minutes of general council meeting - the woodcraft folk of general counci… · sarah gave a...

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Minutes of General Council Meeting

22 February 2020

Leonard Cheshire, 66 South Lambeth Road, London, SW8 1RL

1a Welcome, Introductions and Apologies

Present: Sapna Agarwal, Meena Begley, Tom Brooks, Jack Brown, Hazel Cawthan (DF), Jeremy Hudson, Lucy

Kirby (DF), Pip Sayers (chair), Claire Slocombe, Izzy Stewart, Kerry Stapleton, Roland Susman (treasurer), Jack

Walker [part meeting], Stuart Walker [part meeting]

Staff in Attendance: Debs McCahon, Owen Sedgwick-Jell, Sarah Welsh

Observers: Veronica Hammerstone (minutes), Lucy Bonnerjea, Stanley Richardson (under 16)

Apologies: Elliot Francis Hewett, Edmund Moriarty, Robin Lyster

Pip welcomed everyone to the meeting and thanked Lucy Bonnerjea who was hosting the meeting and joining it as an

observer. People introduced themselves round the table with their preferred pronouns. Izzy gave a recap on the hand signals which facilitate chairing and the smooth running of the meeting. Pip outlined the agenda.

1b Declarations of Interest There were none.

1b AOB All had already been added to the Agenda.

2 Charity Commission Regulatory Review, Safeguarding

Debs had distributed a final paper on the Charity Commission Regulatory Review, outlining the recommendations for

future practice. She said Trustees had to be able to demonstrate they had overview of our responsibilities, especially vis-a-vis safeguarding. The Commission now had increased powers and was delivering more guidance and carrying

out more regulation. She would not be surprised if they approach the organisation in future on a different regulatory

review.

She had distributed a draft updated Safeguarding Policy to take account of the widened remit to cover staff,

volunteers and other adults, the inclusion of other relevant policies and guidance, the need to keep the movement informed and to review regularly and to share learnings. This was approved.

In addition three more papers were distributed. For the Risks and Radicalisation paper, a task and finish group was needed to review partnership links with various organisations eg Stop the War Coalition and make clear our

relationships with these: Stuart, Jack W, Kerry and Sapna volunteered. The other two papers: Education for Social

Change Positioning and Venues Compliance were for information.

3 Safeguarding Training

Debs explained that Trustees had to check that we are compliant with Safeguarding regulations and decide if

anything needs to be addressed. She gave a PowerPoint presentation on the subject. Woodcraft uses the Dept of

Education (DofE) definition and in the past mainly concentrated on child protection and putting the child first. She believed that the broader remit to safeguard staff was covered by good HR policies. Now we needed to have

appropriate safeguarding for all who come in contact with Woodcraft Folk.

She was the lead Safeguarding Officer, Leanne Powell at Head Office was Deputy, Tom was Safeguarding Trustee and

Edmund was Health & Safety Trustee. The Safety & Wellbeing Review Group (recently renamed and given a wider

remit) meets twice annually. It checks the suitability of volunteers if there are DBS or PVG (Scotland) queries, and uses the National Society for the Prevention of Cruelty to Children’s (NSPCC) Safeguarding Standards to monitor

Woodcraft’s fulfilment. We are not able to check on each group’s compliance but communication of lessons learnt with district Safeguarding Officers and updating them at least annually was undertaken.

She shared the Charity Commission’s 10 actions trustee boards need to do to ensure good safeguarding governance

and confirmed that General Council (GC) has complied with the majority of these in approving the updated Safeguarding Policy. For action 2: identifying and mitigating risks, she and Sarah would be working on updating the

existing Risk Register and bringing it to GC later in the year. On the fourth action: recognising, responding, reporting and recording safeguarding concerns, a pocket guide had been produced and distributed and most trustees indicated

that they already know what to do on this. For action 6: evaluating training – no records are held of groups’ or districts’ safeguarding training but information on which posts need a DBS or PVG are clear. Woodcraft does not do

overseas work, so action 10 was not relevant.

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Several government departments were responsible in this area: Dept of Education for children, Dept of Work and

Pensions for staff and the Health & Safety Executive and several more. Some of the guidance was also unclear: the word “adequate” is used frequently but never defined. There was a National Youth Safeguarding Forum which was

helpful.

Debs asked Trustees to divide into 2 groups of 5, to contain someone who leads a group and one who is a beneficiary

and to write down on a sheet of paper with an eye drawn on it (representing oversight) all the safeguarding risks they

could think of in the iris area. Then they were asked to use eyelashes to determine how these risks could be managed; also to use post-it notes in green, amber and red to identify how comfortable they were with these risks.

Feedback included: insufficient capacity to check all compliance; assessing mental strain on volunteers; difficulties of evaluating risk when working out in the community and in public places (group nights and camps are easier); risks of

damage to children and young people inevitably high but management is good. The oversight of risks at centres was queried as they tend to work independently. However there are Trustee reps on each centre committee and Debs

reassured the meeting that safeguarding was taken very seriously by them. Debs advised Trustees to read all the

Charity Commission’s and NSPCC’s advice and use their helpline or ask her if they had any concerns or felt they needed more training.

4 Financial Headlines

Sarah gave a presentation on the first draft of the 2019 accounts. She explained for the benefit of new Trustees that

many parts of the organisation prepare their own figures and all these have to be pulled together for the statutory accounts. The figures she was presenting covered just the core organisation and centres. They showed actual,

revised forecast and the original budget. Several areas had not performed as well as expected. The sale of the garage which had belonged to the closed group in New Malden had helped bring the anticipated core deficit down

from £75k to £40k despite the costs of selling it being considerable. The cost of engaging Groop would be treated as

a pre-payment for 2020 and this had also helped the overall figures. However, initial figures show that all 5 centres made a loss in 2019. She suggested the effects on reserves be discussed at the next F&GP meeting on 14 April. Ros

Epson who was volunteering to help treasurers with their returns, was doing a great job chasing districts and sorting out queries and had only 2 more weeks to finalise this work. Sarah asked Trustees to help chase several districts who

had not responded.

5 Singing to the Fashioning of a New World

A draft business plan had been shared and papers around the topic of making changes in the organisation. Owen, the UK projects manager had been asked to facilitate this session. He ran a session to examine current activities and

explore what changes were needed. Jack B queried why volunteers were not included on the Theory for Change document and Owen agreed to add this. Jack W thought the deprivation areas data was very good but we should

remember that sometimes there were enclaves of middle class areas within deprived boroughs or regions. The

research done by Venturers at VCamp was good and it was agreed that it would be ideal to follow it up with surveying young people not in Woodcraft Folk, as well as with those who have left the organisation.

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The meeting divided into 4 groups to look at Better Delivery (volunteers, diversification of delivery, partnerships,

evidence- and impact-based decisions and actively engaging young people in governance), Better Financially (one charity, explore trading subsidiary, investing resources for young people, avoiding overloading volunteers) and Better

Image and Reputation (branding, closer alliance with the co-operative movement). Owen asked them to use Red post-its for Stop, Amber for Get Ready and Green for Carry on doing things.

Feedback was:

Stop: losing money, using outdated 19C terminology for governance (dissuades young people from joining), letting older people over-rule youth decisions, giving volunteers difficult administration tasks, Folk Supply.

Get Ready to Start: aligning with organisations with similar interests, providing better support networks for volunteers, getting into national news (for good reasons), advertising to more diverse groups, more open

communications, improving media profile, developing a shared sense of identity, working with local partners not just national, streamlining our aims and principles, streamlining our bank structure.

Carry on with: camping, subsidising camp payments for those that need it, groups, centres, testing and evaluating

different approaches to education for social change, increasing volunteer capacity.

Sapna felt many groups were at or beyond volunteer capacity and the load needed to be spread. Making it easier to

volunteer was one way. Stuart felt we were wasting staff time trying to resurrect groups since most youth club organisations were shrinking and some had disappeared. Sapna said camping may become more dangerous because

of climate change and we should start to consider how to combat this. Kerry felt the organisation was often too

cliquey.

There was a discussion about priorities and whether these decisions on changes were less important than the

financial viability of the organisation. Stuart said the driver was to make radical improvements which would make us more sustainable. He said the Invest to Grow strategy does fit in.

Owen asked 4 groups to think about our activities in terms of Why do we really do it? Who Benefits? What it Takes? and The Benefits. Feedback was as follows:

• Seeking to be better known & understood• Running groups• Going camping• Increasing volunteer capacity• Operating centres• Testing & evaluating different approaches to Education for Social Change• Subsidising camp payments (those who can pay more should do so)

• Get in national news• More open communications• Advertising to more diverse groups• Develop a shared sense of identity• Streamline our Aims & Principles• Streamline branch structure• Uniformly and consistently welcome &

support new volunteers• Trade union partnerships• Reduce number of bank accounts

• Work with local partners, not just national

• Align ourselves with other groups with similar interests

• Alternative ways of proving Education for Social Change

• Have better support networks in place for volunteers, and advertise them

• Losing money• Aspects of our governance which enable old people to overrule young people’s decisions• Giving volunteers difficult & daunting admin tasks• Running deficit budgets• Folk Supply

things to

GET

READY to start

things to

CARRY

ONdoing

things to

STOPdoing

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Why do we do this?

• So that parents can bring other age-grouped children (Woodchips)

• Gets kids ready for older stages• Catch them young• Easier access to parents• Provide kids with opportunities/values

they won’t get elsewhere

What are its strengths?

• Education (for social change)• Massive impact on children in the

correct way• Teachers kindness & co-operation• Very fun• Volunteering opportunities for older

groups

What are its weaknesses?

• Not reaching enough people• Lose some sight of Woodcraft values• Lack of diversity• Lack of confidence in tackling bullying

& negative behaviour• Accessibility

Who does it benefit?

• Younger children• Their families• The whole world (that these people

encounter)

How do they benefit?

• They learn• They’re empowered• They have fun

What’s the evidence?

• Very little – some anecdotal• Those who continue through

Woodcraft Folk see it as crucial• Young people take on leadership roles

Who doesn’t it reach?

• BAME people• People other than white/middle class• People who don’t live near a group

night

How can we improve this?

• Rebrand (whole movement)• Support individuals who want to set up

groups• More volunteers• Better training to prevent cliques

Why not?

• Our name• Culture of people who already attend• There aren’t enough people to

run/interest• Collecting these people is hard

How is it funded?

• New group funding• Donations/subs• Co-op Good Causes• Wing and a prayer

Who instigates this activity?

• Volunteers – usually parents• Ex-Woody new parents• (Sometimes) funding, e.g. new groups

project• Non-volunteer parents

Who makes it happen?

• Volunteers – group leaders/parents• Elfins/Woodchips• Some staff

Elfin & Woodchip

Groups

Core

Purpose

Outcomes &

Impact

People &

Resources

Widening

Participation

Why do we do this?

• They are young people, and we work with young people

• We can give them opportunities they wouldn’t otherwise get


• Support young people through different transitionary periods

• VCamp


• Pressure of young people to conform –wider gap between Woodcraft Folk young people & general teenage population


• Young people – middle class & white• Volunteers• Community• Parents


• Have fun• Volunteers build experience & have fun• Litter picking, feeding homeless• Exposure to campaigning, national &

international events• Education• Making friends (different places/parts)


• Local press reporting on activities• Young people tell us – conversation• They stay!• Attendance at events• Still here!


• Most young people• People who don’t agree with our A&Ps• People who don’t know who we are• People who are put off because they

think parents must volunteer• People who can’t afford it

How can we improve this?• Sense of community rather than

activity• Flexibility of engagement• Sense of clear progression from Elfins• Being better known & understood• Participants better able to

communicate what we do• Diversify ways to engage, with

community built into these ways

Why not?

• Geography• Harder to join as a Pioneer/Venturer• Too many activities, so drop Woodcraft• Unclear/insecure progression routes• Awareness & understanding of who we

are & what we do

How is it funded?

• Parents & membership fees (local)• Supported by staff in legal capacity• Grants (occasionally) & gift aid• Volunteer capacity


• Group leaders/parents• Staff occasionally• Pioneers might stimulate a Venturer

group


• Parents & group leaders• Planning meetings run by young

people• Folk Office – register & legal stuff

Venturer & Pioneer

Groups

Core

Purpose

Widening

Participation

Outcomes &

Impact

People &

Resources

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Why do we do this?

• To generate income?• Inertia• Promotion – reach other organisations• Passion from volunteers• Fulfil our charitable purpose?


• People like having them• Can make camps easy to plan?• Feeling of belonging• Bring age groups together• Attract people to training events

What are its weaknesses?• Don’t make money• Will never generate income• Inaccessible, hard to get to• Risky, e.g. public footpaths at Biblins,

maintenance, activities• Cancelled bookings because of extreme

weather• Not used by young people – used by

non-youth/private bookings


• Groups – Scout, local, Woodcraft, other (private schools)

• Duke of Edinburgh• A lot of non-Woodcraft groups – does it

educate for social change? Does it impact our values outside Woodcraft Folk?


• Use the centre to explore the area• Cheap accommodation


• Feedback book? (accessible just to the centre)

• Bed nights & who it is (how has it impacted them?)


• Scotland & other remote areas• Other non-remote regions• Less well-off districts• Less integrated districts – not aware of

them


• Develop a centres strategy rather than impulse buying

• Work more in partnership with centres• Sponsored visits to centres for every

district• Increase Woodcraft Folk branding at

centres

Why not?

• Locations• Transport links (public & private)• Subsidies – recognition of issues is

lacking• Not one organisation – comms issues• Separate from Woodcraft Folk

How is it funded?

• Mostly from bed nights charges from Woodcraft and other groups

• Financial support from national budget


• Centre management committees & staff


• Centre management committees & staff

Centres

Core

Purpose

Widening

Participation

Outcomes &

Impact

People &

Resources

Why do we do this?

• Because it’s fun• Small camps bind districts, practice

what group nights do (e.g. clans)• Large camps – tradition, profile, profit

(or not lose money)• Some districts, to get children outside


• People love it• Kids learn to co-operate in a fun way


• They are often cost-neutral – we need profit!

• Organisation is volunteer intensive


• Children & young people (who are able to attend)

• Volunteers• Families• DFs (work experience)• Likeminded organisations• Site owners


• Community, solidarity, temporary utopia

• Break from normal life• Income• Exposure (likeminded organisations)• Employability skills


• Anecdotal• Bank accounts• Case studies• Outcome wheels & chuff charts

(Scotland)


• Families with less money• Those not in groups• Those who don’t like camping (for a

variety of reasons)


• More fundraising, more support• Districts & groups should fundraise to

let young people go for free• Better camp facilities• Better communication of what camp is

like & why you should go

Why not?

• Money – fundraising takes a lot of time & effort

• Hard to convince many volunteers to change their ways

How is it funded?

• By those attending• Grants• Fundraising• Core providing insurance &

safeguarding support


Large

• GC & other Woodcraft Folk committees

Small

• Group leaders, district co-ordinators, young people who have had past experiences of these camps


Large

• Woodcraft committees, DF & Venturer committees, adult volunteers

Small

• Adult volunteers, small committees, time & money

Large & Small

Camps

Core

Purpose

Widening

Participation

Outcomes &

Impact

People &

Resources

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Pip asked if there were any of the proposed 11 strategic changes included in the Outline Business Plan that Trustees

wanted to query or discuss. Certain paragraphs were identified. Sarah explained that we have recently discovered that the cladding on Folk Office was not installed in a way that met the correct fire standards. This means that the

building will prove difficult to sell until the issue is resolved, which may take years rather than months. However letting was still a possibility as it was safe to use and insurance cover definitely available. She suggested that Jeremy

join the small committee pursuing this and look at other ways of raising the money required. This was agreed.

Pip asked everyone round the table to comment if they wished about the various paragraphs:

26.11. Recentre strategically and physically at the heart of the co-operative movement, making our registered office at Hollyoake House in Manchester (Hollyoake House is an historic building which houses a collection of organisations including Co-ops UK and Co-op College).

Sarah said Hollyoake House could be used just as a registered office, or using meeting rooms or hot desking. It

would allow a closer rapprochement with the co-operative movement. There had already been some closer links

established. There was general agreement to this approach. 26.2. We need to diversify the ways in which education for social change is delivered by volunteers specifically with more public access events, more outreach/playout, and more activity through schools. We also need to be less reliant on delivery in the Group setting.

Group meetings are not very visible. We could extend our reach through other activities and different volunteers. Funders would approve of this wider approach. The strategy to deliver this and sharing case studies would be

important.

26.5. Operate, wherever possible as one charity, with whole organisation reporting on finances, activity, membership etc.

What this means in practice need to be clearly spelled out.

26.6. Explore whether setting up a separate trading subsidiary for the centres and Folk Supply would enable them greater flexibility to become financially sustainable.

Sarah said all need to be financially sustainable. There are limits to how much income we can generate that isn’t educating young people before we risk breaching exemption limits for VAT and direct tax. The meeting agreed that

this should be explored.

26.10. Rebrand to reflect what we do and to make us more attractive to our target audiences. For example, we could: ● change our name/start using a new additional name (for example: Pioneers, Young Co-operators, Young change makers, Radical youth, young active citizens) ● update our logo ● update our Mission and our Educational Aims and Principles

To be discussed strategically not operationally. If agreed, start a task and finish group. Use Common Ground as a springboard for wider discussion. Make the mission statement more accessible – words not the purpose. Action Izzy

would lead.

6 Folk Office Future

Already discussed as part of the Business Plan consideration.

7 Diversity Training

Sapna led a session aimed at achieving a more diverse General Council and ultimately a more diverse movement.

She asked Trustees in pairs to discuss what skills were needed on GC and what kind of people were missing. They

should decide what they personally were going to do to achieve the aim. Finally they thought about how they would

evaluate their activity.

Sarah hoped that diverse candidates could be found in advance of the AGM, rather than from the floor. There were

only a few vacant posts. She also asked for a video to be prepared and Izzy agreed to talk to camera.

8 AG Update, Discussion & Motion

Claire described the plans for the AGM HUB in Glasgow. Two meetings have been held, and equipment and venue

had been secured. Proxy forms would have to include the motions. She thought the cost would not exceed that of

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Trustees travel from Glasgow to Kent. They have organised other fun activities around the official meeting to

encourage more participation.

Jack W said that the motion on gender quotas was being written with consultation through Slack. At least one under-

25 place had to be a woman or minority gender person and 50% of the whole Council would have to be the same. He was due to meet with Alicia Francis from Standing Orders Committee on Wednesday. The motion would be a GC one

and the plan was to change the rules at this AGM to be implemented in 2021. Izzy said that DFs has a policy on this

already and offered to send the wording to Jack. Pip would also talk to Jeni Dixon from Standing Orders about organising the motion. Action Izzy & Pip.

Reaching outside the usual circle was a point to discuss at a later meeting.

No other motions were known at this time. Pip said that trialling the hub with 2 chairs in the 2 hour slot would be a

challenge so it was hoped there would not be too many motions.

9 Minutes & Matters Arising

Approval of Minutes of General Council Meeting 16 November 2019 These were approved.

10 Formal acceptance of reports for information & recommendations not requiring discussion

The following reports were accepted by General Council with discussions, agreements, queries or comments noted against the relevant report:

10 i First draft management accounts 2019

10 ii Membership & Groups Update for information (Quarter 4 2019) (LP) 10 iii Funding Update - for information – (DM) – Debs said there were new projects from the Royal Academy of

Engineers and the National Association of Environmental Education. 10 iv Common Group Update – for information – (TB)

10 v Task & Finish Groups Process and Current List – for information (SWe). 10 vi Centre Reports (separate folder in shared drive)

10 vii DF report (IS)

10 viii Common Ground Pre-camp and AGM agenda – for information (DM) 10 ix Annual report – first/incomplete draft for information (DM) – Sarah asked if there were any comments but there

were none. 10 x Cardiff Branch Constitution - for approval. Veronica had worked on the new district, group and region

constitutions in 2014. She said that the templates on the website had never been properly updated. She offered

to make the typographical and other changes required to the Cardiff one and send it to Pip to sign and return to them. She would also attempt to have the templates on the website changed Action Veronica

10 xi Data Protection Policy - (DM) - approved 10 xii Privacy Policy - (DM) - approved

11 AOB

11a Stop Climate Chaos Scotland Membership Sapna had shared a paper outlining the request from Scottish

Gathering that Woodcraft join this organisation particularly as COP26 - the UN summit - will be taking place in Glasgow in November 2020. It is a coalition of over 40 civil society organisations in Scotland campaigning together on

climate change, including the Church of Scotland, Quakers, Royal Society for the Protection of Birds (RSPB). There is to be a London meeting at the Greenpeace offices. This was agreed.

11b Western Sahara Relief Fund Update Sarah said that we have been refused permission by the Charity

Commission to use this fund of around £8k raised for CoCamp and never used. Under their rules it has to be declared a “failed appeal” and the money offered back to the original donors if they can be traced. This was agreed. Jeremy

and a small task and finish group are working on this and it will take around 6 months. Jeremy suggested and it was agreed that a 5% administration charge be put in place for any money returned to donors.

Meetings and Thanks

It was agreed to move the GoTo meeting in May to 11 instead of 12.

Trustees expressed their thanks to Woodcraft Folk staff for all the good work they had performed in writing and

updating reports for this meeting and for their ongoing commitment to the movement.

12 Evaluation and Feedback to the Movement

Meena asked everyone to evaluate the meeting based on the hand method: thumb for something good, forefinger to

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point something out, middle finger for anything bad, ring finger for something to share and little finger for a small

point.

13 Trustee Only Session

Debs, Owen, Sarah and Veronica left the room for this session.

The meeting finished at 4.30pm

Appendix 1

General Council & Safeguarding, February 2020

Session aims:

1. Remind Trustees of their safeguarding responsibilities 2. Identify safeguards in place 3. Explore how Trustees achieve effective oversight 4. Highlight areas that need improvement 5. Share sources of support, training and information

Time Activity Equipment

0-5mins Introduction

Session aims

Safeguarding definition

Child protection definition

H&S definition

Key safeguarding roles: Lead Safeguarding Officer, Debs Deputy Safeguarding Officer, Leanne Lead Safeguarding Trustee, Tom Lead Safeguarding on H&S, Edmund Members Safety & Well-being group (All of the above, plus DF

rep, Centres rep & 4 experienced members)

Powerpoint

5-10mins Charity Commission

Woodcraft Folk is one charity, for which you as elected Trustees take responsibility.

The Charity Commission requires all Trustees to: 1. Ensure your Charity has adequate safeguarding policy, code of

conduct and other safeguarding procedures. Regularly review and update the procedures to ensure they are fit for purpose. (Safer Network QS, reviewed annually and recently scrutinised by CC)

2. Identify possible risks, including risks to your beneficiaries or to anyone else connected to your charity, including any emerging risks on the horizon. (risk register)

3. Consider how to improve the safeguarding culture in your organisation. (Harder to evidence. Safer Network QS)

4. Ensure that everyone involved in the charity knows how to recognise, respond to, report and record a safeguarding concern. (guidance, webinar, short film, pocket guide, training)

5. Ensure people know how to raise a safeguarding concern (on website, policies)

6. Regularly evaluate safeguarding training provided, ensuring it is current and relevant (webinars, films, online quiz, factsheets, example session plan, online module)

7. Review which posts within the Charity can and must have a DBS

PowerPoint

Pocket guides

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check from the Disclosure & Barring Service (procedure document)

8. Have a risk assessment process in place for posts which do not qualify for a DBS check, but which still have contact with children and/or adults at risk. (not applicable in WcF)

9. Periodically review your safeguarding policy and procedures, learning from any serious incidents or ‘near miss’ (annual review of policy and MS&WBRG)

10. If you work overseas, find out what different checks and due diligence you need to carry out in different geographical areas of operation. (not applicable to WcF)

10-20mins Safeguarding risks

Divide the group into 5 small groups

Give each group a prepared piece of flipchart paper with a drawing of a giant eye. In the pupil write the ‘individual’ type the group will be exploring.

In the small groups take 5 minutes to map all the ‘risks’ associated to individuals (Children, Volunteers, Staff, Members of the Public, Centre Guests) involved in our charity.

Record thoughts in the iris, examples might include harassment, bullying, accident/injury

In the same small groups, spend 5 minutes recording how Trustees have oversight/manage the risk

Record your thoughts as eyelashes, examples might include GBG/DBS checks and quarterly membership reports

Flipchart – one piece for each ‘individual’ group

Pens

15-25mins Feedback

Each group to spend no more than 2 minutes feeding back

Each group to identify RAG rating for how comfortable they feel in meeting the charity commission requirements

Flipchart – one piece divided into 5 (section for each ‘individual’ type

Red, Orange & Green pen

25-30mins Sources of support

Signpost Trustees to sources of information and support, including: 1. www.woodcraft.org.uk/safeguarding 2. NSPCC 3. Charity Commission guidance (source of expectations) 4. Safer Network Standards (QS) 5. NCVO (source of guidance) 6. Local Safeguarding Partnerships (source of training)

PowerPoint

30mins Close

Appendix 2

Risk group

Risks Oversight RAG rating

Volunteers Physical harm

Clash of personalities

Financial risks (treasurer, fundraising)

Financial guilt (want to give but not able to but feel responsibility)

Mental strain e.g. working at capacity

DFs display safeguarding tree at events

Volunteer training annually

Risk assessments

Review policy

National guidelines

Green

http://www.woodcraft.org.uk/safeguarding

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and someone evaluating they’re not

Working over capacity

Volunteering alongside others who are not adhering to safeguarding standards

Encounter someone who they feel isn’t appropriate to work with children and young people

Encountering a dangerous animal

Encounter safeguarding incident and not know what to do about it – or be involved with

Volunteers could pose a risk to other e.g. physical or emotional harm

Volunteers ill-informed or uninformed about safeguarding procedures

Engaging in risk activity believing it to be safe.

Decisions about risk made by an individual rather than the group

Positions of power e.g. DF aged volunteers

Lack of experience

Involvement with activist organisations

Regular email to safeguarding & District contact @ each District

Incident reporting procedures

Incident report forms

Safety and well-being review group

Discussions with DFs re: power dynamics with young members

Children and young people

Child protection failures

Abuse (emotional, sexual, physical, financial)

Neglect

Radicalisation

Inclusion/accessibility

Injury

Discrimination

Mental well-being

Sharing knowledge/good practice at national and District level

Accessibility reps

Evaluation/reviews

DBS checks

Enforcement process

Procedures for reporting

Risk assessments

Safeguarding leads

Policies

Training

Amber, believe practice and policy is good, although impact if things go badly is high

Centre guests

Access routes

Drug use

Inappropriate contact with member of the public

Injury

Death

Abuse by staff and volunteers

Bullying

Peer-on-peer abuse

Trauma – discomfort

Intersecting responsibilities leads to inadequate coverage

Losing children

Reputational risk

Impact on the community

Aware of events that are reported

Travel guidance

Intoxicating substances policies (are these shared with guests)

Risk assessments (but need to be sent to us)

Red

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Staff Lone worker with young people

Negligence

Inappropriate conduct with young people, volunteers or other staff

Inadequate risk assessing

DBS

Grooming

Inadequate training

Safe resources e.g. water supply

Centre safety

Adequate oversight of equipment

DBS checks external

Quality assurance

Adequate workloads

Supervisions

Training

Clear oversight procedures

Green

Members of the public

Noise disrupts needs

Children running not looking where they are going

Campsites left in dangerous state

Our activities encroaching on public paths e.g. throwing games etc.

Dangerous activity in a public area

Managers of non-Woodcraft Folk centres on site

Unchecked individuals around young people

Untrained individuals around young people

Dogs scare or hurt children

Check on public places before going and leaving

Good knowledge of what young people need (medical and support needs)

Adventurous and other programme activity plans are in place

Training for volunteers

Education in our groups

Making sure there is good communication in groups

Risk assessment for different venues

Amber – good at risk assessing residentials, but probably inconsistent and lack oversight on risk assessing day/group night activities in different venues

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