{"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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