focus

s u Foc nteer e for voluu in z a g g a m e Th in Sco tin11 managersy/M 0 2 h arc Februar

When a plan comes together

How one District mapped its future

Sharing the load

Flexible volunteering on the South coast

N O I T C A O T N I G N I W S nteers u l o v n e d d i ting’s h u o c S g n i t r Suppo

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Your Adult Support Team Mark Flexman, UK Adviser for Adults in Scouting, James Newton, Programme and Development Adviser for Adults in Scouting Contact them at: focus@scouts.org.uk adult.support@scouts.org.uk Adult Support Team The Scout Association, Gilwell Park, Chingford; London E4 7QW; Tel: 0845 300 1818 email adult.support@scouts.org.uk ADVERTISING Richard Ellacott richard.ellacott@thinkpublishing.co.uk Tel: 020 8962 1258 County: Although in some parts of the British Isles Scout Counties are known as Areas or Islands - and in one case Bailiwick - for ease of reading this publication simply refers to County/Counties. In Scotland there is no direct equivalent to County or Area. In Scotland, Scouting is organised into Districts and Regions, each with distinct responsibilities. Some ‘County’ functions are the responsibility of Scottish Regions, whilst others lie with Scottish Districts. The focus of responsibility is outlined in Scottish variations from POR.

Download all section supplements at www.scouts.org.uk/magazine

Welcome

Welcome to the adventure Executive Committee Members can often be the invisible volunteers in Scouting says James Newton.

This issue we look at those who work behind the scenes helping to make everyday adventure a reality Trustees are responsible for the management and governance of Scouting. They work on Executive Committees at every level (in Groups, Districts, Counties and nationally) to make Scouting happen. It might not be the most glamorous or visible role – but that doesn’t make it any less essential.

Supporting our trustees We begin with an interview with County Chairman, Brian Lloyd, who talks about his experiences as a trustee. Keren Mallinson, Director of Corporate Services at The Scout Association then gives some background to rule changes to Group Executive Committee membership. We also hear from Karen Heenan, Chief Executive for Charity Trustees Network, who explains how it can support our trustees.

Looking ahead

CREATE ...

o book ... your own your own Scout phot www.scouts.org.uk /bra nd

With the Vision Towards 2018 being rolled out across the UK, Regional Development Officers Peter Thorp and John McAtominey share how one District got together to plan its future. Meanwhile Hilary Farrow explains how her Cub Pack has been offering flexible volunteering opportunities without realising it. We also cover the training requirements for Scout Active Support members and the recent changes to Beaver Scout residential rules. Plenty to be getting on with then! As ever, if you have feedback, send it to focus@scouts.org.uk

In Focus 4 Trusted to do their best Brian Lloyd on life as a trustee and why he’s looking forward not back

6 Executive decisions How new rule changes will impact on Group Executive membership

8 Who’s supporting you?

Support for trustees is at hand

10 Prepared for the future Why putting together a local development plan needn’t all be hard work

12 Under instruction Training requirements for Scout Active Support members

13 Overnight success New rules on residential experiences mean more opportunities for Beaver Scouts

14 Flexible friends How willing parents and an imaginative approach are safeguarding the future of one Cub Pack

15 Our hidden volunteers Chief Commissioner for England, Tim Kidd reflects on those ‘hard to fill’ roles in Scouting

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o d o t d e t s Tru their best outing’s most Trustees are among Sc t what is it really valuable volunteers. Bu elissa Green spoke like being a trustee? M Chairman of to Brian Lloyd, County t three years, Staffordshire for the las to find out more…

Melissa: How did you first find out about the role of County Chairman?

Brian: I first met a County Chairman in 1969.

In 2000 I joined the County Executive Committee and the opportunity arose for me to take on the role. I have been in Scouting for 50 years now, and I still feel that I’m putting something back into the Movement for the experience that I had as a Scout and the benefit that I got from it.

Melissa: What do you most enjoy about the role?

Brian: Leading and motivating a team of active and enthusiastic County trustees. I like to refer to members of our County Executive Committee as County trustees because that’s really what they are.

Melissa: What would you say are the most challenging aspects of the County Chairman role?

Brian: Managing safety, but I don’t have to do this alone.

Fortunately, we have recruited an excellent County Safety Co-ordinator, Rob Butler, who is a Health & Safety 4

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professional and also has experience of Scouting as a leader. Rob’s advice and recommendations help keep me on the right track.

Melissa: What support do you get in your role?

Brian: The County Commissioner, Jeremy Cotton, and I work together in partnership. I very much value Jeremy’s support and talk things over with him whenever necessary. We usually have a chat at least once a week.

Staffordshire Scout County would not be so effective if this didn’t happen. I am also supported by our County Secretary, Helen Wilcox, who is a part-time employee who runs our County Office. In addition, if I have a particular problem, I can usually find the answer from the Scout website or by telephoning the Information Centre at Gilwell. Sometimes I do have to speak directly to the Records Team at Gilwell if I have a particularly awkward problem to handle.

Melissa: Do you have links with trustees from other District and Group Executives across your County?

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The big interview

l ccess of Scouting at al su e th of rt pa al gr te ting Trustees are an in te to suppor ting Scou bu ri nt co ey th ce en ri levels. The expe is invaluable.

Countr yfriend roup over 20 years G e th h it w en be s ha Our treasurer . and is a real treasure Barbara Beck tees who keep Thanks to all the trus n! us ticking over in Luto Cherry Brian: I have a very good working relationship with all our District Chairmen and my door is always open. I manage to get to most of the District Annual General Meetings and to any special District events during the year. I am sometimes invited to Group occasions, which I always enjoy as it brings me into contact with those who really matter: our young people.

‘Being a charity trustee gives me the opportunity of interacting with like-minded individuals for the benefit of Scouting. It’s very satisfying.’

Melissa: What would you say has been your biggest achievement in the role to date?

Brian: In my three years as County Chairman, I have tried to keep our meetings reasonably short and I have used a light touch. This formula makes for enjoyable meetings.

If a meeting finishes early enough, then our County trustees will often linger longer and socialise, which helps to bind us all together as an effective team.

From www.scouts.org.uk

everything that’s involved with it, including those obligations that come with being a charity trustee. Only when we both feel comfortable with the proposed role do I talk about the paperwork!

Melissa: So, would you recommend trusteeship to any of your friends or family?

Brian: Certainly. Being a charity trustee is one way of helping other people. It also gives me the opportunity of interacting with like-minded individuals for the benefit of Scouting. It’s very satisfying.

Melissa: Finally, if you could give one piece of advice to other trustees across the organisation what would it be?

Brian: Make sure that you get fully involved in your role and use all your previous experience and common sense when making decisions.

more info To view a special message from The Scout Association’s Chair of Trustees, Sir Alan Craft, visit www.scouts.org.uk/trusteeweek

Melissa: We know that people often find it hard to recruit volunteers to support Executives. How would you promote the role to others?

Brian: This needs to be approached with great care. From my experience a general appeal rarely succeeds. Recruiting a new County trustee takes time and effort. Once a prospective trustee has been identified, I need to have a face-to-face chat with the person to explain the role and scouts.org.uk

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e v i t u c e x E s n o i s i c e d

utive will affect Group Exec el lev p ou Gr at p hi es ste rvices, Some rule changes to tru Director of Corporate Se n, so lin al M n re Ke . ip fectively Committee membersh ur Group(s) running ef yo ep ke lp he to ils ta de provides the

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here would we be without our Group trustees? Responsible for supporting the Group Scout Leader and ensuring effective administration, they are an essential part of local Scouting.

What you told us A recent consultation with the Movement looked at options for reducing the number of people with trustee responsibilities at Group level. It showed us that members supported the idea that Section Leaders should no longer automatically be members of Group Executive Committees.

The General Purposes sub-Committee (GPC) - one of the bodies tasked to carry out the work of the Board of The Scout Association - was then asked to consider the options available. Specifically, it addressed concerns that this might lead to sections not ‘having a voice’ on their Executive Committee. The sub-Committee was also aware that it needed to make sure that whatever approach was developed provided flexibility for adults who take on volunteer roles in Scouting.

Why Section Leaders now need to opt-in Therefore, in the 2011 version of POR, Rule 3.23 now shows that Section Leaders (ie the Beaver Scout Leader, Cub Scout Leader, Scout Leader and, where relevant, the Explorer Scout Leader) only become members of the Group Executive Committee if they expressly indicate to the Group Annual General Meeting (in writing or by speaking at the meeting) that they are willing to be on the Executive Committee. Existing Section Leaders will remain on the Executive Committee until the AGM, when they must indicate if they wish to continue to be on the Committee.

If one or all Section Leaders do not choose to be on the Group Executive Committee, it will be important that ways are found to make sure that appropriate communication and representation channels between the section and the Group Executive Committee are maintained. This could be

A balance of views The sub-Committee also looked into developing an approach which allowed the link between sections and the management of the Group to be maintained. This also had to provide a balance between the views and requirements of the Group Executive Committee and the individual Section Leader(s). Any change in the membership requirement of the Group Executive Committee would also require a change to POR Rule 3.23, the Constitution of the Scout Group. The sub-Committee sought the advice of the Charity Commission to make sure that any constitutional changes made were appropriate.

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Group level trustees

through the Group Scout Leader, Group Executive Committee or Group Scout Council identifying someone else to represent that section (either nominating, electing or co-opting them onto the Executive Committee) or it could be through less formal systems and structures. What is important however, is that these issues are taken into account by the Group Scout Council if a Section Leader does not indicate that they are willing to be on the Executive Committee at the Group Annual General Meeting.

Ex-officio members The other Ex-officio members of the Group Executive Committee will remain the same and are: • The Group Chairman • The Group Secretary • The Group Treasurer • The Group Scout Leader • The Assistant Group Scout Leader • The Sponsoring Authority or its nominee

If a Section Leader wishes to resign from the Group Executive Committee ahead of the next Group AGM they may do so. However this will only be formally confirmed at the AGM if they then fail to actively indicate their willingness to remain on the committee.

The best interests of the charity For Groups with separate constitutions, the trustees should consider whether incorporating such a change into their constitution is in the best interests of its charity and if adopting the new rule is a reasonable decision for it to make. For example, they may need to consider if the change could help recruitment or whether a smaller committee may lead to governance problems. more info For more information, please contact the Scout Information Centre on 0845 300 1818. The 2011 version of POR is available at www.scouts.org.uk/por

The change to POR Rule 3.23 came into effect when the new version of POR (with the changes to Rule 3.23) was published in January and will automatically apply to all Scout Groups which use the Royal Charter, the By-Laws and/or POR as their governing documents.

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Who’s supporting you?

As a volunteer manager you are to responsible for providing Scouting young people, says Karen Heenan, Chief Executive of Charity Trustee r Networks. But you also have anothe sort of responsibility – as a trustee.

So, what does this mean and where can you find support?

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Trustee support

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rustees make decisions about how a charity is run and how its resources are used for public benefit. In the case of Scouting this is the development of young people. As a trustee in Scouting, you already have access to lots of support in your role through The Scout Association, but there are other avenues too.

National support Charity Trustee Networks is a national support charity for trustees and exists to provide information, signposting and support to trustees across the country. We were set up as a charity in 1998 by a small group of individuals committed to the value of sharing experiences between trustees in order to improve their effectiveness. It is free to join and you simply need to sign up through our website at www.trusteenet.org.uk

Member benefits As a member, you can access a number of benefits: • A free bi-monthly e-newsletter, Trustee Focus • Information about events for trustees around the UK • The opportunity to post your questions and answer others’ questions on our online discussion forum • Resources for trustees and Chairmen • News and updates

• Opportunities to express your views and to participate in consultations – with your perspectives being fed in to government and other policy-makers • An exclusive area of the website for chairmen.

Attracting trustees A further benefit is our trustee finder service at www.trusteefinder.org.uk This allows members to post up their committee vacancies. These can then be searched by people wanting to become trustees – either by a keyword search, a postcode search or by type of charity.

We find that people often focus on the responsibilities of being a trustee and not on the benefits. We know that people find trusteeship extremely rewarding, both personally and from a career development point of view.

So, we are here to support you and your trustees. Why not visit www.trusteenet.org.uk to see what additional support is available to you?

more info Charity Trustee Networks, 2nd Floor, The Guildford Institute, Ward Street, Guildford GU1 4LH Tel: 01483 230280 Email: info@trusteenet.org.uk Web: www.trusteenet.org.uk

WHY I’M A TRUSTEE ed to help ivat ‘Bei ng part of a team which is mot to make able be to ls skil the others and hav ing ’ ing. rgis ene is pen hap gs thin

ly developed me ‘It’s been ama zing and has real ring me to develop owe emp as l individually as wel .’ tion nisa orga the but rewardi ng ‘Bei ng a trustee is cha llenging, of value for ng ethi som g with a sense of doin energy and ce, choi own r you ugh thro rs othe new ways of g lorin exp ut abo com mitment. It’s yet mai ntai ning , team rse dive a in gs thin g doin you r individual contribution .’

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Prepared for the future What are your plans for the future and how are you forming them?

Regional Development Officers Peter Thorp and John McAtominey, explain how one District developed its plan together

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reparation is a key part of Scouting’, says Durham District Commissioner Gareth Clay.

‘From leaders preparing for the weekly meeting to our young people preparing to make their Promise, it’s what we do. As managers in Scouting, we need to plan just as carefully.’

Durham City is a small District with seven Groups based in and around Durham city centre. Until recently the District did not have a formal development plan. So, when Gareth was appointed, it was the ideal time to think about the future of Scouting in the District. Following his induction with the Regional Development Service, a District Development Day was planned, which would provide an opportunity for people in the District to have an input into the development plan.

Input from all ‘It was agreed that consulting widely was the best route forward’, recalls Gareth. ‘We invited all Group Scout Leaders, Group contacts, Explorer Scout Leaders and the Assistant District Commissioners.’ The day, held in a conference facility at Harehope Quarry, was facilitated by the Regional Development Service. It started with group 10

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tasks and discussions about working together as an effective team. This was then linked with a questionnaire that had been circulated beforehand which identified the individual skills and behaviours which emerge when people work within a team.

Participants were then guided through a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis for the District. They were also asked to imagine fast forwarding five years to a party being held to celebrate the success of the District. They were asked to write down what they were celebrating on blank postcards. These were translated into objectives for the plan and the cards were then given an order of importance and urgency.

Clear objectives At the end of the day, the results were clear. The team had successfully identified the objectives for the District, prioritised them and every member of the team had ownership of the plan. The top three objectives were: • to have a Group Scout Leader in every group • to have a District training team • to have frequent, positive media exposure.

These, along with the other priorities that were identified,

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District development

formed the basis of Durham City Scout District’s Plan.

The day was not just about creating the plan for the District, but about bringing people together. It strengthened the team and provided the opportunity for them to have their say about the future of Scouting in their District. ‘For me it was an opportunity to gauge the mood and feeling in the District,’ says Gareth. ‘It was a chance to talk with leaders about their thoughts and ideas.

Even though I had a sense of where I wanted the District to go, they gave me plenty of new ideas I hadn’t thought of before. It was great to get things on track with a long term plan.’

more info The Scout Information Centre (0845 300 1818) will be able to provide your local Regional Development Service contact.

Top tips for a successful development day

1) Encourage everyone to attend with an open mind and positive approach.

2) Hold the event in a suitable venue, with refreshments and lunch.

3) Be clear about the purpose of the event and explain what will happen to the information collected.

4) Ensure that everyone gets the opportunity to express their views and to contribute.

5) Emphasise the importance of focusing on the future rather than the past.

6) Ensure effective facilitation of group exercises and discussions. Plan how you will capture information in a meaningful way.

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When Scout Active Support was launched in September 2009, three new appointments with training requirements became part of the Adult Training Scheme. Laura McManus explains

n o i t c u r t s n i Under

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ith Scout Active Support now fully up and running across the UK, are you clear about the training requirements? Here’s some clarification that should help.

Scout Active Support Managers This role requires members to complete a Wood Badge by completing the managers’ modules from the Adult Training Scheme. If the adult in this role already holds a Wood Badge, then they should complete the modules detailed in the Change of Role Matrix in the publication: The Adult’s Personal File.

Scout Active Support Co-ordinators and Members A specific Wood Badge route is not available for these appointments but Module 1, Essential Information, should be validated. If individuals wish to complete a Wood Badge, they can create a route in agreement with their County Training Manager. It is important to ensure that the modules chosen can be completed within an individual’s role.

‘I’ve been an adult in Scouting for nearly 60 years,’ says Roger Norman, Scout Active Support Co-ordinator, Greater London North East, ‘but only recently did I complete my Wood Badge training as the co-ordinator of Fairmead Active Support Unit. ’ Paul Fix is Roger’s County Training Manager: ‘I met with Roger to discuss his training needs,’ he explains. ‘Together we devised a Scout Active Support Co-ordinator Personal Learning Plan so that he could achieve his Wood Badge.

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We went through all the modules in the Adult Training Scheme, identifying which ones were essential and relevant to his role. I then constructed his Personal Learning Plan based on these.’ Roger then worked with his Training Adviser to complete the learning and validation for these modules. In addition to the modules being relevant for his role, the modules were also validated in relation to his role. This method of creating a Personal Learning Plan provided a flexible approach and meant that Roger had a tailored Wood Badge course relevant to him.

Advice for all roles Those holding roles within a Scout Active Support Unit should also complete the modules relevant to the function of their Unit. This could include Module 3, Tools for the Job, Module 12, Providing a Balanced Programme, Module 17, Activities Outdoors, or any other relevant modules. The Service Agreement for a Scout Active Support Unit will outline the support provided by the Unit, and will help to determine which training will be relevant for its members.

more info For more details on Adult Training please see the Adult’s Personal File at www.scouts.org.uk/ learnersresources

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Nights away

Overnight success Are your leaders planning nights away for Beaver Scouts? The rules for Beaver Scout residential experiences have changed, says Jenny Winn

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he existing time limit of 24 hours for a residential experience has been replaced with a limit of one night away.

Travelling time is also no longer included in the time away from home. The other big change is that Beaver Scouts are now able to camp as a Colony.

More opportunities Another minimum standard has been included for Beaver Scouts, which is to offer the opportunity for each Beaver

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Scout to attend a Nights Away event each year.

Beaver Scouts are now permitted to go abroad, with certain restrictions. As managers in the Association you will be supporting Beaver Scout Leaders as they plan, prepare and run residential experiences.

Find out more Contact Jenny Winn at programme@scouts.org.uk for more information

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Flexible friends When two leaders from 9th Lymington Cub Pack attended a flexible volunteering workshop at Gilwell Reunion, they hoped to discover how to encourage more people to join the adventure. Hilary Farrow tells Focus what she learnt

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he workshop began with some questions. Do we use a parent rota? Do we welcome and encourage parents to get involved? Do we ask parents what they could offer the Pack? We kept nodding our heads and were amazed to discover that we already do flexible volunteering. Who would have thought it?

it much easier for us to continue approaching parents and asking them to volunteer.

So what else can we do? We now plan to break down the roles within the Pack into smaller defined tasks. We are going to advertise vacant roles to parents across the whole Group, not just our own section.

Talking with parents

We also have to make sure that training is available and that the process runs as smoothly as possible for those coming into the Pack. In particular we need to ensure that the team always has someone with a Nights Away Permit, so that we can continue to offer sleepovers and camps.

We both have one, but it’s useful if others do too.

Our parent rota is up and running. We send out a questionnaire to find out parents’ skills, hobbies and professional background. We invite parents to come to camps and trips. We also have regular parent helpers who attend section meetings when they can. As a result of this we have successfully recruited a number of new volunteers.

A dad has agreed to be an Assistant Cub Scout Leader after coming to summer camp with us and having a ball, turning up on as many weeks as he can. We have also re-engaged a mum, a Cub Scout Leader before she had her family, who wants to come back into Scouting, plus all our regular parent rota helpers.

Sharing the leadership One idea we think could work well is to get a group of Assistant Leaders to run the Pack between them. We are looking at how we can divide the tasks. This should make 14

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Good training

What we’ve learned My advice is to ask volunteers what they would like to get out of Scouting. We need to look at what we are able to offer parents and to be realistic in what we tell them. Are we feeling optimistic? Some weeks yes, others no. But we will keep persevering.

more info Find out more flexible volunteering tips at www.scouts.org.uk/parents

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Opinion

Our hidden volunteers We often only think about adult volunteering as working directly with young people, says Tim Kidd. We often forget about all the other opportunities that we have for adults in Scouting

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he great thing about Scouting is that there are so many ways that people can enjoy it. The lifeblood of Scouting is clearly young people – but it is vital that we harness the time and skills of adults too. While volunteering in a section is the aspect that is most visible to the public, we all know that there is a huge amount to do behind the scenes.

An effective Executive Particularly vital, as discussed in this edition of Focus, is the work of trustees on Group, District and County Executive Committees. It can sometimes be very hard to fill these roles and, let’s face it, it is not always our top priority when there are more pressing issues to consider. But if we want Scouting to be well supported and able to grow, we need to have effective Executive Committees. It needs to provide the facilities required by leaders to work effectively with young people.

The power of diversity Ensuring that we have great Executive Committees is an investment in the future of Scouting. It is that important.

We have to work hard to encourage the right people to join us as trustees and that is where the power of diversity and inclusion kicks in. If we truly search widely for trustees we will find all sorts of skills and knowledge useful to Scouting. Good Scouting thrives on different ideas and exchanges of views (and even, sometimes, disagreements!).

I hope that the ideas in this issue of Focus will be useful in thinking about how to build up and support your Executive.

Contact Tim Tim Kidd is the Chief Commissioner for England. Email him your thoughts at focus@scouts.org.uk scouts.org.uk

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