on a straight-line basis over the shorter of the lease term and the useful life of the asset.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ERentals payable are apportioned between the finance charge and a reduction of the outstanding obligations.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAll other leases have been treated as operating leases and the rentals written off as they are paid because of the insignificant amounts involved.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003En. Pension costs\u003C/strong\u003E \u003Cbr /\u003EContributions payable to The Scout Association Pension Scheme are charged to the Statement of Financial Activities so as to spread the cost of pensions over the working lives of employees in the scheme. The pension \u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003Echarge is calculated on the basis of actuarial advice.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe pension scheme liabilities are measured using a projected unit method and discounted at an AA sterling corporate bond rate. The pension scheme deficit is recognised in full on the balance sheet.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe current service cost and net return on the scheme\u2019s assets and liabilities for the year is allocated across the resources expended categories in the Statement of Financial Activities. The actuarial gain on the scheme for the year is included in the gains/(losses) section of the Statement of Financial Activities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EContributions towards personal pension policies, which are defined contribution schemes, are charged to the Statement of Financial Activities as they are incurred.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Eo. Financial assets\u003C/strong\u003E \u003Cbr /\u003EFinancial assets, other than investments and derivatives, are initially measured at transaction price (including transaction costs) and subsequently held at cost, less any impairment.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ep. Financial liabilities\u003C/strong\u003E \u003Cbr /\u003EFinancial liabilities are classified according to the substance of the financial instrument\u2019s contractual obligations, rather than the financial instrument\u2019s legal form. Financial liabilities, excluding derivatives, are \u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003Einitially measured at transaction price (including transaction costs) and subsequently held at amortised cost.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Eq. Forward currency contracts\u003C/strong\u003E \u003Cbr /\u003EThe Scout Association enters into forward contracts for the purchase of currency in order to manage its exchange rate exposure relating to the World Scout Jamboree and other overseas events. Hedge contracts are measured at fair value at each reporting date.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWhere there is a change in exposure at the balance sheet date, through movement in the forward exchange rate from the contract rate, that change is included in expenditure in the statement of financial activities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Er. Judgements in applying accounting policies and key sources of estimation uncertainty\u003C/strong\u003E \u003Cbr /\u003EIn preparing these financial statements, the Trustees have made the following judgements:\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe determination of whether fixed asset properties owned by the Scout Association are held for operational use, and so are classed as tangible fixed assets, or whether they are classed as investment properties.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe determination of whether or not there are indications of impairment of the Scout Association\u2019s tangible and intangible assets, including goodwill, taking into consideration the economic \u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u003C/span\u003Eviability and expected future financial performance of the asset.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe determination of appropriate provision for claims, supported by legal advice.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe determination of appropriate financial and demographic assumptions in valuing the defined benefit pension liability in line with FRS 102 requirements, supported by actuarial advice.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cspan class=\u0022s1\u0022\u003E4. Nature of funds \u003C/span\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EAll funds are identified as identified as falling into one of three categories.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003EEndowment funds\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EEndowment funds are those received to be held as capital on a total returns basis with only the income available to be spent. Subsequent gains or losses on the disposal of the underlying assets of the fund become part of the capital.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003ERestricted funds\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003ERestricted funds are those received which have been earmarked for a special purpose by the donor or the terms of an appeal.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cem\u003E\u003Cstrong\u003EUnrestricted funds\u003C/strong\u003E\u003C/em\u003E \u003Cbr /\u003EUnrestricted funds are those received, which are not subject to any special restriction. They are divided between general funds and designated funds. Designated funds comprise amounts set aside by the Trustees to be used for particular purposes.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18135/statement-of-cash-flows-2.jpg","width":1517,"height":1907,"altText":"Table showing Scouts income and endowments 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18137/statement-of-cash-flows-3.jpg","width":1533,"height":1571,"altText":"Table showing Scouts expenditure 2021-22","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003ECharitable activities have been analysed into four categories as explained in note 3.d.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ECosts are allocated using the principles explained in that note. Youth programme includes the various educational activities in which members participate. Development activities are those which are focused on growing our movement. Adult support and training includes those activities which assist leaders and other adults involved in Scouts. Support and services to the movement includes those activities that help ensure the safety and safeguarding of members, which underpin the activities of Scout Groups.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18138/statement-of-cash-flows-4.jpg","width":1539,"height":1975,"altText":"Table analysing grants to local Scouting and other expenditure 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18139/statement-of-cash-flows-5.jpg","width":1542,"height":1969,"altText":"Table showing Scouts staff costs 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18140/statement-of-cash-flows-6.jpg","width":1516,"height":2023,"altText":"Table showing Scouts pension scheme expenditure 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18141/statement-of-cash-flows-7.jpg","width":1524,"height":2037,"altText":"Tables showing accounts recognised in Scouts Statement of Financial Activities, 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18142/statement-of-cash-flows-8.jpg","width":1521,"height":1817,"altText":"Table showing adjustments to assumptions 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18149/statement-of-cash-flows-9.jpg","width":1513,"height":1272,"altText":"Table showing Scouts intangible fixed assets 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18150/statement-of-cash-flows-10.jpg","width":1558,"height":1864,"altText":"Table showing Scouts\u0027 heritage fixed assets for 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18151/statement-of-cash-flows-11.jpg","width":1527,"height":1480,"altText":"Table showing Scouts\u0027 tangible fixed assets for 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18152/statement-of-cash-flows-12.jpg","width":1520,"height":1259,"altText":"Table showing Scouts investment in subsidiary companies in 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18153/statement-of-cash-flows-13.jpg","width":1538,"height":1994,"altText":"Table showing Scouts\u0027 investment in subsidiaries in 2021-22","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EAll the listed investments are classified as tier 1 in the fair value hierarchy, being quoted prices in an active market. The investments have a credit rating of at least A. The listed investments are subject to market risk, with their value changing as market prices change. The Scout Association holds listed investments in support of the reserves policy and in 2021 Scout Insurance (Guernsey) Limited held investments for the purposes of insurance activities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Association paid \u00A325,015 investment management fees and commission charges to Cazenove Capital Management during the year (2021: \u00A38,000).\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EThe investment property at 65 Queens Gate, Baden-Powell House was sold in August 2021 for \u00A346 million.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18155/statement-of-cash-flows-14.jpg","width":1517,"height":490,"altText":"Table showing Scouts investment properties in 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18156/statement-of-cash-flows-15.jpg","width":1537,"height":1157,"altText":"Tables showing Scouts stocks and debtors figures in 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18157/statement-of-cash-flows-16.jpg","width":1536,"height":1172,"altText":"Tables showing Scouts current asset investments and creditors in 2021-22","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EScout Shops Limited arranged a \u00A33m loan under the government Coronavirus Business Interruption Loan Scheme with Barclays Bank, secured by a guarantee from The Scout Association. The loan was repayable in quarterly instalments over 5 years commencing September 2021. Interest was charged at 2.3% above a floating base rate commencing in September 2021. The loan was prepaid in full in December 2021.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18158/statement-of-cash-flows-17.jpg","width":1522,"height":954,"altText":"Tables showing Scouts\u0027 provisions for liabilities and contingent liabilities for 2021-22","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EThe Association puts young people first and their safeguarding and safety is paramount, but with the nature of our work there are claims made against the Scout Association. Taking account of legal advice, provision is made on a best estimates basis for those claims of which the Association is aware and for which it is assessed it is probable that the Association will be liable. Such claims are covered in part by commercial insurance policies and, in relation to the Association itself in the prior year, by insurance policies issued by Scout Insurance (Guernsey) Limited. The amount receivable from insurers to the extent that provision has been made is included in debtors.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn addition it is the Association\u2019s experience that incidents and/or claims may still be notified to the Association for events which occurred prior to 31 March 2022. Since the nature of any such incident or claim is not yet known, it is not possible for the Association to determine whether it is probable that the Association will be held liable or to estimate the amount of any consequential outflow of economic benefits. Therefore there exists an unquantifiable contingent liability in respect of such incidents and/or claims. As noted above the Association has arranged cover with commercial insurers for such claims and accordingly the Association is satisfied that any such claims that might arise would not present a significant financial risk to the Association.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18159/statement-of-cash-flows-18.jpg","width":1543,"height":1957,"altText":"Table showing Scouts\u0027 fund balances in 2021-22","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18161/statement-of-cash-flows-19.jpg","width":1532,"height":2000,"altText":"Table showing Scouts reconciliation of movement in funds for 2020-21","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Eb. Endowment funds - Consolidated and the Association\u003C/strong\u003E \u003Cbr /\u003EEndowment funds include the 1914 Endowment Fund, the King George VI Leadership Fund and 8 (2021: 6) other funds administered by the Association.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIncome from the 1914 Endowment Fund and two others is unrestricted and credited to the General Fund.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIncome from two funds is restricted and income from the remaining fund is paid to an external Scouting beneficiary.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ec. Restricted funds - Consolidated and the Association\u003C/strong\u003E \u003Cbr /\u003EThe main restricted funds are shown in note 18(a), comprising national and local development funds.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EFurther details of the funds available, and the process of applying to them for grants, are to be found at \u003Ca href=\u0022http://www.scouts.org.uk/grants\u0022\u003Ewww.scouts.org.uk/grants\u003C/a\u003E.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003Ed. Designated funds - Consolidated and the Association\u003C/strong\u003E \u003Cbr /\u003EThe fixed asset fund represents the value of the Association\u0027s tangible fixed assets, goodwill \u0026amp; licences, and heritage assets.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe World Scout Events Fund provides support to members attending World Scouting events, such as World Jamborees, the World Moot and the World Scout Conference.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Capital Development Fund represents capital projects that have been approved by the Finance Committee to improve the safeguarding and operations of the charity, where the future commitment has not been incurred at the year end.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18162/statement-of-cash-flows-20.jpg","width":1497,"height":1062,"altText":"Table showing Scouts analysis of net assets between funds","caption":"","link":null},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18163/statement-of-cash-flows-21.jpg","width":1515,"height":472,"altText":"Table showing Scouts other financial commitments and authorised expenditure for 2021-22","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EAt 31 March 2022 there was no capital expenditure authorised but not committed (2021: \u00A3nil).\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cspan class=\u0022s1\u0022\u003E21. Events occurring after the reporting period \u003C/span\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThere have been no material events occurring after the reporting period.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cspan class=\u0022s1\u0022\u003E22. Related party transactions \u003C/span\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EDuring the year 15 Trustees (2021: 2 Trustees) were reimbursed \u00A34,281 expenses (2021: \u00A3300) for travel and subsistence, incurred in their attending meetings and in the carrying out of their duties. Note 6 refers to trustee remuneration.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETransactions with the defined benefit pension scheme comprised agreed ongoing, deficit and administration payments of \u00A3617,000 (2021: \u00A3722,000) and in 2021 a one-off \u00A32,000,000 deficit payment in accordance with the agreed deficit reduction plan.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETransactions with subsidiaries:\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""},{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18164/statement-of-cash-flows-22.jpg","width":1514,"height":429,"altText":"Table showing Scouts\u0027 transactions with subsidiaries for 2021-22","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Ch4 class=\u0022p1\u0022\u003E\u003Cspan class=\u0022s1\u0022\u003E23. Restatement of Systems Development \u003C/span\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe balance sheet at 31 March 2021 has been restated to reflect the reclassification of Systems Development as Intangible Fixed Assets.\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/balance-sheet/","title":"Balance sheet"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-members/","title":"Our members"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/","title":"Resurging, innovating, and bringing people together"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/better-volunteering-for-a-stronger-movement/","title":"Better volunteering for a stronger 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logo"},"assets":null,"headerOptions":{"headerTitle":"Statements of cash flows","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"View Scouts\u0027 statements of cash flows for 2021-2022.","subHeader":"View Scouts\u0027 statements of cash flows for 2021-2022.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMxNCJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/statements-of-cash-flows/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"gridImageBlock","gtmId":"gtmId","gtmClass":"gtmClass","image":"/media/18166/our-members-2021-22.jpg","width":1517,"height":1455,"altText":"Table showing Scouts census results for the year ending 31 January 2022","caption":"","link":null},{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003E1. As well as the 8,854 Network members, 5,676 also have another \u2018adult\u2019 role (in a section, governance or support role). This means the total number of persons who are Network members is 14,530.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E2. Young Leaders (aged 14-18) are included in the Explorer Scout numbers above. However, they\u2019re also members of their Section Leadership Team, so the total membership of Section Leadership Teams is 92,489.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E3. Manager roles have the responsibility and authority to ensure effective operation of their charity (the Scout Group, the Scout District, etc.), so our charitable objectives are met. They are Group Scout Leaders, District and County Commissioners and others.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E4. Governance roles form the membership of each charity\u0027s Board of Trustees or Executive Committee, together with any sub-committees. Each Board of Trustees is responsible for making sure the strategic direction of the charity is achieved. The 30,236 Governance roles don\u2019t include the volunteers who have an Ex Officio Trustee role (for example Lead Managers, Youth Commissioners and others).\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E5. Support roles are vital for supporting the line managers in the effective operation of Scouts, and contribute to the effective operation of each Colony, Pack, Troop, Unit and Network.\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/statements-of-cash-flows/","title":"Statements of cash flows"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/how-we-operate/","title":"How we operate"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/","title":"Resurging, innovating, and bringing people together"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/better-volunteering-for-a-stronger-movement/","title":"Better volunteering for a stronger 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members","headerSubTitle":null,"headerCta":null,"headerCtaText":null,"headerCtaLink":null,"headerBackgroundColour":null,"showSEOImage":false,"headerBackgroundImage":null,"quickLinks":null},"searchDescription":"View Scouts\u0027 membership data for 2021-2022.","subHeader":"View Scouts\u0027 membership data for 2021-2022.","browserTitle":null,"silktide":"eyJjbXMiOiJVbWJyYWNvIiwiZWRpdG9yVXJsIjoiaHR0cHM6Ly9wcm9kLWNtcy5zY291dHMub3JnLnVrLy91bWJyYWNvIy9jb250ZW50L2NvbnRlbnQvZWRpdC80ODMxNSJ9","canonicalUrl":"https://www.scouts.org.uk/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-members/"},{"content":{"layouts":[{"type":"fullWidth","areas":[{"items":[{"gridType":"RichTextBlock","content":"\u003Cp class=\u0022p1\u0022\u003EThe Scout Association exists by authority of a Royal Charter granted by King George V in 1912 and supplemented by further Charters granted by King George VI and Queen Elizabeth II. These Charters give authority to the Bye-Laws of the Association, which are approved by Her Majesty\u2019s Privy Council. The Bye Laws, in turn, authorise the making of rules for the regulation of the Association\u2019s affairs. The rules are laid out in the Association\u2019s Policy, Organisation and Rules.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis report and financial statements cover the activities directly controlled by the Association \u2013 charity numbers 306101 (England and Wales) and SCO38437 (Scotland). This includes its six wholly owned subsidiary companies \u2013 Scout Shops Limited, Scout Insurance Services Limited, Scout Insurance (Guernsey) Limited, Scout Services Limited, Scout Products Limited and World Scout Shop Limited (see note 12 to the financial statements for further information on these Companies). During the year, Scout Insurance (Gurnsey) Limited was liquidated. All processes were completed, and the assets and liabilities were transferred to The Scout Association as at 9 December 2021.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe activities of the Scout Councils of Northern Ireland, Scotland and Wales together with Scout Counties, Areas, Regions (Scotland), Districts and Groups are not reflected in this report and accounts. These bodies are autonomous charities affiliated to the Association, which together form the Scout Movement in the United Kingdom.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EThe Board of Trustees \u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe management of the Association\u2019s business is vested in the Board of Trustees. The Board has 20 members:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003E12 members nominated and elected by the Council of The Scout Association at the AGM: nine elected members and three elected youth members\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E5 members appointed by the Council at the AGM on the recommendation of the Board: the Chair of the Board, the Treasurer and up to three others\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003E3 Ex-Officio Members, the Chief Executive and UK Chief Commissioner, and the UK Youth Commissioner.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe provide an induction for all new Trustees and all Trustees take part in further training and development opportunities throughout the year.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn 2021-22, this included a training and development session, which focused on one or more areas material to the Association\u2019s business, including:\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E1. Risk Management\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E2. Safety\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E3. Charity Finance and the associated responsibilities of the Board\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E4. Race Equity workshops\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Board\u2019s responsibility includes policy making and oversight of risk management. It delegates the day-to-day management of the Association to the Chief Executive and UK Chief Commissioner, who work in partnership with the UK Chief Commissioner\u2019s Team, (UK Leadership Team), the UK Youth Commissioner and his team, and the Executive Leadership Team.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Board also delegates certain functions to the six Committees which report to it (Strategy and Delivery, Finance, People and Culture, Nominations and Governance, Safeguarding, and Safety). The Board appoints Trustees to serve on these Committees annually, with the Committee Chair having a three-year term, subject to performance and their continuation as a Trustee. The Board met nine times formally during 2021/22.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EPolicies and rules\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Association has a comprehensive set of policies and rules applicable to the movement, which are regularly reviewed by senior volunteers, senior management and staff employed across the UK. We\u2019re committed to providing the best possible experience for everyone in Scouts, whether they\u2019re young people or adult \u003Cspan class=\u0022s1\u0022\u003E68 \u003C/span\u003Evolunteers. To help us achieve this, we work to a number of key policies, through which we can make sure that Scouts continues to develop in a way that\u2019s safe, accessible and free from discrimination.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOur key policies include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EEqual opportunities policy\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EPrivacy and data protection policy\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EReligious policy\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ESafeguarding policy\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ESafety policy\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EVetting policy\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EYouth member anti-bullying policy\u003C/li\u003E\n\u003C/ul\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ERisk management\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Board of Trustees is responsible for identifying, assessing and managing the risks of The Scout Association and its subsidiaries. The Board of Trustees and its committees operate a comprehensive risk management process to make sure that appropriate steps are taken to manage and mitigate governance, external, operational (including safety and safeguarding), legal/regulatory and financial risks. The undertaking of Scouts activities requires risk identification and its reasonable mitigation, to make sure our charitable objectives are achieved.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe process involves the identification and grouping of the risks that the Association faces, both directly and indirectly, through the activities of the movement more generally. It includes evaluating the risks in terms of their potential impact and likelihood to occur, as well as considering the Association\u2019s appetite for those risks, and identifying means whereby they can be mitigated and managed.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EResponsibility for risk management is assigned to members of the Executive Leadership Team, UK Leadership Team (senior volunteers) and Chairs of the Board\u2019s reporting committees, as well as the Boards of its subsidiaries.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Board reviews its major risks throughout the year. The safety and safeguarding of young people involved in Scouts are our highest priorities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EOther major risks to the organisation include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EPublic Trust \u2013 reputational damage due to public perception, historical issues or external factors.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EGrowth\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EData security, specifically an information security breach\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EDigital delivery and adoption\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EEquity, Diversity and Inclusion\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EManagement and Oversight of our federated structure\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EIn all cases, the above risks are either being mitigated or controlled. All risks have been reviewed and adapted in light of the COVID-19 pandemic.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EA recently identified risk is around ensuring we have the right working culture and employer offer to recruit and retain talent. The Board has referred this to the People and Culture Committee for consideration and oversight, and the risk will be added to the Corporate Risk Register.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe overall risk framework is now overseen and regularly monitored by the Board. Individual significant risks will continue to be allocated to the appropriate Board committees.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe risk framework, due in part to the impact of COVID-19, was thoroughly reviewed in March 2021. Revisions were made, which were approved by the Board. Since then, more detailed work has been done to make sure the framework provides an effective risk and control environment, utilised by all senior staff, UK Leadership Team and members of the Board and its committees. Work is ongoing to continuously review the framework, and individual risks to ensure they provide adequate information to the Board. This enables trustees to have the proper oversight and reassurance that risks are being effectively managed.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAn agreed risk management framework is used by the movement, which enables local Executive Committees to deliver their risk management responsibilities based on guidance from the Charity Commission.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ERisk Appetite\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Board reviews the risk appetite of each corporate level risk annually to determine the individual tolerance level, and what happens when thresholds are breached.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWhile accepting risk in Scouting activities can never be entirely eliminated, given the nature of the activities undertaken, we seek to minimise the potential for serious harm to be caused to young people and members to the greatest extent feasible.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EHowever, The Scout Association has a high appetite for opportunities for membership growth, and would be comfortable taking more risk in this area.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ESafeguarding\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003ESafeguarding is the golden thread throughout Scouts. Our number one priority is keeping young people in our care safe from harm.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe believe an open and transparent culture of challenge is how we protect our young people. Our Yellow Card Code of Practice for adults in Scouts is embedded in everything we do. We always make sure everyone knows about this card, including young people and parents. It\u2019s a priority that they\u2019re clear about the expectations and behaviours of our volunteers, and know exactly what to do if the code isn\u2019t being followed.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAt Scouts, we have a centralised national safeguarding team. They deal with all safeguarding, welfare and suitability referrals, covering adults and young people. As part of our safeguarding processes, a key aspect of the team\u2019s work is liaising closely with all statutory agencies.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe safeguarding team\u2019s made up of professionals who\u2019ve been involved in safeguarding practice before. This includes social workers, ex-child protection police officers, probation \u003Cspan class=\u0022s1\u0022\u003E69 \u003C/span\u003Eofficers, early years practitioners and education professionals.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019re always striving to improve our team, and recent changes include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EMore investment\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EIncreasing our management capacity, ensuring there\u2019s good quality supervision\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EManagement oversight, and a robust quality assurance programme. This includes external scrutiny by an independent company who specialises in safeguarding\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EBuilding on our open culture of transparency and challenge\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EAs part of our safer recruitment processes, we\u2019re still working with the Disclosure and Barring Service, Disclosure Scotland, and AccessNI.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe refresh our safeguarding training and support material to make sure they\u2019re current. Every three years, volunteers need to complete mandatory safeguarding training. This training is validated online, and each volunteer needs a 100% pass rate to get certification. Volunteers in commissioner roles do additional management safeguarding training.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EEach quarter, the Board of Trustees receives a safeguarding report. Scouts has a strong Safeguarding Committee, that\u2019s chaired by a Trustee with extensive experience in safeguarding. The committee also has external safeguarding experts.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe Safeguarding Committee is given regular performance data. They make sure it\u2019s used effectively, to improve practice, make appropriate changes to training, and make sure lessons learnt are effectively implemented.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe continue to engage with the wider sector, sharing best practice, and have presented at national conferences on our safeguarding arrangements and governance as examples of best practice. We also work in partnership with government bodies, so we\u2019re always at the forefront of safeguarding practice.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003ESafety\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EAlong with safeguarding, safety is a golden thread throughout Scouts. Our number one priority is keeping young people in our care safe from harm.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETo achieve this, we have a range of measures in place. These include:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EOur Safety Policy: As part of our key policies, our Safety Policy clearly outlines the commitment to safety expected from everyone in Scouts. It helps make sure everyone plays their part in keeping young people safe. The Safety Policy is reviewed each year, and it\u2019s informed by wider sector best practice.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003ESafety Committee: Scouts has a Safety Committee, which reports directly to the Board of Trustees. It also reports to people whose responsibility it is to provide leadership, and oversee safety policies, procedures and rules that are provided to our volunteers. It\u2019s chaired by an external appointee, who has significant professional experience of health and safety management, and who\u2019s also a Trustee. The Safety Committee\u2019s made up of different individuals, who all have extensive experience in health and safety across a number of sectors.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EEach quarter, the Board of Trustees gets an update on safety matters, including:\u003C/p\u003E\n\u003Cul\u003E\n\u003Cli class=\u0022p1\u0022\u003EIncident statistics, training and compliance reports at their meeting. Each year, the Board is given a full report of Safety Committee activities, along with a detailed overview of trends and statistics.\u003C/li\u003E\n\u003Cli class=\u0022p1\u0022\u003EWe know it\u2019s important to keep learning from experience, and making sure we have robust responses when incidents arise. All throughout the movement, this approach is embedded in our culture and systems. The Safety Committee has processes and procedures in place to gather data about incidents, and to consider that data carefully to make improvements.\u003C/li\u003E\n\u003C/ul\u003E\n\u003Cp class=\u0022p1\u0022\u003EThis year, we have increased investment in the Safe Scouting team, appointing a new Head of Safety, HQ Safety Manager and 3 further Safety and Compliance Officers. These appointments mean we can greatly increase our support across the movement, and develop our commitment to safe Scouting. We\u2019ve led and supported a return to safe Scouting, while dealing with ever-changing challenges posed by the COVID-19 pandemic. We also focus on the delivery of risk assessments. We\u2019ve reviewed the Policy, Organisation and Rules, guidance and supporting templates, and we\u2019ve delivered briefings and training sessions to support members.\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cstrong\u003EFundraising: our approach\u003C/strong\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003ESection 162A of the Charities Act 2011 requires charities to make a statement regarding fundraising activities.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe day-to-day management of all income generation\u2019s delegated to the Executive Leadership Team, which is accountable to the Board of Trustees.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe take the protection of our supporters and donors\u2019 personal data very seriously: we never use personal data in any way that they don\u2019t wish us to. We always provide them with the opportunity to change their minds if they no longer want to receive communications; we never share or sell their data; and we don\u2019t contact anyone, if we know they don\u2019t want us to.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAlthough we don\u2019t receive widespread fundraising from the general public, we do enter into Commercial Participator Agreements with commercial partners who sponsor a variety of our programmes, and this activity is fundraising for the purpose of section 162A of the Charities Act 2011. We also receive legacies, grant funding and donations, \u003Cspan class=\u0022s1\u0022\u003E70 \u003C/span\u003Ewhich are presented in our accounts as \u2018voluntary income\u2019. We make sure that no one\u2019s ever pressured to leave us a legacy or donate any funds.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe charity, nor any person acting on its behalf, has been subject to any undertaking to be bound by any voluntary scheme for regulating fundraising. We\u2019re a member of the Chartered Institute of Fundraising regulated by the Fundraising Regulator, and comply with the standards in the Fundraising Regulator\u2019s Code of Fundraising Practice, as well as all other relevant legislation codes of practice and guidance. All staff involved in fundraising are made aware of, and the need to comply with, the requirements of relevant fundraising legislation and codes of practice.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019re not aware of any failure to comply with the Fundraising Regulator\u2019s Code of Fundraising Practice in relation to our fundraising activities, either by us, our staff, or our Commercial Participators.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe monitor fundraising activities undertaken by our Commercial Participators. All contracts with Commercial Participators contain a provision for monitoring by us. This is usually undertaken by way of regular meetings between the parties and feedback on the progress of any fundraising activity, and an obligation to provide access to additional information and assistance as may be necessary to help us to demonstrate compliance with our duty to monitor. Where Commercial Participators are sponsors, but not undertaking any direct public fundraising, the requirement for access to additional information isn\u2019t always deemed necessary.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWe\u2019ve received no complaints on our fundraising activity.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EAll our Commercial Participator Agreements include an obligation to make sure that they act at all times to protect vulnerable people from any intrusion to their privacy, and don\u2019t make any unreasonable approaches to, or put undue pressure on, any vulnerable people to give money to the charity. This is included even if they\u2019re not undertaking any direct public fundraising\u003Cspan class=\u0022Apple-converted-space\u0022\u003E\u00A0\u003C/span\u003E\u003C/p\u003E","gtmId":"","gtmClass":""}]}],"config":null}]},"prev":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-members/","title":"Our members"},"next":{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/governance-structure-and-board-membership-1-april-2021-to-31-march-2022/","title":"Governance structure and Board membership \u2013 1 April 2021 to 31 March 2022"},"allParts":[{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/resurging-innovating-and-bringing-people-together/","title":"Resurging, innovating, and bringing people together"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/better-volunteering-for-a-stronger-movement/","title":"Better volunteering for a stronger movement"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-purpose-and-method/","title":"Our purpose and method"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/vision-and-strategic-objectives/","title":"Vision and strategic objectives"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/skills-for-life-our-plan-to-prepare-better-futures-2018-2025/","title":"Skills for Life: Our plan to prepare better futures 2018-2025"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/growth/","title":"Growth"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/inclusivity/","title":"Inclusivity"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/youth-shaped/","title":"Youth Shaped"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/community-impact/","title":"Community 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responsibilities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/independent-auditor-s-report-to-the-trustees-of-the-scout-association/","title":"Independent Auditor\u2019s Report to the Trustees of The Scout Association"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/consolidated-statement-of-financial-activities/","title":"Consolidated statement of financial activities"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/balance-sheet/","title":"Balance sheet"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/statements-of-cash-flows/","title":"Statements of cash flows"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/our-members/","title":"Our members"},{"link":"/about-us/our-impacts-and-reports/scouts-annual-report-2021-22/how-we-operate/","title":"How we 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Gilwell\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EPatron\u003C/strong\u003E \u003Cbr /\u003EHer Majesty The Queen\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EPresidents\u003C/strong\u003E \u003Cbr /\u003EHis Royal Highness The Duke of Kent, KG, GCMG, GCVO\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EHer Royal Highness The Duchess of Cambridge, GCVO\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EVice Presidents\u003C/strong\u003E \u003Cbr /\u003EThe Rt. Hon. The Earl of Airlie, KT, GCVO, PC\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EWayne Bulpitt CBE\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EPeter Duncan\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003EGeorge Purdy CBE\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003ETim Kidd OBE\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E\u003Cstrong\u003EChief Scout\u003C/strong\u003E \u003Cbr /\u003ELt Col (Hon) Bear Grylls RM OBE\u003C/p\u003E\n\u003Ch4 class=\u0022p1\u0022\u003E\u003Cspan class=\u0022s1\u0022\u003EThe Board of Trustees \u003C/span\u003E\u003C/h4\u003E\n\u003Cp class=\u0022p1\u0022\u003EThe percentages indicate the number of eligible Board meetings each member attended.\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E1 = Finance Committee Member\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E2 = Strategy and Delivery Committee Member\u003C/p\u003E\n\u003Cp class=\u0022p1\u0022\u003E3 = Nominations and Governance Committee Member\u003C/p\u003E\n\u003Cp 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The assessor highlighted that people really live by the organisation\u2019s values and understand (and achieve) our strategy. Our accreditation lasts for three years: we\u2019re working on how we set objectives and nurture ideas as we aim for Platinum, the highest level. 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