focus
DESCRIPTION
Supporting Scouting’s hidden volunteers When a plan comes together Sharing the load How one District mapped its future Flexible volunteering on the South coast The magazine for volunteer managers in Scouting February/March 2011 scouts.org.ukTRANSCRIPT
SWING INTO ACTION
scouts.org.uk
The magazine for volunteer
managers in Scouting
February/March 2011
When a plan comes togetherHow one District mapped its future
Sharingthe loadFlexible volunteering on the South coast
Focus
SWING INTO ACTIONSupporting Scouting’s hidden volunteers
Focus Final.indd 1 11/01/2011 10:57
Welcome
3scouts.org.uk
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 aheadWith 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 [email protected]
Welcome to the
adventure
4 Trusted to do their bestBrian 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 futureWhy 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 experi-ences 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 refl ects on those ‘hard to fi ll’ roles in Scouting
Download all section supplements at www.scouts.org.uk/magazine
CREATE ...... your own your own Scout photo book
www.scouts.org.uk/brand
In Focus
Your Adult Support TeamMark Flexman, UK Adviser for Adults in Scouting, James Newton, Programme and Development Adviser for Adults in ScoutingContact them at:[email protected] [email protected]
Adult Support TeamThe Scout Association, Gilwell Park, Chingford;London E4 7QW; Tel: 0845 300 1818 email [email protected]
ADVERTISINGRichard Ellacott [email protected] 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.
Focus Final.indd 3 11/01/2011 10:57
4 Focus February/March 2011
Trusted to do their best
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
Trustees are among Scouting’s most
valuable volunteers. But what is it really
like being a trustee? Melissa Green spoke
to Brian Lloyd, County Chairman of
Staffordshire for the last three years,
to find out more…
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?
Focus Final.indd 4 11/01/2011 10:57
5scouts.org.uk
The big interview
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.
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.
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
To view a special message from The Scout Association’s Chair of Trustees, Sir Alan Craft, visit www.scouts.org.uk/trusteeweek
more info
‘Being a charity trustee gives me the opportunity of interacting with like-minded individuals for the benefit of Scouting. It’s very satisfying.’
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.
Trustees are an integral part of the success of Scouting at all
levels. The experience they contribute to supporting Scouting
is invaluable. Countryfriend
Our treasurer has been with the Group over 20 years
and is a real treasure. Barbara Beck
Thanks to all the trustees who keep
us ticking over in Luton!
Cherry From www.scouts.org.uk
Focus Final.indd 5 11/01/2011 10:57
6 Focus February/March 2011
Executive decisionsSome rule changes to trusteeship at Group level will affect Group Executive
Committee membership. Keren Mallinson, Director of Corporate Services,
provides the details to help keep your Group(s) running effectively
Where 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 usA 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.
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.
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
Focus Final.indd 6 11/01/2011 10:57
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
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.
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
more info
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.
7scouts.org.uk
Focus Final.indd 7 11/01/2011 10:57
8 Focus February/March 2011
Who’s supporting you?
As a volunteer manager you are
responsible for providing Scouting to
young people, says Karen Heenan,
Chief Executive of Charity Trustee
Networks. But you also have another
sort of responsibility – as a trustee.
So, what does this mean and where
can you find support?
Focus Final.indd 8 11/01/2011 10:57
9scouts.org.uk
Trustee support
T 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?
Charity Trustee Networks, 2nd Floor, The Guildford Institute, Ward Street, Guildford GU1 4LHTel: 01483 230280 Email: [email protected] Web: www.trusteenet.org.uk
more info
WHY I’M A TRUSTEE ‘Being part of a team which is motivated to help
others and having the skills to be able to make
things happen is energising.’
‘It’s been amazing and has really developed me
individually as well as empowering me to develop
the organisation.’
‘Being a trustee is challenging, but rewarding
with a sense of doing something of value for
others through your own choice, energy and
commitment. It’s about exploring new ways of
doing things in a diverse team, yet maintaining
your individual contribution.’
Focus Final.indd 9 11/01/2011 10:58
10 Focus February/March 2011
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
‘P 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
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,
Focus Final.indd 10 11/01/2011 10:58
11scouts.org.uk
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.’
Top tips for a successful development day1) 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.
The Scout Information Centre (0845 300 1818) will be able to provide your local Regional Development Service contact.
more info
Focus Final.indd 11 11/01/2011 10:58
12 Focus February/March 2011
Under instruction
W 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 ManagersThis 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 MembersA 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.
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 rolesThose 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.
For more details on Adult Training please see the Adult’s Personal File atwww.scouts.org.uk/learnersresources
more info
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
Focus Final.indd 12 11/01/2011 10:58
Nights away
Overnight successAre your leaders planning nights away for Beaver Scouts? The rules for Beaver Scout residential experiences have changed, says Jenny Winn
The 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
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 moreContact Jenny Winn at
for more information
Focus Final.indd 13 11/01/2011 10:58
14 Focus February/March 2011
Flexible friendsWhen 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
The 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?
Talking with parents 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
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.
Good training 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.
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.
Find out more flexible volunteering tips at www.scouts.org.uk/parents
more info
Focus Final.indd 14 11/01/2011 10:58
15scouts.org.uk
Opinion
Our hidden volunteersWe 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
The 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 [email protected]
Focus Final.indd 15 11/01/2011 10:58