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Strategy for Scouting - Missions for Scouting

In July 2002 leaders of all National Scout Organizations will be discussing a long-term strategy for Scouting. They will make a decision about this in Thessaloniki at the World Scout Conference, the "general assembly" of Scouting.
The first century of Scouting was a success story and Scouting is now one of the few really global organizations. It has adapted to just about all cultural and economic backgrounds. This has resulted in a doubling of its membership every 20 years and a presence in 151 countries world-wide. Its spectacular rebirth in countries of the former communist block is proof that it continues to respond to a fundamental need.

However, we have to face some facts: Membership is falling in some industrialised countries and a few National Scout Organizations (NSOs) are losing so many of their adolescents that they are fast becoming organizations for children. In 2007 Scouting will enter into the second century of its existence - "will this be the beginning of a decline or an opportunity for renewal, continuous development and growth?"

Developing a long-term strategy requires a shared vision, a focus on specific goals (strategic priorities) and setting clear objectives. The proposed vision and the strategic priorities are set on the following pages, with an opportunity for you to give feedback.

Please provide your feedback on the WOSM website at Feedback on STRATEGY FOR SCOUTING

Examples of Action to Address Strategic Priorities

Youth Involvement - revitalising the Scout Method.

Unfortunately, the Scout Method is not always fully applied. Young people are not being adequately prepared for the progressive responsibility and active involvement that are required at all levels in Scouting, starting from the youngest age sections up to institutional involvement in decision-making bodies. A policy on Youth Involvement is being submitted to the World Scout Conference in Thessaloniki.

This strategic priority aims at assisting National Scout Organizations in revitalising this fundamental element of our Movement, which is crucial to its attractiveness and its ability to achieve its mission.

Adolescents - supporting their transition to adulthood.

Supporting young people in the transition from childhood to adulthood is at the core of the mission of Scouting as it was founded to help young people in this difficult transition. The relevance and quality of the Scout programme are measured by parents and potential partners, as well as by governmental and intergovernmental agencies, through Scoutings ability to support young people until the age of entering into adult society.

Today adolescence is becoming a crucial challenge in many societies and Scouting often fails to provide a relevant response. Young people express new expectations that the traditional systems are not able to meet: freedom, self expression, equal opportunities, better education, a job, the ability to find a creative role in society, etc. The traditional mould which prepared young people for adult life, is weakened, broken or has not adapted to the changing world. Therefore, when growing out of childhood, young people do not always have efficient and effective support as they move towards adult roles. Adults in all organizations face considerable difficulties in helping young people to meet their expectations.

The ability to respond to the needs and expectations of young people is a key factor for the success of Scouting and its recognition as a reliable contributor to the development of society. Scouting should be perceived as an expert in the adolescent age range, but in many countries, Scout associations are facing difficulties in delivering a programme which is adapted to the needs and expectations of adolescents.

However, there are tried and tested ways of supporting adolescents, which have been used successfully by many associations. These include placing an emphasis on the peer group, giving access to responsibilities and involving young people in decision-making. Another important aspect is developing positive relationships between young people and adults who are able to provide support, confidence, real challenges and opportunities to try out adult roles and acquire skills recognised by society.

This strategic priority aims at supporting National Scout Organizations in responding effectively to the needs and expectations of adolescents. This will result in an increase in membership in this age-range and enhance Scoutings reputation as an organization which helps young people in their transition to adulthood.

Girls and Boys, Women and Men - respecting differences, promoting equality and sharing responsibility.

Scouting in most associations has developed from a male organization. Although girls and women may have been members for many years, often not enough consideration has been given to their needs, the programme, leadership opportunities and structures to enable girls and women to participate fully. This can often be clearly seen in membership statistics in National Scout Organizations.

The aim of this strategic priority is to identify the support and tools required to help National Scout Organizations offer equality of opportunity to girls and boys, women and men at all levels in Scouting. This should offer new opportunities for everyone and, through an increase in youth membership and adult leadership, result in a more even balance in the male:female ratio in Associations.

Reaching Out - breaking down barriers and working with all segments of society.

There are many features of the Movement that detract from its attractiveness. These range from:

1. youth programmes that are not seen as relevant to the needs and aspirations of young people in some segments of society.

2. policies and practices that - sometimes inadvertently - serve to exclude those who might otherwise wish to join.

3. "external trappings" which are not of fundamental importance but which deter potential members from coming forward.

The aim of this strategic priority is to support National Scout Organisations in identifying and responding to the needs of young people, adults and society where Scouting is not currently having an impact. This should result in an increase in membership and increase Scouting's impact in the world today.

Volunteers in Scouting - developing new approaches to broaden the base of adult support.

As a result of this new concept of volunteering, it should be possible for new groups of potential leaders to be attracted to Scouting and retained.

With the support of the Adult Resources Policy we therefore need to attract, recruit and retain a new type of adults to Scouting. These adults need to be trained to fully identify with the values of scouting and to share them with (not impose them upon) young peolpe.

This strategic priority aims at redefining the concept of volunteering as applied to Scouting and reviewing policies and practices to help National Scout Organizations recruit and retain a new group of adults in Scouting.

An organisation for the 21st century - becoming flexible, lean, innovative, participatory.

Federations, for example, which are an additional structure at national level, duplicate and dilute Scoutings limited resources and weaken its effectiveness. But many countries which have single, non-federated structures also have too many levels which render the decision-making process cumbersome, slow and reactive rather than proactive to societal needs, and top-down rather then truly participative. There are many other examples of how our structures, systems and management are not in tune with the times.

This strategic priority aims at assisting National Scout Organizations, as well as the structures of WOSM itself at world and regional levels, to review their structures, systems and management to enable them to be sensitive to the changing needs of society and to respond quickly and effectively.

Scouting's profile - strengthening communications, partnerships and resources.

Partnerships
Scouting does not exist in isolation; it is part of the community and it needs to work in partnership with others, from individuals to organizations and institutions at local, national, and world levels. Partnerships with others create a synergy and provide benefits that neither could obtain alone. For Scouting to benefit from these partnerships, it must have a good product and communicate this successfully. Today, creating a good public image cannot just be left to chance; it needs a professional approach and positive action.

Resources
Financial and other resources can result from these relationships, but in addition Scouting needs to look specifically at its fundraising needs and opportunities at all levels, putting into place specific programmes for this purpose. Effective fundraising also requires good relationships with others, and good communication.

This strategic priority aims at strengthening Scouting's communications, partnerships and resources at all levels as these are vital in supporting the work to achieve the vision.